Revisiting Rpms

REVISITINGResults - based Performance Management System (RPMS) for DepEd

Lead, Engage, Align & Do! (LEAD)CHRISTIAN C. HALILISchool Principal IV, Sto. Nio 2nd ESDiscussant

*

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

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/Values of DepEd.

At the left-hand side is the "WHAT" consisting of Strategic Priorities broken down into Department/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.

At the right-hand side are the HOW refers to competencies at play when individuals do their jobs. Each employees competencies can promote organizational core 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.

The DepEd Strategic RPMS Framework is also aligned and follows the four-phase cycle of the RPMS consistent wit the Civil Service Commission SPMS.*

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

The RPMS of DepEd is aligned with the Civil Service Commission (CSC) Strategic Performance Management System (SPMS) which has 4 phases/stages:1. Performance Planning and Commitment2. Performance Monitoring and Coaching3. Performance Review and Evaluation4. Performance Rewarding and Development Planning*

Read slide. *

Teaching Positions

For the teaching positions, it will be June to March.*

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.*

Phase 1 has four important components:

1. Discuss Units Objectives2. Identify Individual KRAs, Objectives and Performance Indicators3. Discuss Competencies Required and Additional Competencies Needed4. Reaching AgreementWe will be discussing this in greater detail in the next slides.*

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.*

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.*

Read slide. *

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

Here is an example of KRA and Objectives. *

Identify Performance Indicators or Measures (refer to PCPs)

After identifying KRAs and Objectives, you now have to identify Performance Indicators.

Shown in the screen is an example of Performance Indicators which can be found in the Position Competency Profile (PCP). *

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. *

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).

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.*

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

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. *

Show slide.*

Phase 2Performance Monitoring and Coaching

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

Heart of the RPMS

There are 2 very important components:1. Performance Tracking2. 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. *

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

Peter Drucker

WHAT GETS MEASURED GETS DONE!

*Read slide.

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

Read slide.

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

The STAR is a good example to use, how to capture Critical Incidents.S for SituationT for TaskA for ActionR for ResultsThe next slide will provide us with a good example.*

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)

Read slide. *

To be effective in this phase you should:

In tracking your performance, it is important to use a journal. We have a recommended journal format required by the Civil Service Commission (CSC). The form is shown on the next slide. *

*developed by the Civil Service Commission (CSC)

Read columns one by one. *

Remember:

Read slide.No employee will take seriously what is discussed only once a year.

It is important to teach performance on certain frequencies and provide feedback and coaching.

This will require rigorous monitoring of the different phases of the RPMS, year-on-year.*

2. Coaching/Feedback

Read slide. *

Read slide. *

Phase 3 Performance Review and Evaluation

You've worked closely with the people in your work group during the performance cycle. Together, you've identified Key Result Areas and agreed on Objectives, Performance Indicators and related competencies.

You've had regular review meetings, coaching them to ensure success.

You've also reinforced their effective behaviors and skills.

It is now time for the Review and Evaluation Phase.*

1. Reviewing Performance

Two important points should be done in this phase:1.Review Yearend Results2.Discuss Strengths and Improvement Needs *

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.

If you have done your assignment in Phases 1 and 2, this will be beautiful experience for both the Rater and Ratee.

Read slide.*

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

HRMO Capacity Building: PMS for Executive and Senior Managers in PhilHealth1/19/06Performance Monitoring and Development Planning [by Ms. Teresita F. Boluso-Rimando]*Read slide.

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

Read slide. *

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


Attack on employee's personality - Authority as the Rater should be used properly. Be factual about your evaluation.

Monologue - Engage the employee in a dialogue. Give him/her a chance to explain him/herself.

A chance to wield power and authority - Performance reviews often make people uncomfortable and defensive. Make the discussion positive. The key themes are continuous improvement and development, even if a person hadn't wasn't able to meet objectives or demonstrated competencies effectively.

Paper activity - Do not simply comply but manage the RPMS as a process and not a one-time even.

An opportunity to gain "pogi points" with staff - The goal of RPMS is to improve performance and develop people. *

Read slide. *

*DepEds Competencies Scale5 (role model) - all competency indicators4 (consistently demonstrates) four competency indicators3 (most of the time demonstrates) three competency indicators2 (sometimes demonstrates) two competency indicators1 (rarely demonstrates) one competence indicator

*will be used for developmental purposes

ScaleDefinition5Role model4Consistently demonstrates3Most of the time demonstrates2Sometimes demonstrates1Rarely demonstrates

This is DepEds Competencies Scale.Ratings here will be used for developmental purposes only. *

2. Discuss Strengths and Improvement Needs

Please go to page 6 of your Individual Performance Commitment and Review Form (IPCRF). In here, you will capture the Strengths and Improvement Needs. How you will do this? The highest point on Results and demonstration of Competencies are the Strengths. On the other hand, the lowest points are the development needs. *

Phase 4 Performance Rewarding and Development Planning

The last phase of the RPMS is Performance Rewarding and Development Planning. *

There are two important points on this phase:1.Rewards2.Development Planning*

1. RewardsLink to PBIS (EO 80 s. 2012)Performance Based Bonus (PBB)Step Increment

RPMS will be linked to PBB and the Step Increment. *

2. Development PlanningEmployee development is a continuous learning process that enables an individual to achieve his personal objectives within the context of the business goals.

Employee development is a shared responsibility among the Individual, Manager, HR and the Organization.

Employee Development is continuous. One should not stop learning in the achievement of personal Objectives.

Employee Development is a shared responsibility. This is not only the responsibility of the Manager. The employee, as well as the HR, has also a stake in this. *

Identify development needsSet goals for meeting these needsPrepare actions plans for meeting the development needsanction learning activitiesresources / supportmeasures of successImplement PlansEvaluate

It is ideal to conduct a simple Skills Assessment to identify current strengths and development needs.Strength - In area where you have received feedback from your manager or colleagues as a strength; projects/assignments/tasks/behavior you have worked on where you have consistently met or exceeded expectations; an area that people often compliment you on as they see you as an "expert" in that field.Development Needs - An area you can improve; project/assignments/ tasks/behavior you worked on where you have not met the expectations; an area you don't feel confident working in.*

There is a wide array for people to grow and develop.Classroom training is not the only way to train and develop people. Unfortunately, a lot of managers resort to this whenever they send people for training.There are so many options to consider when evolving people.Read the activities on the slide.Remember that people have different preferences on how they want to learn. Be sure to tailor-fit their development plan to their needs and learning styles.*

Back to page 6 of your Performance Commitment and Review Form (PCRF), determine the Action Plans necessary for the development of the employee.Also reflect on the Timeline and the Resources Needed. After the Rater and Ratee agree on the plan, they should sign this part of the form. *

Behind every successful person, there is one elementary truth. Somewhere, someway, someone cared about their growth and development.

- Donald Miller, UK Mentoring Programme

May we continue to propagate the essence of this saying in DepEd. Provide avenues for people to grow and develop. Let there be a culture of encouragement, support, and guidance.*

THANK YOU!!!*

*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/Values of DepEd.

At the left-hand side is the "WHAT" consisting of Strategic Priorities broken down into Department/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.

At the right-hand side are the HOW refers to competencies at play when individuals do their jobs. Each employees competencies can promote organizational core 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.

The DepEd Strategic RPMS Framework is also aligned and follows the four-phase cycle of the RPMS consistent wit the Civil Service Commission SPMS.*The RPMS of DepEd is aligned with the Civil Service Commission (CSC) Strategic Performance Management System (SPMS) which has 4 phases/stages:1. Performance Planning and Commitment2. Performance Monitoring and Coaching3. Performance Review and Evaluation4. Performance Rewarding and Development Planning*Read slide. *For the teaching positions, it will be June to March.*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)*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.*Phase 1 has four important components:

1. Discuss Units Objectives2. Identify Individual KRAs, Objectives and Performance Indicators3. Discuss Competencies Required and Additional Competencies Needed4. Reaching AgreementWe will be discussing this in greater detail in the next slides.*Key Result Areas are the reasons why a job exist. They are broad categories expressed as general outputs or outcomes.*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.*Read slide. *Here is an example of KRA and Objectives. *After identifying KRAs and Objectives, you now have to identify Performance Indicators.

Shown in the screen is an example of Performance Indicators which can be found in the Position Competency Profile (PCP). *Read slide. *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.*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.*Once all the MFOs, KRAs, Objectives and Performance Indicators are agreed upon, the Rater and Ratee should sign the form. *Show slide.*Let us move on to Phase 2 which is Performance Monitoring and Coaching. *There are 2 very important components:1. Performance Tracking2. 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. **Read slide. Read slide. The STAR is a good example to use, how to capture Critical Incidents.S for SituationT for TaskA for ActionR for ResultsThe next slide will provide us with a good example.*Read slide. *In tracking your performance, it is important to use a journal. We have a recommended journal format required by the Civil Service Commission (CSC). The form is shown on the next slide. *Read columns one by one. *Read slide.No employee will take seriously what is discussed only once a year.

It is important to teach performance on certain frequencies and provide feedback and coaching.

This will require rigorous monitoring of the different phases of the RPMS, year-on-year.*Read slide. *Read slide. *You've worked closely with the people in your work group during the performance cycle. Together, you've identified Key Result Areas and agreed on Objectives, Performance Indicators and related competencies.

You've had regular review meetings, coaching them to ensure success.

You've also reinforced their effective behaviors and skills.

It is now time for the Review and Evaluation Phase.*Two important points should be done in this phase:1.Review Yearend Results2.Discuss Strengths and Improvement Needs *If you have done your assignment in Phases 1 and 2, this will be beautiful experience for both the Rater and Ratee.

Read slide.*HRMO Capacity Building: PMS for Executive and Senior Managers in PhilHealth1/19/06Performance Monitoring and Development Planning [by Ms. Teresita F. Boluso-Rimando]*Read slide. Read slide. *HRMO Capacity Building: PMS for Executive and Senior Managers in PhilHealth1/19/06Performance Monitoring and Development Planning [by Ms. Teresita F. Boluso-Rimando]*Read slide. HRMO Capacity Building: PMS for Executive and Senior Managers in PhilHealth1/19/06Performance Monitoring and Development Planning [by Ms. Teresita F. Boluso-Rimando]*Read slide. Attack on employee's personality - Authority as the Rater should be used properly. Be factual about your evaluation.

Monologue - Engage the employee in a dialogue. Give him/her a chance to explain him/herself.

A chance to wield power and authority - Performance reviews often make people uncomfortable and defensive. Make the discussion positive. The key themes are continuous improvement and development, even if a person hadn't wasn't able to meet objectives or demonstrated competencies effectively.

Paper activity - Do not simply comply but manage the RPMS as a process and not a one-time even.

An opportunity to gain "pogi points" with staff - The goal of RPMS is to improve performance and develop people. *Read slide. *Read slide. *This is DepEds Competencies Scale.Ratings here will be used for developmental purposes only. *Please go to page 6 of your Individual Performance Commitment and Review Form (IPCRF). In here, you will capture the Strengths and Improvement Needs. How you will do this? The highest point on Results and demonstration of Competencies are the Strengths. On the other hand, the lowest points are the development needs. *The last phase of the RPMS is Performance Rewarding and Development Planning. *There are two important points on this phase:1.Rewards2.Development Planning*RPMS will be linked to PBB and the Step Increment. *Employee Development is continuous. One should not stop learning in the achievement of personal Objectives.

Employee Development is a shared responsibility. This is not only the responsibility of the Manager. The employee, as well as the HR, has also a stake in this. *It is ideal to conduct a simple Skills Assessment to identify current strengths and development needs.Strength - In area where you have received feedback from your manager or colleagues as a strength; projects/assignments/tasks/behavior you have worked on where you have consistently met or exceeded expectations; an area that people often compliment you on as they see you as an "expert" in that field.Development Needs - An area you can improve; project/assignments/ tasks/behavior you worked on where you have not met the expectations; an area you don't feel confident working in.*There is a wide array for people to grow and develop.Classroom training is not the only way to train and develop people. Unfortunately, a lot of managers resort to this whenever they send people for training.There are so many options to consider when evolving people.Read the activities on the slide.Remember that people have different preferences on how they want to learn. Be sure to tailor-fit their development plan to their needs and learning styles.*Back to page 6 of your Performance Commitment and Review Form (PCRF), determine the Action Plans necessary for the development of the employee.Also reflect on the Timeline and the Resources Needed. After the Rater and Ratee agree on the plan, they should sign this part of the form. *May we continue to propagate the essence of this saying in DepEd. Provide avenues for people to grow and develop. Let there be a culture of encouragement, support, and guidance.*THANK YOU!!!*

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Revisiting Rpms