STRATEGIC PERFORMANCE

MANAGEMENT SYSTEM

Atty. Daisy P. BragaisDirector III

Civil Service Commission RO 5

Expectation Setting

What do I expect to learn from this training?

How can I help attain what I want to learn?

What do I expect from the Learning Service Provider/Facilitator and

from my co-participants?

Learning Objectives

Understand the rationale behind the Strategic Performance Management System

(SPMS)

Know the reason behind the shift to SPMS

Appreciate the Key and Winning Features of SPMS

Be familiar and acquainted with the SPMS Cycle

Recruitment Retention

Recognition &

Rewards

Retirement

4 Rs of HR

Retention

Recognition &

Rewards

Performance Management

Central human resource institution of the government

Strengthen merit and rewards system

Establish performance evaluation system

Foster the improvement of 1) individual employee efficiency2) Organizational effectiveness

PERFORMANCE

EVALUATION/APPRAISAL

SYSTEM

FOCUS ON INDIVIDUAL APPRAISALS

LOW SYSTEM INTEGRITY

UNRELIABLE & SUBJECTIVE

LACK OF PARALLEL SYSTEM TO ENABLE VALIDATION/COMPA

RISON BETWEEN ORGANIZATIONAL EFFECTIVENESS &

EMPLOYEE PERFOMANCE

Addressing the Gaps

Thrust or

Mandate

Daily Operations

STRATEGIC ALIGNMENT

Organizational performance

Collective performance of individuals within the

organization

STRONG CULTURE OF PERFORMANCE AND

ACCOUNTABILITY

Performance Evaluation

Performance Management

PerformanceManagement

Focus on major final outputs and outcomes

Use of success indicators in measuring results

Emphasis on Office or team performance rather than individual competition

Shift of the role of supervisors from mere evaluator to coach or

mentor

Individual Performance

Agency’s VISION

MISSIONSTRATEGIC

GOALS

SPMS

A Recruitment System that identifies competencies and other attributes required for particular jobs or functional groups;

An adequate Rewards and Incentives System;

Mentoring and coaching program;

An ICT that supports project documentation, knowledge management, monitoring and evalutation;

Change management program; and

Policy review and formulation.

EnsureOrganizational

Improvement of effectiveness /

Individual employee efficiency

Link performanceManagement with Other HR systems

and ensure adherence to the

principle of performance-based

tenure and incentive system

Concretize the linkage of organizational Performance

with PhilippineDevelopment

Plan

Goal Aligned to Agency Mandate and Organizational Priorities

Outputs/Outcomes-based

Team-approach to performance management

User-friendly forms

Information System that supports Monitoring and Evaluation

Communication Plan

BASIC ELEMENTS

CSC Societal Goal

Human Resource Development Towards Poverty Alleviation

Sectoral GoalsImproved Public Service Delivery

Good Governance

Major Final Outputs

Legal ServicesExamination, Recruitment and Placement Services

Personnel Policies and Standards ServicesAppointment and Other Personnel Action Services

Human Resource Development ServicesPersonnel Discipline and Accountability Enhancement Services

Personnel Data and Information Management Services

P / A / Ps

CSCSocietal Goal

Human Resource Development Towards Poverty Alleviation

Sectoral GoalsImproved Public Service Delivery

Good Governance

CSC MandateMission Vision

CSC Strategic Priorities

CSC Offices

Employees

Key PlayersSPMS Champion (Agency Head)

Performance Management Team (PMT)

Planning Office

Human Resource Management Office

Head of Office (Director IV or equivalent)

Division Chief or equivalent

Individual Employees

SPMS Champion (Agency Head)

Establishment Operationalization

Primarily responsible for the accountable for the establishment and implementation of the SPMS

•Sets agency performance goals/objectives and performance measures

•Determines agency target setting period

•Approves office performance commitment and rating

•Assess performance of office

Performance Management Team(PMT)

PRE and POST Performance

Management Cycle

Within Performance Management Cycle

•Identifies potential top performers and provide inputs to the PRAISE Committee for grant of awards and incentives

•Sets consultation meeting with heads of offices re: performance target for the commitment and rating.

•Alignment of target, measures and budget and proper work distribution

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

•Recommends approval of performance commitment and rating to the agency head.

•Appeals body and final arbiter for performance management disputes.

Composition of PMT:

Chairperson Members

Executive official designated by head of agency

Highest HRMO

Highest HR Development Officer

Highest Planning Officer

Highest Financial Officer

President of the accredited employee association or authorized alternate representative.

Planning Office

Indirectly Related Directly Related

•Monitors submission of OPCR•Schedule review/evaluation of the Office Commitment by the PMT

•Consolidates, reviews, validates and evaluates the initial performance assessment of the Heads of Offices.

•Provides each office with the final Office Assessment

•Conduct annual performance planning and review conference

Human Resource Management Office

Indirectly Related Directly Related

•Provides analytical data on retention, skills/competency gaps and talent development plan

•Monitors submission of IPCR Form by heads of Offices

•Coordinates development interventions

•Reviews the Summary List of Individual Performance Rating

Department Head/Division Chief (or its equivalent):

•Ensures attainment of performance objectives and targets

•Rationalize distribution of targets/tasks

•Monitors closely status of performance and provide support and assistance through coaching

•Assess individual employee performance

•Recommends developmental intervention

Individual employee

Management partner in meeting organizational performance goals

THE SPMS CYCLE

• Performance Review & Evaluation

• Performance Rewarding & Development Planning

• Performance Monitoring & Coaching

• Performance Planning & Commitment

1 2

34

Performance Planning and Commitment:

1

34Done at the start of rating period

Heads of offices, supervisors and staff agree on outputs based on organization goals and objectives.

Determination of Success Indicators

PERFORMANCE MEASURES - performance level yardsticks computed through the units of work measurements and according to their function

Performance Planning and Commitment:

1

34

Performance measures shall include any one or combination of

Category Definition

Effectiveness/ Quality

Extent to which actual performance compares with target performanceDegree to which objectives are achieved and targeted problems are solved

Efficiency Extent to which time or resources is used for the intended task or purpose.Quantity of waste expense or unnecessary effort spent out in the accomplishment of task.

Timeliness Timeliness of the work per requirement of law and/or clients/stakeholders.Time related performance indicators (such as deadlines, time management skills and others)

Performance Planning and Commitment:

1

34

• Set agency target setting period

•Identify major final outputs (targets) based on• Historical data• Benchmarking• Client demand• OPES Reference Table• Top Management

Instruction• Future trend

•Indicate detailed budget requirements per expense account

• Identify specific unit accountable to accomplishment of specific target output per program/project.

• Summarized, this becomes the OCPR

Performance Monitoring and Coaching:

134

•Regular monitoring of individual & office performance•Using monitoring & evaluation mechanism• Ensure programs are in track• Objectives of goals are met• Information system is vital

•Supervisors & coaches should focus on critical functions of coaches• Provide enabling environment/intervention

2

Performance Review and Evaluation:

3

•Consolidation and review, validate and evaluate performance assessment

•Calibration and recommendation• Using reviewed and validated

performance assessment• Basis of final rating

•Results shall be discussed in an annual performance review conference• Offices submit quarterly accomplishment report• Settlement of issues/appeal protest on the Office

assessment• Planning Office provide each office copy of final

rating

OFFICEASSESSMENT

Performance Review and Evaluation:

3

•Done by the immediate supervisor

•Premium given to major final output• Ratings shall be supported by reports or

proof of accomplishment• Unsupported task shall not be rated

INDIVIDUALASSESSMENT •Make qualitative comments, observations and

recommendations• Competency assessment• Critical incidents

• Employee development/intervention

•Discussed with employee prior to submission

•Head of agency determines final assessment of performance level• May adopt mechanism

• Average of all shall not exceed collective assessment of office

• Notify individuals of his/her final rating

• Submit summary listing with IPCR to the HR Office

Performance Rewarding & Development Planning:

•Although related, assessment results is independent from rating• Developmental interventions

formulated from assessment results

•Results of performance evaluation/assessment shall serve as inputs

4

Unit Outcome

Head of Office Providing interventions needed

HRM Office Consolidating & coordinating developmental interventions in the HR Plan

PMT Identify potential PRAISE Awards nominees

PRAISE Committee

Determine agency top performers – for awards and incentives

Credits

MC No. 6, s. 2012 – Guidelines in the Establishment and Implementation of Agency Strategic Performance Management System

(SPMS)

All photos were taken from the internet via Google

THANK YOU!!!