REVISITING
Results - based
Performance
Management
System (RPMS)
for DepEd
CHRISTIAN C. HALILI
School Principal IV, Sto. Nio 2nd ES
Discussant
Lead, Engage, Align & Do! (LEAD)
WHAT
Strategic
Priorities
VISION,
MISSION,
VALUES
(VMV)
Department
/ Functional
Area Goals
HOW
Values
Competencie
s
KRAs and
Objectives
DEPED RPMS FRAMEWORK
The framework aligns efforts to enable DepEd to
actualize its strategic goals and vision.
1. Performance
Planning and
Commitment
4. Performance
Rewarding
and
Development
Planning
2. Performance
Monitoring
and Coaching
3. Performance
Review and
Evaluation
An organization-wide process
to ensure that employees
focus work efforts towards
achieving DepEds Vision,
Mission and Values (VMV).
A systematic approach for
continuous and consistent
work improvement and
individual growth.
Teaching Positions
What
=
Results
(Results
& Objectives
of a position)
How =
Competenci
es
(Skills, Knowledge
&
Behaviors used to
accomplish results)
Phase 1
Performance
Planning and
Commitment
What is the definition of
KRAs?
KRAs define the areas in which an
employee is expected to focus
his/her efforts.
What is the definition of
Objectives?
Objectives are the specific things
you need to do, to achieve the
results you want.
Example
KRAs
Objectives
Posted 20 vacant positions
within the CSC prescribed
period and per requirements
(for 1st, 2nd, and 3rd level
positions)
Recruitment and Selection
Processes
Gathered and submitted
required documents for 20
nominees for screening by the
PSB/NSC
Processed 20 appointment
papers for selection and
promotion before June 2014
Conducted one-day orientation
seminar for 20 newly hired
employees within two weeks
upon hiring
Identify Performance
Indicators or Measures (refer
to PCPs)
Performance Indicators
They are EXACT QUANTIFICATION OF
OBJECTIVES.
It is an assessment tool that gauges whether a
performance is good or bad.
Agree on acceptable tracking sources
The RPMS looks not only at
results, but HOW they are
accomplished.
Competencies help achieve
results.
Competencies support and
influence the DepEds culture.
For DepEd, competencies will be
used for development purposes
4. Reaching Agreement
Once the form is completed :
KRAs + Objectives + Performance
Indicators + Competencies
1. Rater schedules a meeting with Ratee.
2. Agree on the listed KRAs, Objectives,
Performance Indicators and assigned
Weight per KRA.
3. Where to focus on the Competencies
Rater and Ratee agree
on the Key Result Areas
(KRAs), Objectives,
Performance Indicators
and assign Weight Per
KRA and sign the
Performance
Commitment and Review
Form (PCRF).
Phase 2
Performance
Monitoring and
Heart of the
RPMS
If you want it,
measure it. If
you cant
measure it,
forget it.
Peter
Drucker
WHAT GETS MEASURED
GETS DONE!
1. Performance Monitoring
Why is it important?
Key input to performance measures.
No monitoring, no objective measurement.
Provides objective basis of the rating.
Facilitates feedback.
Clearly defines opportunities for
improvement.
Provides evidence.
Situatio
n
Action
*developed by Development Dimensions
Task
Result/s
Writing S/TARs
Situation/
Task
Action
Result
Last December, during
work planning period,
the
you took the opportunity to
review our units work process.
You assembled a team of your
colleagues and brainstormed on
improvement ideas.
As a result, our turnaround time
on processing promotions was
reduced from 3 days to 1 day.
*developed by Development Dimensions
To be effective in this
phase you should:
Track
your
performance
against your plan.
Use
JOURNALS!
*developed by the Civil Service Commission
Remember:
Manage the system as
a process, NOT a onetime event!
It is NOT a year-end
paper exercise.
It is important to
teach performance
on certain frequencies
and provide
feedback and
coaching.
2. Coaching/Feedback
For the Raters:
During Performance Phase
always:
Provide
COACHING to your
subordinates to improve
work performance and
behavior.
Provide
FEEDBACK on the
progress of work
For the Ratees:
During
Performance Phase, always seek the
coaching of your leader specially when you realize
that you need improvements in your results.
FEEDBACK:
Know where and how to get helpful
feedback for important aspects of your job
Phase 3
Performance Review
and Evaluation
1. Reviewing
Performance
1. Review Performance
Results and Competencies
A successful review session
should:
Note: The Rater should set a meeting
with the Ratee. Request the Ratee to do
1. Manage the meeting
Prepare for the meeting
Create the right atmosphere
No interruptions; no surprises
2. Enhance or maintain self-esteem
Express appreciation
Encourage self-appraisal
Focus on the performance issue, not on the
person
3. Be fair and objective
Base assessments on evidence
Change the behavior, not the person
Focus on solving problems or correcting a
behavior
4. Empower the employee
Ask him for ideas on how to resolve a problem
or improve performance
Adopt a joint problem-solving approach
Be supportive
Evaluate
each
objective
whether it
has been
achieved or
not.
Evaluate the
manifestatio
ns of each
competency.
Determin
e overall
rating.
*DepEds Competencies
Scale
Scale
Definition
Role model
Consistently demonstrates
3
2
Most of the time
demonstrates
Sometimes demonstrates
Rarely demonstrates
5 (role model) - all competency indicators
4 (consistently demonstrates) four competency
indicators
3 (most of the time demonstrates) three competency
indicators
2 (sometimes demonstrates) two competency
indicators
2. Discuss Strengths and
Improvement Needs
Phase 4
Performance
Rewarding and
1. Rewards
Link to PBIS (EO 80 s. 2012)
Performance
Step
Based Bonus (PBB)
Increment
2. Development
Planning
Employee development is a continuous
learning process that enables an individual
to achieve his personal objectives within the
context of the business goals.
Employee development is a shared
responsibility among the Individual,
Manager, HR and the Organization.
1.
Identify development needs
2.
Set goals for meeting these needs
3.
Prepare actions plans for meeting the
development need
sanction learning activities
resources / support
measures of success
4.
Implement Plans
5.
Evaluate
Behind every
successful
person, there is
one
elementary
truth.
Somewhere,
someway,
someone cared
about
their growth and
development.
