PERFORMANCE MANAGEMENT
PERFORMANCE MANAGEMENT
FOUR PHASES OF PERFORMANCE MANAGEMENT
PERFORMANCE PLANNING AND COMMITMENT
PERFORMANCE MONITORING AND COACHING
PERFORMANCE REVIEW AND EVALUATION
PERFORMANCE REWARDING AND DEVELOPMENT
PHASE 1
This phase establishes a clear agreement between the rater and the ratee on what must be accomplished during the performance cycle. It begins with an orientation on the Results-Based Performance Management System to ensure that employees understand the process, standards, roles, and expectations.
The rater and ratee then discuss and agree on the employee’s Key Result Areas, objectives, performance indicators, targets, timelines, and required competencies. These commitments are documented in the OPCRF or IPCRF and submitted for review and approval.
Through this phase, individual performance commitments are aligned with the objectives and priorities of the office, promoting shared direction, accountability, and commitment to achieving quality results.
PHASE 2
This phase ensures that employees receive continuous guidance and support while carrying out their performance commitments. The rater regularly tracks and documents the ratee’s progress, accomplishments, challenges, and significant performance-related incidents.
When performance gaps or opportunities for improvement are identified, the rater and ratee conduct a conference, agree on appropriate interventions, and prepare an action plan. Coaching, mentoring, constructive feedback, and follow-up meetings are provided to help the ratee address difficulties and improve job performance.
Through continuous monitoring and coaching, concerns are addressed promptly, employee capabilities are strengthened, and the achievement of committed objectives and targets is kept on track.
PHASE 3
This phase determines the extent to which the ratee has achieved the objectives and targets committed at the beginning of the performance cycle. The rater assesses the employee’s actual accomplishments against the Key Result Areas, objectives, and performance indicators reflected in the OPCRF or IPCRF.
The rater and ratee review supporting evidence, discuss the assessment results, and agree on the appropriate performance rating. The completed OPCRF/IPCRF and required performance reports are then submitted for review and approval.
Through an objective and evidence-based evaluation, this phase promotes fairness, transparency, accountability, and accurate recognition of employee performance.
PHASE 4
This phase uses performance evaluation results to recognize outstanding accomplishments and identify opportunities for employee growth. The rater and ratee discuss the employee’s strengths, competency gaps, and development needs based on the approved OPCRF/IPCRF and actual performance.
Individual development plans are prepared and submitted to guide appropriate interventions, such as training, coaching, mentoring, and other professional development activities. Qualified employees may also be identified, screened, and evaluated as potential nominees for PRAISE awards and other recognition programs.
Through this phase, excellent performance is recognized, employee capabilities are continuously strengthened, and professional development is aligned with individual and organizational needs.
PERFORMANCE MANAGEMENT FLOW
As shown in the image, the Performance Management Process Flow is a continuous cycle composed of four interconnected phases:
1. Performance Planning and Commitment
The process begins with an orientation on the Results-Based Performance Management System. The rater and ratee then conduct target setting, after which the OPCRs and IPCRs are submitted for review and approval. This phase establishes clear expectations and aligns individual commitments with organizational goals.
2. Performance Monitoring and Coaching
The rater tracks and records the performance of each ratee throughout the performance cycle. A conference is conducted to discuss concerns and prepare an action plan. The ratee receives coaching, mentoring, follow-up, and constructive feedback to address performance gaps and remain on track toward the agreed targets.
3. Performance Review and Evaluation
The submitted OPCRs and IPCRs are assessed based on actual accomplishments. The rater and ratee participate in the review and evaluation of performance against the committed objectives and indicators. The completed OPCR/IPCR and corresponding performance reports are then submitted for approval.
4. Rewarding and Development Planning
The rater and ratee identify and discuss the employee’s strengths and development needs. Appropriate development plans are prepared and submitted. Employees with notable accomplishments may be identified as potential PRAISE Awards nominees, subjected to screening and final evaluation, and recognized as best performers.
The return arrow in the image shows that performance management is not a one-time activity. The results of evaluation, recognition, and development planning become inputs for the next cycle of performance planning and commitment, supporting continuous employee and organizational improvement.
PERFORMANCE MANAGEMENT DOWNLOADABLE FORMS
PERFORMANCE MANAGEMENT LEGAL BASIS
R E A D
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)
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
SDO Batangas City Performance Management Customized Policy
PRIME -HRM
PERFORMANCE MANAGEMENT TEAM
Chairperson: Catherine V. Maranan, CESO VI
Assistant Schools Division Superintendent
Members : Angelisa A. Amoto
SGOD Chief
Herman A. Catapang
Education Program Supervisor
Sacoro R. Comia
CID Chief
Gemma C. De Torres
Principla IV
Jennifer Ivy C. Rey
Accountant III
Lilibeth M. Virtus
Education Program Supervisor
Armando V. Faral
Administrative Officer V
John Chester Macatangay
Master Teacher I
Madonna B. Abrugena
Planning Officer III
Leah H. Celemin
Administrative Officer IV
Secretariat: Rossana P. Bagon
Education Program Supervisor
Roz Jell Matira
Administrative Assistant III
Ejira R. Espina
Administrative Aide VI
Rizza E. Baual
Education Program Specialist