WELCOME

WELCOMEBriefing / Writeshop on the

Strategic Performance Management System

• UNIVERSITY OF THE PHILIPPINES• NATIONAL COMMISSION ON INDIGENOUS PEOPLES• HOUSING AND LAND USE REGULATORY BOARD

JULY 23 / 25 / 26, 2013

As the central personnel agency, it is the responsibility

of the CSC to establish a

culture of performance and

accountability in the bureaucracy.

Among its other functions, the CSC has toprovide agencies with guidance and

support mechanisms to ...

evaluate and reward employee performance.

Governed by merit and fitness

Respected for its efficiency, effectiveness,

and integrity

Compensated based on rational, realistic and

uniform parameters

CSC Maintains its Vision of a Civil Service

Recognized for its own identity, autonomy

and expertise

Motivated by service and committed to a

mission marked by transparency and

accountability

CSC Maintains its Vision of a Civil Service

•An organization succeeds/fails based on the attainment of GOALS

•The most important determinant of success lies in the PERFORMANCE of personnel

•When people do not perform, an organization fails:

Private sector : No profit = Bankruptcy

GOVERNMENT : NO SERVICE = NO EFFECT (?)

Why Focus on Performance?

ExemplaryCivil

Servant

Personnel and OrganizationalPerformance

Well Performing Institutions

....linking personnel performance with organizational performance

Enhancing performanceorientation of the

compensation system

Ensuring personnel

performance

Linked withorganizationalperformance

WHEREAS, there is a need to rationalize the

current incentive system in government which is

generally characterized by across-the-board

bonuses that are given uniformly to all civil

servants;

WHEREAS, there is a need to strengthen performance

monitoring and appraisal systems based on existing systems

like the Organizational Performance Indicator Framework

(OPIF) which is being used by the Department of Budget and

Management (DBM) to measure agency performance, the

Strategic Performance Management System (SPMS) of the

Civil Service Commission (CSC) which links individual

performance to organizational performance, and the Results-

Based Performance Monitoring System (RBPMS).

WHEREAS, service delivery by the bureaucracy

can be improved by linking personnel incentives to

the bureau or delivery unit’s performance and

recognizing and rewarding exemplary performance

in the public sector;

WHEREAS, there is a need to establish and implement a

Performance-Based Incentive (PBI) System that will

motivate higher performance and greater accountability in

the public sector and ensure the accomplishment of

commitments and targets under the five (5) Key Result

Areas (KRAs) laid down in Executive Order (EO) No. 43 (s.

2011) and the Philippine Development Plan (PDP) 2011-

2016;

WHEREAS, Administrative Order (AO) No. 25 (s. 2011) seeks

to establish a unified and integrated RBPMS across all

departments and agencies within the Executive Branch of

Government, incorporating a common set performance

scorecard, and creating an accurate, accessible, and up-to-

date government-wide, sectoral, and organizational

performance information system, which shall be used as basis

for determining entitlement to performance-based allowances,

incentives, or compensation of government personnel;

WHEREAS, one of the governing principles of the

Senate and House of Representatives Joint

Resolution (JR) No. 4 (s. 2009), otherwise known as

the “Salary Standardization Law (SSL) III,” is the

establishment of a PBI scheme which aligns

personnel efforts to organizational performance to

reward exemplary civil servants and well-performing

institutions; and

WHEREAS, Presidential Decree (PD) No. 985, PD

1597, Republic Act (RA) No. 6758, as amended by

Senate and House of Representatives JR Nos. 1

and 4, authorized the President to approve policies

and levels of allowances and benefits.

SECTION 1. Adoption of a PBI System. A PBI

system consisting of the Productivity Enhancement

Incentive (PEI) and the Performance-Based Bonus

(PBB) shall be adopted in the national government

beginning Fiscal Year (FY) 2012.

a. The PEI, in the amount of P5, 000, shall

continually be granted across-the-board, in

accordance with the guidelines to be issued by

DBM.

b. The PBB, which is a top-up bonus, shall be

given to personnel of bureaus or delivery units in

accordance with their contribution to the

accomplishment of their Department’s overall

targets and commitments, subject to the

following criteria:

i. Achievements by the Departments of

performance targets under their respective

Major Final Outputs (MFOs), and Priority

Program/Project commitments as agreed with

the President under the 5 KRAs under EO 43;

and

ii. Accomplishment of good governance conditions

set by the Inter-Agency Task Force (IATF)

created under AO 25.

SECTION 2. Guidelines for the PBB. The

following guidelines and principles shall govern the

PBB scheme:

a. The PBB shall be characterized as a system of

ranking units and personnel within an

organization according to their performance as

measured by verifiable, observable, credible,

and sustainable indicators of performance based

on the following pillars:

i. Department’s Major Final Outputs;

ii. Department’s commitments to the President

which are supportive of the priorities under EO

43; and

iii. Good governance conditions to be determined

by IATF under AO 25.

b. Flexibility shall be provided to the heads of

departments and agencies to suit the PBB

system to the nature of their operations and to

drive peak performers, in terms of the

determination of the appropriate delivery units to

be rewarded and the performance indicators to

be used; and

c. There shall be appropriate communications

strategy and publication of performance targets

and accomplishments in the department and

agency websites and the website for the RBPMS

to ensure transparency and accountability in the

implementation of the PBB scheme.

SECTION 3. Performance Categories and Rates of

Incentives. The amount of the PBB shall be based on the

performance of the departments, bureaus or delivery units,

and of the individual employees. Department Secretaries or

their duly designated officials shall rank the bureaus or

delivery units, including attached agencies, according to

their performance following a normal distribution.

The PBB shall be distributed according to the

following scheme for FY 2012, without prejudice to

the revision thereof in succeeding years, as may be

approved by the President, upon recommendation

of the IATF:

Performance Category

Best Performer

Better Performer

Good Performer

Best Bureau 35,000 20,000 10,000

Better Bureau

25,000 13,500 7,000

Good Bureau

15,000 10,000 5,000

Bureaus and individuals who receive a Below

Satisfactory performance rating will not be qualified

for the PBB.

SECTION 5. Prohibition against the Grant of New

and Additional Increases in the Rates of Existing

incentives and Bonuses. The grant of allowances,

incentives and bonuses other than those authorized

under SSL III and any increase in the existing and

authorized rates therefor, other than what is provided

for in this EO, shall not be allowed.

Government agencies, including Government-

Owned or –Controlled Corporations (GOCCs), with

existing authorized performance-based incentive or

bonus systems shall harmonize the same with the

PBB scheme.

SECTION 7. Coverage. This EO shall cover all

departments, agencies, SUCs, and GOCCs that

remain under the jurisdiction of DBM.

SECTION 14. Effectivity. This EO shall take

effect immediately upon publication in a

newspaper of general circulation.

DEPARTMENT OF BUDGET AND MANAGEMENT MEMORANDUM CIRCULAR NO. 2012-02

OCTOBER 16, 2012

GUIDELINES TO CLARIFY THE GOOD GOVERNANCE CONDITIONS FOR FISCAL YEAR

2012 IN LINE WITH THE GRANT OF THE PERFORMANCE-BASED BONUS UNDER

EXECUTIVE ORDER (EO) NO. 80

GOOD GOVERNANCE CONDITION 1

TRANSPARENCY SEAL


PhilGEPS POSTING


CASH ADVANCE (CA) LIQUIDATION


CITIZEN’S CHARTER OR ITS EQUIVALENT

The CSC through Resolution No. 1200481

dated March 16, 2012 promulgated the

“Guidelines in the Establishment and

Implementation of Agency Strategic

Performance Management System (SPMS)”

...is a set of processes for establishing a shared

understanding of:

1. WHAT WILL BE ACHIEVED (goals)

2. HOW IT WILL BE ACHIEVED

3. and MANAGING PEOPLE in a way that will

increase the probability that it will be achieved.

It is a mechanism to address the demand to produce

tangible results

The PMS is a means to professionalize the Civil Service

What is a Performance Management System (SPMS)?

Link performance management with other Human Resource

Systems and ensure adherence to the principle of performance-based

tenure and incentive system

Ensure organizational effectiveness andimprovement of individual employeeefficiency by cascading institutionalaccountabilities to the various levels

of the organization2

Concretize the linkage of organization performance with thePhilippine Development Plan,Agency Strategic Plan and the

Organizational Performance Indicator Framework1

3

Civil Service Commission – Strategic Performance Management System

Performance Evaluation

Performance Management


The following framework represents the paradigm shift under

the Strategic Performance Management System (SPMS):

Area Paradigm Shift

From To

Perspective Evaluation Management

Focus Activities/Inputs Outputs and outcomes

Indicators Performance indicators (e.g., no. of appointments processed)

Success indicators (e.g., response time)

Performance alignment

Focus on individual (competition)

Align individual to office/organization (teamwork and collaboration)

Role of Supervisor

Evaluator Coach/mentor

National Government Agencies Local Government Units

Government-Owned & Controlled Corporations State Universities and Colleges


First LevelFirst Level

Second Level-Second Level-Executive/ ManagerialExecutive/ Managerial

Second Level-Second Level-Professional/TechnicalProfessional/Technical


1. Elements 2. Key Players

5. Rating Scale 6. Calendar

4. Rating Period3. Four-Stage

PMS Cycle


1Goal Aligned To Agency Goal Aligned To Agency MandateMandate

Performance Goals

Agency Vision, MissionStrategic Priorities, OPIF

Philippine Development Plan


2Outputs/Outputs/Outcomes-basedOutcomes-based


3Team approachTeam approach


4User-friendly User-friendly FormsForms


5InformationInformationSystemSystem


6CommunicationCommunication PlanPlan


PMT Planning Office HRM OfficeChampion


Head of Office Division Chief Employees


Composition of Performance Management Team (Agency Level)

1. Executive Official designated as Chairperson

2. Highest Human Resource Management Officer

3. Highest Human Resource Development Officer

4. Highest Planning Officer

5. Highest Finance Officer

6. President of the accredited employee association

PMT


Composition of Performance Management Team(Regional Level)

1. Executive Official designated by the Regional Head as Chairperson

2. Highest officer in charge of human resource management

3. Highest officer in charge of financial management

PMT


Composition of Performance Management Team(Regional Level)

4. Highest officer in charge of organizational planning

5. Representative of the rank and file employee

PMT


Champion• Responsible and accountable for the

establishment and implementation of

SPMS

• Sets agency performance goals/

objectives and performance measure

• Determines agency target setting period

• Approves office performance commitment

and rating

• Assesses performance of Offices


• Sets consultation meeting of all Heads of Offices to discuss the Office performance commitment and rating

• Ensures that Office performance targets, measure and budget are aligned with those of the Agency

• Recommends approval of the Office performance commitment and rating

• Acts as Appeals body and final arbiter

• Identifies potential top performers for awards

• Adopts its own internal rules, procedures and strategies in carrying out responsibilities

PMT


• Monitors submission of Office Performance

Commitment and Rating Form and schedule the

review/ evaluation by the PMT

• Consolidates, reviews, validates and evaluates the

initial performance assessment based on

accomplishments reported against success

indicators and budget against actual expenses

• Conducts an agency performance planning and

review conference annually

• Provides each Office with the final Office

Assessment as basis of offices in the assessment

of individual employees

Planning Office


• Monitors submission of Individual Performance

Commitment and Rating Form

• Reviews the Summary List of Individual

Performance Rating

• Provides analytical data on retention, skill/

competency gaps and talent development plan

• Coordinate developmental interventions that

will form part of the HR Plan

HRM Office


• Assumes primary responsibility for performance

management in his/her Office

• Conducts strategic planning session with supervisors

and staff

• Reviews and approves individual performance commitment

and rating form

• Submits quarterly accomplishment report

• Does initial assessment of office’s performance

• Determines final assessment of individual employees’

performance level

• Informs employees of the final rating and identifies

necessary interventions to employees

• Provides written notice to subordinates who obtain

Unsatisfactory or Poor rating

Head of Office


• Assumes joint responsibility with the Head of

Office in attaining performance targets

• Rationalizes distribution of targets/tasks

• Monitors closely the status of performance of

subordinates

• Assesses individual employees’ performance

• Recommends developmental intervention

Division Chief


• Acts as partners of management and

co-employees in meeting organizational

performance goals

Employees


CSC MC No. 08, s. 2013 (April 02, 2003)

RESULT BASED PERFORMANCE MANAGEMENT SYSTEM (RBPMS) IMPLEMENTATION IN AGENCIES

To ensure the institutionalization of the RBPMS, all the government agencies are directed to create a Performance Management Team or PMT that will serve as the counterpart of the IATF in the development of the agency’s internal guidelines in the implementation of performance-based incentive system and in the review of the performance indicators, targets and accomplishments from the department down to the individual level.

In addition to these functions, the PMT shall act as the anchor/link between the agency and the Inter-Agency Task Force on RBPMS. In this connection, the list of the PMT members must be submitted to the Secretariat of the Task Force at [email protected].

Performance Review and Evaluation

Performance Rewardingand Development Planning

Performance Monitoring and Coaching

Performance Planning and Commitment


Performance measures …


based on requirements of law and/or

clients/stakeholders

done on time

•project completion deadlines; •time management skills; and •other time sensitive expectations




Effectiveness /Quality

The extent to which actual performance compares with targeted performance.

The degree to which objectives are achieved and the extent to which targeted problems are solved.

In management, effectiveness relates to getting the right things done.



Efficiency The extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort



Timeliness Measures whether the deliverable was done on time based on the requirements of the law and/or clients/stakeholders .

Time –related performance indicators evaluate such things as project completion deadlines, time management skills and other time- sensitive expectations.


• Head of Office meeting with supervisors and staff to agree

on the outputs 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


G. PERFORMANCE PLANNING & COMMITMENT

AGENCY CSC

OFFICE

EMPLOYEE

MANDATE: To administer the civil service, promote merit and fitness in human

Resource Administration

MISSION: Gawing Lingkod-Bayani ang Bawat Kawani

VISION: CSC shall be Asia’s leading center of excellence for stragetic human resource

management and organizational development by 2030

Stragetic Priority 1Developing Competent and Credible Civil Service

Stragetic Priority 3Cultivating Harmony and Morale and Wellness in the Workplace

Stragetic Priority 2Exemplifying Excellence and Integrity in the Public Service

Test Development Examination Administration

Character/Integrity Building Program Talent Development and Management

Development of Competency Based Qualification Standards

Examination Recruitment and Placement OfficeCivil Service InstitutePersonnel Policies and Standards Office

Staff 3Examination Administration Guidelines

Staff 2Security Printing

Staff 1Test SpecsTest Item Review

Staff 3Training Materials Development

Staff 2Training CalendarTraining Design

Staff 1Training Standards and Guidelines

…

Examination Recruitment and Placement Office

Civil Service Institute

Staff 3Competency Based QS for CSC positions

Staff 2CompetencyProfiles Developed

Staff 1Job Analysis of CSC Positions

Staff 4Draft guidelines for the bureaucracy

Personnel Policies and Standards Office

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 an Information System should be in place

• Supervisors and coaches play a critical role at this stage


Performance Monitoring Form

Task ID No. SubjectAction

OfficerOutput

Date Assigned

Date Accomplished

Remarks

Document No. or Task No. if Taken from WFP

Subject Area of the Task or the Signatory of the Document and Subject Area

Date the task was

assigned to the drafter

Date the output was

approved by the approver

Performance Monitoring and Coaching(Illustration showing a Sample Tracking Tool for Monitoring Assignments)


• Assesses both Office and individual employee’s

performance level based on performance targets

and measures as approved

• Results of assessment of Office and individual

performance shall be impartial


Performance Rewarding and Development Planning

• Part of the individual employee’s evaluation is the competency

assessment vis-à-vis the competency requirements of the job

• Results of the assessment shall be discussed by the Head of

Office and supervisor with the individual employee at the end

of each rating period

• Professional development plan must be outlined for employees

with Unsatisfactory or Poor ratings


Performance Rewarding and Development(Illustration showing a Professional Development Plan Template)

Professional Development Plan

Date:

Target date:

Review date:

Achieved date:

Aim

Objective

Task Next Step

Comments

Professional Development PlanDate:

Aim

Objective

Target date:

Review date:

Achieved date:

Comments

Task

Outcome

Next step

• 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


RatingDescription

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 Very Satisfactory

• 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


Sample Summary List of Individual Performance Ratings

Office A Performance Assessment: Very Satisfactory

Division ARating


Division A Rating 4 Very Satisfactory

Employee 1 4 Very Satisfactory

Employee 2 5 Outstanding

Employee 3 3 Satisfactory



No. of Employees (including DC) = 5Average ratings of staff

20/5=4 Very Satisfactory

Division BRating


Division B Rating 3 Satisfactory



Employee 3 2 Unsatisfactory



12/4=3 Satisfactory

Division CRating


Division C Rating 5 Outstanding






18/4=4.5 Outstanding

Summary: Division A 4 Very Satisfactory

Division B 3 Satisfactory

Division C 5 Outstanding

Average 12/3=4 Very Satisfactory

Aspects PMS-OPES SPMS

Objectives

Cycle

Key PlayersMDT

Calibration TeamPMT

Basic Elements/Features

Measures the collective performance of an office

Focuses on activities/ inputsUses a standard unit of measure

(point system)Allows comparison of

performance across offices or function

Applies to smallest output producing units

Goal aligned to agency mandate and organizational priorities

Outputs/outcomes basedTeam-approach to performance

managementUser-friendly forms Information system that supports

monitoring and evaluationCommunication plan

Indicators

Performance indicator(based on target pointsDepending on the number of

people in a division/office)

Success indicatorperformance measures (quality,

efficiency and timeliness) and performance targets(based on

agency strategic plan, road map, MFOs in the OPIF, etc))

FormsPerformance Contract(Division/Office)Individual Performance Contract

Office Performance Commitment and Review Form (OPCR) and

Individual Performance Commitment and Review Form (IPCR)

Performance-BasedSecurity of Tenure

Grant of Rewards and Incentives

Basis for Personnel Actions


Non-Submission of :

1) The Office Performance Commitment and Rating Form to the PMT

2) Individual Employee’s Performance Commitment and Rating Form to

the HRM Office within the specified dates will be ground for:

a. Employee’s disqualification for performance-based personnel actions

b. Administrative sanction for violation of reasonable office rules and regulations and simple neglect of duty for supervisors or employees responsible for delay or non-submission of the office and individual performance commitment and rating report


a. An Office/Unit or individual employee can file an appeal with the PMT

within 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 separation

to the CSC or its Regional Office within fifteen (15) days from receipt of

the order or notice of separation.


Constitute a Performance Management Team

Review existing Performance Evaluation System

Amend, Enhance or Develop Agency Strategic Performance Systemand Submit to the CSC for Review / Approval

Conduct Orientation and Re-Orientation on the New and Revised Policies on SPMS for all employees

Administer the approved Agency SPMS

Provide the CSCRO/FO with copy of Consolidated Individual Performance Review Reports


The Agency SPMS could be any of the following:

a. A system currently used by the agency which conforms to the basic features of the SPMS;

b.A revised/enhanced Agency Performance Evaluation System (PES) based on the SPMS guidelines; or

c. A new Agency PMS crafted based on the SPMS

guidelines.

Submission of Agency SPMS to CSC


Starting June 2012, Agencies shall be required to submit SPMSto the concerned CSC Regional Office for approval.

By 2015, official and employees of agencies without approvedSPMS shall not be eligible for promotion and entitled to

Performance-based benefits.

Head of agencies may request technical assistance from the CSC Regional / Field Office concerned on the development,

implementation or refinement of their Agency SPMS.

By January 2014, all agencies shall have a CSC-approved SPMS.


Mandate, Vision, Mission Road Map

Performance Management Information

System

OPCR

IPCR


Performance Monitoring and

Coaching


Office PerformanceAssessment

Performance Assessments for

Individual Employees

Performance Rewarding and

Development Planning

Historical data, Benchmark,

Client demand

OPCR(targets)

IPCR(targets)

Quarterly Accomplishment

Report

Performance Monitoring &

Coaching Journal

OPCR(Targets & Ratings)

IPCR

(Targets & Ratings)

ProfessionalDevelopment

Plan

Competency Assessment

Rewards / Incentives

F. PMS PROCESS FLOWCHART


SPMS MILESTONES TRACKING FORM

HANDHOLDING MILESTONES

MAJOR ACTIVITIES

OUTPUT TO BE MONITORED

DATE TO BE COMPLETED

REMARKS

1. CONDUCT ORIENTATION

ORIENTATION AGENCY BLUEPRINT/OUTLINE OF ACTIVITIES AND TIMELINES

SPMS MILESTONES TRACKING FORM

HANDHOLDING MILESTONES

MAJOR ACTIVITIES



REMARKS

2. CRAFTING OF SPMS

IDENTIFICATION OF KEY PLAYERS AND RESPONSIBILITIES

OFFICE/ EXECUTIVE ORDER ISSUED BY THE AGENCY HEAD

CRAFTING OF MFOs AND SUCCESS INDICATORS

TABLE OF MFOs WITH SUCCESS INDICATORS

SPMS MILESTONES TRACKING FORMHANDHOLDING MILESTONES

MAJOR ACTIVITIES



REMARKS

PREPARATION/ DEVISE OF SPMS FORMS

OPCR/IPCR FORMS, MONITORING FRM, COACHING FORM, IDP FORM FOR EMPLOYEES

CRAFTING OF COMMUNICATION PLAN

SPMS CALENDAR WHERE ORIENTATION SCHEDULES ARE INDICATED


MAJOR ACTIVITIES



REMARKS

CONSOLIDATION/CRAFTING OF THE SPMS

SPMS COVERING THE 4 CYCLES

3. COMPLIANCE WITH REQUIREMENTS

COMPLETION OF REQUIREMENTS PER EVALUATION OF PSED/RO

COMPLIANCE WITH REQUIREMENTS PER SPMS GUIDEPOST EVALUATION


MAJOR ACTIVITIES



REMARKS

4. PILOT TESTING OF SPMS

PILOT TESTING OF SPMS

REPORT ON INITIAL IMPLEMENTATION

5. CONDUCT OF AUDIT

AUDIT BY PSED/FO

COMPLIANCE WITH REQUIREMENTS/ RECOMMENDATIONS

6. FINAL SUBMISSION/ APPROVAL OF SPMS

APPLICATION OF COMPLIANCE WITH AUDIT RECOMMENDATIONS

REVISED/ FINAL COPY OF SPMS

PART IIWRITESHOP ON

SPMS

STEPS IN CRAFTING STRATEGIC PERFORMANCE MANAGEMENT1. Form the performance system

management team

2. Renew the existing PMS

3. Know and understand your agency’s major final output

4. Identify the success indicators of each major final output

STEPS IN CRAFTING STRATEGIC PERFORMANCE MANAGEMENT5. Identify the performance goals of your

office

6. Identify the performance goals of the division under your office

7. Identify the performance goals of the individuals under each division

8. Develop the rating scale

STEPS IN CRAFTING STRATEGIC PERFORMANCE MANAGEMENT9. Identify the performance goals of individuals

under each division (monitoring and coaching)

10. Develop the performance evaluation tool

11. Use the performance evaluation tools

12. Use the results of the performance evaluation

REVIEW THE EXISTING PERFORMANCE MANAGEMENT

SYSTEM

STAGE 1

PERFORMANCE PLANNING AND COMMITMENT

WHEN REVIEWING STAGE 1, ASK YOURSELF THE FOLLOWING QUESTIONS:

Does your SPMS calendar show that officials and employees are required to submit their commitments prior to the start of the rating period?

Does your SPMS calendar allot time for the PMT to review and make recommendations on the performance commitments?


Does your SPMS calendar indicate the period for Heads of Agency and Offices to approve the office and individual performance commitments?

STAGE 2

PERFORMANCE MONITORING AND COACHING


Are feedback sessions to discuss performance of offices, officials and employees provided in your Agency Guidelines and scheduled in your SPMS calendar?

Are interventions given to those who are behind work targets? Is space provided in the Employee Feedback Form for recommended interventions


Is there a form or logbook to record critical incidents, schedule of coaching, and the action plan?

STAGE 3

PERFORMANCE REVIEW AND EVALUATION


Are office accomplishments assessed against the success indicators and the allotted budget against the actual expenses as indicated in the Performance Commitment and Rating Forms and provided in your Agency Guidelines?


Does your SPMS calendar schedule and conduct the Annual Agency Performance Review Conference?

Is individual employee performance assessment based on the commitments made at the start of the rating period?

Does your agency rating scale fall within the range prescribed in Memorandum Circular No. 13, s. 1999 – Revised Policies on the PES?

STAGE 4

PERFORMANCE REWARDING AND DEVELOPMENT PLANNING


Is there a mechanism for the Head of Office and supervisors to discuss assessment results with the individual employee at the end of the rating period?

Is there a provision to draw up a Professional Development Plan to improve or correct performance of employees with Unsatisfactory or Poor performance rating?


Are recommendations for developmental interventions indicated in the Performance Commitment and Rating Form?

Is there a provision on your Agency Guidelines to link the SPMS with your Agency Human Resource Development Plan?


Is there a provision in your Agency Guidelines to tie up the performance management system with agency rewards and incentives for top performing individuals, units, and offices?

Are the results of the performance evaluation used as inputs to the Agency HR Plan and rewards and incentives?

KNOW AND UNDERSTAND YOUR AGENCY’S MAJOR FINAL OUTPUTS

Major Final Outputs refer to the goods and services that your agency is mandated to deliver to external clients

through the implementation of programs, projects, and

activities (PAPs)

SOURCES OF MFOs/ STRATEGIC POINTS OF YOUR AGENCY The Agency Logical Framework /

Organizational Performance Indicator Framework (OPIF) Book of Outputs

OTHER POSSIBLE SOURCES OF INFORMATION For National Government Agencies (NGAs),

State Universities and Colleges (SUCs) and Government – owned and Controlled Corporations (GOCCs):

• Philippine Development Plan• Agency Charter• Agency Strategic Plan / Road Map• Scorecard

OTHER POSSIBLE SOURCE OF INFORMATION For Local Government Units (LGU’s):

• Philippine Development Plan• Local Government Code• Local Development Plan• Road Map• Strategic Plan• Scorecard

MFOs are delivered by core business processes of operating offices/units.

However, Offices / units that do not directly deliver goods and services to external clients contribute to the delivery of the agency’s MFO’s through Support to Operations (STO) or General Administration and Support (GAS) activities.

STO’s refer to activities that provide technical and substantive support to the operations and projects of the agency. By themselves, these activities do not produce the MFOs but they contribute or enhance the delivery of goods and services. Examples include program monitoring and evaluation, public information programs, statistical services and information systems development.

GAS refer to activities that deal with the provision of overall administrative management support to the entire agency operation. Examples are legislative liaison services, human resource development, and financial services.

IF YOU FOLLOW STEP 3, YOU SHOULD BE ABLE TO ANSWER THE FOLLOWING QUESTIONS:

What is my agency’s mandate-vision, mission and goals?

What are my agency’s products and services or major final outputs?

IDENTIFY THE SUCCESS INDICATORS OF EACH MAJOR

FINAL OUTPUT

SOURCES OF SUCCESS INDICATORS

• Citizen’s Charter• RA 6713 (Code of Ethics and Ethical

Standards)• OPES Reference Table• Accomplishment Reports (for historical

data)• Benchmarking Reports• Stakeholders’ Feedback Reports

Success indicators must be SMART:

SpecificMeasurableAttainableRealisticTime-bound

IDENTIFY THE PERFORMANCE GOALS OF

YOUR OFFICE

WHICH MFO IS MY OFFICE CONTRIBUTING TO?

In most cases, one or several offices will be contributing to one MFO. It is also possible that one office will be contributing to two MFOs.

If your office / unit is not directly delivering goods and services to external clients, your office / unit is either implementing Support to Operations (STO) activities or General Administration and Support (GAS) activities. As such, you should have your own SMART performance targets or success indicators from the office / unit level down to the individual staff level.

IDENTIFY THE PERFORMANCE GOALS OF THE DIVISIONS

UNDER YOUR OFFICE

Units under an office must contribute towards achieving a specific MFO through a set of performance goals or success indicators. As such, the performance goals of the different units such as a branch, attached bureaus, or a division must be aligned with the performance goals of the office.

IDENTIFY THE PERFORMANCE GOALS OF THE INDIVIDUALS UNDER

EACH DIVISION

Each division will be staffed by at least one individual employee. The performance goals of each individual employee must contribute and align with the performance goals of the division. The success indicators should be SMART.

Like the office level and division level success indicators, individual level success indicators should also be SMART- Specific, Measurable, Attainment, Realistic Time-bound.

DEVELOP THE RATING SCALE

DEVELOPING THE RATING SCALE INVOLVE TWO SUB-STEPS:

• Determining the dimensions on which performance or accomplishments are to be rated.

• Operationalizing the numerical and adjectival ratings.

THE THREE (3) DIMENSIONS OF PERFORMANCE OR ACCOMPLISHMENTS ARE QUALITY, EFFICIENCY AND TIMELINESS

Quality or Effectiveness means getting the right things done. It refers to the degree to which objectives are achieved as intended and the extent to which issues are addressed with a certain degree of excellence.

Quality or Effective performance involves the following elements:• Acceptability• Meeting standards• Client satisfaction with services rendered• Accuracy• Completeness or comprehensiveness of

reports• Creativity or innovation• Personal initiative

Efficiency is the extent to which targets are accomplished using the minimum amount of time or resources

Efficient performance applies to continuing tasks or frontline services (e.g., issuances of licences, permits, clearances and certificates). It involves the following elements

• Standard response time• Number of requests / applications acted

upon over number of requests / application received

• Optimum use of resources (e.g., money, logistics, office supplies)

Timeliness measures if the targeted deliverable was done within the scheduled or expected timeframe.

Timely performance involves:Meeting deadlines as set in the work plan Not all performance accomplishments need

to be rated along all three dimensions of quality, efficiency and timeliness. Some accomplishments may only be rated on any combination of two or three dimensions. In other cases, only one dimension may be sufficient. Consider all the elements involved each listed above in each dimension and use them as guides to determine how performance will be rated.

ESTABLISHING THE RATING SCALE On each dimension of quality, efficiency and

timeliness, rate performance using a numerical scale ranging from 1 to 5 – with 1 as the lowest and 5 as the highest.

For the rating to be objective, impartial, and verifiable, you need to indicate the operational definition or meaning of each numerical rating under each relevant dimension (i.e., quality, efficiency, or timeless) per performance target or success indicator.

Supervisors and coaches play a critical role at this stage. They can provide an enabling environment, introduce interventions to improve team performance, and develop individual potentials.

To reiterate, it is important that you establish an information system as a vital management tool that will support data management to produce timely, accurate, and reliable information for program tracking and performance monitoring and reporting

DEVELOP THE PERFORMANCE EVALUATION TOOLS

To reflect the cascading approach of the SPMS towards achieving organizational goals, three kinds of forms are suggested:

Office Performance Commitment and Review (OPCR) Form is accomplished by Agency Directors

Division Performance Commitment and Review (DPCR) Form is accomplished by Division Chiefs

Individual Performance Commitment and Review (IPCR) Form is accomplished by individual staff in all the units of the organization

Make sure that the performance targets listed in the OPCR, DPCR, IPCR are linked and aligned towards achieving your organization’s Major Final Outputs.

USE THE RESULTS OF THE PERFORMANCE

EVALUATION

The focus of discussion of evaluation results must be on strengths, competency – related performance gaps, and the opportunities to address these gaps, career paths, and alternatives.

In coordination with the HRM Office, the Heads of Office and supervisors must introduce appropriate developmental interventions based on the results of the performance evaluation especially for employees with Unsatisfactory and Poor performance ratings.

The results of the performance evaluation / assessment shall serve as inputs to the following:

1. Heads of Offices in identifying and providing the kinds of interventions needed based on identified professional development needs.

2. Agency HRM Office in consolidating and coordinating development interventions that will form part of the HR Plan and the basis for rewards and incentives.

3. Performance Management Team in identifying potential PRAISE Awards nominees for various awards categories.

4. PRAISE Committee in determining top performers of the agency who qualify for awards and incentives.

THANK YOU !THANK YOU !

WELCOME

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