Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA1 PROFESSIONAL DEVELOPEMENT AND HUMAN RESOURCE MANAGEMENT (Topic/References:NCBTSManual(NationalCompetencyBasedTeacher Standards) What is Professional Learning Community or PLC? AccordingtoAndyHargreaves,aprofessionallearningcommunityisanethos 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 assumptionthatthe keyto improve learning for studentsto continuous,job embedded learning for educators. In Service Training Programs 1.InductionProgramitisfornewemployees/teacherstodeveloppride, commitment and sense of belonging to the public service. Induction program is for NEW employee. 2.OrientationProgramitreferstoactivitiesandprogramsdesignedtoinform 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. SomeoftheHonorAwardsgivenbytheGovernmentandother agencies/companies 1.PresidentialorLingkodBayanAwardconferredtoanindividualfor consistentdedicatedperformanceshowingthebestinanyofthe profession or occupation resulting in the successful implementation of the performancewhichaffectsthenationalinterest.Itisintheformofgold medallionandplaquecontainingthecitationandsignatureofthe President of the Republic of the Philippines. Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA2 2.PAGASA Award or Civil Service Commission Award conferred to a group orindividualsorteamwhohasshownoutstandingteamworkand cooperationinthedeliveryofpublicservice.Theplaquecontainedthe 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.DangalngBayanAward(OutstandingPublicOfficial/EmployeeAward it is granted to the official and employees in the government who have demonstratedexemplaryserviceandconductinthebasisoftheEight 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 UnderstandingtheManagementProcessisthefirststeptowardseffecteive 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 Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA3 PHASE 2: Programming -Formulationandprioritizationofdevelopmentprogramstooperationalizathe SIP and AIP -Specifytheimplementationschedule,targetclientele,locationandfunding 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 ThecollectionofdatabasedonthetargetssetintheSIP/AIPandtheschool actual performance. PHASE 6: Evaluation ThisInvolvesIdentificationandmeasurementofthewholeteachingand learningoutputoftheschoolsprogramandprojectsagainstitsstatedgoals and targets. Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA4 PHASE 7: Reporting Year-endreportingofthetargetsaccomplishedbasedontheAIP.Itincludes 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 -Administerandmanagethepersonnel,physicalandfiscalresourcesofthe school. Q:Dr.Mayweather,principalofLasVegasNationalHighSchoolreshuffles teachersassignmentswhentheyhavetaughtValuesforfiveyearsinayear level. Mr. Pacquiao who is retiring in a years time complains about the change andasksthathebeallowedtoteachthesamegradelevelandsubject.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 itmoreconducivetoteachingandlearning.Itisjustpropertoimplementthe school curriculum being a school heads we are accountable for higher learning outcomes. The School head can even recommend the staffing complement of theschoolbasedonitsneeds.Ifitisforthebettermentoftheschool,we introducenewandinnovativemodesofinstructiontoachievehigherlearning outcomes. We called this CHANGE. Q:thefollowingareoptionsforaffectedemployeesholdingplantillaitemsexcept for one? Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA5 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: Contractsofcasual andcontractualemployeesareextendedbeyondDec15 with approval from DBM Q:employeeswhoremainingovernmentservicehasthefollowingoptions except for one? a.They will get more benefits than regular retirement or separation b.Iftheemployeeisqualified,he/shemaybeplacedinacomparable 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 Expressintenttobeplacedinacomparablepositionandgothroughthe placement process: Iftheemployeeisqualified,he/shemaybeplacedinacomparableposition withinthesamejobgroupwithsameSalaryGrade(SG)orupto3SGlevels higher Itmeanstheymightchangetheirpositionorjobtitleorofficebutwillstillbe working for DepEd using their skills/knowledge Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA6 Convert item to Co-Terminus with the Incumbent (CTI) status CTIstatusisstillaREGULARplantillaitem.EmployeeswhochooseCTIwillretain theirsalarygradeandrank,andarestillentitledtothegovernmentbenefits attachedtotheirposition(exceptforthosegivenduetoperformanceof specific functions i.e. RATA for the division chief) Itmeanstheycanchoosetoholdontotheiritemuntiltheychoosetoretire, resign, or get appointed to another position. They will be assigned to where their services and skills are needed. Forthoseinterestedtoapplyfortheneworhighervacantpositions,theycan alsochooseCTIstatuswhileapplyingfornewpositionsinthenewstructure.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.They will get more benefits than regular retirement or separation b.they will also get additional incentives from government c.they can retain the CTI status d.they get benefits from GSIS Answer : C Retirement / separation under EO 366 It meanstheychoosenottoworkforgovernmentanymore.Theywillgetmore benefitsthanregularretirementorseparation,meaningasidefromwhatthey wouldhavegottenfromGSIS,theywillalsogetadditionalincentivesfrom government (through DBM) under EO 366 Foremployeeschoosingthisoption,theycannotbeappointedtoaregular positioningovernmentagenciesforthenext5years(exceptinhospitalsor 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. Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA7 No one will be forced out or retrenched from the organization For the casual and contractual employees: Contractsofcasual andcontractualemployeesareextendedbeyondDec15 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, exceptincasesofdeath,disability,abolition,andphase-outofposition 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. UnderRA660,GSISmembersasyoungas52yearsoldcanalreadyavailofa retirementpackageforaslongastheyhavealreadybeeningovernment service for the past 35 years. The Magic 87 formula is shown below: A g e5253545556575859606162636465 Service3534333231302826242220181615 The maximum monthly pension for those above 57 years old shall be 80% of the AverageMonthlySalary(AMS)receivedduringthelast3yearsimmediately preceding retirement. The Maximum pension for those aged 57 and below shall be 75% of the AMS. Packages in store for you RA660letsyouchooseamongthefollowingoptionstoletyouenjoyanew beginning: Option1:AutomaticPension-Underthisoption,pensionersbelow60yearsold 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 Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA8 aperiodoffiveyears.Onthesixthyear,theywillstartreceivingtheirlifetime monthly pension. Option 2: Initial three-year lump sum - For those who are at least 60 years old but lessthan63yearsondateofretirement,thebenefitisa3-yearlumpsum.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 afive-yearlumpsumthenafterfiveyears,theywillreceiveamonthlypension for life. REPUBLIC ACT No. 1616 RA1616providesforagratuitybenefitforretiringmemberswhowillqualify underthisretirementmode.Thegratuityispayablebythelastemployer.The employeeshallalsobeentitledtoaRefundofRetirementPremiumspaid, personal share with interest and government share without interest. To qualify under the mode, a retiree must: beingovernmentserviceonorbeforeMay31,1977hasrenderedatleast20 years of service regardless of age and employment status His/herlast3yearsofservicepriortoretirementmustbecontinuous,exceptincasesofdeath,disability,abolitionorphaseoutofpositiondueto reorganization. What is in store for you SinceRA1616isconsideredastheTakeAllRetirementmode,itprovidesthe following benefits: 1.Gratuitypayablebythelastemployerbasedonthetotalcreditable serviceconvertedintogratuitymonthsmultipliedbythehighest compensation received.The gratuity months shall be computed as follows: Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA9 Years of ServiceGratuity Months First 20 yearsone (1) month salary 20 years to 30 years1.5 months salary Over 30 yearstwo (2)months salary (There is no limit to the amount of gratuity benefit.) and2.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. Unlikeotherretirementmodes,thelastthreeyearsofserviceofaretireeneed 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 Underthisoption,theretireecangethis/herfive-yearworthofpensionin advance. The lump sum is equivalent to 60 months of the Basic Monthly Pension (BMP)payableatthetimeofretirement.Afterfiveyears,theretireewillstart receiving his/her monthly pension. Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA10 Option 2: Cash payment and Basic Monthly Inoption2,theretireewillreceiveaCashPaymentequivalentto18timesthe BasicMonthlyPension(BMP)payableuponretirementandthenamonthly 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)Iflengthofserviceis15yearsandmore:BMP=.025xRAMCxLengthof service TheBMP,however,shallNOTexceed90%oftheAverageMonthly Compensation (AMC). RAMCstandsforRevaluedAverageMonthlyCompensationandiscomputed as follows :RAMC= P700 + AMC (Average Monthly Compensation) AMC = Average Monthly Compensation = Total Monthly Compensation received during thelast 36 months of service divided by 36 Application of the AMC Limit ThemaximumamountoftheAverageMonthlyCompensation(AMC)tobe used as the base for computing pensions and other benefitsof a member shall betheAMClimitprevailingatthetimethecontingency/iesoccurred.Thus, pursuant to the lifting of the AMC limit, the monthly pension of a member with at least15yearsofcreditableservicewhoisintheserviceonorafterJanuary1, 2003 shall be computed on the basis of his/her AMCs without limit. Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA11 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 effortstowards achieving DepEds Vision, Mission and Values (VMV) Performance Management is a systematic approach for continuous andconsistent work improvement and individual growth.

1.What are the objectives of the Results-based PerformanceManagement 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 accomplishmentsbased 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 onresults. 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.

Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA12 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 toorganizational success. The HOW refers to competencies at play when individuals do their jobs. Eachemployeescompetenciescanpromoteorganizationalvaluesandhelp achieveorganizationalgoals.Ifindividualsandunitspossessrequired competencies anddemonstrate values consistent with strategic goals, the organizational vision willbe realized. 4. Is the RPMS approved by the Civil Service Commission? Yes,thishasbeenapprovedbytheCivilServiceCommission.Asamatterof fact,itfollowsthe4-phasecycleoftheStrategicPerformanceManagement System namely: Phase 1: Performance Planning and Commitment At the start of the performance period, supervisors and subordinates agree on:1)Objectivestobemet2)requiredcompetenciesbasedonstrategicpriorities of the organization. Phase 2: Performance Monitoring and Coaching Managers create an enabling environment to improve individual and teamperformance. They teach employee performance and progress towardsaccomplishments of objectives. Phase 3: Performance Review and Evaluation Managersevaluateemployeeperformancebasedonevidencesof competenciesmeasuredagainstperformancetargetsagreedduringPhase1. The manager pointsout the employees strengths and weaknesses and gives a tentativerating.Themanagerandemployeediscussperformancedataand agree on the final rating. Phase 4: Performance Rewards and Development PlanningProfessional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA13 This phase is based on the results of Phase 3. The supervisor and subordinatediscuss accomplishments and corresponding rewards and incentives. They alsodiscuss competency gaps and jointly come up with a development plan toaddress these. 5. What are the managers responsibilities in the performance- planning phase of the process? Before the Meeting 1.Review the organizations vision statement, mission and values and thedepartmental goals.2.Read the individuals job description. Think about the goals and objectivesthe person needs to achieve in the upcoming appraisal period.2.Explain how the DepEd competencies will be demonstrated.3.Determinewhatyouconsidertobefully successfulperformanceineach area. 6. What are the employees responsibilities for performanceplanning? 1.Review the organizations vision, mission, and values and your owndepartments goals.2.Review your job description and determine your critical responsibilities.3.Think about your job and identify the most important goals you feel youshould accomplish in the upcoming appraisal period.4.Think about what you consider to be fully successful performance in eacharea. 7. I have never held a performance-planning meeting. How do I getthe planning meeting off to a good start? Startbymakingsureyouarefullyprepared.Haveallthematerialsavailable that you will need: 1.A copy of the employees job description2.The goals that you have set for the departmentProfessional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA14 3.Your notes on goals and ideas that the employee might set4.A copy of the Vision, Mission, Values5.A blank copy of the appraisal form 8. What is the difference between results and behaviours? Resultsincludeactualjoboutputs,creatableproducts,measurableoutcomes andaccomplishmentsandobjectivesachieved.Resultsdealwithwhatthe person achieved. Behaviours include competencies, skills, expertise and proficiencies, theadherencetoorganizationalvalues,andthepersonspersonalstyle,manner andapproach. 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 hisor her efforts. KRAs should:Number between three to fiveBe described in a few wordsBe within your influenceSupport your departmental/functional area goalsBe similar for jobs that are similar to yoursNot change unless your job changes 10. What are objectives?Objectivesarespecificthingsyouneedtodoandtheresultsyouneedto achieve is your Key Result Areas. Effective Objectives share several characteristics which can easily beRemembered by the acronym SMART: SpecificMeasurableProfessional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA15 AttainableRelevantTime Bound 11. How many objectives should we write per KRA? Usually,fromonetothreeobjectivesaresufficienttocovereachKeyResult Area. Ten (10) to Fifteen (15) objectives are enough for most jobs. Having more than15 means one of two things:You have too many important results to focus on.Youhaveseveralobjectivesthatarelessimportantandcanbe 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 datesor 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 evidentto 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 theorganization? If not, consider rewriting it. 13. What are Performance Indicators? They are exact qualification of objectives. It is an assessment tool that gaugeswhetheraperformanceisgoodorbad.However,evenifwehaveallthe information about the units, we will not be effective in managing our operation if our data interpreted correctly.

Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA16 14. Why do the Rater and Ratee have to agree and reach agreement during the Planning Phase? Gainingemployeecommitmentandcooperationtowardsreaching performance targets is a Critical Task for this phase. 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 ServiceCommission (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, ifheorshebasesherassessmentonobservablephenomenalikean employeesperformanceandbehaviourwhichareeasilyobserved,and presentstheappraisalfactually,thenthatperformanceappraisalattherater are indeed objective. But its easy to fall victim to the myth of quantifiability: the erroneous belief thatin 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 thefollowing 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 ReviewForm (IPCRF)February to December: Rater monitors and coaches Ratee.Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA17 For Teaching Positons:June: Rate and Ratee sign Individual Performance Commitment and ReviewForm (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 measuringperformance.Keeping track, documenting output and behaviour.Checking progress of plans. 19. Why is Monitoring important? Key input to performance measures (NO MONITORING, NO OBJECTIVEMEASUREMENT)PROVIDES OBJECTIVE BASIS OF RATINGFacilitates FeedbackClearly defines opportunities for improvementsPROVIDES EVIDENCE 20. What are the common tracking sources used? ReportsSurveysInformal Interview DataEvaluationsQuality specificationsTime logsComplaint logsManage observationAudit ResultsCertificates of Completion 21. How do you track competencies?Feedback from othersSelf Reporting Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA18 22. How do you reduce subjectivity when monitoring performance?Establish clear and specific basis for assessment.Keep track of outcomesLog critical incidents (STAR Approach)Feedback from internal clients and team members 23. What is a good feedback? Specific and factualTimely and immediateFocused on behaviour, not the personActionable by receiver 24. When do you need coaching? Before leading a meeting that you think will be differentBefore having a difficult discussion with someoneWhen learning something new in the jobAfter youve handed an important task and went to know how you didand 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 futurePerformance.Itisasummaryofperformancefeedbackandcoaching discussion done throughout the year. 27. What are the employees responsibilities in theperformance evaluation phase? a.Review your personal performance over the year.Professional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA19 b.Assess your performance and accomplishments against the plan.c.Prepare a list of your accomplishments and achievements and read it toyour 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.Whatarethemanagersresponsibilitiesduringtheperformanceevaluation 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 demonstratedMost critical needs for improvementMost important development needProfessional Development and Human Resource Management Erich D. Garcia Ed.D. NQESH REVIEWER FOR DEPED PAMPANGA20 Identify the three key elementsMuster your courage to tell the truthMost accurate rating category for each individual objective.Most accurate narrative description. 31. How should I open the meeting during the PerformanceReview? Welcome the individualDescribe 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 anddemonstration of competencies becomes the basis for thedevelopment plans.Identify development needs.Set goals for meeting these needs.Prepare action plans for meeting the needs.Implement plans.Evaluate. 33.Asidefromclassroomtraining,whatotheractivitiesthatcanbeconsidered for employee development?BenchmarkingSeminars/workshopFormal Education/ClassesAssignment to task forcesJob enhancement/redesignFunctional cross-postingCoaching/counselingDevelopmental/lateral career movesSelf-managed learning