1. STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
Atty. Daisy P. Bragais
Director III
Civil Service Commission RO 5

2. 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?

3. 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

4. Recruitment Retention
Recognition
& Rewards
Retirement
4 Rs of HR

5. Retention
Recognition
& Rewards

6. Central human resource
institution of the
government
Strengthen merit and
rewards system
Establish performance
evaluation system
Foster the improvement of
1) individual employee efficiency
2) Organizational effectiveness

7. PERFORMANCE
EVALUATION/APPRAISAL
SYSTEM
FOCUS ON
INDIVIDUAL
APPRAISALS
LOW SYSTEM
INTEGRITY
UNRELIABLE &
SUBJECTIVE
LACK OF PARALLEL
SYSTEM TO ENABLE
VALIDATION/COMPARIS
ON BETWEEN
ORGANIZATIONAL
EFFECTIVENESS &
EMPLOYEE
PERFOMANCE

8. Addressing the Gaps
Thrust
or
Mandate
Daily
Operations

9. Organizational performance
Collective performance of
individuals within the
organization
STRONG CULTURE OF
PERFORMANCE AND
ACCOUNTABILITY

10. Performance
Evaluation
Performance
Management

11. Performance
Management
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

12. Individual
Performance
Agency’s
VISION
MISSION
STRATEGIC GOALS
SPMS

13. 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.

14. Ensure
Organizational
Improvement of
effectiveness /
Individual
employee
efficiency
Link performance
Management with
Other HR systems
and ensure
adherence to the
principle of
performance-based
tenure and
incentive system
Concretize
the linkage of
organizational
Performance
with Philippine
Development
Plan

15. 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

16. CSC
Societal Goal
Human Resource Development Towards Poverty Alleviation
Sectoral Goals
Improved Public
Service Delivery
Good
Governance
Major Final Outputs
Legal Services
Examination, Recruitment and Placement Services
Personnel Policies and Standards Services
Appointment and Other Personnel Action Services
Human Resource Development Services
Personnel Discipline and Accountability Enhancement Services
Personnel Data and Information Management Services
P / A / Ps

17. CSC
Societal Goal
Human Resource Development Towards Poverty Alleviation
Sectoral Goals
Improved Public
Service Delivery
Good
Governance
CSC Mandate
Mission
Vision
CSC Strategic Priorities
CSC Offices
Employees

18. Key Players
SPMS 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

19. 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

20. 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.

21. 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.

22. 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

23. 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

24. 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

25. Individual employee
Management partner in meeting
organizational performance goals

26. THE SPMS CYCLE

27. • Performance
Review &
Evaluation
• Performance
Rewarding &
Development
Planning
• Performance
Monitoring &
Coaching
• Performance
Planning &
Commitment
1 2
34

28. Performance Planning and Commitment:
1
34
Done at the start of rating
period
Heads of
offices, supervisors
and staff agree on
outputs based on
organization goals and
objectives.

29. Determination of Success
Indicators

30. PERFORMANCE
MEASURES -
performance level
yardsticks computed
through the units of
work measurements
and according to
their function

31. 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 performance
Degree 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)

32. 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

33. •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

34. Performance Monitoring and Coaching:
1
34
•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

35. 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
OFFICE
ASSESSMENT

36. 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
INDIVIDUAL
ASSESSMENT •Make qualitative comments, observations and
recommendations
•Competency assessment
•Critical incidents
•Employee development/intervention
•Discussed with employee prior to submission

37. •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

38. 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

39. 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

40. THANK YOU!!!