PARAMETER H

PERFORMANCE OF
ADMINISTRATIVE PERSONNEL

IMPLEMENTATION
The results of performance evaluation
1.2 I of the administrative personnel are
. utilized:

2
I
1.2.2 .
2 for promotion.
.
2

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 1. 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.

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 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).

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.

SPMS-Pg. 26

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AREA X: ADMINISTRATION- COLLEGE OF MANAGEMENT TECHNOLOGY
BACHELOR OF SCIENCE IN HOSPITALITY
 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.

ZSCMST SPMS Process Continuum

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 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).

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.

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 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 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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 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.

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.

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 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 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.

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BACHELOR OF SCIENCE IN HOSPITALITY
 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.

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.

AREA X: ADMINISTRATION- COLLEGE OF MANAGEMENT TECHNOLOGY

BACHELOR OF SCIENCE IN HOSPITALITY
 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).

The results of the performance evaluation/assessment shall serve as

inputs to the:
e) Heads of Offices in identifying and providing the appropriate
interventions needed based on the developmental needs;

f) 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;

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

various awards categories; and

h) 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.

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 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

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

5.00 5 Outstanding Employees at this performance level

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.

4.00 – Very All operational objectives and targets
4 were achieved above the established
4.99 Satisfactory
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

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

1.00 – Performance was consistently below

1 Poor expectations and/or reasonable
1.99
progress toward critical goals was not
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 made.

Significant improvement is needed in

one or more important areas.

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 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

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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