Results - based Performance Management System (RPMS) for DepEd Lead, Engage, Align & Do! (LEAD)

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 of Education continuously improves itself to better serve its stakeholders. Read slide.

DepEd Order No. 2, s. 2015 Dated: August 29, 2015 Guidelines on the Establishment and Implementation of Results- Based Performance Management System (RPMS) in the Department of Education

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-Diyos Makatao Makabayan Makakalikasan Read slide.

DepEd’s Framework Based on DBM’s OPIF Inclusive Growth and Poverty Reduction Societal Goal Equitable Access to Adequate Quality Societal Services and Assets Sectoral Outcomes Sub-Sector Outcomes Knowledge, skills, attitude and values of Filipinos to lead productive lives enhanced Improved Access to Quality Basic Education Organizational Outcomes Filipino Artistic & Cultural Traditions Preserved & Promoted Major Final Output (MFOs) Emphasize the three Major Final Outputs. 1 Basic Education Services 2 Education Governance 3 Regulatory and Developmental Services for Private Schools 4 Informal Education Services Children Television Devt. Services 5 Book Industry Devt. Services

VISION, MISSION, VALUES (VMV) Strategic Priorities Department/ Functional Area Goals KRAs and Objectives Values CENTRAL REGIONAL DIVISION SCHOOLS DEPED RPMS FRAMEWORK Competencies WHAT HOW On 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 framework aligns efforts to enable DepEd to actualize its strategic goals and vision.

The DepEd RPMS is aligned with the SPMS of CSC which has 4 Phases: 1. Performance Planning and Commitment 2. Performance Monitoring and Coaching The RPMS of DepEd is aligned with the strategic Performance Management System (SPMS) which has 4 phases/stages:   1. Performance Planning and Commitment 2. Performance Monitoring and Coaching 3. Performance Review and Evaluation 4. Performance Rewarding and Development Planning 4. Performance Rewarding and Development Planning 3. Performance Review and Evaluation

What is Performance Management? An organization-wide process to ensure that employees focus work efforts towards achieving DepEd’s Vision, Mission and Values (VMV). A systematic approach for continuous and consistent work improvement and individual growth. Read slide.

Objectives of the Performance Management System Align individual roles and targets with DepEd’s 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.

RPMS Linkages to Other HR Systems Agency Planning and and Directions Career Succession HR Planning and Recruitment RPMS Training and Manpower Development Job Design and Work Relationships If 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 Recruitment 2. Job Design and Work Relationship 3. Compensation and Benefits 4. Employee Relations 5. Rewards and Recognition 6. Training and Manpower Development 7. Career Succession 8. Agency Planning and Directions Performance 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. Rewards and Recognition Compensation and Benefits Employee Relations

Overall Design of DepEd RPMS Let us now take a look at the overall design of the RPMS. Lead, Engage, Align & Do! (LEAD)

RPMS Cycle Non Teaching Positions Performance Planning Q1 January Mid-Year Review July Year-End Results Q4 December For DepEd, we will follow two RPMS cycles. For the non-teaching positions, it will be January to December.  

Teaching Positions Performance Planning Q1 June Mid-Year Review November Year-End Results Q4 March For 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) Managers Staff and Teaching - related Employees Teaching Read slide.

+ Components of Performance Management What = How = Results Competencies + (Results & Objectives of a position) (Skills, Knowledge & Behaviors used to accomplish results) Remember the two important aspects of RPMS:   WHAT - Results (KRAs, Objectives, Performance Indicators) HOW - Competencies (Includes Core, Leadership, Staff and Teaching – related and Teaching Competencies)

Phase 1 Performance Planning and Commitment Performance Planning and Commitment is the first phase of the RPMS.   This is the starting point of performance management. The Rater and the Ratee work together to identify, understand, and agree on: what the employee needs to do, how it needs to be done, why, when, and so on.

What is the definition of KRAs What is the definition of KRAs? KRAs define the areas in which an employee is expected to focus his/her efforts. Key Result Areas are the reasons why a job exist. They are broad categories expressed as general outputs or outcomes.  

KRAs of Teacher 1 Position. 1. Teaching-Learning Process 2 KRAs of Teacher 1 Position? 1. Teaching-Learning Process 2. Pupils/Students Outcomes 3. Community Involvement 4. Professional Growth and Development 4. Coordinatorship Key Result Areas are the reasons why a job exist. They are broad categories expressed as general outputs or outcomes.  

What is the definition of Objectives What is the definition of Objectives? Objectives are the specific things you need to do, to achieve the results you want. Clearly written, specific objectives:   Give the employee clear accountability. They will know what is expected of them. During the year, they will know how their results measure up to those expectations. Enable employees to easily track and document performance better. Help to ensure that jobs are rewarding, value-adding and manageable.

What is the definition of Objectives What is the definition of Objectives? Objectives are the specific things you need to do, to achieve the results you want. Clearly written, specific objectives:   Give the employee clear accountability. They will know what is expected of them. During the year, they will know how their results measure up to those expectations. Enable employees to easily track and document performance better. Help to ensure that jobs are rewarding, value-adding and manageable.

SMART Criteria for Objectives Read slide.

Review SMART Criteria Specific Well written objectives are stated in specific terms to avoid any confusion about what is to occur or what is to improve Read the definition. Underscore “stated in specific terms.”   They define results to be accomplished within the scope of the job.

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. Read slide.

Effectiveness Effectiveness can include both quality and quantity. Example: Achieved a rating of 4 in running all batches of train-the-trainers program. Read slide.

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. Read slide.

Timeliness Measures whether a deliverable was done correctly and on/before the deadline. Example: Timely submission of quarterly reports. reports Read slide.

Attainable Should be challenging yet attainable, something the person can influence to effect change or ensure results Read slide.

Relevance Objectives that state your share of specific department / functional areas goals Aligned with the directions of the unit Read slide.

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. Read slide.

Recruitment and Selection Processes Example KRAs Objectives Recruitment and Selection Processes Posted 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/NSC Processed 20 appointment papers for selection and promotion before June 2014 Conducted one-day orientation seminar for 20 newly hired employees within two weeks upon hiring Here is an example of KRA and Objectives.

Example KRAs Objectives KRA Here is an example of KRA and Objectives.

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.

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

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

Manager’s Competencies Core Behavioral Competencies Self Management Professionalism and ethics Results focus Teamwork Service Orientation Innovation Leadership Competencies Leading People People Performance Management People Development Read slide.

Staff & Teaching-related Competencies Core Behavioral Competencies Self Management Professionalism and ethics Results focus Teamwork Service Orientation Innovation Staff Core Skills Oral Communication Written Communication Computer/ICT Skills Read slide.

Teaching Competencies Core Behavioral Competencies Self Management Professionalism and ethics Results focus Teamwork Service Orientation Innovation Teaching Competencies Note: CB – PAST was used as basis for the new PCPs for teaching positions. Achievement Managing Diversity Accountability Read slide.

4. Reaching Agreement Once 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 The fourth important component of the Performance Planning and Commitment Phase is the Reaching Agreement Discussion. It's the manager's job to act as reviewer and coach for the final version of the performance plan.   The purpose of this meeting is for the Rater and the Ratee to discuss and agree on objectives that the Ratee has identified for the current performance cycle. The Rater should help to set priorities as to what can realistically be accomplished.

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). Once all the MFOs, KRAs, Objectives and Performance Indicators are agreed upon, the Rater and Ratee should sign the form.

Phase 2 Performance Monitoring and Coaching Let us move on to Phase 2 which is Performance Monitoring and Coaching.   Phase 2 Performance Monitoring and Coaching

Heart of the RPMS 1. Performance Tracking 2. Coaching/Feedback There are 2 very important components:   1. Performance Tracking 2. Coaching and Feedback It is called the heart of RPMS because it is not just a paper activity that you do at the beginning of the year, keep the form, then pull out at the end of the year. Performance Tracking and Coaching plus feedback must be done throughout the year. Heart of the RPMS

“Behind every successful person, there is one elementary truth. Somewhere, someway, someone cared about their growth and development.” - Donald Miller, UK Mentoring Programme

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