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Republic of the Philippines
Schools Division Office - Caloocan City
Department of Education

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Performance Management

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In its pursuit to adhere to the policy of the Department of Education to strictly adhere to the principles of merit, competence, fitness, and equality, and to the Civil Service Commission's application of equal employment opportunity, the Schools Division Office Caloocan City, under the close supervision and management of its Human Resource Management Office, Personnel Unit, and the Human Resource Merit Promotion and Selection Board, presents the Recruitment Selection and Placement (RSP) procedure and guidelines.

This section shall give its Human Resources and all those who shall take interest to serve SDO Caloocan, a clearer understanding of the RSP processes and procedures, the essential and required documents to present in order to qualify for employment, reclassification, reappointment, reemployment, promotion and other personnel actions and opportunities.

Our OBJECTIVES

1

To guide the Performance Management Team at the SDO-Caloocan and public schools concerning the phases of the Performance Management System;

2

To define the four (4) phases of the Performance Management System and perform its processes and cycles;

3

To implement the processes and cycles of the Performance Management System (PMS) in enhancing performance through workplace learning, coaching, mentoring, and development planning;

4

To utilize the tools and data gathered in providing technical assistance (TA) to non-school based and school-based personnel;

5

To set guidelines on grievance mechanism arising from the OPCRF/IPCRF rating; and

6

To ensure timeliness of the implementation of RPMS-related activities throughout the year.

Four Phases of PERFORMANCE MANAGEMENT
Four Phases of Performance Management Prescribed in CSC Memorandum Circular No. 6, S. 2012

PERFORMANCE MANAGEMENT TIMELINE

Performance Planning

Phase I

May

Mid-Year Review

Phase II

November

Year-End Results

Phase III & IV

April

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Performance Planning and Commitment

Step 1

Discuss Unit's Objectives




Step 2

Identify individual KRAs, Objective and Performance Indicators

Step 3

Discuss competencies required and additional competencies needed

Step 4

Reach agreement
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PERFORMANCE MONITORING AND COACHING

Step 1

The rater identifies the performance gap or the opportunity to improve.

Step 2

The coach and coachee agree on:
1. Problems to address
2. Opportunity to move job performance to two notches higher.

Step 3

The coach and coachee create action plan to address the gap

Step 4

Set follow-up meeting to check the status of the agreed action plan
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PERFORMANCE REVIEW AND EVALUATION

Step 1

The rater shall conduct a mid-year assessment to determine the process in achieving the objectives of the employees

Step 2

The rater shall assess the performance of the ratee vis-a-vis the committed targets at the beginning of the performance cycle

Step 3

The rater and the ratee shall discuss and agree on the individual assessment based on the actual accomplishments of each of the KRAs and objectives.

Step 4

The final rating shall based on the accomplishment of the specific objectives as measured by the Performance Indicators

A. Reflect actual accomplishments and results;

B. Rate each of the objectives;

C. Compute for the score per objective;

D. Determine the overall rating for accomplishment 

E. Reach an agreement; and

F. Assess the competence.

The rater and the ratee shall discuss and agree on the actual accomplishments and results-based on the performance commitments and measure made at the beginning of the rating period. They shall be given equal opportunity upon the evaluation of each objective whether it has been observed or not.

NUMERICAL RATING

ADJECTIVAL RATING

DESCRIPTION OF MEANING OF RATING

5

Outstanding

Performance represents an extraordinary level of achievement and commitment in terms of quality and time, technical skills and knowledge, ingenuity, creativity, and initiative.  Employees at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. Employee achievement and contributions to the organization are marked excellence.

4

Very Satisfactory

Performance exceeded expectations. All goals, objectives, and targets were achieved above the established standards.

3

Satisfactory

Performance met expectations in terms of quality of work, efficiency, and timeliness. The most critical annual goals were met.

2

Unsatisfactory

Performance failed to meet expectations, and/or one or more of the most critical goals were not met.

1

Poor

Performance was consistently below expectations, and/or reasonable progress toward critical goals was not made. Significant improvement is needed in one or more important areas.

Plus factor achievements are those not covered within the regular duties and responsibilities. Its weight shall not exceed the weight of the highest mandated KRA.

RANGE

ADJECTIVAL RATING

4.500-5.000

Outstanding

3.500-4.499

Very Satisfactory

2.500-3.499

Satisfactory

1.500-2.499

Unsatisfactory

BELOW 1.499

Poor

The rater and the ratee shall reach agreement by signing the OPCRF/IPCRF guided by the equal opportunity principle (EOP).

SCALE

DEFINITION

5

Role Model

4

Consistently demonstrates

3

Most of the time demonstrates

2

Sometimes demonstrates

1

Rarely demonstrates

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PERFORMANCE REWARDING AND DEVELOPMENT PLANNING

Step 1

The rater shall discuss and provide qualitative comments, observations, and recommendations in the individual employee's performance commitment, competency assessment and significant incidents which shall be used for training and professional development.

Step 2

The rater and the ratee shall identify and discuss the individual strengths and development needs following the equal opportunity principle (EOP) and reflect them in the Part IV-Development Plans of the OPCRF/IPCRF.

Step 3

The summary of Development Plans Form shall be the basis for development planning.

How to fill-up ipcrf

Downloadables

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Executive Order No. 292, s. 1998

Administrative Code of the Philippines

Executive Order No. 8, s. 2012

Directing the Adoption of a Performance-Based Incentive System for Government Employees

Executive Order No. 201

Modifying the Salary Schedule for Civilian Government Personnel and Authorizing the Grant of Additional Benefits for Both Civilian and Military and Uniformed Personnel

Presidential Decree No. 966 July 20, 1976

Declaring Violations of the international convention of the elimination of all forms of racial discrimination to be criminal offenses and providing penalties therefor;

Republic Act No. 10524

An act expanding the positions reserved for persons with a disability, amending for the purpose of Republic Act No. 7277, as amended, otherwise known as the Magna Carta for Persons with Disability

Republic Act No. 10911

An act prohibiting discrimination against any Individual in Employment on Account of Age and Providing Penalties therefor;

Republic Act No. 6725

An act strengthening the prohibition on discrimination against women with respect to terms and conditions of employment, amending for the purpose article one hundred thirty-five of the labor code, as amended

Republic Act 7277

 

Magna Carta for Women, An Act Providing for the Rehabilitation, Self-Development, and Self-Reliance of Disabled Persons and their Integration into the Mainstream of Society and for Other Purposes

Republic Act 6713

Code of Conduct and Ethical Standards

CSC Resolution No. 1000432, dated Nov. 22, 2010.

Guidelines on the Availment of the Special Leave Benefits for Women under R.A. 9710 (An act Providing for the Magna Carta of Women) –

CSC MC No. 07 Series of 2007

(Program on Awards and Incentives for Service Excellence)

DepEd Order No. 29, s. 2002

 

Merit Selection Plan of the Department of Education

DepEd Order No. 9, s. 2002

Establishing the PRAISE in the Department of Education

Our Team

our team

MS. ALINE A. CAYANONG

Administrative Officer V

MR. JUSTINN NORIEL BALMORES

Administrative Officer II

MS. MELISSA T. BINARAO

Administrative Officer II

MS. EDERLYN N. CASTILLO

Administrative Officer IV

MS. MITCHELLE ALLYSON T. BEZA

Administrative Officer II

MS. RODALYN A. ORBACIDO

Administrative Aide III

Are you satisfied with what we do?

Kindly answer our PRIME-HRM survey form

Performance Management Survey

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