Transcript Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DEVELOPING THE RATING SCALE
Mr. Rogelio Estrada
Division Chief, HRPRD of HRDO
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
Measuring Performance through the Years
2005 Performance Management System-Office Performance Evaluation System 1999 Revised PES and 360-Degree Evaluation 1963 Performance Rating Performance Evaluation System 1978 New Performance Appraisal System 1993 1989 Autonomy of Agencies in Developing their PES
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
SPMS Paradigm Shift
Perspective Focus Indicators
AREA
Performance alignment Role of Supervisor
PARADIGM SHIFT From
Performance evaluation
To
Performance management Outputs and outcomes Activities and inputs Performance indicators (e.g. number of appointments processed) Focus on individual (competition) Evaluator Success Indicators (e.g. response time) Align individual to office/ organization (teamwork and collaboration Coach and Mentor
Source: Guide Book on the STRATEGIC PERFORMANCE MANAGEMENT SYSTEM, page 3
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DEVELOPING THE RATING SCALE
• •
Two sub-steps: Determining the dimensions on which performance or accomplishments are to be rated. Operationalizing the numerical and adjectival ratings.
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DIMENSIONS TO RATE PERFORMANCE
• •
How to determine?
Depending on how success indicators are stated – – Performance can be rate along the dimensions of efficiency , and/or timeliness quality using the listed elements above as , guidelines.
rating needs to be discussed within the unit and between the supervisors and staff (i.e., raters and ratees) to clarify the expected outputs at the beginning of the performance monitoring period.
Because performance is measured within a scheduled monitoring period, all accomplishments always involve the dimension of time. As such, performance is always rated on either efficiency and/or timeliness.
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW (IPCR)
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
I,_______________________________________ of the ____________________________________________________ Division of ________________________________________________ commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period ____________________________ to ___________________, 20 ______.
Reviewed by: Output
Support Functions:
Immediate Supervisor Success Indicator (Targets+Measures) Outstanding Very Satisfactory Satisfactory Unsatisfactory Poor 130% and above 115%-129% 90%-114% 51%-89% 50% and below 5 4 3 2 1 Date Approved by: Ratee Date: ________________ Date Actual Accomplishments Head of Office Q 1 Rating E 2 T 3 A 4 Remarks Final Average Rating Comments and Recommendations for Development Purposes Discussed with Date Assessed by: I certify that I discussed my assessment of the performance w ith the employee Date Employee Legend:
1 – Quantity 2 – Efficiency 3 – Timeliness 4- Average
Supervisor Final Rating by: Head of Office Date
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
THREE DIMENSIONS OF PERFORMANCE
•
Q
uality or
E
ffectiveness
•
E
fficiency
•
T
imeliness
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
THREE DIMENSIONS OF PERFORMANCE
1. Quality or Effectiveness - getting the right things done.
It refers to the degree to which objectives are achieved as intended and the extent to which issues are addressed with a certain degree of excellence.
Quality or Effectiveness involves the following elements: – Acceptability – Meeting standards – Client satisfaction with services rendered – Accuracy – Completeness or comprehensiveness of reports – Creativity or innovations – Personal initiatives
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DIMENSIONS OF PERFORMANCE
2. Efficiency - is the extent to which targets are
accomplished using the minimum amount of time or resources.
Efficient performance applies to continuing tasks or frontline services (e.g., issuance of licenses, permits, clearances, and certificates). It involves the following elements: – Standard response time – Number of requests/applications acted upon over number of requests/applications received – Optimum use of resources (e.g. money, logistics, office supplies) – Meeting deadlines as set in the work plan
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DIMENSIONS OF PERFORMANCE
3. Timeliness – measures if the targeted deliverable was done within the scheduled or expected timeframe.
Timely performance involves: – Meeting deadlines as set in the work plan
Note: Not all performance accomplishments need to be rated along all three dimensions of quality, efficiency and timeliness. Some accomplishments may only be rated on any combination of two or three dimensions. In other cases, only one dimension may be sufficient. Consider all the elements involved listed above in each dimension and use them as guides to determine how performance will be rated.
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DIMENSIONS TO RATE PERFORMANCE
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
ESTABLISHING THE RATING SCALE
“On each dimension of quality, efficiency, and timeliness, rate performance using a numerical scale ranging from 1to 5—with 1as the lowest and 5as the highest. The table below explains the meaning of each rating:
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
RATING SCALE OPERATIONALIZATION
Adjectival Rating
Outstanding Very Satisfactory Satisfactory Unsatisfactory Poor
%
130% and above 115% - 129% 90% - 114% 51% - 89% 50% and below
Numerical Rating
5 4 3 2 1
The 130% and above range for Outstanding rating and the 50% and below range for Poor rating are based on the ranges prescribed under CSC Memorandum Circular No 13, s. 1999. The 90% to 114% range for Satisfactory rating is based on Executive Order No. 80, s. 2012 (Directing the Adoption of a Performance-Based Incentive System for Government Employees).
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
CSC SAMPLE RATING SCALE
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DEVELOPING A RATING SCALE
FORM 4 – HRDO SAMPLE
MAJOR FINAL OUTPUTS SUCCESS INDICATORS Q 1 E 2 T 3 Planning and Research Section
MFO - university policies 100% of requests 5 Manpower needs for filling up vacant analysis and management of positions evaluated 4 with completet items based on government and required documents on a 3 With no revision on draft of evaluation Returned once with minor revision on draft first in first out basis. Processing per request is seven (7) days including evaluation 1 and draft preparation until forwarded to the Division Chief.
Returned once with major revision on draft 2 Returned twice with minor/major revision on draft Returned thrice or more for revision on draft 5 Processed request within 5 days or less 4 Processed request within 6 days 3 Processed request within 7 days 2 Processed request within 8-13 days 1 Processed request for 14 days or more 5 Processed a request in 1 4 3 2 request in 2-3 days Processed a request in 4-5 days Processed a request in 6-7 days 1 Processed a request beyond 7 days
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DEVELOPING A RATING SCALE
FORM 4 – HRDO SAMPLE
MAJOR FINAL OUTPUTS SUCCESS INDICATORS Q 1 E 2 T 3 Monitoring and Evaluation Section
MFO - Employee 100% Percent of (REPS and Submitted PRs Administrative) Performance Target/Rating Monitoring and Evaluation Encoded and Recorded by second week of 5 Work is approved and accepted as final; Accuracy 100%.
4 Work is highly revised on first submission with minimal changes. 5 4 3 Work is fairly good and normally acceptable; Work revised 2-3 times; with few errors 3
Note: Time frame for this activity is 2 1/2 months or 75 days
2 1 Draft frequently revised with major corrections and mistakes Work is consistently not acceptable 2 1 5 Within 58 Days or Earlier 4 Within 59-65 Days 3 Within 66 - 83 Days 2 Within 84 - 149 Days 1 Within 150 Days or more
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE
DEVELOPING A RATING SCALE
FORM 4 – HRDO SAMPLE
T 3 MAJOR FINAL OUTPUTS SUCCESS INDICATORS Q 1 E 2 Training Section Section
MFO- Develop and Implement Training Programs Training course implemented within 5 45 days upon Average outstanding rating of participants receipt of approved design proposal 4 Average very satisfactory rating of participants 1 Average poor rating of participants 5 Monthly implementation of training course, but not more than 45 days 5 4 Quarterly implementation of training course 4 3 Average satisfactory rating of participants 2 Average unsatisfactory rating 2 of participants 3 Semi-Annual implementation of training course Annual implementation of training course 3 2 1 No training implemented 1