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RPMS Re-orientation
Workshop
1
BEST is supported by the Australian Government
BUREAU OF HUMAN RESOURCE AND ORGANIZATION
DEVELOPMENT
Objectives
At the end of the workshop, the participants will be
able to:
1. Describe the RPMS cycle
2. Develop written performance objectives and indicators
according to RPMS guidelines
3. Define development needs of staff based on results of
performance evaluation and craft appropriate written
development plans
4. Describe the process of giving effective performance
feedback
4 RPMS PHASES
I. Performance
Planning &
Commitment
IV. Performance
II. Performance
Rewarding and
Monitoring &
Development
Coaching
Planning
III. Performance
Review &
Evaluation
The DepEd RPMS is aligned with the CSC SPMS that has 4 Phases.
4 RPMS PHASES
I. Performance
Planning &
Commitment
IV. Performance
Rewarding and II. Performance
Monitoring &
Development
Coaching
Planning
III. Performance
Review &
Evaluation
The DepEd RPMS is aligned with the CSC SPMS that has 4 Phases.
RPMS
PHASE I
Performance Planning and
Commitment
1. Discuss Unit’s Objectives
4. Reaching Agreement
1. Discuss Unit’s Objectives
PHASE II
Performance Monitoring and
Coaching
1. Performance Tracking
2. Coaching/Feedback
Application
Opportunities
Coach for Coach to Strengthen
Build Move
Skills, to
Competencies
Maximum
Awarenes
Performance Action
and Behaviors
s
1. Performance Monitoring
Why is it important?
• Key input to performance measures.
• Facilitates feedback.
• Provides evidence.
Critical Incidents
performance
• It is important to teach
performance on certain
frequencies and provide
feedback and coaching.
RPMS
PHASE III
Performance Review and
Evaluation
1. Review Performance
1. Reviewing Performance
1. Rewarding
2. Development Planning
4.1 Rewarding
4.2 Development Planning
benchmarking
Formal
education /
classes
Other
Functional development
cross options
posting Developmental /
lateral career
move
Job
enhancement Assignment to task
/redesign forces/committees
/special projects
Self-
management
learning
70-20-10 Learning
Model
Professional
E-Learning
Conferences
Development through
Others (Assessment)
Assessment
Collecting information and Centers
Benchmarks
providing feedback to
employees about their behavior,
communication style, values, or Performance
skills. Appraisals and Psychological
360º Feedback Test
Systems
Development through
Through Others
Mentoring Coaching
Behavior
Modeling
Development through
Others
COACHING MENTORING
• Solution & action focused • Focused on career
• Awareness-based development, “politics and
• Focused towards task, networking
performance development • Giving advice
• Non directive • More free-form
• Structure • Delivered by an experienced
• Engaged with a “boss”, peer or and usually senior internal
external or external manager
Development through
Experiences