A JOURNEY TO SPMS

Christine L. Argete

Remembering fifteen years ago when I began my career as a public servant, I was so naïve. I do not know where and how to start. Questions came up to me. What must I bring into this organization? Simple tasks were given in which I did with all my heart and full responsibility since I know it would help a lot my immediate supervisor in bringing the best service to the clienteles. My performance was acknowledged not only by my immediate supervisor but also by the people I have served. My capability was measured by the output of my work and my attitude towards people through the criteria set on the performance rating tool called the Performance Appraisal System for the Administrative Group or the PASAG. This was used to evaluate the performance of support staff in our agency.

I was more recognized when they decided to transfer me to the Division Office. I was able to work for the Human Resource Unit. I was informed of my tasks and responsibilities. Reports were submitted and appointments were processed on time.

After more than three years in the HR Unit, I was promoted as an Administrative Assistant III of the Accounting Unit in which I was really exultant for the reason that I was able to make full use of my knowledge and skills being a graduate of Bachelor of Science in Accountancy. I am doing my tasks today based on the understanding and expertise I have gained. Through these years, I have become a more dynamic and efficient worker of the Department.

An orientation was rendered to us regarding a memorandum circular released by the Civil Service Commission covering the Guidelines in the Establishment and Implementation of the Agency Strategic Performance Management System (SPMS). It was introduced to ensure that the performance of the personnel shall be linked with the organizational vision, mission and strategic goals of the agency and the inputs and work processes are efficiently used and managed through the predetermined standards or success indicators.

The Individual Performance Commitment and Review Form or IPCRF is a tool used to assess the employee’s performance level based on targets and measures.

Three (3) Key Results Area (KRA), each with three (3) objectives, were given emphasis. It is more specific and measurable.

But one of my observations I had with the implementation of the said IPCRF was standards were set lower that a higher rating will be easier to attain. Our IPCRF was reviewed but then not all the three (3) success indicators were well-thought out as their performance measures.

There was another problem I have encountered wherein the data were not given on time for the consolidation and preparation of financial statements in which I had difficulty in achieving the targeted time. As I have to wait for the data that I need to include for the completeness of my report. I have failed due to time constraint and delayed data as much as I would like to meet my target or aim.

I would like to recommend that the Performance Management Team (PMT) must have extensive knowledge and understanding of the functions of each employee of the organization and must conduct intensive review of the standards set on the IPCRF.

Also as team mates, we must help each other and consider each and everyone’s task for the success of our organization. Fairness and strict adherence must be implemented.

Notwithstanding these limitations, I would like to still acknowledge this Strategic Performance Management System because it helps me recognize more of my duties and competent to determine the areas that needs to be developed or improved. It brings me more clarity about my contribution towards achievement of strategies and goals of our agency.

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The author is Administrative Assistant III at Department of Education,

Divisiom of Angeles City