PART II: COMPETENCIES

CORE BEHAVIORAL COMPETENCIES

Self-Management Teamwork
1. Sets personal goals and direction, needs and Development 4 1. Willingly does his/her share of responsibility 4
2. Understands personal actions and behaviors that are clear and purposive and takes into account personal 3 2. Promotes collaboration and removes barriers to teamwork and goal accomplishment across the 4
goals and values congruent to that of the organization. organization.
3. Displays emotional maturity and enthusiasm for and is challenged by higher goals. 3. Applies negotiation principles in arriving at win-win agreements. 3
4. Prioritize work tasks and schedules (through Gantt charts, checklists, etc.) to achieve goals. 4 4. Drives consensus and team ownership decisions. 4
5. Sets high quality, challenging, realistic goals for self and others. 4 5. Works constructively and collaboratively with others and across organizations to accomplish 4
organizational goals and objectives.
Professionalism and Ethics Service Orientation
1. Demonstrates the values and behavior enshrined in the Norms of Conduct and Ethical Standards for 4 1. Can explain and articulate organizational directions, issues and problems. 3
public officials and employees (RA 6713).
2. Practices ethical and professional behavior and conduct taking into account the impact of his/her actions 4 2. Takes personal responsibility for dealing with and/or correcting customer service issues and concerns 3
and decisions.
3. Maintains a professional image: being trustworthy, regularity of attendance and punctuality, good 4 3. Initiates activities that promotes advocacy for men and women empowerment. 4
grooming and communication.
4. Makes personal sacrifices to meet the organization's needs. 4 4. Participates in updating of office vision, mission, mandates and strategies based on DepEd strategies 3
and directions.
5. Acts with a sense of urgency and responsibility to meet the organization's needs, improve system and 4 5. Develops and adopts service improvement programs through simplified procedures that will further 3
help others improve their effectiveness. enhance service delivery.
Result Focus Innovation
1. Achieve results with optimal use of time and resources most of the time. 4 1. Examines the root cause of problems and suggests effective solutions. Fosters new ideas, processes and 4
suggests better ways to do things (cost and/or operational efficiency).
2. Avoids rework, mistakes and wastage through effective work methods by placing organizational needs 3 2. Demonstrates an ability to think "beyond the box". Continuously focuses on improving personal 3
before personal needs. productivity to create higher value and results.
3. Delivers error-free outputs most of the time by conforming to standard operating procedures correctly 4 3. Promotes a creative climate and inspires co-workers to develop original ideas or solutions. 4
and consistently. Able to produce very satisfactory quality of work in terms of usefulness/
acceptability and completeness with no supervision required.
4. Expresses a desire to do better and may express frustration at waste or inefficiency. May focus on new 4 4. Translates creative thinking into tangible changes and solutions that improve the work unit and 3
or more precise ways of meeting goals set. organization.
5. Makes specific changes in the system or in own work methods to improve performance. Examples may 4 5. Uses ingenious methods to accomplish responsibilities. Demonstrates resourcefulness and the ability to 4
include doing something better, faster, at a lower cost, more efficiently; or improving quality, succeed with minimal resources.
customer satisfaction, morale, without setting any specific goal.

OVERALLCOMPETENCY RATING 3.68

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 PART III: SUMMARY OF RATINGS FOR DISCUSSION

Final Performance Results Rating Adjectival Rating

Accomplishments of KRAs and Objectives 3.061 Satisfactory
Rater-Ratee Agreement
The signatures below confirm that the employee and his/her superior have agreed on content of this appraisal from and the performance rating.
Name of Name of
ARTRHUR T. MALUTAO BENEDICT A. REYES
Employee: Superior:
Signature Signature
Date MAY 2018-APRIL 2019 Date APRIL 10, 2019

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 PART IV: DEVELOPMENT PLANS
Action Plan
Strengths Development Needs (Recommended Developmental Timeline Resources Needed
Intervention)
A. Functional Competencies
Objective 8, KRA 3
Objective 1, KRA 1 Learning Development Team,
Participated in collegial discussions that use
Applied knowledge of content within and Attend Seminars/workshops Year-round Colleagues, School Heads, Local
teacher and learner feedback to enrich
across curriculum teaching areas. Funds
teaching practice.
Objective 2, KRA 1 Objective 3, KRA 1
Learning Development Team,
Used a range of teaching strategies that Applied a range of teaching strategies to
Attend Seminars/workshops Year-round Colleagues, School Heads, Local
enhance learner achievement in literacy and develop critical and creative thinking, as
Funds
numeracy skills well as other higher order thinking skills.
Objective 4, KRA 2
Objective 10, KRA 4
Managed classroom structure to engage
Designed, selected, organized and used Learning Development Team,
learners, individually or in groups, in
diagnostic, formative and summative Attend Seminars/workshops Year-round Colleagues, School Heads, Local
meaningful exploration, discovery and
assessment strategies consistent with Funds
hands-on activities within a range of physical
curriculum requirements.
learning environments.
B. Core Behavioral Competencies
Sets personal goals and direction, needs and Applies negotiation principles in arriving Coaching, mentoring, participating in Regular coaching, Colleagues, School Heads, Local
Development at win-win agreements. INSET or LAC Session mentoring Funds
Understands personal actions and behaviors
Takes personal responsibility for dealing
that are clear and purposive and takes into Coaching, mentoring, participating in Regular coaching, Colleagues, School Heads, Local
with and/or correcting customer service
account personal goals and values congruent INSET or LAC Session mentoring Funds
issues and concerns
to that of the organization.
Displays emotional maturity and enthusiasm Participates in updating of office vision,
Coaching, mentoring, participating in Regular coaching, Colleagues, School Heads, Local
for and is challenged by higher goals. mission, mandates and strategies based
INSET or LAC Session mentoring Funds
on DepEd strategies and directions.
Feedback:

ARTHUR T. MALUTAO BENEDICT A. REYES RAFAEL G. MANALO, Ph.D.

Teacher II Principal II OIC – Schools Division Superintendent
Ratee Rater Approving Authority

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