PowerPoint Presentation

THE BIG DREAMDepEd has introduced the Results-based Performance Management System (RPMS) to help operationalize the Big Dream (Vision, Mission, Values).

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DepEd Vision

We dream of Filipinoswho passionately love their countryand whose values and competenciesenable them to realize their full potentialand contribute meaningfully to building the nation.

As a learner - centered public institution, the Department of Education continuously improves itself to better serve its stakeholders.Read slide. DepEd Mission

To protect and promote the right of every Filipino to quality,equitable, culture-based, 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 and supportive environment for effective learning to happen.Family, community and other stakeholders are actively engaged and share responsibility for developing life-long learners.

Read slide. DepEd Core Values

Maka-DiyosMakataoMakabayanMakakalikasanRead slide. A systematic approach for continuous and consistent work improvement and individual growth.What is Performance Management?

An organization-wide process to ensure that employees focus work efforts towards achieving DepEds Vision, Mission and Values (VMV).

Read slide.

RPMS is one of the key interventions that supports the implementation of the K to 12 strategy.

Mandate from DEPEDThe PMS Concept: Development ImpactFOCUS: Performance Measures at the Organizational, Divisional or Functional and Individual LevelsEMPHASIS: Establish strategic alignment of Organizational, Functional and Individual GoalsFunctionalLiterateFilipinoWith 21stcenturyskills

The Results-based Performance Management System (RPMS) is one of the 14 interventions that support the realization of the Vision/Mission of DepEd.The goal is to improve the access to quality of basic education that will produce functional, literate Filipinos with 21st century skills.The DepEds Strategic Planning Process is aligned with the Results framework of DBM-OPIF.The Strategic Planning Processes are like two sides of the same coin. The strategy emerges from an organization's Vision. It's a plan by which the Vision is made real through the strategic objectives.Translating a strategy into executable goals requires skill. The broad strategies are translated into Objectives, Key Result Areas (KRAs) and Performance Indicators.Too often, we see organizations develop comprehensive business plans and strategies, yet fail to manage the energies of the employees towards the direction defined by those plans.

Equitable Access to Adequate Quality Societal Services and Assets1

Basic Education Services2

Education Governance 3Regulatory and Developmental Services for Private SchoolsMajor Final Output (MFOs)Organizational OutcomesKnowledge, skills, attitude and values of Filipinos to lead productive lives enhancedFilipino Artistic & Cultural Traditions Preserved & Promoted5

Book Industry Devt. Services4

Informal Education ServicesChildren Television Devt. ServicesSub-Sector OutcomesSectoral OutcomesImproved Access to Quality Basic EducationInclusive Growth and Poverty ReductionSocietal GoalDepEds Framework Based on DBMs OPIFEmphasize the 3 Major Final Outputs. The framework aligns efforts to enable DepEd to actualize its strategic goals and vision. VISION, MISSION, VALUES (VMV)Strategic PrioritiesDepartment/ Functional Area GoalsKRAs and ObjectivesValuesDEPED RPMS FRAMEWORKCompetenciesWHATHOWOn the screen, you see Results-based Performance Management System (RPMS) Framework of DepEd.At the top center of the framework is the Vision/Mission of DepEd.

At the left-hand side is the "WHAT" consisting of Strategic Priorities broken down into Department/Functional Key Result Areas (KRAs) and Objectives.

At the right-hand side are the core values of DepEd broken down into enabling competencies.

The DepEd RPMS is aligned with the SPMS of CSC which has 4 Phases:

1. Performance Planning and Commitment3. Performance Review and Evaluation2. Performance Monitoring and Coaching4. Performance Rewarding and Development PlanningThe RPMS of DepEd is aligned with the strategic Performance Management System (SPMS) which has 4 phases/stages:1. Performance Planning and Commitment2. Performance Monitoring and Coaching3. Performance Review and Evaluation4. Performance Rewarding and Development PlanningTHE RPMS HAS 4 PHASES123413Objectives of the Performance Management SystemAlign individual roles and targets with DepEds direction.Track accomplishments against Objectives to determine appropriate corrective actions, if needed.Provide feedback on employees work progress and accomplishments based on clearly defined goals and objectives.A tool for people development.

Read slide. RPMSRewards and RecognitionTraining and Manpower DevelopmentEmployee RelationsJob Design and Work RelationshipsCareer SuccessionHR Planning and RecruitmentCompensation and BenefitsAgency Planning and and DirectionsRPMS Linkages to Other HR SystemsIf implemented correctly, the RPMS will provide a great deal of information that can be used for other functions, like the ff.:1. HR Planning and Recruitment2. Job Design and Work Relationship3. Compensation and Benefits4. Employee Relations5. Rewards and Recognition6. Training and Manpower Development7. Career Succession8. Agency Planning and DirectionsPerformance management takes information from other processes and sends information to those other processes. Competencies can serve as the point of integration for all HR systems. Competencies used in RPMS should be the same competencies used for Recruitment, Training, Manpower Development and Career Succession.

General Features of RPMSAnchored on the Vision, Mission and Values (VMV) of DepEd.CSC mandates 100% results orientation to make it uniform with other government agencies. Competencies are used for development purposes.Coverage : All regular managers and employees of DepEd; teaching and non-teaching staff.Basis for rewards and development.Covers performance for the whole year.Read slide. RPMS CycleNon Teaching PositionsFor DepEd, we will follow 2 RPMS cycles.

For the non-teaching positions, it will be January to December.

Teaching PositionsFor the teaching positions, it will be June to March.Forms

The mechanism to capture the KRAs, Objectives, Performance Indicators and Competencies is the Performance Commitment and Review Form (PCRF).

It is a change in mindset!

Change in mindset is needed, since the previous Performance Appraisal focuses on behavioral indicators only while the new RPMS will have a beautiful balance of Results Orientation (WHAT) and demonstration of Core Competencies (HOW).DepEd Forms

Office Performance Commitment and Review Form (OPCRF)

Individual Performance Commitment and Review Form (IPCRF)ManagersStaff and Teaching - related EmployeesTeachingRead slide. What =

ResultsHow =

Competencies+(Results & Objectivesof a position)(Skills, Knowledge & Behaviors used to accomplish results)Components of Performance ManagementRemember the 2 important aspects of RPMS:WHAT - Results (KRAs, Objectives, Performance Indicators)HOW - Competencies (Includes Core, Leadership, Staff and Teaching related and Teaching Competencies)

Guidelines approved by CSC on December 2014.

DepEd Department Order No. 2, series of 2015 signed February 6, 2015. (Refer to order)

For 2014, the agency will still use PASAG to evaluate performance.

RPMS will be used in 2015 and will be linked to PBB, payout in 2016.DEPARTMENT OF EDUCATIONCSCs Revised Policies on the Strategic Performance Management System (SPMS)MC 6 s. 2012NUMERICAL RATINGADJECTIVAL RATINGDESCRIPTION OF MEANING OF RATING5OutstandingPerformance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity and initiative. Employees at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are of marked excellence.4Very SatisfactoryPerformance exceeded expectations. All goals, objectives and targets were achieved above the established standards.3SatisfactoryPerformance met expectations in terms of quality of work, efficiency and timeliness. The most critical annual goals were met.2UnsatisfactoryPerformance failed to meet expectations, and/or one or more of the most critical goals were not met.1PoorPerformance was consistently below expectations, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in one or more important areas.From 130% to 100% Outstanding Rating24DETERMINING THE OVERALL RATING FOR ACCOMPLISHMENTSRANGEADJECTIVAL RATING4.500 5.000Outstanding3.500 4.499Very Satisfactory2.500 3.499Satisfactory1.500 2.499Unsatisfactorybelow 1.499 Poor25COMPUTING THE SCORE PER KRAThe score per KRA shall be computed using the following formula:

Rating per KRA = Weight x Rating

Total/Final Rating = KRA1 + KRA2 + KRA3 + KRA 4 (Plus Factor)

Review of the 4 Phases

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Phase 1: Performance Planning and Commitment`28

1. Discuss Units ObjectivesThe Office Head discusses the offices KRAs and Objectives with direct reports. Then, break this down to individual KRAs and Objectives.

`292. Identify KRAs, Objectives and Performance IndicatorsIdentify your responsibilities by answering the following question:

What major results/outputs am I responsible for delivering?

`30What precise definition of KRAs?

KRAs define the areas in which an employee is expected to focus his/her efforts.

`31Always remember that KRAs have the following characteristics: Number between 3 to 5Describe in few wordsWithin your influenceSupport departmental goals Similar for jobs that are similarDoes not change unless your job changes

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What is the definition of Objectives?Objectives are the specific things you need to do, to achieve the results you want. `33

SMART CRITERIA FOR OBJECTIVES`34

Performance Indicators

They are EXACT QUANTIFICATION OF OBJECTIVES.It is an assessment tool that gauges whether a performance is good or bad.Agree on acceptable tracking sources`Read slide. 353. Discuss Competencies Required and Additional Competencies Needed

`We have 4 classes of Competencies: (1) Core Behavioral, (2) Leadership, (3) Teaching, and (4) Core Skills.

36The RPMS looks not only at results, but HOW they are accomplished.Competencies help achieve results.Competencies support and influence the DepEds culture.For DepEd, competencies will be used for development purposes (captured in the form).

Why do we have Competencies?

`Competencies are the HOWs of performance: the knowledge, motivation, and behaviors people display to achieve results.Competencies uphold the organization's values. They represent the way people define and live the values.

37Managers Competencies

`38Staff & Teaching-related Competencies

`39Teaching Competencies

`404. Reaching AgreementOnce the form is completed :KRAs + Objectives + Performance Indicators + Competencies

Rater schedules a meeting with Ratee.Agree on the listed KRAs, Objectives, Performance Indicators and assigned Weight per KRA. Where to focus on the Competencies

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Rater and Ratee agree on the Key Result Areas (KRAs), Objectives, Performance Indicators and assign Weight Per KRA and sign the Performance Commitment and Review Form (PCRF).`42

`43MFOsKRAsOBJECTIVESTIMELINEWeight per KRAPERFORMANCE INDICATORS(Quality, Efficiency, Timeliness)Provision of Quality Basic Education ServicesCurriculum & Learning Management To craft 3 localized and indigenized curricula and instructions by15 December 2015.July December 201510% Q = 3 curricula and instructionsE = 3 drafts of each proposed curriculum and instructionT = 1st draft / 31 Aug 2015; 2nd draft / 30 Oct 2015; 3rd and final draft / 15 Dec 2015`44Sample IPCRF for TEACHER`SAMPLE IPCRF FOR PRINCIPAL`

Phase 2: Performance Monitoring and Coaching472. Coaching / Feedback1. MonitoringPhase 2: Heart of the RPMS

48Coaching and FeedbackObjective: Make Coaching A Way of Life in the Department of Education49Coaching is an interactive process where managers and supervisors aim to close performance gaps, teach skills, impart knowledge and inculcate values and desirable work behaviors.50

Coaching Model for DepEdKnow when to CoachBuild AwarenessMove to ActionCoach for Work ImprovementCoach for Maximum Performance

Coach to Strengthen Skills, Competencies and Behaviors Application Opportunities51

Towards Developing a Coaching Culture in DepEd

Coaching Modules to be incorporated in training sessions for Principals, Regional and CO Directors, Supervisors & Chiefs . These Coaching Modules will be aligned to Continuous Improvement Programs.

522. Coaching / Feedback1. MonitoringPhase 2: Heart of the RPMS

53Why is it important?Key input to performance measures

Provides objective basis of the rating

Facilitates feedback

Clearly defines opportunities for improvement

Provides evidence

No monitoring, no objective measurement.PERFORMANCE MONITORINGSTAR APPROACHSituationTaskActionResult/s

*developed by Development Dimensions International (DDI)55

Coaching Model for DepEdKnow when to CoachBuild AwarenessMove to ActionCoach for Work ImprovementCoach for Maximum Performance

Coach to Strengthen Skills, Competencies and Behaviors Application Opportunities56

Phase 3: Performance Review and Evaluation571. Reviewing Performance58Performance Evaluation is not:

59RATING PERFORMANCE60

Discuss Strengths and Improvement Needs61

Phase 4: Performance Rewarding and Development Planning62631. Rewards

Link to PBIS (EO 80 s. 2012)Performance Based Bonus (PBB)Step Increment

642. Development PlanningEmployee development is a continuous learning process that enables an individual to achieve his personal objectives within the context of the business goals.

Employee development is a shared responsibility among the Individual, Manager, HR and the Organization.

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Activities which could be considered appropriate for employee development:

BenchmarkingSeminars/workshopsFormal education/classesAssignment to task forces/committees/ special projectsJob enhancements / redesignFunctional cross-postingGeographical cross-postingCoaching/counselingDevelopmental/lateral career movesSelf-managed learning

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67WHY MONITOR PERFORMANCE?To gather data to compare actual performance vs. planned performance

68COMMON TRACKING SOURCESReportsSurveysInformal InterviewEvaluationsQuality SpecificationsTime Logs

Complaint LogsManager ObservationAudit ResultsCertificates of CompletionJournalsFeedback from Others --- VALIDATE!69WORKSHOP: IPCRF