dr. angela d. escoto director, human resources development office implementation of the spms in the...

Dr. ANGELA D. ESCOTODirector, Human Resources

Development Office

Implementation of the SPMS in the University of the Philippines

“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”

Strategic Performance Management System (SPMS) Orientation and Workshop

University of the Philippines DilimanOffice of the Vice Chancellor for

AdministrationHUMAN RESOURCES DEVELOPMENT

OFFICE

CHECKLIST (Ref: Guidebook on the SPMS)

KEY PLAYERS UP SYSTEM SPMS PMT UP DILIMAN SPMS PMT

HEADS OF UNITS

GOAL ALIGNED TO AGENCY MANDATE AND ORGANIZATIONAL PRIORITIES AND OUTPUTS/OUTCOMES BASED





OFFICE


GOAL ALIGNED TO AGENCY MANDATE AND ORGANIZATIONAL PRIORITIES AND OUTPUTS/OUTCOMES BASED

MAJOR FINAL OUTPUTS (MFO) - ACADEMIC UNITS

MFO1: HIGHER EDUCATION SERVICES

MFO2: ADVANCED EDUCATION SERVICES

MFO3: RESEARCH SERVICES

MFO4:TECHNICAL ADVISORY EXTENSION SERVICES

MFO5: HOSPITAL SERVICES- PGH

SUPPORT TO OPERATIONS (STO)- ADMINISTRATIVE STAFF AND REPS

GENERAL ADMINISTRATION AND SUPPORT – FINANCE GROUP





OFFICE

KEY RESULT AREA: POVERTY REDUCTION AND EMPOWERMENT OF THE POOR AND VULNERABLE

SECTOR OUTCOME: ENHANCED KNOWLEDGE AND SKILLS, ATTITUDES AND VALUES OF FILIPINOS TO LEAD PRODUCTIVE LIVES

ORGANIZATIONAL OUTCOME:

GLOBALLY COMPETITIVE PUBLIC HIGHER EDUCATION GRADUATES

NEW KNOWLEDGE AND TECHNOLOGIES GENERATED AND DISSEMINATED

WELFARE OF LOCAL COMMUNITIES IMPROVED





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KEY STRATEGIES

ACADEMIC EXCELLENCE

OPERATIONAL EXCELLENCE





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ACADEMIC EXCELLENCE

DEVELOPING THE UNIVERSITY’S STUDENTS, RESEARCHERS, FACULTY AND STAFF INTO A POOL OF RESPONSIBLE AND COMPETENT LEADERS WHO SHALL CREATE WORLD-CLASS INNOVATIVE AND PRACTICAL TECHNOLOGIES, PRODUCE CREATIVE WORKS IN THE ARTS, HUMANITIES AND SOCIAL SCIENCES AND CONDUCT EXEMPLARY EXTENSION SERVICES





OFFICE

OPERATIONAL EXCELLENCE

PROVIDE AN ENABLING ENVIRONMENT TO THE UNIVERSITY THROUGH ADMINISTRATIVE EFFICIENCY AND FINANCIAL SUSTAINABILITY

ADMINISTRATIVE EFFICIENCY THROUGH:

EFFECTIVE HUMAN RESOURCE MANAGEMENT

PROMOTING COST EFFICIENCY





OFFICE


TEAM APPROACH TO PERFORMANCE MANAGEMENT

SPMS GUIDELINES PROVIDE FOR CASCADING OF ORGANIZATIONAL UNIT’S COMMITMENTS/GOALS TO INDIVIDUAL STAFF MEMBERS SUCH THAT INDIVIDUAL WORK PLANS OR COMMITMENT AND RATING FORMS ARE LINKED TO OFFICE/DIVISION/UNIT WORK PLAN OR COMMITMENT AND RATING FORM





OFFICE

CURRENT PRACTICE : PES FOR REPS AND ADMINISTRATIVE STAFF – INDIVIDUAL PERFORMANCE TARGETS AND PERFORMANCE RATINGS

SPMS: INDIVIDUAL AND OFFICE COMMITMENT (TARGET SETTING) AND RATING (EVALUATION)

OFFICE MANDATES

SPMS FORMS





OFFICE


SPMS FORMS PERFORMANCE COMMITMENT

AND RATING FORMS INCLUDE: MFOs SUCCESS INDICATORS

(TARGETS +MEASURES) ACTUAL ACCOMPLISHMENTS RATING





OFFICE

PUTTING IN PLACE SPMS IN THE OFFICEHRDO METHODOLOGY

STARTING POINT: UP MANDATE, UP System mission, vision; then how UP Diliman aligns with UP System

Review HRDO’s mandate and the alignment of the division and section functions with the OFFICE mandate in support to the operations of UP Diliman and System

Review existing duties (contained in current PES form) of individual staff. The performance goals of each employee must contribute and align with the performance goals of the section

Translate current PES of individual staff to individual level success indicators (IPCR)





OFFICE

PUTTING IN PLACE SPMS IN THE OFFICEHRDO METHODOLOGY Section level success indicators must contribute

and align with the Division level and Office level success indicators. Success indicators should be SMART – Specific, Measurable, Attainable, Realistic, and Time-bound. Taken together the above can be used to accomplish the OPCR

Develop and agree on the rating scale system to be used

(performance monitoring and coaching will be implemented during the pilot implementation schedule)





OFFICE

HRDO functions

2012 Strategies and Accomplishment l13

1. Advise management on human resources policy and administration including the proper interpretation, enforcement and implementation of Civil Service laws and other rules.

2. Develop and administer uniform and professional standards for recruitment, selection and placement for all University employees .

3. Develop, implement, monitor and evaluate comprehensive, balanced and relevant career and personnel development programs designed to promote values, integrity, effectiveness, efficiency, economy, responsiveness and progressiveness in the university.

4. Study, rationalize and administer employee benefits packages for all university employees taking into account budgetary and legal considerations.

5. Undertake human resource planning and research, manpower studies and personnel/job audit to rationalize the university’s staffing pattern; Ensure proper management of vacant items

6. Maintain a reliable, computerized and updated personnel records and publish HR statistics and bulletin.

FUNCTIONS PER DIVISION


1. Human Resource Planning and Research Division (HRPRD)

• Conduct manpower needs / job analysis and job evaluation; • Evaluate organization and staffing requests from all units in the

university.• Process requests for staffing modification, creation and hiring of

positions, including requests for exemption from the attrition law.• Keep record of Qualification standards/skills requirement for all

university positions and implement the position classification and compensation plan of the university.

• Maintain and update the university’s computerized manpower data bank • Monitor compliance with existing procedures such as submission of

performance evaluation reports (PTs/PRs), SALN• Ensure proper management of the university’s pool of vacant items and

facilitate item modification plans.• Maintain and update the HRDO website• Maintain 201 files of University personnel• Serve as PERC secretariat• Facilitate grievance procedures



2. Human Resources Recruitment Division (HRRD)

• Process recruitment and placement of University employees.

• Advertise/publish vacant positions.• Process transfers, appointments and all kinds of personnel

movement recommended by the different units/colleges.• Report administrative appointments to the CSC• Prepare Service Records, Certificates of employment,

requests for ID• Process NOSIs, NOSAs , NOPAs and NOPASAs• Maintain and update PSI-POP • Serve as secretariat to the Academic Personnel and

Fellowships Committee (APFC) and AdPFC



3. Human Resources Development and Benefits Division (HRDBD)

• Formulate, design and implement development/training courses including the preparation and dissemination of appropriate training materials.

• Evaluate the impact of development/training programs in the univ. and recommend appropriate measures to improve/update

• Develop procedures and techniques for assessing and determining training needs.

• Undertake continuing review of the different development training interventions to ensure its timeliness and relevance to the changing needs and demands of employees and working conditions

• Process application for fellowship/scholarship and study grants• Process requests for special detail, secondment, sabbatical, travel and limited

practice of profession• Administer all employee benefit programs including retirement• Maintain and update employee leave cards• Develop, initiate, innovate and propose new benefits program schemes• Serve as secretariat to the Administrative Personnel Fellowships Committee and

the Reneging Fellows Committee• Monitor Admin. Development Fund and REPS Development Fund• Implement Computer Loan Program

Performance Measures Tied to a goal or an objective (Target) Represented by dimensional units like hours,

number of reports, length of time to do the work, etc.

Performance Targets The goal intended to be attained (and which

is believed to be attainable)

Success Indicators = Measures + Targets

HRDO Success Indicators for individual employee (Sample)

Step 4. Identification of Success Indicators

HRDO Success Indicators AND rating scale of individual employee

(Sample)

Step 8. Develop and Agreed on Rating Scale System at all levels

MAJOR FINAL OUTPUTS

SUCCESS INDICATORS

5 With no revision on draft of evaluation

5 Processed request within 5 days or less

5 Processed a request in 1 day

4 Returned once with minor revision on draft

4 Processed request within 6 days

4 Processed a request in 2-3 days

3 Returned once with major revision on draft

3 Processed request within 7 days


2 Returned twice with minor/major revision on draft

2 Processed request within 8-13 days


1 Returned thrice or more for revision on draft

1 Processed request for 14 days or more

1 Processed a request beyond 7 days

Planning and Research SectionMFO - Manpower needs analysis and management of items based on government and university policies

100% of requests for filling up vacant positions evaluated with completet required documents on a first in first out basis. Processing per request is seven (7) days including evaluation and draft preparation until forwarded to the Division Chief.

Q1 E2T3


MAJOR FINAL OUTPUTS

SUCCESS INDICATORS

5 Work is approved and accepted as final; Accuracy 100%.

5 5 Within 58 Days or Earlier

4 Work is highly acceptable; Work revised on first submission with minimal changes.

4 4 Within 59-65 Days

3 Work is fairly good and normally acceptable; Work revised 2-3 times; with few errors

3 3 Within 66 - 83 Days

Note: Time frame for this activity is 2 1/2 months or 75 days

2 Draft frequently revised with major corrections and mistakes

2 2 Within 84 - 149 Days

1 Work is consistently not acceptable

1 1 Within 150 Days or more

Monitoring and Evaluation Section100% Percent of Submitted PRs Encoded and Recorded by second week of October 2013.

MFO - Employee (REPS and Administrative) Performance Target/Rating Monitoring and Evaluation

Q1 E2T3


MAJOR FINAL OUTPUTS

SUCCESS INDICATORS

5 Average outstanding rating of participants

5 Monthly implementation of training course, but not more than 45 days

5

4 Average very satisfactory rating of participants

4 Quarterly implementation of training course

4

3 Average satisfactory rating of participants

3 Semi-Annual implementation of training course

3

2 Average unsatisfactory rating of participants

2 Annual implementation of training course

2

1 Average poor rating of participants

1 No training implemented

1

Training Section Section

Q1 E2T3

Training course implemented within 45 days upon receipt of approved design proposal

MFO- Develop and Implement Training Programs

Step 9 & 10. Develop the Performance Monitoring and Performance Evaluation Tools

Name Unit/Off ice/Dept. Position

QUANTITY (C) QUALITY (D)AVE. SCORE [(C+D)/2] B

I. Training 50 0.001 Develop, design, plan, implement, supervise, monitor 16.67

and evaluate Training Need Analysis both fororganizational and individual needs

1.1 HRDO Level 8.33

1.2 University Level 8.33

2 Develop, design, plan, implement, supervise, monitor 16.67and evaluate Training Management Plan

2.1 HRDO Level 8.33

2.2 University Level 8.33

3 Develop, design, plan, conduct, facilitate, monitor 16.67and evaluate Training Proposal for UP employees(to improve functional and softskills based on theactual training needs and career development plan)

3.1 Pre-retirement Lecture Series (6th Batch 2013) 3.33

3.2 Stress and Anger Management 3.33

3.3 Procurement Systems and Inventory Taking 3.33

3.4 General Administrative Management & Support Services 3.33

II. Development 50

4 Learning Module Development and compilation 12.50(which includes coaching and mentoring approaches)

4.1 Pre-retirement Lecture Series (6th Batch 2013) 3.13

4.2 Stress and Anger Management 3.13

4.3 Procurement Systems and Inventory Taking 3.13

4.4 General Administrative Management & Support Services 3.13

5 Continous professional and non- professional 12.50development program for UP Employee

5.1 Develop and manage database of Trainings attended

6.25

5.2 Assist in the development of career programs/plan for UP Employees

6.25

6 Partnerships among UP Diliman units, UP System 12.50and other institutions (which provides education orHR development training)

6.1 GSIS 6.25

6.2 ISSI 6.25

7 Other duties and responsibilities related to the 12.50HRDO functions

7.1 Develop HRDO presentation materials and 4.17

statistical report 7.2 Provide support to management from time to time 4.17

7.3 Monitoring and Reporting 4.17

Employee's Signature 100.00 100.00 Date SUB-TOTAL

DateSupervisor's Signature Date

DateNext Higher Supervisor's Signature Date

Date

Attested by:

Confirmed by:

PLEASE READ THE INSTRUCTIONS AT THE BACK.

PERFORMANCE TARGET PERFORMANCE EVALUATION REPORT

I shall strive to deliver quality service in the performance of my task by achieving the HIGHEST possible w ork standard as established by the unit PERC and agreed upon w ith my supervisor, for the follow ing functions:

PART I. PERFORMANCE - 70%

ACTUAL DUTIES AND RESPONSIBILITIES% DISTRIBUTION

(B)

PERFORMANCE TARGET PERFORMANCE RATING

I shall strive to ensure the delivery of quality service by providing all possible means to assist and support the employee tow ards the achievement of his/her target for the said rating period.

Discussed w ith:

UNIVERSITY OF THE PHILIPPINESPERFORMANCE TARGET

Rating Period:July - December 2013

LEIZEL P. LECTURA HRDO/HRDBD UES III

dr. angela d. escoto director, human resources development office implementation of the spms in the...

Documents

philippines diliman

workshop university

system spms pmt

spms goal

philippines kawani ng

vice chancellor

spms key players

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