Joseph Darren P. Lacanlale
Investor-Servicing Division
Abstract
In the context of the
Public Sector in the Province of Ilocos Norte, this article explored the
Pandora’s box of the tension between seniority and competency as a basis for
advancement. Drawing on firsthand experience as an Investment Officer in the
Investor-Servicing Division of the Provincial Government of Ilocos Norte
(PGIN), the study offers a narrative and personal account grounded in the
realities of work involving investor facilitation, business permitting, and
international trade missions. The article highlights that investor servicing
work requires not only know-how but also high levels of technical skill and
adaptability. Finding the harmony between seniority and competency tends to be
the most effective means of improving advancement and investor servicing, based
on recent practices in both the public and private sectors in HR management.
The study concludes that developing professionalism, building investor
confidence, and increasing provincial economic development all depend on a
harmonious balance between seniority and competency advancement practices.
Keywords: seniority, competency, advancement, public administration, local government, investment promotion, Ilocos Norte, trade missions, ease of doing business, Provincial Government, Local Government Unit
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 evolving governance and
dynamic changes in administrations, there is a need to adapt to technological
advancements, and challenging economic situations require greater emphasis on
on-the-ground decision-making and individual competency rather than 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 of
bureaucratic procedures and private-sector expectations, making the question of
seniority versus competency highly relevant and necessary to explore.
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 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, complex world of
investor-servicing situations we face.
The Role of Seniority in the Public Sector
Seniority plays an
essential 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 requirements, by identifying suitable sites for
investors who require minimum lot sizes, access to water bodies, or proximity
to NGCP substations, depending on the investor’s requirements. This knowledge
and experience are not easily replaced, and they anchor the stability of the
office’s operations in investor servicing.
However, the question
arises: Is seniority alone sufficient for advancement into roles that require
technical precision, economic understanding, and field adaptability?
Competency as a Significant Factor Influencing
Advancement in Investor Servicing Effectiveness
While seniority ensures
office operations 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
are essential for facilitating investor roadshows,
investor servicing, and trade missions.
·
Field adaptability is essential during site tours, where investors inquire about land
elevation, logistics access, considerations, and specific industry-related
issues.
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 systems of the Local Government Units
(LGUs), the 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, underscoring
the importance of 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 local economic development goals.
Conclusion
The experience of working
in the Investor-Servicing Division demonstrates that both seniority and
competency are critical in the Investment 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 most
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., & Fernández, 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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