Part 2 4 Ippd

PART II: COMPETENCIES
CORE BEHAVIORAL COMPETENCIES

CORE BEHAVIORAL COMPETENCIES improve performance. Examples may include doing something
better, faster, at alower cost, more efficiently; or improving
Self-Management
quality, costumer satisfaction, morale, without setting any
1 Sets personal goals and direction, needs and development. specific goal.
Undertakes personal actions and behaviors that are clear and purposive and Teamwork
###
2 takes into account personal goals and values congruent to that of the 1 Willingly does his/her share of responsibilty.
organization.
Promotes collaboration and removes barriers to teamwork and
Displays emotional maturity and enthusiasm for and is challenged by higher 2
3 goals goal accomplishment across the organization
Prioritize work tasks and schedules (through gantt charts, checklists, etc.) to
4 3 Applies negotiation principles in arriving at win-win agreements.
achieve goals.
5 Sets high quality, challenging, realistic goals for self and others 4 Drives consensus and team ownership of decisions.
Works constructively and collaboratively with others and across

Professionalism and Ethics 5
organizations to accomplish organizational goals and objectives.
Service Orientation
Demonstrates the values and behavior enshrined in the Norms of Conduct
1 Can explain and articulate organizational directions, issues and
and Ethical Standards for public officials and employee (RA 6713). 1
problems.
Practices ethical and professional behavior and conduct taking into account Takes personal responsibilty for dealing with and/or correcting
2
the impact of his/her actions and decisions. ### 2
costumer service issues and concerns
Maintains professional image: being trustworthy, regularity of attendance Initiates activities that promotes advocacy for men and women
3 3
and punctuality, good grooming and communication. empowerment.
Participates in updating of office vision, mission, mandates &

4 Makes personal sacrifices to meet the organization's needs. 4
strategies based on DepEd strategies and directions.
Acts with a sense pf urgency and responsibility to meet the organization's Develops and adopts service improvement programs through
5 5
needs, improves systems and help others improve their effectiveness. simplified procedures that will further enhance service delivery.
Result Focus Innovation
Examines the root cause of problems and suggests effective

1 Achieves results with optimal use of time and resources most of the time. 1 solutions. Fosters new ideas, processes, and suggests bettter
ways to do things (cost and/or operational efficiency).
Demonstrates an ability to think "beyond the box". Continuously

Avoids rework, mistakes and wastage through effective work methods by
2 2 focuses on improving personal productivity to create higher value
placing organizational needs before personal needs.
and results.
Delivers error-free outputs most of the time by conforming to standard
operating procedures correctly and consistently. Able to produce very Promotes a creative climate and inspires co-workers to develop
3
satisfactoy quality of work in terms of usefulness/acceptability and ### 3
original ideas or solutions.
completeness with no supervision required.
Expresses a desire to do better and may express frustration at waste or Translates creative thinking into tangible changes and solutions
4 4
inefficiency. May focus on new or more precise ways of meeting goals set. that improve the work unit and organization.
Uses ingenious methods to accomplish responsibilties.

5 Makes specific changes in the system or in own work methods to 5 Demonstrates resourcefulness and the ability to succeed with
minimal resources.
5 - Role Model; 4 - Consistently demonstrates; 3 - Most of the time demonstrates; 2 - Sometimes demonstrates; 1 - Rarely demonstrates
OVERALL
COMPETENCY
RATINGS
Note: These ratings can be used for the developmental plans of the employee.
###
###
###
#DIV/0!
RATINGS
PART IV: DEVELOPMENT PLANS
Action Plan
Strengths Development Needs (Recommended Developmental Timeline Resources Needed
Intervention)
A. FUNCTIONAL COMPETENCIES
Feedback:
SERVANDO A. ROMANES DELIA R. ROMANES, Ed.D

Ratee Rater (TIC, TLE Dept.) PRINCIPAL IV
Approving Authority
Resources Needed
DELIA R. ROMANES, Ed.D
PRINCIPAL IV
Approving Authority
PART III: SUMMARY OF RATINGS FOR DISCUSSION
Final Performance Results Rating Adjectival Rating
Accomplishments of KRAs and Objectives
Rater-Ratee Agreement
The signatures below confirm that the employee and his/her superior have agreed to the contents of the performance as captured in this form.
Name of Employee: Name of Superior:
Signature: Signature:
Date: Date:
Adjectival Rating
n this form.

Part 2 4 Ippd

Uploaded by

Copyright:

Available Formats

Part 2 4 Ippd

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Part 2 4 Ippd

Uploaded by

Copyright:

Available Formats

PART II: COMPETENCIES

CORE BEHAVIORAL COMPETENCIES

Works constructively and collaboratively with others and across

Participates in updating of office vision, mission, mandates &

Result Focus Innovation

Examines the root cause of problems and suggests effective

Demonstrates an ability to think "beyond the box". Continuously

Uses ingenious methods to accomplish responsibilties.

SERVANDO A. ROMANES DELIA R. ROMANES, Ed.D

Final Performance Results Rating Adjectival Rating

Accomplishments of KRAs and Objectives

Name of Employee: Name of Superior:

You might also like