Professional Documents
Culture Documents
Program Flow
Understanding
the SPMS and
the key changes
it brings
MODULE 2
Managing SPMS
as a change
MODULE 1
The SPMS
players,
activities and
tools/forms
Success
Indicators
workshop
MODULE 3
SPMS Pilot
timeline and
deliverables
MODULE 4
MODULE 1
Objectives
0 Define SPMS.
0 State the CSC policy on the SPMS
adoption and the consequence of its noncompliance.
0 Identify the key changes based on the
existing PMS.
0 State the benefits of adopting the SPMS.
WHAT is SPMS?
0 Enhancement of existing Performance
Management System
CSC Memorandum Circular No. 6, s-2012 promulgated in CSC Resolution No. 1200481
dated March 16, 2012 re: Guidelines in the Establishment and Implementation of Agency
Strategic Performance Management System (SPMS)
FAIRNESS
Key Changes*
Aspects
PMS
SPMS
Appraisal Period
Semi-annual
TRMF
For rank-and-file: PAF
Committee:
PERC
PMT
Scoring
Weight-based score
Rating practice
For officers:
For supervisors:
SPS
IPS
For non-supervisors:
Salient Features*
0 Adopting the Balanced Scorecard Framework
(Performance Scorecards)
Balanced Scorecard
Numerical Rating
Adjectival
Division A Rating
Very Satisfactory
Employee 1
Very Satisfactory
Employee 2
Outstanding
Employee 3
Satisfactory
Employee 4
Very Satisfactory
Employee 5
Very Satisfactory
Average rating of
staff: 20/5=4
Very Satisfactory
Very Satisfactory
No. of Employees
(including DC) = 5
SAMPLE
Organizational Benefits
Personal Benefits
0 Reliability
0 Objectivity
0 Fairness
MODULE 2
Managing SPMS
as a Change
Objectives
0 Identify the barriers to successful
adoption of SPMS.
0 Identify possible solutions to
SLOGANEERING
that vision
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Possible
Manage It
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Final Thoughts
Somebody Has to Do Something, and Its Just
Incredibly Pathetic That It Has to Be Us.
Jerry Garcia, the Grateful Dead
The Ultimate Measure of a Man Is Not Where
He Stands in Moments of Comfort, but Where
He Stands at Times of Challenge and
Controversy Martin Luther King, Jr.
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MODULE 3
Session Objectives
0 Explain the key activities of the
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Rewards
Planning
Certify Compliance with Accomplishment of
Performance Scorecards
Review
Learning and Education Action Planning (LEAP)
Monitoring
Checkpoint Meeting (CHECK)
SG 18-25
(including OICs)
SG 18 and below
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SPMS Calendar
Nov
Dec
CLAP
LEAP
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Performance Scorecard:
Initial Rating; Office
Rating and Final Rating
CARS
iLEAPS
START
MIDYEAR
ASSESSMENT
Performance Scorecard:
Targets & Success
Indicators
CHECK
1-2
FOCCI, PACER,
Targets
Adjustments
CHECK
3-4
FOCCI, PACER,
Targets
Adjustments
CHECK
5-6
FOCCI, PACER,
Targets
Adjustments,
Preliminary
Rating
CHECK
7-8
FOCCI, PACER,
Targets
Adjustments
CHECK
9-10
FOCCI, PACER,
Targets
Adjustments
Performance Planning
and Commitment Setting
Identification
of raters and
ratees
Setting of
Performance
Targets,
Measures and
Standards
Certification
on the
Compliance
with the
Accomplishm
ent of
Performance
Scorecards
(CCAPS)
Validation of
CCAPS
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SIS Submission
0 SIS shall be submitted to
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Individual
Performance
Must be signed by
concerned officer and
approved by supervisor
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Supervisors
Performance Scorecard (SPS)
Shall be disseminated to
Individual
Performance Scorecard (IPS)all concerned employees
for reference in the
preparation of IPS
Department/Office
Head
o Reviews contents of SPS
Ratee/Supervisor
o Makes necessary revisions on the
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Establish individual
performance
commitments for the
year in accordance
with the targets
contained in
supervisors SPS
Detail the Success
Indicators for all
strategic objectives
targeted for the year
Conduct START
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Validation of CCAPS
0 HRD/HRU shall validate all CCAPS by randomly
database
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Objectives
0 Translate office-level performance measures
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Success Indicators
Performance
Measure
Client
Satisfaction
Performance
Targets
Performance
Scenarios
85%
Met
Cycle time
3 hours
Exceeded
No. of
reports
10 reports
Below
Translation of Goals
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Performance Measures
0 Quantitatively tell us something important
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Performance Measure
0 Is composed of a number and unit of
measure.
target).
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Multi-dimensional
unit
0 expressed as ratios or
process or deviation
from design
specifications
two or more
fundamental units
Multi-dimenstional
0 km per liter (a performance
0 Number of reports
0 Number of errors
0 Number of CPR-certified
employees
0 Length of time to design
hardware
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0 Efficiency
A process characteristic
indicating the degree to
which the process
produces the required
output at minimum
resource cost.
Are we doing things right?
0 Timeliness
Measures whether a unit of
work was done correctly and
on time. Criteria must be
established to define what
constitutes timeliness for a
given unit of work. The
criterion is usually based on
customer requirements.
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0 Safety
Examples
0 Employee Satisfaction Index/Rate
0 Employee Productivity Index
0 Cycle time
0 Volume of documents stored
0 No. of policies implemented
0 No. of PAFs encoded
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Performance Ratings
Numerical Rating Adjectival Rating Description/Definition of Rating
130% above
Outstanding
115% - 129%
90% - 114%
51% - 89%
1
O
2
VS
3
S
4
US
5
P
Quality
VS
US
Effectiveness
VS
US
Efficiency
VS
US
Below 50%
Scenario Code
Cut-off excess
points/weight
Score
30
10
11
Time/ Quantity
VS
VS
Quality
VS
VS
Not lower
than 30%
exceeded
Not lower
than 29%
exceeded
but higher
than 14%
Not lower
than 30%
exceeded
Not lower
than 14%
exceeded
but higher
than 89%
Not lower
than 29%
exceeded
but higher
than 14%
Not lower
than 14%
exceeded
but higher
than 89%
Cut-off excess
points/weight in
Time/Quantity
Quality measure*
Score
12
13
14
15
16
17
18
19
20
21
22
23
Time/ Quantity
US
VS
US
US
VS
US
Quality
US
US
VS
US
VS
US
Cut-off excess
points/ weight
in Time/
Quantity
Not
lower
than
30%
exceed
ed
Below
90%
but
higher
than
50%
Not
lower
than
29%
exceed
ed but
higher
than
14%
Below
90%
but
higher
than
50%
Not
lower
than
14%
exceed
ed but
higher
than
89%
Below
90%
but
higher
than
50%
Not
lower
than
29%
exceed
ed but
higher
than
14%
Below
50%
Below
90%
but
higher
than
50%
Below
50%
Not
lower
than
30%
exceed
ed
Below
50%
Quality
measure*
Score
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Customer
Satisfaction
Employee
Satisfaction
Target
85%
85%
Division/ Section/
Team-level
Target
Turn-around
time
Cycle time
Delivery time
Product
quality rating
5 days
% personnel
w/significant
competency
gaps trained
Consistency in
payroll
issuance
80%
2 hours
1st day of
the month
80%
95%
Individual-level
Target
Quota
Courtesy
Rating
No. of on-time
delivery
No. of
assessed
products
180/day
90%
100
100
No. of training 10
programs
conducted
Turn-around
15 days
time in payroll
processing
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Performance Monitoring
and Coaching
Gather Feedback on
Observed Competencies
Peer or
Co-Worker
Direct Clients
FOCCIs
Subordinates
(if applicable)
Supervisor
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Peers/co-workers
Direct Clients
Subordinates (if applicable)
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CM Activities
1.
2.
program/program/activity on track
0 Objectives and goals are met
0 Necessary support systems are provided
0 Enabling environment/intervention is fostered
0 Potentials are managed, developed & maximized
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CM Activities
0 Identify hindrances and other
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Submission of
Performance
Scorecards,
iLEAPS and
CARS
Issuance of
Warning/
Reminder on
Unsatisfactory
or Poor
Performance
Determination
of Initial
Performance
Rating
Assessment of
Observed
Competencies
Performance
Review &
Appraisal Proper,
and Individual
Development
Planning
Finalization of
Performance
Ratings
Conduct of
Consensus-led
Appraisal of
Performance
Session
(CCLAPS)
Conduct of
Learning and
Education for
Action
Planning
Session
(LEAPS)
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43
rating
44
Scorecards must be
signed by ratee, rater
and NHS once final
If not in agreement,
ratee must submit a
letter of appeal to
NHS cf. PMT
Submit to HRD
45
Issuance of Warning/Reminder on
Unsatisfactory or Poor Performance
The rater must issue a written notice/advice to ratees, whose
determined performance rating is either unsatisfactory or
poor, that such performance ratings may cause them to be
dropped from the rolls.
or no signatures
competency inventory
entitlement to performance-based
personnel actions and shall be used as
ground for an administrative case.
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of respondents
0 Rank competencies based on average score.
0 Average the overall score per group of
competencies and type of respondent.
0 Identify which group of competencies is the
strength and the area for improvement .
Rating Computation
Measure
Weight
Target
Results
Formula
Customer
Positive
Feedback
30%
85
60
Cycle time
(in hours)
20%
Target/Results
X Weight
No. of days
(to process
request)
10%
150
175
Target/Results
X Weight
No. of policies
(to develop)
40%
Computation
Score
(Weight/Target)
x Results
(Weight/Target)
x Results
Total 100%
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Rating Computation
Weight
Target
Results
Customer
Positive
Feedback
Measure
30%
85
60
Cycle time
(in hours)
20%
No. of days
(to process
request)
10%
150
No. of policies
(to develop)
40%
Formula
Computation
Score
(Weight/Target)
x Results
30%/85
x 60
21%
Target/Results
X Weight
6/3
x 20%
40%
175
Target/Results
X Weight
150/175
x 10%
9%
40%/3
X4
x100
53%
(Weight/Target)
x Results
Total 100%
123%
SAMPLE COMPUTATION
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Performance Rewarding
Informal Rewards
Formal Rewards
0 Individual Category
0 Model Employee Award
0 Model Supervisor Award
0 Model Executive Officer
Award
0 Team Category
0 Exemplary LHIO Award
0 Star PRO Award
0 Distinguished Critical
Sanctions
0 Employees disqualification
from performance-based
personnel actions
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50
Jul
Dec
CLAP
LEAP
Jan
Aug
Feb
Mar
Sep
Apr
May
Oct
Jun
Jul
Nov
Aug
Sep
Oct
Performance Scorecard:
Initial Rating; Office
Rating and Final Rating
CARS
iLEAP
START
MIDYEAR
ASSESSMENT
Performance Scorecard:
Targets & Success
Indicators
CHECK 1
CHECK 2
CHECK 3
CHECK 4
CHECK 5
FOCCI, PACER,
Targets
Adjustments
FOCCI, PACER,
Targets
Adjustments
FOCCI, PACER,
Targets
Adjustments,
Preliminary
Rating
FOCCI, PACER,
Targets
Adjustments
FOCCI, PACER,
Targets
Adjustments
Deliverables
Required Docs
Schedule
Agreed Date of
Submission
Success Indicators by
Division
FGD on Performance
Planning Phase
FGD on Performance
Monitoring Phase
FGD on Performance
Review Phase
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