City Hall HR Spms

PERFORMANCE
MANAGEMENT
PRIME HRM
GTKY
Please introduce yourself;
Name
Number of years in
service
Your usual job everyday
EXPECTATIONS
What do you expect to
happen in this workshop?
What do you expect about
the speaker?
What do you expect about
yourself and your colleagues?
GAME 1
THINK OUT OF THE
BOX
ASSESSMENT
What do you
understand about
your office?
What do you do
everyday?
VIDEO 1
PRIME HRM
S
egic
t
rat
Performance
Management
System
SC Memo Circular No. 6, s. 2012
GAME 2
Helium Hoop
Civil Service Commission Strategic Performance Management System
One day, Alice came to a

fork in the road and saw a
cat in a tree. Which road
do I take? She asked.
Where do you want to go?
was his response. I dont
know, Alice answered.
Then said the cat, it
doesnt matter.
Lewis Carol,
Alices Adventures in Wonderland
VIDEO 2
Appraisal
Basic Tenets of
Performance Management
Joint Circular No. 4, Philippine Congress
(2009)
Governing Principles of the Modified Compensation

and Position Classification System and Base Pay
Schedule of the Government
Integrating personnel and
Establish a
organizational performance (Item 1d)
Performanc
e-based
incentive
scheme
performance
reward
Exemplary
Civil
Servant
Well
Performing
Institutions
Basic Tenets of
Performance Management
AO No. 80
(July 2012)
The PBB shall be distributed accordin
following schemes for FY 2012
Directing the
adoption of a
PerformanceBased Incentive
System for
Performance
Category
Government
Best Bureau
Employees
Best
Performer
Better
Performer
Good
Performer
35,000
20,000
10,000
Better Bureau
25,000
13,500
7,000
Good Bureau
15,000
10,000
5,000
PMS
Guidelines in the
Establishment and
Implementation of
Agency Strategic
Performance
Management System
(SPMS)
CSC Resolution No. 1200481,
16 March 2012
CSC Memo Circular No. 6, s. 2012
StrategicPerformanceManagementSystem
PMS
What is
A set of processes for
establishing a SHARED
UNDERSTANDING of
PMS?
GOALS
What
will be
achieved
STRATEGIES PEOPLE
How it
will be
achieved
PROCESS
ES
Managin In a way
g people to ensure
that it will
be
achieved
PMS
Why focus on PERFORMANCE?

An organization succeeds/fails based on the
attainment of its GOALS
The most important determinant of success
lies in the PERFORMANCE of personnel
When people do not perform, an
organization fails:
Private No profit = Bankruptcy
Sector
Govt
No service = No effect
PMS
Performance
EVALUATION
Performance
Performance
MANAGEMEN
MANAGEMEN
TT
PMS
Paradigm Shift
AREA
From
To
Perspective Evaluation
Management
Focus
Activities/Inputs
Outputs/Outcome
s
Indicators
Performance
Success
indicators
indicators (Ex., no. (Ex., response time)
of business permits
issued)
Focus on
Performanc
e alignment individual
Role of
supervisor
Align individual to
office/organization
(Competition)
(Teamwork/
Collaboration)
Evaluator
Coach/Mentor
PMS
SPMSIndividual
Agency
Vision
Mission
Strategic Goals
Performance
PMS
An Overview of the SPMS Cycle
PMS
Know and Understand Your

Agencys
Major
Final
Outputs
The SPMS links staff performance with

organizational performance. As such, it is
important to understand your organizations
mandate and strategic priorities.
PMS
MAJOR FINAL
OUTPUTS
(MFOs)
Outputs/
Outcome
s-Based
Major Final Outputs refer to the goods
Major Final Outputs refer to the goods
and services that your agency is
and services that your agency is
mandated to deliver to external clients
mandated to deliver to external clients
through the implementation of programs,
through the implementation of programs,
projects, and activities (PAPs).
projects, and activities (PAPs).
PMS
PMS
4
You can
Identify the Success Indicators of

Each Major Final Output
determine the success indicators by

referring to the following documents:
Citizens Charter
RA 6713(Code of Ethics and Ethical Standards)
OPES Reference Table
Accomplishment Reports (for historical data)
Benchmarking Reports
Stakeholders Feedback Reports
S
SUCCESS
PMS SUCCESS INDICATORS
Quantifiable measurements
Agreed to beforehand
That reflect the critical success
INDICATOR
factors of an organization
S
Differ depending on the
organization
Equal to Targets + Measures
Must be SMART Specific,
Measurable, Attainable, Realistic,
Time-Bound
SS
PMS
ample Success Indicators of the CSC
PMS SUCCESS INDICATORS
SAMPLES
MFO
Measures
Targets
Business
permits
issued
Response time
Within 1 hour
Regulatory
Services
for Health
Products
Efficiency
Success
Indicators
Business permits
issued within 1
hours from receipt
Goal
intended
of complete
to requirements
be attained
Reduction
in to aReduce
Always
tied
goal orprices
an of
prices of
essential drugs by
objective
essential drugs
50%
Can be represented by single

dimensional units like hours,
meters, number of reports,
number of errors, etc.
PMS The CASCADING Approach
INITIATION
Strategy
Map and
Enterprise
Scorecard
CASCADING
Department
Performance
and
Commitment
Review (DPCR)
CASCADING
Individual
Performance
and
Commitment
Review (IPCR)
PMS
EFFECTIVENESS/QUALIT
Y
EFFICIENCY
TIMELINESS
PMS PERFORMANCE MEASURES
EFFECTIVENESS / QUALITY
The extent to
which actual
performance
compares with
targeted
performance
Degree to which
objectives are
achieved
Extent to which
targeted
problems are
solved
Relates to
getting the
right things
done

Extent to which time or
resources is used for the
intended task or purpose
EFFICIENCY
Measures whether targets are

accomplished with minimum
amount or quantity of waste,
expenses or unnecessary effort
TIMELINESS
Done on
time
Based on
requirements
of law and/or
clients/
stakeholders
a. Project completion
deadlines;
b. Time management
skills; and
c. Other time sensitive
expectations
PMS
On each dimension of quality, efficiency,

and timeliness, rate performance using a
numerical scale ranging from 1to 5with
1 as the lowest and 5 as the highest.
MATRIX
MFO
GRADE
5
3
All targets
are set at
3
Ex.
PMS
PMS
PMS
PMS
PMS
mple
PMS Rating of Accomplishments
mple
PMS Rating of Accomplishments
PMS USES of PERFORMANCE RATINGS
PERFORMANCE-BASED
SECURITY OF TENURE
Those who obtain
UNSATISFACTORY rating shall be
advised in writing and be provided
appropriate developmental
intervention
Continued to perform
unsatisfactorily or poorly shall be
ground for dropping from the rolls
PMS USES of PERFORMANCE RATINGS
GRANT OF REWARDS AND

INCENTIVES
OUTSTANDING ratings shall be
evaluated by the PMT and the
employee may be recommended for
performance-based awards
Grant of performance-based
incentives shall be based on the
final ratings
PMS
SANCTIONS
PMS SANCTIONS
Promotion
Training
OPCR
to
the
PMT
Non Scholarship
IPCR to the HRM
grants
Submissio
Performance
Within the specified
dates
enhanceme
n of
Employee concerned shall
be
nt bonus
disqualified for performance-based
personnel actions if the failure is due
to employees fault
VIOLATION OF OFFICE RULES AND
REGULATIONS/SIMPLE NEGLECT OF
DUTY for supervisors and employees
for delay or non-submission of
OPCR/IPCR
PMS SANCTIONS
Heads of NEGLECT OF DUTY

Failure to comply with the required
Office
notices to subordinates for
Unsatisfactory or Poor
performance
NON-SUBMISSION
OF SPMS TO
CSC
Any and all promotional
appointments shall be
disapproved
PMS
Do not follow where the

path may lead. Go instead
where there is no path
and leave a trail.
- Ralph Waldo Emerson
WORKSHOP
MFO
MFO
Measure
(T,Q,E)
Target
Success
Indicator
PMS
Thank you!
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PERFORMANCE

SC Memo Circular No. 6, s. 2012

Civil Service Commission Strategic Performance Management System

One day, Alice came to a

Governing Principles of the Modified Compensation

CSC Memo Circular No. 6, s. 2012

A set of processes for

Why focus on PERFORMANCE?

An Overview of the SPMS Cycle

Know and Understand Your

The SPMS links staff performance with

Identify the Success Indicators of

determine the success indicators by

PMS SUCCESS INDICATORS

PMS SUCCESS INDICATORS

Can be represented by single

PMS The CASCADING Approach

PMS PERFORMANCE MEASURES

PMS PERFORMANCE MEASURES

Measures whether targets are

PMS PERFORMANCE MEASURES

On each dimension of quality, efficiency,

Civil Service Commission Strategic Performance Management System

PMS USES of PERFORMANCE RATINGS

PMS USES of PERFORMANCE RATINGS

GRANT OF REWARDS AND

Heads of NEGLECT OF DUTY

Do not follow where the

Civil Service Commission Strategic Performance Management System

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