COMPETENCIES

CORE BEHAVIORAL COMPETENCIES

improve performance. Examples may include doing something better, faster,
Self-Management at alower cost, more efficiently; or improving quality, costumer satisfaction,
morale, without setting any specific goal.
1 Sets personal goals and direction, needs and development.

Undertakes personal actions and behaviors that are clear and purposive Teamwork
2 5
and takes into account personal goals and values congruent to that of 1
Willingly does his/her share of responsibilty.
the organization.
2 Promotes collaboration and removes barriers to teamwork and goal
Displays emotional maturity and enthusiasm for and is challenged by accomplishment across the organization
3
higher goals
Prioritize work tasks and schedules (through gantt charts, checklists, 3
4
etc.) to achieve goals. Applies negotiation principles in arriving at win-win agreements.
5 Sets high quality, challenging, realistic goals for self and others 4
Drives consensus and team ownership of decisions.
5
Works constructively and collaboratively with others and across organizations
Professionalism and Ethics to accomplish organizational goals and objectives.

Demonstrates the values and behavior enshrined in the Norms of Service Orientation
Conduct and Ethical Standards for public officials and employee (RA 1
1 6713). Can explain and articulate organizational directions, issues and problems.
2
Practices ethical and professional behavior and conduct taking into 5
2 Takes personal responsibilty for dealing with and/or correcting costumer
account the impact of his/her actions and decisions.
service issues and concerns
Maintains professional image: being trustworthy, regularity of 3
3
attendance and punctuality, good grooming and communication. Initiates activities that promotes advocacy for men and women empowerment.
4
Participates in updating of office vision, mission, mandates & strategies based
4 Makes personal sacrifices to meet the organization's needs.
on DepEd strategies and directions.

Acts with a sense pf urgency and responsibility to meet the 5

Develops and adopts service improvement programs through simplified
5 organization's needs, improves systems and help others improve their
procedures that will further enhance service delivery.
effectiveness.
Result Focus Innovation
Examines the root cause of problems and suggests effective solutions. Fosters
Achieves results with optimal use of time and resources most of the 1
1 new ideas, processes, and suggests bettter ways to do things (cost and/or
time.
Avoids rework, mistakes and wastage through effective work methods 2 operational efficiency).
Demonstrates an ability to think "beyond the box". Continuously focuses on
2 Delivers error-free outputs mostbefore
of the personal
time by conforming to standard
by placing organizational needs needs. improving personal productivity to create higher value and results.
operating procedures correctly and consistently. Able to produce very 5 3 Promotes a creative climate and inspires co-workers to develop original ideas
3
satisfactoyaquality
Expresses desire of
to work in terms
do better and of usefulness/acceptability
may express frustration at and
waste or or solutions.
completeness with no supervision required. 4 Translates creative thinking into tangible changes and solutions that improve the work unit and
4 inefficiency. May focus on new or more precise ways of meeting goals organization.
set. 5 Uses ingenious methods to accomplish responsibilties. Demonstrates resourcefulness and the
5 Makes specific changes in the system or in own work methods to ability to succeed with minimal resources.
5 - Role Model; 4 - Consistently demonstrates; 3 - Most of the time demonstrates; 2 - Sometimes demonstrates; 1 - Rarely demonstrates
 LEADERSHIP COMPETENCIES
Leading People
People Development
Uses basis persuasion techniques in a discussion or presentation e.g.
Improves skills and effectiveness of individual through employing a range of
1 staff mobilization, appeals to reason and/or emotions, uses data and 5 1 development strategies.
Presuades, convinces
examples, visual aids or influences others, in order to have a specific Facilities workforce effectiveness through coaching and motivating/developing
2 impact or effect. 2 people within a work environment that promotes mutual trust and respect.
"Set a good example", is a credible and respected leader; and Conceptualized and implements learning interventions to meet identified
3 3 training needs.
demonstrate desired behavior

4 Assumes
Forwards apersonal,
pivotal role in promoting
professional and the
workdevelopment of an
unit needs and inspiring,
interests in an Does long-term coaching or training by arranging appropriate and helpful
relevant
issue. vision for the organization and influences others to share 4 assignments, formal a person's learning and development
ownership of DepEd goals, in order to create an effective work Cultivate a learning environment by structuring interactive experiences such
5 environment. 5 as looking for future opportunities that are support of achieving individual
career goals.
Makes
People specific changes
Performance in the performance management system or in
Management
own work methods to improve performance (e.g. does something
1 better, faster, at lower cost, more efficiently; improve quality, customer
Sets performance standards and measures prograss of employees
2 satisfaction,
nased
morale, revenues). 5 OVERALL COMPETENCY RATINGS
Provides feedback and technical target.
on office and department assistance such as coaching for
3 performance improvement and action planning. CORE BEHAVIORAL COMPETENCIES 4.83
States performance expectations clearly and checks understanding and
4 commitment. LEADERSHIP COMPETENCIES 5.00
Performs all the target of result-based performance management
5 system supported by evidence and required documents/forms. OVERALL RATING 4.92
ADJECTIVAL RATING

Consistently Demonstra

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.
5

4
 5

4.83
5.00
4.92
ntly Demonstrates
 PART III: SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Results Rating

Accomplishments of KRAs and Objectives #REF!

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:

Signature: Signature:
Date: Date:

PART IV: DEVELOPMENT PLANS .

Strengths Development Needs Action Plan Timeline Resources Needed

(Recommended Developmental Intervention)

Ratee: Rater: Approved:

Principal IV Schools Divsion Superintendent