PERFORMANCE AND MANAGEMENT SYSTEM MANUAL
Performance Management System (PMS) is a structured approach used by organizations to monitor, evaluate, and improve the performance of employees. This system involves setting clear performance expectations, providing regular feedback, and assessing outcomes against predetermined goals. PMS helps align individual performance with the overall strategic objectives of the organization, ensuring that employees are contributing effectively to the success particularly in attaining the DepEd’s Vision, Mission and Goals. It typically includes processes such as performance appraisals, goal setting, continuous monitoring, and professional development plans. Once this system has been institutionalized, this will lead to a greater impact as to the performance of the organization through its employees for this will challenge every employee to work better for the improved performance of one’s office. This system also ensures the proper observance of equal opportunity for all, where client’s satisfaction is given the utmost considerations, be it in the performance evaluation or applicant’s accommodation, be it on teaching or non-teaching position from the lowest rank to the highest position in this division without prejudice to physical disabilities.
The purpose of Performance Management System’s implementation is to create a structured and systematic approach to managing and enhancing employees’ performance. By aligning individual performance with organizational goals, it ensures that every employee’s efforts contribute directly to the overall success. The system fosters a culture of continuous improvement by setting clear expectations, providing feedback, and identifying opportunities for development. Ultimately, PMS is designed to boost productivity, increase employee engagement, and drive better organizational outcomes.
Performance Management System encompasses all the processes and activities involved in managing employee’s performance throughout the organization. This includes goal setting, performance monitoring, feedback provision, performance appraisals, and professional development planning with observance of fairness in the assessment regardless of the personnel classification, be it teaching and non-teaching from the lowest rank to the highest position in this division without prejudice to physical disabilities. This is to ensure the proper observance of “equal opportunity for all” principle.
Objectives of a Performance Management System
- Align Individual and Organizational Goals: The primary objective of a Performance Management System (PMS) is to ensure that employees’ goals and activities are aligned with the DepEd’s Vision and Mission. This alignment helps the Schools Division achieves its long-term vision such that all employees are working toward the common goals.
- Enhance Employee Performance: PMS aims to level-up individual and team performance by setting clear expectations, providing regular feedback, and offering opportunities for skill development. By continuously monitoring and managing performance, the system helps employees meet or exceed their goals.
- Identify and Develop Talent: PMS helps in identifying high-performing employees and those that need professional growth. It also supports the creation of development plans to develop skills, ensuring that employees are upgraded for future roles and responsibilities within the organization.
- Support Decision-Making: The data and insights gained from a PMS are crucial for informed decision-making regarding promotions, compensation, training, and workforce planning. The system provides a fair and objective basis for making these critical decisions.
- Enhance Employee Engagement and Retention: By recognizing and rewarding good performance, PMS leads to higher employee engagement and satisfaction. It also helps in retaining skillful teachers because their contributions are valued and recognized.
- Ensure Accountability: PMS establishes clear expectations and standards for performance, holding employees accountable for their contributions. This accountability drives a culture of responsibility and ensures that employees are consistently meeting their objectives.
- Equal Opportunity: PMS observes fairness in dealing with the personnel performance assessment. Thus, personnel classification, be it teaching or non-teaching from the lowest rank to the highest position in this division without prejudice to physical disabilities, is dealt equally to foster equality for all.
The Department of Education (DepEd) in the Philippines uses the Results-Based Performance Management System (RPMS) as a framework to assess and improve the performance of its personnel. The RPMS is aligned with the Philippine Professional Standards for Teachers (PPST) and is designed to support the delivery of quality basic education. Here’s an overview of the framework:
- Alignment with Strategic Goals
- RPMS is aligned with DepEd’s strategic goals and the broader goals of the Department, such as ensuring access to quality education, enhancing the teaching-learning process, and promoting lifelong learning.
- It supports the achievement of DepEd’s vision and mission by linking individual performance with organizational objectives.
- Four Phases of the RPMS Cycle
The RPMS operates on a cycle with four phases:
- Performance Planning and Commitment: Setting performance objectives and agreeing on performance targets. This phase involves crafting the Individual Performance Commitment and Review Form (IPCRF), where Key Result Areas (KRAs), objectives, and performance indicators are established.
- Performance Monitoring and Coaching: Continuous monitoring of performance and providing feedback to address challenges and ensure progress towards targets. Coaching and mentoring are crucial during this phase to guide teachers and staff.
- Performance Review and Evaluation: Assessing actual performance against set targets at the end of the performance period. This involves self-assessment, peer assessment, and evaluation by superiors using tools like the IPCRF.
Performance Rewarding and Development Planning: Recognizing achievements and identifying areas for development. Rewards could be in the form of recognition, incentives, or professional development opportunities.
- Key Result Areas (KRAs): The main responsibilities or domains that a DepEd personnel is expected to deliver. These include objectives like effective teaching, curriculum delivery, and student learning outcomes.
- Objectives: Specific goals that need to be achieved within each KRA. These objectives are measurable and directly related to the responsibilities of the individual.
- Performance Indicators: Metrics or standards used to assess the level of achievement of each objective. These indicators are based on the PPST for teachers.
- Rating Scale: A standardized scale used to evaluate the performance of the personnel against the performance indicators. The scale usually ranges from 1 (lowest) to 5 (highest), indicating different levels of competency and achievement.
- Individual Performance Commitment and Review Form (IPCRF): The primary tool used for documenting and evaluating performance. It contains the KRAs, objectives, performance indicators, and the corresponding ratings.
- Observation Tools: Various observation tools are used, especially for teachers, to assess their performance in real-time during classroom instruction.
The RPMS also emphasizes the continuous professional development of DepEd personnel. Based on the results of the performance evaluation, specific professional development plans are created to address gaps and enhance skills.
Add-on Duties and Responsibilities of the Performance Management Team (PMT)
- Revitalize localized Guidelines on Performance Management.
- Employ the right procedure in determining the rightful employee or applicant for the succession-promotion program with the proper linkage with the Recruitment, Selection and Placement Committee. Advice applicant, who falls short of qualification, what aspect to improve or acquire to be considered for the employment or promotion. This is to manifest compliance with the “equal opportunity for all” principle.
- Provide Orientation and Capacitate the employees for a more productive output and better-and-improved personnel performance.
- Tie up with the PRAISE committee and other concerned committee if necessary in the conduct of validation to come up with the properly-chosen awardees for the performance-based rewards and recognition.
- Proper observation of the performance management activities throughout the cycle must be a priority. Key factor that affect the on-time validation is the poor-observance and/or time management in the implementation.
- Set environment in accommodating mode to cater all forms of transactional activities be it in the performance evaluation or in the dealing with the job application regardless of the applicant’s status.
Policy Statement
SDO Canlaon commits to uphold proper observance in dealing matters for the professional growth and development of our DepEd Personnel be it teaching or non-teaching personnel. Training opportunities must be provided to keep the people involved to be updated and upgraded to the necessary skills suiting the needs of time and present challenge faced with.
SDO Canlaon emphasizes that point that in dealing with the employment and promotion process, fair, just and equal opportunity, be it teaching and non-teaching positions from the lowest rank to the highest position in this division without prejudice to physical disabilities, must always be observed which procedures commences from the publication in the division-based website of all unfilled vacant positions to inform interested parties and attract more potential applicants, to be able to catch up the right and fitting person for a certain position. This transcends to the idea that even at the initial stage of the employment process, which is the hiring phase, consistency, merit-based, equal opportunity principles must be adopted to come up with the reliable employment scheme.
SDO Canlaon pledges to the adherence of DepEd Order No. 2 s. 2015 (Guidelines on the Establishment and Implementation of Results-based Performance Management System in the Department of Education) which means that in the career promotion and in identifying potential PRAISE awardee, personnel performance must be given the utmost consideration.
SDO Canlaon, as to the provision of service to the clients, commits to observe the ARTA law or the Ease of doing Business, for the client’s satisfaction and for betterment of the government service. This is in anchorage to the time-honored principle that states; “Public Office is a Public Trust”.
Four-Stage of performance management cycle
