Performance

Management System
Teacher Evaluation in Singapore
Lee Ong Kim
NATIONAL INSTITUTE OF EDUCATION
NANYANG TECHNOLOGICAL UNIVERSITY
SINGAPORE

PERFORMANCE MANAGEMENT
SYSTEM

PREMISE AND PURPOSE

THE PMS IS A DEVELOPMENTAL TOOL, PROMOTING

PROFESSIONAL DEVELOPMENT AND GROWTH

ALIGNED TO THE TEACHER CAREER TRACKS OF THE

MINISTRY OF EDUCATION

THE OVERALL PURPOSE OF THE PMS IS HUMAN

CAPACITY BUILDING FOR A RESILIENT EDUCATION
SYSTEM

PERFORMANCE MANAGEMENT
SYSTEM

PREMISE AND PURPOSE

QUALITY HUMAN RESOURCE
(WORKFORCE)

QUALITY OUTPUT OF SCHOOLS

HIGHLY SKILLED AND

EFFECTIVE TEACHERS
APPRAISAL AND
ADEQUATE SYSTEM OF
REWARDS FOR
QUALITY
PERFORMANCE

High Quality
Teacher
Preparation

Professional
Development
and Support

CAPABLE SCHOOL LEADERS

PMS
High Quality
Leadership
Training

TEACHERS CAREER TRACKS

PERFORMANCE MANAGEMENT
SYSTEM

EFFECTS AND CHARACTERISTICS OF THE PMS

1. SYNERGISTIC FUNCTIONING BETWEEN THE
VARIOUS
DEPARTMENTS IN THE SCHOOLS
2. JOB HOLDERS WILL HAVE GREATER CLARITY OF TASKS
AND JOB FUNCTIONS AND THE COMPETENCIES
REQUIRED
BY ALL JOB HOLDERS
3. GREATER OBJECTIVITY OF MEASUREMENT OF
PERFORMANCE
4. TOWARDS EQUITY, EFFECTIVENESS AND EFFICIENCY

PERFORMANCE MANAGEMENT
SYSTEM

EFFECTS AND CHARACTERISTICS OF THE PMS

5. PROFESSIONAL DEVELOPMENT IS AN ON-GOING
PROCESS TO SUSTAIN EXCELLENCE IN THE WORKFORCE
6. IT APPLIES SIMULTANEOUSLY TO ALL ACADEMIC STAFF
IN
SCHOOLS AND OFFICERS OF THE MINISTRY OF
EDUCATION
7. STAFF APPRAISAL INVOLVES PERFORMANCE PLANNING
AND
AGREEMENT BETWEEN JOB HOLDER AND THE REPORTING
OFFICER, MID-TERM REVIEW AND FINAL APPRAISAL
8. RAISES STAFF SKILLS IN WORKING TOWARDS
EXCELLENCE BY FOSTERING A LEARNING CULTURE

PERFORMANCE MANAGEMENT
SYSTEM

COMPONENTS OF PMS
ROLES AND
FUNCTIONS
This documents
what roles each
officer is
expected to play
so that they are
clearly spelt out
to be in the
knowledge of
both the officer
and his or her
reporting officer
It is a reference
material for the
officer to make
constant
reference to in
order to set
realistic target
on what to
achieve for the
year

PROFESSIONAL
DEVELOPMENT

COMPETENCIES

WORK REVIEW

Knowledge,
ability and skills
required for the
excellent
performance of
roles and
functions

Appraisal and
ratings of
performance

Taking
responsibility for
self-development

Identification of
areas of:
1.Excellence
2.Required
improvement

Professional
development for
capacity building

PERFORMANCE MANAGEMENT
SYSTEM

TEACHING TRACK

AREAS OF ROLES AND FUNCTIONS KEY RESULTS

AREAS

PERFORMANCE MANAGEMENT
SYSTEM

TEACHING TRACK

COMPETENCIES - KNOWLEDGE AND SKILLS

PERFORMANCE MANAGEMENT
SYSTEM

LEADERSHIP TRACK
AREAS OF ROLES AND FUNCTIONS KEY RESULTS
AREAS

PERFORMANCE MANAGEMENT
SYSTEM

LEADERSHIP TRACK
COMPETENCIES KNOWLEDGE AND SKILLS

PERFORMANCE MANAGEMENT
SYSTEM

PERFORMANCE MANAGEMENT
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COMPETENCIES FOR SPECIALISTS
There are nine areas of competencies for Specialists.
For each area, there are different levels of competencies
targeted at the different levels of Specialists.
1.

2.

3.

4.

Professional Mastery:
leadership

A drive to find out more and provide thought

in ones field of expertise.

Drive for Improvement: A concern for proactively working well and taking
action
to surpass a standard of excellence.
Stakeholder Focus:
The ability to provide professional advice and input
relevant to the concerns of stakeholders.
Intellectual Integrity:

Acts with professional objectivity.

PERFORMANCE MANAGEMENT
SYSTEM
COMPETENCIES FOR SPECIALISTS
There are nine areas of competencies for Specialists.
For each area, there are different levels of competencies
targeted at the different levels of Specialists.
5.

6.

7.

Flexibility:

The ability to adapt and work effectively with various

individuals or groups in a variety of situations.

Analytical Thinking:

The ability to think logically break things down and

recognize cause and effect.

Conceptual Thinking:
see

The ability to see patterns, make connections and

the big picture.

8. Impact and Influence:
The drive and ability to produce positive outcomes
by
persuading, convincing and influencing others.
9. Developing Others:
help them

The drive to develop the capabilities of others and

realize their full potential.

PERFORMANCE MANAGEMENT
SYSTEM

WORK REVIEW
INVOLVES:
SETTING OF WORK TARGETS AGREED TO BY STAFF
AND
REPORTING OFFICER
MID-TERM REVIEW AND POSSIBE ADJUSTMENTS TO
TARGETS

END-OF-YEAR APPRAISAL ON KEY COMPETENCY

DOMAINS

RECOMMENDATION FOR PROFESSIONAL DEVELOPMENT

PERFORMANCE MANAGEMENT
SYSTEM

WORK REVIEW
There are two sets of forms for teachers:
Work Review Form
2.Development Form
1.

SECTION 1: KEY RESULT AREAS (KRA)

INSTRUCTIONS:
(Instructions are given here on setting targets thorugh discussion with Reporting Officer).

PERFORMANCE MANAGEMENT
SYSTEM

WORK REVIEW

PERFORMANCE MANAGEMENT
SYSTEM

PERFORMANCE MANAGEMENT
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DEVELOPMENT FORM
SECTION 1: PERFORMANCE ASSESSMENT

A.

The officer far exceeds requirements of his/her current grade in all areas of his/her
work,
and makes positive contributions in areas beyond his/her immediate responsibility.

B. The officer exceeds requirements of his/her current grade in most areas of

his/her work.
C.

The officer exceeds requirements of his/her current grade in some areas of his/her
work.
(Additional contributions are more than shortcomings)

D. The officer is just able to meet requirements of his/her current grade in his/her
work.
(Additional contributions are balanced by shortcomings)
E. The officer is unable to meet requirements of his/her current grade in his/her
work.
(Shortcomings are more than additional contributions)

PERFORMANCE MANAGEMENT
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DEVELOPMENT FORM
SECTION 2: Career Management
(a)
(b)
(c)
(d)

(e)
(f)

Competencies: Ratings of highest observed competency.

Long-Term Development Possibilities: Possible change of tracks.
Potential: Possibility of position by age of 45 years.
Key Appointment Likelihood: Probability of becoming a Master
Teacher or Principal.
Senior Specialist Potential: (If applicable).
Career Development Recommendations: Recommendations of
possible long or short-term career development directions (e.g.
possible assignments, posting, etc.)

SECTION 3: Recommendation for Promotion / Confirmation

PERFORMANCE MANAGEMENT
SYSTEM
Assignment of Current Estimated Potential
CEP

Grade

P3

C, B

DGE

P4

E, E1, D

Dir

Snr Sp5

P5

G, F, E

P/DD/Supt

Snr Sp4

P6A

SEO1A2, H, G

Snr Sp3

P6B

SEO1A2

Master Tr 2

VP

P6B

SEO1A1

Master Tr 1

VP

P7

Teaching

SEO1

Snr Tr

P8

GEO1A3/2A3

Tr

P8

GEO1A2/2A2

Tr

P9

GEO1A1/2A1

Tr

P9

GEO1/2

Tr

P7

Leadership

HOD
Snr Hd/ L Hd

Specialist

Snr Sp2
Snr Sp1

PERFORMANCE MANAGEMENT
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PERFORMANCE GRADING AND CEP

Rules for Performance Grading

SEO1 and above, A grade are given only if the CEP is at least 2
levels above present substantive grade while B grade is given
only if the CEP is at least 1 level above

Grade higher than C for those promoted in the previous year

requires justification

If substantive grade = CEP, maximum grade is C

PERFORMANCE MANAGEMENT
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PERFORMANCE GRADING AND CEP

Rules for Performance Grading

-

Top 25% of C graders for SEO1A2 and below can be promoted subject
to the promoted grade being either the same as the job grade or lower

For consideration on the Senior Specialist Track, B grade is a minimum

requirement for the year of assessment

Quotas: 5% A, 30% B, 60% C and 5% D

Promotion rate depends on lower of the last 3 years CEP

No adjustment to CEP after 45 years old

Annual Performance bonus is tied to the grade.

PERFORMANCE MANAGEMENT
SYSTEM
PERFOMANCE RANKING FOR FINAL GRADES

All Officers on all three tracks of the Teaching Workforce are ranked.

First level of ranking of teachers is done at the department level.

Second level is at the meeting between Heads of Departments and the

Principal and Vice-Principal.

Third level is at the Cluster level, done by Principals and the Cluster
Superintendents.

Final Grades are awarded after the ranking at all levels.

Grades can be vetoed by the superintendent if teacher is know to have

bad record of behavior.

PERFORMANCE MANAGEMENT
SYSTEM

PROMOTION CRITERIA

Consistently Good Performance

Minimum 2Bs and 1C including B for latest year

Delay of 1 to 2 years for C graders

GEO1 cohort promotion to GEO1A1 Need 3 Cs

D/E graders not eligible for promotion

CEP is higher than officers current substantive grade

Meet time norms year in service and year in grade

Those with high CEPs of greater than or equal to P6A will be

tracked. CEPs below P6A will not be tracked.

CEP can be increased only one level at a time.

Thank you