The PCA SPMS Process and Ranking System for 2015 Performance-Based Bonus

During the strategic planning activities done before the start of performance period,
success indicators are established, which shall serve as bases in the office and individual
employee’s preparation of performance contract and rating forms. Similar to the previous
performance evaluation systems, the SPMS adopts the semi-annual periods, namely:
January to June and July to December. The new system uses two forms:

Office Performance Commitment and Review (OPCR) Form - accomplished by

Department Managers and Division Chiefs

Individual Performance Commitment and Review (IPCR) Form – accomplished by

individual personnel

The OPCR and IPCR use a table with similar columns such as:

Major Final Outputs

Success Indicators
Actual Accomplishments
Rating for Quality (Q), Efficiency (E) and Timeliness (T) and the Average (Ave)
Remarks
Note: Columns for “Allotted Budget” and “Unit Accountable” are added to the OPCR

All offices set their respective targets by accomplishing the first four columns of the OPCR
and the first two columns of the IPCR. This is done before the start of both rating periods.

The Performance Management Team (PMT) holds a consultation meetingwith all Heads of
Offices to discuss the targets set in the Office PerformanceCommitment and Review (OPCR)
form to ensure that targets and measures, as wellas the budget are aligned with those of
the agency, and that work distribution ofOffices is rationalized. Subsequently, Unit Heads
and staffmeet to discuss and agree on the outputs to be accomplished for the period
basedon organizational goals and objectives. The performance targets listed in the OPCR
and IPCR are linked and aligned to the PCA’s performance scorecard targets.
The PMT also performs the following functions:

1. Recommends to the Head of Agency the approval of performance commitment and

rating;
2. Acts as appeals body and final arbiter for performance management issues of the
agency;
3. Identifies potential top performers and provides inputs to the PRAISE Committee
for the grant of awards and incentives; and,
4. Serves as anchor or link between the PCA and the IATF on RBPMS.

At the start of the performance period (January-June/July-December), the expected outputs

of each performance target are already clarified and the factors (quality, efficiency,
timeliness) under which it will be rated are already determined. The three factors of
performance are as follows:

Factors Definition Elements

Quality 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
Efficiency Refers to the extent to which targets
are accomplished using the minimum
amount of time or resources
Timeliness Measures if the target deliverable was
done within the schedules or expected
timeframe
Acceptability
Meeting Standards
Accuracy
Client Satisfaction w/ services rendered
Completeness or Comprehensiveness of reports
Creativity or Innovation
Personal Initiative
Standard Response
Time
Number of requests/ applications acted upon over number
of requests/ applications received
Optimum use of resources (money, logistics, office
supplies)
Meeting deadlines as set in the work plan

Not every accomplishment need to be rated along these three factors. Some
accomplishments may only be rated on any combination of two or three factors. In other
cases, only one dimension is sufficient.
There is a five-point Rating Scale of 10 to 2, with 10 being the highest and 2 the lowest
described as follows:
Rating
Description
Numerical Adjectival
10 Outstanding An employee shall be given this rating when he exceeds his target by at least 50%. It
represents an extraordinary level of achievement and commitment in terms of
quality and time, technical skill and knowledge, ingenuity, creativity and initiative.
Employees at this performance level should have demonstrated exceptional job
mastery in all major areas of responsibility. His achievement and contributions to the
organization are of marked excellence which even his peers recognized through a
forced comparison/distribution method established by the agency concerned.
8 Very An employee shall be given this rating when he exceeds the expected
Satisfactory output/performance by at least 25% but falls short of what is considered an
outstanding performance. In addition, his competence and contribution shall be
recognized by his peers also through a forced comparison/distribution for
outstanding performers shall be included in this category.
Only employees with Outstanding and Very Satisfactory performance rating shall be
considered for promotion.
6 Satisfactory An employee shall be given this rating when he meets 100% of the standards or
ordinary requirements of the duties of the position. Those screened out in the forced
comparison/distribution method for Very Satisfactory performers shall be included
in this category.
4 Unsatisfactory An employee shall be given this rating when his performance is 51% to 99% of the
minimum requirements but could stand improvement. It is expected that in the next
rating period, the employee, under close supervision, will either improve his
performance for which he shall be given at least a Satisfactory rating, or if not, he
shall get another Unsatisfactory rating. Two (2) successive Unsatisfactory rating shall
be a ground for separation from the service.
2 Poor An employee shall be given this rating when he fails to meet performance
requirements or meets 50% or below of the minimum requirements and there is no
evidence to show that he can improve his performance. A rating of Poor shall be a
ground for separation from the service.

Performance Monitoring and Coaching are a vital part of the SPMS; thus, all Heads of
Offices, including the Division Chiefs and Supervisors are to coach and mentor their
subordinates and provide enabling environment to improve team performance.

The Human Resources Division, being the Secretariat for the IPCR and the Corporate
Planning Service, being the Secretariat for the OPCR, review the ratings and forward the
results to the PMT with the recommendation on Learning and Development which will be
part of the HR development plan, as well as input to the strategic plan for the succeeding
year.

RATING AND RANKING OF PERFORMANCE OF DELIVERY UNITS

The PCA Ranking is based primarily on the Strategic Measures committed to by PCA,with
targets agreed upon in the SPMS process.
Strategic Measure accomplishments for delivery units are given a numerical rating for each
of the Performance Indicator (PI) they are accountable for. The PI ratings are derived by
using the following formula:

ActualAccomplishment
PIRating = 
Target

Further, a delivery unit’s numerical rating per Strategic Measure is computed by getting the
average ratings of the PIs it is accountable for.

PI +  PI + ⋯ + PI

SMRating = 
n

Similarly, the Final Rating of a delivery unit is obtained by getting the average of the ratings
of the SMs in which it is involved. Should a unit be involved in only one SM, its rating in that
SM shall be its equivalent Final Rating.

SM +  SM + ⋯ + SM

SMRating = 
n

Performance ratings of each unit (Department and Branch) shall be based on the average
performance ratings of their respective units, i.e.,

SM !"#""$ +  SM%!"#"$ + ⋯ + SM &!"#"$

DepartmentSMRating = 
n

SM !()*+ ,( +  SM%!()*+ ,( + ⋯ + SM &!()*+ ,(

BranchSMRating = 
n

RATING AND RANKING OF INDIVIDUAL PERFORMANCE

In computing for the IPCR rating, the average rating for a particular accomplishment is
obtained by adding the ratings and dividing it by the number of factors used.

Likewise, the final average rating is obtained by adding all the average ratings vertically
and dividing the sum by the number of accomplishments.

Final average ratings (Individual and Office) are reported to the Performance Management
Team (PMT) for confirmation.
The individual final average ratings for two semesters are then added and divided by two.
The result is the basis for ranking required for the grant of the PBB.

After getting all performance ratings, all personnel are ranked from highest to lowest.

All units eligible to the PBB shall be forced ranked according to the following categories:

Ranking Performance Category

Top 10% Best Bureau/Office/Delivery Unit
Next 25% Better Bureau/Office/Delivery Unit
Next 65% Good Bureau/Office/Delivery Unit

Additionally, officials and employees of bureaus, offices or delivery units that qualified for
the PBB shall be forced ranked according to the following categories:

For the best bureau, office or delivery unit:

Ranking Individual Performance Category
Top 20% Best Performer
Next 35% Better Performer
Next 45% Good Performer

For the better bureau, office or delivery unit:

Ranking Individual Performance Category
Top 15% Best Performer
Next 30% Better Performer
Next 55% Good Performer

For the good bureau, office or delivery unit:

Ranking Individual Performance Category
Top 10% Best Performer
Next 25% Better Performer
Next 65% Good Performer