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Civil Service Commission – Strategic Performance Management System

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Civil Service Commission – Strategic Performance Management System

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  1. Civil Service Commission – Strategic Performance Management System

  2. Sec 3 Article IX B- Phil Constitution CONSTITUTIONAL AND STATUTORY BASES • establish a career service • adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service • strengthen the rewards & merit system • Integrate hrd programs for all levels & ranks • institutionalize a management climate conducive to public accountability Civil Service Commission – Strategic Performance Management System

  3. Statutory mandate Other Legal Bases and Basic Tenets of Performance Management Book V, Title I, Subtitle A. Chapter 1, Executive Order N o. 292 (Administrative Code of 1987) Sec. 12 Powers and Functions. – ... (3) Promulgate policies, standards and guidelines for the Civil Service and adopt plans and programs to promote economical, efficient and effective personnel administration in the government Civil Service Commission – Strategic Performance Management System

  4. Statutory mandate Other Legal Bases and Basic Tenets of Performance Management (Section 33, Chapter 5, Book V of Executive Order No. 292) Establishment of Performance Evaluation System • administered in accordance with rules, regulations and standards promulgated by the Commission for all officers and employees in the career service • be administered in such manner as to continually foster the improvement of individual employee efficiency and organizational effectiveness Civil Service Commission – Strategic Performance Management System

  5. Statutory mandate Other Legal Bases and Basic Tenets of Performance Management Administrative Order No. 241 dated October 2, 2008 Mandating the speedy implementation of RA 9485 otherwise known as the “Anti-Red Tape Act of 2007 and its Implementing Rules and Regulations and Strengthening the Applications thereof Section 5. INSTITUTION OF PERFORMANCE EVALUATION SYSTEM BASED ON OUTPUT, Agencies shall institute a Performance Evaluation System based on objectively measured outputs and performance of personnel and units, such as the Performance Management System-Office Performance Evaluation System developed by the CSC. Civil Service Commission – Strategic Performance Management System

  6. Statutory mandate Other Legal Bases and Basic Tenets of Performance Management (Governing Principles of the Modified Compensation and Position Classification System and Base Pay Schedule of the Government) Joint Resolution No. 4 of the Congress of the Philippines Civil Service Commission – Strategic Performance Management System

  7. performance reward Exemplary Civil Servant Performance-based incentive scheme Personnel and Organizational Performance = Well Performing Institutions • Item 1 (d) • “a performance-based incentive scheme which integrates personnel and organizational performance shall be established to reward exemplary civil servants and well performing institutions” Civil Service Commission – Strategic Performance Management System

  8. Step Increments • An employee may progress from step 1 to step 8 of the salary grade allocation of his/her position in recognition of : • meritorious performance based on performance management system approved by the CSC • and/or through length of service. Civil Service Commission – Strategic Performance Management System

  9. Ensuring personnel performance Linked with organizational performance Enhancing performance orientation of the compensation system ....linking personnel performance with organizational performance Civil Service Commission – Strategic Performance Management System

  10. Statutory mandate Other Legal Bases and Basic Tenets of Performance Management Administrative Order No. 25 dated December 21, 2011 “establish a unified and integrated Results-Based Performance Management System (RBPMS) across all departments and agencies within the Executive Branch of Government incorporating a common set performance scorecard, and creating an accurate, accessible, and up-to-date government-wide, sectoral and organizational performance information system.” Civil Service Commission – Strategic Performance Management System

  11. CSC Vision, Strategic Objectives Vision: Asia’s leading Center for HR and OD by 2030 Objective: Develop Competent and Credible Civil Servants Measure: Agencies with operational SPMS Civil Service Commission – Strategic Performance Management System

  12. CSC MC No. 6, s. 2012 The CSC through Resolution No. 1200481 dated March 16, 2012 promulgated the “Guidelines in the Establishment and Implementation of Agency Strategic Performance Management System (SPMS)” Civil Service Commission – Strategic Performance Management System

  13. STRATEGIC PERFORMANCE MANAGEMENT SYSTEM What is a Performance Management System (PMS)? • ...is a set of processes for establishing a shared understanding of: 1. WHAT WILL BE ACHIEVED (goals) 2. HOW IT WILL BE ACHIEVED (strategies) 3. and MANAGING PEOPLE in a way that will increase the probability that it will be achieved. • It is a mechanism to address the demand to produce tangible results • The PMS is a means to professionalize the Civil Service Civil Service Commission – Strategic Performance Management System

  14. Why focus on performance? • An organization succeeds/fails based on the attainment of GOALS • The most important determinant of success lies in the PERFORMANCE of personnel • When people do not perform, an organization fails: • Private sector : No profit = Bankruptcy • GOVERNMENT : NO SERVICE = NO EFFECT (?) Civil Service Commission – Strategic Performance Management System

  15. Performance Management Paradigm Shift Performance Evaluation Civil Service Commission – Strategic Performance Management System

  16. The following framework represents the paradigm shift under the Strategic Performance Management System (SPMS): Civil Service Commission – Strategic Performance Management System

  17. Agency Vision Mission Strategic Goals SPMS Individual Performance Civil Service Commission – Strategic Performance Management System

  18. Scope and Coverage National Government Agencies Local Government Units Government-Owned & Controlled Corporations State Universities and Colleges Civil Service Commission – Strategic Performance Management System

  19. Scope and Coverage Second Level- Executive/ Managerial Second Level- Professional/Technical First Level Civil Service Commission – Strategic Performance Management System

  20. Objectives 1 Concretize the linkage of organization performance with the Philippine Development Plan, Agency Strategic Plan and the Organizational Performance Indicator Framework 2 Ensure organizational effectiveness and improvement of individual employee efficiency by cascading institutional accountabilities to the various levels of the organization 3 Link performance management with other Human Resource Systems and ensure adherence to the principle of performance-based tenure and incentive system Civil Service Commission – Strategic Performance Management System

  21. Minimum Requirements 1. Elements 2. Key Players 3. Four-Stage PMS Cycle 4. Rating Period 5. Rating Scale 6. Calendar Civil Service Commission – Strategic Performance Management System

  22. 1 Goal Aligned To Agency Mandate Philippine Development Plan Agency Vision, Mission Strategic Priorities, OPIF Performance Goals Elements Civil Service Commission – Strategic Performance Management System

  23. 2 Elements Outputs/ Outcomes-based Civil Service Commission – Strategic Performance Management System

  24. 3 Elements Team approach Civil Service Commission – Strategic Performance Management System

  25. Elements 4 User-friendly Forms Civil Service Commission – Strategic Performance Management System

  26. Civil Service Commission – Strategic Performance Management System

  27. 5 Elements Information System Civil Service Commission – Strategic Performance Management System

  28. 6 Elements Communication Plan Civil Service Commission – Strategic Performance Management System

  29. Enabling Mechanisms • Recruitment System • Identifies competencies • Other attributes for particular jobs or functional groups Civil Service Commission – Strategic Performance Management System

  30. performance reward Exemplary Civil Servant Enabling Mechanisms Rewards and Incentives System = Civil Service Commission – Strategic Performance Management System

  31. Enabling Mechanisms Monitoring and Coaching Program Civil Service Commission – Strategic Performance Management System

  32. Enabling Mechanisms Change Management Program Civil Service Commission – Strategic Performance Management System

  33. Enabling Mechanisms Policy Review and Formulation Civil Service Commission – Strategic Performance Management System

  34. Champion PMT Planning Office HRM Office Key Players Civil Service Commission – Strategic Performance Management System

  35. Head of Office Division Chief Employees Key Players Civil Service Commission – Strategic Performance Management System

  36. Champion Key Players & Responsibilities • Responsible and accountable for the • establishment and implementation of • SPMS • Sets agency performance goals/ • objectives and performance measure • Determines agency target • setting period • Approves office performance • commitment and rating • Assesses performance of Offices Civil Service Commission – Strategic Performance Management System

  37. PMT Key Players & Responsibilities • Composition of • Performance Management Team • Executive Official designated as Chairperson • Highest Human Resource Management Officer • Highest Human Resource Development Officer • Highest Planning Officer • Highest Finance Officer • President of the accredited employee • association Civil Service Commission – Strategic Performance Management System

  38. PMT Key Players & Responsibilities • Sets consultation meeting of all Heads of Offices • to discuss the Office performance commitment • and rating • Ensures that Office performance targets, • measure and budget are aligned with those of • the Agency • Recommends approval of the Office • performance commitment and rating • Acts as Appeals body and final arbiter • Identifies potential top performers for awards • Adopts its own internal rules, procedures and • strategies in carrying out responsibilities Civil Service Commission – Strategic Performance Management System

  39. Planning Office Key Players & Responsibilities • Monitors submission of Office Performance • Commitment and Rating Form and schedule • the review/ 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 of offices in the assessment • of individual employees Civil Service Commission – Strategic Performance Management System

  40. HRM Office Key Players & Responsibilities • Monitors submission of Individual Performance • Commitment and Rating Form • Reviews the Summary List of Individual • Performance Rating • Provides analytical data on retention, skill/ • competency gaps and talent development plan • Coordinate developmental interventions that • will form part of the HR Plan Civil Service Commission – Strategic Performance Management System

  41. Head of Office Key Players & Responsibilities • 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 • 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 Civil Service Commission – Strategic Performance Management System

  42. Division Chief Key Players & Responsibilities • Assumes joint responsibility with the Head of • Office in attaining performance targets • Rationalizes distribution of targets/tasks • Monitors closely the status of performance of • subordinates • Assesses individual employees’ performance • Recommends developmental intervention Civil Service Commission – Strategic Performance Management System

  43. Employees Key Players & Responsibilities • Acts as partners of management and • co-employees in meeting organizational • performance goals Civil Service Commission – Strategic Performance Management System

  44. Performance Management System Cycle Civil Service Commission – Strategic Performance Management System

  45. Performance Management System Cycle 1. Performance Planning and Commitment • Head of Office meeting with supervisors and staff to agree on the • outputs that should be accomplished • Success indicators are determined. • Targets shall take into account any combination of, or all of the • following: • Historical data • Benchmarking • Client demand • OPES Reference Table • Top Management instruction • Future Trend Civil Service Commission – Strategic Performance Management System

  46. Cascading Philosophy: Cascading Approach Initiation: Strategy Map and Enterprise Scorecard 1 Cascading: Office Performance and Commitment Review (OPCR) 2 Cascading: Individual Performance and Commitment Review (IPCR) 3

  47. Cascading Philosophy: Cascading Approach(Enterprise Scorecard -> OPCR) 25% of agencies with functional SPMS by EO 2012

  48. Cascading Philosophy: Cascading Approach( OPCR -> IPCR) 25% of agencies with functional SPMS by EO 2012 Orientation conductedto 25% of agencies by EO June 2012

  49. Performance measures … Effectiveness /Quality = Civil Service Commission – Strategic Performance Management System