PARAMETER H

PERFORMANCE OF
ADMINISTRATIVE PERSONNEL
IMPLEMENTATION

The results of performance evaluation

1.2 of the administrative personnel are
utilized:

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1. Performance Monitoring and Coaching

During this phase, the performance of the Office and every

individual is monitored at different levels: i.e., the College President,
College Planning Office, College HRMO, Office Heads and Individual, on
a regular and consistent basis. Monitoring and evaluation mechanisms
should be in place to ensure that timely, appropriate steps are taken to
keep the implementation of a particular program on track and to ensure
that its objectives are met and or output targets are generated in the most
effective, and process- and cost-efficient manner. The thorough and
accurate documentation of all events attending the output generation
process in prescribed or specially designed templates is an integral
element of the monitoring phase. (Annex B - SPMS Forms 9 and 10)

A very vital infrastructure at this stage is the management

information system that churns out timely, accurate and reliable
information for management control decisions; whether to proceed or
terminate an undertaking that has been found to be progressing not in
accordance with pre-set standards and targets.

The critical role of feedback management performed by the College

Performance Management Team (C-PMT) at this juncture should be
highlighted. Feedbacks must be competently handled; adeptly
processed, communicated and followed-through and should necessarily
lead to the implementation of constructive and transformative
interventions.

The Heads of Office should be adequately informed, and when

necessary, educated and trained to be become effective mentors and
coaches. They likewise must be cognizant of the responsibility to create
and sustain a high productivity-conducive and enhancing work milieu.
Most importantly, they should behave and act as inspiring stewards of the
flock; setting direction, framing and reframing plan frameworks, ably
steering, reaching out, breaking new frontiers, making a difference and
leading the way.

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AREA X: ADMINISTRATION- COLLEGE OF MANAGEMENT TECHNOLOGY
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 ZSCMST SPMS Process Continuum

2. Performance Planning and Commitment

This is done at the start of the performance period where

Heads of Offices discuss with the individual employees and
agree on the outputs that should be accomplished based on the
strategic goals and operational objectives set for the given
academic year/fiscal. During this stage, success indicators are
determined. Success indicators are performance level
yardsticks consisting of performance measures/metrics and
performance/output targets which serve as bases in the Office
and individual employee’s preparation of their performance
contract form. Output targets at this level must be aligned
and/or on tangent with the organization’s strategic directions as
depicted in the ZSCMST Balanced Scorecards (BSC) and
Strategy Map set forth by the top management.

The Offices prepare and submit their respective BSCs to

the C-PMT through the CHRMO for the review and approval of
the College President. Once approved, this will be the basis for
the targets of the different Offices for the rating period. The
Office BSC may be updated semi-annually to ensure alignment
with any changes in the Institution’s strategic directions as well
as to continuously refine and harmonize performance
measures/indicators. The Office BSCs should also take account
of the following significant inputs:

i. Historical data specifically critical incidents that engender

success and/or cause major nonconformance or slippages
and game changing procedures and best practices.

ii. Benchmarks inform and set the tone and thrusts of new
initiatives. They generate bases for performance norms or
standards and guide the setting of new norms of performance.

iii. Client-customer/Stakeholder’ needs and aspirations as

reflected in the SWOT to SOAR matrixes and client
satisfaction survey analyses.

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 ZSCMST SPMS Process Continuum

iv. OPES Reference Table for verification and ascertaining major

final outputs specifications and requirements.

v. Strategic Management Instruction emanating particularly from

College President that calls for reordering/reprioritization of
strategic results and dishing out of special assignments.

vi. Trends and discontinuities offer glimpses of opportunities and

threats that may significantly impact on the implementation of
the strategic initiatives. Targets may be based from the results
of the comparative analysis of the actual performance of the
Office with what it can possibly achieve within the limits of its
capabilities.

In setting work targets, the Offices likewise indicate the

detailed budgetary requirements per expense account to
ensure an output/outcome-based strategy- driven budget
allocation and cost efficient expenditures.

The Offices also decide on the team and individual owner

of an output/outcome which shall be primarily accountable for
producing a particular target output in a
program/project/activity. These output targets, performance
measures, budget and output ownership are contained in the
Office Performance Commitment and Rating Form (Annex B-
SPMS Form 5).

The approved Office Performance Commitment and

Rating Form shall serve as basis for the setting of individual
performance (output) targets and measures/metrics that are
inputted in the Individual Employee’s Performance Commitment
and Rating Form (Annex B - SPMS Form 6).

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 Unless the work output of a particular duty has been
assigned pre–set standards by management, its standards
shall be agreed upon by the Heads of Offices and the ratees.
Individual employee’s performance standards shall not be lower
than the College’s standard in its approved Office Performance
Commitment and Rating Form.

ZSCMST SPMS Process Continuum

3. Performance Monitoring and Coaching

During this phase, the performance of the Office and

every individual is monitored at different levels: i.e., the College
President, College Planning Office, College HRMO, Office
Heads and Individual, on a regular and consistent basis.
Monitoring and evaluation mechanisms should be in place to
ensure that timely, appropriate steps are taken to keep the
implementation of a particular program on track and to ensure
that its objectives are met and or output targets are generated
in the most effective, and process- and cost-efficient manner.
The thorough and accurate documentation of all events
attending the output generation process in prescribed or
specially designed templates is an integral element of the
monitoring phase. (Annex B - SPMS Forms 9 and 10)

A very vital infrastructure at this stage is the management

information system that churns out timely, accurate and reliable
information for management control decisions; whether to
proceed or terminate an undertaking that has been found to be
progressing not in accordance with pre-set standards and
targets.

The critical role of feedback management performed by

the College Performance Management Team (C-PMT) at this
juncture should be highlighted. Feedbacks must be
competently handled; adeptly processed, communicated and
followed-through and should necessarily lead to the
implementation of constructive and transformative
interventions.

The Heads of Office should be adequately informed, and

when necessary, educated and trained to be become effective
AREA X: ADMINISTRATION- COLLEGE OF MANAGEMENT TECHNOLOGY
BACHELOR OF SCIENCE IN HOSPITALITY
 mentors and coaches. They likewise must be cognizant of the
responsibility to create and sustain a high productivity-
conducive and enhancing work milieu. Most importantly, they
should behave and act as inspiring stewards of the flock;
setting direction, framing and reframing plan frameworks, ably
steering, reaching out, breaking new frontiers, making a
difference and leading the way.

ZSCMST SPMS Process Continuum

4. Performance Review and Evaluation (Office Performance and

Individual Employee’s Performance)

This phase assesses both Office and individual

employee’s performance level based on approved performance
(output) targets and metrics reflected in the Office and
individual performance commitment contracts. The assessment
should be carried out in accordance with established and/or
agreed upon protocols; submission of verifiable proof of
performance, statistically valid and reliable metrics and
assumptions, competent assessors, among other requisites.
Appraisal is output/outcome-based and necessarily must be
impartial, kind and considerate. (Annex B - SPMS Forms 7 and
8).

4.1 Office Performance Assessment

The College Planning Office (CPO) consolidates reviews,

validates and evaluates the initial performance assessment of
the Heads of Offices based on accomplishments claimed.

The result of the assessment is forwarded to the C-PMT

for calibration, verification and endorsement to the College
President.

The College President determines the final rating of the

different Offices.

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 A College Performance Review conference shall be held
annually organized by the College Planning Office to brainstorm
and conceptualize strategic initiatives or plans of action that
address head-on strategic issues and concerns, (i.e. chronic
dysfunctions, major nonconformances, snowballing threats,
game changing opportunities and practices, corrective action
and remediation strategies, critical incidents, among others),
that surfaced during the year which may have grave impacts or
ramifications on the College operations and on the strategic
plan.

ZSCMST SPMS Process Continuum

Among the conferees in addition to the SPMS Key

Players, are Heads of Office, representatives from the Supreme
Student Council, Employees Union, Faculty Organizations,
Nonteaching Personnel, the Board of Trustees, and significant
stakeholders, i.e. training providers, and industry partners and
collaborators and client-customers.

Other relevant issues, appeals, and protest on the office

assessment shall be ventilated and resolved by the College
President during the conference; hence the final rating shall no
longer be appealable or contestable after the conference.

All offices will be furnished copies of the final Office and

individual (teaching and nonteaching personnel) performance
assessment reports by the College Planning Office.

3.2 Performance Assessment for Individual

Employees

The immediate head/supervisor shall assess individual

employee performance based on the commitments made at the
beginning of the rating period. The performance rating shall be

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 based solely on documentary proofs of accomplishment; hence,
there is no need for self-rating.

The SPMS puts premium on accomplishments relative to

the major final outputs/strategic results which have direct
bearing on the realization of College’s mission and vision.
Hence, rating for planned and/or intervening tasks should
always be supplemented by narrative reports and verifiable
documentary evidences. Performance claims not evinced by
documentary proofs will be refused and disregarded.

The Heads of Offices shall indicate qualitative comments,

observations, and recommendations in the individual
employee’s Performance Commitment and Rating form to
include among others, competency assessment, critical
incidents, training needs and other competency honing
suggestions which shall be inputted into the College human
capital development plan and personnel movement.

ZSCMST SPMS Process Continuum

The initial assessment of an employee’s performance

shall be discussed with the concerned individual before the
submission of the individual employee’s performance
commitment and rating form to the Head of Office. The Head of
Office shall determine the final assessment of the performance
level of the individual employees based on proofs of
performance. The final assessment shall correspond to the
adjectival description of Outstanding, Very Satisfactory,
Satisfactory, Unsatisfactory or Poor.

The Head of Office may adopt appropriate mechanisms

that would enable him/her to gauge with reliable degree of
certainty and validity the performance level of individual
employees, which may include but not limited to peer and client
feedbacks and client satisfaction surveys.

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 The average of all individual performance assessments
should not go higher than the collective performance
assessment of the Office.

The Head of Office shall ensure that the employee is

notified and fully appraised of his/her final performance
assessment prior to the submission of the Summary List of
Individual Ratings (Annex D) and the IPCRs to the College
Human Resource Management Office (CHRMO) within the
prescribed period.

5. Performance Rewarding and Development Planning

A vital element of the individual employee’s performance

evaluation is the assessment of manifest competencies vis–a–
vis the competency requirements of the job. Since it is dynamic
and ongoing, the result of the assessment should be discussed
by the Heads of Offices with the individual employee at any
opportune time, not only at the end of each rating period. The
discussion shall focus on the strengths, competency–related
performance gaps and the opportunities to address these gaps,
career paths and alternative options. The result of the
competency assessment shall be treated independently of the
performance rating of the employee.

ZSCMST SPMS Process Continuum

Appropriate development interventions shall be made

available by the Head of Office through the College Human
Resource Management Office (CHRMO). The integrated
human capital development initiative should include short-
duration job competency refresher, upgrade and enrichment
training courses and graduate degree and research fellowships.
The development interventions which should be holistic and
transformative should result in meaningful improvement in
performance particularly of employees with Unsatisfactory and
Poor performance ratings. Individual transformation should be
monitored and adequately documented to effectively measure
progress (Annex E).

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 The results of the performance evaluation/assessment
shall serve as inputs to the:
a) Heads of Offices in identifying and providing the appropriate
interventions needed based on the developmental needs;

b) College Human Resource Management Officer in consolidating

and enrichment of employee development interventions that will
form part of the Human Capital Development Plan and in
designing reward and incentive systems;

c) C-PMT in identifying potential PRAISE Awards nominees for

various awards categories; and

d) PRAISE Committee in determining top performers of the College

who qualify for awards and incentives.

6. Rating Periods

The ZSCMST will try out rating timeframes that best serve
the purpose. Initially, the current bi-annual (January to June
and July to December) evaluation will be adopted. The annual
cycle conforming to the fiscal/calendar year budgeting frame
and academic year rating period will also be pilot-tested.

ZSCMST SPMS Process Continuum

7. Mechanics of Rating

Various rating scales may be used for specific sets of

measures. However, in general, there shall be five-point rating
scale (1 to 5), 5 being the highest and 1, the lowest.

SPMS Rating Scale

Range Numerical Adjectival Description

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 Performance represents an
extraordinary level of achievement
in terms of quality and time,
technical skills and knowledge,
ingenuity, creativity and initiative.

Employees at this performance level

5.00 5 Outstanding
should have demonstrated
exceptional job mastery in all areas
of responsibility. Employee
achievement and contributions to
the organization are of marked
excellence.

Performance exceeded
expectations. All operational
4.00 – Very objectives and targets were
4
4.99 Satisfactory achieved above the established
standards.

Performance met expectations in

terms of quality of work, efficiency
3.00 – and timeliness.
3 Satisfactory
3.99 The most critical annual objectives
were met.

Performance failed to meet

expectations, and/or one or more of
2.00 –
2 Unsatisfactory the most critical objectives were not
2.99
met.

Performance was consistently

below expectations and/or
reasonable progress toward critical
1.00 –
1 Poor goals was not made.
1.99
Significant improvement is needed
in one or more important areas.

ZSCMST SPMS Process Continuum

General standards are set for performance measures expressed in quality

and timeliness (Annex A).

6.1 How to Compute the Rating

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 At the end of the rating period, the immediate head of
office and the individual employee will accomplish the Individual
Performance Evaluation Report (Annex B-SPMS Form 7) by
filling up all the necessary columns.

a) The Individual Employee (Ratee) determines accomplishments based

on the Target for each Key Performance Measure or OUTPUT.

b) The Immediate Head of Office and Employee rate each

accomplishment by comparing the actual accomplishments (outputs)
against target-outputs.

c) Compute for the Percentage of Accomplishment for each Quantitative

Target using the formula:
Accomplishment
Percentage of Accomplishment = ---------------------------- x 100%
Target
5
= -------- x 100% = 125%
4

d) Determine the Point Score (PS) using the Levels of Performance (Annex
A).

e) Compute for the Weighted Point Score (WPS) using the formula:

WPS = PS x % Weight Allocation

f) Sum up all entries from the Weighted Point Score column; the result
will be the Total Weighted Point Score (TWPS).

g) Determine the Final Numerical Final Performance Rating and

Adjectival Rating using the Performance Rating Scale.

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