Implementation of the New Performance Appraisal System Beginning with the Semester from January 1 to June 30, 1980 and Thereafter

December 10, 1979 REVENUE MEMORANDUM ORDER NO. 31-79 TO : All Revenue Service Chiefs, Regional Directors, Division Chiefs, and All Others Concerned SUBJECT : Implementation of the New Performance Appraisal System (NPAS) Beginning with the Semester from January 1 to June 30, 1980 and Thereafter The records show that all supervisory personnel in the Central Office and in the Field Offices, who will rate the performance of their respective subordinates, have undergone in-service training on the procedures and techniques regarding the New Performance Appraisal System (NPAS). Pursuant to Memorandum Circular No. 2, S. 1978 of the Civil Service Commission, the performance of all officials and employees of this Bureau for the semester from January 1 to June 30, 1980 and every semester thereafter, shall be rated in accordance with the New Performance Appraisal System. Attached are the instructions on how to rate subordinates under the new system. Together with it are samples of the different forms (which must be mimeographed in your respective offices) that are to be accomplished and submitted to the Personnel Division not later than 60 days after the end of the semester being rated. Please be guided accordingly. cdta RUBEN B. ANCHETA Acting Commissioner ANNEX BUREAU OF INTERNAL REVENUE Performance Appraisal Report ____________ to __________, 19 ____ ============================================================= READ THE INSTRUCTIONS VERY CAREFULLY BEFORE EVALUATING THE EMPLOYEE ============================================================= INSTRUCTIONS PART I. PERFORMANCE 1. Evaluate the performance of the ratee on the basis of : (a) his actual achievement on his performance targets, planned (PT) and intervening (IT), as checked and listed therein after these were duly established, discussed with and approved by you. 2. Evaluate the ratee by observing the following procedures : (a) determine haw the ratee act each of the requirements of his performance targets an enumerated therein. If he exceeds his performance targets by at least twenty-five percent (25%), he should be given a point score of ten (10) under each of the performance standards therein specified, QUALITY, QUANTITY and TIME. If he also exceeds his performance targets but falls short of outstanding performance, a point score of eight (8) shall be given. If he meets his performance targets, he should be given a point score of six (6). It be fails to meat his performance targets, but shown potential for improvement, he should be given a point score of four (4). If he fails to meet his performance targets and there to no evidence to show that he can improve his performance, he should be given a point score of two (2). (b) Add all the point scores under the three (3) measures of results namely: QUALITY, QUANTITY and TIME. Then, divide the total number by the number of point scores. Enter the AVERAGE POINT SCORE on the space provided for. (c) Multiply the average point score by 75% and enter the equivalent point score on the space provided for. PART II. CRITICAL FACTORS AFFECTING JOB PERFORMANCE 1. Evaluate the ratee on the three (3) critical factors: Public Relations, Punctuality and Attendance, and Potential. Give the ending point score and remarks for each. 2. Get the average point score of the three (3) factors and enter in the space provided for. 3. Multiply the point score by 25% and enter in the space for equivalent point score. PART III. PERFORMANCE RATING A. Overall Point Score 1. Add the equivalent point score of Part I and Part II. The total obtained in this process constitutes the employee's Overall Point Score. 2. Convert the overall point score into the Equivalent Numerical Rating as indicated in the Conversion Table below: Range of Expected Overall Equivalent Numerical Point Score Rating 2 - 2.899 = 2 2.9 - 4.699 = 4 4.7 - 7.499 = 6 7.5 - 9.299 = 8 9.3 - 10.000 = 10 3. If the employee was able to achieve both his planned and intervening assignments, he is given an additional point score of two (2). 4. Determine his adjectival rating by matching numerical rating with the corresponding adjectival rating below: 2 = Unsatisfactory 4 = Fair 6 = Satisfactory 8 = Very Satisfactory 10 = Outstanding B. SUPERVISOR'S RECOMMENDATIONS Write down your suggestions for improving employee performance under Supervisor's Recommendations. They may include suggestions for training on specific fields such as human relations, concept of discipline, etc., as well as proposals for much personnel actions as job rotation, reassignment, promotion, etc. C. ACCOMPLISH THE PERFORMANCE APPRAISAL REPORT IN TRIPLICATE One (1) copy for the rates, one (1) copy for the rater and one (1) copy for the Personnel Officer. CRITICAL FACTORS 1. PUBLIC RELATIONS : Public relations shall include the individual's ability to develop harmonious relations with superiors, colleagues, and subordinates on one hand, and the immediate public with which he transacts official business on the other. 2. PUNCTUALITY AND ATTENDANCE : The supervisor has two (2) basic references for rating punctuality and attendance. He first reviews the employee's time card. Then, he compares it with his observations made an to the presence of the employee in the office. Discrepancies should be duly noted to arrive at a justifiable rating. 3. POTENTIAL : A potential is a possible talent, ability or skill possessed by an individual which can be further developed. In rating this factor, the supervisor shall also consider leadership, supervising abilities, creativity and innovativeness. There are employees, however, who have potential which are not related to their present job. In cases like this, the supervisor may help the employee by recommending him to a job which in line with his potentials.