Professional Developement and Human Resource Management PDF

Professional Development and Human Resource Management
PROFESSIONAL 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

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

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 schools program and projects against its stated goals
and targets.

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 years 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?

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

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 dont
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.

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 retirees 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

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:

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.

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.
10

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 DepEds 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 DepEds direction.

Track accomplishments against objectives to determine appropriate,
corrective actions if needed.
Provide feedback on employees 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.
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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
employees 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 employees 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
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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 managers responsibilities in the performanceplanning phase of the process?
Before the Meeting
1. Review the organizations vision statement, mission and values and the
departmental goals.
2. Read the individuals 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 employees responsibilities for performance
planning?
1. Review the organizations vision, mission, and values and your own
departments 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 employees job description
2. The goals that you have set for the department
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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 persons 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
14
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.
Dont mistake activities for objectives.
Make sure its within your influence.
Make sure its 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.
15

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 someones 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
employees performance and behaviour which are easily observed, and
presents the appraisal factually, then that performance appraisal at the rater
are indeed objective.
But its 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.
16

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
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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 youve 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.

18

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 managers 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 individuals performance through the IPCRF?
Identify the three key elements:

Particular strengths demonstrated
Most critical needs for improvement
Most important development need
19
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 meetings importance to you.
Provide the overall time frame for the meeting.
Tell the employee where youd 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
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