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A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System
CO
• Policy Development/formulation/review
• Programming
• Performance Setting/Evaluation
• Driver of Excellence(ISO 9001:2000)
• Common understanding/ harmonizing of goals
• Converting strategic policies/plans to action
• Problem solving
• Innovating/ benchmarking/modeling/ sharing
• Regular reporting/ feed backing evaluating
• Co-creating values
ROPOTI
• Policy/Program implementationdevelopment/review
• Geo strategic planning
• Field coordination
• Area Management
• Corporate Excellence
-
COHERENCECOHERENCE
HARMONYHARMONYCADENCECADENCE
Securing a
Unified
Response to
Gaps in
Excellence thru
Technology-
Enabled
Service
Delivery and
Accountability
ICT-enabled
core TESD processes
TDI- SDP linked with
OD
Purposive TESDA
community advocacy
CSC PMS-OPES Model
installed & enforced
“Making
Plan
Do
Check
Act
a daily habit “
“Making
Plan
Do
Check
Act
a daily habit “
“What is not measured, cannot be managed.”
CSC – Performance Management System
Medium Term Philippine Development Plan (MTPDP)
Agency Strategic Plan
Organizational Performance Indicators Framework (OPIF)
Agency Performance Management System (PMS)Career Executive Service Performance Evaluation System (CESPES)
Office Performance Evaluation System (OPES)Performance Evaluation System (PES)
CSC – Performance Management System
Performance Evaluation System (PES) for Individual Staff
Career Executive Service – Performance Evaluation System (CESPES)
Introduction of OFFICE Introduction of OFFICE Performance Evaluation SystemPerformance Evaluation System
Office Performance Evaluation System for Units and Division Chiefs
OPES
CSC – Performance Management System
Why measure office Why measure office performance?performance?
Directly translates the agency’s strategic direction into more specific and measurable objectives
Serves as mechanism for better alignment of individual objectives to agency objectives
Enhances objectivity of individual performance evaluations
CSC – Performance Management System
OPES FeaturesOPES Features
Measures the collective performance of an office
Focuses on outputs Uses a standard unit of measure Allows comparison of performance across
offices or function Applies to smallest output-producing units,
i.e., divisions or sections
CSC – Performance Management System
OPES FeaturesOPES Features
Standard unit of measure through a point system◦ Each output is assigned a number of points◦ Points are based on the length of time it takes
one person to produce the output◦ Points are exclusive of rank/position
CSC – Performance Management System
OPES Reference TableOPES Reference Table
A list of thelist of the major final outputsmajor final outputs of an office given its functions
Indicates corresponding pointscorresponding points that an output would earn when completed
Defines the standardsDefines the standards that must be met for completed outputs to earn points
CSC – Performance Management System
Sample Sample OPES Reference TableOPES Reference Table
FUNCTION OUTPUT PERFORMANCE INDICATOR POINTS
OPERATIONAL DEFINITION
Project Proposal Preparation
Project Overview
Number of Project Overviews
8
Paper defining the need, problem or opportunity to be addressed by the project, project goals and objectives, preliminary resources, assumptions and risks. Must be approved by the Head of Office.
Project Proposal
Number of Project Proposals
25
Proposal includes Work Breakdown Structure, Project Network, and Critical Path. Must be approved by the Commission.
CSC – Performance Management System
1. Performance Planning
and Commitment
PMS
4. Performance Rewarding
and Development Planning3. Performance Review
and Evaluation
2. Perfo
rmance Monito
ring
and Coaching
OPES as the critical OPES as the critical link in the PMS link in the PMS CycleCycle
CSC – Performance Management System
Determining OutputsDetermining Outputs
Every office has a mix of quantifiable and non-quantifiable outputs:
QUANTIFIABLE outputs refer to measurable results
NON-QUANTIFIABLE outputs refer to everything that consumes time but output of which is not measurable e.g., meetings, office programs/ceremonies, filing, phone calls, and other support functions
CSC – Performance Management System
Determining the Determining the Percentage of Non-Percentage of Non-quantifiable Activitiesquantifiable Activities Proportion of quantifiable and non-quantifiable hours is
determined by the agency Considerations in determining this proportion:
◦ Overall proportion of support staff to technical staff◦ Hours spent on non-quantifiable activities typical to the
agency◦ Nature of agency work
Quantifiable hours could be more than 50%, e.g., if office has fairly routine or automated processes and therefore higher productivity and volume of output is expected
Non-quantifiable hours should not be more than 50%!
CSC – Performance Management System
Total Target PointsTotal Target Points
Each unit computes its annual target points by multiplying the annual target points by the number of personnel.
The number of personnel in an office/division determines the collective target output of that division/office for the year.
Similar outputs earn the same points, regardless of division, area of expertise and geographical location. This shall provide performance standards.
CSC – Performance Management System
Total Target Points:Total Target Points: CSC-COCSC-CO
365 Days in a yearLess 104 Saturdays and SundaysLess 10 Legal HolidaysLess 8 Mandatory and Special
Leave -------- 243 working days in a yearX 8 hours in a day -------- 1944 working hours in a year
LESS 50% estimated non-quantifiable outputs ===== 972 points x no. of staff = Total Target Points for
Central Office
CSC – Performance Management System
Total Target Points:Total Target Points: CSC-ROCSC-RO
365 Days in a yearLess 104 Saturdays and SundaysLess 10 Legal HolidaysLess 8 Mandatory and Special
Leave -------- 243 working days in a yearX 8 hours in a day -------- 1944 working hours in a year
1360.8 points x no. of staff = Total Target Points for Regional Offices
CSC – Performance Management System
ConsiderationsConsiderations
Organizational Performance Indicators
Framework (OPIF)
◦ Spells out agency commitments in terms of
major final outputs (MFO)
◦ Total Target Points in OPES should be consistent
with committed MFOs
CSC – Performance Management System
Work and Financial Plan Work and Financial Plan FormForm
KRA KPI OutputOPES Pts
TargetBudget Deadline
Staff Resp.Qty Pts
CSC – Performance Management System
Using OPES TableUsing OPES Tablein Evaluationin Evaluation
240015016Post Training Report
1201120Annual Training Report
97209720Total Target PointsTotal Target Points
600015040Training
120010120Manual
TotalRequired NumberPointsOutputsOPES-based Office Work PlanOPES-based Office Work Plan
280017516Post Training Report
1201120Annual Training Report
1088010880Actual Points DeliveredActual Points Delivered
700017540Training
9608120Manual
TotalActual Number completed
PointsOutputsActual Office PerformanceActual Office Performance
Target Target exceededexceeded
!!
CSC – Performance Management System
Using OPES TableUsing OPES Tablein Evaluationin Evaluation
Compare performance across offices◦ Sample
86,794
211,284
20,478
10,453
Actual Points Delivered
93%93,31296D
109%194,400200C
132%15,55216B
108%9,72010A
%Total Target Points
Number of Employees
Office
Most Most productiveproductive
Least Least productiveproductive
The CSC PMS-OPES model is a practical translation of a good performance management system. As such, its OPES point-scoring feature is adopted in the TESDA PEG PMS
PEG KPIs(what we
intend to track & monitor
based on OPES-anchored WFP)
MoNet -Based Scorecard
(measures & displays real-time
COROPOTI performance in
terms of PEG KPIs)
Goal/Standard(desired &
defined in the PEG
guideline).
COROPOTI Decision-
Maker(makes change needed to bring
performance attuned to goal or
standard set)
TESDA Employee (s)
(compares actual performance with goal or
standard; if difference warrants action, reports to responsible decision-
maker).