strategic performance management system
Post on 14-Sep-2014
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This was one of my earlier presentations on SPMS.TRANSCRIPT
STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
Atty. Daisy P. BragaisDirector 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
Recruitment Retention
Recognition &
Rewards
Retirement
4 Rs of HR
Retention
Recognition &
Rewards
Performance Management
Central human resource institution of the government
Strengthen merit and rewards system
Establish performance evaluation system
Foster the improvement of 1) individual employee efficiency2) Organizational effectiveness
PERFORMANCE
EVALUATION/APPRAISAL
SYSTEM
FOCUS ON INDIVIDUAL APPRAISALS
LOW SYSTEM INTEGRITY
UNRELIABLE & SUBJECTIVE
LACK OF PARALLEL SYSTEM TO ENABLE VALIDATION/COMPA
RISON BETWEEN ORGANIZATIONAL EFFECTIVENESS &
EMPLOYEE PERFOMANCE
Addressing the Gaps
Thrust or
Mandate
Daily Operations
STRATEGIC ALIGNMENT
Organizational performance
Collective performance of individuals within the
organization
STRONG CULTURE OF PERFORMANCE AND
ACCOUNTABILITY
Performance Evaluation
Performance Management
PerformanceManagement
Focus on major final outputs and outcomes
Use of success indicators in measuring results
Emphasis on Office or team performance rather than individual competition
Shift of the role of supervisors from mere evaluator to coach or
mentor
Individual Performance
Agency’s VISION
MISSIONSTRATEGIC
GOALS
SPMS
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.
EnsureOrganizational
Improvement of effectiveness /
Individual employee efficiency
Link performanceManagement with Other HR systems
and ensure adherence to the
principle of performance-based
tenure and incentive system
Concretize the linkage of organizational Performance
with PhilippineDevelopment
Plan
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
BASIC ELEMENTS
CSC Societal Goal
Human Resource Development Towards Poverty Alleviation
Sectoral GoalsImproved Public Service Delivery
Good Governance
Major Final Outputs
Legal ServicesExamination, Recruitment and Placement Services
Personnel Policies and Standards ServicesAppointment and Other Personnel Action Services
Human Resource Development ServicesPersonnel Discipline and Accountability Enhancement Services
Personnel Data and Information Management Services
P / A / Ps
CSCSocietal Goal
Human Resource Development Towards Poverty Alleviation
Sectoral GoalsImproved Public Service Delivery
Good Governance
CSC MandateMission Vision
CSC Strategic Priorities
CSC Offices
Employees
Key PlayersSPMS Champion (Agency Head)
Performance Management Team (PMT)
Planning Office
Human Resource Management Office
Head of Office (Director IV or equivalent)
Division Chief or equivalent
Individual Employees
SPMS Champion (Agency Head)
Establishment Operationalization
Primarily responsible for the 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
•Assess performance of office
Performance Management Team(PMT)
PRE and POST Performance
Management Cycle
Within Performance Management Cycle
•Identifies potential top performers and provide inputs to the PRAISE Committee for grant of awards and incentives
•Sets consultation meeting with heads of offices re: performance target for the commitment and rating.
•Alignment of target, measures and budget and proper work distribution
•Adopts internal rules, procedures and strategies in carrying out responsibilities.
•Recommends approval of performance commitment and rating to the agency head.
•Appeals body and final arbiter for performance management disputes.
Composition of PMT:
Chairperson Members
Executive official designated by head of agency
Highest HRMO
Highest HR Development Officer
Highest Planning Officer
Highest Financial Officer
President of the accredited employee association or authorized alternate representative.
Planning Office
Indirectly Related Directly Related
•Monitors submission of OPCR•Schedule review/evaluation of the Office Commitment by the PMT
•Consolidates, reviews, validates and evaluates the initial performance assessment of the Heads of Offices.
•Provides each office with the final Office Assessment
•Conduct annual performance planning and review conference
Human Resource Management Office
Indirectly Related Directly Related
•Provides analytical data on retention, skills/competency gaps and talent development plan
•Monitors submission of IPCR Form by heads of Offices
•Coordinates development interventions
•Reviews the Summary List of 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 Review & Evaluation
• Performance Rewarding & Development Planning
• Performance Monitoring & Coaching
• Performance Planning & Commitment
1 2
34
Performance Planning and Commitment:
1
34Done at the start of rating period
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:
1
34
Performance measures shall include any one or combination of
Category Definition
Effectiveness/ Quality
Extent to which actual performance compares with target performanceDegree 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
34
• Set agency target setting period
•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:
134
•Regular monitoring of individual & office performance•Using monitoring & evaluation 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
2
Performance Review and Evaluation:
3
•Consolidation and review, validate and evaluate performance assessment
•Calibration and recommendation• Using reviewed and validated
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
OFFICEASSESSMENT
Performance Review and Evaluation:
3
•Done by the immediate supervisor
•Premium given to major final output• Ratings shall be supported by reports or
proof of accomplishment• Unsupported task shall not be rated
INDIVIDUALASSESSMENT •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
formulated from assessment results
•Results of performance evaluation/assessment shall serve as inputs
4
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 Committee
Determine agency top performers – for awards and 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!!!