Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Strategy
Map
and
Enterprise
Scorecard
Cascading:
Office
Performance
and
Commitment
Review
(OPCR)
Cascading:
Individual
Performance
and
Commitment
Review
(IPCR)
Assisted 25 agencies
which failed in ARTA
RCS
Orientation conducted
to 25% of agencies by
EO June 2012
Specific
Specific
Time-bound
Time-bound
MEASURES
MEASURES
Results-Oriented
Results-Oriented
Measurable
Measurable
Achievable
Achievable
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
Timeliness
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.
2.2 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.
and
develop
individual
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.
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.
Rating Scale
Rating
Description
Numerical
Adjectival
Outstanding
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
Description
Numerical
Adjectival
Outstanding
Satisfactory
Unsatisfactory
Poor
Description
Numerical
Adjectival
Outstanding
Very Satisfactory task completed .01% -10% after the target date
Satisfactory
Unsatisfactory
Poor
Description
Numerical
Adjectival
Outstanding
Satisfactory
Unsatisfactory
more than four minor errors and one major error or deficiency
Poor
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.
Rating Period
Performance evaluation shall be done Semi-Annually
Uses of Performance
Ratings
Performance-Based
Security of Tenure
Grant of Rewards
and Incentives
Sanctions
Non-Submission of :
Appeals
b. The PMT shall decide on the appeals within one (1) month fro
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
THANK YOU!