PROGRAM TO INSTITUTIONALIZE

MERITOCRACY AND EXCELLENCE

IN HUMAN RESOURCE
MANAGEMENT

PRIME-HRM
PERFORMANCE MANAGEMENT
SYSTEM
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WHAT IS THE LEGAL BASIS FOR THE ESTABLISHMENT OF A
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) IN
ALL GOVERNMENT AGENCIES?

Civil Service Commission (CSC), through the

issuance of Memorandum Circular (MC) No. 6,
series of 2012 which sets the guidelines on the
establishment and implementation of the
Strategic Performance Management System
(SPMS)
PERFORMANCE MANAGEMENT
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HOW DID THE DEPARTMENT OF EDUCATION ADOPTED THE
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM (SPMS) OF
THE CIVIL SERVICE COMMISSION (CSC)?
 DepEd Order No. 2, series 2015 otherwise known as
the Guidelines on the Establishment and
Implementation of the Results-Based Performance
Management System (RPMS) in the Department of
Education.
 approved by the Civil Service Commission (CSC).
It took effect immediately last February 6, 2015.
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WHAT IS RESULTS-BASED PERFORMANCE MANAGEMENT
SYSTEM (RPMS)?
 DepEd-contextualized Strategic Performance Management
System (SPMS).
 to ensure that employees focus work efforts towards
achieving DepEd’s Vision, Mission and Values (VMV)
 strategic priorities.
 to manage, monitor and measure performance
 identify human resource and organizational development
needs.
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WHO ARE COVERED BY DEPED ORDER NO. 2, S. 2015?

 All officials and employees

 School-based and non-school based
 regular plantilla positions
 Contract of Service COS/Job Order (JO)
 LGU-funded personnel

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WHAT IS THE EQUAL EMPLOYMENT OPPORTUNITY
PRINCIPLES?

 Equal Treatment to all employees shall be

observed to ensure organizational effectiveness.
 Barriers that may occur shall be identified and
eliminated and discriminatory criteria shall be
avoided in conducting mentoring and
performance evaluation.
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WHAT ARE SOME PROACTIVE MEASURES DEPED NAGA
HAS UNDERTAKEN ON EOP RELATIVE TO PM?

a. Issuance of office memorandum

b. Selection of the members of the Performance
Management Team
c. Individual Performance Commitment Review
(IPCR) targets and success indicators
d. Issuance of policy ( Title and memo no.)
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WHAT ARE THE GOALS OF RPMS?

1. Align individual roles and targets with DepEd’s
direction.
2. Track accomplishments against objectives
3. Provide feedback on employee’s work progress,
accomplishments and demonstrated
competencies
4. Become a tool for people development.
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WHAT IS THE FOCUS OF RPMS?

 The WHAT - results that must be achieved from the

Central Office, Regional Office, Division and Schools
for the organization to succeed.
 The HOW - competencies at play when individuals
do their jobs.

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WHAT ARE THE FOUR (4) PHASES OF RPMS AND WHAT
ARE THE ACTIVITIES IN EACH PHASE?
Phase 1: Performance Planning and
Commitment
Phase 2: Performance Monitoring and Coaching
Phase 3: Performance Review and Evaluation
Phase 4: Performance Reward and
Development Planning

PERFORMANCE MANAGEMENT
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WHAT ARE THE FOUR (4) PHASES OF RPMS AND WHAT
ARE THE ACTIVITIES IN EACH PHASE?
Phase 1: Performance Planning and
Commitment
1. Office KRAs, Objectives, Timelines, Weight
Allocation and Performance Indicators
2. Individual KRAs, Objectives, Timelines, Weight
Allocation and Performance Indicators
3. The required competencies.
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WHAT ARE THE RESPONSIBILITES OF THE HEAD OF OFFICE
(APPROVING AUTHORITY) IN THE PERFORMANCE PLANNING
PHASE OF THE PROCESS?
 Review the organization’s vision statement, mission and
values and ensure alignment of the identified unit’s KRAs
and objectives with the overall departmental/functional
goals.
 Breakdown the Office KRAs and objectives to individual KRAs
and objectives and identify the competencies required.
 Explain how the set of required competencies will help in
the performance of objectives.
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WHAT ARE THE RESPONSIBILITIES OF THE RATEE

(STAFF) IN THE PERFORMANCE PLANNING?
1. Review job description and determine individual KRAs, objectives,
performance indicators and competencies in order to achieve the
individual targets and contribute to the unit’s objectives.
2. Review and align individual KRAs and objectives with the OPCRF.
3. Think about the job and identify the most important goals that
must be accomplished and determine the weight allocation
depending on the set of objectives.

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WHAT ARE THE RESPONSIBILITIES OF THE RATER

(IMMEDIATE SUPERVISOR) IN THE PERFORMANCE
PLANNING PHASE?

 it is now the responsibility of the Rater (Immediate

Supervisor) to guide the individual employees in
accomplishing their IPCRF.

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WHAT ARE THE FOUR (4) PHASES OF RPMS AND WHAT

ARE THE ACTIVITIES IN EACH PHASE?
Phase 2: Performance Monitoring and Coaching
The head of office, the rater and the ratee create an enabling
environment to improve individual and office performance
throughout the year.

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WHAT ARE THE RESPONSIBILITIES OF THE HEAD OF OFFICE

(APPROVING AUTHORITY) AND THE RATER (IMMEDIATE
SUPERVISOR) IN THE PERFORMANCE MONITORING AND COACHING
PHASE?
• It is both the responsibility of the head
of office and the rater to monitor the
performance of the office and all
individual employees’ unit.

PERFORMANCE MANAGEMENT
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WHAT IS THE RESPONSIBILITY OF THE RATEE (STAFF) IN THE

PERFORMANCE MONITORING PHASE?

 It is also the responsibility of the ratee to track

his/her own performance and behavior to define
opportunities for improvement by seeking
coaching and feedback.

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WHEN DO YOU NEED COACHING?
 Before leading a meeting that you think will be
different
 Before having a difficult discussion with
someone
 When learning something new in the job
 After you’ve handed an important task and
went to know how you did and how to improve.
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HOW DO YOU REDUCE SUBJECTIVITY WHEN
MONITORING PERFORMANCE?
 Establish clear and specific basis for assessment
 Keep track of outcomes
 Log critical incidents (STAR Approach)
 Feedback from internal clients and team
members

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WHY IS MONITORING IMPORTANT?

 Key input to performance measures (NO
MONITORING, NO OBJECTIVE MEASUREMENT)
 Provides objective basis of rating
 Facilitates Feedback
 Clearly defines opportunities for improvements
 Provides evidence

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WHAT FORM ARE WE GOING TO USE IN CAPTURING SIGNIFICANT
INCIDENTS?
Use the Performance Monitoring and Coaching Form (PMCF) as illustrated
below: What is Monitoring?

 The act of observing over a

period of time for the
purpose of measuring
performance.
 Keeping track, documenting
output and behavior.
 Checking progress of plans

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WHAT ARE THE FOUR (4) PHASES OF RPMS AND WHAT

ARE THE ACTIVITIES IN EACH PHASE?

Phase 3: Performance Review and Evaluation

 The head of office and the rater points out the set of
competencies observed during the performance cycle.
Competencies shall be assessed for developmental
purposes.

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WHAT IS PERFORMANCE EVALUATION?

 A dialogue between the rater and the ratee in

order to assess the office and individual
performance level based on commitments and
measures as well as competencies demonstrated
as contained in the OPCRF and IPCRF.

PERFORMANCE MANAGEMENT
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WHAT ARE THE RESPONSIBILITIES OF THE RATER (IMMEDIATE
SUPERVISOR) DURING THE PERFORMANCE EVALUATION PHASE?
 Ensure timely completion of performance review
 Ensure fair, thorough and complete reviews
 Ensure tough minded, demanding performance standards are
set
 Assess the individual performance vis-à-vis the committed
targets at the beginning of the performance cycle
 Rate each of the objectives against the actual accomplishments
or results as measured by the performance indicators.
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WHAT ARE THE RESPONSIBILITIES OF THE RATER (IMMEDIATE
SUPERVISOR) DURING THE PERFORMANCE EVALUATION PHASE?

 Compute for the score per objective

 Assess the competencies
 Reach an agreement with the ratee
 Gives the preliminary rating for approval of the
head of office based on the performance
measures.

PERFORMANCE MANAGEMENT
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WHAT ARE THE RESPONSIBILITIES OF THE HEAD OF OFFICE
(APPROVING AUTHORITY) DURING THE PERFORMANCE EVALUATION
PHASE?
 Determines the final performance rating of individual
employees based on the proof of performance and
preliminary assessment of the rater (immediate
supervisor) of the individual accomplishments vis-à-vis
the committed targets and competencies
demonstrated
 Approve the overall ratings of individual employees
PERFORMANCE MANAGEMENT
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WHAT ARE THE RESPONSIBILITIES OF THE RATEE
(STAFF) IN THE PERFORMANCE EVALUATION PHASE?
 Review your personal performance over the year
 Assess your performance and accomplishments against
the plan
 Prepare a list of your accomplishments and
achievements and read it to your appraisal.
 Reflect actual accomplishments and results in the OPCRF
or IPCRF
PERFORMANCE MANAGEMENT
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WHAT ARE THE RESPONSIBILITIES OF THE RATEE
(STAFF) IN THE PERFORMANCE EVALUATION PHASE?

 Consider any revisions needed to your key position

responsibilities, goals, objectives, competencies,
development plans for the next cycle.
 Prepare for the performance review meeting

RESULTS-BASED PERFORMANCE
MANAGEMENT SYSTEM
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WHAT IS THE DIFFERENCE BETWEEN “RESULTS”
AND “BEHAVIORS”?
 Results include actual job outputs, creatable products and
services, measurable outcomes and accomplishments and
objective achieved.
 Behaviors include competencies, skills, expertise and
proficiencies, the adherence to organizational values, and the
person’s personal style, manner and approach.

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WHAT ARE THE FOUR (4) PHASES OF RPMS AND WHAT

ARE THE ACTIVITIES IN EACH PHASE?
Phase 4: Performance Rewards and Development Planning
 The head of office, the rater and the ratee discuss
corresponding appropriate rewards and incentives based on
achievement of objectives and demonstrated competencies.

PERFORMANCE MANAGEMENT
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WHAT SHOULD SCHOOLS DIVISION OFFICE

PERSONNEL WRITE AS MFO IN IPCRF/OPCRF?

 MFO 2 – Basic Education Services

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HOW CAN WE BE OBJECTIVE WHEN WE EVALUATE

SOMEONE’S PERFORMANCE?
 If the rater is “uninfluenced by emotions” “personal
prejudices”
 if he/she is “fair”,
 if he/she bases her assessment on report, documents,
output as proofs of actual accomplishments, evidences,
or any “observable phenomena”

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IN WHAT KRA DO ADMINISTRATIVE OR DAILY

OPERATIONS OF THE OFFICE FIT IN?
 This type of functions can either be considered
as a KRA (Administrative Excellence or
Operations).

PERFORMANCE MANAGEMENT
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HOW MANY OBJECTIVES SHOULD WE WRITE PER

KRA?
 The head of office shall set three (3) to five (5)
objectives per office KRA.

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HOW DO I WRITE EFFECTIVE OBJECTIVES?
Start each objective with an action verb (increase,
complete, attain, etc.)
 Define quantity, cost, timelines, and/or quality as well as
any due dates or time frames.
 Avoid writing “All or Nothing” objectives.
 Don’t mistake activities for objectives
 Make sure it’s within your influence.
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HOW DO I WRITE EFFECTIVE OBJECTIVES?

 Make sure it’s observable.
 Usually, one to three objectives are sufficient to
cover each KRA.
 Ask yourself: Does this objective benefit me, my
work group, and the organization?

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KRAS GIVEN IN THE SDOS PERSONNEL (RATPLAN KRAS)
VS. KRAS GIVEN IN RPMS THROUGH PCP HAVE
DIFFERENCES, WHAT WILL PREVAIL?

 KRAs given in the SDO under the new

structure

PERFORMANCE MANAGEMENT
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IS THERE A STANDARD WEIGHT ALLOCATION FOR
EACH KRA AND OBJECTIVES?
 NO, the allocation of weight per KRA and
objectives shall depend on the agreement between
the head of office, the rater and the ratee
depending on the priority and the importance of
task as assigned.

PERFORMANCE MANAGEMENT
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WHAT MAY BE CONSIDERED AS PLUS FACTOR?
1. For non-school based:
Accomplishments which are not covered within the regular duties
and responsibilities.
Examples are but not limited to:
 Designated functions
 Membership in Bids and Awards Committee, Technical Working
Groups, Personnel Selection Board, Office Selection Committee
 Subject Matter Expert/Resource Person

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WHAT MAY BE CONSIDERED AS PLUS FACTOR?

2. For teachers:
Plus factor shall be limited to work/activities, which
contribute to the teaching-learning process.
* The weight on the plus factor shall not exceed the
weight of the highest mandated KRA

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CAN WE ASSIGN WEIGHT PER OBJECTIVES?

KRA 1 – Weight assigned is 40%

Objectives 1 is 20%
Objectives 2 is 10%
Objectives 3 is 10%

PERFORMANCE MANAGEMENT
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CAN A PLUS FACTOR BE GIVEN THE HIGHEST
PERCENTAGE WEIGHT?

 NO, the weight on the plus factor shall not

exceed the weight of the highest mandated
KRA.

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IN THE SAMPLE GIVEN IN DEPED ORDER, PLUS FACTOR
FORMED PART OF 100% KRAs. WILL THIS MEAN THAT
EACH EMPLOYEE SHOULD HAVE PLUS FACTOR KRA IN
ORDER TO ATTAIN 100%? WHAT IF THE EMPLOYEE WAS
NOT ABLE TO IDENTIFY/GIVEN AN AREA FOR PLUS
FACTOR?
With or without Plus Factor, weight per KRA
should total 100%.

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WHAT ARE THE THREE (3) PERFORMANCE
MEASURES BY WHICH THE PERFORMANCE
INDICATOR MUST SATISFY?
* Quality/Effectiveness
* Efficiency
* Timeliness

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SHOULD THE THREE (3) PERFORMANCE MEASURES
(QUALITY, EFFICIENCY, AND TIMELINESS) BE PRESENT
TO ALL PERFORMANCE INDICATORS?

NO, some performances are only rated on quality

and efficiency, some on quality and timeliness, and
others on efficiency and timeliness. You need not use
all three (3) categories but at least the presence of
two (2).

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WHY DO THE HEAD OF OFFICE, THE RATER AND THE
RATEE HAVE TO AGREE AND REACH AGREEMENT
DURING THE PLANNING PHASE?
Gaining employee commitment and cooperation
towards reaching performance targets is a
Critical Task for this phase.

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WHICH RPMS FORM SHOULD BE ACCOMPLISHED

FIRST; OPCRF OR IPCRF?
 The OPCRF should be accomplished first before the
IPCRF because it follows the RPMS framework that
all individual objectives/targets are anchored to the
Office’s mandates/goals/priorities.

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HOW CAN WE BE OBJECTIVE WHEN WE
EVALUATE SOMEONE’S PERFORMANCE?
1. We have a clear model of excellence.
2. We are trained and experienced.
3. We are with integrity.

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WHAT IS THE RPMS CYCLE FOR SCHOOL-BASED
IN DEPED?

YEAR-END
PERFORMANCE MIDYEAR
MAY RESULTS
PLANNING NOVEMBER REVIEW APRIL
(PHASE I) (PHASES
(PHASE II)
III & IV)

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WHAT IS THE RPMS CYCLE FOR NON SCHOOL-
BASED IN DEPED?

YEAR-END
MIDYEAR
RESULTS
DECEMBER PERFORMANCE JULY REVIEW DECEMBER
PLANNING PHASES III
(PHASE II)
& IV)
(PHASE 1)

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WHAT RPMS FORMS ARE WE GOING TO USE?
 Only the RPMS- Office Performance Commitment
and Review Form (OPCRF) and Individual
Performance Commitment and Review Form
(IPCRF) forms attached in the DepEd Order No. 2, s.
2015
OPCRF
 Head of Office
PERFORMANCE MANAGEMENT
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WHAT RPMS FORMS ARE WE GOING TO USE?

 Only the RPMS- Office Performance Commitment and
Review Form (OPCRF) and Individual Performance
Commitment and Review Form (IPCRF) forms attached
in the DepEd Order No. 2, s. 2015
IPCRF
 Staff and non-teaching, teaching-related employees
 Teachers
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ARE THE HEADS OF OFFICES STILL GOING TO USE
THE IPCRF?
 NO, the head of office shall only accomplish the
OPCRF and it will already served as their individual
Performance Commitment in the context of their
commitment to the next higher Rater and
Approving Authority.

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WHAT FORM WILL THE DESIGNATED OFFICER-IN-CHARGE
USE?
They will use the OPCRF. However, the designation must
state the full responsibility, accountability, and authority of
the position as head of the office/unit/school with
corresponding office order duly signed by the approving
authority.

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TO WHAT EXTENT A RECALIBRATION MAY BE ALLOWED
DURING
MID-YEAR REVIEW?
 In exceptional cases, and only if the situation warrants , a
one time recalibration of office and individual Objectives
shall be allowed during the mid-year review.
 Exceptional cases shall include instances when high level
decisions are taken into effect such as changes in strategic
directions, and circumstances beyond the control of the
ratee such as natural and/or man-made calamities,
including typhoon, earthquake and other fortuitous events.
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WHAT ARE THE COMMON TRACKING SOURCES
USED?
 Reports  Time logs
 Surveys  Complaint logs
 Informal Interview Data  Manage observations
 Evaluations  Audit Results
 Quality specifications  Certificates of
Completion

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HOW DO YOU TRACK COMPETENCIES?

 Feedback from others
 Self-Reporting

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CAN AN INDIVIDUAL STAFF GET A RATING HIGHER
THAN THE RATING OF THE HEAD OF OFFICE
(OPCRF)?

 Yes, an individual staff can get a rating higher than

that of the head of office.
 But the average of all individual ratings from that
office shall only be equal to or not higher than the
rating of that of the head of office.
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CAN WE CHANGE THE RATING SCALE?

 The five (5) point rating scale and its
corresponding adjectival rating and
descriptions are non-negotiable.

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WILL THE RATING OF COMPETENCIES BE
INCLUDED IN THE FINAL COMPUTATION OF RPMS
RATING?
 NO. competencies rating shall serve as the basis
for training and professional development and be
included in the Part IV: Development Plans of the
IPCRF for teachers.

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IF AN EMPLOYEE (HEAD OF OFFICE OR STAFF) IS
TRANSFERRED TO A NEW OFFICE, WHAT WILL BE HIS/HER
NEW KRAS AND OBJECTIVES? WHO AND HOW WILL HE/SHE BE
RATED?
 Capture achievements in the previous office and
make a new set of KRAS and Objectives under the
new office where the employee was transferred
with the agreement of the previous and current
head of office (approving authority).

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IF AN EMPLOYEE (HEAD OF OFFICE OR STAFF) IS
TRANSFERRED TO A NEW OFFICE, WHAT WILL BE HIS/HER
NEW KRAS AND OBJECTIVES? WHO AND HOW WILL HE/SHE BE
RATED?
 The current head of office (approving authority)
will determine the final rating at the end of the
year, including the employee’s achievements and
rating at his/her previous office by getting the
average ratings from the previous and current
office.
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WHO ARE THE RATERS AND THE APPROVING AUTHORITIES
OF THE OPCRF/IPCRF?
DIVISION OFFICE
RATEE RATER APPROVING AUTHORITY
1 Superintendent Asst. Regional Director Regional Director
2 Asst. Superintendent Superintendent Asst. Regional Director
3 Chief Division Asst. Superintendent Superintendent
4 Education Program Chief of Division Asst. Superintendent
Supervisor
5 District Supervisor Chief of Division Asst. Superintendent
6 Section Chief/Unit Chief of Division Asst. Superintendent
Head
7 Staff Section Chief/Unit Head Head of Division
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SCHOOLS
RATEE RATER APPROVING AUTHORITY
1 Principal Asst. Superintendent Superintendent
2 Head/Master Principal Superintendent
Teacher
3 Teacher Head Teacher/Master Principal
Teacher
4 Non-Teaching Staff Principal Administrative Officer V
(Schools Division
Office)

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WHO WILL BE THE RATER OF THE SMALL SCHOOLS

WITHOUT MASTER TEACHER OR HEAD TEACHER? CAN
THE SCHOOL HEAD SERVE AS RATER AND APPROVING
AUTHORITY?

YES

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IF SCHOOLS HAVE MASTER TEACHERS AND HEAD

TEACHERS, WHO IS THE MOST PREFERRED TO
RATE?
HEAD TEACHER

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WHO WILL BE THE RATER FOR UTILITY,
LIBRARIAN, DISBURSING OFFICERS AND OTHER
NON-TEACHING PERSONNEL IN SCHOOLS?
 For elementary if Head Teacher is available, HT
will serve as the rater. If none, the school head
will serve as the rater.
 For secondary the school head will serve as
the rater and the same time approving
authority.
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FOR THE SDO, WHO WILL SERVE AS THE RATER
AND APPROVING AUTHORITY FOR MEDICAL
GROUP?

 The Medical Officer will serve as the rater

while the ASDS will serve as approving
authority.

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FOR THE ALS/MOBILE TEACHERS, WHO WILL
SERVE AS RATER AND APPROVING
AUTHORITY?
 Since the CID has EPSII for ALS they will
serve as the rater and the Chief of the
CID as approving authority.

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HOW DO YOU START WRITING A PERFORMANCE
APPRAISAL?
 Gather all of your information
 Get the big picture – the core message
clearly in mind by asking: What is the
single most important message I want
to communicate about the individual’s
performance through the IPCRF?

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HOW DO YOU START WRITING A PERFORMANCE
APPRAISAL?
 Identify the three key elements:
1.Particular strengths demonstrated
2. Most critical needs for improvement
3. Most important development need

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HOW DO YOU START WRITING A PERFORMANCE
APPRAISAL?

1. Muster your courage to tell the truth

2. Most accurate rating category for each
individual objective.
3. Most accurate narrative description

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How should I open the meeting during the Performance
Review?

 Welcome the individual

 Describe the meeting’s importance to you
 Provide the overall time frame for the meeting
 Tell the employee where you’d like to start.
 Make your kick-off statement
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HOW DO I ACCOMPLISH THE PART IV: DEVELOPMENT
PLANS OF THE RPMS OPCRF/IPCRF?
 The lowest rating or ratings in both achievement of results
and demonstration of competencies becomes the basis for
the development plans.
 Identify development needs.
 Set goals for meeting these needs
 Prepare action plans for meeting the needs.
 Implement plans
 Evaluate
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WHAT ARE THE DIFFERENT ACTIVITIES OR INTERVENTIONS
WHICH COULD BE CONSIDERED FOR EMPLOYEE
DEVELOPMENT?
• Benchmarking • Functional cross-posting
• Seminars/workshop • Coaching/counseling
• Formal Education/Classes • Developmental/lateral
• Assignment to task forces career moves
• Job enhancement/redesign • Self-managed learning

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HOW CAN WE CAPTURE THE ACCOMPLISHMENT/KRAs/OBJECTIVES
IF FOR EXAMPLE THE FIRST THREE MONTHS BELONG TO OFFICE A
AND I WAS TRANSFERRED/APPOINTED TO OFFICE B WITH NEW SETS
OF FUNCTIONS? IS THERE A NEED TO MAKE A SEPARATE IPCRF?

 You will only need one IPCRF and you have to

capture your accomplishment/KRAs/objectives
during the first three months but your previous and
new supervisors must agree the weight allocations.

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WHAT ARE THE FUNCTIONS AND
RESPONSIBILITIES OF THE PERSONNEL
DIVISIONS?
 Collect the OPCRF and IPCRF ratings which shall be
attached to the individual personnel’s 201 file, and
primarily be recorded and validated in the granting
of the Performance-Based Bonus(PBB) subject to
the existing PBB guidelines.

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WHAT ARE THE FUNCTIONS AND RESPONSIBILITIES OF
PLANNING OFFICES?

 The Planning Office (SGOD, HRD Unit) of each delivery

unit shall also be furnished with a copy of the OPCRF and
conduct an analysis to ensure that the Office KRAs,
Objectives and performance indicators are aligned with
the overall organizational outcomes vis-à-vis allotted
budget.

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WHAT ARE THE FUNCTIONS AND RESPONSIBILITIES OF
THE HUMAN RESOURCE DEVELOPMENT
DIVISION(HRRD/SECTION)?
 The Human Resource Development Division (HRRD) in
CO and RO and Human Resource Development (HRD)
section in SDO shall analyze the results of the
performance and competency assessment to provide
analytical data on skill/competency gaps, retention and
development plans.

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WHAT ARE THE SANCTIONS AND GROUNDS FOR NON-
COMPLIANCE WITH DEPED ORDER NO. 2, S. 2015?
 Any violation of reasonable office rules and regulations and
simple neglect of duty for the supervisors or employees
responsible for the delay or non-submission of OPCRF and
IPCRF shall be dealt administratively.
 Failure on the part of the head of office to comply with the
required notices to their subordinates for their unsatisfactory
or poor performance during a rating period shall be ground
for an administrative offense for neglect of duty.
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WHAT ARE THE SANCTIONS AND GROUNDS FOR NON-
COMPLIANCE WITH DEPED ORDER NO. 2, S. 2015?
 Unless justified and accepted by the PMT, non-submission of
the OPCRF and IPCRF to the offices concerned offices within
the specific dates shall be ground for employee’s
disqualification for performance-based personnel actions
that require the rating for the given period such as
promotion, training, scholarship grants, and Performance
Based Bonus (PBB) if failure of the submission of the said
forms is due to the fault of the employee.
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CAN AN INDIVIDUAL EMPLOYEE WHO FEELS
AGGRIEVED OR DISSATISFIED WITH HIS/HER FINAL
PERFORMANCE RATING FILE AN APPEAL?
 Yes, he/she can file an appeal with PMT ten (10)
days from the date of receipt of notice of his/her
final performance rating from the Head of Office.

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WHO ARE THE MEMBERS OF THE GRIEVANCE COMMITTEE?

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HOW LONG SHALL THE PMT DECIDE ON FILED APPEALS AND
WHAT ARE THE PROCESSESS?
 The PMT shall decide on the appeals within one (1) month from
receipt.
 Appeals lodged at any PMT shall follow hierarchal jurisdiction of
various PMTs in an agency. For example, the decision of the
division PMT is appealable to the Regional PMT with decision is
in turn appealable to the National/Central Office PMT.
 The decision of the PMT in the central office or departments
may be appealed to the head of office.
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WHAT ARE THE THREE (3) PERFORMANCE MEASURES
BY WHICH THE PERFORMANCE INDICATOR MUST
SATISFY?
 The OPCRF should be accomplished first
before the IPCRF because it follows that the
RPMS framework that all individual
objectives/targets are anchored to the Office’s
mandates/goals/priorities.
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 PM PROCESS FLOW PRIME-HRM

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 PM PROCESS FLOW PRIME-HRM

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PERFORMANCE MANAGEMENT TEAM
Executive Committee
SUSAN S. COLLANO CESO V
Schools Division Superintendent
CECILE C. FERRO CESO VI
Schools Division Superintendent
JORETZE S. CARANDANG
PRIME-HRM Division Focal Person
Technical Working Group
MARY ANN B. ROSAURO
Team Leader
Members
JARME D. TAUMATORGO MARIA TERESITA R. RENTOY
ROWENA O. TABILOG RAMON F. GERONIMO JR.
JEANETTE M. HIRANG KAREN C. SILOT
RACHAEL A. AGUIRRE JESSAN S. PENERO
MARIBEL FRANCIA B. ADENIR LEA IGLESIA
DEXTER E. CORNEJO
PERFORMANCE MANAGEMENT
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THANK YOU
F O R Y O U R AT T E N T I O N