Facilitator's Guide (See Notes Portion for Talkies)

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this is the form for the Facilitator's Guide of RPMS. A Powerpoint Presentation.

Transcript of Facilitator's Guide (See Notes Portion for Talkies)

  • Results - based Performance Management System (RPMS) for DepEd

    Lead, Engage, Align & Do! (LEAD)

  • 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.

  • 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.

  • Maka-DiyosMakataoMakabayanMakakalikasan

  • The DepEds Strategic Planning Process is aligned with the Results framework of DBM-OPIF.

  • 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 OPIF

  • FOCUS: Performance Measures at the Organizational, Divisional or Functional and Individual LevelsEMPHASIS: Establish strategic alignment of Organizational, Functional and Individual GoalsFunctionalLiterateFilipinoWith 21stcenturyskills

  • The framework aligns efforts to enable DepEd to actualize its strategic goals and vision. WHATHOW

  • 1. Performance Planning and Commitment3. Performance Review and Evaluation2. Performance Monitoring and Coaching4. Performance Rewarding and Development Planning

  • Align 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.

  • Overall Design of DepEd RPMSLead, Engage, Align & Do! (LEAD)

  • Anchored 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.

  • Non Teaching Positions

  • Teaching Positions

  • 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!

  • Office Performance Commitment and Review Form (OPCRF)

    Individual Performance Commitment and Review Form (IPCRF)ManagersStaff and Teaching - related EmployeesTeaching

  • Phase 1 Performance Planning and Commitment

  • 1. Discuss Units Objectives

    The Office head discuss the offices KRAs and Objectives with direct reports. Then, break this down to individual KRAs and Objectives.

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

    What major results/outputs am I responsible for delivering?

  • What is the definition of KRAs?

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

  • What is the definition of Objectives?

    Objectives are the specific things you need to do, to achieve the results you want.

  • Review SMART CriteriaSpecificWell written objectives are stated in specific terms to avoid any confusion about what is to occur or what is to improve

  • MeasurableIt is important to define measurements that enable progress to be determined and results to be measured. A measurable objective defines quantity, cost or quality.

  • EffectivenessEffectiveness can include both quality and quantity.

    Example: Achieved a rating of 4 in running all batches of train-the-trainers program.

  • EfficiencyTo measure cost specifically: money spent, percentage over or under budget, rework or waste

    Example:Do not exceed Php 100,000 a month in running 2 training programs.

  • TimelinessMeasures whether a deliverable was done correctly and on/before the deadline.

    Example: Timely submission of quarterly reports. reports

  • AttainableShould be challenging yet attainable, something the person can influence to effect change or ensure results

  • RelevanceObjectives that state your share of specific department / functional areas goals

    Aligned with the directions of the unit

  • Time BoundObjectives must be time bound.

    Example:Achieved running 20 RPMS program within 2014.Responded to all participants suggestions one week after the meeting.Did not exceed Php 200,000 a month for conducting a workshop.

  • Example

    KRAsObjectivesRecruitment and Selection ProcessesPosted 20 vacant positions within the CSC prescribed period and per requirements (for 1st, 2nd, and 3rd level positions)Gathered and submitted required documents for 20 nominees for screening by the PSB/NSCProcessed 20 appointment papers for selection and promotion before June 2014Conducted one-day orientation seminar for 20 newly hired employees within two weeks upon hiring

  • Identify Performance Indicators or Measures (refer to PCPs)

  • 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

  • Example 1

  • Example 2

  • 3. Discuss Competencies Required and Additional Competencies Needed

  • The 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).

  • 4. 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

  • 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).

  • Phase 2Performance Monitoring and Coaching

  • Heart of the RPMS

  • If you want it, measure it. If you cant measure it, forget it.

    Peter Drucker


  • Why 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.1. Performance Monitoring

  • Actual events where good or unacceptable performance was observed Provides a record of demonstrated behaviors/ performance Effective substitute in the absence of quantifiable data, observed evidence of desired attribute or trait

  • SituationTaskActionResult/s*developed by Development Dimensions International (DDI)

  • Writing S/TARsLast December, during the work planning period,

    you took the opportunity to review our units work process. You assembled a team of your colleagues and brainstormed on improvement ideas. As a result, our turnaround time on processing promotions was reduced from 3 days to 1 day.Situation/ TaskActionResult*developed by Development Dimensions International (DDI)

  • To be effective in this phase you should:

    Track your performance against your plan.Use JOURNALS!

  • *developed by the Civil Service Commission (CSC)

  • Remember:

  • 2. Coaching/FeedbackFor the Raters: During Performance Phase always: Provide COACHING to your subordinates to improve work performance and behavior.Provide FEEDBACK on the progress of work performance and behavior change.

  • Phase 3 Performance Review and Evaluation

  • A successful review session should:1. Review PerformanceResults and Competencies

    Note: The Rater should set a meeting with the Ratee. Request the Ratee to do self-assessment.

  • 1. Manage the meetingPrepare for the meetingCreate the right atmosphereNo interruptions; no surprises

  • 2. Enhance or maintain self-esteemExpress appreciationEncourage self-appraisalFocus on the performance issue, not on the person

  • 3. Be fair and objectiveBase assessments on evidence Change the behavior, not the person Focus on solving problems or correcting a behavior

  • 4. Empower the employeeAsk him for ideas on how to resolve a problem or improve performanceAdopt a joint problem-solving approachBe supportive

  • CSCs Revised Policies on the Strategic Performance Management System (SPMS)MC 13 s. 1999