Scribd Logo
Upload

Welcome to Scribd!

  • 4K views

    Rpms-Commitment & Target Setting

    Uploaded by

    Thaga Zone-nwood
    1) The document discusses the DepEd's Results-Based Performance Management System (RPMS) which involves setting performance targets, monitoring progress, evaluating results, and developing employees. 2) The RPMS aims to ensure organizational effectiveness, track individual improvement, link performance to human resource systems like incentives, and ensure adherence to performance-based principles. 3) The RPMS involves 4 phases - planning targets, monitoring progress, reviewing results, and rewarding/developing employees. Key aspects include setting objectives, indicators, and competencies in phase 1, monitoring in phase 2, evaluating actual results against targets in phase 3, and identifying rewards and development areas in phase 4.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    Rpms-Commitment & Target Setting

    Uploaded by

    Thaga Zone-nwood
    4K views47 pages
    1) The document discusses the DepEd's Results-Based Performance Management System (RPMS) which involves setting performance targets, monitoring progress, evaluating results, and developing employees. 2) The RPMS aims to ensure organizational effectiveness, track individual improvement, link performance to human resource systems like incentives, and ensure adherence to performance-based principles. 3) The RPMS involves 4 phases - planning targets, monitoring progress, reviewing results, and rewarding/developing employees. Key aspects include setting objectives, indicators, and competencies in phase 1, monitoring in phase 2, evaluating actual results against targets in phase 3, and identifying rewards and development areas in phase 4.

    Original Description:

    rpms

    Original Title

    Rpms-commitment & Target Setting

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    1) The document discusses the DepEd's Results-Based Performance Management System (RPMS) which involves setting performance targets, monitoring progress, evaluating results, and developing employees. 2) The RPMS aims to ensure organizational effectiveness, track individual improvement, link performance to human resource systems like incentives, and ensure adherence to performance-based principles. 3) The RPMS involves 4 phases - planning targets, monitoring progress, reviewing results, and rewarding/developing employees. Key aspects include setting objectives, indicators, and competencies in phase 1, monitoring in phase 2, evaluating actual results against targets in phase 3, and identifying rewards and development areas in phase 4.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    4K views47 pages

    Rpms-Commitment & Target Setting

    Uploaded by

    Thaga Zone-nwood
    1) The document discusses the DepEd's Results-Based Performance Management System (RPMS) which involves setting performance targets, monitoring progress, evaluating results, and developing employees. 2) The RPMS aims to ensure organizational effectiveness, track individual improvement, link performance to human resource systems like incentives, and ensure adherence to performance-based principles. 3) The RPMS involves 4 phases - planning targets, monitoring progress, reviewing results, and rewarding/developing employees. Key aspects include setting objectives, indicators, and competencies in phase 1, monitoring in phase 2, evaluating actual results against targets in phase 3, and identifying rewards and development areas in phase 4.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 47
    At a glance
    Powered by AI
    The key takeaways are that commitment requires accepting no excuses and only results, and the difference between interest and commitment is that commitment accepts no excuses. RPMS aims to manage, monitor, and measure performance.

    The purpose of RPMS is to strengthen the culture of performance and accountability in the agency while ensuring organizational effectiveness and adherence to performance-based principles.

    The old paradigm focused on activities/inputs and performance indicators while the new paradigm focuses on outputs/outcomes and success indicators. The old role of superiors was as evaluators while the new role is as coaches/mentors.

    Theres a difference between interest

    and commitment.

    When youre interested in doing something, you


    do it only when its convenient.
    But when youre committed to something,
    you accept

    no excuses, only

    results.

    RESULTS-BASED
    PERFORMANCE
    MANAGEMENT SYSTEM
    (RPMS)
    DEPED ORDER NO. 2, S. 2015

    PERFORMANCE COMMITMENT & TARGET


    SETTING
    Activities:
    1.

    Re-orientation of the RPMS Phases.

    2.

    Walk-through of the IPCRF for Teachers.

    3.

    Target-setting

    4.

    Signing of Performance Contracts

    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 continuously improves
    itself to better serve its constituents
    MISSION

    To protect and promote the right of every Filipino to quality, equitable, culturebased 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


    environment for effective learning to happen

    Family, community and other stakeholders are actively engaged and share
    responsibility for developing life-long learners.

    RATIONALE:
    As a learner-centered institution, DepEd is committed to
    continuously improve itself to better serve the Filipino learners and
    the community. The adoption of the SPMS in our department
    strengthens the culture of performance and accountability in the
    agency, with the DepEDs mandate, vision and mission at its core.
    Why important?

    To ensure organizational effectiveness

    Track individual improvement and efficiency

    Link SPMS with other systems relating to human resources

    Ensure adherence to the principle of performance-based tenure


    and
    incentives

    RPMS?
    A mechanism to manage,
    monitor and
    measure performance

    PARADIGM SHIFT
    AREA

    From

    Perspective

    Performance evaluation Performance


    management
    Activities and inputs
    Outputs and
    outcomes
    Performance indicators Success indicators

    Focus
    Indicators

    To

    Performance Focus on the individual


    Alignment

    Align individual to
    office/ organization

    Role of
    superior

    Coach & mentor

    Evaluator

    LEGAL BASES

    Civil Service Circular No. 6, s. 2012

    Guidelines on the establishment and implementation of agency Strategic


    Performance Management System

    Joint CSC-DBM Joint Circular No. 1, s.2012

    Rules and Regulations on the grant of step increments due to meritorious


    performance and length of service

    Executive Order No. 80, s. 2012

    Directing the adoption of a performance-based incentive system for government


    employees

    PERFORMANCE CYCLE/PROCESS
    1.

    The RPMS shall cover performance for one whole year.

    All school-based personnel shall follow a performance cycle


    starting April of the current year and ending in March the following
    year. Non school-based personnel shall follow a performance cycle
    starting in January and ending in December.
    2. Performance planning and commitment shall be done prior to
    the beginning of the performance cycle; while performance
    monitoring and coaching shall take place immediately after Phase
    1 and continue throughout the performance cycle. The
    performance review and evaluation, as well as the performance
    rewarding and development planning shall be done at the end of
    the performance cycle.

    The 4 PHASES OF THE RPMS CYCLE


    1.

    Performance planning and commitment

    2.

    Performance monitoring and coaching

    3.

    Performance review and evaluation

    4.

    Performance rewarding and development


    planning

    PHASE I

    PERFORMANCE PLANNING &


    COMMITMENT
    PART I- The IPCRF (MFO, KRAs,
    Objectives. PIs)
    PART II- The Competencies

    The Individual Performance Commitment Review Form (IPCRF)


    MFO

    KRA

    OBJECTIVE TIME WEIGH


    S
    LINE T
    Per
    KRA

    PERFORMANCE
    INDICATORS
    (Quality, Efficiency,
    Timeliness)

    ACTUA
    L
    RESUL
    TS

    RATIN
    G

    SCOR
    E

    MFO- MAJOR FINAL OUTPUT


    Refers to the goods and services that an agency is mandated to
    deliver to external clients through the implementation of
    programs, projects and activities.
    Ex: Basic Elementary Education Services
    Basic Secondary Education Services
    Human Resource Devt Services

    KRA- Key Result area


    A broad category of general outputs or outcomes. It is
    the mandate or function of the office and/or individual
    employee. The KRA is the reason why an office and/ or
    job exists. It is an area where the office or individual
    employee is expected to focus on.
    KRA for teachers:
    1. Teaching-Learning Process
    2. Pupil-Student Outcomes
    3. Community Involvement
    4. Professional Growth and Development

    OBJECTIVE/S

    A specific task that an office and/ or individual


    employee needs to achieve the major final
    outputs under the key result areas.
    Example: (TLP-Teacher I-III)
    1. Prepare lesson plans and daily logs of activities
    including
    appropriate and updated instructional
    materials
    (IL-School Principal)
    1. Accounted for learning outcomes of school viz-a-viz

    goals and targets.

    TIMELINE

    Defines the target date for accomplishing each of


    the objectives. The timeline shall be discussed
    and agreed by the rater and the rate.
    WEIGHT PER KRA

    Assigning of weights shall be done per KRA.


    Weights for office KRA shall be assigned by the
    head of office in coordination with the Planning
    Office; while the weights for each of the individual
    KRAs shall be discussed and agreed upon by the
    rater and ratee.

    PERFORMANCE MEASURES (INDICATORS)

    1.QUALITY
    Getting the right things done. It refers to the degree to
    which objectives are achieved and the extent to which issues
    are addressed with a certain degree of excellence.
    Quality or effective performance involves:
    . Acceptability
    .Meeting standards
    .Client satisfaction
    .Accuracy
    .Completeness or comprehensiveness of reports
    .Creativity or innovation
    .Personal initiative

    PERFORMANCE MEASURES

    2. EFFICIENCY
    Is the extent to which targets are accomplished using the minimum
    amount of time and resources. Efficient performance applies to
    continuing tasks or frontline services,
    It involves:
    Standard response time
    Number of requests/ applications acted upon over number of
    requests/applications received
    Optimum use of resources ( money, office supplies, logistics etc.)

    3. TIMELINESS
    Measures if the targeted deliverable was done within the
    scheduled or expected timeframe. Timely performance involves
    meeting deadlines as set in the work plan.

    DEMONSTRATION OF COMPETENCIES ( Form 2)


    During Phase 1, the Rater shall discuss with the Ratee the
    competencies required of the individual personnel.
    What are competencies?
    -knowledge, skills and behavior that individuals demonstrate in
    achieving ones results. Competencies shall uphold the DepEDs core
    values.
    Four Competencies adopted by DepED;
    1.

    Core behavioral competencies (for all)

    2.

    Leadership competencies for managerial positions

    3.

    Staff core skills ( staff & teaching related personnel)

    4.

    Teaching competencies for teachers

    IPCRF TEACHERS

    PHASE II

    PERFORMANCE MONITORING
    AND COACHING
    (PMC Form)

    PHASE II PERFORMANCE MONITORING AND COACHING


    1. Phase

    II shall commence after the Ratee and Rater, commit


    on the KRAs, Objectives and Performance Indicators and sign
    the OPCRF/ IPCRF. This shall be done throughout the year.

    2. Two components of Phase II


    a. Performance monitoring
    b. Coaching and feedback

    a. PERFORMANCE MONITORING

    Provides key inputs and objective basis for rating.

    Responsibility of both Rater and Ratee who agree to track and record
    significant events. Significant incidents are actual events and
    behaviors in which both positive and negative performances are
    observed and documented.

    b. COACHING & FEEDBACKING

    a continuous process

    Rater provides coaching and feedback to improve work performance


    and behavior, and develop individual potentials

    The PMCF shall be an effective substitute in the absence of


    quantifiable data

    PERFORMANCE MONITORING & COACHING FORM


    (PMCF)
    SIGNATURE
    DATE

    CRITICAL INCIDENT

    6/1317,201
    6

    Had daily lessons for


    the week

    6/25

    Cannot deliver errorfree outputs

    OUTPUT

    Lesson
    Plans

    SF 1,2,3

    IMPACT TO WORK

    Target
    competencies in
    the BOW will be
    attained
    Waste of time
    and resources

    Ratee

    Rater

    PHASE III

    PERFORMANCE REVIEW AND


    EVALUATION
    Part 1-IPCRF (Actual Results, Ratings,
    Scores)
    Part 3- SUMMARY OF RATINGS

    PHASE III PERFORMANCE REVIEW AND EVALUATION


    Shall

    be done at the end of the performance cycle to assess the


    office and the individual employees performance level as
    reflected in the OPCRF/ IPCRF.

    mid-year review is prescribed to determine the progress in


    achieving the objectives.

    During

    the mid-year review, the Rater shall inform in writing the


    Ratee of the status of his/her performance.

    Ratings

    shall be supported by reports, documents or any output


    as proofs of actual performance.

    ACTUAL RESULTS
    Rater

    and ratee shall discuss and agree on the actual


    accomplishments and results based on performance
    commitments made at the beginning of the rating
    period.

    Evaluate

    objectives if these are achieved or not.

    Significant

    incidents in the PCMF shall be considered for


    the actual results.

    The DEPED COMPETENCY SCALE


    SCALE

    DEFINITION

    ROLE MODEL

    CONSISTENTLY DEMONSTRATES

    MOST OF THE TIME DEMONSTRATES

    SOMETIMES DEMONSTRATES

    RARELY DEMONSTRATES

    PART III SUMMARY OF RATINGS FOR DISCUSSION


    FINAL PERFORMANCE RESULTS

    RATING

    ADJECTIVAL
    RATING

    Accomplishment of KRAs and


    Objectives
    Rater-Ratee Agreement
    The signatures below confirm that the employee and his/her superior
    have agreed on the contents
    of this appraisal form and the performance rating.
    Name of Employee

    Name of Superior

    Signature

    Signature

    Date:

    Date:

    PHASE IV
    PERFORMANCE REWARDING AND
    DEVELOPMENT PLANNING
    PART IV- Development Plan

    PHASE IV- PERFORMANCE REWARDING AND DEVELOPMENT


    PLANNING
    Results

    of the performance review and evaluation shall be used


    in performance rewarding and development planning (training
    and professional development activities).

    Rater

    and ratee shall identify and discuss the individual strengths


    and development needs and reflect them on Part IVDevelopment Plans.

    Development

    needs are competencies rarely demonstrated,


    expectations not met and areas where ratee has room for
    improvement.

    For

    purposes of promotion and step increment, one (1) RPMS


    cycle shall be equivalent to two semestral rating periods

    PART IV- DEVELOPMENT PLAN


    Strength

    Development
    Needs

    ________________
    _____________________
    Rater
    Ratee

    Action Plan
    (Recommended
    Development
    Intervention)

    Timeline

    Resources
    Needed

    STEPS IN DEVELOPMENT PLANNING


    1.Identify the development needs
    2. Set goals for meeting the development needs
    3. Prepare action plans for meeting the development needs (list of
    activities, resources and support, measures of success).
    4. Implement action plans
    SAMPLE ACTIVITIES for ACTION PLAN
    -Self-managed learning

    -Formal education/classes

    -Benchmarking -Coaching/counseling
    -Assignment to committees -Developmental/lateral career moves
    -Job enrichment

    -Seminar/workshops

    USES OF PERFORMANCE RATINGS


    1. Input in identifying and providing the kind of
    interventions needed based on identified development
    needs.
    2. Basis for rewards and incentives
    3. Identify potential PRAISE nominees for various awards
    4. Determine top performers of the agency who will
    qualify for awards and incentives
    5. Basis for promotion, training and scholarship grants
    and other personnel action
    Warning!

    Non-submission of the IPCRF within the


    specified dates shall be ground for disqualification of
    items 1-5 above including PBB.

    TIMELINES RPMS CYCYLE


    Performance Planning

    Midyear Review

    Year End
    Sch. Based--------May--------------------October----------------1st wk
    April
    June ( signing of IPCRF)
    June March ( monitoring and
    coaching)
    Non-Sch. Based---December------------- July----------------------January

    IMPORTANT !
    RPMS should be managed because
    - not a one-time event
    - not a year-end paper exercise
    -teaching performance and coaching are
    important
    - feedback provided is important and essential
    to the whole process.

    Commitment is usually larger than ourselves.


    It is action of the heart coupled with the
    genuine desire to help others.

    Thank you for your indulgence


    and cooperation!

    You might also like