Edited SPMS Presentation PDF

STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
(SPMS)
Civil Service Commission – Strategic Performance Management System

By the end of the seminar-workshop,
participants shall collectively be able to:
•Recall the rationale why there is a need to

focus on performance;
•Know the legal basis of SPMS;
•Explain the salient features of SPMS; and
•Apply the knowledge gain from the lecture
in filling up the SPMS forms.
Performance Management in the Civil Service
(Legal Bases and Basic Tenets)
(Section 33, Chapter 5, Book V of Executive Order No. 292)
Establishment of Performance Evaluation System
 Adinistered in accordance with rules, regulations and
 Administered in accordance with rules, regulations and
standards promulgated by the Commission for all
officers and employees in the career service
 Should continually foster the improvement of

individual employee efficiency and organizational
effectiveness
•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 (?)
Performance Performance
Evaluation Management
Measuring Performance thru the Years….
Year Name of Features
System
1963 Performance Provide guidelines in CSC MC 6, s. 1963

Rating developing a system
of measuring
performance
1978 New Based on Peter MC 2, s. 1978
Performance Druckers’ KRAs along with the
Appraisal Management by dimensions of Quality,
System Objectives (MBO) Quantity and Timeliness
(NPAS) Employee Performance +
Behavior
1989 Autonomy of Management by CSC MC 12, s. 1989
Agency in Objectives and Accomplishments in
Developing Results Evaluation performance and behavior
their PES (MORE) for CSC done weekly
1993 Performance Setting the CSC MC s. 1993
Evaluation guidelines on setting
System the mechanics of the
(PES) rating–system
Civil Service Commission Strategic Performance Management System
Measuring Performance thru the Years….
Year Name of Features
System
1999 Revised PES Provide guidelines in CSC MC 13, s. 1999

and 360- developing a system of Cross rating system (
Degree measuring performance assessment from employee’s
Evaluation self-evaluation, from peers,
PERC subordinates, supervisors and
clients )
CSC MC 13, s. 2001-

(old + new PES)
2005 PMS-OPES Align individual CSC MC 7, s. 2007
What gets performance with RA 9485
measured, organizational goals Admin Order 241
gets done.
2012 SPMS Links individual AO 25, s. 2011
performance with CSC MC 6, s. 2012 Joint CSC-
agency’s vision, mission DBM Circular 1, s. 2012
and strategic goals Joint Resolution No. 4 Senate &
HR
Need to change PMS Orientation
Past performance evaluation

and appraisal systems
Incentives
individual appraisals promotion, and
separation
The following framework represents the paradigm shift
under the Strategic Performance Management System (SPMS):
Area Paradigm Shift

From To
Perspective Evaluation Management
Focus Activities/Inputs Outputs and
outcomes
Indicators Performance indicators Success indicators
(e.g., no. of (e.g., response
appointments processed) time)
Performance Focus on individual Align individual to
alignment (competition) office/organization
(teamwork and
collaboration)
Role of Evaluator Coach/mentor
Supervisor
 ...is a set of processes for establishing a shared
understanding of:
1. WHAT WILL BE ACHIEVED (goals)
2. HOW IT WILL BE ACHIEVED
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
Why Strategic PMS
 One main feature of the SPMS is that it links
individual performance with the agency’s
organizational vision, mission, and strategic
goals.
 It also makes use of existing performance
evaluation and management systems and
links performance management with other
human resource (HR) systems
The government issuances related
to the SPMS are the following:
Joint Resolution No. 4 of the
Congress of the Philippines
(Governing Principles of the Modified Compensation and
Position Classification System and Base Pay Schedule of the
Government)
• 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‖
JR 4 item 17c directs the CSC to....link personnel
performance
with organizational performance
Ensuring
personnel
performance
Linked with
organizational
performance
Enhancing performance
orientation of the
compensation system
Personnel and
Organizational
Performance
Exemplary
Civil
Servant
Well Performing
Institutions
ADOPTION OF A PERFORMANCE-BASED
INCENTIVE SYSTEM FOR GOVERNMENT
EMPLOYEES
“Whereas, there is a need to strengthen

performance monitoring and appraisal systems
based on existing systems like the OPIF which is
being used by DBM, the Strategic Performance
Management System of the CSC which links
individual performance to organization
performance, and the Results-Based
Performance Monitoring System (RBPMS)”
What is Performance-Based Incentive
System (PBIS)?
Under this new system, employees
may receive two incentives: the
Performance-Based Bonus (PBB) and
the Productivity Enhancement
Incentive (PEI)
PEI – P5,000.00 across-the-board in
accordance with the guidelines to be
issued by DBM
PBB – top-up bonus, shall be given to
personnel of bureaus or delivery units in
accordance with their contribution to the
accomplishment of their department’s
overall targets and commitments,
subject to the following criteria:
1) achievement of performance targets
under their respective MFOs, &
Priority Programs/Project
commitments under the 5 KRAs;
2) Accomplishment of good governance
conditions set by the IATF (Integrity
Seal, Philgeps publication, Budget
reports), and meeting at least 90% of
MFO targets
> accomplishment of good governance
conditions set by the Inter-Agency Task Force
created under AO 25.
• 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.‖
IATF is
Chaired by DBM, co-chaired by the Office of
the Executive Secretary (OES), with NEDA,
Presidential Mgt Staff (PMS) and Dept. of
Finance (DOF) as members.
PBB – shall be distributed as follows for FY
2012
Performance Best Better Good
Category Performer Performer Performer
(top 10%) (next 25%) (up to 65%)
Best Bureau 35,000 20,000 10,000

Better Bureau 25,000 13,500 7,000
Good Bureau 15,000 10,000 5,000
Administrative Order No. 25
Results-Based Performance
Management System (RBPMS)
• common set performance scorecard
• accurate, accessible, up-to-date government-
wide, sectoral and organizational performance
information system
• basis for determining entitlement to
performance-based allowances, incentives, or
compensation of government personnel
RBPMS
• Five Key Results Areas ( EO 43)
1) Good Governance and Anti-corruption
2) Human Development and Poverty Reduction
3) Economic Development
4) Security, Justice and Peace
5) Climate Change
• Results Matrix of the Philippine Development Plan
• Organizational Performance Indicators Framework

(OPIF)
 highlight citizen-focus and
 link the drivers of organizational performance,
financial stewardship
internal process efficiency
leadership, learning and growth
Laws and Issuances
• CSC-DBM Joint Circular No. 1, 2. 2012
dated September 3, 2012
(Rules and Regulations on the Grant
of Step Increment/s Due to Meritorious
Performance and Step Increment Due
to Length of Service)

Item 1(d) 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 a

Performance Management System approved
by the CSC
 and/or through length of service, in

accordance with the rules and regulations to be
promulgated jointly by the DBM and the CSC..
Coverage:
1) NGAs, SUCs, GOCCs, GFIs & LGUs
with CSC-approved SPMS
2) Incumbents of positions for civilian
personnel under the career service;
3)Incumbents of the following positions for
civilian personnel under the non-career
service whose positions are authorized in
the plantilla for regular positions:
>co-terminus with the appointing authority
>co-terminus with the Head of org’l unit
where assigned;
>co-terminus with the lifespan of the
agency
Excluded:
 casual personnel
 contractual personnel
 personnel in agencies authorized by law to adopt and
are actually implementing their own compensation
and position classification systems
 Military personnel
 Those hired under contracts of service or job order
 Elective officials
Step increment due to meritorious performance:
 Maximum number of employees is limited to
five (5%) percent of all incumbent officials and
employees in an agency in a given year
 2 step increment = 2 ratings of Outstanding
within a calendar year
 1 step increment = 1 “O” + 1 “VS” or 2 “VS”
within a calendar year
 Effective january 1, 2015 to those with
CSC-approved SPMS
Step increment due to Length of Service
 1 step increment for every 3 years of
continuous and satisfactory service in the
present position, which shall include while on
temporary or provisional status of appointment
in the same position;
 The existing CSC-approved PES may still be
used as basis up to Dec. 31, 2014, for this
purpose, in the absence of CSC-approved
SPMS
Step increment due to Length of Service
 1 step increment for every 3 years of
continuous and satisfactory service in the
present position, which shall include those
while on temporary or provisional status of
appointment in the same position;
 Before the position was reclassified/upgraded/
 Period rendered prior to re-appointment to the
same or comparable position with the same
salary grade in a reorganized agency staffing
pattern.
Simultaneous grant of step increments due
to meritorious performance and length of
service is allowed, if incumbent is qualified.
Step increment due to meritorious

performance shall be in lieu of the PIB,
beginning FY 2015
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)‖
Scope and Coverage
National Government Agencies Local Government Units
Government-Owned & Controlled State Universities and Colleges

Corporations
Scope and Coverage
Second Level-
Executive/ Managerial
Second Level-
Professional/Technical
First Level

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
Minimum Requirements
1. Elements 2. Key Players
3. Four-Stage
4. Rating Period
PMS Cycle
5. Rating Scale 6. Calendar

Elements
Goal Aligned To
Agency Mandate
Philippine Development Plan
Agency Vision, Mission

Strategic Priorities, OPIF
Performance Goals
Results Matrix – 5 guideposts (PDP)
• 1. Anti-corruption, Transparent, Accountable

and Participatory governance
• 2. Poverty Reduction and Empowerment of
the Poor and Vulnerable
• 3. Rapid, Inclusive and Sustained Economic
Growth
• 4. Just and lasting Peace and the Rule of
Law
• 5. Integrity of the Environment and Climate
Change mitigation and Adaptation

What is OPIF?
(Organizational Performance Indicator Framework)
• As a planning and budgeting tool, OPIF

seeks to align goods and services
supported
• by the budget—and which a
department/agency delivers to external
clients—with
• the desired outcomes that government
aims to achieve or influence.

Sample Goal aligned to Agency
Mandate
PDP Good governance and the rule of
law
AGENCY VISION “To become Asia’s Leading Center
of Excellence in HR and OD in
2030”
AGENCY CORE
PURPOSE “Gawing Lingkod Bayani ang Bawat
Kawani”
STRATEGIC
PRIORITIES 1) Developing Competent
and Credible Civil Servants
2) Effective and Efficient
Performance of Quasi-
Judicial Functions
Elements
Outputs/
Outcomes-based
MAJOR
FINAL
OUTPUTS
Major Final Outputs
• An MFO is a good or service
that a department/agency is
mandated to deliver to external
clients through the
implementation of programs,
activities and projects.

Elements
Team approach

Elements
User-friendly
Forms

Elements
5 Information
System
Monitoring & Evaluation mechanisms and
Information System are established.
There is a database/summary of targets
and accomplishment which shall be the
basis for verification of accomplishment.

Elements
Communication
Plan

Key Players
Champion PMT Planning Office HRM Office

Key Players
Head of Office Division Chief Employees

Key Players & Responsibilities
Champion • 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

PMT
Composition of
Performance Management Team
1. Executive Official designated as Chairperson
2. Highest Human Resource Management Officer
3. Highest Human Resource Development Officer
4. Highest Planning Officer
5. Highest Finance Officer
6. President of the accredited employee
association

PMT • 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

Planning Office
• 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

HRM Office
• 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

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
• 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

Division Chief
• 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

Employees
• Acts as partners of management and

co-employees in meeting organizational
performance goals

Performance Management System
Cycle
Performance Rewarding Performance Planning

and Development Planning and Commitment
Performance Review Performance Monitoring

and Evaluation and Coaching

PMS Cycle
1 Performance Planning and Commitment
 Head of Office meeting with supervisors and staff to agree on the

outputs that should be accomplished and Success indicators
are determined.
 SPMS Calendar shows that officials and employees are required to
submit their commitments prior to the start of the rating period.
 SPMS Calendar allots time for PMT review and recommendations
of the Performance commitments.
 SPMS calendar indicates period for Head of Agency/Heads of Offices’
approval of the office performance commitment and individual
performance commitments.

PMS Cycle
2 Performance Monitoring and Coaching
• Performance of Offices and every individual shall be regularly monitored
at various levels on a regular basis
• Monitoring and evaluation mechanisms such as an Information System

should be in place. There is a form or logbook to record critical
incidents, schedule of coaching, and action plan
• Supervisors and coaches play a critical role

at this stage

PMS Cycle
3 Performance Review and Evaluation
• Assesses both Office and individual employee’s performance level based

on performance targets and measures as approved
• Results of assessment of Office and individual performance shall be

impartial
Performance Mgt Team

PMS Cycle
4 Performance Rewarding and Development Planning
• Part of the individual employee’s evaluation is the competency

assessment vis-à-vis the competency requirements of the job
• Results of the assessment shall be discussed by the Head of Office and

supervisor with the individual employee at the end of each rating period
• Professional development plan must be outlined

for employees with Unsatisfactory or Poor ratings

Rating Period
• Performance evaluation shall be done Semi-Annually
• The minimum appraisal period is at least ninety (90) calendar

days or three (3) months
• The maximum appraisal period is not longer than one (1)

calendar year

Rating Scale
Rating Description
Numerical Adjectival
5 Outstanding • Extraordinary level of achievement
• Exceptional job mastery in all major areas of responsibility have
demonstrated
• Marked excellence of achievement and contributions to the
organization
4 Very Satisfactory • Exceeded expectations
• All goals, objectives and targets were achieved above standards
3 Satisfactory • Met expectations
• Most critical annual goals are met
2 Unsatisfactory • Failed to meet expectations
• One or more of the most critical goals were not met
1 Poor • Consistently below expectations
• Reasonable progress toward critical goals was not made

MODEL SPMS RATING SCALE
NUMERICAL ADJECTIVAL DESCRIPTION
RATING RATING
5
OUTSTANDING Performance exceeding targets by 30% and above of the
planned targets. Commitment and achievement in terms
of quality and time, technical skills and knowledge, and
employee should have demonstrated exceptional job
mastery in all major areas of responsibility. Rated
excellence.
4
VERY Performance exceeding targets by 15% to 29% of the
SATISFACTORY planned targets.
3
SATISFACTORY Performance of 100% to 114% of the planned targets. For
accomplishments requiring 100% of the planned targets
such as those pertaining to money or accuracy or those
which may no longer be exceeded.
2 UNSATISFACTORY Performance of 51% to 99% of the planned targets.
1 POOR Performance failing to meet the planned targets by 50% of

below.
FINAL OVER-ALL RATING
• In determining the final over-all rating and

the equivalent adjectival rating of the
employee, the range of over-all point
scores is converted as follows:
4.01 – 5.00 Outstanding
3.01- 4.00 Very Satisfactory
2.01 - 3.00 Satisfactory
1.01 – 2.00 Unsatisfactory
1.00 Below Poor
Uses of Performance Ratings
Performance-Based Grant of Rewards Basis for Personnel

Security of Tenure and Incentives Actions

Sanctions
Non-Submission of :
1) The Office Performance Commitment and Rating Form to the Planning

Office
1) Individual Employee’s Performance Commitment and Rating Form to
the HRM Office
within the specified dates will be ground for:
a. Employee’s disqualification for performance-based personnel actions
b. Administrative sanction for violation of reasonable office rules and

regulations and simple neglect of duty for supervisors or employees
responsible for delay or non-submission of the office and individual
performance commitment and rating report

Appeals
a. An Office/Unit or individual employee can file an appeal with the PMT

within ten (10) days from the date of receipt of their performance
evaluation rating
b. The PMT shall decide on the appeals within one (1) month from receipt.
c. Officials or employees who are separated from the service on the basis
of Unsatisfactory or Poor performance rating can appeal their separation
to the CSC or its Regional Office within fifteen (15) days from receipt of
the order or notice of separation.

Agency Implementation
Constitute a Performance Management Team
Review existing Performance Evaluation System
Amend, Enhance or Develop Agency Strategic Performance System

and Submit to the CSC for Review / Approval
Conduct Orientation and Re-Orientation on the

New and Revised Policies on SPMS for all employees
Administer the approved Agency SPMS
Provide the CSCRO/FO with copy of

Individual Performance Rating Reports
 The Agency SPMS could be any of the following:
a. A system currently used by the agency which conforms

to the basic features of the SPMS;
b. A revised/enhanced Agency Performance Evaluation

System (PES) based on the SPMS guidelines; or
c. A new Agency PMS crafted based on the SPMS

guidelines.

Submission of Agency SPMS
Starting June 2012, Agencies shall be required to submit SPMS
to the concerned CSC Regional Office for approval.
By January 2014, all agencies shall have a CSC-approved SPMS.
By 2015, official and employees of agencies without approved

SPMS shall not be eligible for promotion and entitled to
Performance-based benefits.
Head of agencies may request technical assistance from

the CSC Regional / Field Office concerned on the development,
implementation or refinement of their Agency SPMS.
What are Success Indicators?
Success Performa Performa
Indicator nce nce
Measure Target
- These are quantifiable measurements,

agreed to beforehand that reflect the critical
success factors of an organization
Success Indicators must be
S pecific
M easurable
A ttainable
R ealistic
T ime bound
Gives a sense of whether the Office is doing
the right things right based on its mandates
and expectations/requirements of the
clients/stakeholders.
Delivery /
Client Satisfaction
Quality or effective performance
involves the following elements:
Acceptability
Meeting standards or
compliance with standards
Accuracy
Completeness or
comprehensiveness of
reports
Ability to accomplish a job with a
minimum amount or quantity of
waste, expense, or unnecessary
effort.
 Absolute numbers
Percentages
 Ranking/Rating/Ratios
based on
done on requirements
time of law and/or
clients
/stakeholders
Response time
 Leadtime/length of time
 Specific date/schedule
Performance targets
• The goal intended to be attained and
which is believed to be attainable
• Ex: 100% of application for exam
processed within 5 minutes from receipt
• 20% increase in collection over the
average ―x‖years
Resource Requirements
• Budget per expense account
-detailed budget requirements per expense amount to
help the agency head in ensuring a strategy driven budget
allocation and in measuring cost efficiency
• Responsibility centers

SUCCESS INDICATOR FORM
MAJOR FINAL PERFORMANCE PERFORMANCE SUCCESS ORGANIZATIONAL

OUTPUT/PAPs MEASURES TARGETS INDICATOR OUTCOME/SECTORAL
GOAL

Major Final Outputs (MFOs)
• Goods and services that an agency is mandated

to deliver to external clients, funded by the
Budget
– Achieved through implementation of programs,
activities and projects
• Contribute directly to attainment of organizational

outcomes
• Within the control of the agency
• Tangible and more easily quantified than outcomes

• Answers the question: what outputs are we providing to
external clients to achieve our mandate?
88
MFOs – Factors to consider
• Should be described as nouns (without qualifying

adjectives such as ―high quality‖), identifying the
service or product delivered, not the activities
carried out;
– e.g. ―health services‖
Should have PAPs that are measurable,

manageable and auditable to realize the MFOs
– -e.g. Health services
– PAPs : Child immunization
Dog rabies vaccination
89
PAPs
• PAPs refer to programs, activities, and
projects undertaken by a
department/agency to achieve the
purpose for which it was established or
created. They have to be directly linked
to MFOs to drive performance
improvements.

Sample Success Indicators
PERFORMANC
E MEASURES ORGANIZATIONAL
PERFORMANCE SUCCESS INDICATOR
MFO/PAP (efficiency, OUTCOME/
TARGETS (measures+targets)
effectiveness, SECTORAL GOALS
timeliness)
CIVIL REGISTRY
SERVICES
A. Issuance of
Certificate of Live % of requests CLIENT
Birth efficiency received acted 100% of requests for SATISFACTION
issuance of Certificate
of Live Birth received
Effectiveness accuracy acted accurately within
1 hr from receipt
response time with 1 hr from receipt

Sample Success Indicators
PERFORMANC
E MEASURES ORGANIZATIONAL
PERFORMANCE SUCCESS INDICATOR
MFO/PAP (efficiency, OUTCOME/
TARGETS (measures+targets)
effectiveness, SECTORAL GOALS
timeliness)
HUMAN
RESOURCE MGT
SERVICES
A. Updating of % of
Leave Cards efficiency leave cards updated
100% Leave cards Excellent record
updated accurately management
Effectiveness Accuracy every 10th day of the
succeeding month
Timeliness Every 10th day
of the succeeding
month

STEP 2
• OPCR – Office Performance
Commitment and Review

STEP 3
• IPCR – Individual Performance
Commitment and Review


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STRATEGIC PERFORMANCE

Civil Service Commission – Strategic Performance Management System

•Recall the rationale why there is a need to

 Should continually foster the improvement of

•When people do not perform, an organization fails:

 Private sector : No profit = Bankruptcy

1963 Performance Provide guidelines in CSC MC 6, s. 1963

1999 Revised PES Provide guidelines in CSC MC 13, s. 1999

CSC MC 13, s. 2001-

Past performance evaluation

Area Paradigm Shift

“Whereas, there is a need to strengthen

• Administrative Order No. 25 dated December 21, 2011

Best Bureau 35,000 20,000 10,000

• Results Matrix of the Philippine Development Plan

• Organizational Performance Indicators Framework

Civil Service Commission – Strategic Performance Management System

meritorious performance based on a

 and/or through length of service, in

Step increment due to meritorious

• ―Guidelines in the Establishment and

Government-Owned & Controlled State Universities and Colleges

Civil Service Commission – Strategic Performance Management System

1. Elements 2. Key Players

5. Rating Scale 6. Calendar

Civil Service Commission – Strategic Performance Management System

Agency Vision, Mission

• 1. Anti-corruption, Transparent, Accountable

Civil Service Commission – Strategic Performance Management System

• As a planning and budgeting tool, OPIF

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Champion PMT Planning Office HRM Office

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Provides each Office with the final Office

Civil Service Commission – Strategic Performance Management System

• Monitors submission of Individual Performance

• Coordinate developmental interventions that

Civil Service Commission – Strategic Performance Management System

Civil Service Commission – Strategic Performance Management System

• Assumes joint responsibility with the Head of

• Rationalizes distribution of targets/tasks

• Monitors closely the status of performance of

• Assesses individual employees’ performance

• Recommends developmental intervention

Civil Service Commission – Strategic Performance Management System

• Acts as partners of management and

Civil Service Commission – Strategic Performance Management System

Performance Rewarding Performance Planning

Performance Review Performance Monitoring

Civil Service Commission – Strategic Performance Management System

 Head of Office meeting with supervisors and staff to agree on the

Civil Service Commission – Strategic Performance Management System

• Monitoring and evaluation mechanisms such as an Information System

• Supervisors and coaches play a critical role