Course 2: Aligning

Organization and People

Supervisory Development Program

1
Terminal Objective
At the end of the course,
participants will be able to:
• Develop Division Performance Commitments
(DPCR).
• Guide team members in formulating Individual
Performance Commitments (IPCRs) that specify
their respective contributions to achieving
desired results of their division.
Enabling Objectives
• Articulate the importance of aligning
organizational and individual performance plans

• Align division and team members’ plans to the

strategic directions and priorities of the
organization through the DPCR and IPCR
Enabling Objectives
• Explain the process of developing the DPCR
and IPCR.

• Discuss considerations in translating DPCR to

team members’ IPCR.

• Develop Implementing/ Monitoring Plan to

ensure achievement of DPCR.
 Agreeing on Norms

CSI. Shaping the Servant-Hero towards Public Service Excellence.

Schedule
Day 1 Day 2

AM Preparing the Learning

1
Developing DPCR
Climate

AM Alignment Through the

Continuation… DPCR
2 RBPMS

Lunch Break

PM SPMS Cascading and

Developing IPCR
1 Alignment Philosophy
Implementation/ Monitoring
PM Continuation of SPMS Plan
2 Cascading
Closing Protocol
What we have covered…
Achieving
Leadership
Effectiveness

Improving
Aligning
Organization
Organizations
and Individual
and People
Performance EFFECTIVE
SUPERVISION

Empowering
Developing and
and Engaging
Enabling People
People
Leadership Competencies
CSC Leadership SDP Courses
Competencies
• Leading Change Achieving Leadership Effectiveness
• Thinking Strategically and Aligning Organization and People
Creatively
• Managing Performance and Developing Organizations and
Coaching for Results Individuals
• Building Collaborative, Inclusive
Empowering and Engaging People
Working Relationships
• Creating and Nurturing a High
Improving Organization and Individual
Performing Organization
Performance
Strategic Thinking Defined

Strategic thinking is defined as the

individual’s capacity for thinking
conceptually, imaginatively,
systematically, and
opportunistically with regard to the
attainment of success in the future.

PDIC
Elements of Strategic
Thinking
System Intent
Perspective Focus

Strategic
Thinking

Intelligent Thinking
Opportunism In Time

Hypothesis
Driven

PDIC
 System Perspective
• All parts of organization are
interrelated & interdependent.
• Equifinality - there are many
approaches to address a gap or
issue.
Intent Focus
 Begin with the end in mind

 Focus on the goals, objectives

and targets.
Thinking in Time

• Take in the lessons of the

past, the inspiration of the
future, and the execution and
implementation of the present.
Intelligent Opportunism

• Be responsive to good
opportunities in the internal
and external environment.
Hypothesis Driven

• Exercise creative and critical

thinking in problem-solving
and decision-making (PSDM).
Rational Problem Solving Process

Situation Analysis Problem Statement

(What’s going on?)

Problem Analysis Objective Statement

(Why is this happening?)

Decision Analysis Best Solution

(Which course of action to take?)

Potential Problem Preventive Action

Analysis
(How do we ensure success?)
Slide 16
Thinking Strategically and Creatively
1. Articulates to others the vision, mission, values,
objectives and purposes of the organization/
agency.
2. Responds positively to the call or challenge of
the organization’s or agency’s goals.
3. Supports innovative initiatives and
demonstrates responsiveness to change
methodology.

Slide 17
Thinking Strategically and Creatively
4. Identifies resources and competencies needed
within the work area to get the work done.
5. Provides advice and feedback to support others
to make sound and timely decisions.

Slide 18
Thank You!
Alignment through the
RBPMS
Result-Based
Management
A management strategy by which
an organization ensures that its
processes, products and services
contribute to the achievement of
desired results (outputs, outcomes
and impacts).
RBM rests on clearly defined
accountability for results and
requires monitoring and self-
assessment of progress
towards results, and reporting on
performance.
Result-Based
Management
Results Chain
Impact – Changes in condition
Outcome – Changes in capacity and performance
Outputs – What implementers produce
Activities – What implementers do
Inputs – What stakeholders invest in
Result-Based
Management

• Inclusiveness
• Ownership
• Accountability
 Result-Based Management

Linkages between Planning, and Monitoring &

Evaluation
• Without proper planning and clear articulation of
intended results, it is not clear what should be
monitored and how; hence monitoring cannot be
done well.
• Without effective planning (clear results frameworks),
the basis for evaluation is weak; hence evaluation
cannot be done well.
• Without careful monitoring, the necessary data is not
collected; hence evaluation cannot be done well.
 Result-Based Management
Linkages between Planning, and Monitoring &
Evaluation
• Monitoring is necessary, but not sufficient, for
evaluation.
• Monitoring facilitates evaluation, but evaluation uses
additional new data collection and different
frameworks for analysis.
• Monitoring and evaluation will often lead to changes
in plans. This may mean further changing or
modifying data collection for monitoring purposes.
Thank You!
SPMS Cascading and
Alignment Philosophy
SLE – Quick Draw
1. Team will be given 1 minute to plan.
2. Execution time will be 30 seconds only.
3. Encircle as many sequential numbers as possible starting
with 1.
4. All members must participate in a sequential manner.
5. Failure to miss a number in sequence or follow the
instructions is a ground for disqualification for the particular
round.
6. Quick draw forms will be placed on the table for each team
upside down.
7. Turn over the form on signal which start the timer in 30
seconds.
8. Scores is based on correctly encircled numbers and will be
tallied.
9. Identify process observer.
1. What factors helped and hindered
the completion of the task?

2. How does this apply in the

workplace?
Performance Management is one of
the most important aspects of a
manager’s role.

“It is enabling and encouraging

the right people to do the right
things at the right time.”
What is
Performance
Management?

by improving the
performance of people
A strategic and who work in it
integrated approach to
deliver sustained
success of an
organization By developing the
competence of teams
and individual
contributors
 Performance Management in
the Public Sector

Focused on achieving
improved results for the public
evidence-based decision
making,

Ongoing, systematic
approach to improving results continuous organizational
through learning, and

National Performance Management Advisory Commission

focus on accountability for
A Performance Management Framework for State and Local Government
http://www.gfoa.org/sites/default/files/APerformanceManagementFramework.pdf performance.
So, Where are We?

System Competence Practice

Is there one in your How much training on

agency? its use has been done?

How well is it being

How well is it understood
and accepted? practiced?

What stories can

Your perception: How much has it people tell about
helped to improve performance? PMS?
Performance
Management
It has failed when - It has succeeded when -
It enables individual, team and
No connection organizational alignment to
with strategic outcomes
direction of
agency It is really meant
to manage It ensures employee
underperformers
accountability
Perception

It is a ‘nuisance’ Used to develop higher levels of

done only to be performance
compliant
It is episodic and
paper-intensive*
It is seen as core, on-going
process
Performance Management
• 9 Practices of Successful PMS

1. Individual performance expectations and organizational

goals are aligned

2. Performance expectations are intertwined with

goals of multiple units (vs. silos)

3. Performance info is routinely used to track priorities

Performance Management
• 9 Practices of Successful PMS

4. Follow up actions are faithfully carried out as needed

5. Assessments include use of competencies

6. Pay is linked to individual and agency performance

7. Ownership for the system is strong among staff and

stakeholders
Performance
Management
9 Practices of Successful
PMS

9. Meaningful
8. Continuity performance
maintained even distinctions are made
during transitions

Candid / constructive
feedback is practiced
Institutionalizing a new system and
practice could take 5-7 years. This is
beyond the tenure of most elective
officials and political appointees Provide factual and
objective data for granting
rewards

Performance agreements
Provide accurate
need to be based on solid information and
footing documentation to deal with
poor performers
Performance Management Cycle

Planning “Planning”
• setting performance
expectations and goals
Monitoring • for groups and individuals
• to channel their efforts
• toward achieving
organizational objectives.
Evaluating
Includes the measures to
determine whether expectations
Recognition and Reward and goals are being met.

Source: Office of Personnel Management (opm.gov)

Performance Management Cycle

Planning
Set Expectations on
Performance
Monitoring • Prioritize Goals
• Develop Clear Measures
• Specify Tasks
Evaluating • Set Targets
• Outline a Time Frame
• Coordinate Efforts Necessary for
Recognition and Goal Achievement
Reward

Source: Office of Personnel Management (opm.gov)

Supervisors’ Role in Planning/ Commitment

 Clarify expected results and behaviors

 Ensure staff’s understanding on
alignment of individual performance
targets with that of the Unit/ Division/
Agency
 Get staff’s commitment/ agreement
on performance success indicators
Performance Planning
and Commitment

Why What

To agree on Results: Success

standards indicators to be achieved.
against which
performance Behaviors:
will be How the success
assessed indicators will be achieved
 SPMS

1 •ORGANIZATION
2
Performance Performance Strategic Thrusts
Planning & Monitoring & Major Final Outputs
Commitment Coaching •OFFICE/DIVISION
OPCR
SPMS DPCR

4 •INDIVIDUAL
3
Performance •IPCR
Performance
Rewarding &
Review &
Development
Evaluation
Planning
 Performance Management Principles

1.Focus – too many objectives is micro-

managing. Strategic Objectives should be the
focus.
2.Cascade-OPCR, DPCR, IPCR
3.Results-Based- Activities VS Results
4.Data Driven- Average is the expected
performance. Central tendency is a natural
phenomena. Use Historical data. Establish
baseline.
 Performance Management Principles

5. Objective-Key is objective indicators and targets.

6. Equitable- eg. One time project not equitable to

core functions/ Higher positions should have higher
expectations, More vs Less Assignments.

7.Continual Improvement- Consciously looking at best

practices. Identify and teach to others. Continually
build capability.
 ...is a set of processes for establishing a
shared understanding of:
1. WHAT WILL BE ACHIEVED (goals)
2. HOW IT WILL BE ACHIEVED
3. and MANAGING PEOPLE in a way
that will increase the probability that it will
be achieved.
It is a mechanism to address the demand
to produce tangible results
 SPMS Objectives

1
Concretize the linkage of organization performance with the
Philippine Development Plan,
Agency Strategic Plan and the
Organizational Performance Indicator Framework

2
Ensure organizational effectiveness and
improvement of individual employee
efficiency by cascading institutional
accountabilities to the various levels
of the organization

3
Link performance management
with other Human Resource
Systems and ensure adherence to the
principle of performance-based
tenure and incentive system
CSC Fundamentals
2030 VISION
CSC shall be globally recognized as a center of excellence
for strategic human resource and organization development

CORE PURPOSE
Gawing Lingkod Bayani ang Bawat Kawani
(To make every civil servant a servant hero)

CORE VALUES
Love of God and Country
Excellence
Integrity
CSC Strategic Objectives
A. Recognized as a Center of Excellence
B. High Performing, Competent and Credible Civil
Servants
C. Provide Excellent HR Processes
D. Ensure Fairness and Efficiency in Performing
Quasi-Judicial Functions
E. Enhance the Competency of Our Workforce
F. Ensure Efficient Management of Financial
Resources
 Societal Goals/Outcomes
2040 – MATATAG, MAGINHAWA AT PANATAG NA BUHAY SER
Socio-Economic
2022 – FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST Report
SOCIETY AND A GLOBALLY COMPETITIVE KNOWLEDGE ECONOMY

Sectoral Goals/Outcomes PPARC Priority

“PATULOY NA PAG- Program
“MALASAKIT”
“PAGBABAGO” UNLAD” Accountability
Enhancing the Social Increasing Growth
Fabric Reducing Inequality Report Card
Potential

Organizational Outcomes MARC-I MFO

CSC shall be globally recognized as a Accountability
IMPROVED QUALITY OF CIVIL SERVANTS center of excellence for strategic HR
and OD Report Card

Major Final Outputs (Citizen Focused & Product Results)

MARC-II Mgt
Financial Leadership, Learning,&
Internal Process Accountability
Stewardship Growth
Report Card

Strategic Performance Management System

STRATEGIC OBJECTIVES
What you need to achieve to transform internal capability to
deliver your mandate

CORE OBJECTIVES
What you need to deliver your mandate
(Bigger weight)

SUPPORT OBJECTIVES
Support Objectives- What you need to achieve to
complete delivery of your mandate
(Less since this is transactional)
STOs refer to activities that provide
technical and substantive support to the
operations and projects of the agency. By
themselves, these activities do not produce the
MFOs but they contribute or enhance the
delivery of goods and services. Examples
include program monitoring and evaluation,
public information programs, statistical
services, and information systems
development.
GAS refer to activities that deal with
the provision of overall administrative
management support to the entire
agency operation. Examples are
legislative liaison services, human
resource development, and financial
services
Performance expectations should be clear, brief,
attainable and measurable, and can be expressed
in terms of;

Quality
Quantity
Timeliness
Effective use of resources
Manner of performance
Method of performing
 RBPMS

/ Division

(DPCR)

Civil Service Commission – Strategic Performance Management System

 L
L

Owne
E
Perspective Objectives Measures A Base 2011 2012 2013 2015

r
A
G
D

10% 20% 40%

Commission
Recognized as a Center 1 Percentage of agencies accredited under the Enhanced PMAAP N/A N/A (211) (422) (844)
A for Excellence
STAKEHOLDERS

2 CSC Client Satisfaction Rating (CSC frontline services) N/A S VS VS E

3 Percentage of assisted agencies which failed in ARTA-RCS N/A 60% 80% 90% 100%
Commission
High performing,
4 Percentage of agencies with HR Plan N/A N/A 20% 30% 50%
B competent , and credible
civil servants Percentage of agencies with functional Strategic Performance Management System
.66% 25% 35% 60%
5 (SPMS) 0
(14) (527) (738) (1265)

25% of agencies with

functional SPMS by EO
2012
Cascading Philosophy: Cascading Approach
( OPCR -> DPCR)

25% of agencies with

functional SPMS by EO
2012
DIVISION

Orientation conducted
to 50 agencies by EO
June 2012
Thank You!
Course 2 Day 2: Aligning
Organization and People
Supervisory Development Program

71
Developing DPCRs
Discovery Statement

* I discovered that…..
* I realized that…..
* I am happy that……
Performance Management Cycle

Planning
Set Expectations on
Performance
Monitoring • Prioritize Goals
• Develop Clear Measures
• Specify Tasks
Evaluating • Set Targets
• Outline a Time Frame
• Coordinate Efforts Necessary for
Recognition and Goal Achievement
Reward

Source: Office of Personnel Management (opm.gov)

Supervisors’ Role in Planning/ Commitment

 Clarify expected results and behaviors

 Ensure staff’s understanding on alignment
of individual performance targets with that
of the Unit/ Division/ Agency
 Get staff’s commitment/ agreement on
performance success indicators
Performance Planning
and Commitment

Wha
Why
t

To agree on Results: Success

standards indicators to be achieved.
against which
performance Behaviors:
will be How the success
assessed indicators will be achieved
1. Know and understand your agency’s
mandate, strategic priorities and MFOs.

• Agency Logical Framework/

Organizational Performance Indicator
Framework (OPIF) Book of Outputs.
• General Appropriations Act
• Strategic Plan/ Road Map/ Scorecard
• Executive and Legislative Agenda
 2. Identify the success indicators of each MFOs.
• SMARTER as guide
• SPMS Table of Success Indicators
MFO 3 Strategic Measures Success Indicator
Objective
Human Recognized Number of 34 agencies assessed using the
Resource as a Center agencies PRIME HRM Maturity level indicators
Management for assessed
Regulation Excellence using the
PRIME HRM
Maturity level
indicators
 MFO 3 Operational/ Measures Success Indicator
Strategic
Objective
Human Ensure Percentage 90% of administrative cases
Resource fairness and of (disciplinary and non-disciplinary)
Management efficiency in administrative decided within 40 days from the time
Regulation performing cases the case becomes ripe for resolution
Quasi- (disciplinary
Judicial and non-
functions disciplinary)
decided
within 40
days from the
time the case
becomes ripe
for resolution
 3. Identify the Performance Goals of the Division/
Unit that are aligned with the performance goals of
the office.
MFO 3 Strategic Measures Office Level Division Level
Objective Success Indicator (DII)
Human Recogniz Number of 34 agencies 7 agencies assessed
Resource ed as a agencies compliant with under PRIME HRM
Managem Center for compliant with the PRIME HRM
ent Excellenc the PRIME Maturity level II 7 agencies coached on
Regulatio e HRM Maturity indicators crafting action plans
n level II indicator 7 action plans
monitored and reports
submitted within
prescribed time
7 agencies assisted
3 agencies awarded
with PRIME HRM
level II Maturity level
OPCR Form
Name and Position Rating Period:
of Office Director months and year

Signature of Office
The Supervisor RD
(Agency Head)
who approves the Date when
performance performance
commitment signs commitment is
at the beginning of made at the
rating period beginning of rating
period

A Representative of
the PMT Secretariat The Agency Head
assesses the gives the final rating
completed The Head of the PMT at the end of the
evaluation form at signs here at the rating period
the beginning and beginning and end of
end of the rating the rating period
period
DPCR Form
Name and Position Rating Period:
of Division Chief months and year

Signature of
The Supervisor Division Chief
(Agency Head)
who approves the Date when
performance performance
commitment signs commitment is
at the beginning of made at the
rating period beginning of rating
period

The Office Director

gives the Final Rating
 Establishing Key Performance Strategy
Formulation

Indicators (KPIs)
Establishing Key Performance Indicators (KPIs) with respect to
Key Result Areas (KRAs) that have been agreed upon and the
strategies being formulated
It is a tool to measure the
performance of the
organisation in regards to
the goals it has set up.

Whatever Key
Performance Indicators are
selected, they must reflect
the organization's goals,
they must be key to its
success and they must be
quantifiable (measurable)
SUCCESS INDICATORS
Success indicators refer to the characteristics, property or
attribute of achievements, accomplishments or effectiveness
in the fulfillment of work plans for the year. These shall
consist of performance measures and performance targets.

These shall be based on the organization’s strategic plan and

strategic priorities and reform agenda and OPIF.
Success Indicator

+
Performance
Performance Measure Target
• Quality / Effectiveness • Standard of
• Efficiency performance along
• Timeliness identified
measure/s
 EXAMPLES OF PERFORMANCE MEASURES PER CATEGORY
Category Definition Performance Measures Success Indicators
Effective Gives a sense of Percentage increase in client 92% rating in ARTA Pulse Asia
ness/ whether the satisfaction rating Survey
Quality Office is doing Percent of employees participating
the right things in Office-sponsored activities
right based on Overall Training Feedback rating 93% VS with at least 40% Excellent
its mandates Overall Feedback Rating
and Number of complaints from
expectations/req clients
uirements of the Accuracy
clients/stakehol Evaluation results
ders
 EXAMPLES OF PERFORMANCE MEASURES
PER CATEGORY
Category Definition Examples

Efficiency Provides a sense of No. of cases acted upon over the no. of cases received
whether the Office is (current year)
doing the things right Actual no. of actual trainings over no. of targeted
Percentage of target clients reached
Cost-efficiency, e.g., Volume actual versus planned,
Percent deviation to resource plan

Timeliness Measures whether the Deadline (e.g., on or before a fixed date, not later than a
deliverable was done on fixed date)
time based on the Time required to solve a problem
requirements of the law Turn-around time
and/or Inventory turn-over rate
clients/stakeholders Processing time
Response time, e.g., no. of days to respond to the client
Budget
Program/Project Success –
The Triple Constraint

• Cost
• Schedule Equilibrium
• Quality
 Consider the following:
1. Work-Breakdown Structure
– Decomposition of a project into its component tasks

2. Precedence Table
- Logical arrangement of tasks/ relationship and logical sequence of task
3. Network Diagram
– Milestones as useful markers

4. Gantt Chart
Gantt Chart
Detailed Cost Estimate

• Estimate cost for each

task.
• Base on historical data
adjusted for inflation.
 DPCR
Workshop
Thank You!
Developing IPCRs
IPCR Form
 Name and Position Rating Period:
of Individual Staff months and year

Signature of
The Supervisor Individual Staff
(Agency Head)
who approves the Date when
performance performance
commitment signs commitment is
at the beginning of made at the
rating period beginning of rating
period

The rater writes

his/her comments
on the ratee and
The Ratee signs here his/her
after discussion of recommendations The Division Chief
evaluation with (Rater) signs here
Division Chief

The Office Director

gives final rating
 OPCR / DCPR vs IPCR
OPCR & DPCR IPCR
(7 Columns) (5 Columns)
Column 1 – Major Final Outputs Column 1 – Major Final Outputs/ Activities/ Inputs

Column 2 – Success Indicators Column 2 – Success Indicators

Column 3 – Alloted Budget Column 3 – Actual Accomplishments

Column 4 – Divisions Accountable Column 4 – Rating for Quality,

(for Efficiency, Timeliness and
OPCR) / Individuals (for Average
DPCR)
Column 5 – Actual Accomplishments Column 5 - Remarks

Column 6 – Rating for Quality,

Efficiency, Timeliness
and
Average
Column 7 - Remarks
Source: Guidebook on SPMS
1.Know and understand your agency’s mandate,
strategic priorities and MFOs.

2. Identify the success indicators of each MFOs.

3. Identify the Performance Goals of the Division/

Unit that are aligned with the performance goals of
the office.

4.Identify the activities and outputs of individual staff

that contribute to the achievement of the
performance goals of the division and office.
MFO 3 Strategi Measures Office Level Division Level Individual Level
c Success (DII) Success Indicator
Objecti Indicator Success Indicator
ve
Human Recogni Number of 34 agencies 7 agencies 3 agencies oriented
Resourc zed as a agencies compliant with assessed under on the assessment
e Center compliant the PRIME PRIME HRM process of PRIME
Manage for with the HRM Maturity HRM
ment Excellen PRIME HRM level II 7 agencies coached
Regulati ce Maturity level indicators on crafting action
on II indicator plans

7 action plans Monitoring reports

monitored and on agency action
reports submitted plan submitted 2
within prescribed days after EO month
time
7 agencies assisted
3 agencies
awarded with
PRIME HRM
level II Maturity
level
IPCR Workshop
Implementation/ Monitoring Plan Template

Output Success Timeline Responsible Actual Remarks

Indicator Accomplishments
Closing Protocol
Terminal Objective
At the end of the course,
participants will be able to:
• Develop Division Performance Commitments
(DPCR).
• Guide team members in formulating Individual
Performance Commitments (IPCRs) that specify
their respective contributions to achieving
desired results of their division.
Enabling Objectives
• Articulate the importance of aligning
organizational and individual performance plans

• Align division and team members’ plans to the

strategic directions and priorities of the
organization through the DPCR and IPCR
Enabling Objectives
• Explain the process of developing the DPCR
and IPCR.

• Discuss considerations in translating DPCR to

team members’ IPCR.

• Develop Implementing/ Monitoring Plan to

ensure achievement of DPCR.
Traffic Lights

What practice I will

STOP doing

What practice I will

START doing

What practice I will

CONTINUE doing
Some Reference
Materials
• Philippine Development Plan 2017-2022
Overall Framework
• CSC Guidebook on Strategic Performance
Management System
Course Evaluation
Closing Activity