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
4 Rs of HR

Recruitment Retention

Recognition
Retirement
& Rewards
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
 FOCUS ON
INDIVIDUAL
APPRAISALS

LACK OF PARALLEL
SYSTEM TO ENABLE
VALIDATION/COMPARIS PERFORMANCE
ON BETWEEN LOW SYSTEM
EVALUATION/APPRAISAL INTEGRITY
ORGANIZATIONAL SYSTEM
EFFECTIVENESS &
EMPLOYEE
PERFOMANCE

UNRELIABLE &
SUBJECTIVE
Addressing the Gaps

Thrust Daily
or Operations
Mandate
Organizational performance

Collective performance of
individuals within the
organization

STRONG CULTURE OF
PERFORMANCE AND
ACCOUNTABILITY
 Performance
Management

Performance
Evaluation
 Focus on major final outputs
and outcomes

Use of success indicators in measuring

results
Performance
Management
Emphasis on Office or team performance
rather than individual competition

Shift of the role of supervisors from

mere evaluator to coach or mentor
 Agency’s
Individual SPMS VISION
Performance
MISSION
STRATEGIC GOALS
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.

 Concretize
the linkage of
organizational
Performance Ensure
with Philippine Organizational
Improvement of
Development Link performance
effectiveness /
Plan Management with
Individual
Other HR systems
employee
and ensure
efficiency
adherence to the
principle of
performance-based
tenure and
incentive system
 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 Good
Service Delivery 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 Good
Service Delivery Governance

CSC Mandate
Mission
Vision
CSC Strategic Priorities

CSC Offices

Employees
 Key Players
SPMS Champion
(Agency Head)
Performance
Management Head of Office
Team (PMT) (Director IV or equivalent)

Planning Office
Division Chief or
Human Resource equivalent
Management Office

Individual
Employees
SPMS Champion (Agency Head)

Establishment Operationalization

Primarily responsible for •Sets agency performance

the accountable for the goals/objectives and performance
establishment and measures
implementation of the •Determines agency target setting
SPMS period
•Approves office performance
commitment and rating
•Assess performance of office
Performance Management Team(PMT)
PRE and POST Within Performance
Performance Management Cycle
Management Cycle
•Identifies potential •Sets consultation meeting with
top performers and heads of offices re: performance
provide inputs to the target for the commitment and
PRAISE Committee rating.
for grant of awards •Alignment of target, measures
and incentives and budget and proper work
distribution
•Adopts internal •Recommends approval of
rules, procedures performance commitment and
and strategies in rating to the agency head.
carrying out •Appeals body and final arbiter for
responsibilities. performance management
disputes.
Composition of PMT:

Chairperson Members
Highest HRMO
Highest HR Development Officer
Executive Highest Planning Officer
official
Highest Financial Officer
designated by
head of agency President of the accredited
employee association or
authorized alternate
representative.
Planning Office

Indirectly Related Directly Related

•Monitors submission of •Consolidates, reviews,

OPCR validates and evaluates the
•Schedule initial performance
review/evaluation of the assessment of the Heads of
Office Commitment by the Offices.
PMT
•Provides each office with •Conduct annual
the final Office Assessment performance planning and
review conference
Human Resource Management
Office

Indirectly Related Directly Related

•Provides analytical data on •Monitors submission of IPCR

retention, skills/competency Form by heads of Offices
gaps and talent development
plan

•Coordinates development •Reviews the Summary List of

interventions 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
• Performance Monitoring &
Planning & Coaching
Commitment

1 2

4 3
• Performance • Performance
Rewarding & Review &
Development Evaluation
Planning
Performance Planning and Commitment:

1
Done at the start of rating
period
4 3 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:
Performance measures shall include
1 any one or combination of

43 Category Definition

Effectiveness Extent to which actual performance compares

/ Quality 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 •Set agency target setting

period
43
•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:

2 •Regular monitoring of individual &

1 office performance
•Using monitoring & evaluation
43 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
Performance Review and Evaluation:

•Consolidation and review, validate

and evaluate performance
assessment

OFFICE
3 •Calibration and recommendation
•Using reviewed and validated
ASSESSMENT 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
Performance Review and Evaluation:

•Done by the immediate supervisor

•Premium given to major final output

•Ratings shall be supported by reports or

INDIVIDUAL
3 proof of accomplishment
•Unsupported task shall not be rated

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
4 formulated from assessment results

•Results of performance evaluation/assessment shall serve as

inputs
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 Determine agency top performers – for awards and
Committee 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!!!