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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.

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Dr. ANGELA D. ESCOTO Director, Human Resources Development Office


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    1. University of the Philippines Diliman Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE “Kawaning Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS) Orientation and Workshop Implementation of the SPMS in the University of the Philippines Dr. ANGELA D. ESCOTO Director, Human Resources Development Office

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

    6. University of the Philippines Diliman Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE “Kawaning Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS) Orientation and Workshop • 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. University of the Philippines Diliman Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE “Kawaning Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS) Orientation and Workshop • OPERATIONAL EXCELLENCE • PROVIDE AN ENABLINGENVIRONMENT TO THE UNIVERSITY THROUGH ADMINISTRATIVE EFFICIENCY AND FINANCIAL SUSTAINABILITY • ADMINISTRATIVE EFFICIENCY THROUGH: • EFFECTIVE HUMAN RESOURCE MANAGEMENT • PROMOTING COST EFFICIENCY

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

    11. University of the Philippines Diliman Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE “Kawaning Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS) Orientation and Workshop PUTTING IN PLACE SPMS IN THE OFFICEHRDO 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. University of the Philippines Diliman Office of the Vice Chancellor for Administration HUMAN RESOURCES DEVELOPMENT OFFICE “Kawaning Bayan: Tatak-UP – Magalang, Mahusay, Mapagmalasakit” Strategic Performance Management System (SPMS) Orientation and Workshop PUTTING IN PLACE SPMS IN THE OFFICEHRDO 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. HRDO functions 2012 Strategies and Accomplishmentl

    14. FUNCTIONS PER DIVISION 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 2012 Strategies and Accomplishmentl

    15. FUNCTIONS PER DIVISION 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 Accomplishmentl

    16. FUNCTIONS PER DIVISION 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 2012 Strategies and Accomplishmentl

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

    19. 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