Calamba

Medical
Center
Storyboarding on Continuous Improvement
organizational
CHANGES
restructuring the
organization
SPECIFIC ISSUES TO BE ADDRESSED
Delineation of roles, especially
at the top level
Decision and approval matrix
Communication tree
RECOMMENDED CHANGES
Reiteration of new
organizational structure
based
Creation of approval matrix
clearly defining delineation in
roles
redefining the vision,
mission, & values
VMV statements impacting
org culture
Organizational alignment to
the new vision
Roll-out of the new Vision,
Mission, Values
transitioning to new
ways of working
Changes in performance
measures and expectations
Resource management (work
tools, facilities, etc.)
Cascade of the changes -
structure, expectations, and
support to be provided using
Kotter's 8-Step Change Model
Alignment of processes and
networks to the national level
 customer care/service system
GAP ANALYSIS
CURRENT STATE DESIRED STATE
Simple Organization Structure Clear delineation of roles and functions
Processes not yet aligned with MPHHI Buy-in of all stakeholders (management,
Communication tree is not followed employees, customers)
Alignment of processes and networks to
the national level
Clear expectations at all levels
GAP
Through Kotter's 8-Step
Change Model
Set and define clear roles and
expectations at all levels
Bridge management and
employees
 Performance
MANAGEMENT
1. Current Tool and Framework 2. Current Process 3. Problem Statement 4. Goal Statement

Start

EMPLOYEE LINE HR Make PMS valuable in terms

Immediate Superior IS submits the form to
IS and NLM meet and
IS conducts 1-on-1 MANAGER of strategic alignment,
rates Direct Report
(Critical Incidents are only required for line items that did not pass
the requirements)
the Next-Level
Manager
agrees on the scores
feedback session with
DR integration with development
and rewards, organizational
HR files the document HR encodes the PM IS submits the signed IS and DR sign off on
The current Performance Management maintenance
in the 201 Forms form to HR final scores measures do not support and ensure the
success of the organization.
End

5. New PMS Cycle 6. Hoshin Kanri Model on 7. Balanced Scorecard 8. Review and Monitoring Tools
Target-Setting
ACTING/ EXPECTATION
IMPLEMENTING SETTING

DIAGNOSING & REVIEWING&

ASSESSING MONITORING

9. Diagnosis/Assessment 10. Act/Implement 11. Implementation Plan 12. Expected Impact to Business

Job upgrade/ align

High Potential promotion
through IDP
High Performance merit &
implications of High Potential incentives cascade
PErFORMANCE PERFORMANCE implications of
Underperformance
IMPROVEMENT PErFORMANCE implement
PLAN
2 failed PIPs will lead to Underperformance termination
termination
evaluate
 Current
01 TOOL & FRAMEWORK

Tool
Manual pen and paper
Currently in negotiation for HRIS

pM FRAMEWORK
Evaluation is based on general
behaviors (Leadership, Teamwork, etc.)
Scoring is based on linear scale (1-5,
where 5 is the highest)
 Current
02 PROCESS

Start TIMELINE Quarterly

Immediate Superior rates

Direct Report IS submits the form to the IS and NLM meet and IS conducts 1-on-1
(Critical Incidents are only
Next-Level Manager agrees on the scores feedback session with DR
required for line items that did
not pass the requirements)

HR files the document in IS submits the signed IS and DR sign off on final
HR encodes the PM Forms
the 201 form to HR scores

End
 Problem
03 STATEMENT
EMPLOYEE LINE MANAGER HR
Does not have much say with Doing the evaluation for compliance Sees not much value with the
their scores since only the IS only since there score will not have any evaluation since it is not
rates them impact with the development and integrated to any other HR
employment of the employee initiatives
Measures are subjective
Scores the employee subjectively Scores are not being validated

Timelines for implementation

(quarterly evaluation and
collection) are overlapping

Collection of data is tedious

and time-consuming

The current Performance Management

measures do not support and ensure the
success of the organization.
 Goal
04 STATEMENT

Make PMS valuable in 1 Address the subjectivity in evaluation

terms of strategic
alignment, integration with
development and rewards, 2 Digitalize the PM Forms
organizational
maintenance Shift the timelines to be more
3 manageable for all stakeholders

4 Integrate PMS with the other HR initiatives

 New
05 PMS CYCLE
Implementing interventions based Setting of Objectives, Targets, and
on diagnosis and assessment Performance Standards
Promotions Job Description with Key
Terminations ACTING/ EXPECTATION Performance Indicators
IMPLEMENTING SETTING Performance Measure through
BALANCE SCORESCARD

Recommending and agreeing on Keeping track of the programs and

interventions for improvement and DIAGNOSING & REVIEWING& ensuring objectives or goals are met
development ASSESSING MONITORING in the most effective manner
Individual Development Plan Performance Evaluation Form
Performance Improvement Plan
 Target-
06 SETTING

Based on Hoshin Kanri Model

 Balanced
07 SCORECARD
A strategic planning and management framework
developed by Dr. Robert Kaplan of Harvard University
and Dr. David Norton

Objectives:
To ensure alignment of vision, mission, and strategy
with day-to-day work
To measure and monitor progress towards strategic
targets
 Review &
08 MONITORING
Tool
Digitalization of PM Forms: Shift to Excel and
eventually through HRIS
Review and monitoring of progress and SLAs
through shared dashboards

TIMELINE
Shift from Quarterly to Bi-Annual Evaluation
Progress review every quarter

framework
Performance Measures include
70% Performance Targets (BSC)
30% Display of Values
360 measure for Leaders
Performance impacting development and merit
 Diagnosis
09 ASSESSMENT

High Performance Job upgrade/

implications of
PErFORMANCE

High Potential promotion

through IDP

PERFORMANCE
Underperformance
IMPROVEMENT
PLAN
2 failed PIPs will lead to
termination
 Act
10 IMPLEMENT

High Performance merit &

High Potential incentives
implications of
PErFORMANCE
Underperformance termination
 Implementation
11 PLAN

Alignment of Goals and Objectives June 2022

align (BSC) across the organization based
on Hoshin Kanri

Cascade new Performance July 2022

cascade Management System (Framework,
Tools, Process) across the
organization
Implement the Performance September
implement Evaluation following the new PMS 2022

Conduct of post-mortem on the 2022 January 2023

evaluate Performance Management Run
 Expected
12 IMPACT TO BUSINESS

1 Strategic alignment of goals from the

Enterprise to Individual Level

Clarity of expectations (measurable

2 results of performance) at all levels
leading to accountability/ownership of
areas of functions

3 Achievement of 2022 Business Goals