Department Circular Nr 4 dated 04 March 2014

Integrated Personnel
Performance
Management System

1
 REFERENCES

1. Omnibus Rules Implementing the Provisions

of Book V, EO Nr. 292, s-1989
2. AO Nr. 25 dated 21 December 2011
3. CSC MC Nr. 06, s. 2012
4. CSC MC Nr. 07, s. 2007
5. CSC MC Nr. 13, s. 1999
6. CSC MC Nr. 12, s. 1993
7. USOPM, 2001 – A Handbook for Measuring
Employee Performance: Aligning Employee
Performance Plans with Organizational
Goals.
 COVERAGE

a. Incumbents of positions under the career service.

b. Incumbents of the following positions under the non-

career service whose positions are authorized in the
plantilla for regular positions:

b.1 Co-terminus with the appointing authority;

b.2 Co-terminus with the head of organizational unit
where assigned; and
b.3 Co-terminus with the lifespan of the agency.
 EXCLUSIONS

The following are excluded from the coverage of the IPPMS:

a. Contractual personnel funded under Personnel Services.

b. Military personnel of the Armed Forces of the Philippines.
c. Those hired under contracts of service without employee-
employer relationships and funded from non-Personnel Services
appropriations / budgets, as follows:

1. Consultants and experts hired for a limited period to perform

specific activities or services with expected outputs;
2. Laborers hired through job contracts (pakyaw) and workers
paid on piecework or job order bases;
3. Student workers and apprentices; and
4. Others similarly situated.
 PROCEDURAL GUIDELINES

1Performance
Planning and
Commitment 2
Performance
Monitoring and
Coaching

Performance
Performance
Rewarding and

4 3
Review and
Development
Evaluation
Planning
 PROCEDURAL GUIDELINES

1. PERFORMANCE PLANNING AND COMMITMENT

At this stage, office and individual outputs are

agreed upon; success indicators, which are a
combination of performance measures and
performance targets, are determined; and standards
are set. Expectations in terms of performance
objectives or work outputs are defined.

These provide the bases in the preparation of

the performance commitment and review forms
which will be accomplished by the office and
individual.
OFFICE PERFORMANCE PLANNING
DEPARTMENT OFFICE OASPP PMT
Accomplish Form A
Publication of (Office Performance Output
Department Table for the Year or Office /
MFOs / KDPs Bureau Annual Performance NOTES:
(OPIF) Plan)
• Performance outputs tell
Step 1: Determine Office Work
Outputs (KDPs / KPs / KSs) employees what they have to
Step 2: Determine Success do and why they have to do
Indicators per Work Output: them.
-Performance Measures (Ql,
Qn, T)
-Performance Targets per • Identify and describe outputs
Quarter (results - nouns) not activities
Step 3: Determine Budget (actions - verbs).
Required to accomplish the
Output
Step 4: Identify the Division /
Unit Primarily Responsible

Accomplish Form B [Office

Performance Commitment Assess and Review Confirm OPCR prior
and Review (OPCR) for each OPCRs to SND Approval
Rating Period ]
FORM A – Annual Performance Plan
 FORM A – Annual Performance Plan

Strategic Priority – MFOs highlighted in the OPIF or in the AFP

Transformation Roadmap our Vision for each Base Camp

AFP TR 2016: Fully Mission Capable in ISO, HADR, IDSE, PKO &
Mission Capable in TD

Core Function – MFOs included in the mandated roles and functions of the
office but not highlighted in the OPIF

J1 Scorecard: Core Function is to formulate policies, plan direct,

coordinate & supervise matters pertaining to Personnel Administration.

Support Function – MFOs which generally delivered to support the

operations of the office
J1 Scorecard: General Administration Services
 FORM B – OPCR

Sample OJ1 OPCR

FORM C – ROLE-RESULT MATRIX
 INDIVIDUAL PERFORMANCE PLANNING
HEAD OF
DIVISION INDIVIDUAL PMT
OFFICE
Cascade OPCR to the Division .

Step 1: Cull Division Work Outputs NOTES:

(KDPs / KPs / KSs) from the OPCR for
a rating period. • Individual work outputs should include critical outputs only

Step 2: List and prioritize Individual • Developing standards that are understandable, measurable,
Outputs per Division KDP / KP / KS attainable, fair, and challenging is vital to the effectiveness
(culled from the OPCR) of the individual performance planning process.
Step 3: Determine Success Indicators
per Individual Output
Step 4: Develop Performance Standards (O, VS, S, US, and P adjectival Approve Review the
ratings) for each measure per Individual Output using the Table for Performance Performance
Common Performance Standards format. Standards Standards
Accomplish Form C (Division
Role-Results Matrix for the Rating
Period)

Step 5: Assign Individual Outputs

based on position,/ SG and /or
designation
Step 6: Finalize and publish Form C at Accomplish Form E (IPCR)
the Division for transparency and with inputs from Steps 4 Approve IPCR
accountability. and 5.
 CSC-PRESCRIBED PERFORMANCE
STANDARDS
Rating Description
Performance exceeding targets by 30%
Outstanding
and above of the planned targets.
Very Performance exceeding targets by 15%
Satisfactory to 29% of the planned targets
Performance of 90% to 114% of the
Satisfactory
planned targets.
Performance of 51% to 89% of the
Unsatisfactory
planned targets.
Performance failing to meet planned
Poor
targets by 50% or below.
FORM E – IPCR (Employees)
 PROCEDURAL GUIDELINES

2. PERFORMANCE MONITORING AND COACHING

At this stage, Division Chiefs / supervisors
shall act as coaches and mentors to manage
individual work deficiencies and develop potentials,
and improve team performance.

The Division Chiefs / supervisors monitor the

individual performance by periodically checking on
the progress and quality of individual work output
using tracking tools or monitoring strategies. They
are expected to address factors that either help or
hinder effective work performance.
 PERFORMANCE MONITORING
AND COACHING
a. Office / Bureau Performance Monitoring.
a.1 Monitoring performance at the Office / Bureau
level. Performance monitoring at the Office / Bureau level
shall be subsumed under the existing Program
Performance and Budget Execution Review (PPBER)
for Program 5 mechanism. Guidelines to align the PPBER
for Program 5 shall be issued by the OASPP taking into
consideration the work outputs and commitments of
Program 5 offices / bureaus as indicated in their respective
OPCR.
 PROCEDURAL GUIDELINES

3. PERFORMANCE REVIEW AND EVALUATION

At this stage, both the Office and individual

performance are assessed / rated based on
performance targets and measures as approved
in the Office and Individual Performance
Commitment and Review forms.
OFFICE PERFORMANCE ASSESSMENT

OFFICE OASPP PMT PMG

Complete Form B NOTE:
(OPCR)
• The overall rating of the Office for a
Consolidate, Review and given rating period consists of the
Prepare Semi- total average point score of the Work
Validate Completed OPCRs /
Annual Report Outputs of all the divisions under it.
Ratings
• Office performance assessment /
Step 1: Prepare Validation ratings as discussed in the
Report for Comments of Offices performance review conference shall
be final and not appealable.
Step 2: Submit Validated OPCRs
/ Ratings

Calibrate and
Calibrate and
Recommend
Recommend
Convene Performance Review Final Rating of
Final Rating of
Conference (PPBER Bureaus and
Offices and
Mechanism) Prepare
Prepare Office
Bureau
Ranking
Ranking
 INDIVIDUAL PERFORMANCE ASSESSMENT

INDIVIDUAL DIVISION OFFICE OASHR

Fill-up Actual
Accomplishment in Complete Form E (IPCR)
Form E (IPCR)
Step 1: Rate individual actual
accomplishment vis-à-vis performance
outputs and standards
Step 2: Note down qualitative comments
and recommend development
interventions
Discuss Performance
Assessment / Rating with
individual
Step 1: Get views on the performance
assessment / rating
Step 2: Discuss areas of agreement and
disagreement and Resolve differences
NOTES:
• The average ratings of Division
Chiefs / Supervisors shall not go
higher than the collective individual
performance assessments / ratings
of the division.
• The average of all individual
performance assessments / ratings
shall not go higher than the
collective performance assessment
of the Office

Step 3: Adjust IPCR, if necessary.

Accomplish Form I Prepare
Finalize Form E (IPCR) (Summary List of Individual
Individual Ratings) Ranking
 PROCEDURAL GUIDELINES

4. PERFORMANCE REWARDING AND

DEVELOPMENT PLANNING

This stage highlights individual

competency assessment vis-à-vis the
competency requirements of the job or position.
The result of the assessment is treated
independently of the individual performance
rating.
PERFORMANCE REWARDING AND DEVELOPMENT
PLANNING
INDIVIDUAL DIVISION OFFICE OASHR

Update Personal Conduct Individual Competency

Data Sheet (PDS) Assessment
Step 1: Identify competency
requirements per individual job /
position / output
Step 2: Determine Competency level of
individuals
Step 3: Identify competency level gaps
and opportunities to address gaps
Step 4: Review assigned individual
outputs.
Step 5: Recommend appropriate
development intervention/s.
NOTE:
• Development interventions
may include formal
trainings, coaching,
mentoring, job rotation,
secondment, OJT, attending
meetings and workshops,
shadowing; and anything
relevant and helpful to
develop individuals.

Consolidate /
Discuss results of
evaluate Form
Accomplish Form J competency assessment
J and
(Performance Rewarding with
incorporate in
and Development Plan) the individual and
HRD Plan /
finalize Form J
Program
 PERFORMANCE REWARDING
AND DEVELOPMENT PLANNING

• Performance Rewarding and

Development Planning.

a.1 An ad hoc committee shall be created

to conduct competency assessment in
collaboration with the Division Chiefs /
Supervisors.
•
 RATING PERIODS

Performance shall be rated semi-

annually. The rating periods shall be
January to June and July to December of
every year. However, if there is a need for a
shorter or longer period, the minimum rating
period is at least ninety (90) calendar days
or three (3) months while the maximum is
not longer than one (1) calendar year.
 RATING SCALE
Rating
Description
Numerical Adjectival
 Performance is of extraordinary level of
5 Outstanding achievement – exceeding planned targets by
30% and above.
 Performance is of exceptional level of
Very
4 achievement – exceeding planned targets by
Satisfactory
15% to 29%.
 Performance is of acceptable level of
3 Satisfactory achievement – meeting planned targets by 90%
to 114%.
 Performance is below the acceptable level of
2 Unsatisfactory achievement – meeting planned targets by 51%
to 89%.
 Performance is of unacceptable level of
1 Poor achievement – meeting planned targets by 50%
and below.
 RATING SCHEME

Individual Rating. The computation for the overall point

score of an individual for a given rating period shall be
as follows:
• Get the average rating (column A4) of all
performance measures per output by adding the
rating for quality (column Ql1), quantity (column
Qn2), and timeliness (column T3), as applicable,
and divide the sums by the number of performance
measures with rating.
• Add all the ratings obtained per performance
measure (columns Ql1, Qn2 & T3).
 RATING SCHEME

• Divide each of the sums by the number of

outputs with rating to get the average point scores
for every performance measure. The average point
score under column A4 shall be the overall point
score, in the absence of intervening activities.

• Add extra points for intervening activities, if any, to

get the overall point score.

• Convert overall point score to its equivalent

adjectival rating using the following table:
 RATING SCHEME

CSC-Prescribed
Equivalent Adjectival
Performance Overall Point Score
Rating
Standards
130% and above 4.21 – 5.00 Outstanding
115% - 129% 3.41 – 4.20 Very Satisfactory
90% - 114% 2.61 – 3.40 Satisfactory
51% - 89% 1.51 – 2.60 Unsatisfactory
50% and below 1.00 – 1.50 Poor

* For work outputs requiring 100% of the targets and which may no longer
be exceeded, the adjectival rating or either OUTSTANDING for those who
met targets or POOR for those who fell short of or failed to meet the targets
shall be applied.
 PERFORMANCE RATING AND RANKING

Rating of Performance for Intervening Activity / ies

• Individual performance of intervening activity / ies

may be given a minimum of 0.25 and a maximum
of 0.75 additional point to his / her average point
score.

• Provided the following criteria are met:

 PERFORMANCE RATING AND RANKING

 Difficult, technical in nature or requiring special

skills;
 Not within the regular functions of the individual or
the performance work outputs / commitments of his /
her division or unit;
 Completion is urgent which has an impact on the
organization;
 Non-compliance / performance will unduly prejudice
the service; and
 Performance or completion will require an aggregate
period of one week to two months and above.
 PERFORMANCE RATING AND RANKING

Rating Chain. In rating individual performance, the

following rating chain shall be used:

Rater Ratee
Head of Office / Director Division Chief
Division Chief Individual Staff member
Section or Branch Chief, if
applicable
Section or Branch Chief, if Individual Staff member
applicable
 PERFORMANCE RATING AND RANKING

3. Performance Rating of Civilian Personnel on

Detail or Secondment
• Civilian personnel on detail or secondment
shall be rated in their present office, copy
furnished their mother office.
• The ratings of those who were detailed or
seconded during the rating period shall be
consolidated in the office where the
personnel have spent majority of their time
during the rating period.
 PERFORMANCE RATING AND RANKING

4. Performance Rating of Personnel on Official

Travel, Approved Leave of Absence / Training /
Scholarship Program
• Personnel on Official Travel, Approved Leave of
Absence or Training or Scholarship Program of
90 days and above and were not given a rating
for a particular period shall use their
performance rating obtained in the preceding
rating period, provided, for personnel or Training
or Scholarship Program, they have successfully
completed the program.
 PERFORMANCE RATING AND RANKING

• However, if they have already met

the minimum rating period of 90
days, they shall be required to
submit their respective IPCR
Forms before they leave the Office.
 PERFORMANCE RATING AND RANKING

Personnel with Pending Administrative Case

Unless the case is decided, pendency of an
administrative case shall not have any effects on the
performance rating of an individual. For this purpose,
a pending administrative case shall be construed as
such when the disciplining authority has issued a
formal charge or a notice of charge/s to the
respondent or individual (Section 42, Rule 8, CSC
Resolution Nr. 1101502 (Revised Rules on
Administrative Cases in the Civil Service) dated 18
November 2011).
 PERFORMANCE RANKING

a. Forced Ranking. The scheme in forced

ranking offices / bureaus and individuals is
modified as follows:
Ranking
Individual
Adjectival
Best and Better Good Bureau Performance
Rating
Bureau Category

Top 15% Top 10% Outstanding Best Performer

Very
Next 30% Next 25% Satisfactory - Better Performer
Satisfactory
Next 55% Next 65% Satisfactory Good Performer
 PERFORMANCE RANKING
b. Breaking deadlocks. Bureaus, offices or delivery
units shall consider merit / demerit points using the
following additional quantifiable criteria to break
deadlocks on individual performance ranking: (NOTE:
merit and demerit points shall be treated separately from and
shall not in any way affect the performance rating of individuals .)

CRITERIA MERIT DEMERIT

POINTS 0.75 0.50 0.25 0.75
Attendance 0-1 day 2-3 days 4-5 days 6 days and
absent per absent per absent per above absent
month month month per month
Tardiness 10 times and
Zero tardy - - above per
month
 PERFORMANCE RANKING
CRITERIA MERIT DEMERIT
POINTS 0.75 0.50 0.25 0.75
Approved 3 hours and 2 hours per 1 hour per Refused to
Overtime above per day day render overtime
(beyond 8 hours) day work
Submission of 0-1 day after 2-3 days after 4 days and
DTR - DTR receipt DTR receipt above after DTR
receipt
Submission of - - 5 days and 4 days and
Leave above before below before
Application, the leave the leave
except for SL
Performance of Performing - - Performing
Designated duties of a duties of a lower
Functions higher position
position

37
 PERFORMANCE RATING AND RANKING

Additional quantifiable and verifiable

criteria may be established by the
Performance Management Group (PMG)
or the Performance Management Team
(PMT) to determine the “best among the
best” performers. Demerits may also be
considered by the PMG or PMT.
 PROVISIONS ON INTERFACES AND
LINKAGES

 An individual who obtained Unsatisfactory

ratings for two (2) successive rating
periods shall be dropped from the rolls;
provided written notice / advice of
unsatisfactory performance at least one (1)
month after the end of the rating period has
been issued by the Head of Office / Director
and proof of development interventions has
been submitted.
 PROVISIONS ON INTERFACES AND
LINKAGES

 An individual who obtained Poor rating for

one (1) rating period shall be dropped from
the rolls; provided written notice / advice of
poor performance at least three (3) months
before the end of the rating period has been
issued by the Head of Office / Director and
proof of development interventions has been
submitted.
 PROVISIONS ON INTERFACES AND
LINKAGES

 Only individuals who obtained Outstanding

and/or Very Satisfactory ratings for two (2)
successive rating periods shall be considered
for promotion.

 Individuals who consistently obtain

Outstanding ratings for six (6) successive
rating periods shall automatically be promoted
to the next higher available vacant position,
provided they meet the minimum qualification
standards prescribed by the CSC.
 PROVISIONS ON INTERFACES AND
LINKAGES

 On Step Increments. The grant of step increment/s

due to meritorious performance shall be governed by
CSC and DBM Joint Circular No. 1 dated 3 September
2012 on “Rules and Regulations on the Grant of Step
Increment/s Due to Meritorious Performance and Step
Increment Due to Length of Service.”
1. The maximum number of employees that may be
granted Step Increment/s Due to Meritorious
Performance in any given year shall be limited to
five percent (5%) of all incumbent officials and
employees in an agency.
 PROVISIONS ON INTERFACES AND
LINKAGES

2. Two (2) Step Increments due to Meritorious

Performance may be granted to a qualified
official or employee who has obtained two (2)
ratings of “Outstanding” during the two (2)
rating periods within a calendar year.

3. One (1) Step Increment due to Meritorious

Performance may be granted to a qualified
official or employee who has obtained one (1)
rating of “Outstanding” and one (1) rating of
“Very Satisfactory” or two (2) ratings of “Very
Satisfactory” during the two (2) rating periods
within a calendar year.
 PROVISIONS ON INTERFACES AND
LINKAGES

On Awards and Incentives

This performance system shall provide the
eligibility / qualification for performance-based
awards and incentives:
1. The PMT shall identify potential PRAISE
awards nominees for various categories based
on the final ratings of individual employees. It
shall validate the Outstanding performance
ratings and may recommend concerned
individuals for performance-based awards.
 PROVISIONS ON INTERFACES AND
LINKAGES

2. The PRAISE Committee shall

determine top performers of the Department
who qualify for awards and incentives based
on the final ratings of individual employees.
Grant of incentives such as the
Performance-Based Bonus shall likewise be
based on the final ratings of individual
employees as approved by the Head of
Office.
 PROVISIONS ON INTERFACES AND
LINKAGES

Individuals who obtained Unsatisfactory

and Poor ratings shall not be eligible for
any monetary and/or non-monetary
rewards and incentives.
 SANCTIONS

1. Unless justified and accepted, non-submission of the

OPCR Form to the OASPP or planning office / PMT and
IPCR Form to the OASHR or personnel office within
specified dates shall be ground for:
a. An Individual’s disqualification for performance-based
human resource management and development
actions, if failure of the submission of the report forms
is the fault of the individual.
b. An administrative sanction for violation of reasonable
office rules and regulations and simple neglect of duty
for the Division Chief / Supervisor or individual
employees responsible for the delay or non-
submission of the OPCR and IPCR reports.
 SANCTIONS

2. Failure of the Heads of Office to comply with the

required notices to individuals for their
unsatisfactory or poor performance during a rating
period shall also be a ground for an administrative
offense for neglect of duty.

3. Heads of Office / Directors and Division Chiefs /

Supervisors shall be charged administratively if
found guilty of using the IPPMS to give undue
advantage or disadvantage to the individual
employees they rate, subject to existing CSC
provisions.
 RIGHT TO APPEAL

1. Office performance assessment as

discussed in the performance review
conference shall be final and not
appealable. Any issue / appeal on the
initial performance assessment of an
Office shall be discussed and decided
during the performance review
conference.
 RIGHT TO APPEAL

2. Individual employees who feel aggrieved or

dissatisfied with their final performance ratings can
file an appeal with:
• PMT within ten (10) working days from date of
receipt of copy of their completed and approved
IPCR report.
• PMT shall decide on the appeals within one (1)
month from receipt.
• The decision of the PMT may be appealed to the
SND within ten (10) working days from date of
receipt of the PMT decision.
 RIGHT TO APPEAL

3. An Office or individual shall not be allowed to

protest the performance ratings of other
offices or individuals.

4. Individuals who were separated from the

service due to 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.
Good Day!