This document discusses key aspects of developing and implementing an organizational performance management system, including defining key result areas (KRAs), setting objectives and goals, measuring performance, reviewing progress, evaluating performance, and providing rewards. It emphasizes establishing 3-5 specific and measurable KRAs per role that capture 80% of responsibilities. Performance management systems aim to increase the likelihood employees will achieve organizational objectives through goal setting and regular feedback.

2. o Key Result Areas
o Objectives
o Goals
o Measurement
o Progress Review
o Performance Evaluation
o Rewards

3. • Key Result Areas (from the strategic
plan) - Areas of performance essential to
the organization's success
• Objectives (from the strategic plan) -
Broad statements of what needs to be
achieved in each Key Result Area
• Goals (from the strategic plan) - Specific,
measurable, time-dated performance
targets to be achieved. Each objective
will have one or more goals.

4. • Measurement - Profit measurement,
Monetary measurement, Non-Monetary
measurement
• Progress Review - Information about how
effectively the organization, department, or
individual is performing relative to a goal.
• Performance Evaluation - Systematic
evaluation at the end of the planning period
of performance against goals. Typically serves
as the basis for future goal setting.
• Rewards - Extrinsic, Intrinsic, and Psychic.

15. www.intercity-uk.com

17. STRATEGY TO OPERATIONAL PLATFORM
STRATEGY MOTIVATION IMPLEMENTATION PROJECT REPORT
IMPLEMENTATION
Definition and Acceptance Data Resource
Implementation of compilation(completion Management(IT ,
strategic goals instructions, directives, Personnel)
handbook, Help data base, Project Management
etc.
Process Analysis Basic Conditions Implementation and Success Inspection
and Configuration ( legal and corporate) Training(Machinery and Personnel &
Peripherals) Framework
rehabilitation
Motivation for usage Testing and , Adaptation, Appointment
Integration in all relevant Observation
communication systems Improvements
Implementation
Project Marketing
Project Completion

18. an organizational plan should begin with goal-
setting and investment projections. From
there, the organization makes the proper
adjustments to their current financial budget
to achieve a more particular innovative and
successful working standard in the future.

19. LONG TERM PLAN
It involves a window planning of
five years of longer with a broader
set of guidelines and preparation

20. MEDIUM TERM

21. SHORT TERM PLAN

22. KRA
“Key Result Areas” or KRAs refer to general areas
of outcomes or outputs for which a role is
responsible. A typical role targets three to five
KRA. KRAs are also known as key work outputs
(KWOs).

23. KRA
• The employee is given certain responsibilities
which will be his/her key result areas. Example
- If I have given responsibility of induction then
the end to end process of induction will be my
Key Result Area. If I am doing any other work
which is not assigned to me but I am willing to
do it, then it will not be counted in my KRA's.

24. Most roles include 3 to 5
key result areas. If
individuals are
accountable for more
than this, they may be
overloaded, or they
may not be delegating
effectively.

25. Key result areas are worded using as few
terms as possible with no verbs (i.e., these
are about results, not action) and no
direction/measurement (e.g., words such as
"good," "increased" or "decreased"). They
simply describe the areas for which one is
responsible for results.

26. PROCESS
Individuals undertake the following steps
to determine the KRAs for their roles:
1. They list their main day-to-day
responsibilities/activities.
2. For each activity, they ask “Why do I do
this?”
3. They review the answers to their “why”
questions, looking for common themes or
areas.
4. They identify their KRAs from these
themes.
5. They share their KRAs, preferably with
those they report to, those they work
along with, and those who report to them.

27. Make value-added
decisions.
VALUE

28. DESCRIPTION
Key result areas (KRAs)
capture about 80% of a work
role. The remainder of the
role is usually devoted to
areas of shared responsibility
(e.g., helping team members,
participating in activities for
the good of the
organization). For example,
“image of the organization”

29. IMPLEMENTATION
Individuals who identify their KRAs
typically:
· Work with those they report to,
those they work along with, and
those who report to them to
identify their KRAs so all on a
team have clarity regarding
outputs.
· Develop specific goals and
objectives, and plans to reach
them.
· Take control of their time/work
management strategies.

30. PERFORMANCE MANAGEMENT
An organization's Performance
Management System is a set of
mechanisms (both processes and
techniques) designed to increase the
probability that people will behave
in ways that lead to the attainment
of the organization's objectives. The
development of the Performance
Management System is a complex
task that requires the effective
design and linking together of the
sub-systems shown in the diagram
below:

31. Our Programs and
Projects
1. SHAPE – (School Heads Advancement for Professional
Excellence)
This Project aims to retool/reorient school heads/managers and gain
more awareness on their managerial instructional, supervisory,
administrative, evaluative, human relations and leadership functions.
2. CREST – (Course in Reading and Speech for Teachers)
This course for teachers of beginning reading shall consist of six
modules namely:
•Speech communication;
•Children’s Literature;
•Grading and Evaluation techniques for Language Teachers;
•Content-Based Teaching;
•Development Reading; and
•Practicum in Teaching web.evis.net.ph/lineagencies/deped/index.
php/programs-projects

32. Our Programs
and Projects
3. APEX – (Applied Academics for Professional Excellence)
This is a contextual approach in teaching and learning focused on students’
academic, technical and employability skills through science and math
funded by local school board of 8 municipalities in Leyte, Tacloban City and
Ormoc City.
4. Project-ABC (Advancing Brilliance in Character)
This is guided by humanistic framework of the DepEd’s Values Education
Program maintaining that at the core of development is the dignity of the
human person as the subject and object of all initiatives. It also maintains the
human person’s seven dimensions and puts in the realated core values that
are adhered to most significantly by the people of Region VIII.
5. Project CRÈME – (Comprehensive Reading Education for Mastery and
Excellence)
This is a 6-year web.evis.net.ph/lineagencies/deped/index.
php/programs-projects

33. Project/Activity
Date Project/Activity Venue
Division Offices
Organization of
(DOs)
Division Research
Team for Multigrade Western Samar
(MG)
Organization of TERM
(Towards Education
San Jose, Occidental
Rights of Mangyans)
Mindoro
Curriculum Writers
Gathering of Existing DepEd Central Office
Materials for Blended DepEd Complex, Pasig
October 3-7, 2011 Practices (BP) City
http://www.affordablecebu.com/

34. • Suppose, if the IT Manager
(Training) is suppose to conduct
the Training Programs, which
could not be carried since funds
EXPECTED
for training which were supposed
to be arranged by IT
Manager(Finance) could not be
arranged. Now, you can see this
failure will reflect in the KRA of
IT. Manager (Finance), Manager
(Finance), CFO, IT Manager
(Training), Manager (Training),
and CPO, COO, and CEO.
• Key Result areas- The measure of
employees main result positives

35. happy &
Another example, consider a server satisfied
in a restaurant. “Customer
satisfaction” is not a key work
output—everyone in the
restaurant contributes to that
aim. However, “customer
rapport” is a key work output of
the server. Whether or not the
food is good, on time, or hot, the
server is expected to develop
rapport with customers. Other
key work outputs might include
“paid bills” and “delivered food &
beverages.

36. AN EFFECTIVE IMPLEMENTATION PROCESS
SUCCESS RATES
Adapted from “Strategic Management”, Alex Miller (2009)

37. Organizations successful at strategy
implementation effectively manage
six key supporting factors:
1. Action Planning
2. Organization Structure
3. Human Resources
4. The Annual Business Plan
5. Monitoring and Control
6. Linkage.
Bill Birnbaum, CMC (2000-2009)

38. www.gov.ph/k-12

39. "If you don't set your goals
based upon your Mission
Statement, you may be climbing
the ladder of success only to
realize, when you get to the top,
you're on the WRONG
BUILDING."
-- Stephen Covey, 7 Habits of
Highly Effective People

42. References:
Strategic Thinking Book, Bill Burnbaum, CMC (2000-2009)
www.life-role Development Group-2011
Strategic Management-Third Edition(2008), Alex Miller
Strategy, Execution, Innovation(2008)- Vijay Govindarajan and
Chris Tremble
www.gov.ph/k-12