E-RPMS PPSSH Encoding Template
E-RPMS PPSSH Encoding Template
E-RPMS PPSSH Encoding Template
Region V
START HERE
nt and Review
MS phases, e.g.
ance Planning and
eview and
Numerical Ratings
Timeline Weight per Weight per
KRA Objectives
(mm, dd,yyyy) KRA Objective Q E T
I. Leading 1 5%
Strategically 10%
2 5%
3 5%
II. Managing School 4 5%
Operation and 20%
Resources 5 5%
6 5%
7 8%
III. Focusing on 8 8%
Teaching and 40% 9 8%
Learning 8%
10
11 8%
12 5%
IV. Developing Self
and Others 15% 13 5%
14 5%
V. Building 15 5%
Connections 10%
16 5%
PLUS FACTOR 5% 17 5%
FINAL RATING
ADJECTIVAL RATING
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Submitted Main
MOV and all of
the supporting
MOV
PART II: COMPETENCIES
Instruction: Reflect on each competency and rate yourself 1-5, with 5 being the highest score. Type your rating in the box.
CORE BEHAVIORAL COMPETENCIES LEADERSHIP COMPETENCIES
Self-Management Teamwork Leading People
Sets personal goals and direction, needs and development Willingly does his/her share of responsibility. Uses basic persuasion techniques in a discussion or presentation e.g
Undertake personal actions and behaviors that are clear and purposive and Promotes collaboration and removes barriers to teamwork appeals to reason and/or emotions, uses data and examples, visual
takes into account personal goals and values congruent to that of the and goal accomplishment across the organization Persuades, convinces or influences others, in order to have a specific
organization. Applies negotiation principles in arriving at win-win agreements. “Sets a good example”, is a credible and respected leader; and demo
Displays emotional maturity and enthusiasm for and is challenged by higher Drives consensus and team ownership of decisions. Forwards personal, professional and work unit needs and interests in
goals. Works constructively and collaboratively with others and Assumes a pivotal role in promoting the development of an inspiring,
Prioritize work tasks and schedules (through Gantt charts, checklists, etc.) across organizations to accomplish organizational goals organization and influences others to share ownership of DepEd goa
to achieve goals. and objectives effective work environment.
Sets high quality, challenging, realistic goals for self and others. People Performance Management
Service Orientation Makes specific changes in the performance management system or in
Professionalism and Ethics Can explain and articulate organizational directions, issues to improve performance (e.g. does something better, faster, at low
Demonstrate the values and behavior enshrined in the Norms of Conduct and and problems. improves quality, customer satisfaction, morale, revenues).
Ethical Standards for public officials and employees (RA 6713) Takes personal responsibility for dealing with and/or correcting Sets performance standards and measures progress of employees bas
Practices ethical and professional behavior and conduct taking into account customer service issues and concerns department targets.
the impact of his/her actions and decisions. Initiates activities that promotes advocacy for men and Provides feedback and technical assistance such as coaching for perfo
Maintains a professional image: being trustworthy, regularity of women empowerment and action planning.
attendance and punctuality, good grooming and communication. Participates in updating of office vision, mission, mandates States performance expectations clearly and check understanding and
Makes personal sacrifices to meet organization’s need. and strategies based on DepEd strategies and directions Performs all the stages of result-based performance management sys
Acts with a sense of urgency and responsibility to meet the organization’s Develops and adopts service improvement programs
evidence and required documents/forms.
needs, improve systems and help others improve their effectiveness.
through simplified procedures that will further enhance
Result Focus service delivery. People Development
Achieves result with optimal use of time and resources most of the time. Improves the skills and effectiveness of individuals through employing
Avoids rework, mistakes and wastage through effective work methods Innovation strategies.
by placing organizational needs before personal needs. Examines the root cause of problems and suggests effective Facilitates workforce effectiveness through coaching and motivating
Delivers error-free outputs most of the time by conforming to standard solutions. Fosters new ideas, processes, and suggests better within a work environment that promotes mutual trust and respect
operating procedures correctly and consistently. Able to produce very ways to do things (cost and/or operational efficiency Conceptualizes and implements learning interventions to meet identi
satisfactory quality of work in terms of usefulness/acceptability and Does long-term coaching or training by arranging appropriate and he
Demonstrates an ability to think “beyond the box”.
completeness with no supervision required. Continuously focuses on improving personal productivity to training, or other experiences for the purpose of supporting a person
Express a desire to do better and may express frustration at waste or create higher value and results Cultivates a learning environment by structuring interactive experienc
inefficiency. May focus on new or more precise ways of meeting goals set. Promotes a creative climate and inspires co – workers to opportunities that are in support of achieving individual career goal
Makes specific changes in the system or in own work methods to improve develop original ideas or solutions.
performance. Examples may include doing something better, faster, at a Translates creative thinking into tangible changes and solutions
lower cost, more efficiently, or improving quality, customer satisfaction, that improve the work unit and organization
morale, without setting any specific goal. Uses ingenious methods to accomplish responsibilities.
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RATEE RATER
T II: COMPETENCIES
highest score. Type your rating in the box.
Assumes a pivotal role in promoting the development of an inspiring, relevant vision for the
organization and influences others to share ownership of DepEd goals, in order to create an
Makes specific changes in the performance management system or in own work methods
to improve performance (e.g. does something better, faster, at lower cost, more efficiently;
improves quality, customer satisfaction, morale, revenues).
Sets performance standards and measures progress of employees based on office and
Provides feedback and technical assistance such as coaching for performance improvement
Improves the skills and effectiveness of individuals through employing a range of development
training, or other experiences for the purpose of supporting a person’s learning and development.
Cultivates a learning environment by structuring interactive experiences such as looking for future
opportunities that are in support of achieving individual career goals.
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RATER
SUMMARY OF RATINGS FOR DISCUSSION
The signatures below confirm that the employee and his/her superior have agreed on content of this appraisal form and the performance rating.
Signature: Signature:
Date: 12/30/1899 Date: 12/30/1899
the performance rating.
12/30/1899
PART IV: DEVELOPMENT PLANS
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
A. Core Behavioral Competencies
Self Management
###
###
###
Sets high quality, challenging,
realistic goals for self and
others.
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
Professionalism and Ethics
###
###
###
###
###
Acts with a sense of urgency
and responsibility to meet the
organization’s needs, improve
systems and help others
improve their effectiveness.
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
Result Focus
###
###
###
Express a desire to do better
and may express frustration at
waste or inefficiency. May focus
on new or more precise ways of
meeting goals set.
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
###
TeamWork
###
Promotes collaboration and
removes barriers to teamwork
and goal accomplishment across
the organization
###
Applies negotiation principles in
arriving at win-win agreements.
###
Drives consensus and team
ownership of decisions.
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
Works constructively and
collaboratively with others and
across organizations to
accomplish organizational goals
and objectives
###
Service Orientation
###
Participates in updating of office
vision, mission, mandates and
strategies based on DepEd
strategies and directions
###
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
Innovation
###
###
Promotes a creative climate and
inspires co – workers to develop
original ideas or solutions.
###
###
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
B. LEADERSHIP COMPETENCIES
Leading People
###
Persuades, convinces or
influences others, in order to
have a specific impact or effect.
###
“Sets a good example”, is a
credible and respected leader;
and demonstrates desired
behavior.
###
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
People Performance Management
###
Sets performance standards and
measures progress of
employees based on office and
department targets.
###
###
States performance
expectations clearly and check
understanding and
commitment.
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
###
People Development
Improves the skills and
effectiveness of individuals
through employing a range of
development strategies.
###
Facilitates workforce
effectiveness through coaching
and motivating/developing
people within a work
environment that promotes
mutual trust and respect.
###
###
Action Plan
Strengths Development Needs Timeline
Learning Objectives Intervention
Does long-term coaching or
training by arranging
appropriate and helpful
assignments, formal training, or
other experiences for the
purpose of supporting a
person’s learning and
development.
###
Cultivates a learning
environment by structuring
interactive experiences such as
looking for future opportunities
that are in support of achieving
individual career goals.
###
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RATEE RATER
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PERFORMANCE AND MONITORING COACHING FORM
SIGNATURE
DATE CRITICAL INCIDENCE DESCRIPTION OUTPUT IMPACT ON JOB/ ACTION PLAN
Rater/Ratee
SIGNATURE
Rater/Ratee
August, 2023
September, 2023
October, 2023
November, 2023
December, 2023
January, 2024
February, 2024
March, 2024
April, 2024
May, 2024
June, 2024
July, 2024