This document outlines guidelines for implementing a Strategic Performance Management System (SPMS) at the Civil Service Commission. It discusses:
1. The four stages of the SPMS cycle: planning, monitoring, evaluation, and rewarding.
2. Key elements like setting goals aligned with the agency's mandate, using output-based measures, and a team approach.
3. Roles of different players like the SPMS Champion, Human Resource Management Office, and Performance Management Team in setting targets, monitoring performance, and assessing ratings.
4. Minimum requirements like user-friendly forms, an information system to track performance, and clear communication about the new policies.
The document discusses the key concepts and objectives of establishing a Strategic Performance Management System (SPMS) within a government agency. The main points are:
1) The SPMS aims to align employee and office-level performance targets with the agency's strategic priorities and mandates.
2) As part of SPMS, both Office Performance Commitment and Review forms (OPCR) and Individual Performance Commitment and Review forms (IPCR) will be created to establish performance targets.
3) A performance monitoring process will also be implemented, including periodic reporting, reviews between supervisors and employees, and an annual performance evaluation.
The document provides information about the Strategic Performance Management System (SPMS) used by the Cooperative Development Authority (CDA). It discusses the legal basis, objectives, elements, process and key players of the SPMS. The SPMS aims to link employee and organizational performance to ensure goals are achieved. It establishes performance measures and targets during planning, provides coaching during monitoring, evaluates performance reviews, and determines rewards during performance rewarding and development planning. The CDA SPMS cycle involves performance planning and commitment, monitoring and coaching, and review and evaluation stages.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
The document discusses human resource management in local government. It covers 4 key areas: recruitment and selection, learning and development, performance management, and rewards and recognition. For recruitment and selection, it describes the different types of appointments and outlines the recruitment and selection process. For learning and development, it discusses the training policy, objectives, and benefits. For performance management, it defines performance and notes its importance in meeting goals efficiently. Finally, for rewards and recognition, it mentions the loyalty cash incentive for long-serving employees.
The document provides a refresher course on appointments processing policies in the Civil Service. It discusses key topics such as publication requirements, qualification standards, delegated authority levels, and different appointment types like permanent, temporary, co-terminous, and trust and confidence. The document also clarifies policies on reclassification, upgrading, and other personnel actions related to appointments.
The PRIME-HRM program aims to elevate public sector human resource management in the Philippines to global standards of excellence through assessment, assistance, and awarding agencies. It assesses agencies' HRM systems, practices, and competencies in areas like recruitment, performance management, learning and development, and rewards/recognition. Agencies receive customized assistance to address needs identified in assessments and can work towards special awards recognizing HRM achievements. The goal is to improve HRM in government and ensure efficient, effective public service.
This document outlines various rules regarding appointments and positions in the government of the Philippines, including prohibitions on: holding multiple government positions simultaneously; elective officials taking on additional roles; nepotism; political activities by government employees; transferring between oversight and overseen agencies; and more. It provides exceptions for some of these rules and defines degrees of relationships for nepotism.
The document discusses the key concepts and objectives of establishing a Strategic Performance Management System (SPMS) within a government agency. The main points are:
1) The SPMS aims to align employee and office-level performance targets with the agency's strategic priorities and mandates.
2) As part of SPMS, both Office Performance Commitment and Review forms (OPCR) and Individual Performance Commitment and Review forms (IPCR) will be created to establish performance targets.
3) A performance monitoring process will also be implemented, including periodic reporting, reviews between supervisors and employees, and an annual performance evaluation.
The document provides information about the Strategic Performance Management System (SPMS) used by the Cooperative Development Authority (CDA). It discusses the legal basis, objectives, elements, process and key players of the SPMS. The SPMS aims to link employee and organizational performance to ensure goals are achieved. It establishes performance measures and targets during planning, provides coaching during monitoring, evaluates performance reviews, and determines rewards during performance rewarding and development planning. The CDA SPMS cycle involves performance planning and commitment, monitoring and coaching, and review and evaluation stages.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
The document discusses human resource management in local government. It covers 4 key areas: recruitment and selection, learning and development, performance management, and rewards and recognition. For recruitment and selection, it describes the different types of appointments and outlines the recruitment and selection process. For learning and development, it discusses the training policy, objectives, and benefits. For performance management, it defines performance and notes its importance in meeting goals efficiently. Finally, for rewards and recognition, it mentions the loyalty cash incentive for long-serving employees.
The document provides a refresher course on appointments processing policies in the Civil Service. It discusses key topics such as publication requirements, qualification standards, delegated authority levels, and different appointment types like permanent, temporary, co-terminous, and trust and confidence. The document also clarifies policies on reclassification, upgrading, and other personnel actions related to appointments.
The PRIME-HRM program aims to elevate public sector human resource management in the Philippines to global standards of excellence through assessment, assistance, and awarding agencies. It assesses agencies' HRM systems, practices, and competencies in areas like recruitment, performance management, learning and development, and rewards/recognition. Agencies receive customized assistance to address needs identified in assessments and can work towards special awards recognizing HRM achievements. The goal is to improve HRM in government and ensure efficient, effective public service.
This document outlines various rules regarding appointments and positions in the government of the Philippines, including prohibitions on: holding multiple government positions simultaneously; elective officials taking on additional roles; nepotism; political activities by government employees; transferring between oversight and overseen agencies; and more. It provides exceptions for some of these rules and defines degrees of relationships for nepotism.
The document discusses local government revenue generation and budgeting in the Philippines. It outlines various taxes, fees, and other revenue sources local governments can utilize. It also describes the budget preparation, authorization, review, execution, and accountability processes local governments must follow, including setting allocation priorities, the roles of executive and legislative branches, and factors that can affect budget implementation.
The document discusses the Philippines' performance management system for the civil service. It outlines the constitutional mandate for the Civil Service Commission to establish a merit-based career system and improve employee performance. It then describes the Commission's powers to administer civil service rules and regulations. The rest of the document details the requirements and procedures for the performance evaluation system, including its objectives, rating system, and grievance process. It aims to continually improve employee and organizational performance through structured, periodic evaluations.
This document provides an overview of the civil service system in the Philippines. It discusses the different classes of positions in the civil service including career and non-career positions. It also outlines the process for appointments including the requirement for publication of vacant positions, screening by the Personnel Selection Board, and approval of appointments by the Civil Service Commission. The goal is to ensure transparency and that appointments are made based on merit and fitness.
This document establishes local school boards in each province, city, and municipality in the Philippines. [1] It outlines the composition of provincial, city, and municipal school boards, which include local government and education officials. [2] The functions of the local school boards are to determine supplementary budgetary needs for public schools, authorize disbursement of funds, serve as an advisory committee on education matters, and recommend name changes for public schools. [3] The Department of Education must consult local school boards on appointing education officials.
The document outlines the constitutional and statutory bases, basic tenets, and minimum requirements for performance management systems in the Philippine civil service. Key points include:
1) The 1987 Philippine Constitution and other laws mandate the establishment of a career civil service and performance-based systems to promote efficiency, integrity, and accountability.
2) Performance management should integrate personnel and organizational goals, establish performance evaluation systems, and link compensation to performance.
3) Minimum requirements for performance management systems include elements like outputs/outcomes-based goals and indicators, team approaches, user-friendly forms, information systems, and communication plans. Systems should also include standards for rating periods, scales, and cycles.
The document outlines the CDA-SPMS rating scale used to evaluate office and individual performance in the Philippines. It describes four categories - Quantity, Efficiency, Timeliness, and Quality - and provides the numerical and adjectival ratings for each. Quantity is measured against targets, Efficiency looks at budget usage, Timeliness examines deadlines, and Quality assesses standards, revisions, accuracy and client feedback. Ratings range from 1 (Poor) to 5 (Outstanding). The PMT calibrates results and the agency head determines final office ratings based solely on performance.
The document describes the Philippine national budget preparation process. It begins with the Department of Budget and Management issuing a budget call to agencies in December, providing parameters and guidelines. Agencies are now tasked with partnering with civil society organizations in preparing their proposals. For the first time, the 2013 budget will use a "bottom-up" approach, engaging grassroots communities in 300-400 poor municipalities. The proposals then go through technical hearings and executive review before being consolidated into a proposed national budget that is presented to the President and Cabinet for approval and submission to Congress.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
This document discusses ISO 9001 certification and quality management systems. It provides information on what ISO is, the history and purpose of ISO standards, and specifics about ISO 9001:2008 and ISO 9001:2015. It also discusses the institutionalization and adoption of ISO 9001 certification in the Philippine public sector, including the growing number of certified government agencies and local governments over time. Key topics covered include requirements and benefits of ISO 9001 certification, the transition between standards versions, and good governance indicators for evaluating local governments.
The document discusses the Performance Management System (PMS) used by the TSU PES. It introduces the Office Performance Evaluation System (OPES) which measures the collective performance of offices through outputs. OPES uses a point system to assign values to outputs based on the time required to complete them. It also establishes total target points for offices based on staffing levels and the proportion of quantifiable vs. non-quantifiable work. OPES aims to directly link office objectives to agency strategic goals and enhance objective individual performance evaluations.
This presentation aims to orient accredited Civil Service Organizations about the Local Special Bodies of a local government unit. This also outlines the indicative major scheduling that CSOs can refer to if they are interested in applying for accreditation in an LGU.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
This document discusses local fiscal administration in the Philippines. It begins by defining fiscal administration and outlining the nature and scope of local fiscal administration. It then discusses the legal basis for local fiscal administration according to the 1987 Philippine Constitution and the Local Government Code of 1991. It also outlines the classification system for provinces, cities, and municipalities. Finally, it discusses the powers and aspects of local fiscal administration, including revenue generation, allocation and utilization, and the agencies that exercise supervision over local governments.
The document is a memorandum from the Civil Service Commission (CSC) reminding government workers about policies regarding work hours and offenses like absenteeism, tardiness, and loafing. It warns that these behaviors are detrimental to public service. It reiterates that workers must work 8 hours per day, Monday through Friday. It states the penalties for loafing, which is suspension for 6 months to 1 year for the first offense and dismissal for the second offense. It directs agency heads to ensure workers observe proper hours and implement measures to deter unauthorized absences and tardiness.
The Philippine Administrative System (PAS) refers to the network of government organizations that implement public policies and provide public services. It includes executive departments, constitutional bodies, local government units, and state-owned corporations. The PAS aims to empower citizens by institutionalizing access to services, decentralizing operations, and making procedures simple. It operates within a socio-political and economic environment. The PAS structure is headed by the President and includes over 20 executive departments and over 40,000 local government units across the country. Key processes include budgeting, personnel management, and periodic reorganizations to improve government efficiency and effectiveness.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
The document is an Individual Performance Commitment and Review form for the principal of Dapdap Elementary School. It outlines her key result areas, objectives, performance indicators and actual results for the review period of June 2015 to March 2016. The principal's performance was rated based on her fulfillment of objectives related to instructional leadership, learning environment, human resource management, community partnership, school leadership and utilization of resources. She received the highest rating for most objectives which demonstrated meeting targets for learner outcomes, submission of required documents, professional development activities and community engagement.
This document provides an overview of the Philippine government budgeting process. It discusses key concepts like budget preparation, authorization, execution, and accountability. The major steps in budget preparation include the budget call, stakeholder engagement, technical hearings, and executive review. The budget then becomes law through legislation by Congress. It is implemented through allotment and cash releases, and agencies are held accountable by submitting budget accountability reports. Adjustments may be made to address changes in laws, macroeconomic parameters, or resource availability.
The document discusses the four phases of the budget process:
1) Budget Preparation which occurs from January to July and involves developing budget parameters and proposals.
2) Budget Legislation from August to December where Congress debates and approves the budget through legislation.
3) Budget Execution from January to December which is when approved funds are released and agencies implement projects.
4) Budget Accountability also from January to December involves agencies reporting on financials and performance so the budget utilization can be assessed.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
Unit 1 Performance Management Overview.pptCityComputers3
Performance management is defined as a continuous process that aligns individual and team goals with the strategic goals of the organization. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that ensures employee activities are congruent with organizational objectives in order to improve performance and gain a competitive advantage. Effective performance management creates a high-performance culture, improves organizational efficiency, ensures quality service, and links individual performance to strategic goals.
The document discusses local government revenue generation and budgeting in the Philippines. It outlines various taxes, fees, and other revenue sources local governments can utilize. It also describes the budget preparation, authorization, review, execution, and accountability processes local governments must follow, including setting allocation priorities, the roles of executive and legislative branches, and factors that can affect budget implementation.
The document discusses the Philippines' performance management system for the civil service. It outlines the constitutional mandate for the Civil Service Commission to establish a merit-based career system and improve employee performance. It then describes the Commission's powers to administer civil service rules and regulations. The rest of the document details the requirements and procedures for the performance evaluation system, including its objectives, rating system, and grievance process. It aims to continually improve employee and organizational performance through structured, periodic evaluations.
This document provides an overview of the civil service system in the Philippines. It discusses the different classes of positions in the civil service including career and non-career positions. It also outlines the process for appointments including the requirement for publication of vacant positions, screening by the Personnel Selection Board, and approval of appointments by the Civil Service Commission. The goal is to ensure transparency and that appointments are made based on merit and fitness.
This document establishes local school boards in each province, city, and municipality in the Philippines. [1] It outlines the composition of provincial, city, and municipal school boards, which include local government and education officials. [2] The functions of the local school boards are to determine supplementary budgetary needs for public schools, authorize disbursement of funds, serve as an advisory committee on education matters, and recommend name changes for public schools. [3] The Department of Education must consult local school boards on appointing education officials.
The document outlines the constitutional and statutory bases, basic tenets, and minimum requirements for performance management systems in the Philippine civil service. Key points include:
1) The 1987 Philippine Constitution and other laws mandate the establishment of a career civil service and performance-based systems to promote efficiency, integrity, and accountability.
2) Performance management should integrate personnel and organizational goals, establish performance evaluation systems, and link compensation to performance.
3) Minimum requirements for performance management systems include elements like outputs/outcomes-based goals and indicators, team approaches, user-friendly forms, information systems, and communication plans. Systems should also include standards for rating periods, scales, and cycles.
The document outlines the CDA-SPMS rating scale used to evaluate office and individual performance in the Philippines. It describes four categories - Quantity, Efficiency, Timeliness, and Quality - and provides the numerical and adjectival ratings for each. Quantity is measured against targets, Efficiency looks at budget usage, Timeliness examines deadlines, and Quality assesses standards, revisions, accuracy and client feedback. Ratings range from 1 (Poor) to 5 (Outstanding). The PMT calibrates results and the agency head determines final office ratings based solely on performance.
The document describes the Philippine national budget preparation process. It begins with the Department of Budget and Management issuing a budget call to agencies in December, providing parameters and guidelines. Agencies are now tasked with partnering with civil society organizations in preparing their proposals. For the first time, the 2013 budget will use a "bottom-up" approach, engaging grassroots communities in 300-400 poor municipalities. The proposals then go through technical hearings and executive review before being consolidated into a proposed national budget that is presented to the President and Cabinet for approval and submission to Congress.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
This document discusses ISO 9001 certification and quality management systems. It provides information on what ISO is, the history and purpose of ISO standards, and specifics about ISO 9001:2008 and ISO 9001:2015. It also discusses the institutionalization and adoption of ISO 9001 certification in the Philippine public sector, including the growing number of certified government agencies and local governments over time. Key topics covered include requirements and benefits of ISO 9001 certification, the transition between standards versions, and good governance indicators for evaluating local governments.
The document discusses the Performance Management System (PMS) used by the TSU PES. It introduces the Office Performance Evaluation System (OPES) which measures the collective performance of offices through outputs. OPES uses a point system to assign values to outputs based on the time required to complete them. It also establishes total target points for offices based on staffing levels and the proportion of quantifiable vs. non-quantifiable work. OPES aims to directly link office objectives to agency strategic goals and enhance objective individual performance evaluations.
This presentation aims to orient accredited Civil Service Organizations about the Local Special Bodies of a local government unit. This also outlines the indicative major scheduling that CSOs can refer to if they are interested in applying for accreditation in an LGU.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
This document discusses local fiscal administration in the Philippines. It begins by defining fiscal administration and outlining the nature and scope of local fiscal administration. It then discusses the legal basis for local fiscal administration according to the 1987 Philippine Constitution and the Local Government Code of 1991. It also outlines the classification system for provinces, cities, and municipalities. Finally, it discusses the powers and aspects of local fiscal administration, including revenue generation, allocation and utilization, and the agencies that exercise supervision over local governments.
The document is a memorandum from the Civil Service Commission (CSC) reminding government workers about policies regarding work hours and offenses like absenteeism, tardiness, and loafing. It warns that these behaviors are detrimental to public service. It reiterates that workers must work 8 hours per day, Monday through Friday. It states the penalties for loafing, which is suspension for 6 months to 1 year for the first offense and dismissal for the second offense. It directs agency heads to ensure workers observe proper hours and implement measures to deter unauthorized absences and tardiness.
The Philippine Administrative System (PAS) refers to the network of government organizations that implement public policies and provide public services. It includes executive departments, constitutional bodies, local government units, and state-owned corporations. The PAS aims to empower citizens by institutionalizing access to services, decentralizing operations, and making procedures simple. It operates within a socio-political and economic environment. The PAS structure is headed by the President and includes over 20 executive departments and over 40,000 local government units across the country. Key processes include budgeting, personnel management, and periodic reorganizations to improve government efficiency and effectiveness.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
The document is an Individual Performance Commitment and Review form for the principal of Dapdap Elementary School. It outlines her key result areas, objectives, performance indicators and actual results for the review period of June 2015 to March 2016. The principal's performance was rated based on her fulfillment of objectives related to instructional leadership, learning environment, human resource management, community partnership, school leadership and utilization of resources. She received the highest rating for most objectives which demonstrated meeting targets for learner outcomes, submission of required documents, professional development activities and community engagement.
This document provides an overview of the Philippine government budgeting process. It discusses key concepts like budget preparation, authorization, execution, and accountability. The major steps in budget preparation include the budget call, stakeholder engagement, technical hearings, and executive review. The budget then becomes law through legislation by Congress. It is implemented through allotment and cash releases, and agencies are held accountable by submitting budget accountability reports. Adjustments may be made to address changes in laws, macroeconomic parameters, or resource availability.
The document discusses the four phases of the budget process:
1) Budget Preparation which occurs from January to July and involves developing budget parameters and proposals.
2) Budget Legislation from August to December where Congress debates and approves the budget through legislation.
3) Budget Execution from January to December which is when approved funds are released and agencies implement projects.
4) Budget Accountability also from January to December involves agencies reporting on financials and performance so the budget utilization can be assessed.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
Unit 1 Performance Management Overview.pptCityComputers3
Performance management is defined as a continuous process that aligns individual and team goals with the strategic goals of the organization. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that ensures employee activities are congruent with organizational objectives in order to improve performance and gain a competitive advantage. Effective performance management creates a high-performance culture, improves organizational efficiency, ensures quality service, and links individual performance to strategic goals.
Week 1 - Introductions Basics & Principles of Performance Management.pdfIfzalAhmad2
Performance management is a continuous process that aligns individual and team goals with organizational strategic goals. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that identifies, measures, and develops individual and team performance in a way that aligns with organizational strategic goals. Performance management aims to improve performance through setting goals, providing feedback, and developing employees. It helps organizations improve efficiency, achieve strategic objectives, and increase employee motivation.
A performance management system is an organization-wide program that provides a structured approach to communicate business strategy, establish shared goals and how to achieve them, and measure and motivate individual and organizational performance. It consists of setting employee performance expectations, maintaining ongoing dialogue between supervisors and employees, and annual performance appraisals. The objectives of a performance management system include confirming probationary employees, assessing individual, team, and organizational effectiveness and efficiency, determining promotions, identifying training needs, and deciding on pay raises.
Results based performance management system rpms- for dep edOlhen Rence Duque
The document summarizes the DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual, division, and organizational goals with the DepEd's vision of developing lifelong learners. It follows the four phases of performance planning, monitoring, review, and rewarding. Key aspects include setting objectives and competencies for staff, providing regular feedback and coaching, and evaluating performance for rewards and development. The system is designed to strengthen accountability and drive continuous improvement across DepEd.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
HR for Non HR_Performance Management Systemazischin
This presentation, titled "HR for Non HR: Performance Management," explores the critical aspects of effective performance management in the workplace. The deck covers the evolution of performance management, its significance for individuals, teams, and organizations, and the nine success criteria for an effective performance management system. It also delves into the importance of clear goal setting, performance feedback, performance differentiation, and managing poor performance. Additionally, the presentation addresses the legal implications of performance improvement plans and the risks of unfair dismissal and wrongful termination.
Performance management system at mahindra and mahindra LimitedAditiee Deshpande
The document describes the performance management system (PMS) at Mahindra. The PMS process includes:
1) Setting individual goals (KRA's) aligned to business objectives through discussion between employees and their appraisers.
2) Conducting a mid-term review to evaluate performance against goals.
3) Conducting annual performance appraisals based on achievement of KRA's and competencies, which determines performance pay.
4) Providing feedback and counseling to employees after appraisals.
The system aims to align individual performance with organizational strategy and goals through goal-setting, reviews, and rewarding good performance.
Competitive Organizations understand that great performance comes from great leadership with great People Skills. They know and appreciate that investing in performance, means investing in People.
The document discusses performance appraisals, including their purpose, prerequisites, basic steps, and methods. Some key points:
1. Performance appraisals systematically evaluate employee performance and potential, with purposes like determining pay, promotions, training needs, and effectiveness of HR programs.
2. Prerequisites for effective appraisals include documentation, standards, simple formats, evaluation techniques, communication, and reducing personal bias.
3. Basic steps in appraisals include ongoing observations and feedback, an annual review, and rewarding meeting performance standards.
4. Modern appraisal methods include management by objectives, 360 degree feedback, and assessment centers. TCS conducts two appraisals annually and bases them on
Performance management involves defining, monitoring, and rewarding employee performance that is aligned with organizational goals. It is an ongoing process that includes performance planning, regular feedback, development, and formal reviews. An effective performance management system considers organizational needs as well as employee development, uses measurable standards, and has manager and employee buy-in through participation.
No, there is no such thing as a 720 degree feedback process. 360 degree feedback involves collecting feedback on a person's performance from their supervisor, peers, direct reports, and sometimes customers or others. This provides a 360 degree view of their performance from different perspectives. Adding another 360 would not make conceptual sense.
The document describes Starview Consulting's Goal and Process Survey (GAPS) Audit service. The GAPS Audit provides organizations with monthly assessments and action plans to ensure continuous improvement. It evaluates goals, processes, risks and employee feedback to produce documentation and scorecards that guide managers and enable ongoing management consulting at a lower cost than traditional models.
The document outlines a performance management process (PMP) with the following key steps:
1) Setting organizational goals and cascading them to departments and teams.
2) Planning phase where managers collaborate with employees to set objectives, identify training needs, and develop SMART goals.
3) Execution phase where progress is monitored regularly through feedback meetings.
4) Assessment and review phases where performance is evaluated against objectives and development plans are updated.
The document discusses performance management systems. It describes how managers at Tata Indicom plan objectives and targets, establish performance standards, monitor business performance, compare results to targets, and take corrective actions. Effective performance management involves setting clear employee roles and expectations in advance, ongoing coaching and feedback, and making it a positive experience. Key aspects of performance management systems include appraisals, managing performance metrics like quality and timeliness, and using tools like reviews, appraisals, and objective-setting.
This document discusses performance management systems. It defines performance management as the management of organizational and individual performance. An effective system ensures goals are cascaded down and includes processes like planning, appraisals, and strategy development. It also outlines the key components of an effective performance management system like clear roles, agreed upon expectations, ongoing feedback, and making it a positive experience. The document provides details on implementing such a system, including creating evaluation formats, policies, training, and rolling out the program. It lists factors to consider in managing performance and different appraisal methods.
The document outlines DepEd's Results Based Performance Management System (RPMS). The RPMS aims to align individual goals with organizational objectives to improve performance and accountability. It incorporates a four phase process of performance planning, monitoring, review, and rewarding. Key aspects include identifying employee KRAs and objectives, providing feedback and coaching, annually reviewing performance against targets, and using competencies for development. The system is intended to strengthen DepEd's efforts towards its mission of providing quality education.
Similar to CDA Strategic Performance Management System Revised (20)
The document discusses policy development and review processes. It states that policy development and review is the responsibility of the Board. An effective policy process assists the Board in governing effectively. It also notes that monitoring, evaluation, and feedback assess a policy's impact and achievement of objectives.
Part - II Policy Formulation for CDA R11jo bitonio
This document discusses the policy formulation process for an organization. It begins by listing various organizational policies that may be developed, such as general administration policies, confidentiality policies, flexible work policies, and others. It then discusses that policy makers must engage stakeholders in consultation and conduct necessary research when developing policies. New policies should always be consistent with the organization's vision, mission, and goals, and in accordance with existing laws and regulations. Policies must be thoroughly discussed, reviewed periodically for changes or updates, implemented, and regularly monitored. A third party may provide an objective evaluation of current policies and advice for new policy development.
Part 1 Policy Formulation for CDA R11ptxjo bitonio
The document discusses policy formulation and development in cooperatives. It begins by defining what a policy is - a statement that provides guidelines for actions to attain objectives and reflect a cooperative's philosophy. It then outlines several objectives of developing policies such as problem solving, goal achievement, compliance, and accountability. The document also discusses the importance of policies in providing guidance, direction, standardization and managing risk. It presents the cooperative map as an example of how policies provide guidelines. Key roles of policies include guidance, control of behavior, and implementing strategies. Finally, it notes that those who develop objectives can then develop policies to achieve them, and that policies should align with an organization's mission and vision.
Policy Development 4 La Union Coops.pptxjo bitonio
The document discusses policy development for cooperatives. It explains that policies provide guidance for actions to meet objectives and reflect an organization's philosophy. Developing policies involves defining objectives, then creating statements that guide decision-making, resource allocation, compliance, and more. The board of directors is primarily responsible for writing policies, with input from management, experts, and stakeholders. Regular review and updates ensure policies remain relevant and properly implemented.
Basic Education and Literacy on Livelihood for the youth, women and Farmers jo bitonio
The document discusses various actors that advance development in the Philippines including government agencies, businesses, and civil society groups. It focuses on issues related to lack of access to education and literacy, which leads to high rates of poverty, unemployment, and social problems. Several statistics are provided on poverty rates and numbers of out-of-school youth. It also describes some programs to address these issues like early childhood education initiatives and youth development programs that provide social and financial education. Suggestions are made around partnerships and convergence of efforts between different groups to better support education, livelihoods, and development.
Adult learners benefit most from education and training programs that are relevant, practical, and allow them to draw from their own life experiences. Effective programs incorporate various learning styles, keep learners engaged through discussion and activities, and provide feedback to promote a sense of success. Training should be delivered through a combination of formal and informal methods, including classroom instruction, online asynchronous learning, on-the-job experiences, and opportunities for self-directed exploration. The goal is to help adults develop new skills and knowledge that can be immediately applied.
1. Cooperatives play an important role in social development by empowering communities and improving people's living conditions. They focus on meeting social, economic, and cultural needs in a self-help manner.
2. Social development refers to progressive improvements in quality of life and living standards through pursuits like poverty eradication, employment generation, and social harmony. It involves multi-dimensional processes across economic, social, political, and environmental domains.
3. Cooperatives engage in activities like education, community development, enterprise development, health, and advocacy to promote social development goals like those within the UN's Sustainable Development Agenda.
This document discusses cooperative education and training. It provides details on required trainings for cooperative officers based on asset size and business operations. It also discusses guidelines for cooperative federations regarding collecting and utilizing cooperative education and training funds (CETF) remittances from member cooperatives. Federations provide both mandatory and specialized trainings to officers, staff, and members. They conduct needs assessments and tailor training programs accordingly using in-house and on-site methods based on government guidelines. Overall, the document outlines cooperative education and training policies and practices of federations in the Philippines.
3 Philosophy, concepts, principles and values.pptxjo bitonio
Cooperatives are formed based on the core values of self-help, self-responsibility, democracy, equality, equity and solidarity. They operate according to seven agreed-upon principles: voluntary and open membership; democratic member control; members' economic participation; autonomy and independence; education, training and information; cooperation among cooperatives; and concern for community. Cooperatives work to meet members' mutual social, economic and cultural needs in a participatory manner where members share the risks and benefits equally.
2 Overview History, laws and trends.pptxjo bitonio
This document provides an overview of the history and development of cooperatives in the Philippines from 1896 to 2009. It outlines key cooperative laws passed by the Philippine government to promote cooperatives in various economic sectors, as well as some cooperatives initiated by churches and the private sector. Some of the major cooperative laws and events mentioned include the country's first agricultural marketing cooperative organized by Jose Rizal in 1896, the passage of the Cooperative Code in 1990, and the establishment of the Cooperative Development Authority.
This document outlines an agenda for a Training of Trainers (ToT) program for cooperative training providers. The ToT will help trainees understand cooperatives, learn how to train others on cooperative management concepts and principles, and demonstrate skills in preparing, delivering, and evaluating training courses. Trainees will be assigned to groups to discuss expectations, individual characteristics, and job commitment. The ToT will provide materials, equipment, and support through lecture presentations and a practicum. The first module will provide an overview of cooperatives in the Philippines, the role of education and training, and how cooperatives can promote development.
VUCA Prepraring to face the competition.pptxjo bitonio
The document discusses the concept of VUCA (volatility, uncertainty, complexity, and ambiguity) and how it describes the current business environment of constant unpredictable change. It then focuses on how agricultural cooperatives are facing challenges due to globalization and increased competition. Specifically, cooperatives struggle with limited access to finance, weak governance, and outdated information systems. The document advocates for computerizing cooperatives to improve information processing and decision making. It also discusses the important role of cooperatives in supporting small farmers and the work of FAO to help establish enabling environments for cooperatives.
The document discusses several topics related to human resources including:
1. The size of HR departments can vary significantly depending on the size of the organization, ranging from just a few employees to divisions of hundreds of staff.
2. Future roles of HR practitioners include diagnostic, assessment, and development roles requiring skills like organizational diagnosis, research, and evaluation.
3. Common pitfalls in developing HR strategies include inside-out thinking, solutions without involvement, complexity without simplicity, and lack of focus. Adapting best practices requires considering internal context.
This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.
The document discusses the future direction of human resource management (HRM) in strategic, operational, and administrative terms. It outlines the role of HRM in aligning with business strategy, addressing daily operational issues, and ensuring compliance. It also discusses eight functional areas of HRM: strategy and planning, compliance, talent management, performance management, safety and health, employee and labor relations, total rewards, and developing talent pools to address skills gaps in key functions. The overall goal is to have an effective HRM system that supports the organization's vision and mission.
This document provides an overview of human resource management (HRM). It begins by outlining the key learning objectives which are to introduce HRM concepts, review management theories and compare HRM to personnel management. It then discusses how HRM deals with selecting, training, developing and reviewing employees. The document contrasts HRM with the historical approach of personnel management and emphasizes that HRM views employees as assets rather than costs. It concludes by noting how HRM aims to balance organizational and individual needs through flexibility, work-life balance policies and participation in decision making.
The document discusses various types of cooperative meetings and their procedures. It describes the general assembly meeting as the highest policy-making body composed of all members. The board of directors and committee meetings are also discussed. Order of business, roles of presiding officers, secretaries and members are outlined. Proper procedures are suggested for conducting effective meetings, including setting agendas, determining quorums, reading and approving minutes, presenting reports, and adjourning meetings.
The document discusses various leadership styles and theories as well as effective management. It provides definitions and examples of different types of leadership including transformational leadership, situational leadership, and phronetic leadership. It also outlines some key characteristics of effective managers such as setting targets, organizing work efficiently, and recognizing employee contributions. Additionally, it lists some golden rules for effective management like being consistent, communicating clearly, and encouraging team member ideas.
The document discusses guidelines for training requirements of cooperative officers in the Philippines. It outlines required training programs for officers of different types of cooperatives, including topics like fundamentals of cooperatives, governance and management, financial management, and risk management. It specifies that officers must complete training within the first half of their term. The training requirements aim to improve governance in cooperatives.
6 Performance Indicators in Ope Mgmt.pptxjo bitonio
The document discusses key concepts related to performance measurement and management, including outputs, outcomes, impacts, and the balanced scorecard approach. It defines outputs, outcomes, and impacts as different levels of change resulting from interventions, with outputs being direct products and outcomes being short-term effects. It then introduces the balanced scorecard as a strategic management tool that evaluates organizational performance from four perspectives: financial, customer, internal business processes, and learning and growth. Metrics are identified for each perspective to measure goals and continuous improvement.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
4. • To be
purposeful,
calculated,
tactical and
progressive in
the way we set
our goals
• Putting
premium on
essentials - to
be analytical,
passionate
and impactful
Why
Strategic?
5. •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/IMPACT (?)
Why focus on
PERFORMANCE?
6. Heart of any Human Resource System
Vital to HR planning, management
and decision making process
Barometer for individual employee
efficiency and for organizational
effectiveness
Reason for existence
7. Paradigm Shift to SPMS
AREA
PARADIGM SHIFT
FROM TO
Perspective Performance Evaluation Performance
Management
Focus Activities and Inputs Outputs and
Outcomes
Indicators Performance Indicators
(e.g. no. of appointments)
Success Indicators
(e.g. response time)
Performance
Alignment
Focus on individual
(competition)
Align Individual to
Office/Division
(Teamwork)
Role of
Supervisor Evaluator Coach and Mentor
8. A set of processes for
establishing a shared
understanding of:
1. WHAT will be
achieved (goals)
2. WHO are
responsible? And
3. 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
HOW it will be achieved
(strategies)
MFOs
P/P/As
9. SPMS Process
Performance Planning and
Commitment
–success indicators are
determined.
• performance measures and
• performance targets.
• These serve as bases in the
office’s and individual
employee’s preparation of
their performance contract
and rating form.
9
Performance
planning and
commitment
Performance
monitoring and
coaching
Performance review
and evaluation
Performance rewarding
and development
planning
10. Planning & Commitment
• Done before the start of rating period
• Revisit Vision, Mission and Functions
• Success indicators are determined
• Performance measures and targets
are set
• Establishment of OPCR & IPCR
• Setting of a rating period
• Performance signing
11. SPMS Process
Performance Monitoring
and Coaching
– ensure that timely and
appropriate steps can
be taken to keep a
program on track, and
that its objectives or
goals are met in the
most effective manner.
11
Performance
planning and
commitment
Performance
monitoring and
coaching
Performance review
and evaluation
Performance
rewarding and
development
planning
12. Monitoring & Coaching
• Done on a regular basis & at all levels
• Timely and adequate mechanism in
placed
• Information system is established
• Mentoring of supervisors and coaches
• “Diary” concept of evaluation
• Improve team performance
• Detects “Red Flags” and “Gaps”
13. SPMS Process
Performance review
and evaluation
– assess both office’s and
individual employee’s
performance level based on
– performance targets and
measures as approved in the
office and individual
performance commitment
contracts.
13
Performance planning
and commitment
Performance
monitoring and
coaching
Performance review
and evaluation
Performance rewarding
and development planning
14. Review & Evaluation
• Office performance is
assessed
• PMT calibrates and
consolidates results
• Head of Agency determines
final office ratings
• Individual ratings are based
solely on performance, no
need for self-rating
15. SPMS Process
Performance
Rewarding and
Development Planning
– identification and provision
of developmental
interventions, and
conferment of rewards and
incentives.
15
Performance planning
and commitment
Performance monitoring
and coaching
Performance review and
evaluation
Performance rewarding
and development planning
16. Rewarding & Planning
• Discussions on strengths, gaps, career
paths
• Type of interventions are identified
• Correct performances and deviations
• Setting up of developmental programs
to
improve performance
• PMT selects potential PRAISE
awardees and
and examplars/top performers
17. Performance Management:
Basic Building Blocks
• DIRECTION-SHARING
Communicating the
organization’s higher
level goals (vision,
mission, strategies)
throughout the
organization and the
translating these into
doable departmental,
team and individual
goals.
18. Societal Goals/Outcomes
2040 – MATATAG, MAGINHAWA AT PANATAG NA BUHAY
2022 – FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST SOCIETY AND A
GLOBALLY COMPETITIVE KNOWLEDGE ECONOMY
Sectoral Goals/Outcomes
Organizational Outcomes
Major Final Outputs (Citizen Focused & Product Results)
Financial Stewardship Internal Process
Leadership, Learning,&
Growth
Strategic Performance Management System
PPARC Priority
Program
Accountability
Report Card
MARC-I MFO
Accountability
Report Card
MARC-II Mgt
Accountability
Report Card
“PAGBABAGO”
Reducing Inequality
“PATULOY NA PAG-
UNLAD”
Increasing Growth
Potential
“MALASAKIT”
Enhancing the Social
Fabric
SER
Socio-
Economic
Report
IMPROVED QUALITY OF CIVIL SERVANTS
CSC shall be globally recognized as a
center of excellence for strategic HR
and OD
Direction Sharing
19. • GOAL ALIGNMENT
The link between an employee’s goals and those of
his or her department and the organization.
• ONGOING PERFORMANCE
MONITORING
Using systems that measure performance
progress toward meeting the employee’s,
team’s and department’s goals.
• ONGOING FEEDBACK
Face-to-face interaction between supervisor
and the employee regarding progress toward
goals.
20. • COACHING AND DEVELOPMENTAL
SUPPORT
An integral part of the feedback process that
“brings out the best in the employee” by
surfacing performance issues, analyzing the
causes and finding solutions to the employee’s
problems by the employee himself or herself and
the supervisor facilitating the process.
• REWARDS AND RECOGNITION
The appropriate acknowledgment of the
employee’s contributions to meeting the
organization’s performance goals.
Link to Other HRM Systems
22. Civil Service Commission – Strategic
Performance Management System
1. Elements 2. Key Players
5. Rating Scale 6. Calendar
4. Rating Period
3. Four-Stage
PMS Cycle
Minimum Requirements
23. Civil Service Commission – Strategic
Performance Management System
Goal Aligned To
Agency Mandate
Performance Goals
Agency Vision, Mission
Strategic Priorities, OPIF
Philippine Development Plan
25. Civil Service Commission – trategic
Performance Management System
Team Approach
Individual
Accountabilities
Shared
Responsibilities
26. Civil Service Commission – Strategic
Performance Management System
User-friendly
Forms
similar and easy to accomplish
OPCR and
IPCR
27. Civil Service Commission – Strategic
Performance Management System
Monitoring and Evaluation (M&E)
mechanisms and Information System (IS)
are vital components of the CDA-SPMS in
order to facilitate linkage between
organizational and employee performance.
The M&E and IS will ensure generation of
timely, accurate, and reliable information for
both performance monitoring/tracking,
accomplishment report, program
improvement and policy decision making.
Information
System
30. Roles & Responsibilities
SPMS Champion
• Together with the PMT, the
SPMS Champion is
responsible and
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.
• Assesses performance of
offices.
HRMO
• Monitors submission
of Individual
Performance
Commitment and
Rating (IPCR) Form.
• Reviews the summary
list of individual
performance rating.
• Provides analytical
data on retention,
skill/competency gaps,
and talent
development plan.
• Coordinates
developmental
interventions that will
form part of the HR
Plan.
31. The PMT shall have the following functions
and responsibilities:
Sets consultation meeting with all Department
Directors/Chiefs of Divisions for the purpose of
discussing the targets set in the Office
Performance Commitment and Rating(OPCR)
Form;
Ensures that office performance targets and
measures, as well as the budget are aligned
with those of the office and that work distribution
of Divisions is rationalized;
Recommends approval of the office
performance commitment and rating to the
Head of Agency;
32. Acts as appeals body and final arbiter for
performance management issues of the agency.
It shall be limited only to issues related to
performance rating and ranking only;
Identifies potential top office performers and
recommends to the PRAISE Committee top
performing personnel entitled to awards,
incentives and recognition based on evaluation
based on evaluation of OPCR and IPCR.; and
Adopts its own internal rules, procedures and
strategies in carrying out the above
responsibilities including schedule of meetings
and deliberations.
The Planning Division shall serve as the PMT
secretariat.
33. Roles & Responsibilities
Unit Heads
• Assumes joint responsibility
with the Head of Office in
attaining performance
targets.
• Rationalizes distribution of
targets and tasks.
• Monitors closely the status
of performance of
subordinates.
• Assesses individual
employees’ performance.
• Recommends
developmental
interventions.
Individual
Employees
Act as partners of
management and co-
employees in meeting
organizational
performance goals.
34. Target Setting
• Historical data – Past performance
• Benchmarking – Identifying and
comparing the best practices within the
agency
• Client demand – Bottom up approach
where the office sets target based on the
needs of clients
• Top Management Instruction – May set
targets and gives special assignments
• Future trend – comparative analysis of the
actual performance vs potential
performance
35. Strategic
Objectives
Core
Processes
MFOs
The Cooperative Development Program (CDP)
consists of programs/projects /activities on the
following: handholding program for Micro/Small
Cooperatives; Technical Assistance Services; Coop-
Seed, Partnership with NGAs, LGUs, Academe, and
Other Stakeholders; Strengthening of Cooperatives
as Business Enterprises; Advocacy Programs and
Initiatives; Information and Communication
Program; Accreditation Program for ATPS, CEAs,
Conciliators and Mediators, Gender and
Development Programs, Monitoring of CDCs, Asset
Recovery Program, Business Continuity
Management for Cooperatives, Cooperative
Concerns for Community Programs and Credit
Surety Fund Program.
The Cooperative Regulatory Program (CRP) includes Members and
Public Protection Program, Monitoring of cooperatives and
enforcement.
36. Output/Outcome Indicators
Program Outcome Indicator Target Outputs Target Outcome
indicators
CDP No & percentage of
required cooperatives
provided with TAS
No & percentage of
compliant Micro and
small cooperatives
graduating to small and
medium category
respectively
244 Micro; 132
small
Percentage of clients
who rated TAS as good
or better
80 % of clients who rated
TAS as good or better
No of coops and
percentage of total
implementing best
practices
Percentage of TAS or
other development
interventions rendered
within the prescribed
period
80% Nature of business
process facilitated
thru the value
chain process
37. Program Outcome Indicator Target Outputs Target
Outcome
indicators
CRP Percentage of registration and
amendment of ACBL acted
upon within the prescribed
period
100% of application
received
50%
Percentage of registered coops
inspected/examined within the
year
100%
Percentage of non compliant
coops complying with sanctions
and directives
60%
Percentage of
violations/complaints acted
upon within 15 days after
knowledge of violations or upon
receipt of complaints
80%
38. •Performance goals of a division/field office must be
aligned with the performance goals of the office.
Success indicators should also be SMART –
Specific, Measurable, Attainable, Realistic and
Time-bound.
Identify the Performance Goals of the
Divisions under your office.
Registration 10 days and 3 hrs
Amendment 10 days and 4 hrs
COC 2 hrs and 18 min
39. MFOs
MEASURES
Success Indicators
Support to
Operations
Plan preparation,
implementation and
monitoring;
Monitoring of PCDP;
QMS, MIS
General
Administration
and Support
Gen Adm Services: Budget
Preparation & Execution;
HRDP; Property
Management Program,
Records and Document
Program; Cashiering
Services
40. Performance measures (Annex C) are those that contribute to or
support the organizational outcomes that the Agency aims to
achieve. The performance measures must be continuously
refined and reviewed.
Performance measures shall also include any one, combination
of, or all of the following general categories, whichever is
applicable.
Category Definition
Quantity Measures the extent of accomplishment vis-a-vis targets
expressed in numerical value.
Quality Measures the degree to which objectives are achieved
based on expectations of clients/customers and/or
applicable standards.
Efficiency Measures the magnitude to which resources are used for
the intended task or purpose with the objective of
accomplishing targets with a minimum amount of budget.
Timeliness Measures whether the deliverable was done on time
based on the requirements of the law and/or the office.
41. Rating Scale
Rating
DescriptionNumerical 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
42. • Basis or Proofs of Performance
• Rating for a particular task shall always be
supported by reports, documents or any
outputs as proofs of actual performance.
• In the absence of said basis or proofs, a
particular intervening or additional task may
not be rated and may be disregarded while
a planned target, unless ordered or authorized
by management/supervisor, should be
accordingly rated.
Developing the Rating Scale
Slide 42
43. Version No. 1
CDA-SPMS RATING SCALE
A.Rating Scale for Timeliness
A.1. For fix or regulatory targets
Deliverables with fixed deadlines when submitted on the
deadline set will be given a rating of 4 and 2 if submitted
after the deadline.
Numeral Adjectival Description
5 Outstanding Submitted 3 days
before the deadline
4 Satisfactory Submitted on the
deadline
2 Unsatisfactory Submitted after the
deadline
44. A.2. For non-regulatory targets
Numeral Adjectival Description
5 Outstanding
Task completed before the
target date
4
Very
Satisfactory
Task completed on the
target date
3 Satisfactory
Task completed 1 day
after the target date
2 Unsatisfactory
Task completed 2 days
after the target date
1 Poor
Task completed more
than 2 days after the
target date
A.Rating Scale for Timeliness
45. Numeral Adjectival Description
5 Outstanding
100% of targets
accomplished
4 Very Satisfactory 90-99.99%
3 Satisfactory 80-89.99%
2 Unsatisfactory 70-79.99%
1 Poor Below 70%
B. Rating Scale for Quantity
B.1. For fix or regulatory targets
46. A.2. For non-regulatory targets
Numeral Adjectival Description
5 Outstanding
Exceeding 130% and
above of the planned
targets
4 Very Satisfactory 115-129%
3 Satisfactory 100-114%
2 Unsatisfactory 51-99%
1 Poor Below 50%
47. C. Rating Scale for Quality
C.1. For reports, letters, memoranda and
IEC Development
Numeral Adjectival Description
5 Outstanding No revisions
4 Very Satisfactory 1 revision
3 Satisfactory 2 revisions
2 Unsatisfactory 3 revisions
1 Poor 4 and above revisions
48. C.2. For evaluation completeness of documents
Numeral Adjectival Description
5 Outstanding
100 % accurate in
checking of requirements
3 Satisfactory
Once returned due to
inaccurate checking of
documents
1 Poor Twice returned
49. Numeral Adjectival Description
5 Outstanding
Evaluation approved with
no correction to findings or
recommendations
3 Satisfactory
Evaluation approved with
2 corrections
1 Poor
Evaluation approved with
more than 2 corrections
C.3. For evaluation of documents as
to substance and accuracy
50. C.4 For evaluation of TAS rendered
registration process by clients and
training assessment
Numeral Adjectival Description
5 Outstanding
No rating below good or
better
3 Satisfactory Rating received is fair
1 Poor Poor/Unsatisfactory rating
51. C.5 For data accuracy
Numeral Adjectival Description
5 Outstanding 100 % accurate data
3 Satisfactory
Rating 10% standard
degree of error
1 Poor
More than 10 % degrees
of error
53. No SPMS, all personnel actions will be
affected such as promotions, incentives,
scholarships, learning and development
and other rewards and recognition
programs
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 OPCR and
IPCR
54. SPMS Formula on Rating
• General Rule
The average performance
rating of all individual employees
shall NOT go higher than the final
performance rating of the office
( O.R. = A. R. E. )
56. Rating Period
• 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
57. Name and
Position
of Office Director
Rating Period:
months and year
Signature of
Office RD
Date when
performance
commitment is
made at the
beginning of
rating period
The Supervisor
(Agency Head)
who approves
the performance
commitment
signs at the
beginning of
rating period
A Representative
of the PMT
Secretariat
assesses the
completed
evaluation form at
the beginning and
end of the rating
period
The Head of the
PMT signs here at
the beginning and
end of the rating
period
The Agency Head
gives the final
rating at the end of
the rating period
OPCR Form
58. Name and
Position
of Division Chief
Rating Period:
months and year
Signature of
Division Chief
Date when
performance
commitment is
made at the
beginning of
rating period
The Supervisor
(Agency Head)
who approves
the performance
commitment
signs at the
beginning of
rating period
The Office Director
gives the Final
Rating
DPCR Form
59. Name and
Position
of Individual Staff
Rating Period:
months and year
Signature of
Individual Staff
Date when
performance
commitment is
made at the
beginning of
rating period
The Supervisor
(Agency Head)
who approves
the performance
commitment
signs at the
beginning of
rating period
The rater writes
his/her comments
on the ratee and
his/her
recommendations
The Ratee signs
here after
discussion of
evaluation with
Division Chief
The Division Chief
(Rater) signs here
The Office Director
gives final rating
IPCR Form
60. Assessment: Program/Project Activity
January – June 2019
Cooperative Development
Program (CDP)
CRITS/CPDAS/
CSF/Technical
Personnel
4.96
Cooperative Regulatory
Program
Registration, RU,
Legal/Technical Staff
4.83
Support to Operation Planning, QMS, MIS 4.83
Gen Adm Services Budget Preparation &
Execution; HRDP;
Property Management
Program, Records and
Document Program;
Cashiering Services
4.91
OPCR 4.91
61. Milestones
• Cleansed the financial records on
unliquidated CDF, etc P 6,538,750.
Total as of date:
Write Off Total
• Collected P 1,380,655.39
• Received Recognition award from
PANELCO III, LGU Alaminos
62. Citizens Charter: January to June 2019
• On the customer feedback, out of 742 clients
with feedbacks, 96.66% rated very good for
magalang na serbisyo, 92.18% for mabilis na
pagtugon sa bisita, 92.45% for pagpapahalaga
sa bisita, 89.89% for kalinawan ng informasyon
na binigay, 90.83% for kalinisan at kaayusan ng
opisina, 90.02% ng hintayan, 77.62% palikuran,
82.74% liwanag at bentilasyon, 74.93% for
komunikasyon and 68.46% confirmed that their
needs was met.
63. Reference
• Civil Service Commission – Strategic
Performance Management System
• BOA Resolution No. 395 s 2018
Dated Sept. 21, 2018
Editor's Notes
Performance Indicators (e.g. number of appointments) vs. Success indicators (e.g. response time)
Focus on individual (fostering competition) vs. Alignment if individual to Office/Division (fostering collaboration)
The SPMS Operational CMT is undertaking a full review of the existing SPMS with due consultation to the offices and officials/employees concerned in order to address various issues of the existing SPMS, including among others, the rating system and the setting of final outputs and performance indicators. This review shall consider the consolidated comments on Proposed Revision, which were earlier prepared by the OSM. Since there will be no major policy change this year, this period of review shall provide sufficient time for the existing SPMS to be accepted and appreciated by every CSC employees, and to mature. Finally, this comprehensive review aims to implement the enhancements of the existing SPMS in 2014.
SPMS improves performance through coaching, developmental interventions and recognition
Note: four components of the cycle. Opportunities for coaching are in all of them
It has 6 minimum requirements to be approved by the CSC and effectively implemented
What are the elements? Number one: Performance goals and measurements are aligned to the national development plans, agency mandate/vision/mission and strategic priorities and/or organizational performance indicator framework, Standards are pre-determined to ensure efficient use and management of inputs and work processes. These standards are integrated into the success indicators as organizational objectives are cascaded down to operational level. (Example)
The system puts premium on major final outputs that contributes to the realization of organizational mandate, mission/vision, strategic priorities, outputs and outcomes
Accountabilities and individual roles in the achievement of organizational goals are clearly defined to give way to collective goal setting and performance rating. Individual’s work plan or commitment and rating form is linked to the division/unit/office work plan or commitment and rating form to establish clear linkage between organizational performance and personnel performance.
The forms used for both the organizational and individual performance are similar and easy to accomplish. The organizational and individual major final outputs and success indicators are aligned to facilitate cascading of organizational goals to the individual staff members and the harmonization of organizational and individual performance ratings.
Monitoring and Evaluation mechanisms and information system are vital component of the SPMS in order to facilitate the linkage between organizational and individual performance. The M & E and Information System will ensure generation of timely, accurate and reliable information for both performance monitoring/tracking, accomplishment reporting, program improvement, and policy decision-making.
A program to orient agency officials and employees on the new and revised policies on SPMS shall be implemented. This is to promote awareness and interest on the system, generate employees’ appreciation for the agency SPMS as a management tool for performance planning, control and improvement, and guarantee employees’ internalization of their role as partners of management and co-employees in meeting organizational performance goals.