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

2. 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.
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3. 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

4. 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.
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5. DepEd Core Values Maka-Diyos Makatao Makabayan Makakalikasan
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6. 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

7. 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.

8. 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

9. 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.
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10. 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.
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11. 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

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

13. 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.

14. 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.

15. 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).

16. DepEd Forms Office Performance Commitment and Review Form (OPCRF)
Individual Performance Commitment and Review Form (IPCRF)
Managers
Staff and Teaching - related Employees
Teaching
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17. + 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)

18. 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.

19. 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.

20. 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.

21. 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.

22. 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.

23. SMART Criteria for Objectives
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24. 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.

25. 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.
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26. Effectiveness Effectiveness can include both quality and quantity.
Example:
Achieved a rating of 4 in running all batches of train-the-trainers program.
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27. 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.
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28. Timeliness
Measures whether a deliverable was done correctly and on/before the deadline.
Example:
Timely submission of quarterly reports reports
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29. Attainable
Should be challenging yet attainable, something the person can influence to effect change or ensure results
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30. Relevance
Objectives that state your share of specific department / functional areas goals
Aligned with the directions of the unit
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31. 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.
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32. 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.

33. Example
KRAs
Objectives
KRA
Here is an example of KRA and 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
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35. 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.

36. 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.

37. 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
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38. 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
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39. 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
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40. 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.

41. 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.

42. 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

43. 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

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

45. THANK YOU!!!