presentation -strategic performance management system -jennifer timbol

8/12/2019 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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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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Minimum

Requirements

1. Elements 2. Key Players

5. Rating Scale 6. Calendar

4. Rating Period3. Four-Stage

PMS Cycle


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Elements

Goal Aligned To

Agency Mandate

Performance Goals

Agency Vision, Mission

Strategic Priorities, OPIF

Philippine Development Plan


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ElementsOutputs/

Outcomes-based


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ElementsTeam approach


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ElementsUser-friendly

Forms


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ElementsInformation

System


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ElementsCommunication

Plan


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Key Players

PMT Planning Office HRM OfficeChampion


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Key Players

Head of Office Division Chief Employees


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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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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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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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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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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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Uses of Performance Ratings

Performance-Based

Security of Tenure

Grant of Rewards

and Incentives

Basis for Personnel

Actions


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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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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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"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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presentation -strategic performance management system -jennifer timbol

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