Guidance in the Procedure of

Filling-out Behavioral Form

SPMS Orientation for Attached Offices of OCM
February 2-3, 2023
Sultan Hall, Pagana Kutawato, Cotabato City
BEHAVIORAL RATING
The rating for the Behavioral
Dimension is subject to the
discretion of the rater.

Should any complaints concerning behavior

and/or performance against the ratee arise,
provisions under item [1.3.a], Section XII of
these Guidelines apply.
A. BEHAVIORAL DIMENSION
For Rank-and-file employee, except for
the supervisors and section heads
PERCENTAGE ALLOCATION

BEHAVIORAL DIMENSIONS which comprises

30% of the overall IPCR rating refer to the
Parts Percentage (%)
different behavioral factors that affect the
job performance of the employee. I. Performance 70%
I. Performance Rating Rating

II. Behavioral 30%

Dimensions

Total 100%

II. Behavioral Dimensions

 BEHAVIORAL COMPETENCIES PERCENTAGE ALLOCATION

Competencies Percentage Allocation

Attendance and punctuality 30%

Completed Staff Work 30%

Analytical Thinking and Problem Solving Skills 20%

Teamwork and Collaboration 10%

Adherence to Office Policies/Requirements 10%

Part II. Behavioral Dimension Total 100%

 B. BEHAVIORAL DIMENSION
For Heads Of Office, Service Directors,
Division Chiefs, Supervisors And Section
PERCENTAGE ALLOCATION
Heads

Head of the Offices shall be rated on these behavioral Parts Percentage (%)
dimensions which comprises 20% of the overall final rating
of their respective performance commitment and review
contracts.
Performance Rating 80%
I. Performance Rating
Behavioral
20%
Dimensions
Total 100%

II. Behavioral Dimensions

 BEHAVIORAL COMPETENCIES PERCENTAGE ALLOCATION
Competencies Percentage Allocation
Commitment to Mission of OCM 20%

Drive for Excellence 10%

Teamwork and Collaboration 10%

Leadership 20%
Analytical Thinking 20%

Problem Solving and Decision-making Skills 20%

Part II. Behavioral Dimension

Total 100%
 STANDARD RATING SCALE
For BEHAVIORAL DIMENSION

NUMERICAL ADJECTIVAL RATING DESCRIPTION

5 OUTSTANDING Role model

4 VERY SATISFACTORY Consistently demonstrates

3 SATISFACTORY Most of the time demonstrates

2 UNSATISFACTORY Sometimes demonstrates

1 POOR Rarely demonstrates


EMPLOYEE :
POSITION :
PART II: BEHAVIORAL DIMENSIONS
COMPETENCIES
1. Attendance and
Punctuality (20%)
2. Completed Staff
Work (CSW) (20%)
3. Analytical Thinking
and Problem Solving
Skills (20%)
4. Teamwork and
Collaboration (20%)
5. Adherence to Office
Policies/Requirements
(20%)
COMPUTATIONS:
1. To compute for the Total Equivalent Point Score : Total the ratings
2. To compute for the Weighted Average Score : Multiply the Total Equivalent
Point Score by 30%.
Behavioral Dimension Form
OFFICE OF THE CHIEF MINISTER
(BDF) attached as Annex A:
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS)
For the rating period January to June 2023
Waleed A. Omar DATE OF PERFORMANCE PLANNING: January 30, 2023
Community Development Officer V DATE OF PERFORMANCE APPRAISAL: July 15, 2023
DEFINITION CRITICAL INCIDENTS RATING SUMMARY OF RATINGS
Weighted Average Scores TOTAL OVERALL SCORE
<indicate critical/notable incidents that may justify or bolster the
Reports to work regularly and arrives at work on time. It also
PART I PART II
refers to the ability to be prompt, attend appointments on time rating (e.g. Has been AWOL for 3 weeks and only reported to work 5
and submit assignments within the deadline. after the Director called his attention; Recognized in the office as
employee of the month for zero tardiness and zero absence)> 3.255 1.260 4.515
Submits written recommendations to the superior in such a <example CI - assisted the principal in deciding the details of a
manner that the superior need not do anything in the process program by providing data history which served as basis for the
but to review the submitted document and indicate approval or number of participants and budget needed; keeps asking the To compute for the Total Overall Score: Total the Weighted
superior what next steps to be taken instead of figuring it out or 4
disapproval thus, saving the superior's time by giving the Average Scores from Part I and Part II.
legwork to the staff. If the assignment does not originally emate trying to solve in his/her level; complaints to the office because of
from him/her, the personnel thoroughly reviews, provides his/her inability to fix issues within his/her sphere of responsibility> WE HAVE DISCUSSED AND AGREED ON
Collecting, analyzing, interpreting, and synthesizing THE ABOVE TARGETS:
data/information in order to comprehend issues and/or a
situation, identify cause and effect, and use this information to
3
Waleed A. Omar
make successful decisions/recommendations. Ratee
Jose A. Dela Cruz
Implies a sincere desire to work cooperatively and productively <example CI - successfully carried out different projects composed of
with others, across cultures and organizational barriers, to different team members. This should note how well he/she can 5 Rater
achieve shared objectives and favorable outcomes. collaborate with different groups> January 30, 2023
Date
Ensures compliance to policies, guidelines and other
requirements issued by the office such as adherence to
dress code whether or not checked/ monitored by the
4
Confirmed By
office. WE HAVE DISCUSSED AND AGREED ON
THE ABOVE RATINGS:
Ratee
Total Equivalent Point Score 4.20
Rater
Tms Admin:
Weighted Average Score (WAS) 1.26 = 30% x 4.20 = 1.26
Date
Confirmed By

EMPLOYEE :
POSITION :
PART II: BEHAVIORAL DIMENSIONS
COMPETENCIES
1. Commitment to
Mission of OCM (10%)
2. Drive for Excellence
(20%)
3. Teamwork and
Collaboration (10%)
4. Leadership (20%)
5. Analytical Thinking
(20%)
6. Problem Solving and
Decision Making (20%)
COMPUTATIONS:
1. To compute for the Total Equivalent Point Score : Total the ratings
2. To compute for the Weighted Average Score : Multiply the Total Equivalent
Point Score by 20%.
OFFICE OF THE CHIEF MINISTER
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) Behavioral Dimensions Form
For the rating period January to June 2023 (BDF) attached as Annex B:
Datumanot D. Datumanong DATE OF PERFORMANCE PLANNING: January 30, 2023
Broadcast Operations Chief DATE OF PERFORMANCE APPRAISAL: July 15, 2023
DEFINITION CRITICAL INCIDENTS RATING SUMMARY OF RATINGS
Weighted Average Scores TOTAL OVERALL SCORE
A strong inclination to uphold the principles and values of public service PART I PART II
4
and a personal alignment to the goals and mission of OCM.
3.72 0.840 4.56
With a strong focus on fulfilling the OCM criterion for quality, establishes
high expectations and demonstrates perseverance, enthusiasm, and To compute for the Total Overall Score: Total the Weighted
4
determination to complete assignments despite diffi culties such as Average Scores from Part I and Part II.
limited time and resources.
WE HAVE DISCUSSED AND AGREED ON
THE ABOVE TARGETS:
Implies a sincere desire to work cooperatively and productively with
others, across cultures and organizational barriers, to achieve shared 4
objectives and favorable outcomes. Datumanot D. Datumanong
Ratee
Jayson A. Dela Cruz
Engaging others in the production of outputs and/or active support of
ideas and activities to advance OCM's objectives and mission.
5 Rater
Collecting, analyzing, interpreting, and synthesizing data/information in Date
order to comprehend issues and/or a situation, identify cause and effect,
4
and use this information to make successful Confirmed By
decisions/recommendations. WE HAVE DISCUSSED AND AGREED ON
THE ABOVE RATINGS:
Motivated and capable of systematically analyzing problems and
developing alternate courses of action based on logical assumptions and 4
factual data, while taking all relevant elements into account.
Datumanot D. Datumanong
Ratee
Total Equivalent Jayson A. Dela Cruz
4.20
Point Score Rater
Weighted
0.84
Average Score Date
Confirmed By
 OVERALL RATING
NUMERICAL ADJECTIVAL
DESCRIPTION
RATING RATING

Performance represents an extraordinary level of achievement and

commitment in terms of quality and time, technical skills and
knowledge, ingenuity, creativity, and initiative. Employees at this
4.50 – 5.00 Outstanding
performance level should have demonstrated exceptional job mastery
in all major areas of responsibility. Employee achievement and
contributions to the organization are of marked excellence.

Performance exceeded expectations. All goals,, objectives, and targets

3.50 – 4.49 Very Satisfactory
were achieved above established standards.
Performance met expectations in terms of quality of work, efficiency,
2.50 – 3.49 Satisfactory
and timeliness. The most critical annual goals were met.
Performance failed to meet expectations, and/or one or more of the
1.50 – 2.49 Unsatisfactory
most critical goals were not met.

Performance was consistently below expectations, and/or reasonable

1.49 and
Poor progress toward critical goals was not met. Significant improvement is
below
needed in one or more important areas.
Thank You