STRATEGIC
PERFORMANCE
MANAGEMENT
SYSTEM
As the central personnel agency,
it is the responsibility
of the CSC to establish a
culture of performance
and
accountability
in the bureaucracy.
Among its other functions, the CSC has to
provide agencies with guidance and
support mechanisms to ...
evaluate and reward
employee performance.
CSC Maintains its Vision of a Civil Service
▪ Governed by merit and fitness
▪ Respected for its efficiency, effectiveness,
and integrity
▪ Compensated based on rational, realistic and
uniform parameters
CSC Maintains its Vision of a Civil Service
▪ Recognized for its own identity, autonomy
and expertise
▪ Motivated by service and committed to a
mission marked by transparency and
accountability
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)”
What is a Performance Management System
(SPMS)?
▪ ...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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
SCOPE AND COVERAGE
National Government Agencies Local Government Units
Government-Owned & Controlled Corporations State Universities and Colleges
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
SCOPE AND COVERAGE
Second Level-
Executive/
Managerial
Second Level-
Professional/Technica
l
First
Level
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS
Champion PMT Planning Office HRM Office
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
Key Players
Head of Office Division Chief Employees
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS &
RESPONSIBILITIES
Composition of
PMT Performance Management Team
(Agency Level)
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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS &
RESPONSIBILITIES
PMT
Composition of
Performance Management Team
(Regional Level)
1. Executive Official designated by the Regional
Head as Chairperson
2. Highest officer in charge of human resource
management
3. Highest officer in charge of financial
management
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS &
RESPONSIBILITIES
PMT
Composition of
Performance Management Team
(Regional Level)
4. Highest officer in charge of organizational
planning
5. Representative of the rank and file employee
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS &
RESPONSIBILITIES
• Responsible and accountable for the
Champion
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
KEY PLAYERS &
RESPONSIBILITIES
• Sets consultation meeting of all Heads of
Offices
PMT 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
KEY PLAYERS &
RESPONSIBILITIES
• Monitors submission of Office Performance
Commitment and Rating Form and schedule the
Planning Office
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
KEY PLAYERS &
RESPONSIBILITIES
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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS &
RESPONSIBILITIES
• Assumes primary responsibility for performance
management in his/her Office
Head of 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
KEY PLAYERS &
RESPONSIBILITIES
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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
KEY PLAYERS &
RESPONSIBILITIES
Employees
• Acts as partners of management and
co-employees in meeting
organizational
performance goals
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
mance
PERFORMANCE MANAGEMENT SYSTEM
Rewar CYCLE
ding
Perfo
and
rma Perfor
Performance
Planning
Develo
nce mance
and Commitment
pment
Revie Monit
Planni
w oring
ng
and and
Coachi
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
PMS CYCLE
Performance Planning and Commitment
Effectiveness The extent to which actual
/Quality performance compares with
targeted performance.
The degree to which objectives are
achieved and the extent to which
targeted problems are solved.
In management, effectiveness
relates to getting the right things
done.
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
PMS CYCLE
Performance Planning and Commitment
Efficiency The 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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
PMS CYCLE
Performance Planning and Commitment
Timeliness Measures 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.
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
PMS CYCLE
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
Performance Monitoring and Coaching
(Illustration showing a Sample Tracking Tool for Monitoring Assignments)
Performance Monitoring Form
Action Date Date
Task ID No. Subject Output Remarks
Officer Assigned Accomplished
Subject Area of
Document Date the Date the
the Task or the
No. or Task task was output was
Signatory of the
No. if Taken assigned to approved by
Document and
from WFP the drafter the approver
Subject Area
PMS Cycle
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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
PMS Cycle
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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
Performance Rewarding and Development
(Illustration showing a Professional Development Plan Template)
Professional Development Plan
Date:
Target date:
Review date:
Achieved
date:
Aim
Objective
Task Next Step
Comments
Professional Development Plan
Date:
Aim
Objective
Target date:
Review date:
Achieved date:
Comments
Task
Outcome
Next step
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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
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 • Exceeded expectations
Satisfactory • 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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
USES OF PERFORMANCE
RATINGS
Performance-Based Grant of Rewards Basis for
Security of Tenure and Incentives Personnel Actions
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
SANCTIONS
Non-Submission of :
1) The Office Performance Commitment and Rating Form to the PMT
2) 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
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
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.
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
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
Consolidated Individual Performance Review Reports
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
Submission of Agency SPMS to CSC
❑ 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.
CIVIL SERVICE COMMISSION – STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
COMPETENCY-
BASED
RECRUITMENT AND
QUALIFICATION
STANDARDS
The CSC aims to integrate competencies
in human resource systems of
government agencies, starting with
recruitment. Thus, the Competency-Based
Recruitment and Qualifications Standards
(CBRQS) was born. With this program, the
CSC recognizes that hiring and retaining
the best employees will lay the foundation
for developing high performing,
competent, and credible civil servants.
A competency is often defined as a set
of observable, measurable, and vital
skills, knowledge, and attitudes that are
translations of capabilities deemed
essential for organizational success.
The current recruitment system in the
Philippine civil service is based on
Qualification Standards (QS), a
minimum set of requirements
comprised of education, eligibility,
training, and experience.
The CBRQS adds competencies to the minimum
QS requirements to improve accuracy in
assessing a candidate’s fitness to a particular
job.
Moreover, the competency framework or model
is aligned to the agency’s strategic thrusts,
ensuring that each employee is able to
contribute to organization-wide goals.
WHY
COMPETENCY-BASED
RECRUITMENT?
Competencies serve as
objective guide in the
assessment of candidates;
hence it improves accuracy in
assessing candidate’s fitness
to a particular job.
Competency-based recruitment
minimizes hiring errors as it helps
prevent interviewers and
selectors from assessing
interviewees on the basis of
characteristics that are not
relevant to the job or from
making hasty decisions.
Competency-based
recruitment leads to a
standardized or structured
selection process since the
same metrics are used to
assess all applicants to the
same position.
Competency-based
recruitment provides clarity for
the recruiters and candidates
as well about the requirements
for the vacant position to be
filled.
EDUCATIO
N
EXPERIENCE
TRAINING
ELIGIBILITY
KINDS OF ELIGIBILITY
Bar/Board Eligibility – pursuant to Republic Act No. 1080, is
automatically granted to passers of bar examination
conducted by the Supreme Court and of licensure board
examinations administered by the Professional Regulation
Commission.
Barangay Health Worker (BHW) Eligibility – pursuant to RA No.
7883, is granted to Barangay Health Workers who meet the
qualifications.
Barangay Nutrition Scholar (BNS) Eligibility – pursuant
to Presidential Decree No. 1569, is granted to barangay-based
volunteer workers who meet the qualifications.
Barangay Official Eligibility (BOE) – pursuant to RA No. 7160, is
granted to elective barangay officials: Punong Barangay, regular
Sangguniang Barangay Members, and Sangguniang Kabataan
Chairmen who were elected in the 1982 Elections or thereafter; and to
appointive barangay officials: Barangay Treasurers and Barangay
Secretaries who were appointed by the duly elected punong
barangay, who meet the qualifications.
Electronic Data Processing Specialist (EDPS) Eligibility – pursuant to
CSC Resolution No. 90-083, is conferred on passers of the proficiency
test or training course conducted by the National Computer Institute
National Computer Center (NCI-NCC) on the following computer
courses: Systems Analysis and Design; Computer Programming;
Java; MS Access; and Visual Basic.
Foreign School Honor Graduate Eligibility (FSHGE) – pursuant to CSC
Resolution No. 1302714, is granted to Filipino citizens who graduated
summa cum laude, magna cum laude, cum laude, or its equivalent, in
their baccalaureate degree from school year 1972-1973 and
thereafter, in legitimate prominent/reputable
school/college/university in other countries as verified by the
Department of Foreign Affairs (DFA), through the Philippine Foreign
Service Posts.
Honor Graduate Eligibility (HGE) – pursuant to PD No. 907 (local
schools), is granted to individuals who meet the qualifications.
Sanggunian Member Eligibility (SME) – pursuant to RA No. 10156,
is granted to Sanggunian Members (SM) who have been elected
after the effectivity of the Local Government Code of 1991 (RA
7160) on May 11, 1992 onwards.
Scientific and Technological Specialist (STS) Eligibility – pursuant
to PD No. 997, conferred on S&T Specialist who has at least a
bachelor’s degree in areas enumerated in Section 1 of the Rules
and Regulations Implementing the Provisions of PD 997 (Revised
2009) and who meets any of the additional requirements.
Skill Eligibility – pursuant to CSC MC No. 11, s. 1996, as amended
(Category II), is granted to incumbents of positions under Category
II of CSC MC No. 11, s. 1996, as amended, who meet the
qualifications.
Veteran Preference Rating (VPR) Eligibility – pursuant to Executive
Order Nos. 132, s. 1948 / 790, s. 1982, is granted to Philippine
Veterans Affairs Office-certified World War II veteran, or his/her
spouse, or any one of his/her children who failed and lacks no
more than 10 points in either the Career Service Professional
Examination, the Career Service Sub Professional Examination,
the Fire Officer Examination, or the Penology Officer Examination.
SUBPROFFESIONAL
ELIGIBILITY/ FIRST LEVEL
PROFESSIONAL ELIGIBILITY/
SECOND LEVEL
COMPETENCIES
LEADERSHIP &
COACHING
"lead" or guide other
LEADERSHIP individuals, teams, or
entire organizations.
COACHING
Coaching is a useful way of developing
people's skills and abilities, and of boosting
performance. It can also help deal with
issues and challenges before they become
major problems.
A coaching session will typically take place
as a conversation between the coach and
the coachee (person being coached), and it
focuses on helping the coachee discover
answers for themselves. After all, people are
much more likely to engage with solutions
that they have come up with themselves,
rather than those that are forced upon them!
In some organizations, coaching is still
seen as a corrective tool, used only
when things have gone wrong. But in
many companies, coaching is
considered to be a positive and proven
approach for helping others explore
their goals and ambitions, and then
achieve them.
LEADERSHIP
AND COACHING
PROGRAM
THANK YOU!
