division roll-out on rpms (deped olongapo)- phase 2 only
DESCRIPTION
Phase 2 of RPMS, Performance Monitoring and Coaching Division Roll-Out on RPMS, Phase 2.TRANSCRIPT
DATE: June 18, 2014 VENUE: REG’L. SCIENCE HIGH SCHOOL gym, SBFZ
Phase 2:
Performance monitoring And coaching
DATE: June 25, 2014 VENUE: tapinac elementary school
KRAs
Objectives
Performance Indicators
Individual Performance Commitment &Review Form
(Ratee and rater)
1 732 4 5 61
Identifying:• KRAs• Objectives• Competencies• Per. Indicators
Agreeing on listed: (Ratee & Rater)• KRAs• Objectives• Competencies• Per. Indicators
Signing of Individual Performance Commitment and Review Form (IPCRF)
Performance Monitoring thru:• Self-tracking• Coaching• Use of
journals
Feed backing
Performance Review & Evaluation
Performance Rewards and Dev’t. Planning
PHASE I PHASE II
PHASE III
PHASE iv
SEVEN (7) KEY STEPS TO DESIGNING, BUILDING AND SUSTAINING A RESULTS-BASED PERFORMANCE MANAGEMENT SYSTEM (rpms)
EMPLOYEE
start
PERFORMANCE MONITORING
AND COACHING
Phase 2
is a continuous process of CHECKING WHETHER OR NOT EMPLOYEES ARE ON TRACK TO MEET THEIR GOALS AND GIVING THEM FEEDBACK ON THEIR PROGRESS.
A METHOD OF DIRECTING, INSTRUCTING AND TRAINING A PERSON OR GROUP OF PEOPLE WITH THE AIM TO ACHIEVE SOME GOALS OR DEVELOP SPECIFIC SKILLS.
PERFORMANCE MONITORING
(1)COACHING (2) FEED BACKING
(3)INFORMATION ABOUT REACTIONS TO A PRODUCT, A PERSON’S PERFORMANCE ON A TASK, ETC.,USED AS BASIS FOR IMPROVEMENT.
Performance Tracking
Giving Feedback
Coaching
“If you want it, measure it.If you can’t measure it, forget it.”
“If you do not measure, you cannot tell success from failure.”
“If you cannot see success, you cannot Reward it.”
“if you cannot reward success, you are probably rewarding failure.”
Adapted from Osborne & Gaebler, 1992
“if you cannot see success, you cannot Learn from it.”
“if you cannot recognize failure, You Cannot correct it.”
“if you can demonstrate results, You Can win public support.”
Adapted from Osborne & Gaebler, 1992
rpmsWhy is it
important?
Key input to performance measures
Provides objective basis of the rating
Clearly defines opps. For improvement
Facilitates feedback
provides evidence
FEEDBACK FROM OTHERS
TRACKING COMPETENCIES – using Star
SELF-REPORTING
TEAM MEMBERS CO-WORKERS LEADER
Monitor and track own performance
STAR APPROACH
S T A R
SITUATION
TASK ACTION RESULT
Situationset the
context for your story
Taskwhat was
required of you
actionwhat you actually
did.
Resultshow well
the situation
played out
A customer rang up complaining that they'd waited more than two weeks for a reply from our sales team regarding a product query."
"I needed to address the client's immediate query and find out what went wrong in the normal process."
"I apologized, got the details and passed them to our head salesperson, who contacted the client within the hour. I investigated why the query hadn't been answered. I discovered that it was a combination of a wrong mobile number and a generic email address that wasn't being checked. I let the client know and we offered a goodwill discount on her next order."
"The client not only continued to order from us but posted a positive customer service tweet."
TO BE EFFECTIVE IN THIS PHASE
TRACK YOUR
PERFORMANCE
AGAINST YOUR PLAN
SEND AND ACT
ON FEEDBACK FROM OTHERS
GET COACHIN
G AND SUPPORT
WHEN YOU
NEED IT
USE JOURNAL
S
manage the
system as a process, not a one-time event
It’s not a year-end
paper exercise
Coaching (For the ratee)
During performance phase, always seek the coaching of your leader especially when you realize that you need improvements in your
results.
Feedback (For the ratee)
Know where and how to get helpful feedback for important
aspects of your job.
Coaching/feedback (FOR THE RATER)
DURING PERFORMANCE PHASE:
PROVIDE COACHING TO YOUR SUBORDINATES TO IMPROVE WORK PERFORMANCE AND BEHAVIOR
PROVIDE FEEDBACK ON THE PROGRESS OF WORK PERFORMANCE AND BEHAVIORAL CHANGE
Critical incidentsActual events where good or unacceptable performance was observedProvides a record of demonstrated behavior/ performance
Effective substitute in the absence of measureable data, observed evidence of desired characteristic or trait
Performance monitoring and coaching form
date Ci description
output Impact on job/
action plan
Signature(rater/ratee)
Thank you.