DEPED RPMS form For Senior Officers (from SG18 up) | 1

RESULTS BASED PERFORMANCE MANAGEMENT SYSTEM

Individual Performance Commitment and Review Form


The Department of Educati on (DepEd) i s commi tted to provi de the members of i ts organi zati on wi th opportuni ti es to:

Li nk thei r i ndi vi dual achi evements and make a meani ngful contri buti on to the attai nment of the i nsti tuti ons Vi si on and Mi ssi on.
Promote i ndi vi dual and team growth, parti ci pati on and commi tment.
Grow professi onal l y and personal l y.

In l i ne wi th thi s Phi l osophy, DepEd i mpl ements a Resul ts -Based Performance Management System. It i s a shared undertaki ng between the superi or and the empl oyee that al l ows an
open di scussion of job expectati ons, Key Resul ts Areas, Objecti ves and how these al i gn to overal l departmental goal s . It provi des a venue for agreement on standards of performance and
behavi ors whi ch l ead to professi onal and personal growth i n the organi zati on.

Thi s form i s di vi ded i nto four parts:

PART I Accomplishments of KRAs and Objectives - Each empl oyee pl ays a vi tal part i n the achi evement of hi s/her departments objecti ves. At the begi nni ng of the Resul ts -Based
Performance Management Cycl e, the empl oyee and hi s/her superi or joi ntl y determi nes goal and measures that wi l l l ead to the ac hi evement of the overal l departmental goal s. After
whi ch, wei ghts are assi gned to those goal s based on pri ori ti es. The total of the wei ghts shoul d not exceed 100. At the end of the performance cycl e, the empl oyee i s rated on the
effecti veness/qual i ty, effi ci ency (i ncl udi ng cost), and ti mel i ness i n del i veri ng the goal s agreed upon.

PART II Competencies - The success of the empl oyee i n ful fi l ling hi s/her rol e and del i veri ng excepti onal performance i s dependent on how s/he appl i es vari ous competenci es on the job.
The empl oyee i s rated based on the effecti veness and consi stency by whi ch s/he demonstrates behavi ors rel evant to the competenci es. The overal l rati ng i s computed by addi ng the
rati ng for each competency and di vi di ng the sum by the total number of competenci es. Hal f-poi nts (e.g. 3.5) may be gi ven i f the empl oyees performance l evel fal l s i n between
descri pti ons of the scal e posi ti ons.

PART III Summary of Ratings for Discussion

PART IV Development Plans - The areas where the empl oyee excel s and areas for devel opment are both i denti fi ed. In thi s manner, the empl oyees strengths are hi ghl i ghted and
recogni zed. Devel opment needs on the other hand are addressed through formal and i nformal trai ni ng and devel opment approaches.
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These ratings refer to the accomplishment of targets or objectives. Eval uati on shoul d be based on i ndi cators and measures. CS C MC NO. 13, SERI ES OF 1999 (REVI SED Pol i ces on the Performance
Management System) have the fol l owi ng descri pti ons:

Outstanding performance exceedi ng targets by 30% and above of the pl anned targets on the previ ous defi ni ti on of performance exceedi ng tar gets by at l east fi fty (50%)
Very Satisfactory performance exceeding targets by 15% to 29% of the planned targets; from the previous range of performance exceeding targets by at l east 25% but falls short of what i s consi dered an
outstandi ng performance.
Satisfactory performance of 100% to 114% of the planned targets. For accomplishments requiring 100% of the targets such as those pertaini ng to money or accuracy or thos e whi ch may no l onger be
exceeded, the usual rati ng of ei ther 10 for those who met targets or 4 for those who fai l ed or fel l short of the targets shal l sti l l be enforced.
Unsatisfactory performance of 51% to 99% of the pl anned targets; and
Poor performance fai l i ng to meet the pl anned targets by 50% or bel ow.

Appeals
A Performance Review Committee (PRC) shall be created is DepEd composed of the Undersecretary for Regional Operations, Assistant Secretary for Planning, highest ranking official in charge of personnel management and two representatives from
the rank and file nominated by the accredited employee association in the agency as members.
1. Employees who feel aggrieved or dissatisfied with their final performance rating can file an appeal with the PRC within ten (10) days from date of receipt of their Performance Report Form from the PRC. Employees, however, shall not be allowed
to protest the performance rating of their co-employees. Ratings obtained by other employees can only be used as basis or reference for comparison in appealing ones performance rating;
2. The PRC shall decide on the appeals within one month from receipt. Appeals lodged at any PRC shall follow the hierarchical jurisdiction of various PRCs in an agency. For example, the decision of the Provincial PRC is appealable to the Regional
PRC which decision is in turn appealable to the National/Central Office PRC. Only in exceptional instances when the decision of the PRC in the central offices of departments may be appealed further to the CSC Commission proper. The decision
made on employees ratings by the PRC in the local government units maybe appealed to the Civil service Regional Office which has jurisdiction over these units.
3. An official or employee who was separated from the service on the basis of unsatisfactory or poor performance rating can appeal his separation to the CSC or its regional office within 15 days from receipt of the order or notice of separation.
Scale Adjectival Description
5 Outstanding
(130% and above)
Performance represents an extraordi nary l evel of achi evement and commi tment i n
terms of quality and ti me, techni cal ski l l s and knowl edge, i ngenui ty, creati vi ty and
i ni tiative. Employees at this performance l evel should have demonstrated excepti onal
job mastery i n all major areas of responsibility. Employee achievement and contributions
to the organi zati on are of marked excel l ence.
4 Very Satisfactory
(115% - 129%)

Performance exceeded expectations. All goal s, objecti ves and targets were achi eved
above the establ i shed standards.
3 Satisfactory
(100% - 114%)
Performance met expectations in terms of quality of work, efficiency and timel i nes. The
most cri ti cal annual goal s were met.
2 Unsatisfactory
(51% - 99%
Performance failed to meet expectations, and / or one or more of the most critical goal s
were not met.
1 Poor
(50% or above)
Performance was consistently below expectations, and/or reasonable progress towards
cri ti cal goals was not made. Significant i mprovement is needed in one or more i mportant
areas.





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Individual Performance Commitment and Review Form
Name of Empl oyee: Name of Rater:
Posi ti on: Posi ti on:
Revi ew Peri od: Date of Revi ew:
Bureau/Center/Servi ce/Di vi si on:
TO BE FILLED IN DURING PLANNING
TO BE FILLED DURING
EVALUATION
MFOs KRAs OBJECTIVES TIMELINE
Weight per
KRA
PERFORMANCE
INDICATORS
(Quality, Efficiency,
Timeliness)
ACTUAL
RESULTS
RATING SCORE*





















OVERALL
RATING FOR
ACCOMPLI-
SHMENTS

Rater Ratee
* To get the score, the rating is multiplied by the weight assigned

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CORE BEHAVIORAL COMPETENCIES
Self-Management
1. Sets personal goals and direction, needs and development.
2. Undertakes personal actions and behaviors that are clear and
purposive and takes i nto account personal goals and values
congruent to that of the organi zation.
3. Di splays emoti onal maturity and enthusiasm for and i s
chal lenged by higher goals.
4. Pri oritize work tasks and schedules (through gantt charts,
checkl ists, etc.) to achi eve goals.
5. Sets hi gh quality, challenging, realisti c goals for self and others.
Professionalism and Ethics
1. Demonstrates the values and behavior enshri ned i n the Norms
of Conduct and Ethi cal Standards for publ i c offi ci al s and
empl oyees (RA 6713).
2. Practi ces ethi cal and professional behavi or and conduct taki ng
i nto account the i mpact of hi s/her acti ons and deci s i ons.
3. Mai ntains a professional i mage: bei ng trustworthy, regul ari ty of
attendance and punctuality, good grooming and communication.
4. Makes personal sacri fi ces to meet the organi zati ons needs.
5. Acts wi th a sense of urgency and responsi bi l i ty to meet the
organi zations needs, i mprove systems and hel p others i mprove
thei r effecti veness.
Result Focus
1. Achi eves results wi th optimal use of ti me and resources most of
the ti me.
2. Avoi ds rework, mi stakes and wastage through effecti ve work
methods by pl acing organizational needs before personal needs.
3. Del i vers error-free outputs most of the ti me by conformi ng to
standard operating procedures correctly and consi stentl y. Abl e
to produce very sati sfactory qual i ty of work In terms of
useful ness/acceptability and completeness wi th no supervi si on
requi red.
4. Expresses a desi re to do better and may express frustrati on at
waste or i neffi ciency. May focus on new or more preci se ways of
meeti ng goal s set.
5. Makes specific changes i n the system or i n own work methods to
i mprove performance. Examples may i ncl ude doi ng somethi ng
better, faster, at a l ower cost, more effi ci entl y; or i mprovi ng
qual i ty, customer sati sfacti on, moral e, wi thout setti ng any
speci fi c goal .
Teamwork
1. Wi l lingly does his/her share of responsibility.
2. Promotes col laboration and removes barriers to teamwork and
goal accomplishment across the organization.
3. Appl i es negotiati on principles in arriving at wi n-win agreements.
4. Dri ves consensus and team ownership of deci sions.
5. Works constructively and collaboratively wi th others and across
organi zations to accomplish organizational goals and objectives.
Service Orientation
1. Can expl ain and articulate organizational directions, issues and
probl ems.
2. Takes personal responsibility for dealing wi th and/or correcting
customer service i ssues and concerns.
3. Ini ti ates activities that promotes advocacy for men and women
empowerment.
4. Parti cipates in updating of office vi sion, mi ssion, mandates and
strategi es based on DepEd strategi es and directions.
5. Devel ops and adopts service i mprovement programs through
si mplified procedures that wi ll further enhance service del ivery.
Innovation
1. Exami nes the root cause of probl ems and suggests effecti ve
sol uti ons. Fosters new i deas, processes, and suggests better
ways to do thi ngs (cost and/or operati onal effi ci ency).
2. Demonstrates an ability to thi nk beyond the box. Conti nuously
focuses on i mprovi ng personal producti vi ty to create hi gher
val ue and resul ts.
3. Promotes a creative climate and i nspires co workers to develop
ori gi nal i deas or sol uti ons.
4. Translates creative thi nking into tangible changes and sol uti ons
that i mprove the work uni t and organi zati on.
5. Uses i ngeni ous methods to accomplish responsibilities.
Demonstrates resourcefulness and the abi lity to succeed wi th
mi ni mal resources.

COMPETENCIES
5 Role model; 4 Consistently demonstrates; 3 Most of the time demonstrates; 2 Sometimes demonstrates; 1 Rarely demonstrates
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LEADERSHIP COMPETENCIES
Leading People
1. Uses basic persuasion techniques i n a di scussion or presentation
e.g., staff mobi lization, appeals to reason and/or emoti ons, uses
data and exampl es, vi sual ai ds
2. Persuades, convi nces or i nfl uences others, i n order to have a
speci fi c i mpact or effect.
3. Sets a good exampl e, i s a credi bl e and respected l eader; and
demonstrates desi red behavi or.
4. Forwards personal , professi onal and work uni t needs and
i nterests i n an i ssue.
5. Assumes a pi votal rol e i n promoti ng the devel opment of an
i nspi ri ng, rel evant vi si on for the organi zati on and i nfl uences
others to share ownership of DepEd goals, i n order to create an
effecti ve work envi ronment.
People Performance Management
1. Makes specific changes i n the performance management system
or i n own work methods to i mprove performance (e.g. does
somethi ng better, faster, at l ower cost, more effi ciently;
i mproves quality, customer sati sfaction, morale, revenues).
2. Sets performance standards and measures progress of
empl oyees based on offi ce and department targets.
3. Provi des feedback and technical assistance such as coaching for
performance i mprovement and acti on planning.
4. States performance expectations clearly and checks
understanding and commitment.
5. Performs al l the stages of resul t-based performance
management system supported by evi dence and requi red
documents/forms.
People Development
1. Improves the skills and effectiveness of i ndividuals through
empl oyi ng a range of devel opment strategies.
2. Faci litates workforce effecti veness through coaching and
moti vati ng/developing people wi thin a work environment
that promotes mutual trust and respect.
3. Conceptualizes and i mplements l earning interventions to
meet i denti fied training needs.
4. Does l ong-term coaching or training by arranging
appropriate and hel pful assignments, formal training, or
other experi ences for the purpose of supporting a persons
l earning and devel opment.
5. Cul ti vates a learningenvi ronment by structuring interacti ve
experi ences such as l ooki ng for future opportuni ti es that
are i n support of achi evi ng i ndi vi dual career goal s.




Note: These ratings can be used for the developmental plans of the employee.


5 Role model; 4 Consistently demonstrates; 3 Most of the time demonstrates; 2 Sometimes demonstrates; 1 Rarely demonstrates
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PART III: SUMMARY OF RATINGS FOR DISCUSSION







Employee-Superior Agreement

The si gnatures bel ow confi rm that the empl oyee and hi s/her superi or have agreed to the contents of the performance as captured i n thi s form.

Name of Employee

Name of Superior
Signature

Signature
Date

Date

PART IV: DEVELOPMENT PLANS

Strengths Development Needs
Action Plan
(Recommended Developmental
Intervention)
Timeline Resources Needed










Final Performance Results Rating
Accomplishments of KRAs and Objectives

Rater
Ratee