Annex E

OFFICE PERFORMANCE COMMITMENT AND REVIEW FORM (OPCRF)

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 per PERFORMANCE INDICATORS ACTUAL RESULTS
MFOs KRAs OBJECTIVES TIMELINE RATING SCORE*
KRA (Quality, Efficiency, Timeliness) Q E T Ave

*To get the score, the rating is multiplied by the weight assigned. OVERALL
RATING FOR ACCOMPLISHMENTS

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Rater Ratee Approving Authority

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 PART II: COMPETENCIES
CORE BEHAVIORAL COMPETENCIES Teamwork LEADERSHIP COMPETENCIES
Self-Management □ Willingly does his/her share of responsibility. Leading People
□ Sets personal goals and direction, needs and development. □ Promotes collaboration and removes barriers to teamwork and goal □ Uses basic persuasion techniques in a discussion or
□ Undertakes personal and behaviors that are clear and purposive and takes into accomplishment across the organization. presentation e.g. staff mobilization, appeals to reason and/or
account personal goal and values congruent to that of the organization. □ Applies negotiation principled in arriving at win-win agreements. emotions, uses data and examples, visual aids.
□ Displays emotional maturity and enthusiasm for and is challenged by higher □ Drives consensus and team ownership of decisions. □ Persuades, convinces of influences others, in order to have a
goals. □ Works constructively and collaboratively with others and across specific impact or effect.
□ Prioritize work tasks and schedules (though Ghantt Charts, checklist, etc.) to organizations to accomplish organizational goals and objectives. □ “Sets a good example”, is a credible and respected leader; and
achieve goals. demonstrates desired behavior.
□ Sets high quality, challenging, realistic goals for self and other. Service Orientation □ Forwards personal, professional and work unit needs and
□ Can explain and articulate organizational directions, issues and interest in an issue.
Professionalism and Ethics problems □ Assumes a pivotal role in promoting the development of an
□ Demonstrates the values and behavior enshrined Norms of □ Takes personal responsibility for dealing with and /or correcting inspiring, relevant vision for the organization and influences
Conduct and Ethical Standards for Public Officials and customer service issues and concerns others to share ownership of DepEd goals, in order to create an
Employees (RA 6713). □ Initiates activities that promotes advocacy for men and women effective environment.
□ Practices ethical and professional behavior and conduct taking empowerment.
into account the impact of his/her actions and decisions. □ Participate in updating of office vision, mission, mandates and People Performance Management
□ Maintains a professional image: being trustworthy, regularity of strategies based on DepEd strategies and directions. □ Makes specific changes in the performance management
attendance and punctuality, good grooming and communication. □ Develops and adopts service improvement programs through system or in own work methods to improve performance (e.g.
□ Makes personal sacrifices to meet the organization’s needs. simplified procedures that will further enhance service delivery. does something better, faster, at lower cost, more efficiently; improves quality,
□ Acts with a sense of urgency and responsibility to meet the customer satisfaction, morale, revenues).
organization’s needs, improve systems and help others improve Innovation □ Sets performance standards and measures progress of employees based on
their effectiveness. □ Examines the root cause of problems and suggests effective office and department targets.
solutions. Fosters new ideas, processes, and suggests better ways □ Provides feedback and technical assistance such as coaching for performance
Result–Focus to do things (cost and/or operational efficiency). improvement and action planning.
□ Achieve results with optimal use of time and resources most of □ Demonstrates an ability to think “beyond the box”. Continuously □ States performance expectations clearly and checks understanding and
the time. focuses on improving personal productivity to create higher value and commitment.
□ Avoids rework, mistakes and wastage through effective work results. □ Performs all the stages of results-based performance management system
□ Promotes a creative climate and inspires co-workers to develop supported by evidence and required documents/forms.
methods by placing organizational needs before personal needs.
original ideas or solutions.
□ Delivers error-free outputs most of the time by confirming to
□ Translates creative thinking into tangible changes and solutions that LEADERSHIP COMPETENCIES
standards operating procedures correctly and consistently. Able
improve the work unit and organizations. People Development
to produce very satisfactory quality of work in terms of
□ Use ingenuous methods to accomplish responsibilities. □ Improves the skills and effectiveness of individuals through employing a range
usefulness/acceptability and completeness with no supervision
□ Demonstrates resourcefulness and the ability to succeed with
required. of development strategies.
minimal resources.
□ Expresses a desire to do better and may express frustration at □ Facilities workforce effectiveness through coaching and motivating / developing
waste or inefficiency. May focus on new or more precise ways of people within a work environment that mutual trust and respect.□ Prepares
meeting goals set. simple presentation using powerpoint.
□ Makes specific changes in the system or in own work methods □ Conceptualizes and implements learning interventions to meet identified
to improve performance. Examples may include doing something training needs.
better, faster, at a lower cost, more efficiently; or improving □ Does long-term coaching or training by arranging appropriate and helpful
quality, customer satisfaction, morale, without setting any assignments, formal training or other experiences for the purpose of supporting
specific goal. a person’s learning and development.
□ Cultivates a learning environment by structuring interactive experiences such as
looking for future opportunities that are in support of achieving individual career
goals.

OVERALL COMPETENCY RATINGS

CORE BEHAVIORAL COMPETENCIES

LEADERSHIP COMPETENCIES

OVERALL RATING

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 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)

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Rater Ratee Approving Authority

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 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 Grievance
working days from the date of receipt of their final performance evaluation rating from Committee is appealable to the Regional Grievance Committee, which decision is in turn
the rater. The ratee, however, shall not be allowed to protest the performance ratings of appealable to the Central Office Grievance Committee.
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.

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