Professional Documents
Culture Documents
DEPED VISION
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.
DEPED MISSION
To protect and promote the right of every Filipino to
quality, equitable, culture-based, and complete basic education
where:
Students
Administrators
Maka-Diyos
Maka-tao
Makakalikasan
Makabansa
WHAT
Strategic
Priorities
VISION,
MISSION,
VALUES
(VMV)
Department
/ Functional
Area Goals
HOW
Values
Competencie
s
KRAs and
Objectives
1.
Performan
ce
Planning
and
Commitme
nt
4.
Performanc
e
Rewarding
and
Developme
2.
Performanc
e
Monitoring
and
Coaching
3.
Performa
nce
Review
and
Evaluatio
Performance Monitoring
and Coaching
1. Monitoring
2. Coaching / Feedback
Phase 2: Heart of the RPMS
Reports
Complaint Logs
Surveys
Manager Observation
Informal Interview
Audit Results
Evaluations
Certificates of Completion
Quality Specifications
Journals
Time Logs
To have a fact-based,
more objective basis for
rating performance
Feedback Giving
WHAT IS FEEDBACK?
TYPES OF FEEDBACK
Positive
Negative
Feedback for Improvement
STAR APPROACH
Situatio
n
Action
*developed by Development Dimensions
International (DDI)
Task
Result/s
ABCs OF FEEDBACK
Test
Accurate verifiable; can be proven true, based on
objective facts like records, reports, significant incidents,
direct observations
Behavior-based describes what someone does,
describes a specific action, not a personality trait
ABCs OF FFEDBACK
Test
Concise both positive and negative incidents recorded
not just unsatisfactory performance
Consistent repeatable, seen more than once and over a
period of time
Coaching
COACHING IS
a process that enables
learning and development to
occur and thus performance to
improverequires a
knowledge and understanding
of process as well as the
variety of styles, skills and
techniques that are appropriate
to the context in which the
coaching takes place
Eric Parsloe,The Manager as Coach and Mentor(1999)
MENTORING IS
off-line help by one person to
another in making significant
transitions in knowledge, work or
thinking
David Clutterbuck & David Megginson are both founder
members ofThe European Mentoring and Coaching Council
WHAT IS COACHING?
impart
knowledge
and
Application
Opportunities
Coach for
Build
Maximum
Awarene
Performance
ss
Coach to
Move to Skills,
Strengthen
Action
Competencies
and
Behaviors
Self-clarity
Communication
Critical thinking
Build relationships and
inspire
Inefficient Processes
Check work process before
looking into faults in the people
who run them.
Personal Problems
Strengthening Skills,
Competencies and
Behaviors
WHY DO WE DO IT?
Develop closer working
relationship between the
managers and employees
Boost morale and
confidence of employees
Opportunity to develop new
skills
WHY DO WE DO IT?
Cultivate and raise the level of
culture of performance
Recognize outstanding
performance
Leave a legacy for
performance excellence
Application
Opportunities
Coach for
Build
Maximum
Awarene
Performance
ss
Coach to
Move to Skills,
Strengthen
Action
Competencies
and
Behaviors
4-Step Process of
Coaching
WHY FOLLOW-UP?
It provide opportunities to remind
employees about goals and the
importance of these goals.
Periodic checks give you a
chance to offer positive
Feedback about the good things
that employees do.
These checks can help spot
small problems before they
become large ones.
Is there a difference?
Telling
Directing
Authority
Immediate Needs
A Specific Outcome
Exploring
Facilitating
Partnership
Long-term improvement
Many possible outcomes
Performance Coaching is
advice giving and does not involve
not
the coach sharing their experience
or opinions
a one time process
fault finding and put the employee
down
OPEN-ENDED QUESTIONS
These questions invite
participation and idea sharing.
These helps the coach to know
the coachees feelings, views
and deeper thoughts on the
problem, and in turn help to
formulate better advice.
OPEN-ENDED QUESTIONS
To explore alternatives:
What would happen if?
To uncover attitudes: How do
you feel about our progress
to date?
To establish priorities and
allow elaboration: What do
you think the major issues
are with this project?
CLOSED-ENDED QUESTIONS
DEPED RPMS
1.
Performan
ce
Planning
and
Commitme
nt
4.
Performanc
e
Rewarding
and
Developme
2.
Performanc
e
Monitoring
and
Coaching
3.
Performa
nce
Review
and
Evaluatio