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STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
Atty. Daisy P. Bragais
Director 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
Central human resource
institution of the
government
Strengthen merit and
rewards system
Establish performance
evaluation system
Foster the improvement of
1) individual employee efficiency
2) Organizational effectiveness
PERFORMANCE
EVALUATION/APPRAISAL
SYSTEM
FOCUS ON
INDIVIDUAL
APPRAISALS
LOW SYSTEM
INTEGRITY
UNRELIABLE &
SUBJECTIVE
LACK OF PARALLEL
SYSTEM TO ENABLE
VALIDATION/COMPARIS
ON BETWEEN
ORGANIZATIONAL
EFFECTIVENESS &
EMPLOYEE
PERFOMANCE
Addressing the Gaps
Thrust
or
Mandate
Daily
Operations
Organizational performance
Collective performance of
individuals within the
organization
STRONG CULTURE OF
PERFORMANCE AND
ACCOUNTABILITY
Performance
Evaluation
Performance
Management
Performance
Management
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
MISSION
STRATEGIC 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.
Ensure
Organizational
Improvement of
effectiveness /
Individual
employee
efficiency
Link performance
Management with
Other HR systems
and ensure
adherence to the
principle of
performance-based
tenure and
incentive system
Concretize
the linkage of
organizational
Performance
with Philippine
Development
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
CSC
Societal Goal
Human Resource Development Towards Poverty Alleviation
Sectoral Goals
Improved Public
Service Delivery
Good
Governance
Major Final Outputs
Legal Services
Examination, Recruitment and Placement Services
Personnel Policies and Standards Services
Appointment and Other Personnel Action Services
Human Resource Development Services
Personnel Discipline and Accountability Enhancement Services
Personnel Data and Information Management Services
P / A / Ps
CSC
Societal Goal
Human Resource Development Towards Poverty Alleviation
Sectoral Goals
Improved Public
Service Delivery
Good
Governance
CSC Mandate
Mission
Vision
CSC Strategic Priorities
CSC Offices
Employees
Key Players
SPMS 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
34
Done 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 performance
Degree 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:
1
34
•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
OFFICE
ASSESSMENT
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
INDIVIDUAL
ASSESSMENT •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!!!

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Strategic Performance Management System

  • 1. STRATEGIC PERFORMANCE MANAGEMENT SYSTEM Atty. Daisy P. Bragais Director III Civil Service Commission RO 5
  • 2. 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?
  • 3. 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
  • 6. Central human resource institution of the government Strengthen merit and rewards system Establish performance evaluation system Foster the improvement of 1) individual employee efficiency 2) Organizational effectiveness
  • 7. PERFORMANCE EVALUATION/APPRAISAL SYSTEM FOCUS ON INDIVIDUAL APPRAISALS LOW SYSTEM INTEGRITY UNRELIABLE & SUBJECTIVE LACK OF PARALLEL SYSTEM TO ENABLE VALIDATION/COMPARIS ON BETWEEN ORGANIZATIONAL EFFECTIVENESS & EMPLOYEE PERFOMANCE
  • 9. Organizational performance Collective performance of individuals within the organization STRONG CULTURE OF PERFORMANCE AND ACCOUNTABILITY
  • 11. Performance Management 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
  • 13. 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.
  • 14. Ensure Organizational Improvement of effectiveness / Individual employee efficiency Link performance Management with Other HR systems and ensure adherence to the principle of performance-based tenure and incentive system Concretize the linkage of organizational Performance with Philippine Development Plan
  • 15. 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
  • 16. CSC Societal Goal Human Resource Development Towards Poverty Alleviation Sectoral Goals Improved Public Service Delivery Good Governance Major Final Outputs Legal Services Examination, Recruitment and Placement Services Personnel Policies and Standards Services Appointment and Other Personnel Action Services Human Resource Development Services Personnel Discipline and Accountability Enhancement Services Personnel Data and Information Management Services P / A / Ps
  • 17. CSC Societal Goal Human Resource Development Towards Poverty Alleviation Sectoral Goals Improved Public Service Delivery Good Governance CSC Mandate Mission Vision CSC Strategic Priorities CSC Offices Employees
  • 18. Key Players SPMS 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
  • 19. 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
  • 20. 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.
  • 21. 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.
  • 22. 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
  • 23. 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
  • 24. 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
  • 25. Individual employee Management partner in meeting organizational performance goals
  • 27. • Performance Review & Evaluation • Performance Rewarding & Development Planning • Performance Monitoring & Coaching • Performance Planning & Commitment 1 2 34
  • 28. Performance Planning and Commitment: 1 34 Done at the start of rating period Heads of offices, supervisors and staff agree on outputs based on organization goals and objectives.
  • 30. PERFORMANCE MEASURES - performance level yardsticks computed through the units of work measurements and according to their function
  • 31. 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 performance Degree 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)
  • 32. 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
  • 33. •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
  • 34. Performance Monitoring and Coaching: 1 34 •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
  • 35. 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 OFFICE ASSESSMENT
  • 36. 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 INDIVIDUAL ASSESSMENT •Make qualitative comments, observations and recommendations •Competency assessment •Critical incidents •Employee development/intervention •Discussed with employee prior to submission
  • 37. •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
  • 38. 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
  • 39. 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

Editor's Notes

  1. Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework.It is a means for promoting superior performance by communicating expectations, defining roles within a required competence framework and establishing achievable benchmarks.A performance management process sets the platform for rewarding excellence by aligning individual employee accomplishments with the organization’s mission and objectives and making the employee and the organization understand the importance of a specific job in realizing outcomes. By establishing clear performance expectations which includes results, actions and behaviors, it helps the employees in understanding what exactly is expected out of their jobs and setting of standards help in eliminating those jobs which are of no use any longer. Through regular feedback and coaching, it provides an advantage of diagnosing the problems at an early stage and taking corrective actions. To conclude, performance management can be regarded as a proactive system of managing employee performance for driving the individuals and the organizations towards desired performance and results. It’s about striking a harmonious alignment between individual and organizational objectives for accomplishment of excellence in performance.
  2. Section3, Article IX-B, 1987 ConstitutionCSC- to establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system, integrate all human resources development programs for all levels and ranks, and institutionalize a management climate conducive to public accountability.EO 292
  3. The gap was addressed by strategically ALIGNING the agency’s thrust, rooted from its mandate with its day to day operations of the unitsDaily operations of the units, and also of the personnel within the units, are guided by organizational targets (rooted from the agency roadmap, translated into milestones.This in turn serves as basis in assessing performance both of the organization as well as of individual personnel. This approach results to a system of validation and interconnection between the performance of personnel with that of the organizational unit.
  4. SPMS- a mechanism that ensures that the employee achieves the objectives set by the organization and the organization, on the other hand, achieves the objectives that is has set itself in its strategic plan.
  5. To complement and support SPMS, the following enabling mechanisms must be present, operational and maintained.
  6. Champion can either be the agency head or his/her authorized representative.Primary responsibility means he/she is basically responsible for the setting up, creating the atmosphere through policies, orders made, and others.Setting of agency performance goals/objectives and performance measures speaks about the concretization of agency vision and mission into specific programs and projects and activities, and subsequently identify significant “landmarks” for each of the different activities in the different programs and projectsTarget setting period speaks about the PLANNING time for the agency. This is about the time when officials of the agency shall gather to discuss about the programs and projects essential for the attainment of agency mission and vision; the activities that necessarily flow from the programs and projects set; andThe significant measure indicative of the status of progress, growth and development of the different activitiesApproves office performance commitment and ratingIn relation to the indicative measures identifiedAssess performance of officeIn relation to their functions as regards attainment of organizational targetInforms employees of the final rating and identifies necessary interventions to employees based on the assessment of developmental needsRecommends and discuss a developmental plan with subordinates who obtain UNSATISFACTORY performance during the rating period (not later than one month after end of the rating period) and prepare written notice/advice to subordinate that a succeeding unsatisfactory performance shall warrant separation from the service. Provides preliminary rating to subordinates showing POOR performance not earlier than the third month of the rating period. A development plan shall be discussed with the concerned subordinate and issue a written notice that failure to improve performance shall warrant separation from the service.
  7. Consultation meeting seeks to discuss the targets set in the office performance commitment and rating form.Discussion may include strategic approach that will be employed in the attainment of the target set.Alignment of target, measures and budget creates sensible ground for the attainment of the target. Otherwise, it has to deal with inherent weakness.Rationalized distribution of work ensures that every work unit contributes in the attainment of goal and that none among the personnel are unreasonably loaded while others are given a “free ride.”Recommendation for approval has to flow from review conducted and after rational alignment of units and agency target; and individual and unit commitment. The same flow must likewise be observed in the case of performance rating.Appeals body and final arbiterThis presupposes objectivity as well as full grasp of the inter workings of the systemIdentification of TOP PerformersThis takes into account development and maintenance of healthy level of organizational morale.This approach strengthens agency stand in terms of honing their human resource towards the direction of development set by the agency.Responsibilities for which internal rules, procedures and strategies have to be setSchedule of meetings and deliberationsDelegation of authority to representatives
  8. Highest HRMO being assigned with human resource managementHighest HR Development Officer, being concerned and responsible with personnel training and development.This is essential considering that HR development and training is component part of Strategic PMS inasmuch as the quality of training and development accorded to a personnel has significant effect in his/her capacity to perform; in the same manner that deficiencies in capacities, reflective in the performance evaluation, in most cases can be helped through proper developmental intervention.Highest Planning OfficerAs strategic PMS aspires to set organizational target relevant to the attainment of its mission and vision; which in turn are likewise set as individual targetLike making people work,making the attainment of organizational target as well as the status of progress in the development attained as personal accountability Highest Financial officerIts important lies in the fact that strategic organizational growth and development touches and requires financial component.President or representative of the employee unionTo serve as conduit between management and employee in matters pertinent to performance management system
  9. Indirectly related functions are those that are not DIRECTLY connected with the performance management system cycle; although still has something to do with performance management (through one way or the other).INDIRECTLY RELATEDMonitors submission of he office Performance Commitment and Review FormTo ensure timely submission and promote successful attainment of set organizational targets through timely laying down of preset performance target and measures.Reviews/evaluation of the Office Commitment by the PMT.Promotes objectivity in the setting of individual targets (OPCR being the mother document of IPCR) and in the performance evaluation that will flow from it, as well as ensuing identification of development needsProvide each office with final Office Assessment to serve as basis of office in the assessment of individual staff members.DIRECTLY RELATEDConsolidates, reviews, validates and evaluates initial performance assessment of Heads of OfficesBased on reported accomplishment against success indicators and allotted budget against actual expensesResult of the assessment shall be the basis of PMT’s recommendation to the Head of Agency who shall determine the final office rating.Conduct annual performance planning and review conferenceDiscuss assessment for the preceding performance periodPlan for the upcoming performance periodThis shall be done with the Heads of Offices and members of the Financial Office (re: budget utilization)
  10. Indirectly related functions are those that are not DIRECTLY connected with the performance management system cycle; although still has something to do with performance management (through one way or the other).INDIRECTLY RELATEDProvides analytic data on retention, skills/competency gaps and talent development plans.In relation with the agency strategic handling of its human resource, as provided in the agency HR Plan- wherein skills and competency are the take off point in the recruitment, development and retention of personnel.Coordinates development interventionsThis shall form part of the HR Plan inasmuch as HR as an asset have to be strategically handled and managedDIRECTLY RELATEDMonitors submission of Individual Performance Commitment and Review form by heads of officesThis ensures timely review of the individual target setting, to check alignment with organizational targetReviews the Summary List of Individual performance Rating Ensure that average performance rating of employees is either equivalent or lower than the Office performance rating as recommended by the PMT and approved by the agency head
  11. Attainment of performance objectives and targets is a jointly shared responsibility with the agency head.Rationalize distribution of targets and tasksMaintain objectivityObserve fairness and correctness viewed vis-a-vis functions of the Position Title (occupied) as found in the Organizational StructureMonitors closely status of performance of subordinates and provide support and assistance through coachingIt is essential that the department/division chief knows not only how to manage attainment of target, but also how to accomplish the target.Coaching presupposes in-depth understanding of the interworking pertinent to each work concern, enough for one to identify each of the crucial aspects of the task and varied ways on how to accomplish it.It likewise presupposes deep appreciation of the capacities and limitations of one’s subordinate; andGood interpersonal relationship and team relationship with the staffAssess individual employee performanceBased on performance indicators sets, and status of accomplishment against that targeted Recommends developmental interventionResponsive and suited to the needs of the individual based on one’s competency need, as required by service
  12. As management partner, an employee mustCooperate and work in partnership with the management in terms ofSetting targetsAccomplishing target setDeveloping competencies and work for developmental interventions, as needed
  13. Performance indicators are yardstick.Bases in the office and individual employee’s preparation of their performance contract and rating form
  14. Performance indicators are yardstick.Bases in the office and individual employee’s preparation of their performance contract and rating form
  15. Agency target setting periodSet by agency headPeriod within which the office and employees’ targets are set and discussed by ratees, reviewed and concurred by the head of the department or office and submitted to the PMT.Identify major final outputs (targets)Based on agency road map or strategic or investment planMajor final outputs are those that contribute to the attainment of organization mission/vision which form part of the core functions of the officeHistorical data – past performanceBenchmarking – identifying and comparing with best agencies/institutions within the agency with similar functions or processes. It may also involve recognizing existing standards based on provisions or requirements of the law.Client demand – involves bottom-up approach where the office sets targets based on the needs of the clients. Office may consult with stakeholders and review the feedback on its services.OPES Reference Table – list of major final outputs with definition and corresponding OPES pointsTop Management Instruction – head of agency may set targets and give special assignmentsFuture trend – targets may be based from the results of the comparative analysis of the actual performance of the Office with its potential performanceDetailed Budget requirements per expense account help agency head in ensuring strategy driven budget allocation and in measuring cost efficiency.Identification of specific unit accountable for each target output per program/project/activitySummarized in the Office Performance commitment and Review (OCPR).Approved OCPR shall serve as basis for Individual Employees’ Performance Commitment Review Form (ICPR).Standard setting for each work outputPre-set standards by managementBased on agreement of supervisor and employeeStandards however must not be lower than the agency’s standards approved OPCR Form.
  16. Regular monitoring of performanceShall be in various levels (e.g. Head of agency, planning team, head of department)Has to be on regular basisMonitoring and evaluation mechanismIts being in place ensures timely and appropriate steps can be taken to keep program on track & ensure that its objectives are met in the most effective mannerVery vital tool at this stage is information systemSupport data management to produce timely and reliable information forProgram tracking and performance monitoring/reportingVital at this stage is the role of supervisors and coachesFocus on the critical functions of managers and supervisors as coaches and mentorsProvide enabling environment/intervention toImprove team performance; andManage and develop individual potentials
  17. This phase shall assess BOTH the Office and individual employee’s performance level based onPerformance targets and measures as approved in the office and individual performance commitment contractsConsolidation and review of the initial performance assessment toValidate and evaluate correctness and objectivity of assessment based onOffice accomplishment against success indicators and allotted budget against actual expensesDone by the planning office or unit assigned Result of assessment shall be subjected to calibration by the PMTPMT shall submit recommendation to the Head of agencyAgency Head shall determine the FINAL RATING of offices/unitsThe annual performance review conference shall discuss the Office assessment with concerned heads of offices.The Finance Office (or unit) shall participate in here (due to the financial component in the performance rating)For complete and comprehensive performance review, all offices shall submit a quarterly accomplishment report to the planning office based on the SPMS calendar.Any issue/appeal/protest on the Office assessment shall be articulated by the concerned head of office and decided upon by the agency heads during the conferencePlanning office to provide each office with copy of the final Office Assessment rating
  18. Done by the immediate supervisor based onCommitments made at the beginning of the rating periodPerformance rating shall be based solely on records of accomplishment; self-rating not neededSMPS puts premium on major final outputs towards realization of organizational mission/vision.Rating of planning and/or intervening tasks shall be supported by reports or documents or outputs as proof of actual performanceUnsupported outputs shall not be rated The comments, observations and recommendations shall includeCompetency assessment Can be sourced out from the competency mapping (per position title, as occupied by the specific individual)Critical incidents Journalizing becomes necessary then and said journal will be easier to use if the following format will be adopted:Incident:Date:Individual(s) involvedOutcome of the incidentProblem that came out from the incident:Competency Deficiency (that caused the incident)If results been OUTSTANDINGLY GoodIncident:Date:Individual(s) involvedOutcome of the incidentBenefits that came out from the incidentCompetency StrengthSupervisor shall discuss the assessment with the concerned ratee prior to submission of individual employee’s performance commitment and review form to the Head of OfficeHead of Office shallDetermine final assessment of performance level of individual based on proof of performanceFinal assessment shall correspondent to the adjective description of Outstanding, Very Satisfactory, Satisfactory, Unsatisfactory, PoorIn determining final assessment, may adopt appropriate mechanism to help distinguish performance levels of individuals, such asPeer ranking andClient feedbackThis is connected with the SUGGESTION Box which the ARTA providesAverage of individual’s assessment shall not go higher than the collective performance assessment of the Office.Ensure that employee is notified of his/her final performance assessment and the Summary List of Individual Ratings and attached IPCRs are submitted to the HRM Office/Personnel Officer within the prescribed period
  19. Competency assessment shall be take off point forDevelopmental interventionsDone in coordination with the HRM Office/personnel OfficeThose with UNSATISFACTORY or POOR performance ratings shall be provided with appropriate professional development plan toImprove or Correct performance of employeesPlan must be outlinedTimelinessMonitored to measure progressResults of performance evaluation assessment serves as inputs to the following matters (all geared towards employee development)Heads of officeIdentify and provide the kind of interventions needed, based on the developmental needs identifiedAgency HRM Office/Personnel officeConsolidating and coordinating developmental interventions that will form part of HR Plan and basis for rewards and incentivesPMTIdentifying potential PRAISE Awards nominees for various awards and incentivesPRAISE CommitteeDetermining top performers who qualify for awards and incentives