spms non teaching manual

PERFORMANCE MANAGEMENT SYSTEM (PMS)-

ISABELA STATE UNIVERSITY

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (spms)STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)BACKGROUND

The Civil Service Commission as the central human resource management agency of the Philippine bureaucracy is constitutionally mandated to adopt measures to promote morale, efficiency, integrity, responsiveness and courtesy in the civil service. It is likewise tasked to institutionalize a management climate conducive to public accountability.With the Revised Policies on Performance Evaluation System enunciated under CSC Resolution 1200481 and CSC MC No. 6, S. 2012, the Isabela State University adopts the Performance Evaluation System to be referred to as the Isabela State University Performance Evaluation System (ISUPES).

RATIONALE

The Isabela State University is a pioneering and dynamic institution of higher learning mandated to deliver academic, research, development, extension and production undertakings with the end goal of addressing the development needs in the countryside in region II. As a government line agency and a service provider, the university capitalizes on achieving a dynamic administrative system focused on advancing efficiency and effectiveness in the government service. For many years, it adhered to mandates and orders from the Civil Service Commission to fast track the addressing of the demands of the changing times. It has assimilated mechanisms and processes both mandated and initiated to support the teaching core in the course of its more than 30 years of existence.

The concept provided by the Civil Service Commission in the implementation of the new Strategic Performance Management System (SPMS) in assuring efficient and effective of government service delivery served as the cornerstone of this manual.

With the attainment of quality, effectiveness and timeliness as the core of its activities, the university has reviewed the performance of the various faculty and non-teaching offices and levelled-off expectations among its staff. After such, target setting and determination of strategic and core outputs of points was made thru the Office Performance Commitment and Review (OPCR) form and the Individual Commitment and Review (IPCR) form. It is expected that the new SPMS shall create a demand-driven and output-based environment and culture of service delivery. Underscoring the premise of outputs, the new system for all employees of the Isabela State University has spelled tangible outputs, methods and mechanisms of gauging effectiveness, in line with the delivery of the different functions.

USES OF PERFORMANCE RATING Security tenure of those holding permanent appointments is not absolute but is based on performance. Employees who obtained Unsatisfactory rating for one rating period or exhibited poor performance shall be provided appropriate developmental intervention by the Head of Office and supervisor, in coordination with the HRM Office, to address competency-related performance gaps. If after advice and provision of developmental intervention, the employee still obtains Unsatisfactory ratings in the immediately succeeding rating period or Poor rating for the immediately succeeding rating period, he/she may be dropped from the rolls. A written notice/advice from the head of office at least 3 months before the end of the rating is required. The performance ratings shall be used as basis for promotion, training and scholarship grants and other personnel action.

Officials and employees who shall be on official travel, approved leave of absence or training or scholarship programs and who have already met the required minimum rating period of 90 days shall submit the performance commitment and rating report before they leave the office.

For purposes of performance-based benefits, employees who are on official travel, scholarship or training within a rating period shall use their performance ratings in the immediately preceding rating period.Legal Basis:

CSC Memorandum Circular No. 6, s. 2012

Section 5, AO 241

AO 25 dated December 21, 2011

CSC Resolution No. 1200481 dated March 16, 2012

All agencies should have a CSC approved SPMS by January 2014. Accordingly, by January 2015, all performance based human resource movements and/or developments/interventions such as promotion, scholarship, training and rewards incentives shall only be based on a CSC approved SPMS under these guidelines.Non submission and approval of SPMS shall constitute as ground for the following:

1. Disapproval of promotional appointments and other personnel actions requiring performance-based ratings;

2. Non-approval of other proposed personnel mechanisms; and

3. Downgrading of the agencys accreditation

CONCEPT

The SPMS is focused on linking individual performance vis--vis the agencys organizational vision, mission and strategic goals. It is envisioned as a technology composed of strategies, methods and tools for ensuring fulfilment of the functions of the offices and its personnel as well as for assessing the accomplishments.It is a mechanism that ensures that the employee achieves the objectives set by the organization and the organization on the other hand, achieves the objectives that it has set itself in its strategic plan.Policies

1. The Isabela State University Strategic Performance Management System adheres to the principles of performance-based security of tenure. It provides motivation and basis for incentives to performers and applies sanctions to non-performers.2. The Isabela State University Strategic Performance Management System operates on shared commitments and objective measures of performance results. Performance targets and standards of measures of results are planned and agreed upon by management, supervisor and employees.3. The Isabela State University Strategic Performance Management System enhances productivity by using performance targets and standards attuned to organizational goals and mandate.4. The Isabela State University Strategic Performance Management System recognizes the role of Multi-stakeholders in the objective assessment and feedbacking on individual employees performance. It utilizes the cross-rating system, promotes transparency and provides mechanism for appeals and resolution of conflicts and/or disagreements.5. This Strategic Performance Management System shall be an integral part of the personnel program of the University which will use the SPMS as the standards for Measurement.6. Integration of the provision of Section 5 of A.O. 241 which is the output based performance.Objectives

Isabela State University Strategic Performance Management System aims:

1. To continuously foster improvements of employee performance and efficiency;2. To enhance organizational effectiveness and productivity;

3. To provide an objective performance rating which serves as basis for personnel actions, incentives, rewards and administrative sanctions;

4. To concretize the linkages of agencys overall performance with the Organizational Performance Indicator Framework, the Agency and Strategic Plan;

5. To ensure organizational effectiveness by cascading institutional accountabilities to the various levels of the organization anchored on the establishment of scientific basis for performance targets and measures;

6. To link performance management with other HR systems using one platform, that is, only one basis shall be used in performance evaluation, HR planning and interventions, rewards and incentives, disciplines and personnel actions;

7. To improve office and individual performance through a systematic approach via an ongoing process of establishing strategic performance objectives, measuring performance, and collecting, analyzing, reviewing, and reporting performance data; and

8. To align individual and Office performance goals with the organizations strategic goals/vision putting premium on performance results of the CSC.

Scope The Isabela State University Strategic Performance Management System (SPMS) applies to all first, second and third level employees under permanent, temporary, casual, contractual and contract of services. Rating PeriodPerformance evaluation is done every six months ending on June 30 and December 31 of every year. However, if there is a need for shorter or a longer period, the minimum appraisal period is at least 90 calendar days or three months while the maximum is not longer than one calendar year. KEY PLAYERS AND RESPONSIBILITIESa) SPMS Champion (Agency Head)

Primarily responsible and accountable for the establishment and implementation of the SPMS

Sets agency performance goals/objectives and performance measures

Determines agency target setting period

Approves office performance commitment and rating

Assesses performance of offices

b) Performance Management Team (PMT)

Creation and Operation of Performance Management Team (PMT). A Performance Management Team (PMT) is hereby created with composition and responsibilities hereunder enumerated:

Composition

Performance Management Team (PMT). A PMT shall be established in every agency preferably with the following compositions:

University PMT:

1. Vice President for AFS

2. Director for Planning

3. Director for Administrative Services

4. Director for Finance

5. President of Accredited Faculty or Non-academic staff Association Campus PMT:1. Heads of the Campuses 2. Finance Officer3. Campus Administrative Officer/HRMO4. Campus Planning Officer

5. Presidents of faculty and or non-academic personnel

** Include duties and functions of the campus committee.

Functions and responsibilities of PMT

Sets consultation meeting of all heads of offices for the purpose of discussing the targets set in the office performance commitment and rating form

Recommends approval of the office performance commitment and rating to the Head of Agency

Acts as appeals body and final arbiter for performance management issues of the agency

Identifies top performers and provide inputs to the PRAISE Committee for grant of awards and incentives

Adopts its own internal rules, procedures and strategies in carrying out the above responsibilities including schedule of meetings and deliberations, and delegation of authority to representatives in case of absence of its members.

Planning Office Monitors submission of Office Performance Commitment and Review Form and schedule the review/evaluation of Office Commitments by the PMT before the start of a performance period.

Conducts an agency performance planning and review conference annually for the purpose of discussing the Office assessment for the preceding performance period and plans for the succeeding rating period with concerned heads of offices. This shall include participation of the Financial Office as regards budget utilization. Provides each office with the final Office Assessment to serve as basis of offices in the assessment of individual staff members.

Human Resource Management Office

Monitors submission of Individual Performance Commitment and Review Form by heads of offices.

Reviews the Summary List of Individual Performance Rating to ensure that the average performance rating of employees is equivalent to or not higher than the Office Performance Rating as recommended by the PMT and approved by the Head of Agency.

Provides analytical data on retention, skill/competency gaps, and talent development plans that align with strategic plans.

Coordinates developmental interventions that will form part of the HR Plan.

THE SPMS PROCESSSPMS CYCLE

Stage 1: Performance Planning and Commitment. Determination of Success indicators, performance measures and performance target

This is done at the start of the performance period where heads of offices meet with the supervisors and staff and agree on the outputs that should be accomplished based on the goals/objectives of the organization. During this stage, success indicators are determined. Success indicators are performance level yardsticks consisting of performance measures and performance targets. This shall serve as bases in the office and individual employees preparation of their contracts and rating form. Performance measures shall include all of the following general categories:CategoryDefinition

Effectiveness/Quality

The extent to which actual performance compares with targeted performanceThe degree to which objectives are achieved and the extent to which targeted problems are solvedIn management, effectiveness relates to getting the right things done

EfficiencyThe extent to which time or resources is used for the intended task or purpose. Measures whether targets are accomplished with a minimum amount or quantity of waste, expense, or unnecessary effort

TimelinessMeasures whether the deliverable was done on time based on the requirements of the law and/or clients/stakeholders.Time-related performance indicators evaluate such things as project completion deadlines, time management skills and other time-sensitive expectations.

The OPES Reference Table, a list of major final outputs with definition that can be used as individual reference for their IPCRThe approved Office Performance Commitment and Review Form (OPCR) shall serve as basis for individual performance targets and measures to be prepared in the Individual Employees Performance Commitment and Review Form (IPCR)Stage 2: Performance Monitoring and Coaching. Monitoring and Evaluation of mechanism

During the performance monitoring and coaching phase, the performance of the Offices and every individual shall be regularly monitored at various levels, i.e. Head of Agency, Planning Office, Head of Office and the Personnel Office.

Monitoring and evaluation mechanism should be in place to ensure that timely and appropriate steps can be taken to keep a program on track and to ensure that its objectives or goals are met. Supervisors and coaches play a critical role at this stage. Their focus is on the critical function of managers and supervisors as coaches and mentors in order to provide an enabling environment/intervention to improve team performance, manage and develop individual potentials.Stage 3.Performance Review and Evaluation. (Office and Individual Employees Performance)

This phase aims to assess both Office and Individual employees performance level based on performance targets and measures as approved in the office and individual performance commitment contract.

The SPMS puts premium on major final outputs towards realization of organizational mission/vision. Hence, rating for planned and/or intervening tasks shall always be supported by reports, documents or any outputs as proofs of actual performance. In the absence of said bases or proofs, a particular task shall not be rated and shall be disregarded. The Head of Office shall ensure that the employee is notified of his/her final performance assessment and the Summary List of Individual Ratings with the attached IPCRs and shall be submitted to the HRM Office within the prescribed period. Stage 4. Performance Rewarding and Development Planning. The result of the assessment shall be discussed by the heads of office and supervisors with the individual employee at the end of its rating period. The result of the competency assessment shall be treated independently of the performance rating of the employee.

The rating scale shall be a 5 point scale, 5 being the highest and 1 is the lowest.

SETTING OF INDIVIDUAL PERFORMANCE COMMITMENT & REVIEW

Not later than the last quarter immediately preceding the rating period is devoted to preparation and setting of organizational target or either the Office Performance Commitment and Review Form (OPCR) or the Individual Performance Commitment and Review Form (IPCR). These refers to short-range (annual or semi-annual) expected accomplishments set to achieve its objectives.

Template for faculty activities with corresponding weight distribution

Template 1 for faculty who will opt pure teaching/research activities

Activities

Weight

Indicators

1. Performs assigned works

65% 21 FTE

Teaching (FTE of assigned subjects)

and/or

Research/extension

(FTE per research, not to exceed 9 divided by 21)

2. Prepares/updates/submits syllabi

5% No. of syllabi

3. Prepares/updates/submits IMs

10% 1 IM/subject

4. Prepares/administers/checks evaluative measures

major exams (prelims, midterm, final)

8% 3 major

exams/subject

quizzes, etc.

7% 6 quizzes/subject

5. Prepares/submits grading sheets

5% No. of grade sheet

Template 2 for faculty who will include research/extension as a separate activity

Activities

WeightIndicators

1. Teaches assigned subjects

65%

21 FTE

2. Prepares/updates/submits syllabi

5%

No.of syllabi

3. Prepares/updates/submits IMs

5% 1 IM/subject

4. Prepares/administers/checks evaluative measures

3 major exams (prelims, mid term, final)

5% 3 major exam/sub

6 quizzes

5%

6 quizzes/subject

5. Prepares/submits grading sheets

5%

No. of grade sheet

6. Conducts researches

10%

No. of researches

Note: Preparation will be considered as part of the FTE (workload). In excess of one (1)

preparation, additional one (1) point will be considered thereafter.

Example: for 5 preparations, 4 units FTE will be added in the workload

for 1 preparation only, no additional FTE unit in the workload.

MECHANICS OF RATING (RATING SCALE)Levels of Performance

Each employee is rated on the basis of the levels of performance set bellow:

Numerical DescriptionAdjectival RatingRating

Performance exceeding targets by 20% and above of the planned targets

(For accomplishments requiring 100% of the targets such as those pertaining to money or accuracy exceeded, the usual rating of 5 for those who met targets or for those who failed or fell short of the targets applies.)For accomplishments

requiring 100% of the targets such as 21 FTE assigned subjects, no. of syllabi, no. of IMs, no. of major exams, and no. of grading sheets submitted. .Performance exceeding targets by 10% to 19% of the planned targets

Performance of 100% of the planned targets.

Performance of 51% to 99% of the planned targets

Performance failing to meet the planned targets of 50% or bellow.

Outstanding (O)

Very Satisfactory (VS)

Satisfactory (S)

Unsatisfactory(US)

Poor(P)5

4

3

2

1

In determining the final equivalent adjectival rating of the employee, the range of the overall point scores is converted as follows:

4.21- 5.0Outstanding (O)

3.41- 4.20Very Satisfactory(VS)

2.61- 3.40Satisfactory(S)

1.81-2.60Unsatisfactory(US)

1.0-1.80Poor(P)

COMPONENTS OF RATING

1. The overall rating of employees for a given rating period consists of two (2) parts, Part I for Performance and Part II for Critical Factors which will all be rated by the Supervisor2. Performance measures should be used to rate by critical factor3. The name of the rater should be optional

4. Questionnaires should not be given by the ratee himself/herself. Instead, it is the responsibility of the immediate supervisor until the computation of the total evaluation points of the employee5. ISU should adopt the cross rating

6. For unprogrammed targets, it will be called as supplemental targets and categories as ordinary and intervening task7. Definitions of target, activities arising from ordinary/routinary tasks such as reports that require 1 day preparation

8. For scholars, faculty on study leave, on fellowship, sabbatical leave should be rated based on the conditions stipulated on their contracts

9. Number of respondents for student evaluation (atleast 10 students per subject)

10. Those employees with multiple tasks should be rated by the official project leader concerned11. The QCE Teaching effectiveness form will be used for faculty on the clients portion

12. Exemption, activities or targets that necessitates longer time to finish and is not completed 100% as planned due to force majeure should be given consideration13. For non-teaching personnel, the employee sets the weight of duties and functions with the approval of the immediate supervisor.PART I PERFORMANCE

Performance is given weight of 80% of the overall rating of the employee.

Rating on Part I Performance is the evaluation of actual accomplishment versus the planned level of performance in terms of Quality, Efficiency and Timeliness of work based on the Individual Performance Commitment and Review Form (IPCR).

The institution adopts a system to classify a job, or success indicator, assigns a corresponding magnitude based on the nature, complexity, difficulty level and processed involved.

The final average rating is then multiplied by 80% which accounts for the overall weight of Part I.

Part II CRITICAL FACTORS

Critical factors reflects the behavioral dimensions that affect the job performance of the employee. For this purpose, factors like Courtesy, Attendance, Punctuality, Promptness/Timeliness and Leadership/Initiative (for supervisors only) maybe used depending on the behavioral requirements of the job.

Each employee is rated on four (4) critical factors that affect his job performance. Courtesy, Punctuality, Attendance and Promptness/Timeliness is used for those rendering frontline services. Leadership/Initiative is used for those performing supervisory.

The Critical Factor is rated as follows:

Courtesy Based on politeness and kindness in serving the public/clientele in manner and actions

5 Completely no question about being polite, no official record of disrespectful conduct

4 1 Memorandum3 2 3 Memoranda2 4 5 Memoranda1 6 or more MemorandaPunctuality as reflected by tardiness and under time

5 Not more than 110 minutes late per semester




1 291 and above minutes late per semester

Attendance Observance of presence at work to complete assigned responsibilities in a year5 Not more than 3 times unauthorized in a semester4 Not more than 5 times unauthorized in a semester3 Not more than 7 times unauthorized in a semester2 Not more than 8 times unauthorized in a semester1 More than 8 times unauthorized in a semester For this purpose, authorized sick leave, scheduled leave, maternity leave, paternity leave and privilege leave of absences are not included in the counting of number of days absent

Promptness/Timeliness Submission of DTR, 212, SALN, Grades, Clearance, and other official administrative documents that should be submitted. On time submission will be based on set deadline. DTRs should be submitted not later that 10th day on the following month.

5 Target deadline completed

4 1 days after set deadline



1 4 More than 5 days late submission

Leadership/Initiative (For supervisors only)The manner of guiding, influencing motivation and developing confidence of subordinates to work as team and accomplish task. Leading the organization unit to achieve its goals and objectives enthusiastically

5 90-100% effectiveness

4 80-89 % effectiveness

3 70-79 % effectiveness

2 60-69% effectiveness

1 59 % and below effectiveness

PERFORMANCE OF INTERVENING TASK

The performance of intervening or additional tasks is duly considered only if these were done simultaneously with the planned targets. Intervening task are special tasks which requires more than a month to finish the task. These may include membership in ad-hoc committees and other similar assignments and are duly covered by an office order.

Employees performance of intervening task maybe given a maximum of point five (.5) additional point to their overall rating provided that the following criteria are met:

a. Said task is difficult, technical in nature or requiring special skills;b. Said task is not within the regular functions of the employees or work program/performance contract of their division of units;

c. There is urgency in the completion of the intervening task which has an impact on the organizational unit concerned;

d. Non-compliance/performance of the intervening task will unduly prejudice the service;

e. Employees planned targets were all accomplished and rated at least satisfactorily; and

f. Completion of said intervening task require an aggregate period of one month depending upon the completion of the task.

Proposed Rating for intervening tasks

Task

Level

Rating

1. Trainer/coach in sports (for non-PE faculty)National0.3 which ever

Regional0.2 is higher

Local

0.1 (not cumulative)2. Trainer/coach for other events

National0.3 which ever

(i.e. quiz bee Science/technology, etc.)

Regional0.2 is higher

Local

01 (not cumulative)

.

3. Membership in ad hoc committees

0.3/committee

(cumulative) but

Not to exceed 0.5

4. Dual/multiple designations

0.5

Note: The intervening task should be supported with office order from the President or authorized representative.

The intervening task is without honorarium/remuneration.

CROSS RATING

The Isabela State University Strategic Performance Management System uses a cross rating scheme which involved multiple other than the supervisor. Under this scheme, each rater is allocated percentage weight as follows:

With Subordinate

Rater

Overall Weight

Supervisor Rater

50%

Self Rater

10%

Subordinate Rater (s)

10%

Peer Rater (s)

10%

Client Rater (s)

20%

Without Subordinate

Rater

Overall Weight

Supervisor Rater

50%

Self Rater

10%

Peer Rater (s)

10%

Client Rater (s)

30%

In no instance that self rater shall be assigned a percentage weight higher than that of the supervisor rater

Supervisor Rater refers to the immediate and direct supervisor of the Employee Ratee who, by the nature of his position or authority given by a competent authority assigns work to the employee, monitors and evaluates the same on the basis of agreed targets. It is only the Supervisor who rates the Employee Ratee both in the Individual Performance Commitment Review Form (Part I) and the Critical Factor (Part II) using the prescribed form.

Self Rater Refers to the employee whose performance is to be rated based on agreed targets. The self rater rates himself on the column provided for in the Critical Factor (Part II) only.

Subordinate Rater Refers to the employee under the immediate or direct supervision of a supervisor whose performance is to be rated on the basis of verifiable and observable work accomplishments and behavior of the latter. The Subordinate Rater rates the supervisor using the prescribed Subordinate Ratee Form consisting of set of questionnaire depicting the ratees performance and demonstrated behavior for the rating period.

Peer Rater Refers to the employee with the same position title or functionally-related positions of comparable level within the same organizational unit who may have either direct or indirect working relationships with a peer whose performance is to be rated. A peer is considered to have a direct working relationship with another peer if their works are dependent upon each others target. Indirect relationship means that the Peer Rater and Peer Ratee performs similar work where in each others output is not necessarily dependent on each one but can be noticed or observed by either of the two.** Peer Atleast 3 (functionally related position)

** Clients Atleast 5 clients

** Subordinate All regardless of status

The Supervisor Ratee and the Employee Ratee identify and agree on who the Peer Raters would be before the start of the rating period.

THE SUPERVISOR RATEE, collects, tabulates, summarizes all client ratings and present to the Employee Ratee during the appraisal discussion.

The Supervisor or the Employee Ratee sees to it that safeguards are instituted to objectively gather or collect performance feedback from clients.

HOW TO COMPUTE THE RATING

PART I INDIVIDUAL PERFORMANCE COMMITMENT REVIEW (IPCR)1. At the end of the rating period, the supervisor rater fill up the accomplishment portion of the IPCR based on the targets prepared against the actual accomplishments. The Quality, Efficiency and Timeliness are used in giving each accomplishment a numerical rating.2. Add all the scores under Q,E and T for each work activity of the rate and get the average point3. Multiply the average point by the assigned weight of the performance indicator and get all the sum of weighted average point.4. Multiply the sum of weighted average point by 80% to get the Total Weighted Average Score.SUPERVISOR AND EMPLOYEE RATINGS ON PART II

1. Supervisor Rater and Self Rater (for the subordinate) rate each factor. If the person accomplishing the form is a subordinate, there is no need to rate the space provided for the Leadership/Initiative, only the Supervisors who prepares their own ratings will fill it up.2. Add all supervisor rater scores together, then divide by total number of entries to get their respective Average Point Scores for supervisor rater, multiply the average scores by 20% to get the Weighted Average Scores for Part II.3. Add all employee rater scores together, get the average score and then forward it to the summary of rating for self rater to be multiplied by 10%SUMMARY OF RATINGS

Supervisor Ratings a) Get the total average rating from the IPCR to fill up the Part I Supervisor Rating (it should be multiplied by 80%) b) To fill up Part II from the Summary of Ratings for Supervisor, get the Total Average Weight from the Critical Factor c) Add the average scores for Part I and Part II to get the Overall Point Scores and multiply by 50% to get the Overall Weighted Scores

Self Rating Compute the total score from the critical factor to be multiplied by 10%

Subordinate Rating (This only applies if the ratee is a supervisor) Get the total average from the supervisor and the self-rater, divide it by 2 and then multiply it to 20%

Peer and Client Rating Compute the total score from the form provided to be rated by peer and client, multiply the average based from the cross rating provided.

Add all Overall Weighted Scores to get the Total Overall Score or Final Numerical Performance Rating

Add the Intervening Task, if any

Get the Total Score

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM PROCESS FLOW

STEPApplicant/ClientProcesses InvolvedDuration of ActivityFees and ChargesOffice In-Charge

1Accomplishment of Performance Targets (IPCR)Collection and discussion of Performance Targets2 daysPMT

2Performance of Targets Monitoring of Accomplishments5 MonthsPlanning Office/Personnel

3Secure the Performance Result and Discuss the result with the RateeEvaluation and Computation of Numerical Rating1 daySupervisor/Rater

4Submission of Results to PMT/Planning and PersonnelValidation and evaluation of ratings and its supporting documents2 weeksPlanning and Personnel Office/PMT

5Receiving of Performance Rewards and RecommendationsApproval of IPCR/OPCR and the recommendations 5 mins/employeeHead of Office, Personnel Office, PMT

End of Transaction

Republic of the Philippines


__________, Isabela

PERFORMANCE EVALUATION SYSTEM

College/Dept.: ________ Semester: _____ SY: _____

CLIENTS RATING FORM

Please rate the employee based on the following scale:

5 Outstanding

4 Very Satisfactory

3 Satisfactory

2 Unsatisfactory

1 Poor

Note: Please make sure that you do not make any erasure or alteration in this form. Otherwise your assessment will be invalidated.

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Critical Factors

A. Courtesy

a. Polite and cordial

b. Attentive and respects clients opinion

c. Tactful and approachable

d. Smiles and greets clients

e. Makes client/s comfortable and at ease

B. Punctuality and Attendance

a. Comes to work on time or ahead of time

b. Makes himself/herself visible and available when needed

C. Promptness and Timeliness

a. Acts on concern/problems of client

b. Performs requested assigned tasks promptly

c. Accomplish given tasks on time

______________________ ______________________ Name of Ratee Name of Rater (Optional)



__________, Isabela



PEER RATING FORM

Please rate the employee based on the following scale:

5 Outstanding

4 Very Satisfactory

3 Satisfactory

2 Unsatisfactory

1 Poor


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Peer Rating Form

A. Peer Relations

a. Gets along with others

b. Demonstrate concerns for peers

c. Initiates teamwork

d. Considerate and works well with others

e. Friendly, helpful and cooperative with peers

B. Courtesy

a. Helpful to people he/she comes in contact with in his/her work

b. Goes out of his/her way to make others comfortable and satisfied

c. Considerate, approachable and understanding

d. Courteous and tactful to others

e. Patient in dealing with people

C. Punctuality and Attendance

a. Comes to work on time

b. Attends meetings, programs and other activities on time

c. Attends official not personal matters

d. Makes himself/herself visible and available when needed

e. Attends flag ceremony during monday

______________________ ______________________ Name of Ratee Name of Rater (Optional)



__________, Isabela



SUBORDINATE RATING FORMPlease rate the employee based on the following scale:

5 Outstanding

4 Very Satisfactory

3 Satisfactory

2 Unsatisfactory

1 Poor


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Critical Factors

A. Courtesy

a. Tactful/diplomatic in dealing with other people

b. Patient and understanding in dealing with people

c. Makes people comfortable and satisfied

d. Friendly and courteous to people

e. Considerate and approachable with his subordinates

B. Punctuality and Attenance

a. Comes to work on time

b. Attends meetings, programs and other activities on time

c. Attends official not personal matters

d. Makes himself/herself visible and available when needed

e. Always visible and does not leave workplace

C. Leadership

a. Directs, guides, motivates subordinates

b. Makes prompt and sound decisions relative to work

c. Resourceful and develops alternative solution to problems

d. Maintains discipline and leads by example

e. Listens to feedback and observes fairness and impartiality

______________________ ______________________ Name of Ratee Name of Rater (Optional)SPMS StandardsPerformance Indicators on Quality, Efficiency and Timeliness

QUALITY

Appeals

Employee who aggrieved or dissatisfied with their final performance rating can appeal with the PMT within five days from the date of receipt of their PEF or after appraisal discussion with his supervisor.

Employees, however, are not allowed to protest the performance ratings of their co-employees. Ratings obtained by other employees can only be used as basis or references for comparison in appealing ones performance rating.

The PMT shall not decide on the appeal within one month from the receipt. Appeals lodged with the PMT shall follow the hierarchical jurisdiction of various PMT in the University Decision of the Provincial PMT is appealable to the Regional PMT then to the Central Office PMTS. Decision of the Central Office PMTS is appealable to the CSC. Proper only in exceptional cases.

Effectivity

The Isabela State University Performance Evaluation System takes effect on 02 January 2014.

Accomplished Performance Evaluation Forms (PEFs) with the final ratings are submitted to the University HRMO/Personnel Office/Department not later than 15th day after the end of the period. The HRMO/Personnel Office/Department shall consolidate all the employees rating and prepare a report to the PERC containing the statistics on PEF submission, distribution of rating and list of protested or appealable ratings, if any, including all documents relative thereto. It shall submit all the above documents to the PERC within 30 days after the end of each rating period.

Sanctions

Non-submission to the PMT of the performance targets within 15 days before the start of the rating period and the Performance Evaluation Forms (PEFs) within 30 days after the end of each rating period.a) Employees disqualification for promotion productivity incentive bonus and Performance Based Bonus.b) An administrative sanction for violation of office rules and regulations and simple neglect of duty for the supervisors or employees for the delay or non-submission of said performance targets and PEFs or both.

Procedure of filing complaints and imposing administrative sanction shall be in accordance with the Rules in the Conduct of Administrative Investigation.ISUE-HRDRO-SPMS-121

spms non teaching manual

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