pms opes orientation_part 1 revised

8/9/2019 PMS OPES Orientation_part 1 Revised

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TheThe PMSPMS--OPESOPES

Civil Service Commission

2007

Performance Management System -

Office Performance Evaluation System

PART 1


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RationaleRationale


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CSC Performance Management System

CSC Mandate Strengthen the meritand rewards

system

Institutionalize a management climateconducive to public accountability

Establish a culture of performance

in the bureaucracy

Provide mechanisms to evaluate and

reward employee performance


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Vision ofa Civil Service . . . Governed by merit and fitness Insulated from politics Respected for its efficiency, effectiveness

and integrity Compensated based on rational, realistic anduniform parameters

Recognized for its own identity, autonomy andexpertise

Motivated by service and committed to amission marked by transparency andaccountability

Protected by performance-based security oftenure


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Why improve the

existing system? Performance evaluations are prone to

subjectivity

Individual ratings are not reflective ofactual

performance everyone gets VS or O

PMS systems for different levels are notintegrated

No system implements a consistent measurethatallows comparison of contributionsbetween units or agencies

It is not linked to other systems


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Features ofagood performance

management system

Objectivity

Comprehensiveness (individual, rank,

outputs, behavior)

Comparability

Linked to other systems (CESPES,

MTPDP, OPIF)

Ease ofuse


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Linkages ofa PMSMedium Term Philippine Development Plan (MTPDP)

Agency Strategic Plan

Organizational Performance Indicators Framework

(OPIF)

Agency Performance Management System (PMS)Career Executive Service Performance Evaluation System (CESPES)

Office Performance Evaluation System (OPES)

Performance Evaluation System (PES)


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Current Practice: Performance

Evaluation Systems


for Individual Staff

Career Executive Service Performance

Evaluation System (CESPES)


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CSC Performance M

anag

ementSys

tem


for Individual Staff

Career Executive Service Performance

Evaluation System (CESPES)

Introduction of OFFICE

Performance Evaluation System

Office Performance Evaluation System

for Units and Division Chiefs

OPES


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CSC Performance M

anag

ementSys

tem

Why measure office performance? Directly translates the agencys strategic

direction into more specific and

measurable objectives Serves as mechanism for better

alignment of individual objectives to

agency objectives

Enhances objectivity of individual

performance evaluations


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Why measure office performance?

For accountability

As anchor for individualperformance

As standard-setting

mechanism


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The Office PerformanceThe Office PerformanceEvaluation System (OPES)Evaluation System (OPES)

Features


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OPES Features Measures the collective performance

ofan office

Focuses on outputs Uses a standard unit of measure

Allows comparison of performance

across offices or function Applies to smallest output-producing

units, i.e., divisions or sections


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OPES Features Standard unit of measure through a

point system

Each output is assigned a number of

points

Points are based on the length oftime ittakes one person to produce the output

Points are exclusive of rank/position


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OPES Features Example

Output

Time to

complete Points

Disciplinary case 15 hours 15 points

Exam applications 3 minutes .05 points


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OPES Reference Table A list ofthelist ofthe major final outputsmajor final outputs ofan

office given its functions

Indicates corresponding pointscorresponding points thatan output would earn whencompleted

Defines the standardsDefines the standards that mustbemet for completed outputs to earnpoints


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Sample

OPES Reference TableFUNCTION OUTPUT

PERFORMANCE

INDICATOR POINTSOPERATIONALDEFINITION

The majoractivitiesthat are

undertakento achievetheobjectives ofthe office

The countablework productsor deliverables

for eachfunction of theoffice.

Specifies theunit of outputto be counted.

Correspondto the

number of

hours (orfraction ofan hour)

needed toproduce the

output

Provides furtherclarification on theexpectations about the

output. Defines whatstandards an output mustmeet to earn points.Good standards

guarantee timeliness andquality of work output.

Work and

Financial

Plan

OfficeWork&Financial

Plan (WFP)

Number ofOfficeWFP

12 Consolidated WFPapproved by the

Head of Office

DivisionWFP

Number of

DivisionWFP

24


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Sample

OPES Reference TableFUNCTION OUTPUT

PERFORMANCEINDICATOR POINTS

OPERATIONALDEFINITION

ProjectProposalPreparation

ProjectOverview

Number ofProjectOverviews

8 Paper defining theneed, problem oropportunity to be

addressed by theproject, project goalsand objectives,preliminary resources,assumptions andrisks. Must be approvedby the Head of Office.

ProjectProposal

Number ofProjectProposals

25 Proposal includes WorkBreakdown Structure,Project Network, andCritical Path. Must beapproved by theCommission.


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Benefits/ Uses of OPESBenefits/ Uses of OPES


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B

enefits/ Uses of OPES Addresses the demand to produce tangible resultstangible results

WHY POINT SYSTEM?

To measure tangible results/ outputs that will:

Indicate the level of performance ofunits Minimize subjective factors

WHAT CAN IT DO?

Setuniform standards for common outputs

Translate differenttargets into one unit of measure Facilitate comparison of outputs

Allow managementto look at relative efficiencies of

units under them and determine appropriate actions


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The OPES and the PerformanceThe OPES and the PerformanceManagement System CycleManagement System Cycle


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PMS

OPES as the critical linkin the PMS Cycle


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Performance Planning and Commitment

Performance objectives andexpectations

Methods/mechanisms forperformance tracking

INPUTS to planning

OPIF

Agency Strategic PlanOPES Reference Table

Performance Management System Calendar

OUTPUTS of planning

Office Work Plan

Performance Contracts

The PMS Cycle and OPES

OPES


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Performance Review and Evaluation

Reviewingaccomplishments

Analyzingand comparing/ranking performance results OPES

INPUTS to review and evaluation

Accomplished Performance Monitoring Form

Office Work Plan

Performance Contract & Supplemental Contracts

OUTPUTS of review and evaluation

Validated Accomplishment Reports

OPES, PES, ePMS, CESPES

Performance Review Report



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Performance Rewarding and Development Planning

Determining improvement needs andaction plan to address them

Career Planning, Reward andRecognition


INPUTS to rewarding & development planning

Validated Accomplishment Reports

OPES, ePMS, PES, CESPES

Performance Review Report

OUTPUTS of rewarding & development planning

Office Development Plan

Proposed changes to OPES Reference Table

and/or next Office Work Plan

Awardees/Recognition List

OPES


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Using OPES for PlanningUsing OPES for Planning


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Using OPES for Planning Inputs to planning

OPIF

Agency Strategic Plan

OPES Reference Table

Outputs of planning

Office Work Plan


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Determining OutputsEvery office has a mix of quantifiable and

non-quantifiable outputs:

QUANTIFIABLE outputs refer to

measurable results

NON-QUANTIFIABLE outputs refer to

everythingthat consumes time but output of

which is not measurable e.g., meetings,office programs/ceremonies, filing, phone

calls, and other support functions


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Determiningthe Percentageof Non-q

uantifiab

le Activi

ties

Proportion of quantifiable and non-quantifiable hoursis determined by the agency

Considerations in determiningthis proportion:

Overall proportion of support staffto technical staff

Hours spent on non-quantifiable activities typical tothe agency

Nature ofagency work

Quantifiable hours could be more than 50%, e.g., if

office has fairly routine or automated processes andtherefore higher productivity and volume of output isexpected

Non-quantifiable hours should notbe more than 50%!


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Tota

l Target

Points

Each unit computes its annual target points bymultiplying the annual target points by thenumber of personnel.

The number of personnel in an office/divisiondetermines the collective target output of thatdivision/office for the year.

Similar outputs earn the same points,

regardless of division, area of expertise andgeographical location. This shall provideperformance standards.


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Tota

l Target

Points:

365 Days in a year

Less 104 Saturdays and Sundays

Less 10 Legal Holidays

Less 8 Mandatory and Special Leave

--------243 working days in a year

X 8 hours in a day

--------

1944 working hours in a year

LESS 50% estimated non-quantifiable outputs

=====

972 points x no. of staff = Total Target Points


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Total Target Points:

365 Days in a year

Less 104 Saturdays and Sundays

Less 10 Legal Holidays

Less 8 Mandatory and Special Leave

--------243 working days in a year

X 8 hours in a day

--------

1944 working hours in a year

LESS 50% estimated non-quantifiable outputs=====

972 points x no. of staff = Total Target Points


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Usingthe OPES Tablefor Planning

How many of eachoutput should myoffice produce?

Need to determineTotal Target PointsTotal Target Points

for my office


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Total Target PointsTotal Target Points

Example: 972 points x 10 staff= 97209720

Reflect in the Office Work PlanOffice Work Planthe number and combination ofoutputs the office must produceto meettarget of 9720 points


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240015016Post TrainingReport

1201120Annual TrainingReport

97209720Total Target PointsTotal Target Points

600015040Training

120010120Manual

TotalRequired NumberPointsOutputs

Office Work PlanOffice Work Plan



40Training

120Manual

PointsOutputs

OPES TableOPES Table


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Considerations

Total Target Points computed based

on number of employees represents

only the minimumminimum target points for aunit/office

Total Target Points may need to be

raised to ensure thatagencycommitments are met


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Considerations

Organizational Performance

Indicators Framework (OPIF)

Spells outagency commitments in terms

of major final outputs (MFO)

Total Target Points in OPES should beconsistent with committed MFOs


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Work and Financial Plan Form

KRA KPI OutputOPESPts

TargetBudget Deadline

StaffResp.Qty Pts


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Sample Work Planning

Compute minimum target points

Example:

10 employees x 972 points = 9,7209,720

minimum targetpoints for yournumber of staff

(Directors included)


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OUTPUTS Expectedquantity

OPES points Total

Number of certificatesdistributed

300 40/ certificate 12,000

Seminars conducted 40 60/ seminar 2,400

Manuals prepared 3 80/ manual 240

Target points ofunitbased on work plan 14,640

Arrange outputs accordingto MFO


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Compare Step 1 and Step 2

Your target points based on the work plan

should approximate the units minimum target

points for your number of staff.

Increasing work plan outputs should be done

carefully. Focus on outputs. Do not simply add

extenders.


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If work plan target points are much

higher than the unit minimumtargets, this could mean:

Number of personnel is not enough for thetasks

Unrealistic targets (too high) Review pointassignments in OPES table

(mightbe too low)


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If work plan target points are lower

than unit minimum targets, these arethe possible explanations:

Too many personnel

Lack of outputs Review pointassignment in OPEStable (mightbe too high)


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TARGET SETTING

Management Decision Points:

Increase work plan targets to be able to reach

high standards

Review/revise assignments; check budgets andtimelines

Getgood staff or provide trainingto improve

performance

Ensure you have lean and mean unit; everyone isa high producer letgo of your NPA

Plan for slack periods


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Using OPES in EvaluationUsing OPES in Evaluation


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Using OPES Tablein Evaluation

240015016Post TrainingReport1201120Annual TrainingReport

97209720Total Target PointsTotal Target Points

600015040Training

120010120Manual

TotalRequired NumberPointsOutputs

OPESOPES--based Office Work Planbased Office Work Plan



1088010880Actual Points DeliveredActual Points Delivered

700017540Training

9608120Manual

TotalActual Number

completed

PointsOutputs

Actual Office PerformanceActual Office Performance

TargetTargetexceeded!exceeded!


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Using OPES Tablein Evaluation

Compare performance across offices

Sample

86,794

211,284

20,478

10,453

Actual Points

Delivered

93%93,31296D

109%194,400200C

132%15,55216B

108%9,72010A

%Total TargetPoints

Number ofEmployees

Office

MostMostproductiveproductive

LeastLeastproductiveproductive


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OPESRating ofunits under

the CEO

The OPES and CESPES

CESPES

Performance Contracts

Leadingand Innovating Milestones

Regular and Routine Milestones

Behavioral Competence

Areas of Improvement

Critical Incidents Incentive Points


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OPESTotal OPES rating earnedby the DCs office

The OPES and PES

PES for Division Chiefs

Performance Dimensions 80%

Managerial Competencies 20%Subordinates performance feedback through theePMS shall serve as inputs to the Directors intheir rating of the DCs

NOTE:The highest rating

a DC can get is the

rating of the Division


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OPESIndividual Work Plans are based onthe unittargets.

The OPES and PES

PES for Individuals

Performance Dimensions 80%

Behavioral Dimensions 20%


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Using PMS-OPES as a MajorManagement Tool

Unit/office/agency cohesion

Snap shot of office/agency

performance (total and comparative) Competition and unit scores vs.

actual performance

Identification of problem areas Identification of high flyers


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THANK YOU!THANK YOU!

PMS-OPES Presentation: Part 14 May 2007

pms opes orientation_part 1 revised

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