Annex

F
INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW FORM (IPCRF)

Name of Employee: Name of Rater:

Position: Position:
Bureau/Center/Service/Division: Date of Review:
Rating Period:
TO BE FILLED IN DURING PLANNING TO BE FILLED DURING EVALUATION
Weight PERFORMANCE INDICATORS RATING
MFOs KRAs OBJECTIVES TIMELINE ACTUAL RESULTS SCORE*
per KRA (Quality, Efficiency, Timeliness) Q E T Ave
1. Facilitate the overall
preparation and conduct
of programs, projects,
and actiivities under the
Program direct supervision of the
Basic
Management School Head: All year
Education 5%
and a. Prepare and submit a round
Services
Implementation plan to execute the
programs, projects, and
activities at the school
level anchored on DepEd
policies and guidelines
 PART II: COMPETENCIES
CORE BEHAVIORAL COMPETENCIES Teamwork CORE SKILLS
Self-Management □ Willingly does his/her share of responsibility. Oral Communication
□ Sets personal goals and direction, needs and development. □ Promotes collaboration and removes barriers to teamwork and goal □ Follows instructions accurately.
□ Undertakes personal and behaviors that are clear and purposive accomplishment across the organization. □ Expresses self clearly, fluently, and articulately.
and takes into account personal goal and values congruent to that □ Applies negotiation principled in arriving at win-win agreements. □ Uses appropriate medium for the message.
of the organization. □ Drives consensus and team ownership of decisions. □ Adjust communication style to others.
□ Displays emotional maturity and enthusiasm for and is □ Works constructively and collaboratively with others and across □ Guides discussions between and among peers to meet an
challenged by higher goals. organizations to accomplish organizational goals and objectives. objective.
□ Prioritize work tasks and schedules (though Ghantt Charts,
checklist, etc.) to achieve goals. Service Orientation Written Communication
□ Sets high quality, challenging, realistic goals for self and other. □ Can explain and articulate organizational directions, issues and □ Knows the different written business communication formats
problems used in the DepED.
□ Takes personal responsibility for dealing with and /or correcting □ Writes routine correspondence/ communications, narrative and
Professionalism and Ethics
customer service issues and concerns descriptive report based on readily available information data
□ Demonstrates the values and behavior enshrined Norms of
□ Initiates activities that promotes advocacy for men and women with minimal spelling or grammatical error/s (e.g. memos,
Conduct and Ethical Standards for Public Officials and
empowerment. minutes, etc.)
Employees (RA 6713).
□ Participate in updating of office vision, mission, mandates and □ Secures information from required references (i.e. Directories,
□ Practices ethical and professional behavior and conduct taking
strategies based on DepEd strategies and directions. schedules, notices, instructions) for specific purposes.
into account the impact of his/her actions and decisions.
□ Develops and adopts service improvement programs through □ Self-edits words, numbers, phonetic notation and content, if
□ Maintains a professional image: being trustworthy, regularity of
simplified procedures that will further enhance service delivery. necessary.
attendance and punctuality, good grooming and communication.
□ Demonstrates clarity, fluency, impact, conciseness and
□ Makes personal sacrifices to meet the organization’s needs.
effectiveness in his/her written communications.
□ Acts with a sense of urgency and responsibility to meet the Innovation
organization’s needs, improve systems and help others improve □ Examines the root cause of problems and suggests effective
their effectiveness. Computer/ ICT Skills
solutions. Fosters new ideas, processes, and suggests better ways
□ Prepares basic compositions (e.g. letters, reports, spreadsheets
to do things (cost and/or operational efficiency).
and graphics presentation using Word Processing and Excel.
Result–Focus □ Demonstrates an ability to think “beyond the box”. Continuously
focuses on improving personal productivity to create higher value □ Identifies different computer parts, turns the computer on/oo,
□ Achieve results with optimal use of time and resources most of and work on a given task with acceptable speed and accuracy
and
the time. results. and connects computer peripherals (e.g. printer, modems,
□ Avoids rework, mistakes and wastage through effective work □ Promotes a creative climate and inspires co-workers to develop multimedia projectors, etc.)
methods by placing organizational needs before personal needs. original ideas or solutions. □ Prepares simple presentation using powerpoint.
□ Delivers error-free outputs most of the time by confirming to □ Translates creative thinking into tangible changes and solutions that □ Utilizes technologies to: access information to enhance
standards operating procedures correctly and consistently. Able improve the work unit and organizations. professional productivity, assists in conducting research and
to produce very satisfactory quality of work in terms of □ Use ingenuous methods to accomplish responsibilities. communicate through local and professional networks.
usefulness/acceptability and completeness with no supervision □ Demonstrates resourcefulness and the ability to succeed with □ Recommends appropriate and updated technology to enhance
required. minimal resources. productivity and professional practice.
□ Expresses a desire to do better and may express frustration at
waste or inefficiency. May focus on new or more precise ways of OVERALL COMPETENCY RATINGS
meeting goals set.
□ Makes specific changes in the system or in own work methods CORE BEHAVIORAL COMPETENCIES
to improve performance. Examples may include doing something
CORE SKILLS
better, faster, at a lower cost, more efficiently; or improving
 quality, customer satisfaction, morale, without setting any OVERALL RATING

specific goal.

PART III: SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Results Rating Adjectival Rating

Accomplishments of KRAs and Objectives

Rater–Ratee Agreement
The signature below confirm that the employee and his/her superior have agreed on content of this appraisal from and performance rating.

Name of Employee Name of Superior

Signature Signature

Date Date

PART IV: DEVELOPMENT PLANS

Action Plan
Strengths Development Needs Timeline Resources Needed
(Recommended Developmental Intervention)
 Click or tap here to enter text. Click or tap here to enter text. Click or tap here to enter text.
Rater Ratee Approving Authority

NUMERICAL ADJECTIVE
DESCRIPTION OF MEANING OF RATING
RATING 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
areas of responsibility. Employee achievement and contributions to the organization are of
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 more of the critical goals were not met.
1 Poor Performance was consistently below expectations, and/or reasonable progress toward critical
goal was not made. Significant improvement is needed in one or more important areas.
This rating scale is based on the Civil Service Commission Memorandum Circular No. 06, s. 2012 that sets the guidelines on the establishment and
implementation of the Strategic Performance Management System (SPMS) in all government agencies.

RANGE ADJECTIVAL RATING SCALE DEFINITION

4.500 – 5.000 Outstanding 5 Role Model
3.500 – 4.499 Very Satisfactory 4 Consistently demonstrates
2.500 – 3.499 Satisfactory 3 Most of the time demonstrated
1.500 – 2.499 Unsatisfactory 2 Sometimes demonstrates
below 1.499 poor 1 Rarely demonstrates
The overall rating/assessment for the accomplishments shall fall within Competencies shall be monitored for the development purposes. In evaluating the individual’s demonstration of
the following adjectival and shall be in three (3) decimal points. competencies, this rating scale shall apply.

Grievance and Appeals

1. A Grievance Committee shall be created in each level of the organization to act as
appeals board and final arbiter of all issues relating to the implementation of RPMS.

2. The office performance assessment as discussed in the performance review and

evaluation phase shall be final and not appealable. Any issue/ appeal on the initial
performance assessment of an office shall be discussed and decided during the
performance review conference.
4. The Grievance Committee shall decide on the appeals within one (1) month from receipt.
3. Individual employees who feel aggrieved or dissatisfied with their final performance Appeals lodged at any Grievance Committee shall follow the hierarchal jurisdiction of various
ratings can file an appeal with the Grievance Committee at their level within ten (10) Grievance Committees within the agency. For example, the decision of the Division
working days from the date of receipt of their final performance evaluation rating from Grievance Committee is appealable to the Regional Grievance Committee, which decision is
the rater. The ratee, however, shall not be allowed to protest the performance ratings in turn appealable to the Central Office Grievance Committee.
of co-employees. Ratings obtained by the ratee can only be used as basis for reference
for comparison in appealing the individual performance ratings. 5. The decision of the Central Office Grievance Committee is final.