Results Based Performance Management System

(RPMS)
1. What is the Performance Management System?
It is an organization-wide process to ensure that employees focus work
efforts
towards achieving DepEds Vision, Mission and Values (VMV)
Performance Management is a systematic approach for continuous and
consistent work improvement and individual growth.
2. What are the objectives of the Results-based Performance
Management System?
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.
Become a tool for people development.
3. What is the difference between PASAG and the RPMS?
The PASAG focuses on rating behavioural indicators and does not focus on
results.
RPMS on the other hand focuses on:
The WHAT which refers to results that must be achieved from the Central
Office,
Regional Office, Division and Schools for the organization to succeed.
Strategic Priorities are broken down into Departmental/Functional Area Goals,
which are translated into individual Key Result Areas (KRAs) and objectives.
Aligning objectives in this way enables individuals and units to contribute to

organizational success.
The HOW refers to competencies at play when individuals do their jobs. Each
employees competencies can promote organizational values and help
achieve organizational goals. If individuals and units possess required
competencies and
demonstrate values consistent with strategic goals, the organizational vision
will
be realized.
4. Is the RPMS approved by the Civil Service Commission?
Yes, this has been approved by the Civil Service Commission. As a matter of
fact,
it follows the 4-phase cycle of the Strategic Performance Management
System
namely:
Phase 1: Performance Planning and Commitment
At the start of the performance period, supervisors and subordinates agree
on:
1) Objectives to be met 2) required competencies based on strategic
priorities of
the organization.
Phase 2: Performance Monitoring and Coaching
Managers create an enabling environment to improve individual and team
performance. They teach employee performance and progress towards
accomplishments of objectives.
Phase 3: Performance Review and Evaluation
Managers evaluate employee performance based on evidences of
competencies
measured against performance targets agreed during Phase 1. The manager

points out the employees strengths and weaknesses and gives a tentative
rating.
The manager and employee discuss performance data and agree on the final
rating.
Phase 4: Performance Rewards and Development Planning
This phase is based on the results of Phase 3. The supervisor and
subordinate
discuss accomplishments and corresponding rewards and incentives. They
also
discuss competency gaps and jointly come up with a development plan to
address these.5. What are the managers responsibilities in the
performanceplanning
phase of the process?
Before the Meeting
1. Review the organizations vision statement, mission and values and the
departmental goals.
2. Read the individuals job description. Think about the goals and objectives
the person needs to achieve in the upcoming appraisal period.
3. Explain how the DepEd competencies will be demonstrated.
4. Determine what you consider to be fully successful performance in each
area.
6. What are the employees responsibilities for performance
planning?
1. Review the organizations vision, mission, and values and your own
departments goals.
2. Review your job description and determine your critical responsibilities.
3. Think about your job and identify the most important goals you feel you

should accomplish in the upcoming appraisal period.

4. Think about what you consider to be fully successful performance in each
area.
7. I have never held a performance-planning meeting. How do I get
the planning meeting off to a good start?
Start by making sure you are fully prepared. Have all the materials available
that
you will need:
1. A copy of the employees job description
2. The goals that you have set for the department
3. Your notes on goals and ideas that the employee might set
4. A copy of the Vision, Mission, Values
5. A blank copy of the appraisal form8. What is the difference between
results and behaviours?
Results include actual job outputs, creatable products, measurable outcomes
and
accomplishments and objectives achieved. Results deal with what the person
achieved.
Behaviours include competencies, skills, expertise and proficiencies, the
adherence to organizational values, and the persons personal style, manner
and
approach. Behaviors deal with how the person went about doing the job.
9. What are the Key Result Areas (KRAs)?
Key Result Areas are broad areas to which an employee is expected to focus
his
or her efforts.
KRAs should:

Number between three to five

Be described in a few words
Be within your influence
Support your departmental/functional area goals
Be similar for jobs that are similar to yours
Not change unless your job changes
10. What are objectives?
Objectives are specific things you need to do and the results you need to
achieve
is your Key Result Areas.
Effective Objectives share several characteristics which can easily be
remembered by the acronym SMART:
Specific
Measurable Attainable
Relevant
Time Bound
11. How many objectives should we write per KRA?
Usually, from one to three objectives are sufficient to cover each Key Result
Area.
Ten (10) to Fifteen (15) objectives are enough for most jobs. Having more
than
15 means one of two things:
You have too many important results to focus on.
You have several objectives that are less important and can be eliminated
or incorporated into other objectives.
12. How do I write effective objectives?

Here are a few tips:

Start each objective with an action verb (increase, complete, attain, etc)
Define quantity, cost, timeliness, and/or quality as well as any due dates
or time frames.
Avoid writing All or Nothing objectives.
Dont mistake activities for objectives.
Make sure its within your influence.
Make sure its observable. The results of your efforts need to be evident
to the people who provide you with feedback on your performance.
Usually, one to three objectives are sufficient to cover each KRA.
Ask yourself: Does this objective benefit me, my work group, and the
organization? If not, consider rewriting it.
13. What are Performance Indicators?
They are exact qualification of objectives. It is an assessment tool that
gauges
whether a performance is good or bad. However, even if we have all the
information about the units, we will not be effective in managing our
operation if
our data interpreted correctly.
14. Why do the Rater and Ratee have to agree and reach
agreement during the Planning Phase?
Gaining employee commitment and cooperation towards reaching
performance
targets is a Critical Task for this phase.
NOTE: At this stage, the Individual Performance Commitment and Review
Form
(IPCRF) must be signed by both the rater and the rate.

15. Can we change the adjectival rating in the Rating Scale?

The Rating Scale is non-negotiable. This is mandated by the Civil Service
Commission (CSC) for all government agencies.
16. How can we be objective when we evaluate someones
performance?
If the rates is uninfluenced by emotions or personal prejudices if he is
fair, if
he or she bases her assessment on observable phenomena like an
employees
performance and behaviour which are easily observed, and presents the
appraisal factually, then that performance appraisal at the rater are indeed
objective.
But its easy to fall victim to the myth of quantifiability: the erroneous belief
that
in order for an evaluation to be objective, it must involve countable units.
Objectivity has nothing to do with countability. As long as the raters meet the
following three tests, they are in fact objective evaluators.
1. They have a clear model of excellence.
2. They are trained and experienced.
3. They are with integrity.17. What are our performance cycles in DepEd?
For Non-Teaching Positions:
January: Rater and Ratee sign Individual Performance Commitment and
Review
Form (IPCRF)
February to December: Rater monitors and coaches Ratee.
For Teaching Positons:

June: Rate and Ratee sign Individual Performance Commitment and Review
Form (IPCRF)
July to March: Rater monitors and coaches Ratee.
18. What is Monitoring?
The act of observing over a period of time for the purpose of measuring
performance.
Keeping track, documenting output and behaviour.
Checking progress of plans.
19. Why is Monitoring important?
Key input to performance measures (NO MONITORING, NO OBJECTIVE
MEASUREMENT)
PROVIDES OBJECTIVE BASIS OF RATING
Facilitates Feedback
Clearly defines opportunities for improvements
PROVIDES EVIDENCE
20. What are the common tracking sources used?
Reports
Surveys
Informal Interview Data
Evaluations
Quality specifications
Time logs
Complaint logs Manage observation
Audit Results
Certificates of Completion

21. How do you track competencies?

Feedback from others
Self Reporting
22. How do you reduce subjectivity when monitoring
performance?
Establish clear and specific basis for assessment.
Keep track of outcomes
Log critical incidents (STAR Approach)
Feedback from internal clients and team members
23. What is a good feedback?
Specific and factual
Timely and immediate
Focused on behaviour, not the person
Actionable by receiver
24. When do you need coaching?
Before leading a meeting that you think will be different
Before having a difficult discussion with someone
When learning something new in the job
After youve handed an important task and went to know how you did
and how to improve.
25. How do I motivate employee to deliver good performance?
Create conditions that motivate
Eliminate performance problems26. What is Performance Evaluation?
A dialogue between leaders and employees aimed at improving future

performance. It is a summary of performance feedback and coaching

discussion
done throughout the year.
27. What are the employees responsibilities in the
performance evaluation phase?
a. Review your personal performance over the year.
b. Assess your performance and accomplishments against the plan.
c. Prepare a list of your accomplishments and achievements and read it to
your appraisal.
d. Write a self-appraisal using the IPCRF.
e. Consider any revisions needed to your key position responsibilities, goals,
objectives, competencies, development plans for the next cycle.
f. Prepare for the performance review meeting.
28. What are the managers responsibilities during the
performance evaluation phase?
Ensure timely completion of performance review
Ensure fait, thorough and complete reviews
Ensure tough minded, demanding performance standards are set.
29. How do you compute the rating?
Example:
KRA No. 1 Weight is 40%; Rating is 4 4 x 0.40 = 1.6
KRA No. 2 Wight is 20%; Rating is 3 3 x 0.20 = 0.6
KRA No. 3 Weight is 40%; Rating is 5 5 x 0.40 = 2.0
------Rating Score: 4.2

30. How do you start writing a performance appraisal?

Gather all of your information.
Get the big picture the core message clearly in mind by asking:
o What is the single most important message I want to communicate
about the individuals performance through the IPCRF? Identify the three
key elements:
o Particular strengths demonstrated
o Most critical needs for improvement
o Most important development need
o Identify the three key elements
Muster your courage to tell the truth
o Most accurate rating category for each individual objective.
o Most accurate narrative description.
31. How should I open the meeting during the Performance
Review?
Welcome the individual
Describe the meetings importance to you.
Provide the overall time frame for the meeting.
Tell the employee where youd like to start.
Make your kick-off statement
32. How do I write development plans?
The lowest rating or ratings in both achievement of results and
demonstration of competencies becomes the basis for the
development plans.
Identify development needs.

Set goals for meeting these needs.

Prepare action plans for meeting the needs.
Implement plans.
Evaluate.
33. Aside from classroom training, what other activities that
can be considered for employee development?
Benchmarking
Seminars/workshop Formal Education/Classes
Assignment to task forces
Job enhancement/redesign
Functional cross-posting
Coaching/counselling
Developmental/lateral career moves
Self-managed learning