ISABELA STATE UNIVERSITY

STRATEGIC PERFORMANCE MANAGEMENT

SYSTEM (spms)

STRATEGIC PERFORMANCE MANAGEMENT

SYSTEM (SPMS)
ISUE-HRDRO-SPMS-121

BACKGROUND
The Civil Service Commission as the central human resource management
agency of the Philippine bureaucracy is constitutionally mandated to adopt
measures to promote morale, efficiency, integrity, responsiveness and
courtesy in the civil service. It is likewise tasked to institutionalize a
management climate conducive to public accountability.
With the Revised Policies on Performance Evaluation System enunciated
under CSC Resolution 1200481 and CSC MC No. 6, S. 2012, the Isabela
State University adopts the Performance Evaluation System to be referred to
as the Isabela State University Performance Evaluation System (ISUPES).
RATIONALE
The Isabela State University is a pioneering and dynamic institution of higher
learning mandated to deliver academic, research, development, extension
and production undertakings with the end goal of addressing the development
needs in the countryside in region II. As a government line agency and a
service provider, the university capitalizes on achieving a dynamic
administrative system focused on advancing efficiency and effectiveness in
the government service. For many years, it adhered to mandates and orders
from the Civil Service Commission to fast track the addressing of the
demands of the changing times. It has assimilated mechanisms and
processes both mandated and initiated to support the teaching core in the
course of its more than 30 years of existence.
The concept provided by the Civil Service Commission in the implementation
of the new Strategic Performance Management System (SPMS) in assuring
efficient and effective of government service delivery served as the
cornerstone of this manual.
With the attainment of quality, effectiveness and timeliness as the core of its
activities, the university has reviewed the performance of the various faculty
and non-teaching offices and levelled-off expectations among its staff. After
such, target setting and determination of strategic and core outputs of points
was made thru the Office Performance Commitment and Review (OPCR)
form and the Individual Commitment and Review (IPCR) form. It is expected
that the new SPMS shall create a demand-driven and output-based
environment and culture of service delivery. Underscoring the premise of
outputs, the new system for all employees of the Isabela State University has
spelled tangible outputs, methods and mechanisms of gauging effectiveness,
in line with the delivery of the different functions.
USES OF PERFORMANCE RATING

ISUE-HRDRO-SPMS-121

o Security tenure of those holding permanent appointments is not

absolute but is based on performance. Employees who obtained
Unsatisfactory rating for one rating period or exhibited poor
performance shall be provided appropriate developmental intervention
by the Head of Office and supervisor, in coordination with the HRM
Office, to address competency-related performance gaps.
o If after advice and provision of developmental intervention, the
employee still obtains Unsatisfactory ratings in the immediately
succeeding rating period or Poor rating for the immediately succeeding
rating period, he/she may be dropped from the rolls. A written
notice/advice from the head of office at least 3 months before the end
of the rating is required.
o The performance ratings shall be used as basis for promotion, training
and scholarship grants and other personnel action.
o Officials and employees who shall be on official travel, approved leave
of absence or training or scholarship programs and who have already
met the required minimum rating period of 90 days shall submit the
performance commitment and rating report before they leave the office.
o For purposes of performance-based benefits, employees who are on
official travel, scholarship or training within a rating period shall use
their performance ratings in the immediately preceding rating period.
Legal Basis:
CSC Memorandum Circular No. 6, s. 2012
Section 5, AO 241
AO 25 dated December 21, 2011
CSC Resolution No. 1200481 dated March 16, 2012
All agencies should have a CSC approved SPMS by January 2014.
Accordingly, by January 2015, all performance based human resource
movements and/or developments/interventions such as promotion,
scholarship, training and rewards incentives shall only be based on a CSC
approved SPMS under these guidelines.
Non submission and approval of SPMS shall constitute as ground for the
following:
1. Disapproval of promotional appointments and other personnel
actions requiring performance-based ratings;
2. Non-approval of other proposed personnel mechanisms; and
3. Downgrading of the agencys accreditation

ISUE-HRDRO-SPMS-121

CONCEPT
The SPMS is focused on linking individual performance vis--vis the agencys
organizational vision, mission and strategic goals. It is envisioned as a
technology composed of strategies, methods and tools for ensuring fulfilment
of the functions of the offices and its personnel as well as for assessing the
accomplishments.
It is a mechanism that ensures that the employee achieves the objectives set
by the organization and the organization on the other hand, achieves the
objectives that it has set itself in its strategic plan.
POLICIES
1. The Isabela State University Strategic Performance Management
System adheres to the principles of performance-based security of
tenure. It provides motivation and basis for incentives to performers
and applies sanctions to non-performers.
2. The Isabela State University Strategic Performance Management
System operates on shared commitments and objective measures of
performance results. Performance targets and standards of measures
of results are planned and agreed upon by management, supervisor
and employees.
3. The Isabela State University Strategic Performance Management
System enhances productivity by using performance targets and
standards attuned to organizational goals and mandate.
4. The Isabela State University Strategic Performance Management
System recognizes the role of Multi-stakeholders in the objective
assessment and feedbacking on individual employees performance. It
utilizes the cross-rating system, promotes transparency and provides
mechanism for appeals and resolution of conflicts and/or
disagreements.
5. This Strategic Performance Management System shall be an integral
part of the personnel program of the University which will use the
SPMS as the standards for Measurement.
6. Integration of the provision of Section 5 of A.O. 241 which is the output
based performance.

ISUE-HRDRO-SPMS-121

OBJECTIVES
Isabela State University Strategic Performance Management System
aims:
1. To continuously foster improvements of employee performance and
efficiency;
2. To enhance organizational effectiveness and productivity;
3. To provide an objective performance rating which serves as basis

for personnel actions, incentives, rewards and administrative

sanctions;
4. To concretize the linkages of agencys overall performance with the

Organizational Performance Indicator Framework, the Agency and

Strategic Plan;
5. To ensure organizational effectiveness by cascading institutional
accountabilities to the various levels of the organization anchored
on the establishment of scientific basis for performance targets and
measures;
6. To link performance management with other HR systems using one
platform, that is, only one basis shall be used in performance
evaluation, HR planning and interventions, rewards and incentives,
disciplines and personnel actions;
7. To improve office and individual performance through a systematic
approach via an ongoing process of establishing strategic
performance objectives, measuring performance, and collecting,
analyzing, reviewing, and reporting performance data; and
8. To align individual and Office performance goals with the
organizations strategic goals/vision putting premium on
performance results of the CSC.
SCOPE
The Isabela State University Strategic Performance Management
System (SPMS) applies to all first, second and third level employees under
permanent, temporary, casual, contractual and contract of services.
RATING PERIOD
Performance evaluation is done every six months ending on June 30
and December 31 of every year. However, if there is a need for shorter or a
longer period, the minimum appraisal period is at least 90 calendar days or
three months while the maximum is not longer than one calendar year.

ISUE-HRDRO-SPMS-121

KEY PLAYERS AND RESPONSIBILITIES

a) SPMS Champion (Agency Head)

Primarily responsible and accountable for the establishment and

implementation of the SPMS
Sets agency performance goals/objectives and performance
measures
Determines agency target setting period
Approves office performance commitment and rating
Assesses performance of offices

b) Performance Management Team (PMT)

Creation and Operation of Performance Management Team (PMT). A
Performance Management Team (PMT) is hereby created with
composition and responsibilities hereunder enumerated:
Composition
Performance Management Team (PMT). A PMT shall be established in
every agency preferably with the following compositions:
University PMT:
1.
2.
3.
4.
5.

Vice President for AFS

Director for Planning
Director for Administrative Services
Director for Finance
President of Accredited Faculty or Non-academic staff Association

Campus PMT:

1.
2.
3.
4.
5.

Heads of the Campuses

Finance Officer
Campus Administrative Officer/HRMO
Campus Planning Officer
Presidents of faculty and or non-academic personnel

** Include duties and functions of the campus committee.

ISUE-HRDRO-SPMS-121

Functions and responsibilities of PMT

Sets consultation meeting of all heads of offices for the purpose of

discussing the targets set in the office performance commitment and
rating form
Recommends approval of the office performance commitment and
rating to the Head of Agency
Acts as appeals body and final arbiter for performance management
issues of the agency
Identifies top performers and provide inputs to the PRAISE Committee
for grant of awards and incentives
Adopts its own internal rules, procedures and strategies in carrying out
the above responsibilities including schedule of meetings and
deliberations, and delegation of authority to representatives in case of
absence of its members.

Planning Office

Monitors submission of Office Performance Commitment and

Review Form and schedule the review/evaluation of Office
Commitments by the PMT before the start of a performance
period.
Conducts an agency performance planning and review
conference annually for the purpose of discussing the Office
assessment for the preceding performance period and plans for
the succeeding rating period with concerned heads of offices.
This shall include participation of the Financial Office as regards
budget utilization.
Provides each office with the final Office Assessment to serve as
basis of offices in the assessment of individual staff members.

ISUE-HRDRO-SPMS-121

Human Resource Management Office

Monitors submission of Individual Performance Commitment

and Review Form by heads of offices.
Reviews the Summary List of Individual Performance Rating to
ensure that the average performance rating of employees is
equivalent to or not higher than the Office Performance Rating
as recommended by the PMT and approved by the Head of
Agency.
Provides analytical data on retention, skill/competency gaps,
and talent development plans that align with strategic plans.
Coordinates developmental interventions that will form part of
the HR Plan.

THE SPMS PROCESS

SPMS CYCLE

Stage 1: Performance Planning and Commitment. Determination of

Success indicators, performance measures and performance
target

ISUE-HRDRO-SPMS-121

This is done at the start of the performance period where

heads of offices meet with the supervisors and staff and agree
on the outputs that should be accomplished based on the
goals/objectives of the organization. During this stage,
success indicators are determined. Success indicators are
performance level yardsticks consisting of performance
measures and performance targets. This shall serve as
bases in the office and individual employees preparation of
their contracts and rating form. Performance measures shall
include all of the following general categories:
Category
Effectiveness/Quality

Efficiency

Timeliness

Definition
The extent to which actual performance compares
with targeted performance
The degree to which objectives are achieved and
the extent to which targeted problems are solved
In management, effectiveness relates to getting
the right things done
The extent to which time or resources is used for
the intended task or purpose. Measures whether
targets are accomplished with a minimum amount
or quantity of waste, expense, or unnecessary
effort
Measures whether the deliverable was done on
time based on the requirements of the law and/or
clients/stakeholders.
Time-related performance indicators evaluate
such things as project completion deadlines, time
management skills and other time-sensitive
expectations.

The OPES Reference Table, a list of major final outputs with definition
that can be used as individual reference for their IPCR
The approved Office Performance Commitment and Review Form
(OPCR) shall serve as basis for individual performance targets and
measures to be prepared in the Individual Employees Performance
Commitment and Review Form (IPCR)
Stage 2: Performance Monitoring and Coaching. Monitoring and
Evaluation of mechanism
During the performance monitoring and coaching phase, the
performance of the Offices and every individual shall be
regularly monitored at various levels, i.e. Head of Agency,
Planning Office, Head of Office and the Personnel Office.
Monitoring and evaluation mechanism should be in place to
ensure that timely and appropriate steps can be taken to keep
a program on track and to ensure that its objectives or goals
are met. Supervisors and coaches play a critical role at this
stage. Their focus is on the critical function of managers and
ISUE-HRDRO-SPMS-121

supervisors as coaches and mentors in order to provide an

enabling
environment/intervention
to
improve
team
performance, manage and develop individual potentials.
Stage 3.Performance Review and Evaluation. (Office and Individual
Employees Performance)
This phase aims to assess both Office and Individual
employees performance level based on performance targets
and measures as approved in the office and individual
performance commitment contract.
The SPMS puts premium on major final outputs towards
realization of organizational mission/vision. Hence, rating for
planned and/or intervening tasks shall always be supported
by reports, documents or any outputs as proofs of actual
performance. In the absence of said bases or proofs, a
particular task shall not be rated and shall be disregarded.
The Head of Office shall ensure that the employee is notified
of his/her final performance assessment and the Summary
List of Individual Ratings with the attached IPCRs and shall
be submitted to the HRM Office within the prescribed period.
Stage 4. Performance Rewarding and Development Planning. The
result of the assessment shall be discussed by the heads of
office and supervisors with the individual employee at the end
of its rating period. The result of the competency assessment
shall be treated independently of the performance rating of
the employee.
The rating scale shall be a 5 point scale, 5 being the highest and 1 is
the lowest.
SETTING OF INDIVIDUAL PERFORMANCE COMMITMENT & REVIEW
Not later than the last quarter immediately preceding the rating period is
devoted to preparation and setting of organizational target or either the Office
Performance Commitment and Review Form (OPCR) or the Individual
Performance Commitment and Review Form (IPCR). These refers to shortrange (annual or semi-annual) expected accomplishments set to achieve its
objectives.

ISUE-HRDRO-SPMS-121

Template for faculty activities with corresponding weight distribution

Template 1 for faculty who will opt pure teaching/research activities
Activities

Weight

1. Performs assigned works

Teaching (FTE of assigned subjects)
and/or
Research/extension

65%

Indicators
21 FTE

(FTE per research, not to exceed 9 divided by 21)

2. Prepares/updates/submits syllabi
5%
3. Prepares/updates/submits IMs
10%
4. Prepares/administers/checks evaluative measures
major exams (prelims, midterm, final)
8%
exams/subject
quizzes, etc.
quizzes/subject
5. Prepares/submits grading sheets
sheet

No. of syllabi
1 IM/subject
3 major

7%

5%

No. of grade

Template 2 for faculty who will include research/extension as a separate

activity
Activities
1. Teaches assigned subjects
2. Prepares/updates/submits syllabi
syllabi
3. Prepares/updates/submits IMs
IM/subject
4. Prepares/administers/checks evaluative measures
3 major exams (prelims, mid term, final)
exam/sub
6 quizzes
quizzes/subject
5. Prepares/submits grading sheets
grade sheet
6. Conducts researches
researches

Weight

Indicators

65%
5%

21 FTE
No.of

5%

5%

3 major

5%

5%

No.

of

10%

No.

of

Note: Preparation will be considered as part of the FTE (workload). In excess of one
(1)
preparation, additional one (1) point will be considered thereafter.
Example: for 5 preparations, 4 units FTE will be added in the workload
for 1 preparation only, no additional FTE unit in the workload.

ISUE-HRDRO-SPMS-121

MECHANICS OF RATING (RATING SCALE)

Levels of Performance
Each employee is rated on the basis of the levels of performance set bellow:
Numerical Description

Adjectival Rating

Rating

Performance exceeding
targets by 20% and
above of the planned
targets

Outstanding (O)

(For accomplishments
requiring 100% of the
targets such as those
pertaining to money or
accuracy exceeded, the
usual rating of 5 for
those who met targets or
for those who failed or
fell short of the targets
applies.)
For accomplishments
requiring 100% of the
targets such as 21 FTE
assigned subjects, no. of
syllabi, no. of IMs, no. of
major exams, and no. of
grading
sheets
submitted. .

3
2

Performance exceeding
targets by 10% to 19% of
the planned targets

Very Satisfactory (VS)

Performance of 100% of
the planned targets.

Satisfactory (S)

Performance of 51% to
99% of the planned
targets

Unsatisfactory(US)

Performance failing to
meet the planned targets
of 50% or bellow.

ISUE-HRDRO-SPMS-121

Poor(P)

In determining the final equivalent adjectival rating of the employee, the range
of the overall point scores is converted as follows:
4.21- 5.0
3.41- 4.20
2.61- 3.40
1.81-2.60
1.0-1.80

Outstanding (O)
Very
Satisfactory(VS)
Satisfactory(S)
Unsatisfactory(US)
Poor(P)

COMPONENTS OF RATING
1. The overall rating of employees for a given rating period consists of two
(2) parts, Part I for Performance and Part II for Critical Factors which
will all be rated by the Supervisor
2. Performance measures should be used to rate by critical factor
3. The name of the rater should be optional
4. Questionnaires should not be given by the ratee himself/herself.
Instead, it is the responsibility of the immediate supervisor until the
computation of the total evaluation points of the employee
5. ISU should adopt the cross rating
6. For unprogrammed targets, it will be called as supplemental targets
and categories as ordinary and intervening task
7. Definitions of target, activities arising from ordinary/routinary tasks such
as reports that require 1 day preparation
8. For scholars, faculty on study leave, on fellowship, sabbatical leave
should be rated based on the conditions stipulated on their contracts
9. Number of respondents for student evaluation (atleast 10 students per
subject)
10. Those employees with multiple tasks should be rated by the official
project leader concerned
11. The QCE Teaching effectiveness form will be used for faculty on the
clients portion
12. Exemption, activities or targets that necessitates longer time to finish
and is not completed 100% as planned due to force majeure should be
given consideration
13. For non-teaching personnel, the employee sets the weight of duties
and functions with the approval of the immediate supervisor.
PART I PERFORMANCE
Performance is given weight of 80% of the overall rating of the
employee.
Rating on Part I Performance is the evaluation of actual accomplishment
versus the planned level of performance in terms of
Quality, Efficiency and Timeliness of work based on the
Individual Performance Commitment and Review Form
(IPCR).

ISUE-HRDRO-SPMS-121

The institution adopts a system to classify a job, or success indicator, assigns

a corresponding magnitude based on the nature, complexity, difficulty level
and processed involved.
The final average rating is then multiplied by 80% which accounts for the
overall weight of Part I.
Part II CRITICAL FACTORS
Critical factors reflects the behavioral dimensions that affect the job
performance of the employee. For this purpose, factors like Courtesy,
Attendance, Punctuality, Promptness/Timeliness and Leadership/Initiative (for
supervisors only) maybe used depending on the behavioral requirements of
the job.
Each employee is rated on four (4) critical factors that affect his job
performance. Courtesy, Punctuality, Attendance and Promptness/Timeliness
is used for those rendering frontline services. Leadership/Initiative is used for
those performing supervisory.
The Critical Factor is rated as follows:
Courtesy Based on politeness and kindness in serving the public/clientele
in manner and actions
5 Completely no question about being polite, no official record
of disrespectful conduct
4 1 Memorandum
3 2 3 Memoranda
2 4 5 Memoranda
1 6 or more Memoranda
Punctuality as reflected by tardiness and under time
5 Not more than 110 minutes late per semester
4 Not more than 170 minutes late per semester
3 Not more than 230 minutes late per semester
2 Not more than 290 minutes late per semester
1 291 and above minutes late per semester
Attendance Observance of presence at work to complete assigned
responsibilities in a year
5 Not more than 3 times unauthorized in a semester
4 Not more than 5 times unauthorized in a semester
3 Not more than 7 times unauthorized in a semester
2 Not more than 8 times unauthorized in a semester
1 More than 8 times unauthorized in a semester

ISUE-HRDRO-SPMS-121

For this purpose, authorized sick leave, scheduled leave, maternity

leave, paternity leave and privilege leave of absences are not included
in the counting of number of days absent

Promptness/Timeliness

Submission of DTR, 212, SALN, Grades,

Clearance, and other official administrative
documents that should be submitted. On time
submission will be based on set deadline. DTRs
should be submitted not later that 10 th day on the
following month.

5 Target deadline completed

4 1 days after set deadline
3 2 days after set deadline
2 3 days after set deadline
1 4 More than 5 days late submission
Leadership/Initiative (For supervisors only)
The manner of guiding, influencing motivation and developing
confidence of subordinates to work as team and accomplish task. Leading
the organization unit to achieve its goals and objectives enthusiastically
5 90-100% effectiveness
4 80-89 % effectiveness
3 70-79 % effectiveness
2 60-69% effectiveness
1 59 % and below effectiveness
PERFORMANCE OF INTERVENING TASK
The performance of intervening or additional tasks is duly considered only if
these were done simultaneously with the planned targets. Intervening task are
special tasks which requires more than a month to finish the task. These may
include membership in ad-hoc committees and other similar assignments and
are duly covered by an office order.
Employees performance of intervening task maybe given a maximum of point
five (.5) additional point to their overall rating provided that the following
criteria are met:
a. Said task is difficult, technical in nature or requiring special skills;
b. Said task is not within the regular functions of the employees or
work program/performance contract of their division of units;
c. There is urgency in the completion of the intervening task which has
an impact on the organizational unit concerned;

ISUE-HRDRO-SPMS-121

d. Non-compliance/performance of the intervening task will unduly

prejudice the service;
e. Employees planned targets were all accomplished and rated at
least satisfactorily; and
f.

Completion of said intervening task require an aggregate period of

one month depending upon the completion of the task.

ISUE-HRDRO-SPMS-121

Proposed Rating for intervening tasks

Task

Level

Rating

1. Trainer/coach in sports (for non-PE faculty) National

Regional
Local

0.3
0.2
0.1

2. Trainer/coach for other events

(i.e. quiz bee Science/technology, etc.)

0.3 which ever

0.2
is higher
01 (not cumulative)
.

National
Regional
Local

which ever
is higher
(not cumulative)

3. Membership in ad hoc committees

0.3/committee
(cumulative) but
Not to exceed 0.5
4. Dual/multiple designations

0.5

Note: The intervening task should be supported with office order from the
President or authorized representative.
The intervening task is without honorarium/remuneration.

CROSS RATING
The Isabela State University Strategic Performance Management System
uses a cross rating scheme which involved multiple other than the supervisor.
Under this scheme, each rater is allocated percentage weight as follows:
With Subordinate
Rater
Supervisor Rater
Self Rater
Subordinate Rater (s)
Peer Rater (s)
Client Rater (s)

Overall Weight
50%
10%
10%
10%
20%

Without Subordinate
Rater
Supervisor Rater
Self Rater
Peer Rater (s)
Client Rater (s)
ISUE-HRDRO-SPMS-121

Overall Weight
50%
10%
10%
30%

In no instance that self rater shall be assigned a percentage weight higher

than that of the supervisor rater
Supervisor Rater refers to the immediate and direct supervisor of the
Employee Ratee who, by the nature of his position or
authority given by a competent authority assigns work to
the employee, monitors and evaluates the same on the
basis of agreed targets. It is only the Supervisor who
rates the Employee Ratee both in the Individual
Performance Commitment Review Form (Part I) and the
Critical Factor (Part II) using the prescribed form.
Self Rater Refers to the employee whose performance is to be rated based
on agreed targets. The self rater rates himself on the column
provided for in the Critical Factor (Part II) only.
Subordinate Rater Refers to the employee under the immediate or direct
supervision of a supervisor whose performance is to be
rated on the basis of verifiable and observable work
accomplishments and behavior of the latter. The
Subordinate Rater rates the supervisor using the
prescribed Subordinate Ratee Form consisting of set of
questionnaire depicting the ratees performance and
demonstrated behavior for the rating period.
Peer Rater Refers to the employee with the same position title or
functionally-related positions of comparable level within the
same organizational unit who may have either direct or
indirect working relationships with a peer whose performance
is to be rated. A peer is considered to have a direct working
relationship with another peer if their works are dependent
upon each others target. Indirect relationship means that the
Peer Rater and Peer Ratee performs similar work where in
each others output is not necessarily dependent on each one
but can be noticed or observed by either of the two.
** Peer Atleast 3 (functionally related position)
** Clients Atleast 5 clients
** Subordinate All regardless of status
The Supervisor Ratee and the Employee Ratee identify and agree on who the
Peer Raters would be before the start of the rating period.
THE SUPERVISOR RATEE, collects, tabulates, summarizes all client ratings
and present to the Employee Ratee during the appraisal discussion.
The Supervisor or the Employee Ratee sees to it that safeguards are
instituted to objectively gather or collect performance feedback from clients.
HOW TO COMPUTE THE RATING
ISUE-HRDRO-SPMS-121

PART I INDIVIDUAL PERFORMANCE COMMITMENT REVIEW (IPCR)

1.

At the end of the rating period, the supervisor rater fill up the
accomplishment portion of the IPCR based on the targets prepared
against the actual accomplishments. The Quality, Efficiency and
Timeliness are used in giving each accomplishment a numerical rating.

2. Add all the scores under Q,E and T for each work activity of the rate
and get the average point
3. Multiply the average point by the assigned weight of the performance
indicator and get all the sum of weighted average point.
4. Multiply the sum of weighted average point by 80% to get the Total
Weighted Average Score.
SUPERVISOR AND EMPLOYEE RATINGS ON PART II
1. Supervisor Rater and Self Rater (for the subordinate) rate each factor.
If the person accomplishing the form is a subordinate, there is no need
to rate the space provided for the Leadership/Initiative, only the
Supervisors who prepares their own ratings will fill it up.
2. Add all supervisor rater scores together, then divide by total number of
entries to get their respective Average Point Scores for supervisor
rater, multiply the average scores by 20% to get the Weighted Average
Scores for Part II.
3. Add all employee rater scores together, get the average score and then
forward it to the summary of rating for self rater to be multiplied by 10%
SUMMARY OF RATINGS
Supervisor Ratings a) Get the total average rating from the IPCR to fill up
the Part I Supervisor Rating (it should be multiplied
by 80%)
b) To fill up Part II from the Summary of Ratings for
Supervisor, get the Total Average Weight from the
Critical Factor
c) Add the average scores for Part I and Part II to get
the Overall Point Scores and multiply by 50% to
get the Overall Weighted Scores
Self Rating Compute the total score from the critical factor to be multiplied
by 10%

ISUE-HRDRO-SPMS-121

Subordinate Rating (This only applies if the ratee is a supervisor) Get the
total average from the supervisor and the self-rater,
divide it by 2 and then multiply it to 20%
Peer and Client Rating Compute the total score from the form provided to
be rated by peer and client, multiply the average
based from the cross rating provided.
Add all Overall Weighted Scores to get the Total Overall Score or Final
Numerical Performance Rating
Add the Intervening Task, if any
Get the Total Score

ISUE-HRDRO-SPMS-121

STRATEGIC PERFORMANCE MANAGEMENT SYSTEM PROCESS FLOW

STEP

Applicant/Client

Accomplishment
of Performance
Targets (IPCR)

Performance of
Targets
Secure the
Performance
Result and
Discuss the result
with the Ratee
Submission of
Results to
PMT/Planning and
Personnel

Receiving of
Performance
Rewards and
Recommendation
s

ISUE-HRDRO-SPMS-121

Processes
Involved
Collection and
discussion of
Performance
Targets
Monitoring of
Accomplishments
Evaluation and
Computation of
Numerical Rating

Duration of
Activity

Fees
and
Charges

Office In-Charge

2 days

PMT

5 Months

Planning
Office/Personnel
Supervisor/Rater

1 day

Validation and
2 weeks
evaluation of
ratings and its
supporting
documents
Approval of
5
IPCR/OPCR and mins/employee
the
recommendation
s
End of Transaction

Planning and
Personnel
Office/PMT
Head of Office,
Personnel
Office, PMT

Republic of the Philippines

ISABELA STATE UNIVERSITY
__________, Isabela
PERFORMANCE EVALUATION SYSTEM
College/Dept.: ________ Semester: _____ SY: _____
CLIENTS RATING FORM
Please rate the employee based on the following scale:
5 Outstanding
4 Very Satisfactory
3 Satisfactory
2 Unsatisfactory
1 Poor
Note: Please make sure that you do not make any erasure or alteration in this
form. Otherwise your assessment will be invalidated.
1

Critical Factors
A. Courtesy
a. Polite and cordial
b. Attentive and respects clients opinion
c. Tactful and approachable
d. Smiles and greets clients
e. Makes client/s comfortable and at ease
B. Punctuality and Attendance
a. Comes to work on time or ahead of time
b. Makes himself/herself visible and available
when needed
C. Promptness and Timeliness
a. Acts on concern/problems of client
b. Performs requested assigned tasks promptly
c. Accomplish given tasks on time

______________________
Name of Ratee

ISUE-HRDRO-SPMS-121

______________________
Name of Rater (Optional)

Republic of the Philippines

ISABELA STATE UNIVERSITY
__________, Isabela
PERFORMANCE EVALUATION SYSTEM
College/Dept.: ________ Semester: _____ SY: _____
PEER RATING FORM
Please rate the employee based on the following scale:
5 Outstanding
4 Very Satisfactory
3 Satisfactory
2 Unsatisfactory
1 Poor
Note: Please make sure that you do not make any erasure or alteration in this
form. Otherwise your assessment will be invalidated.
1

Peer Rating Form

A. Peer Relations
a. Gets along with others
b. Demonstrate concerns for peers
c. Initiates teamwork
d. Considerate and works well with others
e. Friendly, helpful and cooperative with peers
B. Courtesy
a. Helpful to people he/she comes in contact
with in his/her work
b. Goes out of his/her way to make others
comfortable and satisfied
c. Considerate,
approachable
and
understanding
d. Courteous and tactful to others
e. Patient in dealing with people
C. Punctuality and Attendance
a. Comes to work on time
b. Attends meetings, programs and other
activities on time
c. Attends official not personal matters
d. Makes himself/herself visible and available
when needed
e. Attends flag ceremony during monday

______________________
Name of Ratee
ISUE-HRDRO-SPMS-121

______________________
Name of Rater (Optional)

Republic of the Philippines

ISABELA STATE UNIVERSITY
__________, Isabela
PERFORMANCE EVALUATION SYSTEM
College/Dept.: ________ Semester: _____ SY: _____
SUBORDINATE RATING FORM
Please rate the employee based on the following scale:
5 Outstanding
4 Very Satisfactory
3 Satisfactory
2 Unsatisfactory
1 Poor
Note: Please make sure that you do not make any erasure or alteration in this
form. Otherwise your assessment will be invalidated.
1

Critical Factors
A. Courtesy
a. Tactful/diplomatic in dealing with other people
b. Patient and understanding in dealing with
people
c. Makes people comfortable and satisfied
d. Friendly and courteous to people
e. Considerate and approachable with his
subordinates
B. Punctuality and Attenance
a. Comes to work on time
b. Attends meetings, programs and other
activities on time
c. Attends official not personal matters
d. Makes himself/herself visible and available
when needed
e. Always visible and does not leave workplace
C. Leadership
a. Directs, guides, motivates subordinates
b. Makes prompt and sound decisions relative to
work
c. Resourceful and develops alternative solution
to problems
d. Maintains discipline and leads by example
e. Listens to feedback and observes fairness
and impartiality
______________________
Name of Ratee
ISUE-HRDRO-SPMS-121

______________________
Name of Rater (Optional)

SPMS Standards
Performance Indicators on Quality, Efficiency and Timeliness
QUALITY
Appeals
Employee who aggrieved or dissatisfied with their final performance
rating can appeal with the PMT within five days from the date of receipt of
their PEF or after appraisal discussion with his supervisor.
Employees, however, are not allowed to protest the performance
ratings of their co-employees. Ratings obtained by other employees can only
be used as basis or references for comparison in appealing ones
performance rating.
The PMT shall not decide on the appeal within one month from the
receipt. Appeals lodged with the PMT shall follow the hierarchical jurisdiction
of various PMT in the University Decision of the Provincial PMT is appealable
to the Regional PMT then to the Central Office PMTS. Decision of the Central
Office PMTS is appealable to the CSC. Proper only in exceptional cases.
Effectivity
The Isabela State University Performance Evaluation System takes
effect on 02 January 2014.
Accomplished Performance Evaluation Forms (PEFs) with the final
ratings are submitted to the University HRMO/Personnel Office/Department
not later than 15th day after the end of the period. The HRMO/Personnel
Office/Department shall consolidate all the employees rating and prepare a
report to the PERC containing the statistics on PEF submission, distribution of
rating and list of protested or appealable ratings, if any, including all
documents relative thereto. It shall submit all the above documents to the
PERC within 30 days after the end of each rating period.
Sanctions
Non-submission to the PMT of the performance targets within 15 days
before the start of the rating period and the Performance Evaluation Forms
(PEFs) within 30 days after the end of each rating period.
a)

Employees disqualification for promotion productivity incentive

bonus and Performance Based Bonus.

b)

An administrative sanction for violation of office rules and

regulations and simple neglect of duty for the supervisors or
employees for the delay or non-submission of said performance
targets and PEFs or both.

ISUE-HRDRO-SPMS-121

Procedure of filing complaints and imposing administrative sanction

shall be in accordance with the Rules in the Conduct of Administrative
Investigation.

ISUE-HRDRO-SPMS-121