Vous êtes sur la page 1sur 72

Civil Service Commission Strategic Performance Management System

STITUTIONAL AND STATUTORY BA


Sec 3 Article IX B- Phil
Constitution
establish a career service
adopt measures to promote morale, efficiency,
integrity, responsiveness, progressiveness, and
courtesy in the civil service
strengthen the rewards & merit system
Integrate hrd programs for all levels & ranks
institutionalize a management climate
conducive to public accountability

Civil Service Commission Strategic Performance Management System

Statutory mandate

Other Legal Bases and Basic Tenets of


Performance Management

Book V, Title I, Subtitle


A. Chapter 1, Executive
Order N o. 292
(Administrative Code of 1987)

Sec. 12 Powers and Functions. ...


(3) Promulgate policies, standards and guidelines
for the Civil Service and adopt plans and
programs to promote economical, efficient and
effective personnel administration in the
government
Civil Service Commission Strategic Performance Management System

Statutory mandate

Other Legal Bases and Basic Tenets of


Performance Management

(Section 33, Chapter 5, Book V of


Executive Order No. 292)

Establishment of
Performance Evaluation
System
administered in accordance with rules, regulations
and standards promulgated by the Commission for
all officers and employees in the career service
be administered in such manner as to continually
foster the improvement of individual employee
efficiency and organizational effectiveness
Civil Service Commission Strategic Performance Management System

Statutory mandate

Other Legal Bases and Basic Tenets of


Performance Management

Administrative Order No. 241 dated October 2, 2008

Mandating the speedy implementation of


RA 9485 otherwise known as the AntiRed Tape Act of 2007 and its
Implementing Rules and Regulations and
Strengthening the Applications thereof
Section 5. INSTITUTION OF PERFORMANCE EVALUATION
SYSTEM BASED ON OUTPUT, Agencies shall institute a
Performance Evaluation System based on objectively measured
outputs and performance of personnel and units, such as the
Performance Management System-Office Performance Evaluation
System developed by the CSC.

Civil Service Commission Strategic Performance Management System

Statutory mandate

Other Legal Bases and Basic Tenets of


Performance Management

Joint Resolution No. 4 of the


Congress of the Philippines
(Governing Principles of the Modified Compensation
and Position Classification System and Base Pay
Schedule of the Government)

Civil Service Commission Strategic Performance Management System

rmance-based incentive sch


Personnel and
Organizational
Performance

performance

Exemplary
Civil
Servant

reward

Item 1 (d)
a performance-based incentive
scheme which integrates personnel
and organizational performance shall
be established to reward exemplary
civil servants and well performing
institutions
Civil Service Commission Strategic Performance Management System

Well Performing
Institutions

Step Increments
An employee may progress from step 1 to step 8 of
the salary grade allocation of his/her position in
recognition of :
meritorious performance based on
performance management system
approved by the CSC
and/or through length of service.

Civil Service Commission Strategic Performance Management System

....linking personnel performance


with organizational performance

Ensuring
personnel
performan
ce
Linked with
organizational
performance
Enhancing performance
orientation of the
compensation system
Civil Service Commission Strategic Performance Management System

Statutory mandate

Other Legal Bases and Basic Tenets of


Performance Management

Administrative Order No. 25 dated


December 21, 2011
establish a unified and integrated Results-Based
Performance Management System (RBPMS) across all
departments and agencies within the Executive Branch
of Government incorporating a common set
performance scorecard, and creating an accurate,
accessible, and up-to-date government-wide, sectoral
and organizational performance information system.

Civil Service Commission Strategic Performance Management System

CSC Vision, Strategic Objectives

Vision:
Asias leading Center for HR and
OD by 2030

Objective:
Develop Competent and Credible Civil
Servants

Measure:
Agencies with operational SPMS
Civil Service Commission Strategic Performance Management System

CSC MC No. 6, s. 2012

The CSC through Resolution No. 1200481


dated March 16, 2012 promulgated the
Guidelines in the Establishment and
Implementation of Agency Strategic
Performance Management System (SPMS)

Civil Service Commission Strategic Performance Management System

EGIC PERFORMANCE MANAGEMENT


What is a Performance Management System (PMS)?

...is a set of processes for establishing a shared


understanding of:
1. WHAT WILL BE ACHIEVED (goals)
2. HOW IT WILL BE ACHIEVED (strategies)
3. and 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

The PMS is a means to professionalize the Civil Service


Civil Service Commission Strategic Performance Management System

Why focus on performance?


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 (?)


Civil Service Commission Strategic Performance Management System

Paradigm
Shift
Performanc
e
Evaluation

Civil Service Commission Strategic Performance Management System

Performance
Management

The following framework represents the paradigm shift


under the Strategic Performance Management System (SPMS)

Area

Paradigm Shift
From

To

Perspective

Evaluation

Management

Focus

Activities/Inputs

Outputs and
outcomes

Indicators

Performance indicators
Success indicators
(e.g., no. of appointments (e.g., response
processed)
time)

Performance
alignment

Focus on individual
(competition)

Align individual to
office/organization
(teamwork and
collaboration)

Role of
Supervisor

Evaluator

Coach/mentor

Civil Service Commission Strategic Performance Management System

Agency
Vision
SPMS
Individual
Mission
Performance
Strategic Goals

Civil Service Commission Strategic Performance Management System

Scope and Coverage


National Government
Agencies

Local Government
Units

Government-Owned & Controlled State Universities and


Corporations
Colleges
Civil Service Commission Strategic Performance Management System

Scope and Coverage


Second LevelExecutive/ Managerial
Second LevelProfessional/Technical
First Level

Civil Service Commission Strategic Performance Management System

Objectives

1
2
3

Concretize the linkage of organization performance with the


Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization
Link performance management
with other Human Resource
Systems and ensure adherence to the
principle of performance-based
tenure and incentive system

Civil Service Commission Strategic Performance Management System

Minimum Requirements

1. Elements

2. Key Players

3. Four-Stage
PMS Cycle

4. Rating Period

5. Rating Scale

6. Calendar

Civil Service Commission Strategic Performance Management System

Elements

Goal Aligned To
Agency Mandate
Philippine Development Plan

Agency Vision, Mission


Strategic Priorities, OPIF

Performance Goals
Civil Service Commission Strategic Performance Management System

Elements

Outputs/
Outcomes-based

Civil Service Commission Strategic Performance Management System

Elements

Team approach

Civil Service Commission Strategic Performance Management System

Elements

User-friendly
Forms

Civil Service Commission Strategic Performance Management System

Civil Service Commission Strategic Performance Management System

Elements

Information
System

Civil Service Commission Strategic Performance Management System

Elements

Communication
Plan

Civil Service Commission Strategic Performance Management System

Enabling Mechanisms

Recruitment System
Identifies competencies
Other attributes for particular
jobs or functional groups

Civil Service Commission Strategic Performance Management System

Enabling Mechanisms

Rewards and Incentives


System
performance

reward

Civil Service Commission Strategic Performance Management System

Exemplary
Civil
Servant

Enabling Mechanisms

Monitoring and
Coaching Program

Civil Service Commission Strategic Performance Management System

Enabling Mechanisms

Change Management
Program

Civil Service Commission Strategic Performance Management System

Enabling Mechanisms

Policy Review and


Formulation

Civil Service Commission Strategic Performance Management System

Key Players
Champion

PMT

Planning Office

Civil Service Commission Strategic Performance Management System

HRM Office

Key Players
Head of Office

Division Chief

Civil Service Commission Strategic Performance Management System

Employees

Key Players & Responsibilities


Champion

Responsible and accountable for the


establishment and implementation of
SPMS
Sets agency performance goals/
objectives and performance measure
Determines agency target
setting period
Approves office performance
commitment and rating
Assesses performance of Offices

Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


PMT

Composition of
Performance Management Team
1. Executive Official designated as Chairperson

2. Highest Human Resource Management Officer

3. Highest Human Resource Development Officer


4. Highest Planning Officer
5. Highest Finance Officer
6. President of the accredited employee
association
Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


Sets consultation meeting of all Heads of Offices
PMT
to discuss the Office performance commitment
and rating
Ensures that Office performance targets,
measure and budget are aligned with those of
the Agency
Recommends approval of the Office
performance commitment and rating
Acts as Appeals body and final arbiter
Identifies potential top performers for awards
Adopts its own internal rules, procedures and
strategies in carrying out responsibilities
Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


Planning Office
Monitors submission of Office Performance
Commitment and Rating Form and schedule
the review/ evaluation by the PMT
Consolidates, reviews, validates and evaluates
the initial performance assessment based on
accomplishments reported against success
indicators and budget against actual expenses
Conducts an agency performance planning and
review conference annually
Provides each Office with the final Office
Assessment as basis of offices in the assessment
of individual employees
Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


HRM Office
Monitors submission of Individual Performance
Commitment and Rating Form
Reviews the Summary List of Individual
Performance Rating
Provides analytical data on retention, skill/
competency gaps and talent development plan
Coordinate developmental interventions that
will form part of the HR Plan

Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


Head of Office
Assumes primary responsibility for performance
management in his/her Office
Conducts strategic planning session with
supervisors and staf
Reviews and approves individual performance
commitment and rating form
Submits quarterly accomplishment report
Does initial assessment of offices performance
Determines final assessment of individual
employees performance level
Informs employees of the final rating and
identifies necessary interventions to employees
Provides written notice to subordinates who
obtain Unsatisfactory or Poor rating
Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


Division Chief
Assumes joint responsibility with the Head of
Office in attaining performance targets
Rationalizes distribution of targets/tasks
Monitors closely the status of performance of
subordinates
Assesses individual employees performance
Recommends developmental intervention

Civil Service Commission Strategic Performance Management System

Key Players & Responsibilities


Employees

Acts as partners of management and


co-employees in meeting organizational
performance goals

Civil Service Commission Strategic Performance Management System

Performance Management System


Cycle

Performance Rewarding
and Development Planning

Performance Review
and Evaluation

Civil Service Commission Strategic Performance Management System

Performance Planning
and Commitment

Performance Monitoring
and Coaching

Performance Management
System Cycle
1. Performance Planning and Commitment

Head of Office meeting with supervisors and staf to agree on th


outputs that should be accomplished
Success indicators are determined.
Targets shall take into account any combination of, or all of the
following:

Historical data
Benchmarking
Client demand
OPES Reference Table
Top Management instruction
Future Trend

Civil Service Commission Strategic Performance Management System

Cascading Philosophy: Cascading


Approach
1

Initiation:
Strategy
Map
and
Enterprise
Scorecard

Cascading:
Office
Performance
and
Commitment
Review
(OPCR)
Cascading:
Individual
Performance
and
Commitment
Review
(IPCR)

Cascading Philosophy: Cascading


Approach
Perspec
tive

S
T
A
K
E
H
O
L
D
E
R
S

Objectives

Recognized as
a Center for
A
Excellence

High
performing,
B competent ,
and credible
civil servants

O
w
n
e
r

C
o
m
m
i
s
s
i
o
n
C
o
m
m
i
s
s
i
o
n

(Enterprise Scorecard -> OPCR)


Measures

Percentage of agencies accredited under the


Enhanced PMAAP

CSC Client Satisfaction Rating (CSC frontline


services)

Percentage of assisted agencies which failed in


ARTA-RCS

Percentage of agencies with HR Plan

Percentage of agencies with functional Strategic


Performance Management System (SPMS)

25% of agencies with


functional SPMS by EO
2012

L
E
A
D

L
A
G

Base

2011

2012

N/A

N/A

10%
(211)

2
(4

N/A

VS

N/A

60%

80%

N/A

N/A

20%

.66%
(14)

25%
(527)

3
(7

Cascading Philosophy: Cascading


Approach
( OPCR -> IPCR)

25% of agencies with


functional SPMS by EO
2012

Orientation conducted
to 25% of agencies by
EO June 2012

Performance measures

Effectiveness /Quality

=
Civil Service Commission Strategic Performance Management System

Efficiency

Civil Service Commission Strategic Performance Management System

Timeliness

done on
time

based on
requirements
of law and/or
clients
/stakeholders

project completion deadlines;


time management skills; and
other time sensitive expectations
Civil Service Commission Strategic Performance Management System

Resource Requirements

Budget per expense account


Responsibility centers

Civil Service Commission Strategic Performance Management System

PMS Cycle. . .
2. Performance Monitoring and Coaching

Performance of Offices and every individual shall be regularly monit


at various levels on a regular basis

Monitoring and evaluation mechanisms such as an Information Syste


should be in place
Supervisors and coaches play a critical role at this stage

Civil Service Commission Strategic Performance Management System

PMS Cycle. . .
3. Performance Review and Evaluation

Assesses both Office and individual employees performance level b


on performance targets and measures as approved
Results of assessment of Office and individual performance shall be
impartial

Civil Service Commission Strategic Performance Management System

PMS Cycle. . .
4. Performance Rewarding and Development Planning

art of the individual employees evaluation is the competency


assessment vis--vis the competency requirements of the job

esults of the assessment shall be discussed by the Head of Office and


supervisor with the individual employee at the end of each rating period

rofessional development plan must be outlined for employees with


Unsatisfactory or Poor ratings

Civil Service Commission Strategic Performance Management System

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

Civil Service Commission Strategic Performance Management System

Rating Scale

Rating

Description

Numerical

Adjectival

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

Very Satisfactory Exceeded expectations


All goals, objectives and targets were achieved above standards

Satisfactory

Unsatisfactory

Poor

Met expectations
Most critical annual goals are met
Failed to meet expectations
One or more of the most critical goals were not met

Consistently below expectations

Civil Service Commission Strategic Performance Management System

Rating Scale
5 (Outstanding) Performance exceeded
expectations by 30% and
above of planned targets;
4 (Very
- Performance exceeded
Satisfactory) expectations by 15% to
29% of planned targets;
3 (Satisfactory) - Performance met 90%
to
114% of the planned
targets. However, if it
Civil Service Commission Strategic Performance Management System

Rating Scale
involves deadlines required
by law, it should be 100%
of the planned targets.
2 (Unsatisfactory) - Performance only met 51%
to 89% of planned targets
& failed to deliver one or
more critical aspects of the
target. However, if it
involves deadlines required
Civil Service Commission Strategic Performance Management System

by law, the range of


performance should be
51% to 99% of the
planned targets.
1 (Poor) - Performance failed to
deliver most of the
targets by 50% and
below

Civil Service Commission Strategic Performance Management System

Dimensions of Performance
1. Quality or effective performance involves
the following elements:
Acceptability
Completeness
Meeting standards
Client satisfaction
Creativity or innovation
accuracy

Civil Service Commission Strategic Performance Management System

2. Efficiency is the extent to which targets


are accomplished using the minimum
amount of time or resources.
.Standard response time
.Number of requests/applications acted
upon over number of requests received
.Optimum use of resources (money,
logistics, office supplies)

Civil Service Commission Strategic Performance Management System

3. Timeliness measures if the


targeted deliverable was done within
the scheduled or expected timeframe.
Timely performance involves:
Meeting deadlines as set in the work
plan

Civil Service Commission Strategic Performance Management System

Uses of Performance Ratings

Performance-Based
Security of Tenure

Grant of Rewards
and Incentives

Civil Service Commission Strategic Performance Management System

Basis for Personnel


Actions

Sanctions
Non-Submission of :
1) The Office Performance Commitment and Rating Form to the PMT
2) Individual Employees Performance Commitment and Rating Form to
the HRM Office
within the specified dates will be ground for:
a. Employees disqualification for performance-based personnel actions
b. Administrative sanction for violation of reasonable office rules and
regulations and simple neglect of duty for supervisors or employees
responsible for delay or non-submission of the office and individual
performance commitment and rating report

Civil Service Commission Strategic Performance Management System

Appeals

An Office/Unit or individual employee can file an appeal with the PMT


within ten (10) days from the date of receipt of their performance
evaluation rating

The PMT shall decide on the appeals within one (1) month from receipt.

Officials or employees who are separated from the service on the basis
of Unsatisfactory or Poor performance rating can appeal their separati
to the CSC or its Regional Office within fifteen (15) days from receipt o
the order or notice of separation.

Civil Service Commission Strategic Performance Management System

Agency Implementation
Constitute a Performance Management Team
Review existing Performance Evaluation System
Amend, Enhance or Develop Agency Strategic Performance System
and Submit to the CSC for Review / Approval
Conduct Orientation and Re-Orientation on the
New and Revised Policies on SPMS for all employees
Administer the approved Agency SPMS
Provide the CSCRO/FO with copy of
Individual Performance Rating Reports
Civil Service Commission Strategic Performance Management System

Submission of Agency SPMS to CSC


The Agency SPMS could be any of the following:
a. A system currently used by the agency which conforms
to the basic features of the SPMS;
b. A revised/enhanced Agency Performance Evaluation
System (PES) based on the SPMS guidelines; or
c. A new Agency PMS crafted based on the SPMS
guidelines.

Civil Service Commission Strategic Performance Management System

Submission of Agency SPMS

Starting June 2012, Agencies shall be required to submit SPM


to the concerned CSC Regional Office for approval.
By January 2014, all agencies shall have a CSCapproved SPMS.

By 2015, official and employees of agencies without approv


SPMS shall not be eligible for promotion and entitled to
Performance-based benefits.

Head of agencies may request technical assistance from


the CSC Regional / Field Office concerned on the developmen
implementation or refinement of their Agency SPMS.
Civil Service Commission Strategic Performance Management System

"You are not here merely to make a living.


You are here in order to enable the world to live
more amply, with greater vision, with a finer
spirit of hope and achievement.
You are here to enrich the world, and you
impoverish yourself if you forget the errand."
Woodrow Wilson

Civil Service Commission Strategic Performance Management System

Thank you.