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DSWD STRATEGIC PERFORMANCE MANAGEMENT SYSTEM

Orientation on Performance Review and Evaluation Phase

11 July 2025 | 9:30 AM to 12:00 NN

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

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SESSION OBJECTIVES:

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

Identify the purpose and scope of the Performance Review and Evaluation (PRE) phase;

Explain how to provide an effective Performance Feedback;

Describe the different PRE tools and mechanisms; and

Identify the most common findings during the review of the performance ratings

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PMT:

Formulate policies related to performance management
Ensure implementation of DSPMS anchored on agency’s mandate
Body to discuss and resolve issues related to performance management

PMT Secretariat:

Assist in the formulation of policies related to PM
Ensure that DSPMS is implemented properly in the OBS (through orientation)
Provide technical assistance

Head of Office:

Responsible for implementation of PM in his/her office
Conduct performance assessment with staff
Provide intervention if needed
Provide feedback to subordinates

Division/ Section Chiefs:

Assume joint responsibility with the Head of Office
Monitor the performance of their subordinates
Evaluate performance of staff. Identify, strengths and weaknesses

PMS Focal:

Attend meetings and re-echo
Ensure completion of the DSPMS forms, both raters and ratee
Act as secretariat during the PRE of the OBS
Assist in the submission of DSPMS forms
Consolidate and validate justification of appeals, mov, endorsement to Head of office prior elevating the appeal to the PMT

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EVALUATION FOR CONTRACT OF SERVICE WORKERS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

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PERFORMANCE MANAGEMENT CYCLE

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MONITORING AND COACHING

PHASE 2

PLANNING AND COMMITMENT

PHASE 1

REWARDING AND DEVELOPMENT PLANNING

PHASE 4

REVIEW AND EVALUATION

PHASE 3

Measuring performance against Success Indicators

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OBJECTIVES OF THE PRE:

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

Evaluate performance objectively against the targets;

2. Conduct a one-on-one appraisal conversation between the Ratee and the Superior Rater that covers performance results; and

3. Identify factors that affect performance in achieving the targeted results/outcomes and provide proper developmental interventions.

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REMINDERS

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Ensure that the submission of performance ratings shall be made on or before the deadline

The internal deadline for the submission of CY 2025 1st Semester Performance Ratings is on 29 August 2025 for Field Offices; while the deadline for the submission to Central Office is on 12 September 2025.

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EVALUATION PERIOD

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

Performance evaluation are done every six (6) months or on a semestral basis

1st Semester
January to June
Assumption date to June

2nd Semester
July to December
Assumption date to December

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SUBMISSION OF PERFORMANCE RATINGS

Applicable DSPMS Forms	Covered Incumbents
Division Performance Commitment and Review Form - Ratings (DPCRF - Ratings)	Designated Division Chiefs Designated OIC Division Chiefs
Individual Performance Commitment and Review Form - Ratings (IPCRF - Ratings)	Holders of Rank and File positions (incumbents of positions with salary grade 24 and below)
Contractor Commitment and Evaluation Form - Ratings (CCEF - Ratings)	All Contract of Service Workers

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SUBMISSION OF PERFORMANCE RATINGS

Newly appointed and transferred Contractual, Casual and Coterminous employees; and newly-hired COS workers who rendered at least three (3) months of service during the rating period shall be required to submit D/IPCRF and CCEF - Ratings, respectively.

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SUBMISSION OF PERFORMANCE RATINGS

Those who rendered less than three (3) months of service during the rating period shall be required to submit Certificate of Performance Assessment (CPA) with attached Individual Accomplishment Report.

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SUBMISSION OF PERFORMANCE RATINGS

Officials and employees who shall be on official travel, approved leave of absence or training or scholarship programs, and those who have already met the required minimum rating period of 90 days, shall submit the performance commitment and rating report before they leave the office.

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SUBMISSION OF PERFORMANCE RATINGS

Employees who are on detail or secondment to another office shall be rated in their present or actual office, furnishing a copy thereof to their mother/originating office. The ratings of those who were detailed or seconded to another office during the rating period shall be consolidated in the office, either the mother/originating (plantilla) office or the present office, where the employees have rendered the majority of their time and/or performance of services during the rating period.

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SUBMISSION OF PERFORMANCE RATINGS

Separated officials and employees who have rendered at least 3 months of service or more within the semester are also required to submit the required performance rating using the forms applicable. Non-submission of applicable performance ratings shall be grounds for disqualification to applicable incentives or other HR actions, if any, subject to existing rules and regulations.

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SUBMISSION OF PERFORMANCE RATINGS

If the employee has rendered at least 3 months of service or more in a semester, but failed to comply with the submission of his/her D/IPCRF - Ratings for the reason that he or she died before the end of the semester or before the assessment period, the office concerned may accomplish or produce, on behalf of the employee, the D/IPCRF - Ratings covering the specific period of the employee’s actual contribution to the Office’s productivity. The D/IPCRF - Ratings must be signed by the immediate supervisor or the Head of Unit/Division, to certify the accomplishments and rating of the employee.

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COMPUTATION OF PERFORMANCE RATINGS�(EFFICIENCY)

Out of 10 outputs produced during the semester, 8 or 80% of the total accomplishments were submitted within the set timeline

Submitted within the set timeline

5- 100%

4- 76%-99%

3- 51%-75%

2- 26%-50%

1- 25% and below

Rating Guide

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COMPUTATION OF PERFORMANCE RATINGS�(QUALITY)

5- No error

4- With 1 error

3- With 2 errors

2- With 3 errors

1- With more than 4 errors

Rating Guide

The quality ratings will be averaged in each Success Indicator based on the accomplishment.

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COMPUTATION OF PERFORMANCE RATINGS�(Timeliness)

5- 2 days before the deadline or earlier

4- 1 day before the deadline

3- on the deadline

2- 1 day after the deadline

1- 2 or more days after the deadline

Rating Guide

The timeliness ratings will be averaged in each Success Indicator based on the accomplishment.

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COMPUTATION OF PERFORMANCE RATINGS (Final Numerical Rating)�

Get the weighted average of all the rating in each Success Indicator under Core Function then multiply it by 70%

Get the weighted average of all the rating in each Success Indicator under Support Function then multiply it by 30%

To get the final rating, add the weighted average of core and support functions

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AVERAGING FINAL RATINGS OF INDIVIDUAL

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HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

AVERAGING FINAL RATINGS OF INDIVIDUAL

Ensure that the adjectival average rating of all individual performance ratings shall not go higher than the adjectival performance rating of the office

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USES OF PERFORMANCE RATINGS

CSC Preferential Rating for Eligibility

Renewal of services/Security of Tenure

Application to career/non career positions/vying for promotion

Service Excellence

Awards & Recognition

Grant of applicable incentives

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PERFORMANCE RATING FORMS

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DIVISION PERFORMANCE COMMITMENT AND REVIEW FORM - RATINGS (DPCRF - RATINGS)

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INDIVIDUAL PERFORMANCE COMMITMENT AND REVIEW FORM - RATINGS (IPCRF - RATINGS)

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CONTRACTOR COMMITMENT AND EVALUATION FORM - RATINGS (CCEF - RATINGS)

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CERTIFICATE OF PERFORMANCE ASSESSMENT

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INDIVIDUAL ACCOMPLISHMENT REPORT

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FEEDBACK

This refers to the skills, abilities, and qualities of the employee that needs to be improved and enhanced

Use to provide general comments, both positive and constructive

This refers to the employee's general characteristics and skills that have been demonstrated in the efficient performance of their duties within the rating period

Strengths: These may include unique abilities, skills and qualities of the employee. This portion intends to inform the employee on what s/he is doing well while also recognizing their efforts and achievements in the given rating period.

Rater’s Comments, Recommendations, and Commendations: such as but not limited to commendations, compliance to office rules and regulations, and recommendations for career development.

Areas for Improvement: to address performance and/or competency gaps in the performance of his/her duties.

On this portion, the immediate supervisor/Head of Office shall identify the performance gaps of the employee and provide the following to address the identified areas for improvement:

Development Activities: The immediate supervisor/Head of Office may identify what actions can be taken to address the identified gaps or improve your knowledge, skills, and attitude.
Support/Resources Needed: The immediate supervisor/Head of Office may identify what assistance the employee needs to accomplish the identified development activities e.g. resources, tools, permissions.
Progress After Intervention: This portion may be updated to reflect the performance status of the employee after the intervention.

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70% of development come from on-the-job experiences, working on tasks and problems

20% will come from feedback, networks, communities and working around good or bad examples

10% will come from courses and reading

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THE 70-20-10 LEARNING MODEL

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Face-to-face or classroom training, web-based or e-learning programs

Continuing education (higher studies)

Professional conferences

Reading books

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HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

FORMAL OR STRUCTURED LEARNING (10%)

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Coaching/mentoring

Behavior modeling

Feedback/performance discussions

Recognition of good performance

Interpersonal and interdepartmental conversations/meetings

Community of practice

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SOCIAL LEARNING (20%)

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Shadowing

Job expansion

Cross-training/job rotation

Benchmarking

Exposure/field visits

Work improvement teams

Special job assignments or stretch assignments

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HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

WORKPLACE OR EXPERIENTIAL LEARNING (70%)

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

Submission of Certificate of Performance Assessment (CPA) without the attached Individual Accomplishment Report (IAR) and vice versa.

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

Some of the IPCRF/CCEF - Ratings have incorrect coverage.

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

There are IPCRF/CCEF - Ratings with incorrect computation of ratings.

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

There are ratings not consistent with the Rating Guide or actual accomplishments

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

There are ratings that do not reflect the prescribed number of decimal places.

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

There are incorrect adjectival rating vis-a-vis the numerical rating

Numerical Rating	Adjectival Rating
5	Outstanding
4.00000-4.99999	Very Satisfactory
3.00000-3.99999	Satisfactory
2.00000-2.99999	Unsatisfactory
1.00000-1.99999	Poor

Very Good

Exceptional

Excellent

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MOST COMMON FINDINGS

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Lacking of signatures and dates

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MOST COMMON FINDINGS

HUMAN RESOURCE MANAGEMENT DEVELOPMENT SERVICE

Use of incorrect form or template

Applicable DSPMS Forms	Covered Incumbents
Individual Performance Commitment and Review Form - Ratings (IPCRF - Ratings)	Holders of Rank and File positions (incumbents of positions with salary grade 24 and below)
Contractor Commitment and Evaluation Form - Ratings (CCEF - Ratings)	All Contract of Service Workers

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PROCESS FLOW

Discussion of the observations if any and finalize the performance ratings.

Supervisor validates the self-rating based on documented accomplishments vis-a-vis the rating guide.

Individual indicates self-rating in the D/IPCRF and CCEF - Ratings.

Proof or means of verification are consolidated for reference.

Submit the form to the Head of Office for review and approval.

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IMPLICATIONS OF UNSATISFACTORY AND POOR PERFORMANCE RATINGS

STATUS	OBTAINED RATING	IMPLICATION
Probationary Employees	Unsatisfactory / Poor Performance Rating (during the Probationary period)	Termination of services
Regular and Coterminous Employees	Two (2) consecutive Unsatisfactory Rating	Dropping from the Rolls
Regular and Coterminous Employees	One (1) Poor Rating	Dropping from the Rolls
Contractual and Casual Employees COS Workers	Unsatisfactory / Poor Performance Rating	Pre-termination or Non-Renewal of Contract/Appointment, whichever is applicable

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APPEAL ON DISSATISFIED RATING

(FIELD OFFICE)

Conduct an objective evaluation of the submitted Means of Verification (MOVs)

Deliberate the appeal

Reevaluate the performance rating, considering the MOVs

IMMEDIATE SUPERVISOR

DIVISION CHIEF

RPMT

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APPEAL ON THE LATE SUBMISSION OF PERFORMANCE RATINGS

Personnel must submit an appeal to the RPMT for deliberation based on merit.

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SANCTIONS

Disqualification or delay of grant of incentives requiring performance ratings i.e. MYB, PBB, PEI/SRI, SIDLS, SIDMP and Gratuity Pay and other HR-related actions

Pursuant to PMT Resolution No. 76-2025-07, commencing CY 2025, all employees with delay or non-submission of performance ratings on the 1st occurrence shall be provided a written notice outlining that the repeated violation may subject them to administrative sanction and on the 2nd occurrence, unless justified and accepted by the R/PPMT, shall be endorsed to the Legal Section for whatever action it may deem appropriate.

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APPROVING AUTHORITY (FIELD OFFICE)

Special Order No. 877, Series of 2025 - Authority of Concerned Officials and Personnel of All Field Offices to Sign Various DSWD Strategic Performance Management System (DSPMS) Forms

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PERFORMANCE FEEDBACK

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EFFECTIVE FEEDBACK

Effective feedback is about giving information in a way that encourages the recipient to accept it, reflect on it, learn from it, and hopefully make changes for the better.

Being able to give feedback is a skill that is useful in our personal and professional lives.

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EFFECTIVE FEEDBACK

SPECIFIC

Focus on one thing at a time and describe what you’re talking about. Focus on job-related observable behavior, not the personality of the individual.

BALANCED

TIMELY

Listen to what they have to say. If you are giving constructive feedback; get agreement as to what the person will do differently in the future. Allow time for the message to be absorbed, and let them have their say

Give feedback while it’s fresh. If you don’t immediately draw someone’s attention to something you’re not happy about, then they’ll assume it doesn’t matter, you didn’t notice, or you don’t care.

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TIPS IN CONDUCTING PRE SESSIONS (for Raters)

BEFORE THE PRE SESSION

Review the performance monitoring data

Prepare for the conversation:

Select a conducive time and place
Prepare and rehearse your script (if needed)
Include both positive and constructive feedback and areas for improvement
Prepare responses to possible questions and concerns

Gather feedback from multiple sources

Determine the best way to deliver feedback

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TIPS IN CONDUCTING PRE SESSIONS (for Raters)

BEFORE THE PRE SESSION

Be mindful of performance review biases

RECENCY BIAS

HALO/HORN EFFECTS BIAS

CONFIRMATION

BIAS

CENTRAL TENDENCY

BIAS

LENIENCY BIAS

SIMILAR-TO-ME BIAS

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TIPS IN CONDUCTING PRE SESSIONS (for Raters)

DURING THE PRE SESSION

Be mindful of your communication (content, language, tone and non-verbals)

Use the OCDAC (a discussion framework) process and apply interaction guidelines

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TIPS IN CONDUCTING PRE SESSIONS (for Raters)

DURING THE PRE SESSION

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TIPS IN CONDUCTING PRE SESSIONS (for Raters)

DURING THE PRE SESSION

Highlight developmental objective/s

Agree on next steps

Invite input on your performance as supervisor

Give ratee an opportunity to reflect on feedback

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TIPS IN CONDUCTING PRE SESSIONS (for Raters)

AFTER THE PRE SESSION

Reflect agreements on D/IPCRFs

Encourage regular follow-up conversations

Monitor accomplishment of next steps

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TIPS IN RECEIVING FEEDBACK RESPONSIBLY (for Ratees)

Start with “Thank You”

Seek out more feedback and cultivate a growth mindset

Restate what you heard, be open and ask questions

Mention what you’re changing

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Start with thank you

Be gracious and thank the person for the feedback. We should be reminded that it is not an easy task to provide feedback, especially corrective/constructive feedback. Further, expressing gratitude and appreciation for the feedback shows that you are willing to hear it, receive it, and most importantly, do something about it.

Restate what you heard, be open and ask questions

When receiving feedback, it is best that we execute our active listening skills. Active listening means hearing the words that are spoken, taking good notes, asking clarifying questions, and most importantly asking for specific examples of behaviors that need adjustment so that you can better understand the feedback.

Mention what you’re changing

It is important to reflect on the feedback you have received and use it as a basis to plan practical actions in the performance of your duties. Once you have planned your actions and how to execute them, it is imperative that you communicate your plans with your rater who gave you feedback so they know you are serious and can offer you the needed support.

Seek out more feedback and cultivate a growth mindset

We should bear in mind that receiving feedback is an opportunity to learn and grow. Think of feedback as a platform to gauge where you are currently in your professional development and what you have to do to reach your goals.

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Thank you.

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