THE PMS CYCLE

THE FOUR-STAGE PMS CYCLE

I. PERFORMANCE PLANNING
At the core of performance planning is the
determination of success indicators which are
performance level yardsticks consisting of
performance measures and performance
targets.

Cascading Philosophy: Cascading

Approach
Initiation:
1

Strategy
Map
and
Enterprise
Scorecard
Cascading:
Office
Performance
and
Commitment
Review
(OPCR)
Cascading:
Individual
Performance
and
Commitment
Review
(IPCR)

Cascading Philosophy: Cascading Approach

(Enterprise Scorecard -> OPCR)

Assisted 25 agencies
which failed in ARTA
RCS

Cascading Philosophy: Cascading Approach

( OPCR -> IPCR)

25% of agencies with

functional SPMS by EO
2012

Orientation conducted
to 25% of agencies by
EO June 2012

Success Indicators should be S-M-A-R-T which stands for:

Specific Do the indicators clearly indicate what will be
achieved? Are they easily understood?
Measurable Are the indicators quantifiable or verifiable to
determine whether the Office/individual is meeting
the objectives or not?
Achievable - Are the indicators attainable and realistic given
the Offices resources?
Results-Oriented Do the indicators focus on outputs geared
towards realization of organizational outcomes?
Time-bound What is the time frame to achieve or complete
the deliverables?

Specific
Specific
Time-bound
Time-bound

MEASURES
MEASURES
Results-Oriented
Results-Oriented

Measurable
Measurable

Achievable
Achievable

Success Indicators should be S-M-A-R-T

A. Determination of Performance Measures

1.
The agency shall set the performance
goals/objectives and performance measures for the
office. This shall serve as basis in the Offices
preparation of their Office Performance Contract and
Review (OPCR).

2. The Performance Management Team (PMT) shall

review Offices OPCR for agencys approval. It
shall ensure that the performance targets and
measures and the budget are aligned with those of
the agencys and that work distribution of Offices is
rationalized.
3. Performance measures need not be many. Only
those that contribute to or support the outcomes
that the agency aims to achieve shall be included in
the OPCR, i.e., measures those that are relevant
to
agencys
strategic
priorities.
The
performance measures must be continuously
refined and reviewed

4. Performance measures shall include all, but not

limited to the following general categories:
Category
Effectiveness/Quality

Definition
- Gives a sense of whether the
Office is doing the right things
right based on its mandates
and expectations/requirements
of the clients/stakeholders.

Efficiency

- Provides a sense of whether the

Office is doing the things right

Timeliness

- Measures whether the deliverable

was done on time based on the
requirements of the law and/or
clients/stakeholders.

5. The OPCR shall be the basis of the Individual

Performance Commitment and Review (IPCR) to
be prepared by the supervisors.

B. Target Setting
1. The Road Map and the strategic measures shall
be the basis of the targets of Offices. Aside from
the Office commitments explicitly identified under
each Strategic Priority in the Road Map, major final
outputs that contribute to the attainment of
organizational outcomes which form part of the
core functions of the Office shall be
indicated as performance targets.

2. The targets shall take into account any or all of

the following:

2.1 Historical data

The data shall consider past performance.

2.2 Benchmarking
This involves identifying and comparing the
best agencies or institutions or units within
the CSC with similar functions or processes.
Benchmarking may also involve recognizing
existing standards based on provisions or
requirements of the law.
2.3 Client Demand
This involves a bottom-up approach where the
Office sets targets based on the needs of its
clients. The Office may consult with stakeholders
and review the feedback on its services.

2.4 Agency Instruction

The agency may set targets and give
special assignments.

2.5 Future Trend

Targets may be based from the results of the
comparative analysis of the actual performance
of the Office with its potential performance.

THE FOUR-STAGE PMS CYCLE

II. PERFORMANCE MONITORING AND
COACHING
With redefined roles of managers and supervisors
as coaches and mentors, they shall:
Provide an enabling environment/intervention
to improve team performance; and
Manage
potentials.

and

develop

individual

During the performance monitoring and

coaching phase, the supervisor shall periodically
check on the progress and quality of work output
of the Office/Division/individual employee.

1. Monitoring.
The performance of the Offices and every
individual will be regularly monitored at various
levels: i.e., agency head, Division Chief/Director II
and individual, on a regular basis, but shall not be
limited to the following schedule:
1.1 The agency shall review the
performance of the Offices/department at
least once a year.

1.2 The planning office shall summarize and

analyze the performance of the Offices every
six months or at the end of each performance
period.
1.3 The agency head/Division
Chief/department heads /shall monitor on a
regular basis the performance of the units and
employees under them. They shall meet with
them to discuss performance and the progress
of work. Each individual shall likewise monitor
and assess his/her performance regularly.

Monitoring may be conducted through meetings,

one-on-one discussions, memorandum and review
of pertinent documents such as reports and
communications and tracking forms to ensure
timely completion and quality execution of
deliverables. Monitoring is also done to avert any
untoward incident or address constraints and
challenges, if any.

The supervisors shall maintain a journal to record

the conduct of monitoring. The journal shall
contain the date and form of monitoring, brief
statement of the purpose of the monitoring, name
of persons monitored as well as critical incidents
noted, if any.

2. Coaching.
This is a critical function of a supervisor aimed at
empowering and helping individual employees in their
work assignments. The journal of the supervisor shall
contain information on the conduct of coaching.
Supervisors shall adopt team coaching in the
management of work within the Office/Field
Office/Division to help the unit become focused
on a shared goal to accomplish a task or
complete a deliverable.

THE FOUR-STAGE PMS CYCLE

III. PERFORMANCE REVIEW AND

EVALUATION
This phase aims to assess both Office and
individual employees performance level based on
set performance targets and measures.

1. Office Performance Assessment

1.1 The agency shall assess and evaluate the

performance of Offices.
1.2 The Head of the Office shall initially assess
the Offices performance using the OPCR.
1.3 Various rating scales may be used for
specific sets of measures.

Rating Scale
Rating

Description

Numerical

Adjectival

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

Very Satisfactory Exceeded expectations

All goals, objectives and targets were achieved above standards

Satisfactory

Unsatisfactory

Poor

Met expectations
Most critical annual goals are met
Failed to meet expectations
One or more of the most critical goals were not met

Consistently below expectations

Reasonable progress toward critical goals was not made

Civil Service Commission Strategic Performance Management System

Rating Scale ( general &

efficiency)
Rating

Description

Numerical

Adjectival

Outstanding

130% and above meeting the success indicators

Very Satisfactory 100.01% to 129.99% of the success indicators

Satisfactory

Unsatisfactory

Poor

90% to 100% of the success indicators

70% to 89.99% of the success indicators

below 70% of the success indicators

Civil Service Commission Strategic Performance Management System

Rating Scale ( timeliness)

Rating

Description

Numerical

Adjectival

Outstanding

task completed on or before the target date

Very Satisfactory task completed .01% -10% after the target date

Satisfactory

task completed 10.01% -20% after the target date

Unsatisfactory

task completed 20.01%-30% after the target date

Poor

task completed by more than 30% after the target date

Civil Service Commission Strategic Performance Management System

Rating Scale ( quality)

Rating

Description

Numerical

Adjectival

Outstanding

all aspects of work assignment thoroughly covered w/out any

flaw

Very Satisfactory one or two minor errors in the execution

Satisfactory

two or four minor errors or deficiencies in the execution; results

are acceptable

Unsatisfactory

more than four minor errors and one major error or deficiency

Poor

hazard or careless execution of work assignment ; results are

unacceptable

Civil Service Commission Strategic Performance Management System

2. Performance Assessment and Evaluation for

Individual Employees
2.1
The immediate supervisor shall assess
individual employee performance based on the
commitments made at the beginning of the rating
period. The supervisor shall indicate qualitative
comments, observations and recommendations
in the IPCR to include behaviour and critical
incidents that may be considered for other
human resource development purposes such as
promotion and other interventions. Said
assessment shall be discussed with the
concerned individual prior to the submission of
the IPCR to the Head of Office

2.2 The Head of Office shall make the final

assessment of performance level of the individual
employees in his/her Office. The final assessment
shall correspond to the adjectival description of
Outstanding, Very Satisfactory, Satisfactory or
Unsatisfactory.
The Head of Office may adopt appropriate
mechanism to assist him/her distinguish
performance level of individuals, such as but not
limited to peer ranking and client feedback.

2.3
The average of all individual performance
assessments shall not go higher than the collective
performance assessment of the Office.

2.4
The Head of Office shall ensure that the
performance assessment of the employees is
submitted to the OPMD within the prescribe time.

2. 5 The PMT and one representative of the

accredited employee organization shall serve as the
appeals body and final arbiter on performance
concerns. An employee who does not agree with the
performance assessment received may file an appeal
with the PMT through the OPMD within 10 days from
receipt of the final approved IPCR from the Head of
Office. PMT shall decide on the appeals within one
month from receipt of such appeal.
2.6
Non-submission or unjustifiable delay in
the submission of the OPCR/IPCR shall disqualify
the Office and the staff for awards and incentives.

THE FOUR-STAGE PMS CYCLE

IV. PERFORMANCE REWARDING AND
DEVELOPMENT PLANNING
1. The Heads of Office The Heads of Office and
supervisors shall discuss with the individual
employee to assess the strengths, competencyrelated performance gaps and the opportunities to
address these gaps, career paths and alternatives.
Pursuant to CSCs Career Development Plan, the
employees shall fill out a career plan form to outline
and chart their career path. Appropriate
developmental interventions shall be made available
by the Head of Office and supervisors in
coordination with the OPMD.

2.

The results of the performance

evaluation/assessment shall serve as
inputs to the:

Heads of Offices in identifying and providing

the kinds of interventions needed, based on
the developmental needs identified;

OPMD in consolidating and coordinating

developmental interventions that will form
part of the HR Plan and the basis for rewards
and incentives;

PRAISE Committee in identifying potential

PRAISE Awards nominees for various
awards categories; and,

PMT in identifying the top performers of CSC

who qualify for rewards and incentives.

Rating Period
Performance evaluation shall be done Semi-Annually

The minimum appraisal period is at least ninety (90) calen

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

Civil Service Commission Strategic Performance Management System

Uses of Performance
Ratings

Performance-Based
Security of Tenure

Grant of Rewards
and Incentives

Civil Service Commission Strategic Performance Management System

Basis for Personnel

Actions

Sanctions
Non-Submission of :

1) The Office Performance Commitment and Rating Form to the PM

2) Individual Employees Performance Commitment and Rating Form
the HRM Office
within the specified dates will be ground for:

a. Employees disqualification for performance-based personnel ac

b. Administrative sanction for violation of reasonable office rules an

regulations and simple neglect of duty for supervisors or emplo
responsible for delay or non-submission of the office and individ
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 t

within ten (10) days from the date of receipt of their perform
evaluation rating

b. The PMT shall decide on the appeals within one (1) month fro

c. Officials or employees who are separated from the service on

of Unsatisfactory or Poor performance rating can appeal the
to the CSC or its Regional Office within fifteen (15) days from
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
Individual Performance Rating Reports
Civil Service Commission Strategic Performance Management System

 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

Submission of Agency SPMS

Starting June 2012, Agencies shall be required to submit SPM

to the concerned CSC Regional Office for approval.
By January 2014, all agencies shall have a CSCapproved SPMS.

By 2015, official and employees of agencies without approv

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 developmen
implementation or refinement of their Agency SPMS.
Civil Service Commission Strategic Performance Management System

"You are not here merely to make a living.

You are here in order to enable the world to live
more amply, with greater vision, with a finer
spirit of hope and achievement.
You are here to enrich the world, and you
impoverish yourself if you forget the errand."
Woodrow Wilson

Civil Service Commission Strategic Performance Management System

THANK YOU!

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM