Results - based

Performance
Management
System (RPMS) for
DepEd
Lead, Engage, Align & Do! (LEAD)
 VISION, MISSION,
WHAT VALUES (VMV)
HOW
Strategic Values
Priorities

Department/
Functional
Area Goals Competencies

KRAs and
Objectives

DEPED RPMS FRAMEWORK

The framework aligns efforts to enable DepEd to actualize its strategic

goals and vision.
 1. Performance 2. Performance
Planning and Monitoring and
Commitment Coaching

4. Performance
3. Performance
Rewarding and
Review and
Development
Evaluation
Planning
An organization-wide process to ensure
that employees focus work efforts
towards achieving DepEd’s Vision,
Mission and Values (VMV).

A systematic approach for continuous

and consistent work improvement and
individual growth.
Teaching Positions
 What = How =

Results
(Results & Objectives
+ Competencies
(Skills, Knowledge &
of a position) 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

Recruitment and Selection Processes
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 2
Performance Monitoring
and 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!

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.
 Situation Task

Action Result/s

*developed by Development Dimensions International (DDI)

Writing S/TARs
“Last December, during the work
Situation/ Task planning period,

you took the opportunity to review our

Action unit’s work process. You assembled a
team of your colleagues and
brainstormed on improvement ideas.

As a result, our turnaround time on

Result processing promotions was reduced
from 3 days to 1 day.”
*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)
Remember:
• 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.
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 performance

and behavior change.
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 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 each Evaluate the
objective manifestations Determine
whether it has of each overall
been achieved competency. rating.
or not.
*DepEd’s Competencies Scale
Scale Definition
5 Role model
4 Consistently demonstrates
Most of the time
3 demonstrates
2 Sometimes demonstrates
1 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
1 (rarely demonstrates) – one competence indicator

*will be used for developmental purposes

2. Discuss Strengths and Improvement
Needs
 Phase 4
Performance Rewarding
and Development
Planning
1. Rewards
Link 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
1. Implement Plans
2. Evaluate
 “Behind every
successful person,
there is one
elementary truth.
Somewhere,
someway,
someone cared about
their growth and
development.”

- Donald Miller, UK Mentoring

Programme