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THE CSC PMS-OPES MODEL. A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System. Conceptual Framework. “What is not measured, cannot be managed.”. ISO 9001:2000. “Making P lan D o C heck A ct a daily habit “. Enforce CSC PMS-OPES.

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The csc pms opes model

THE CSC PMS-OPES MODEL

A look at the prescribed standard that guides the development of the TESDA PEG Performance Management System


Conceptual Framework

“What is not measured, cannot be managed.”

ISO 9001:2000

“Making

Plan

Do

Check

Act

a daily habit “

Enforce CSC PMS-OPES


Linkages of a pms

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)

Linkages of a PMS

Medium Term Philippine Development Plan (MTPDP)

CSC – Performance Management System


Career Executive Service – Performance Evaluation System (CESPES)

Office Performance Evaluation System

for Units and Division Chiefs

Performance Evaluation System (PES)

for Individual Staff

Introduction of OFFICE Performance Evaluation System

OPES

CSC – Performance Management System


Why measure office performance? (CESPES)

  • 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 Features (CESPES)

  • 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 Features (CESPES)

  • 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

1 hour of work = 1 point

CSC – Performance Management System


OPES Reference Table (CESPES)

  • A list of themajor final outputsof an office given its functions

  • Indicates corresponding pointsthat an output would earn when completed

  • Defines the standardsthat must be met for completed outputs to earn points

CSC – Performance Management System


Sample (CESPES)OPES Reference Table

CSC – Performance Management System


2. Performance Monitoring (CESPES)

and Coaching

1. Performance Planning

and Commitment

4. Performance Rewarding

and Development Planning

3. Performance Review

and Evaluation

OPES as the critical link in the PMS Cycle

PMS

CSC – Performance Management System


Determining Outputs (CESPES)

Every office has a mix of quantifiable and non-quantifiable outputs:

  • QUANTIFIABLEoutputs refer to measurable results

  • NON-QUANTIFIABLE outputs refer to everything that consumes time but output of which is not measurablee.g., meetings, office programs/ceremonies, filing, phone calls, and other support functions

CSC – Performance Management System


Determining the Percentage of Non-quantifiable Activities (CESPES)

  • 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 Points (CESPES)

  • 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: (CESPES)CSC-CO

365 Days in a year

Less 104 Saturdays and Sundays

Less 10 Legal Holidays

Less 8 Mandatory and Special Leave

--------

243 working days in a year

X 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 forCentral Office

CSC – Performance Management System


Total Target Points: (CESPES)CSC-RO

365 Days in a year

Less 104 Saturdays and Sundays

Less 10 Legal Holidays

Less 8 Mandatory and Special Leave

--------

243 working days in a year

X 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


Considerations (CESPES)

  • 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 Form (CESPES)

CSC – Performance Management System


OPES-based Office Work Plan (CESPES)

Outputs

Points

Required Number

Total

Manual

120

10

1200

Training

40

150

6000

Post Training Report

16

150

2400

Annual Training Report

120

1

120

Total Target Points

9720

Actual Office Performance

Outputs

Points

Actual Number completed

Total

Target exceeded!

Manual

120

8

960

Training

40

175

7000

Post Training Report

16

175

2800

Annual Training Report

120

1

120

Actual Points Delivered

10880

Using OPES Tablein Evaluation

CSC – Performance Management System


Office (CESPES)

Number of Employees

Total Target Points

Actual Points Delivered

%

A

10

9,720

10,453

108%

Most productive

B

16

15,552

20,478

132%

C

200

194,400

211,284

109%

Least productive

D

96

93,312

86,794

93%

Using OPES Tablein Evaluation

  • Compare performance across offices

    • Sample

CSC – Performance Management System


In TESDA, the OPES will be deployed in support of the PEG (CESPES)

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)

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

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).


Thank You. . . (CESPES)


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