NOTES DURING THE ONE-DAY ORIENTATION ON RESULTS-BASED PERFORMANCE MANAGEMENT SYSTEM (RPMS)

Identify the priorities for every department
Align with the national competencies

THE DEPED RPMS IS ALIGNED WITH THE SPMS OF CSC WHICH HAS 4 PHASES

1. Performance Planning and Commitment
2. Performance Monitoring and Coaching
3. Performance Review and Evaluation
4. Performance Review

What is Performance Management?

An organization wide process for ensuring employees are focusing their work efforts towards achieving the organization’s mission and vision.

Objectives of the Performance Management System

1. Align individual roles and targets with organization direction
2. Organizational need to track accomplishments against objectives in order to determine appropriate corrective action if needed
3. Provide feedback on employees’ work progress and accomplishments based on clearly defined goals and objectives.
4. RPMS is also a tool for people development.

RPMS Linkages

1. Agency Planning and Directions

2. HR Planning and Recruitment

3. Job design and work relationship

4. Compensation and Benefits

5. Employee relations

6. Rewards and recognition

7. Training and Manpower development

8. career Succession

RPMS
Cycle for Teaching personnel

Performance planning June
Midyear review on November
Year end results on March

Form Attachment

The mechanism to capture the KRAs, Objectives, Performance Indicators and Competencies is the Individual Performance Commitment and Review Form (IPCRF).
It is a change in mindset!

PHASE 1
•Performance Planning & Commitment
•Identifying KRA’s and Annual Objectives
•Identifying Required Competencies
•Performance Indicators or Measures
•Reaching Agreement

Things to do

Discussion on Unit’s KRAs and Objectives

Unit Head to discuss the Division’s KRAs and Objectives with their direct reports. Then, break this down to individual KRAs and Objectives.

Performance Planning and Commitment

1 Identifying KRAs Identify your responsibilities by answering the following questions:
• What major results/outputs am I responsible for delivering?

KRAs defined the areas in which an employee is expected to focus his/her area.

Always Remember that KRAs have the following Characteristics:
1.Number between 3 to 5
2.Be described in few words
3.Be within your Influence
4.Support departmental goals
5.Be similar for jobs that are similar
6.Not change unless your job changes

2. Performance Planning & Commitment

 Reaching Agreement Once I completed the form: Objectives + Competencies
Schedule a meeting with your supervisor
Agree on your listed KRAs, objectives and performance indicators

Things to make

1. KRA
2. OBJECTIVES'
3. PERFORMANCE INDICATORS

Managers competencies

Core behavior
1. self management
2. professionalism and ethics
3. results focus
4. team work
5. service orientation
6. innovation

Leadership competencies

1. leading people
2. people performance management
3. people development


Staff and teaching related competencies

Core Behavioral

• Self management
• professionalism and ethics
• result focus
• teamwork
• service orientation
• innovation

Staff Core Skills

• oral
• communication
• written communication
• computer/ICT Skills

PORTFOLIO MUST BE INCLUDED WITH POSITION AND COMPETENCY PROFILE AS ATTACHED WITH THE PDS FORM

KNOW YOUR DUTIES AND RESPONSIBILITIES

IF IN CASE DUTIES AND RESPONSIBILITIES IS NOT WITHIN YOUR CONCERN ASK A DOCUMENT THAT SHOWS TASK GIVEN WERE DIRECTED TO YOU BY THE SUPERIOR

Grades must be released after peridic examination not more than two weeks
Always maintain complete and updated class record.

Formative Assessment should be used to track the performance of the student to provide intervention before the periodical test.


SAMPLE KRA OF CSU http://www.carsu.edu.ph/?q=about-csu/key-result-areas-and-goals
                           
                                                            PERFORMANCE INDICATORS
KRA(KEY RESULT AREAS) - OUTSANDING - VS - SAT - UNSAT - POOR


PHASE 2:

1. Performance Tracking
2. Coaching and Feedbacking

critical incidents

Actual events where good or unacceptable performance was observed
Provides a record of demonstrated behaviors/performance


JOURNAL FORMAT

date - critical incidence - description output - impact on job/action plan  - signature


PHASE 3
•Performance Review and Evaluation
–Reviewing Performance
–Discuss Strengths and Improvement needs

Reviewing Phase A successful review session should be:
•A positive experience
•Of no surprise
•Of a two-way discussion
•Well prepared (both sides)

Performance Evaluation is not :

1. Attack on employee’s personality
2. Monologue
3. A chance to wield power and authority
4. Paper activity – compliance
5. An opportunity to gain “pogi points” with staff

Steps for Evaluating Objectives and Competencies

1.Evaluate each objective whether it has been achieved or not.

2.Evaluate the manifestation of each competency.

3.Determine overall rating.

Rating Performance:

1. Compute final rating
2. Rate each objective using the rating scale
3. Reflect actual results / accomplishments
4. Fill up the Performance Evaluation worksheet