CORE BEHAVIORAL COMPETENCIES improve performance.

Examples may include doing something better, faster,

Self-Management at a lower cost, more efficiently; or improving quality, customer satisfaction,
morale, without setting any specific goal.
1.Sets personal goals and direction, needs and development. 4
2.Undertakes personal actions and behaviors that are clear and
purposive and takes into account personal goals and values congruent to 4.5
Teamwork
5
COMPETENCIES
1.Willingly does his/her share of responsibility.
that of the organization
2.Promotes collaboration and removes barriers to teamwork and goal 5
3.Displays emotional maturity and enthusiasm and is challenged by 4 accomplishment across the organization.
higher goals. 5 3.Applies negotiation principals in arriving at win-win agreements. 5 5
4.Prioritize work tasks and schedules (through Gantt charts, checklists, 4.Drives consensus and team ownership of decisions. 5
etc.) to achieve goals. 3 5.Works constructively and collaboratively with others and across 5
5.Sets high quality, challenging, realistic goals for self and others. 3.5 organizations to accomplish organizational goals and objectives.
Professionalism and Ethics Service Orientation
1.Demonstrates the values and behavior enshrined on the Norms of 4.5 1.Can explain and articulate organizational directions, issues and problems. 4.5
Conduct and Ethical Standards for the public officials and employees 2.Takes personal responsibility for dealing with and/or correcting customer
(RA 6713). service issues and concerns. 4.5
2.Practices ethical and professional behavior and conduct taking into 4.6
account the impact of his/her actions and decisions. 5 3.Initiates activities that promotes advocacy for men and women 4.5
4.7 empowerment.
3.Maintains a professional image: being trustworthy, regularity of 4.Participates in updating of office vision, mission, mandates and strategies 4.5
attendance and punctuality, good grooming and communication. 4.5 based on DepEd strategies and directions.

4.Makes personal sacrifices to meet the organization’s needs. 4.5 5.Develops and adopts service improvement programs through simplified
procedures that will further enhance service delivery. 5
5.Acts with the sense of urgency and responsibility to meet the
organization’s needs, improve systems and help others improve in their 5 Innovation
effectiveness.
Result Focus 1.Examines the root cause of problems and suggests effective solutions.
1.Achieves results with optimal use of time and resources most of the fosters new ideas, processes, and suggests better ways to do things (cost 4.5
4
time. and/or operational efficiency).
2.Avoids rework, mistakes and wastage through effective work methods 4 2.Demonstrates an ability to think “beyond the box”. Continuously focuses on 4.5
by placing organizational needs before personal needs. Improving personal productivity to create higher value and results.
3.Delivers error-free outputs most of the time by conforming to standard 3.Promotes a creative climate and inspires co-workers to develop original
operating procedures correctly and consistently. Able to produce very ideas or solutions. 5 4.8
satisfactory quality of work. In terms of usefulness/acceptability and
4
completeness with no supervision required. 4.2
4.Expresses a desire to do better and may express frustration at waste 4.Translates creative thinking into tangible changes and solutions that improve
or inefficiency. May focus on new or more precise ways of meeting goals 4 the Work unit and organization. 5
set.
5.Uses ingenious methods to accomplish responsibilities. Demonstrates 5
5.Makes specific changes in the system or in own work methods to resourcefulness and the ability to succeed with minimal resources.
5

Leadership Competencies
Leading People People Development
1.Uses basic persuasion techniques in a discussion or
presentation e.g., staff mobilization, appeals to reasons and/or 4.5
emotions, uses data and examples, visual aids.
2.Persuades, convinces or influences others, in order to have a 4.55 1.Improves the skills and effectiveness of individuals through 4.
specific impact or effect. employing a range of development strategies.
5 – Role model; 4 - Consistently demonstrates; 3 – most of the time demonstrates; 2 – sometimes demonstrates; 1 – rarely demonstrates
Note: These ratings can be used for the developmental plans of the employee.

DEPED RPMS form- DEPED RPMS form- For Head of Office

 Part III: SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Results Rating

Accomplishments of KRAs and Objectives 4.49
Employee-Superior 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
FATIMA D. BUEN
FLORESITA R. SADUESTE
Signature Signature

Date Date
September 26, 2020 September 26, 2020
PART IV: DEVELOPMENT PLANS
Action Plan
Strengths Development Needs (Recommended Developmental Timeline Resources Needed
Intervenion)
1.Teamwork
2.Promotes a creative climate &
inspires co-workers to develop original Prioritize work tasks & schedules through Prepare a Gantt chart & checklists of Gantt chart/checklists
May, 2021
ideas/solutions Gannt Chart & checklists to achieve goals work tasks of work tasks
3.People Performance Management
4.People Development
Approving Authority:

NORMA B. SAMANTELA, CESO VI FATIMA D. BUEN FLORESITA R. SADUESTE

SDS RATER RATEE

SUMMARY OF RATINGS
SY 201__-201__

1. Instructional 1. Improve the academic performance of the learners -

Leadership 2. Observe classes with focus on content/strategy/questioning/classroom
Management -
3. Perform other tasks related to instructional supervision -
2. School 4. Account for Learning Outcomes -
Leadership, 5. Manage all financial resources of the school -
Management 6. Resolve problems at the school level -
& Operations 7. Ensure compliance with all reports required by DepED like SIP, AIP, SOB, APP &
the like -
3. Learning 8. Make provisions for ancillary services -
Environment 9. Ensure that the school environment is safe, child-friendly, gender sensitive, & -
motivating learning environment -
10. To make provision for disaster preparedness -
4. Human 11. Organize training for teachers & staff -
Resource 12. Orient new teachers & conduct coaching & mentoring to old teachers -
Management 13. Rank teachers according to their performance -
& Devt.
5. Parent 14. Participate in community activities -
Involvement 15. Involve external stakeholders in Brigada Eskwela Plus & Other School Community
& Community activities -
 Partnership

Over-All Rating -

Descriptive Rating -

Name of Employee: Name of Rater Name of Approving Authority

MARIO B. GONZALES BEBIANO I. SENTILLAS

School Head PSDS SDS