Eight (8) Things to

Consider in Creating
Impactful Targets for
SPMS

Director Noel V. Salumbides

Civil Service Commission
But before we
proceed, let’s try to
briefly review the
SPMS 4-Cycle
Process
Since 2012, SPMS serves as
the new performance/appraisal
tool for the entire bureaucracy
pursuant to CSC-MC No. 6,
Series of 2012
3 Main Objectives of SPMS

 Alignment
 Accountability
 Linkage with other HR
Systems
Alignment

 Linking your DPCRs and

IPCRs to OPCR/PGS Targets
 Aligning targets with Agency’s
MFOs and VMOs
Accountability
 Performance targets and
measures are based on rational
and factual grounds
 Cascaded to various levels of
the organization
 Evidence-based
Linkage with other HR
Systems
 Performance data are vital inputs
to other HR systems such as in
RSP (Recruitment, Selection &
Placement), L&D (Learning and
Development) and R&R
(Rewards and Recognition)
THE SPMS 4-CYCLE
Performance
Performance
Rewarding and
Planning and
Development
Commitment
Planning

Performance
Performance
Monitoring
Review and
and
Evaluation
Coaching
Importance of 1st Cycle
• Target Setting happens in the 1st Cycle of
SPMS – the most important phase of any
performance management process
• A well-crafted 1st Cycle ensures the full
success of the remaining 3 other Cycles
• A bad 1st Cycle means a bad SPMS
• A good 1st Cycle means a good SPMS for the
Agency
Eight (8) Things to Consider
 Select Impactful Ones
 Categorize the Targets
 Assigning Weights per Category
 Decide on which Dimensions to Use
 Create Rating Matrix/Grading Scale
 Identify Mode of Verifications (MOVs)
 Setting Conditions/Limitations of Targets
 Signing and Concurrence
1. Selecting Impactful Ones
• All targets must be aligned to and linked up
with the scorecard of your immediate unit
• Must be faithful to S.M.A.R.T. Principle
(targets must be Specific, Measurable,
Attainable, Realistic and Time-Bound)
• Must be outcome and output based, doing
away with less important tasks and targets
 Targets are aligned and
impactful when:

• They are sourced from your DPCR and OPCR

• Tied directly or indirectly to essential tasks
• Reflect the core tasks and responsibilities as
stated in your PDF (Position Description Form)
• Level of difficulty and complexity of assigned
tasks are commensurate to ones’ position and
salary grade level
All Targets must be:

S SPECIFIC

M MEASURABLE

A ATTAINABLE

R REALISTIC
T TIME-BOUND
 MAJOR FINAL OUTPUT

• Very important • pertaining to or • Something

• Large in number, coming at the end; produced
amount or extent last in place, order, • the quantity or
• Prominent/signific or time amount produced,
ant • Of or relating to the as in a given time
ultimate purpose or
result of a process
MAJOR FINAL OUTPUT (MFO)

“MFOs refer to the goods and services that

your unit/section/department/bureau or your
agency is mandated to deliver to external
clients through the implementation of
programs, projects and activities.”
 Selecting Impactful Ones
• Uses the six (6) sources of target setting in the
SPMS such as historical data (census),
benchmarking, client feedback, OPES
Reference Table, management instructions and
future trends
• Lastly, creating essential targets requires a
“science” way of planning and forecasting
Example of Impactful Targets
Traditional Targets/SIs
Number of Meetings Attended
Number of Documents Received
Number of Reports Prepared
Cleanliness of Vehicles
Submission of Reports
Impactful Targets/SIs
Minutes/Reports of the Meetings Prepared
To re-route/release docs to concerned office/s
Analysis of Reports/Correctness of Reports
Non-occurrence of Accidents /Maintenance
Records of Vehicles/Trip Tickets
Quality of Reports (No error/minor error)
2. Categorizing Targets
• Prioritize the targets by identifying which are
your Core, Strategic and Support functions
• Core Targets are …
• Strategic Targets are …
• Support Targets are …
3. Assigning Weights
• Putting percentage weights on the targets help
us describe the most important tasks that we
need to prioritize among the “impactful”
targets
• Core functions should always get greater
weights than Strategic and Support Functions
• In no instance that Support Functions should
carry bigger weights that Core and Strategic
Functions
4. Choosing Right Dimensions
(Panukat)
• In SPMS, there are only 3 dimensions that
must be used (ETQ such as Efficiency,
Timeliness and Quality)
• At least 2 dimensions must be assigned per
target
• The identification of dimension must be
mutually agreed upon by subordinate and
supervisor
 THREE DIMENSIONS OF
specific
PERFORMANCE
measurable
Q E T
attainable
verifiable Quality Efficiency Timeliness

• Accuracy/ No Error QUANTITY: •Action Time

• Compliance with rules •Deadline /
• Approval of •Number Schedule – specify
Superior/Acceptability day/date
• Complete attachments •Percentage •Working Day or
• Meet standards/ Calendar Day?
Comprehensiveness/ •Citizen’s Charter
Completeness
realistic • Client Satisfaction

VERIFIABLE
Time-bound
 Let’s Identify Dimension!
Q E T
Impactful Targets/S

Target 1

Target 2

Target 3

Target 4
 Let’s practice!

SUCCESS INDICATOR
Q E T
Accurately prepare reply to 100% of received letters 15 Yes Yes Yes
mins. from instruction
Prepare reply to 100% of received letters 15 mins. from X Yes Yes
instruction
Accurately prepare reply to letters 15 mins. from Yes X Yes
instruction
Accurately prepare reply to 100% of received letters Yes Yes X

Adapted from the SPMS Presentation Materials

of the Municipality of Jagna Bohol (http://jagna.gov.ph/event/spms-
workshop-for-opcr-ipcr)
5. Creating Rating Matrix
• Rating Matrix serves as the agreed rating
formula between subordinate and immediate
supervisor
• A specific rating matrix should be prepared for
each Dimension to be used in all targets
• Must follow the rating scale as embodied in
CSC-MC 19, Series of 1999
• Not all Rating Matrix should necessary have the
complete scaling, depending on the
nature/uniqueness of the identified targets
 Sample Rating Standard
Numerical
Adjectival Rating Can be Exceeded Can’t be Exceeded
Rating
Outstanding 5 130% and above 96%-100%
Very Satisfactory 4 115% to 129% 88% to 95%
Satisfactory 3 100% to 114% 75% to 87%
Unsatisfactory 2 99% to 51% 51% to 74%
Poor 1 50% and below 50% and below
 “100% of requested letters accurately prepared 15 mins.
from instruction”

Q E T
• No error =5 • 130% ^ = 5 • Less than 15 mins.
• = 5
1 minor error =4 • 115-129% = • 15 mins. = 4
• 2 or more minor errors =3 4 • 16-20 mins. = 3
• 1 major revision =2 • 100-114% = • 21-25 mins.-1 hr. = 2
• 2 or more major revisions = 1 3 • More than 1 hr. = 1
• 99%-51% =
2
• 50% & less = 1

Adapted from the SPMS Presentation Materials

of the Municipality of Jagna Bohol (http://jagna.gov.ph/event/spms-
workshop-for-opcr-ipcr)
6. Identifying MOVs
• MOVs are evidences of actual output or
performance
• Each target must have a corresponding MOV
• MOVs should always be documented, verifiable,
accurate and can be subject to validation and
scrutiny, even from a Third Party
• MOVs ensure objectivity and non-discrimination
during performance evaluation/assessment process
7. Setting Conditions/Limitations
• Use properly the column “Remarks” in the
form to guide your targets
• If there is a need, appropriate conditions or
limitations must be stated in the column
relative to the achievement or potential non-
achievement of said targets
• Operational definition should also be laid out
to define/elaborate/limit the boundaries of
planned targets
 8. Signing & Concurrence
• Ideally, signing of scorecard only happens after
undertaking these 7 steps
• This will ensure success in completing the 1st
Cycle of SPMS as we have undertaken the
necessary “rigor” and “science” in Target
Setting phase
• Once signed, this gives us more confidence,
objectivity and assurance that the next phases of
SPMS (2nd to 4th Cycles) will also be
successfully completed
 Roles & Responsibilities
Performance Management Team (PMT)
• Sets consultation meetings with all Heads of Offices to discuss
the office performance commitment and rating system and tools.

• Ensures that office performance management targets, measures,

and budget are aligned with those of goals of the agency.
• Recommends approval of the office performance and rating
system and tools.
• Acts as appeals body and final arbiter.
• Identifies potential top performers for awards.
• Adopts its own internal rules, procedures, and strategies to carry
out its responsibilities
Roles & Responsibilities
Planning Office (OSM)
• Functions as the PMT Secretariat.
• Monitors submission of Office Performance Commitment and
Rating Form (OPCR) and schedule the review and 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 in
the assessment of individual employees.
Roles & Responsibilities
Head of Office
• Assumes primary responsibility for performance management in his/her office.
• Conducts strategic planning session with supervisors and staff.
• Reviews and approves individual performance commitment
and rating form (IPCR).
• Submits quarterly accomplishment report.
• Does initial assessment of office’s 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.
 THANK YOU ! ! !
KEEP SAFE EVERYONE ! ! !