“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
“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
“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
“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
IMPROVED
OF
LOCAL
COMMUNITIES
“Kawani ng Bayan: Tatak-UP – Magalang, Mahusay,
Mapagmalasakit”
Strategic Performance Management System (SPMS)
Orientation and Workshop

KEY STRATEGIES

ACADEMIC EXCELLENCE

OPERATIONAL EXCELLENCE
University of the Philippines Diliman
Office of the Vice Chancellor for
Administration
HUMAN RESOURCES DEVELOPMENT OFFICE
“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
“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
MANAGEMENT
RESOURCE

PROMOTING COST EFFICIENCY
“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
MANAGEMENT

TO
PERFORMANCE
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
“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
“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
RATING FORMS INCLUDE:

MFOs

SUCCESS INDICATORS
+MEASURES)

ACTUAL ACCOMPLISHMENTS

RATING
AND
(TARGETS
“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)
“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)
2012 Strategies and Accomplishment
l13
HRDO functions
1. Advise management on human resources policy and
administration including the proper interpretation, enforcement and
implementation of Civil Service laws and other rules.
2. Develop and administer uniform and professional standards for
recruitment, selection and placement for all University employees .
3. 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.
4. Study, rationalize and administer employee benefits packages
for all university employees taking into account budgetary and legal
considerations.
5. 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
6. Maintain a reliable, computerized and updated personnel
records and publish HR statistics and bulletin.
2012 Strategies and Accomplishment
l14
FUNCTIONS PER DIVISION
1. 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
2012 Strategies and Accomplishment
l15
FUNCTIONS PER DIVISION
2. 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
2012 Strategies and Accomplishment
l16
FUNCTIONS PER DIVISION
3. 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

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
Step 4. Identification of Success Indicators
HRDO Success Indicators for
individual employee (Sample)
Step 4. Identification of Success Indicators
HRDO Success Indicators for
individual employee (Sample)
Step 8. Develop and Agreed on Rating Scale System at all levels
HRDO Success Indicators AND rating scale
of individual employee (Sample)
MAJOR FINAL
OUTPUTS
SUCCESS
INDICATORS
1
Q
T3
2
E
Planning and Research Section
MFO Manpower needs
analysis and
management of
items based on
government and
university
policies
100% of requests
for filling up vacant
positions evaluated
with completet
required
documents on a
first in first out
basis. Processing
per request is
seven (7) days
including evaluation
and draft
preparation until
forwarded to the
Division Chief.
5 With no revision on
draft of evaluation
4 Returned once with
minor revision on
draft
3 Returned once with
major revision on
draft
2 Returned twice with
minor/major revision
on draft
1 Returned thrice or
more for revision on
draft
5 Processed request
5 Processed a
within 5 days or less
4 Processed request
within 6 days
3 Processed request
within 7 days
2 Processed request
within 8-13 days
1 Processed request for
14 days or more
4
request in 1
day
Processed a
request in 2-3
days
3 Processed a
request in 4-5
days
2 Processed a
request in 6-7
days
1 Processed a
request beyond
7 days
Step 8. Develop and Agreed on Rating Scale System at all levels
MAJOR FINAL
OUTPUTS
SUCCESS
INDICATORS
Q1
E2
T3
Monitoring and Evaluation Section
MFO - Employee
(REPS and
Administrative)
Performance
Target/Rating
Monitoring and
Evaluation
100% Percent of
Submitted PRs
Encoded and
Recorded by
second week of
October 2013.
5 Work is approved
5
or Earlier
and accepted as
final; Accuracy
100%.
4 Work is highly
4
acceptable; Work
revised on first
submission with
minimal changes.
3 Work is fairly good
2 Draft frequently
4 Within 59-65
Days
3
and normally
acceptable; Work
revised 2-3 times;
with few errors
Note: Time frame for
this activity is 2 1/2
months or 75 days
5 Within 58 Days
3 Within 66 - 83
Days
2
revised with major
corrections and
mistakes
1 Work is consistently 1
not acceptable
2 Within 84 149 Days
1 Within 150
Days or more
Step 8. Develop and Agreed on Rating Scale System at all levels
MAJOR FINAL
OUTPUTS
SUCCESS
INDICATORS
Q1
T3
E2
Training Section Section
MFO- Develop
and Implement
Training
Programs
Training course
5 Average outstanding 5 Monthly
5
implementation of
implemented within rating of participants
training course, but not
45 days upon
more than 45 days
receipt of approved
4 Average very
4 Quarterly
4
design proposal
satisfactory rating of
participants
implementation of
training course
3 Average satisfactory 3 Semi-Annual
3
rating of participants
implementation of
training course
2 Average
2 Annual implementation 2
unsatisfactory rating
of training course
of participants
1 Average poor rating
of participants
1 No training
implemented
1
Step 9 & 10. Develop the Performance Monitoring and Performance Evaluation Tools
Step 9 & 10. Develop the Performance Monitoring and Performance Evaluation Tools
for
UNIVERSITY OF THE PHILIPPINES
PERFORMANCE TARGET
Rating Period:
July - December 2013
Name
Unit/Office/Dept.
LEIZEL P. LECTURA
Position
HRDO/HRDBD
UES III
PLEASE READ THE INSTRUCTIONS AT THE BACK.
PERFORMANCE TARGET
PERFORMANCE EVALUATION REPORT
I shall strive to deliver quality service in the performance of my task by achieving the
HIGHEST possible w ork standard as established by the unit PERC and agreed upon w ith my
supervisor, for the follow ing functions:
ACTUAL DUTIES AND RESPONSIBILITIES
% DISTRIBUTION
(B)
I. Training
50
1 Develop, design, plan, implement, supervise, monitor
and evaluate Training Need Analysis both for
organizational and individual needs
1.1 HRDO Level
1.2 University Level
QUANTITY (C)
QUALITY (D)
AVE. SCORE
[(C+D)/2] B
0.00
16.67
8.33
8.33
2 Develop, design, plan, implement, supervise, monitor
and evaluate Training Management Plan
2.1 HRDO Level
2.2 University Level
16.67
3 Develop, design, plan, conduct, facilitate, monitor
and evaluate Training Proposal for UP employees
(to improve functional and softskills based on the
actual training needs and career development plan)
3.1 Pre-retirement Lecture Series (6th Batch 2013)
3.2 Stress and Anger Management
3.3 Procurement Systems and Inventory Taking
3.4 General Administrative Management & Support Services
II. Development
50
16.67
8.33
8.33
4 Learning Module Development and compilation
(which includes coaching and mentoring approaches)
4.1 Pre-retirement Lecture Series (6th Batch 2013)
4.2 Stress and Anger Management
4.3 Procurement Systems and Inventory Taking
4.4 General Administrative Management & Support Services
5 Continous professional and non- professional
development program for UP Employee
5.1 Develop and manage database of Trainings
attended
5.2 Assist in the development of career programs/plan
for UP Employees
6 Partnerships among UP Diliman units, UP System
and other institutions (which provides education or
HR development training)
6.1 GSIS
6.2 ISSI
7 Other duties and responsibilities related to the
HRDO functions
7.1 Develop HRDO presentation materials and
statistical report
7.2 Provide support to management from time to time
7.3 Monitoring and Reporting
Employee's Signature
PART I. PERFORMANCE - 70%
100.00
3.33
3.33
3.33
3.33
12.50
3.13
3.13
3.13
3.13
12.50
6.25
6.25
12.50
6.25
6.25
12.50
4.17
4.17
4.17
100.00 Date
PERFORMANCE TARGET
SUB-TOTAL
PERFORMANCE RATING
I shall strive to ensure the delivery of quality service by providing all possible means to
assist and support the employee tow ards the achievement of his/her target for the said rating
period.
Supervisor's Signature
Date
Discussed w ith:
Date
Confirmed by:
Date
Next Higher Supervisor's Signature
Date
Attested by:
Date