Office Performance &

Commitment Review (OPCR)

Form
• All heads of offices shall accomplish their respective OPCRs
• OPCRs must officially identify and declare the targets for
the rating period
• OPCRs must be in accordance with the over-all strategy
map and commitments of the agency
• Once these are reviewed and finalized by the PMT, all
OPCRs must be signed and approved by the contracting
parties
 Categories of Functions
• Strategic Priorities – these are outputs that implement and deliver
the mandates of the agency as identified its strategy roadmap,
OPIF, etc.

• Core Functions – these are functions that deliver the main services
and products of the agency

• Support Functions – these are functions that provide necessary

resources to enable the agency - its offices and units - to effectively
perform its mandate
• Upon approval of the OPCRs, these shall be cascaded to all
employees for their reference in the preparation of the
Individual Performance Commitment Review (IPCR) forms

• All OPCRs must also detail the Success Indicators (SI) for all
strategic/core/support objectives targeted for specific rating
period
SIs are pre-set standards of work outputs or accomplishments
consisting of:
• (1) performance measures (key performance indicators, key
performance measures)
• (2) performance targets for each performance measure
• (3) possible scenarios of outputs/accomplishments pertinent to
tasks, initiatives, projects and programs to be undertaken
• (4) corresponding scores/marks for these predicted scenarios

As much as possible, all possible scenarios must be considered and

given equivalent score/mark in the determination of the SIs.
 General Rules
• In OPCR, the office shall compute the budget per program/project by
expense account to ensure that budget allocation is strategy driven

• The Office shall also identify specific division/unit/group and

individual as primarily accountable for producing a particular target
output per program/project/activity

• Amendments to the OPCR may be allowed during the rating period

to accommodate legitimate intervening tasks/ad hoc tasks and other
superseding tasks subject to review of the concerned PMT and
approval of top management
Determining Performance Measures
Quantity – percentage, quota, number of reports, number of
MOAs signed, amount of collections, number of employees
oriented

Timeliness – turnaround time (in minutes, hours, days, months,

etc.), cycle time, claim processing time, response time, target
date or deadline, product development rate, delivery time, etc.

Effectiveness – customer satisfaction rate, employee

satisfaction rate, employee engagement index, capability
index, customer positive feedback, quality hire, ARTA
compliance
 General Rule on
Performance Measures

• Performance Measures need not be many. Only those

that contribute to or support the outcomes that the
organization aims to achieve shall be included in the
OPCR
 Determining Targets
• Address the need of the identified customer/s (internal or
external) of the office and/or equivalent to (if not exceeding)
the customer’s expectations

• Be aligned and synchronized with the strategic goals and

objectives of the agency

• Be higher than what was achieved during the previous appraisal

period (for previous achievements which were not yet the
highest targets to be possibly achieved
• Be challenging enough to raise the bar of agency’s
performance excellence

• Consider the resources available and the geographical,

environmental and cultural/societal limitations of the office

• Reinforce and foster the culture of teamwork among

individuals and work units
 Sources of Targeting

• Historical data
• Benchmarking
• Client Demand
• Targets from past PMS (OPES, PES, etc)
• Management Instructions
• Future Trend
 Individual Performance &
Commitment Review (IPCR)
Form
• All employees shall accomplish their respective IPCR to
establish the individual performance commitments for the
rating period in accordance with the targets contained in
their respective OPCRs

• The IPCRs must contain the SIs for all strategic/core/support

targeted for the rating period by the employee
corresponding to the parameters of his/her respective
supervisor’s OPCR
• These SIs shall serve as basis for the individual employee’s scoring
of performance outputs and accomplishments

• Upon finalization of the IPCR, the employee and the supervisor

shall sign the document to establish that the performance targets
indicated therein were discussed and mutually agreed upon

• The employee shall only sign the IPCR when prior discussions and
agreements with his/her supervisor have been made
 Categories of Functions
• Strategic Priorities – these are outputs that implement and deliver
the mandates of the agency as identified its strategy roadmap,
OPIF, etc.

• Core Functions – these are functions that deliver the main services
and products of the agency

• Support Functions – these are functions that provide necessary

resources to enable the agency - its offices and units - to effectively
perform its mandate
 General Rules

• All employees must submit their respective IPCRs within the

timeline set by PMT, specifically before the start of a particular
rating period

• Non-submission of IPCR carries administrative sanctions

pursuant to provisions of CSC-MC 6, 2012
Ratings Dimensions &
Ratings Matrix
”What gets measured
gets done”

- Peter Drucker
 What is Rating Dimension?

• Under SPMS, there are 3 dimensions that must be used to

measure each and every Success Indicator.

• These 3 dimensions are Efficiency, Timeliness and Quality

(E-T-Q)

• However, some agencies also use the dimension of Quantity

(Q) as accepted and independent dimension especially for
some targets
 DEFINITION OF DIMENSIONS

• Quality or Effectiveness – means 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.
• Timeliness – measures if the targeted deliverable was
done within the scheduled or expected timeframe.

• Efficiency – is the extent to which targets are

accomplished using the minimum amount of time or
resources.
 General Rules
• Under SPMS, not all SIs have to be measured using all the available
dimensions

• The use and appropriate application of rating dimension for each SI

depends on the nature of the targets, to be reviewed and approved
by the Head of Office and concurred by the PMT

• Thus, there are SIs that carry only 1 dimension or 2 dimensions or

all dimensions depending on the final discussions and agreements
of concerned parties, including PMT
 Rating Ranges
(CSC-MC No. 13, series of 1999)

• Outstanding (5) = 130 % and UP

• Very Satisfactory (4) = 115 % to 129 %
• Satisfactory (3) = 100 % - 114 %
• Unsatisfactory (2) = 99 % - 51 %
• Poor (1) = 50 % and BELOW
 General Rules
• Historically used and validated in past CSC performance
management systems
• Harmonized with the rating ranges of the Results-Based
Performance Management System (RBPMS) as adopted by the
Inter-Agency Task Force on RBPMS
• This may not be applied as “absolute” rule (hard and fast rule) for all
SIs especially for targets adhering to existing laws, rules, regulations
and guidelines
• At the end of the day, the determination of rating ranges per SI
depends on the appreciation and decisions by PMT to protect the
integrity, validity and sanctity of each performance target
 Monitoring &
Coaching Journal (MCJ)
• Regular monitoring of employee’s performance is mandatory under
SPMS
• It is the responsibility of every Head of Office, the Planning Office, the
Human Resource Department as well as the whole PMT to ensure that
a sustainable monitoring mechanism is in place and functional during
the SPMS implementation
• This could be done on a weekly, monthly or quarterly prior to the 3rd
cycle of the SPMS to protect the integrity and sanctity of the
accomplishments
• This facilitates easy tracking of progress on all identified targets vis-à-
vis the performance of individual employee
 Role of the Manager/Leader

• Monitors the work activities or accomplishments of employees

on regular basis (monthly, quarterly, semi-annually, etc)
• Addresses the factors that either help or hinder effective work
performance
• Designs tracking tools or monitoring strategies
• Acts as enabler/coach/mentor rather than a mere evaluator
 Purpose

• Timely steps are taken to keep targets on track

• Office goals are met in the most effective manner
• Necessary support systems and resources are provided
• Enabling environment is fostered to improve team
performance
• Employees’ potentials are managed, developed and
maximized
 Monitoring/Coaching Journal
• All supervisors must maintain a journal using the MCJ
Form to record the conduct of monitoring and coaching
which shall contain the following:
 Date of the monitoring/coaching moment
Brief Statement or Purpose of the monitoring/coaching
Name of person/coachee
Critical incidents discussed
Agreements/actions taken/next steps
Both the coach and the coachee shall affix their signatures
in the space provided by the form
 Best Practice in CSC

• Established Monitoring Tool per each SI

• Regular quarterly assessment meeting among Directors &
Division Chiefs
• Monthly submission of A Coaching Journal
Staff Development Plan
• The SDP - or the Professional Development Plan as termed in
SPMS - serves as a guide in documenting and surfacing the
strengths and areas for development of employees in terms of
knowledge, skills and attitude (KSA)

• The SDP is essential form that must accomplished by the

supervisor especially for those employees who underperform
during a specific rating period

• Heads of offices must ensure that SDP provides timely and

appropriate developmental interventions for those employees
getting unsatisfactory/poor performances
• The SDP aims to improve or correct performances of employees
with Unsatisfactory and Poor performance ratings which must be
outlined clearly, including timelines, and monitored to track
progress

• The results of the performance evaluation shall serve as vital

inputs to Heads of Offices in identifying and providing the kind of
interventions needed, based on developmental/competency gaps
identified
 Best Practices at CSC

• Formation of Individual Development Plan (IDP)

• Completion of Competency Assessment per employee
• Identification of Core, Organizational, Leadership &
Technical Competencies
• Online Competency Assessment Report (thru the support of
PAHRODF)
• Online Leadership Assessment Report (thru the support of
PAHRODF)
 Competency-Based IDP of CSC

• Uses 4 Scaling Levels – Basic, Intermediate, Advanced and

Superior
• Surfaces the strengths as well as the gaps and areas for
improvement of employees
• Identifies customized intervention programs for employees
• Meant to assist the employee meet the required competency
level of current position
• Meant to prepare the employee meet the required competency
level of the next higher position
 On Performance
Management Team (PMT)
Pursuant to CSC-MC No. 6, Series of 2012
 Functions of PMT

1. Targets Setters
2. Ratings Validators
3. Performers Identifiers
4. Appeals Facilitators
5. Policies & Guidelines Gatekeepers
6. SPMS Advocates & Game Changers
 Functions of PMT
 Sets consultation meetings with all Heads of Offices to discuss the
office performance commitment and rating system and tools
 Ensures that office performance management targets, measures,
and budget are aligned with those of goals of the agency
 Recommends approval of the office performance and rating system
and tools
 Acts as appeals body and final arbiter
 Identifies potential top performers for awards
 Adopts its own internal rules, procedures, and strategies to carry out
its responsibilities
 Composition

 Executive Official to be Designated by the Head of Agency

as Chair
 Highest Ranking Human Resource Officer as Member
 Highest Ranking Planning Officer as Member
 Highest Ranking Finance Officer as Member
 Representative from an Accredited Employee’s Union
as Member
 PMT Secretariat
 The Planning Office usually sits and functions as the PMT Secretariat
 Monitors submission of Office Performance Commitment and Rating
Form (OPCR) and schedule the review and evaluation by the PMT
 Consolidates, reviews, validates, and evaluates the initial
performance assessment based on accomplishments reported against
success indicators and budget against actual expenses.
 Conducts an agency performance planning and review conference
annually.
 Provides each office with the final office assessment as basis in the
assessment of individual employees.
 PMT at CSC
 Assistant Commissioner – PMT Chairperson

 Director IV, Office for Strategy Management (OSM) – Member

Provides assisstorial role to the Commission in the assessment of
performance levels of offices, facilitates the Annual Performance
Review of the organization and acts as secretariat to the PMT.

 Director IV, Office for Financial & Administrative Management

(OFAM) – Member
Reviews and ensures a strategy-driven strategy
 Director IV, Human Resource Policies and Standards Office (HRPSO) -
Member, Reviews SPMS and other performance management
policies/guidelines and recommends their enhancement to the
Commission

 Director IV, Human Resource Development Office (OPMD) - Member

Reviews IPCR and recommends appropriate interventions ( i.e. training,
learning and development, rewards and recognition

 President, PINTIG Union - Member

Represents the interest and voice of the CSC rank and file
 On Target Setting

Offices submit targets to Office for Strategic Management

(OSM)

OSM reviews, analyzes and aligns submitted targets

OSM recommends changes, if necessary, and alignment of

measures and even standardizes targets applicable to offices
OSM ensures that performance targets and measures as well
as the budget are aligned with those of the organization and
that work distribution among offices is rationalized. Should
modification be necessary in the submitted OPCRs, the PMT
shall inform the concerned head of office of the proposed
changes

PMT reviews thru panel deliberation. Invites concerned office

to justify the targets and enlighten their proposed targets

PMT votes on what to recommend for final approval of the

Commission
 On Rating Offices

OSM consolidates monthly reports and quarterly assessment

tools regularly submitted by offices
OSM makes initial rating per office
OSM recommends to PMT the initial ratings of offices
PMT issues provisional rating to each office
Offices are given a reasonable time to either validate, accept
or make counter-comments on the initial rating of each office
thru submission of verifiable output/documents/evidences
PMT may call office for calibration of initial ratings

PMT conducts voting and final grading/ranking of offices

PMT makes recommendation to the Commission/Head of

Agency for approval of office ranking
 PMT as Appeals Body
• Non-submission of OPCR & IPCR to PMT within the specified time
period will be ground for:
 Employee’s disqualification for performance-based personnel
actions
 Administrative sanction for violation of reasonable office rules and
regulations and simple neglect of duty for supervisors or employees
responsible for delay or non-submission of the office and individual
performance commitment and rating report
 An Office/Unit or individual employee can file an appeal with the
PMT within ten (10) days from the date of receipt of their
performance evaluation rating
 The PMT shall decide on the appeals within one (1) month
from receipt of such appeal

 Officials or employees who are separated from the service

on the basis of Unsatisfactory or Poor performance rating
can appeal their separation to the CSC or its Regional Office
within fifteen (15) days from receipt of the order or notice of
separation
 THANK YOU !

DIRECTOR NOEL V. SALUMBIDES

Civil Service Commission
Office of the President Field Office