Results - based

Performance
Management
System (RPMS) for
DepEd
Lead, Engage, Align & Do! (LEAD)
1. Conceptualization / Design
• Briefing of Technical Working Group on Proposed Methodology
• Benchmarking
• Workshop on Identifying Competencies on breaking down strategic
priorities into KRAs and Objectives
• Validation Workshops
• Final Draft presented to Technical Working Group
• Documentation (Facilitator’s Guide, Manager’s Manual, Employee’s
Manual, Forms)
2. Crafting of Position Profiles / Validation / Change
Management / Communication Workshop
3. Approval of Civil Service Commission
4. Pilot Test
 We dream of Filipinos
who passionately love their country
and whose values and competencies
enable them to realize their full potential
and contribute meaningfully to building the nation.

As a learner - centered public institution,

the Department of Education
continuously improves itself
to better serve its stakeholders.
To protect and promote the right of every Filipino to
quality, equitable, culture-based, and complete basic education
where:
•Students learn in a child-friendly, gender-sensitive, safe and
motivating environment.
•Teachers facilitate learning and constantly nurture every learner.

•Administrators
and staff, as stewards of the institution, ensure an
enabling and supportive environment for effective learning to
happen.
•Family,community and other stakeholders are actively engaged and
share responsibility for developing life-long learners.
• Maka-Diyos

• Makatao

• Makabayan

• Makakalikasan
The DepEd’s Strategic Planning Process is aligned with the Results
framework of DBM-OPIF.
 DepEd’s Framework Based on DBM’s OPIF
Inclusive Growth and Poverty Reduction
Societal Goal

Sectoral Outcomes Equitable Access to Adequate Quality Societal Services and Assets

Sub-Sector Knowledge, skills, attitude and values of Filipinos to lead

Outcomes
productive lives enhanced

Organizational
Improved Access to Filipino Artistic & Cultural
Outcomes
Quality Basic Education Traditions Preserved &
Major Final
Promoted
Output (MFOs)

1 2 3 4 5
Regulatory and
Basic Education Developmental Informal Book Industry
Education Governance Services for Education Services Devt. Services
Services Private Schools -Children
Television Devt.
Services
 Functional
Literate
Filipino
With 21st
century
skills

• FOCUS: Performance Measures at the

Organizational, Divisional or Functional and
Individual Levels
• EMPHASIS: Establish strategic alignment of
Organizational, Functional and Individual
Goals
9
 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.
• Align individual roles and targets with DepEd’s direction.

• Track accomplishments against Objectives to determine

appropriate corrective actions, if needed.

• Provide feedback on employees’ work progress and

accomplishments based on clearly defined goals and objectives.

• A tool for people development.

 Agency Planning and and
Directions
Career
Succession HR Planning
and
Recruitment
Training and
Manpower RPMS
Development Job Design and
Work
Relationships

Rewards and
Recognition Compensation
Employee and Benefits
Relations
 Overall Design
of DepEd RPMS

Lead, Engage, Align & Do! (LEAD)

1. Anchored on the Vision, Mission and Values (VMV) of DepEd.

2. CSC mandates 100% results orientation to make it uniform with

other government agencies. Competencies are used for
development purposes.

3. Coverage : All regular managers and employees of DepEd;

teaching and non-teaching staff.

4. Basis for rewards and development.

5. Covers performance for the whole year.

Non Teaching Positions
Teaching Positions
The mechanism to capture the KRAs, Objectives,
Performance Indicators and Competencies is the
Performance Commitment and Review Form (PCRF).

It is a change in mindset!
1. Office Performance Commitment and Review Form
(OPCRF)

2. Individual Performance Commitment and Review

Form (IPCRF)
• Managers
• Staff and Teaching - related Employees
• Teaching
 What = How =

Results
(Results & Objectives
+ Competencies
(Skills, Knowledge &
of a position) Behaviors used to
accomplish results)
 Phase 1
Performance Planning
and Commitment
1. Discuss Unit’s Objectives

The Office head discuss the

office’s KRAs and Objectives
with direct reports. Then,
break this down to individual
KRAs and Objectives.
2. Identify KRAs, Objectives and
Performance Indicators
Identify your responsibilities by
answering the following question:

“What major results/outputs am I

responsible for delivering?”
 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.
Review SMART Criteria
Specific
Well written objectives are stated in specific terms to avoid
any confusion about what is to occur or what is to improve
Measurable
It is important to define measurements that enable progress
to be determined and results to be measured. A measurable
objective defines quantity, cost or quality.
Effectiveness
Effectiveness can include both quality and quantity.

Example:
Achieved a rating of 4 in running all batches of train-the-trainers
program.
Efficiency
To measure cost specifically: money spent, percentage over or
under budget, rework or waste

Example:
Do not exceed Php 100,000 a month in running 2 training
programs.
Timeliness
Measures whether a deliverable was done correctly and
on/before the deadline.

Example:
Timely submission of quarterly reports. reports
Attainable
Should be challenging yet attainable, something the person
can influence to effect change or ensure results
Relevance
•Objectives that state your share of specific department /
functional areas goals

•Aligned with the directions of the unit

Time Bound
Objectives must be time bound.

Example:
•Achieved running 20 RPMS program within
2014.
•Responded to all participants’ suggestions
one week after the meeting.
•Did not exceed Php 200,000 a month for
conducting a workshop.
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
Example 1
Example 2
3. Discuss Competencies Required and
Additional Competencies Needed
• 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.
• Actual events where good or unacceptable performance was
observed
• Provides a record of demonstrated behaviors/

performance
• Effective substitute in the absence of quantifiable data,
observed evidence of desired attribute or trait
 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.
 CSC’s Revised Policies
on the Strategic Performance Management System (SPMS)
MC 13 s. 1999

Scal
Adjectival Description
e
Performance exceeding targets by 30% and above of
Outstanding
the planned targets; from the previous definition of
5 (130% and
performance exceeding targets by at least fifty
above)
(50%).
Performance exceeds targets by 15% to 29% of the
Very planned targets; from the previous range of
4 Satisfactory performance exceeding targets by at least 25% but
(115%-129%) falls short of what is considered an outstanding
performance.
Performance of 100% to 114% of the planned
targets. For accomplishments requiring 100% of the
targets such as those pertaining to money or
Satisfactory
3 accuracy or those which may no longer be
(100%-114%)
exceeded, the usual rating of either 10 for those
who met targets or 4 for those who failed or fell
short of the targets shall still be enforced.
Unsatisfactory Performance of 51% to 99% of the planned targets.
2
(51%-99%)
*DepEd’s Competencies Scale
Scale Definition
5 Role model
Consistently
4
demonstrates
Most of the time
3
demonstrates
Sometimes
2
demonstrates
5 (role model) - all competency
1 indicators Rarely demonstrates
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
4. Implement Plans
5. Evaluate
 Development Principles

The key elements to a successful learning process:

• 30% from real life and on-the-job experiences, tasks and
problem solving. This is the most important aspect of any
learning and development plan.
• 30% from feedback and from observing and working with
role models – mentoring and coaching.
• 40% from formal training.
 “Behind every
successful person,
there is one
elementary truth.
Somewhere,
someway,
someone cared about
their growth and
development.”

- Donald Miller, UK Mentoring

Programme