Professional Development and Human Resource ManagementPROFESSIONAL DEVELOPEMENT AND HUMAN RESOURCE MANAGEMENT (Topic/References: NCBTS Manual (National Competency Based Teacher Standards) What is Professional Learning Community or PLC? According to Andy Hargreaves, a professional learning community is an ethos that infuses every single aspect of a school operation. When a school becomes a professional learning community, everything in the school looks different than it did before. Ethos is a guiding belief. According to Duofor, PLC operates under the assumption that the key to improve learning for students to continuous, job embedded learning for educators. In Service Training Programs 1. Induction Program – it is for new employees/teachers to develop pride, commitment and sense of belonging to the public service. · Induction program is for “NEW” employee. 2. Orientation Program – it refers to activities and programs designed to inform the employee about the thrust, operations and programs of a certain agency. It is also to inform the employee of his responsibilities and benefits. 3. Reorientation Program – a program designed to inform the employees about the new policies and programs anf their new duties and responsibilities. Rewards based on Performance President Benigno Aquino III introduced the PBB or Performance Based Bonus. Some of the Honor Awards given by the Government and other agencies/companies 1. Presidential or “Lingkod Bayan” Award – conferred to an individual for consistent dedicated performance showing the best in any of the profession or occupation resulting in the successful implementation of the performance which affects the national interest. It is in the form of gold medallion and plaque containing the citation and signature of the President of the Republic of the Philippines. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 1 Professional Development and Human Resource Management 2. PAGASA Award or Civil Service Commission Award – conferred to a group or individuals or team who has shown outstanding teamwork and cooperation in the delivery of public service. The plaque contained the citation and signature of the Chairman of the Civil Service Commission. 3. KAPWA Award or Department Award – it is given to an individual or group of individual in recognition of their contribution that directly benefitted the single department or agency of the government. 4. “Dangal ng Bayan Award” (Outstanding Public Official/Employee Award – it is granted to the official and employees in the government who have demonstrated exemplary service and conduct in the basis of the Eight norms of conduct and behaviour of a public official stated in the Republic Act. 6713. Incentive Awards 1. Performance Incentive 2. Length of Service Incentive 3. Productivity Incentive 4. Most Courteous Employee Award 5. Retirement Award 6. Year End B onus/Thirteenth Month Bonus/Mid Year Bonus + Cash Gift School Learning Management Program “Understanding the Management Process” is the first step towards effecteive management for school heads PHASE 1: PLANNING - Situation Analysis - Goal Determination - Setting of Targets and Objectives - Formulation of Strategy and Policy - Identification of Program and Projects The School Improvement Plan (SIP) is a plan for three to five years The Annual Implementation Plan (AIP) is a plan for one year Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 2 Professional Development and Human Resource Management PHASE 2: Programming - Formulation and prioritization of development programs to operationaliza the SIP and AIP - Specify the implementation schedule, target clientele, location and funding requirements and sources. PHASE 3: Budgeting - Financing of prioritized school programs · Sources of Funds - Deped Budget - SEF (Special Education fund) of the Local Government Unit - 20% of the Social Development Fund from the barangay - School Canteen Operations - Other School income-generating projects - Donations and contributions in cash or kind - Financial Assistance from foreign countries. PHASE 4: Implementation The implementation and execution of the projects based on the SIP/AIP. It is also the utilization of the resources and budget allocated for the program. PHASE 5: Monitoring The collection of data based on the targets set in the SIP/AIP and the school actual performance. PHASE 6: Evaluation This Involves Identification and measurement of the whole teaching and learning output of the school’s program and projects against its stated goals and targets. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 3 Professional Development and Human Resource Management PHASE 7: Reporting Year-end reporting of the targets accomplished based on the AIP. It includes the strength, weaknesses and achievement of the school. OVERALL ADMINISTRATIVE MANAGEMENT - Set mission, goals and Objective of the School - Develop and Implement the Educational Program of the School - Administer and manage the personnel, physical and fiscal resources of the school. Q: Dr. Mayweather, principal of Las Vegas National High School reshuffles teachers’ assignments when they have taught Values for five years in a year level. Mr. Pacquiao who is retiring in a year’s time complains about the change and asks that he be allowed to teach the same grade level and subject. How will Dr. Mayweather act on the request? a. Ask the supervisor to resolve the issue. b. Grant request of Mr. Pacquiao. c. Ask Mr. Pacquiao to retire to avoid the new assignment. d. Explain to Mr. Pacquiao that the change is for the learners and achievement of school goals/objectives. Answer : D Dr. May weather is just creating an environment within the school that is to make it more conducive to teaching and learning. It is just proper to implement the school curriculum being a school heads we are accountable for higher learning outcomes. The School head can even recommend the staffing complement of the school based on its needs. If it is for the betterment of the school, we introduce new and innovative modes of instruction to achieve higher learning outcomes. We called this CHANGE. Q: the following are options for affected employees holding plantilla items except for one? Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 4 Professional Development and Human Resource Management a. Express intent to be placed in a comparable position and go through the placement process b. Remain in government service c. Convert item to Co-Terminus with the Incumbent (CTI) status d. He will be forced to retire Answer : D For regular employees holding plantilla items: No one will be forced to retire. It is voluntary. No one will lose their rank or position level. No one will be forced out or retrenched from the organization For the casual and contractual employees: Contracts of casual and contractual employees are extended beyond Dec 15 with approval from DBM Q: employees who remain in government service has the following options except for one? a. They will get more benefits than regular retirement or separation b. If the employee is qualified, he/she may be placed in a comparable position within the same job group with same Salary Grade (SG) or up to 3 SG levels higher c. Convert item to Co-Terminus with the Incumbent (CTI) status d. They will be assigned to where their services and skills are needed. Answer: A Employee who remain in government service will have the following options Express intent to be placed in a comparable position and go through the placement process: If the employee is qualified, he/she may be placed in a comparable position within the same job group with same Salary Grade (SG) or up to 3 SG levels higher It means they might change their position or job title or office but will still be working for DepEd using their skills/knowledge Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 5 Professional Development and Human Resource Management Convert item to Co-Terminus with the Incumbent (CTI) status CTI status is still a REGULAR plantilla item. Employees who choose CTI will retain their salary grade and rank, and are still entitled to the government benefits attached to their position (except for those given due to performance of specific functions i.e. RATA for the division chief) It means they can choose to hold on to their item until they choose to retire, resign, or get appointed to another position. They will be assigned to where their services and skills are needed. For those interested to apply for the new or higher vacant positions, they can also choose CTI status while applying for new positions in the new structure. If they get appointed, the old item will be abolished. In the event that they don’t get appointed, they can retain the CTI status Q: The following are the options for Retirement / separation under EO 366 except for one? a. b. c. d. They will get more benefits than regular retirement or separation they will also get additional incentives from government they can retain the CTI status they get benefits from GSIS Answer : C Retirement / separation under EO 366 It means they choose not to work for government anymore. They will get more benefits than regular retirement or separation, meaning aside from what they would have gotten from GSIS, they will also get additional incentives from government (through DBM) under EO 366 For employees choosing this option, they cannot be appointed to a regular position in government agencies for the next 5 years (except in hospitals or public schools) *TAKE NOTE: For regular employees holding plantilla items: No one will lose their rank or position level. No one will be forced to retire. It is voluntary. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 6 Professional Development and Human Resource Management No one will be forced out or retrenched from the organization For the casual and contractual employees: Contracts of casual and contractual employees are extended beyond Dec 15 with approval from DBM RETIREMENT UNDER REPUBLIC ACT 660 Retiring under RA 660 requires the following: 1. The retiree's last 3 years of service prior to retirement must be continuous, except in cases of death, disability, abolition, and phase- out of position due to reorganization. 2. His/her appointment status must be permanent in nature. 3. He/she must meet the age and service requirements under the "Magic 87" formula. Based on the formula, a retiree’s age and years in service should be added up and should total at least 87. Under RA 660, GSIS members as young as 52 years old can already avail of a retirement package for as long as they have already been in government service for the past 35 years. The “Magic 87” formula is shown below: Age 52 53 54 55 56 57 58 59 60 61 62 63 64 65 Service 35 34 33 32 31 30 28 26 24 22 20 18 16 15 The maximum monthly pension for those above 57 years old shall be 80% of the Average Monthly Salary (AMS) received during the last 3 years immediately preceding retirement. The Maximum pension for those aged 57 and below shall be 75% of the AMS. Packages in store for you RA 660 lets you choose among the following options to let you enjoy a new beginning: Option 1: Automatic Pension - Under this option, pensioners below 60 years old may choose to receive either an automatic monthly pension for life or an option to avail of a lump sum. The lump sum, which can be requested every six months, means they can receive their one-year worth of monthly pension in advance for Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 7 Professional Development and Human Resource Management a period of five years. On the sixth year, they will start receiving their lifetime monthly pension. Option 2: Initial three-year lump sum - For those who are at least 60 years old but less than 63 years on date of retirement, the benefit is a 3-year lump sum. The subsequent two -year lump-sum shall be paid to the retiree on his 63rd birthday. If the retiree is still living after the 5-year guaranteed period, he shall be entitled to a monthly pension for life. Option 3: 5-Year Lumpsum - For those who are 63-65 years old, they can avail of a five-year lump sum then after five years, they will receive a monthly pension for life. REPUBLIC ACT No. 1616 RA 1616 provides for a gratuity benefit for retiring members who will qualify under this retirement mode. The gratuity is payable by the last employer. The employee shall also be entitled to a Refund of Retirement Premiums paid, personal share with interest and government share without interest. To qualify under the mode, a retiree must: be in government service on or before May 31, 1977 has rendered at least 20 years of service regardless of age and employment status His/her last 3 years of service prior to retirement must be continuous, except in cases of death, disability, abolition or phase out of position due to reorganization. What is in store for you Since RA 1616 is considered as the “Take All Retirement” mode, it provides the following benefits: 1. Gratuity payable by the last employer based on the total creditable service converted into gratuity months multiplied by the highest compensation received. The gratuity months shall be computed as follows: Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 8 Professional Development and Human Resource Management Years of Service Gratuity Months First 20 years one (1) month salary 20 years to 30 years 1.5 months salary Over 30 years two (2) months salary (There is no limit to the amount of gratuity benefit.) and 2. Refund of retirement premiums consisting of personal contributions of the employee plus interest, and government share without interest, payable by the GSIS. Retirement Under R.A. 8291 When availing of the retirement program under RA 8291, only two things should be considered: age and the length of service. To qualify for this retirement mode: The retiree must have rendered at least 15 years of service and must be at least 60 years of age upon retirement. He /she must not be a permanent total disability pensioner. Unlike other retirement modes, the last three years of service of a retiree need not to be continuous under RA 8291 Packages in store for you Retiring members who will opt to retire under RA 8291 are entitled to either of the following: Option 1: 5-Year Lump Sum and Old Age Pension Under this option, the retiree can get his/her five-year worth of pension in advance. The lump sum is equivalent to 60 months of the Basic Monthly Pension (BMP) payable at the time of retirement. After five years, the retiree will start receiving his/her monthly pension. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 9 Professional Development and Human Resource Management Option 2: Cash payment and Basic Monthly In option 2, the retiree will receive a Cash Payment equivalent to 18 times the Basic Monthly Pension (BMP) payable upon retirement and then a monthly pension for life payable immediately after his retirement date. The BMP is computed as follows: a) If length of service is less than 15 years: BMP = .375 x RAMC (Revalued Average Monthly Compensation) b) If length of service is 15 years and more : BMP = .025 x RAMC x Length of service The BMP, however, shall NOT exceed Compensation (AMC). 90% of the Average Monthly RAMC stands for Revalued Average Monthly Compensation and is computed as follows : RAMC= P700 + AMC (Average Monthly Compensation) AMC = Average Monthly Compensation = Total Monthly Compensation received during the last 36 months of service divided by 36 Application of the AMC Limit The maximum amount of the Average Monthly Compensation (AMC) to be used as the base for computing pensions and other benefits of a member shall be the AMC limit prevailing at the time the contingency/ies occurred. Thus, pursuant to the lifting of the AMC limit, the monthly pension of a member with at least 15 years of creditable service who is in the service on or after January 1, 2003 shall be computed on the basis of his/her AMCs without limit. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 10 Professional Development and Human Resource Management Results Based Performance Management System (RPMS) FREQUENTLY ASKED QUESTIONS (FAQs) 1. What is the Performance Management System? It is an organization-wide process to ensure that employees focus work efforts towards achieving DepEd’s Vision, Mission and Values (VMV) Performance Management is a systematic approach for continuous and consistent work improvement and individual growth. 1. What are the objectives of the Results-based Performance Management System? Align individual roles and targets with DepEd’s direction. Track accomplishments against objectives to determine appropriate, corrective actions if needed. Provide feedback on employee’s work progress and accomplishments based on clearly defined goals and objectives. Become a tool for people development. 3. What is the difference between PASAG and the RPMS? The PASAG focuses on rating behavioural indicators and does not focus on results. RPMS on the other hand focuses on: The WHAT which refers to results that must be achieved from the Central Office, Regional Office, Division and Schools for the organization to succeed. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 11 Professional Development and Human Resource Management Strategic Priorities are broken down into Departmental/Functional Area Goals, which are translated into individual Key Result Areas (KRAs) and objectives. Aligning objectives in this way enables individuals and units to contribute to organizational success. The HOW refers to competencies at play when individuals do their jobs. Each employee’s competencies can promote organizational values and help achieve organizational goals. If individuals and units possess required competencies and demonstrate values consistent with strategic goals, the organizational vision will be realized. 4. Is the RPMS approved by the Civil Service Commission? Yes, this has been approved by the Civil Service Commission. As a matter of fact, it follows the 4-phase cycle of the Strategic Performance Management System namely: Phase 1: Performance Planning and Commitment At the start of the performance period, supervisors and subordinates agree on: 1) Objectives to be met 2) required competencies based on strategic priorities of the organization. Phase 2: Performance Monitoring and Coaching Managers create an enabling environment to improve individual and team performance. They teach employee performance and progress towards accomplishments of objectives. Phase 3: Performance Review and Evaluation Managers evaluate employee performance based on evidences of competencies measured against performance targets agreed during Phase 1. The manager points out the employee’s strengths and weaknesses and gives a tentative rating. The manager and employee discuss performance data and agree on the final rating. Phase 4: Performance Rewards and Development Planning Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 12 Professional Development and Human Resource Management This phase is based on the results of Phase 3. The supervisor and subordinate discuss accomplishments and corresponding rewards and incentives. They also discuss competency gaps and jointly come up with a development plan to address these. 5. What are the manager’s responsibilities in the performanceplanning phase of the process? Before the Meeting 1. Review the organization’s vision statement, mission and values and the departmental goals. 2. Read the individual’s job description. Think about the goals and objectives the person needs to achieve in the upcoming appraisal period. 2. Explain how the DepEd competencies will be demonstrated. 3. Determine what you consider to be fully successful performance in each area. 6. What are the employee’s responsibilities for performance planning? 1. Review the organization’s vision, mission, and values and your own department’s goals. 2. Review your job description and determine your critical responsibilities. 3. Think about your job and identify the most important goals you feel you should accomplish in the upcoming appraisal period. 4. Think about what you consider to be fully successful performance in each area. 7. I have never held a performance-planning meeting. How do I get the planning meeting off to a good start? Start by making sure you are fully prepared. Have all the materials available that you will need: 1. A copy of the employee’s job description 2. The goals that you have set for the department Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 13 Professional Development and Human Resource Management 3. Your notes on goals and ideas that the employee might set 4. A copy of the Vision, Mission, Values 5. A blank copy of the appraisal form 8. What is the difference between “results” and “behaviours”? Results include actual job outputs, creatable products, measurable outcomes and accomplishments and objectives achieved. Results deal with what the person achieved. Behaviours include competencies, skills, expertise and proficiencies, the adherence to organizational values, and the person’s personal style, manner and approach. Behaviors deal with how the person went about doing the job. 9. What are the Key Result Areas (KRAs)? Key Result Areas are broad areas to which an employee is expected to focus his or her efforts. KRAs should: Number between three to five Be described in a few words Be within your influence Support your departmental/functional area goals Be similar for jobs that are similar to yours Not change unless your job changes 10. What are objectives? Objectives are specific things you need to do and the results you need to achieve is your Key Result Areas. Effective Objectives share several characteristics which can easily be Remembered by the acronym SMART: Specific Measurable Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 14 Professional Development and Human Resource Management Attainable Relevant Time Bound 11. How many objectives should we write per KRA? Usually, from one to three objectives are sufficient to cover each Key Result Area. Ten (10) to Fifteen (15) objectives are enough for most jobs. Having more than 15 means one of two things: You have too many important results to focus on. You have several objectives that are less important and can be eliminated or incorporated into other objectives. 12. How do I write effective objectives? Here are a few tips: Start each objective with an action verb (increase, complete, attain, etc) Define quantity, cost, timeliness, and/or quality as well as any due dates or time frames. Avoid writing “All or Nothing” objectives. Don’t mistake activities for objectives. Make sure it’s within your influence. Make sure it’s observable. The results of your efforts need to be evident to the people who provide you with feedback on your performance. Usually, one to three objectives are sufficient to cover each KRA. Ask yourself: Does this objective benefit me, my work group, and the organization? If not, consider rewriting it. 13. What are Performance Indicators? They are exact qualification of objectives. It is an assessment tool that gauges whether a performance is good or bad. However, even if we have all the information about the units, we will not be effective in managing our operation if our data interpreted correctly. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 15 Professional Development and Human Resource Management 14. Why do the Rater and Ratee have to agree and reach agreement during the Planning Phase? Gaining employee commitment and cooperation performance targets is a Critical Task for this phase. towards reaching NOTE: At this stage, the Individual Performance Commitment and Review Form (IPCRF) must be signed by both the rater and the rate. 15. Can we change the adjectival rating in the Rating Scale? The Rating Scale is non-negotiable. This is mandated by the Civil Service Commission (CSC) for all government agencies. 16. How can we be objective when we evaluate someone’s performance? If the rates is “uninfluenced by emotions” or “personal prejudices” if he is “fair”, if he or she bases her assessment on “observable phenomena” like an employee’s performance and behaviour which are easily observed, and presents the appraisal factually, then that performance appraisal at the rater are indeed objective. But it’s easy to fall victim to the myth of quantifiability: the erroneous belief that in order for an evaluation to be objective, it must involve countable units. Objectivity has nothing to do with countability. As long as the raters meet the following three tests, they are in fact objective evaluators. 1. They have a clear model of excellence. 2. They are trained and experienced. 3. They are with integrity. 17. What are our performance cycles in DepEd? For Non-Teaching Positions: January: Rater and Ratee sign Individual Performance Commitment and Review Form (IPCRF) February to December: Rater monitors and coaches Ratee. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 16 Professional Development and Human Resource Management For Teaching Positons: June: Rate and Ratee sign Individual Performance Commitment and Review Form (IPCRF) July to March: Rater monitors and coaches Ratee. 18. What is Monitoring? The act of observing over a period of time for the purpose of measuring performance. Keeping track, documenting output and behaviour. Checking progress of plans. 19. Why is Monitoring important? Key input to performance measures (NO MONITORING, NO OBJECTIVE MEASUREMENT) PROVIDES OBJECTIVE BASIS OF RATING Facilitates Feedback Clearly defines opportunities for improvements PROVIDES EVIDENCE 20. What are the common tracking sources used? Reports Surveys Informal Interview Data Evaluations Quality specifications Time logs Complaint logs Manage observation Audit Results Certificates of Completion 21. How do you track competencies? Feedback from others Self Reporting Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 17 Professional Development and Human Resource Management 22. How do you reduce subjectivity when monitoring performance? Establish clear and specific basis for assessment. Keep track of outcomes Log critical incidents (STAR Approach) Feedback from internal clients and team members 23. What is a good feedback? Specific and factual Timely and immediate Focused on behaviour, not the person Actionable by receiver 24. When do you need coaching? Before leading a meeting that you think will be different Before having a difficult discussion with someone When learning something new in the job After you’ve handed an important task and went to know how you did and how to improve. 25. How do I motivate employee to deliver good performance? . Create conditions that motivate . Eliminate performance problems 26. What is Performance Evaluation? A dialogue between leaders and employees aimed at improving future Performance. It is a summary of performance feedback and coaching discussion done throughout the year. 27. What are the employees’ responsibilities in the performance evaluation phase? a. Review your personal performance over the year. Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 18 Professional Development and Human Resource Management b. Assess your performance and accomplishments against the plan. c. Prepare a list of your accomplishments and achievements and read it to your appraisal. d. Write a self-appraisal using the IPCRF. e. Consider any revisions needed to your key position responsibilities, goals, objectives, competencies, development plans for the next cycle. f. Prepare for the performance review meeting. 28. What are the manager’s responsibilities during the performance evaluation phase? . Ensure timely completion of performance review . Ensure fair, thorough and complete reviews . Ensure tough minded, demanding performance standards are set. 29. How do you compute the rating? Example: KRA No. 1 – Weight is 40%; Rating is 4 4 x 0.40 = 1.6 KRA No. 2 – Wight is 20%; Rating is 3 3 x 0.20 = 0.6 KRA No. 3 – Weight is 40%; Rating is 5 5 x 0.40 = 2.0 ------Rating Score: 4.2 30. How do you start writing a performance appraisal? Gather all of your information. Get the big picture – the core message clearly in mind by asking: What is the single most important message I want to communicate about the individual’s performance through the IPCRF? Identify the three key elements: Particular strengths demonstrated Most critical needs for improvement Most important development need Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 19 Professional Development and Human Resource Management Identify the three key elements Muster your courage to tell the truth Most accurate rating category for each individual objective. Most accurate narrative description. 31. How should I open the meeting during the Performance Review? Welcome the individual Describe the meeting’s importance to you. Provide the overall time frame for the meeting. Tell the employee where you’d like to start. Make your kick-off statement 32. How do I write development plans? The lowest rating or ratings in both achievement of results and demonstration of competencies becomes the basis for the development plans. Identify development needs. Set goals for meeting these needs. Prepare action plans for meeting the needs. Implement plans. Evaluate. 33. Aside from classroom training, what other activities that can be considered for employee development? Benchmarking Seminars/workshop Formal Education/Classes Assignment to task forces Job enhancement/redesign Functional cross-posting Coaching/counseling Developmental/lateral career moves Self-managed learning Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA 20
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