1. 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 Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
Implementation of the SPMS
in the
University of the Philippines
Dr. ANGELA D. ESCOTO
Director, Human Resources Development Office

2. CHECKLIST (Ref: Guidebook on the SPMS)
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN 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

3. CHECKLIST (Ref: Guidebook on the SPMS)
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
CHECKLIST (Ref: Guidebook on the SPMS)
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

4. ORGANIZATIONAL OUTCOME:
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT 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

5. OPERATIONAL EXCELLENCE
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
KEY STRATEGIES
ACADEMIC EXCELLENCE
OPERATIONAL EXCELLENCE

6. “Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
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

7. OPERATIONAL EXCELLENCE
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT 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

8. CHECKLIST (Ref: Guidebook on the SPMS)
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
CHECKLIST (Ref: Guidebook on the SPMS)
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

9. “Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT 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

10. CHECKLIST (Ref: Guidebook on the SPMS)
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
CHECKLIST (Ref: Guidebook on the SPMS)
SPMS FORMS
PERFORMANCE COMMITMENT AND RATING FORMS INCLUDE:
MFOs
SUCCESS INDICATORS (TARGETS +MEASURES)
ACTUAL ACCOMPLISHMENTS
RATING

11. PUTTING IN PLACE SPMS IN THE OFFICE HRDO METHODOLOGY
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
PUTTING IN PLACE SPMS IN THE OFFICE HRDO 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)

12. PUTTING IN PLACE SPMS IN THE OFFICE HRDO METHODOLOGY
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop
University of the Philippines Diliman
Office of the Vice Chancellor for Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
PUTTING IN PLACE SPMS IN THE OFFICE HRDO 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)

13. 2012 Strategies and Accomplishment l
HRDO functions
Advise management on human resources policy and administration including the proper interpretation, enforcement and implementation of Civil Service laws and other rules.
Develop and administer uniform and professional standards for recruitment, selection and placement for all University employees .
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.
Study, rationalize and administer employee benefits packages for all university employees taking into account budgetary and legal considerations.
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
Maintain a reliable, computerized and updated personnel records and publish HR statistics and bulletin.

14. FUNCTIONS PER DIVISION
2012 Strategies and Accomplishment l
FUNCTIONS PER DIVISION
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

15. FUNCTIONS PER DIVISION
2012 Strategies and Accomplishment l
FUNCTIONS PER DIVISION
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

16. FUNCTIONS PER DIVISION
2012 Strategies and Accomplishment l
FUNCTIONS PER DIVISION
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

17. 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

18. HRDO Success Indicators for individual employee (Sample)
Step 4. Identification of Success Indicators
HRDO Success Indicators for individual employee (Sample)

19. HRDO Success Indicators for individual employee (Sample)
Step 4. Identification of Success Indicators
HRDO Success Indicators for individual employee (Sample)

20. Step 8. Develop and Agreed on Rating Scale System at all levels
HRDO Success Indicators AND rating scale of individual employee (Sample)

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

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

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

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

25. Thank you
for
Listening!