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Transcript of Presentation -Strategic Performance Management System -Jennifer Timbol
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STRATEGICPERFORMANCEMANAGEMENT
SYSTEM(SPMS)
Crown Plaza Manila Galleria
July 13, 2012
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As the central personnelagency, it is the
responsibility of theCivil Service Commissionto establish a culture of
performance and
accountabilityin the bureaucracy.
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The CSC is mandated topromulgate rules, regulations and
standards for the establishment of aperformance evaluation system andemployee suggestions and incentive
award system for all officers and
employees in the civil service.
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Performance Rating System
Revised Administrative Code of 1917
Civil Service Act of 1959
Performance Evaluation System
P.D. No. 807 Administrative Code of 1987
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PerformanceEvaluation
System
PerformanceManagement
System
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Joint Resolution No. 4 of the
Congress of the Philippines(Governing Principles of the Modified Compensation
and Position Classification System and Base Pay
Schedule of the Government) dated June 17, 2009
Item 17 (c) the CSC, in developing the Performance
Management System, shall ensure that performanceshall be linked with organizational performance in
order to enhance the performance orientation of thecompensation system
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Joint Resolution No. 4 of the
Congress of the Philippines(Governing Principles of the Modified Compensation and
Position Classification System and Base Pay Schedule of the
Government)
Item 1 (d)
a performance-based incentive scheme whichintegrates personnel and organizational performanceshall be established to reward exemplary civilservants and well performing institutions
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CSC MC No. 6, s. 2012
The CSC through Resolution No. 1200481 dated
March 16, 2012 promulgated the Guidelines in the
Establishment and Implementation of Agency StrategicPerformance Management System (SPMS)
Administrative Order No. 25 dated December 21, 2011
establish a unified and integrated Results-Based PerformanceManagement System (RBPMS) across all departments and
agencies within the Executive Branch of Governmentincorporating a common set performance scorecard, andcreating an accurate, accessible, and up-to-date government-wide, sectoral and organizational performance informationsystem.
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Civil Service CommissionStrategic Performance Management System
Scope and Coverage
National Government Agencies Local Government Units
Government-Owned & Controlled
Corporations
State Universities and Colleges
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Civil Service CommissionStrategic Performance Management System
Scope and Coverage
First Level
Second Level-
Executive/ Managerial
Second Level-
Professional/Technical
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Civil Service CommissionStrategicPerformance Management System
Link performance management
with other Human Resource
Systems and ensure adherence to the
principle of performance-based
tenure and incentive system
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
Objectives
2
Concretize the linkage of organization performance with the
Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework1
3
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Civil Service CommissionStrategicPerformance Management System
Minimum
Requirements
1. Elements 2. Key Players
5. Rating Scale 6. Calendar
4. Rating Period3. Four-Stage
PMS Cycle
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Civil Service CommissionStrategicPerformance Management System
Elements
Goal Aligned To
Agency Mandate
Performance Goals
Agency Vision, Mission
Strategic Priorities, OPIF
Philippine Development Plan
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Civil Service CommissionStrategic Performance Management System
ElementsOutputs/
Outcomes-based
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Civil Service CommissionStrategic Performance Management System
ElementsTeam approach
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Civil Service CommissionStrategic Performance Management System
ElementsUser-friendly
Forms
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Civil Service CommissionStrategic Performance Management System
ElementsInformation
System
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Civil Service CommissionStrategic Performance Management System
ElementsCommunication
Plan
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Civil Service CommissionStrategic Performance Management System
Key Players
PMT Planning Office HRM OfficeChampion
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Civil Service CommissionStrategicPerformance Management System
Key Players
Head of Office Division Chief Employees
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Civil Service CommissionStrategic Performance Management System
PMS Cycle
Performance Planning and Commitment
Head of Office meeting with supervisors and staff to agree on theoutputs that should be accomplished
Success indicators are determined. Targets shall take into account any combination of, or all of the
following:
Historical data
Benchmarking Client demand OPES Reference Table Top Management instruction Future Trend
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Performance measures shall include at
least one of the following but shall not
limit the office to the hereunder general
categories:Cat Definition
Effectiveness/Quality - Gives a sense of whether theOffice is doing the right things
right based on its mandatesand expectations/requirementsof the clients/stakeholders.
Efficiency - Provides a sense of whether the
Office is doing the things right
Timeliness - Measures whether the deliverablewas done on time based on therequirements of the law and/orclients/stakeholders.
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Civil Service CommissionStrategicPerformance Management System
PMS Cycle
Performance Monitoring and Coaching
Performance of Offices and every individual shall be regularly
monitored at various levels on a regular basis
Monitoring and evaluation mechanisms such as anInformation System should be in place
Supervisors and coaches play a critical role at this stage
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Civil Service CommissionStrategicPerformance Management System
PMS CyclePerformance Review and Evaluation
Assesses both Office and individual employees performancelevel based on performance targets and measures asapproved
Results of assessment of Office and individual performance
shall be impartial
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Civil Service CommissionStrategic Performance Management System
PMS CyclePerformance Rewarding and Development Planning
Part of the individual employees evaluation is the competency
assessment vis--vis the competency requirements of the job
Results of the assessment shall be discussed by the Head of Office andsupervisor with the individual employee at the end of each rating period
Professional development plan must be outlined for employees withUnsatisfactory or Poor ratings
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Civil Service Commission
Strategic Performance Management System
Performance evaluation shall be done Semi-Annually
The minimum appraisal period is at least ninety (90) calendar
days or three (3) months
The maximum appraisal period is not longer than one (1)calendar year
Rating Period
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Civil Service CommissionStrategicPerformance Management System
Rating ScaleRating Description
Numerical Adjectival
5 Outstanding Extraordinary level of achievement
Exceptional job mastery in all major areas of responsibility have
demonstrated
Marked excellence of achievement and contributions to the
organization
4 VerySatisfactory
Exceeded expectations
All goals, objectives and targets were achieved above standards
3 Satisfactory Met expectations
Most critical annual goals are met
2 Unsatisfactory Failed to meet expectations
One or more of the most critical goals were not met
1 Poor Consistently below expectations
Reasonable progress toward critical goals was not made
D. Sample SPMS Calendar
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Activity Submit to
Schedule
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1. P er formance P la nning a nd Commit ment
OPCR for reviewPMT 5th
PMT review reportCommission 5th
Commission approval of OPCR
5th
IPCRHead of Office 5th 5th
OPMD 10th 10th
1. P er formance Monit or ing a nd C oa ching
Monitoring by
Commission Once a year
OPMIS Per semester
Director IV/III Regular basis
Division Chief/Director II
Regular basis
Individual staff Regular basis
Form
OPMIS After EO Quarter
1 . Pe rf orm an ce Rev ie w a nd Fe ed ba ck
OPCR OPMIS 15th 15th
OPMIS to review, evaluate and validate
OPCR against targets and return validated
OPCR to COs and ROs
22th 22th
Visayas30th 30th
30th 30th
Central Offices8th 8th
OPMIS to submit Office performance
assessment and facilitate performance
review by the Commission Commission
25th 25th
Annual Performance ReviewCommission
15th
IPCR
Head of Office
25th 25th
Heads of Office submit IPCR
OPMD EO mo EO mo
1. Performance Rewarding and Development Planning
PMT to submit Top performers listCommission 15th
OPMDs Office Performance Assessment
OFAM 15th
pNote: In the event that the deadline falls on a non-working holiday, submission will be on the next working day.
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Civil Service CommissionStrategic Performance Management System
Uses of Performance Ratings
Performance-Based
Security of Tenure
Grant of Rewards
and Incentives
Basis for Personnel
Actions
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Civil Service CommissionStrategic Performance Management System
SanctionsNon-Submission of :
1) The Office Performance Commitment and Rating Form to the PMT2) Individual Employees Performance Commitment and Rating Form to
the HRM Office
within the specified dates will be ground for:
a. Employees disqualification for performance-based personnel actions
b. Administrative sanction for violation of reasonable office rules andregulations and simple neglect of duty for supervisors or employeesresponsible for delay or non-submission of the office and individualperformance commitment and rating report
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Civil Service CommissionStrategic Performance Management System
Appeals
a. An Office/Unit or individual employee can file an appeal with the PMTwithin ten (10) days from the date of receipt of their performance
evaluation rating
b. The PMT shall decide on the appeals within one (1) month from receipt.
c. Officials or employees who are separated from the service on the basis
of Unsatisfactory or Poor performance rating can appeal their separationto the CSC or its Regional Office within fifteen (15) days from receipt ofthe order or notice of separation.
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Area Paradigm Shiftrom To
Perspective Evaluation Management
Focus Activities/Inputs Outputs andoutcomes
Indicators Performance indicators(e.g., no. of appointmentsprocessed)
Success indicators(e.g., response time)
Performancealignment
Focus on individual(competition)
Align individual tooffice/organization(teamwork andcollaboration)
Role of
Supervisor
Evaluator Coach/mentor
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Civil Service CommissionStrategic Performance Management System
"You are not here merely to make a living.
You are here in order to enable the world to live
more amply, with greater vision, with a finer
spirit of hope and achievement.
You are here to enrich the world, and youimpoverish yourself if you forget the errand."
Woodrow Wilson
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