Professional Documents
Culture Documents
Performance
Management
System (RPMS)
for DepEd
Lead, Engage, Align & Do! (LEAD)
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.
Teachers
Administrators
Family,
Maka-Diyos
Makatao
Makabayan
Makakalikasan
Societal Goal
Sectoral Outcomes
Sub-Sector
Outcomes
Organizational
Outcomes
Major Final
Output (MFOs)
Basic
Education
Services
Education
Governanc
e
3
Regulatory
and
Developmen
tal Services
for Private
Schools
Informal
Education
Services
-Children
Television
Devt.
Book
Industry
Devt.
Services
Functional
Literate
Filipino
With 21st
century
skills
WHAT
Strategic
Priorities
VISION,
MISSION,
VALUES
(VMV)
Department
/ Functional
Area Goals
HOW
Values
Competencie
s
KRAs and
Objectives
1. Performance
Planning and
Commitment
4. Performance
Rewarding
and
Development
Planning
2. Performance
Monitoring
and Coaching
3. Performance
Review and
Evaluation
An organization-wide process
to ensure that employees
focus work efforts towards
achieving DepEds Vision,
Mission and Values (VMV).
Training and
Manpower
Developmen
t
Rewards and
Recognition
HR Planning
and
Recruitment
RPMS
Employee
Relations
Job Design
and Work
Relationship
s
Compensati
on and
Benefits
Overall
Design of
DepEd RPMS
1.
2.
3.
4.
5.
Teaching Positions
What
=
Results
(Results
& Objectives
of a position)
How =
Competenci
es
(Skills, Knowledge
&
Behaviors used to
accomplish results)
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
2. Identify KRAs,
Objectives and
Performance Indicators
Identify your responsibilities
by
answering the following
question:
What major results/outputs
am
I
responsible
for
delivering?
Measurable
It is important to define measurements that
enable progress to be determined and results to
be measured. A measurable objective defines
quantity, cost or quality.
Effectiveness
Effectiveness can include both quality and quantity.
Example:
Achieved a rating of 4 in running all batches of
train-the-trainers program.
Efficiency
To 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.
Timeliness
Measures whether a deliverable was done correctly
and on/before the deadline.
Example:
Timely submission of quarterly reports.
reports
Attainable
Should be challenging yet attainable, something
the person can influence to effect change or
ensure results
Relevance
Objectives that state your share of specific
department / functional areas goals
Aligned with the directions of the unit
Time Bound
Objectives 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
KRAs
Objectives
Posted 20 vacant positions
within the CSC prescribed
period and per requirements
(for 1st, 2nd, and 3rd level
positions)
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
4. Reaching Agreement
Once the form is completed :
KRAs + Objectives + Performance
Indicators + Competencies
1. Rater schedules a meeting with Ratee.
2. Agree on the listed KRAs, Objectives,
Performance Indicators and assigned
Weight per KRA.
3. Where to focus on the Competencies
Phase 2
Performance
Monitoring and
Heart of the
RPMS
GETS DONE!
1. Performance Monitoring
Why is it important?
Facilitates feedback.
Provides evidence.
observed
Situatio
n
Action
*developed by Development Dimensions
Task
Result/s
Writing S/TARs
Situation/
Task
Action
Result
the
To be effective in this
phase you should:
Track your
performance against
your plan.
Use JOURNALS!
Remember:
It is NOT a year-end
paper exercise.
It is important to
teach performance
on certain frequencies
and provide
feedback and
coaching.
2. Coaching/Feedback
For the Raters:
During Performance Phase
always:
Provide
COACHING to your
subordinates to improve
work performance and
behavior.
Provide
FEEDBACK on the
progress of work
Phase 3
Performance Review
and Evaluation
1. Review Performance
Results and Competencies
No interruptions; no surprises
Express appreciation
Encourage self-appraisal
Evaluate
each
objective
whether it
has been
achieved or
not.
Evaluate the
manifestatio
ns of each
competency.
Determin
e overall
rating.
Scale
Adjectival
Description
Outstanding
(130% and above)
Very Satisfactory
(115%-129%)
Satisfactory
(100%-114%)
Unsatisfactory
(51%-99%)
Poor
(50% or below)
*DepEds Competencies
Scale
Scale
Definition
Role model
Consistently demonstrates
3
2
Rarely demonstrates
Phase 4
Performance
Rewarding and
1. Rewards
Link to PBIS (EO 80 s. 2012)
Performance
Step
Increment
2. Development
Planning
1.
2.
3.
resources / support
measures of success
4.
Implement Plans
5.
Evaluate
Behind every
successful
person, there is
one
elementary
truth.
Somewhere,
someway,
someone cared
about
their growth and
development.