Aguilar: Performance management

Against the current

“Basta opisina sang gobyerno pirmi atrasado kag kadugay magiliho sang mga empleyado. Tamaran ang mga tawo. Sila pa ang akig ila man na obligasyon!” These are the usual stereotype comments of people who transact business in government offices. I’m pretty sure this has been more or less the image of government offices anywhere in the country. Somehow, they have managed to perpetuate such stereotype all through time.

Any adult who has a driver’s license, a cedula or an NBI clearance would have experienced waiting for hours just to get his needed document. To the government offices concerned, they say they cater so many clients everyday that even if they have superpowers they simply can’t attend to everyone as fast as we wish they can. As much as such argument is valid, I could not figure out why out of all these years they never came up with strategic measures that could solve this seeming inefficiency.

Good thing our national government through the Civil Service Commission has mandated the implementation of the Strategic Performance Management System (SPMS). It is a new system that aims to improve the quality and efficiency of services given to us by government offices. What is nice about this system is that it has a stronger clout over employees and their performance. It is double edged in a sense that it will give monetary incentives to performing offices and individuals as forms of rewards as well as fast track promotions and tenure while it can also dismiss even the tenured employees provided that they get two succeeding failing marks.

SPMS is quite a revolutionary system. It is one of the systems in Prime HRM. It shifts away from the usual paradigm of evaluation into management. Its focus is on outcomes and outputs instead of just inputs and activities. It stresses more on team efforts rather than individual performance and supervisors are tasked to be mentors and coaches instead of just evaluators. In a way it is a system that brings the best out of every employee provided that consistent monitoring is implemented. With proper implementation, it will now eliminate job tenure based on bias or affinity.

It will also give justice to the hardworking employees as their promotions get speedy and they get to enjoy incentives as well. In fact they do not have to wait for three years to be promoted to the next salary grade, all they have to do is get an outstanding performance at the end of the year. And by outstanding performance, it means they have to make sure that their projects and programs are successful in so far as improving the lives of their constituents.

Through SPMS, scorecards are made to measure the efficiency, quality and timeliness of the employee in performing his or her task. It is also designed to make sure that workers are being coached and mentored to produce better outputs and outcomes and not just perform activities.

SPMS is a very effective tool if implemented properly. The only challenges I foresee are the readiness and the openness of most municipalities to this system. This system will never work if it’s halfheartedly implemented. In such case, employees will just do the paperwork for compliance. They have to be excited by this otherwise it will just end up being business as usual.

People have to fully understand the intricacies of this system to appreciate it and make it work.


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