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By Janine Quino
OD Section Manager and HRBP
Corporate HR

As with any system or process, improvement has been a must and almost inevitable. Through the years, the Performance Management System in CPFI has already evolved in different forms (no pun intended). In the past years, CPFI has subscribed to MBO and OGSM models which are very similar in nature. This year, we have implemented a few changes to further enhance business growth and drive high performance.

In March, we introduced the What and How and the 5 Objective Categories  which are the major components of the enhanced PMS in time for the Goals Setting Season. By design, this is not entirely different from the MBO and OGSM model that we have already been doing. The main objective of this enhancement is to further drive the achievement and over-achievement of both critical KPIs (what) and critical projects, initiatives and business-as-usual (how).


If you’re a fan of trying out different forms of diet, you would know that its success is highly driven by your food intake and regular exercise. And you monitor whether you’re making progress or not if the weighing scale actually moves (hopefully it’s a downward movement). These are what we refer to as the lead and lag measures as written in the book “4 Disciplines of Execution” by Chris McChesney, Sean Covey, and Jim Huling. 3  This is very similar to how our What and How works. Through this enhancement, we’ll be able to identify critical targets  and draw out critical or strategic initiatives that will support the achievement of the overall strategy or goal.

To further provide alignment to different What and Hows that our organization may have, we introduced the 5 Objective Categories and these are (1) Revenue and Customer, (2) Profit, (3) Sustainability, (4) Process and Functional Excellence and lastly, (5) People and Organization Development.


Different What (KPIs) and How (KRAs) may fall into these categories. Any individual might have some or all of his What and How's fall  into  these primarily depending on the thrust of his Business Unit, the function he belongs to, and the role he's currently holding.

Below are some examples of What and How applied in each category.


For further details about the PMS enhancement, you may head on to CPG Learn Hub/PMS Training or follow this link


No Performance Management System is perfect nor 100% fool proof. Though it’s been said to be a powerful tool, it still heavily relies on the user and how it’s being used. With the recent enhancement, we only wish to be able to aid in laying out clear plans that drive and lead to successfully achieving the organization’s goals.


 “The most common reason that employees fail to meet performance expectations is that those expectations were never made clear in the first place.” — Paul L. Marciano


  1. What Is A Performance Management System?

  2. Types of Performance Management Systems (& How Best To Use Them)

  3. How to Use Lead and Lag Measures to Achieve Your Goals

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