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8/9/2019 PMS OPES Orientation_part 1 Revised
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TheThe PMSPMS--OPESOPES
Civil Service Commission
2007
Performance Management System -
Office Performance Evaluation System
PART 1
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RationaleRationale
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CSC Performance Management System
CSC Mandate Strengthen the meritand rewards
system
Institutionalize a management climateconducive to public accountability
Establish a culture of performance
in the bureaucracy
Provide mechanisms to evaluate and
reward employee performance
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CSC Performance Management System
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CSC Performance Management System
Vision ofa Civil Service . . . Governed by merit and fitness Insulated from politics Respected for its efficiency, effectiveness
and integrity Compensated based on rational, realistic anduniform parameters
Recognized for its own identity, autonomy andexpertise
Motivated by service and committed to amission marked by transparency andaccountability
Protected by performance-based security oftenure
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CSC Performance Management System
Why improve the
existing system? Performance evaluations are prone to
subjectivity
Individual ratings are not reflective ofactual
performance everyone gets VS or O
PMS systems for different levels are notintegrated
No system implements a consistent measurethatallows comparison of contributionsbetween units or agencies
It is not linked to other systems
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CSC Performance Management System
Features ofagood performance
management system
Objectivity
Comprehensiveness (individual, rank,
outputs, behavior)
Comparability
Linked to other systems (CESPES,
MTPDP, OPIF)
Ease ofuse
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CSC Performance Management System
Linkages ofa PMSMedium Term Philippine Development Plan (MTPDP)
Agency Strategic Plan
Organizational Performance Indicators Framework
(OPIF)
Agency Performance Management System (PMS)Career Executive Service Performance Evaluation System (CESPES)
Office Performance Evaluation System (OPES)
Performance Evaluation System (PES)
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CSC Performance Management System
Current Practice: Performance
Evaluation Systems
Performance Evaluation System (PES)
for Individual Staff
Career Executive Service Performance
Evaluation System (CESPES)
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CSC Performance M
anag
ementSys
tem
Performance Evaluation System (PES)
for Individual Staff
Career Executive Service Performance
Evaluation System (CESPES)
Introduction of OFFICE
Performance Evaluation System
Office Performance Evaluation System
for Units and Division Chiefs
OPES
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CSC Performance M
anag
ementSys
tem
Why measure office performance? Directly translates the agencys strategic
direction into more specific and
measurable objectives Serves as mechanism for better
alignment of individual objectives to
agency objectives
Enhances objectivity of individual
performance evaluations
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CSC Performance Management System
Why measure office performance?
For accountability
As anchor for individualperformance
As standard-setting
mechanism
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The Office PerformanceThe Office PerformanceEvaluation System (OPES)Evaluation System (OPES)
Features
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CSC Performance Management System
OPES Features Measures the collective performance
ofan office
Focuses on outputs Uses a standard unit of measure
Allows comparison of performance
across offices or function Applies to smallest output-producing
units, i.e., divisions or sections
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CSC Performance Management System
OPES Features Standard unit of measure through a
point system
Each output is assigned a number of
points
Points are based on the length oftime ittakes one person to produce the output
Points are exclusive of rank/position
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CSC Performance Management System
OPES Features Example
Output
Time to
complete Points
Disciplinary case 15 hours 15 points
Exam applications 3 minutes .05 points
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CSC Performance Management System
OPES Reference Table A list ofthelist ofthe major final outputsmajor final outputs ofan
office given its functions
Indicates corresponding pointscorresponding points thatan output would earn whencompleted
Defines the standardsDefines the standards that mustbemet for completed outputs to earnpoints
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CSC Performance Management System
Sample
OPES Reference TableFUNCTION OUTPUT
PERFORMANCE
INDICATOR POINTSOPERATIONALDEFINITION
The majoractivitiesthat are
undertakento achievetheobjectives ofthe office
The countablework productsor deliverables
for eachfunction of theoffice.
Specifies theunit of outputto be counted.
Correspondto the
number of
hours (orfraction ofan hour)
needed toproduce the
output
Provides furtherclarification on theexpectations about the
output. Defines whatstandards an output mustmeet to earn points.Good standards
guarantee timeliness andquality of work output.
Work and
Financial
Plan
OfficeWork&Financial
Plan (WFP)
Number ofOfficeWFP
12 Consolidated WFPapproved by the
Head of Office
DivisionWFP
Number of
DivisionWFP
24
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CSC Performance Management System
Sample
OPES Reference TableFUNCTION OUTPUT
PERFORMANCEINDICATOR POINTS
OPERATIONALDEFINITION
ProjectProposalPreparation
ProjectOverview
Number ofProjectOverviews
8 Paper defining theneed, problem oropportunity to be
addressed by theproject, project goalsand objectives,preliminary resources,assumptions andrisks. Must be approvedby the Head of Office.
ProjectProposal
Number ofProjectProposals
25 Proposal includes WorkBreakdown Structure,Project Network, andCritical Path. Must beapproved by theCommission.
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Benefits/ Uses of OPESBenefits/ Uses of OPES
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CSC Performance Management System
B
enefits/ Uses of OPES Addresses the demand to produce tangible resultstangible results
WHY POINT SYSTEM?
To measure tangible results/ outputs that will:
Indicate the level of performance ofunits Minimize subjective factors
WHAT CAN IT DO?
Setuniform standards for common outputs
Translate differenttargets into one unit of measure Facilitate comparison of outputs
Allow managementto look at relative efficiencies of
units under them and determine appropriate actions
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The OPES and the PerformanceThe OPES and the PerformanceManagement System CycleManagement System Cycle
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CSC Performance Management System
PMS
OPES as the critical linkin the PMS Cycle
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CSC Performance Management System
Performance Planning and Commitment
Performance objectives andexpectations
Methods/mechanisms forperformance tracking
INPUTS to planning
OPIF
Agency Strategic PlanOPES Reference Table
Performance Management System Calendar
OUTPUTS of planning
Office Work Plan
Performance Contracts
The PMS Cycle and OPES
OPES
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CSC Performance Management System
Performance Review and Evaluation
Reviewingaccomplishments
Analyzingand comparing/ranking performance results OPES
INPUTS to review and evaluation
Accomplished Performance Monitoring Form
Office Work Plan
Performance Contract & Supplemental Contracts
OUTPUTS of review and evaluation
Validated Accomplishment Reports
OPES, PES, ePMS, CESPES
Performance Review Report
The PMS Cycle and OPES
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CSC Performance Management System
Performance Rewarding and Development Planning
Determining improvement needs andaction plan to address them
Career Planning, Reward andRecognition
The PMS Cycle and OPES
INPUTS to rewarding & development planning
Validated Accomplishment Reports
OPES, ePMS, PES, CESPES
Performance Review Report
OUTPUTS of rewarding & development planning
Office Development Plan
Proposed changes to OPES Reference Table
and/or next Office Work Plan
Awardees/Recognition List
OPES
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Using OPES for PlanningUsing OPES for Planning
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CSC Performance Management System
Using OPES for Planning Inputs to planning
OPIF
Agency Strategic Plan
OPES Reference Table
Outputs of planning
Office Work Plan
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CSC Performance Management System
Determining OutputsEvery office has a mix of quantifiable and
non-quantifiable outputs:
QUANTIFIABLE outputs refer to
measurable results
NON-QUANTIFIABLE outputs refer to
everythingthat consumes time but output of
which is not measurable e.g., meetings,office programs/ceremonies, filing, phone
calls, and other support functions
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CSC Performance Management System
Determiningthe Percentageof Non-q
uantifiab
le Activi
ties
Proportion of quantifiable and non-quantifiable hoursis determined by the agency
Considerations in determiningthis proportion:
Overall proportion of support staffto technical staff
Hours spent on non-quantifiable activities typical tothe agency
Nature ofagency work
Quantifiable hours could be more than 50%, e.g., if
office has fairly routine or automated processes andtherefore higher productivity and volume of output isexpected
Non-quantifiable hours should notbe more than 50%!
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CSC Performance Management System
Tota
l Target
Points
Each unit computes its annual target points bymultiplying the annual target points by thenumber of personnel.
The number of personnel in an office/divisiondetermines the collective target output of thatdivision/office for the year.
Similar outputs earn the same points,
regardless of division, area of expertise andgeographical location. This shall provideperformance standards.
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CSC Performance Management System
Tota
l Target
Points:
365 Days in a year
Less 104 Saturdays and Sundays
Less 10 Legal Holidays
Less 8 Mandatory and Special Leave
--------243 working days in a year
X 8 hours in a day
--------
1944 working hours in a year
LESS 50% estimated non-quantifiable outputs
=====
972 points x no. of staff = Total Target Points
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CSC Performance Management System
Total Target Points:
365 Days in a year
Less 104 Saturdays and Sundays
Less 10 Legal Holidays
Less 8 Mandatory and Special Leave
--------243 working days in a year
X 8 hours in a day
--------
1944 working hours in a year
LESS 50% estimated non-quantifiable outputs=====
972 points x no. of staff = Total Target Points
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CSC Performance Management System
Usingthe OPES Tablefor Planning
How many of eachoutput should myoffice produce?
Need to determineTotal Target PointsTotal Target Points
for my office
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CSC Performance Management System
Usingthe OPES Tablefor Planning
Total Target PointsTotal Target Points
Example: 972 points x 10 staff= 97209720
Reflect in the Office Work PlanOffice Work Planthe number and combination ofoutputs the office must produceto meettarget of 9720 points
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CSC Performance Management System
Usingthe OPES Tablefor Planning
240015016Post TrainingReport
1201120Annual TrainingReport
97209720Total Target PointsTotal Target Points
600015040Training
120010120Manual
TotalRequired NumberPointsOutputs
Office Work PlanOffice Work Plan
16Post TrainingReport
120Annual TrainingReport
40Training
120Manual
PointsOutputs
OPES TableOPES Table
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CSC Performance Management System
Considerations
Total Target Points computed based
on number of employees represents
only the minimumminimum target points for aunit/office
Total Target Points may need to be
raised to ensure thatagencycommitments are met
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CSC Performance Management System
Considerations
Organizational Performance
Indicators Framework (OPIF)
Spells outagency commitments in terms
of major final outputs (MFO)
Total Target Points in OPES should beconsistent with committed MFOs
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CSC Performance Management System
Work and Financial Plan Form
KRA KPI OutputOPESPts
TargetBudget Deadline
StaffResp.Qty Pts
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CSC Performance Management System
Sample Work Planning
Compute minimum target points
Example:
10 employees x 972 points = 9,7209,720
minimum targetpoints for yournumber of staff
(Directors included)
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CSC Performance Management System
Sample Work Planning
OUTPUTS Expectedquantity
OPES points Total
Number of certificatesdistributed
300 40/ certificate 12,000
Seminars conducted 40 60/ seminar 2,400
Manuals prepared 3 80/ manual 240
Target points ofunitbased on work plan 14,640
Arrange outputs accordingto MFO
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CSC Performance Management System
Sample Work Planning
Compare Step 1 and Step 2
Your target points based on the work plan
should approximate the units minimum target
points for your number of staff.
Increasing work plan outputs should be done
carefully. Focus on outputs. Do not simply add
extenders.
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CSC Performance Management System
Sample Work Planning
If work plan target points are much
higher than the unit minimumtargets, this could mean:
Number of personnel is not enough for thetasks
Unrealistic targets (too high) Review pointassignments in OPES table
(mightbe too low)
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CSC Performance Management System
Sample Work Planning
If work plan target points are lower
than unit minimum targets, these arethe possible explanations:
Too many personnel
Lack of outputs Review pointassignment in OPEStable (mightbe too high)
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CSC Performance Management System
TARGET SETTING
Management Decision Points:
Increase work plan targets to be able to reach
high standards
Review/revise assignments; check budgets andtimelines
Getgood staff or provide trainingto improve
performance
Ensure you have lean and mean unit; everyone isa high producer letgo of your NPA
Plan for slack periods
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Using OPES in EvaluationUsing OPES in Evaluation
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CSC Performance Management System
Using OPES Tablein Evaluation
240015016Post TrainingReport1201120Annual TrainingReport
97209720Total Target PointsTotal Target Points
600015040Training
120010120Manual
TotalRequired NumberPointsOutputs
OPESOPES--based Office Work Planbased Office Work Plan
280017516Post TrainingReport
1201120Annual TrainingReport
1088010880Actual Points DeliveredActual Points Delivered
700017540Training
9608120Manual
TotalActual Number
completed
PointsOutputs
Actual Office PerformanceActual Office Performance
TargetTargetexceeded!exceeded!
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CSC Performance Management System
Using OPES Tablein Evaluation
Compare performance across offices
Sample
86,794
211,284
20,478
10,453
Actual Points
Delivered
93%93,31296D
109%194,400200C
132%15,55216B
108%9,72010A
%Total TargetPoints
Number ofEmployees
Office
MostMostproductiveproductive
LeastLeastproductiveproductive
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CSC Performance Management System
OPESRating ofunits under
the CEO
The OPES and CESPES
CESPES
Performance Contracts
Leadingand Innovating Milestones
Regular and Routine Milestones
Behavioral Competence
Areas of Improvement
Critical Incidents Incentive Points
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CSC Performance Management System
OPESTotal OPES rating earnedby the DCs office
The OPES and PES
PES for Division Chiefs
Performance Dimensions 80%
Managerial Competencies 20%Subordinates performance feedback through theePMS shall serve as inputs to the Directors intheir rating of the DCs
NOTE:The highest rating
a DC can get is the
rating of the Division
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CSC Performance Management System
OPESIndividual Work Plans are based onthe unittargets.
The OPES and PES
PES for Individuals
Performance Dimensions 80%
Behavioral Dimensions 20%
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CSC Performance Management System
Using PMS-OPES as a MajorManagement Tool
Unit/office/agency cohesion
Snap shot of office/agency
performance (total and comparative) Competition and unit scores vs.
actual performance
Identification of problem areas Identification of high flyers
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THANK YOU!THANK YOU!
PMS-OPES Presentation: Part 14 May 2007
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