Results - based Results - based Performance Performance Management Management

System (RPMS) for System (RPMS) for DepEdDepEd

Lead, Engage, Align & Do! (LEAD)

The framework aligns efforts to enable DepEd to actualize its strategic goals and vision.

VISION, MISSION, VALUES (VMV)

Strategic Priorities

Department/ Functional Area Goals

KRAs and Objectives

Values

DEPED RPMS FRAMEWORK

Competencies

WHAT HOW

1. Performance Planning and Commitment

3. Performance Review and Evaluation

2. Performance Monitoring and Coaching

4. Performance Rewarding and Development Planning

A systematic approach for continuous and consistent work improvement and individual growth.

An organization-wide process to ensure that employees focus work efforts towards achieving DepEd’s Vision, Mission and Values (VMV).

Teaching Positions

What = What =

ResultsResults

How =

Competencies++(Results & Objectives

of a position)

(Skills, Knowledge & Behaviors used to accomplish results)

Phase 1 Phase 1 Performance Planning Performance Planning

and Commitmentand 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

Recruitment and Selection Processes

Posted 20 vacant positions within the CSC prescribed period and per requirements (for 1st, 2nd, and 3rd level positions)

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 DepEd’s culture.

• For DepEd, competencies will be used

for development purposes (captured in

the form).

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 2Phase 2Performance Monitoring Performance Monitoring

and Coachingand Coaching

Heart of the RPMS

“If you want it, measure it. If you can’t measure it, forget it.”

– Peter Drucker

WHAT GETS MEASURED GETS DONE! WHAT GETS MEASURED GETS DONE!

Why is it important?• Key input to performance measures.

• Provides objective basis of the rating.

• Facilitates feedback.

• Clearly defines opportunities for improvement.

• Provides evidence.

No monitoring, no objective measurement.

1. Performance Monitoring

Situation Task

Action Result/s

*developed by Development Dimensions International (DDI)

Writing S/TARs

“Last December, during the work planning period,

you took the opportunity to review our unit’s 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.”

Situation/ Task

Action

Result

*developed by Development Dimensions International (DDI)

To be effective in this phase you should:

•Track your performance against your plan.•Use JOURNALS!

*developed by the Civil Service Commission (CSC)

• Manage the system as a process, NOT a one-time event!

• It is NOT a year-end paper exercise.

• It is important to teach performance on certain frequencies and provide feedback and coaching.

Remember:

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 performance and behavior change.

2. Coaching/Feedback

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 Phase 3 Performance Review and Performance Review and

EvaluationEvaluation

1. Reviewing Performance

A successful review session should:

1. Review PerformanceResults and Competencies

Note: The Rater should set a meeting with the Ratee. Request the Ratee to do self-assessment.

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 the manifestations of each competency.

Evaluate each objective whether it has been achieved or not.

Determine overall rating.

*DepEd’s Competencies ScaleScale Definition

5 Role model

4 Consistently demonstrates

3Most of the time demonstrates

2 Sometimes demonstrates

1 Rarely demonstrates

5 (role model) - all competency indicators4 (consistently demonstrates) – four competency indicators3 (most of the time demonstrates) – three competency indicators2 (sometimes demonstrates) – two competency indicators1 (rarely demonstrates) – one competence indicator

*will be used for developmental purposes

2. Discuss Strengths and Improvement Needs

Phase 4 Phase 4 Performance Rewarding Performance Rewarding

and Development and Development PlanningPlanning

1. RewardsLink to PBIS (EO 80 s. 2012)•Performance Based Bonus (PBB)

•Step 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.”

- Donald Miller, UK Mentoring Programme