Honoring Seniority, Valuing Competency: A Human Perspective on Advancement Practices

 Joseph Darren P. Lacanlale

Investor-Servicing Division
Ilocos Norte Trade, Investment and Promotions Office (INvest Office)

Abstract

In the context of the Public Sector in the Province of Ilocos Norte, this article explored the Pandora’s box between seniority and competency as a basis for advancement. Coming from firsthand experience as an Investment Officer under the Investor-Servicing Division of the Provincial Government of Ilocos Norte (PGIN), the study offers a narrative and personal proof confined to the reality of work involving investor facilitation, business permitting, and international trade missions. The article highlights how investor servicing work requires not only know-how, but high levels of technical skill and adaptability. Finding the harmony between seniority and competency tends to be the most effective means of improving advancements and investor servicing, based on recent practices of both the public sector and private sector in HR management. The study comes to the conclusion that developing professionalism, building investor confidence, and increasing provincial economic development all depend on a harmony of seniority-competency advancement practice.

Keywords: seniority, competency, advancement, public administration, local government, investment promotion, Ilocos Norte, trade missions, ease of doing business, Provincial Government, Local Government UnitHonoring Seniority, Valuing Competency: A Human Perspective on Advancement Practices

Introduction

Advancement Practices in the public sector have relied on seniority as an indicator of loyalty, experience, and the office’s ability to continue functioning even with changes in staff or leadership (Kim, 2010). In the Philippines, this culture remains deeply rooted in the public sector culture. However, with the evolving governance and dynamic changes in administrations, there is a need for adapting to the technological advancements, and difficult economic situations require greater emphasis on on-the-ground decision-making, individual competency than only seniority (Brillantes & Fernandez, 2011).

Working in the INVEST Office of the Provincial Government of Ilocos Norte, particularly under the Investor-Servicing Division, has offered a window into this issue. Our division facilitates investor entry and plenipotentiaries into the province, assisting companies with business-to-business (B2B) events, data gathering, site validation, regulatory requirements, and ease-of-doing-business coordination between Local Government Units (LGUs). This role places us at the middle-man of bureaucratic procedures and private sector expectations, making the question of seniority versus competency highly relevant and necessary to delve into. Specifically, this article aims to:

(1) analyze the role of seniority in ensuring stability, continuity, and institutional knowledge in public-sector operations;

(2) examine how competency influences effectiveness in investor-servicing and investment promotion work; and

(3) argue for a structured advancement framework that integrates both seniority and competency to improve professionalism, investor confidence, and local/provincial level economic development outcomes.

 

By drawing on public sector articles and my own experiences in the investor-servicing division, this study offers a glimpse at advancement practices from a staff-centered perspective. The article shows that finding the harmony between seniority and competency is not only just but also helps the office meet the real demands of running a modern local government, addressing the dynamic and complex world of investor-servicing situations we face.

The Role of Seniority in the Public Sector

Seniority plays an important role in the workplace, especially in the public sector, where political administration cycles, administrative turnover, and unexpected challenges can disrupt work. Studies show that in the public sector, the long-serving employees often hold crucial know-how that enables consistent work delivery and decision-making (Rainey, 2014).

In the Provincial Government of Ilocos Norte, senior staff often recall historical challenges, previous investor engagements, and/or long-standing regulatory requirements. These experiences help newer employees like me, especially when each investor has their own tailored requirement; identifying suitable sites for investors requiring minimum lot sizes, access to water bodies, or proximity to NGCP substations, depending on the investor’s requirement. This knowledge and experience are not easily replaced, and they anchor the stability of the office’s operations in investor servicing.

However, the question emerges: is seniority alone enough for advancement in roles that require technical precision, economic understanding, and field adaptivity?

Competency as a Significant Factor Influencing Advancement in Investor Servicing Effectiveness

While seniority ensures operations in the office run smoothly, competency drives performance, initiative, and adaptability, especially in technical positions. Studies show that merit-driven approaches to advancement improve efficiency, accountability, and motivation in the public sector (de Guzman & Reforma, 1993; OECD, 2017).

Ilocos Norte Trade and Investment Promotions Office requires a high level of competency, including:

●     Technical skills, such as producing executive briefers, preparing industry profiles, and decoding the investors' expressed statements and their underlying intentions;

●     Regulatory knowledge, especially for permits, zoning classifications (such as those under the Philippine Economic Zone Authority [PEZA]), land conversion to agricultural, tourism or renewable energy, and DENR compliance;

●     Communication and diplomacy, essential during the facilitation of investor roadshows, investor-servicing, and trade missions;

●     Field adaptability, especially during site tours where investors inquire about land elevation, logistics access, considerations, and specific industry-related.

For example, during one investor visit, the team was asked to confirm whether an identified site in Paoay was within the seismic risk zone and whether it was near tourism-protected areas. The ability to respond quickly, coordinate with local government units, and communicate effectively influences the investor’s confidence.

Competency, therefore, becomes a tangible and measurable instrument for the advancement of investment officers, especially those under the Investor-Servicing Division.

Narrative Account: Work in the Investor Servicing Division

Investor Tours and Identified Sites Assessments

Most locators provide specific requirements, including minimum hectare size, environmental conditions, exposure to seismic hazards, and proximity to substations or coastal areas. As investment officers, we accompany them throughout Ilocos Norte to validate identified sites. These site tours require not only familiarity with the province but also the ability to provide immediate and accurate information.

Business Permitting and Ease of Doing Business

Our division assists investors through the complex permitting system of the Local Government Units (LGUs), Sangguniang Panlalawigan, and Barangays/Host Communities. Coordination with the LGUs, the relevant Provincial Offices, and National Government Agencies is critical. Even minor errors or delays can negatively affect Ilocos Norte’s image as an investment-friendly province, highlighting competency as an essential trait.

Hawaii Trade Mission Experience

One of the most recent major activities was the Hawaii Trade Mission, where the Filipino Chamber of Commerce, Inc. of Hawaii visited Ilocos Norte. The Provincial Government of Ilocos Norte hosted a business symposium highlighting investment opportunities. Preparing presentations, compiling investment briefers, and responding to inquiries required a combination of technical and soft skills. Events, as mentioned, show how competency directly contributes to successful economic development.

Seniority and Competency: Toward a Balanced Advancement Practice

Empirical studies highlight that hybrid promotion systems, which integrate seniority and competency, enhance the perceptions of fairness and organizational effectiveness (Nigro & Kellough, 2014). A balanced system may include:

●        Seniority as a threshold for eligibility,

●        Competency-based performance evaluation,

●        Clear and transparent criteria,

●        Skills development programs,

●        Mentorship between senior and junior staff.

Such a practice aligns with global practices in modern public administration and supports the goals of local economic development.

Conclusion

The experience of working in the Investor-Servicing Division demonstrates that both seniority and competency play a critical role in the INvest Office. Seniority preserves know-how, insights, and standard operating procedures (SOPs). Competency, on the other hand, instills effectiveness, especially in fields like investor servicing that demand technical skills, adaptability, and initiative. Empirical evidence suggests that a balanced advancement practice offers the fairest and modern approach. Valuing competency and also honoring seniority, the Province of Ilocos Norte can strengthen its governance, improve investor servicing and confidence, and foster sustainable economic development.

References

Brillantes, A. B., Jr., & Fernandez, M. T. (2011). Good governance, reforms, and innovations in the Philippines. Public Administration and Development, 31(3), 240–251.

De Guzmán, R. P., & Reforma, M. A. (1993). Public administration in the Philippines: A reader. University of the Philippines Press.

Kim, S. (2010). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 31(1), 56–78.

Nigro, L. G., & Kellough, J. E. (2014). The new public personnel administration (7th ed.). Cengage Learning.

OECD. (2017). Public sector leadership for the 21st century. OECD Publishing.

Rainey, H. G. (2014). Understanding and managing public organizations (5th ed.). Jossey-Bass.

 

 

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