Performance Evaluation System

September 2, 2000 REVENUE MEMORANDUM ORDER NO. 43-00 SUBJECT : Performance Evaluation System TO : All Revenue Officials and Employees Pursuant to the provisions of CSC Memorandum Circulars Nos. 13 and 25 s. 1999 as mandated by CSC Resolution No. 992650, this Memorandum Order is being issued to establish a credible and standardized Performance Evaluation System (PES) that will evaluate the contribution of all the employees (official, officers and staff) towards the development of an effectively functioning Bureau. The PES, which is anchored on the vision, mission, and existing organizational factors shall serve as a management tool in operationalizing the Bureau's institutional key result areas. CTEaDc I. OBJECTIVES 1. To serve as reference in performance planning, review and improvement; 2. To serve as a fair and objective basis in management decisions for promotion, transfer, reassignment, merit increase, demotion, separation and sanctions; 3. To serve as input in the grant of performance-based rewards; 4. To serve as a basis for human resource planning to enable the Bureau to strategically determine its staffing needs and requirements for effective service delivery; 5. To serve as reference document for staff development and training in line with the competency requirements of the organization; and 6. To serve as venue for employees' self-evaluation in identifying their strengths and developmental areas. Coaching and feedback by their supervisors will enable the employees to fully develop their potential and current competencies in performing their respective roles in the organization. II. BASIC POLICIES 1. The PERFORMANCE EVALUATION SYSTEM is an integral part of the Human Resource Development program of the Bureau of Internal Revenue. 2. The PES is concerned with the evaluation of individual's performance in relation to targets that are consistent with the duties and responsibilities attached to the position based on the approved work programs of the Division/Organizational unit where the employee belongs. 3. The PES provide standards and guidelines for setting up performance targets which must be specific and measurable and shall be mutually agreed upon by the supervisor and subordinate at the beginning of the appraisal period. The performance of an employee shall be evaluated in relation to such performance targets. 4. The PES provides the creation and operation of Performance Evaluation Review Committee (PERC) in the Service and the Regional Offices to review performance standards, targets and final rating of personnel. 5. Performance evaluation shall be done within a 6-month period, not less than 3 months but not longer than one year. 6. The accomplished PES shall be submitted within 15 calendar days after the end of the evaluation to the PERC. The PERC shall submit the list of final rating to the Personnel Division within 15 calendar days. DIESaC 7. Service Chiefs, Regional Directors, Division Chiefs, District Officers, and heads of sections/units shall be responsible for their employees' performance as well as compliance with the system. 8. All seconded/detailed personnel assigned to Special Project shall be rated by their project supervisors. However, they shall submit the rating to their mother unit for purposes of ranking. 9. Performance evaluations of employees who are sent on training/scholarship are adjusted accordingly. If the period of training/scholarship exceeds three (3)' months, the performance rating for the last rating period prior to the grant shall be considered. 10. For purposes of computing the productivity/incentive benefits, employees who shall retire shall submit their rating for the three (3) month period prior to retirement. 11. The PES provide a progress review procedures to keep the employee regularly and currently informed of how his performance meets his targets. 12. The PES provides a cross-rating system to include the rating given by the employee's supervisor, the rating of peers, subordinates and clients. 13. Subordinate raters and Peer raters should be identified at the start of the rating period. 14. Complaints whether formal or anonymous directed to a particular client or office shall serve as an input for the client rating. 15. Outstanding and poor rating shall be justified. The rating must be supported by a proof of accomplishment/non-accomplishment. 16. Only employees with OUTSTANDING (O) and VERY SATISFACTORY (VS) performance rating shall be considered for promotion. 17. Two (2) successive UNSATISFACTORY or one (1) POOR rating shall be ground for dismissal from the service. 18. The PES provides mechanisms of appeal for employees who express dissatisfaction with the rating given to him. 19. The PES provide sanctions against non-compliance with the provisions stipulated therein and against raters who use the system to give undue advantage and disadvantage to the people they rate. 20. All officials and employees of the Bureau shall be informed of the purposes, principles and procedures governing the PES and of their rights and obligations thereunder. III. RESPONSIBILITIES A. Role of the PERC . The functions and responsibilities of the PERC include the following: 1. Review of Performance Target . The PERC initiates the review and comparative assessment of employees' performance targets to ensure rationalization of employee workload particularly of those holding similar positions and working under same work conditions and recommends necessary modification or corrective action, if necessary. 2. Review of Performance Standards . The PERC reviews performance standards adopted for each duty of a position in the different organizational units in the Service/Regional Offices. It also ensures the adoption of uniform standards of measurements in rating employees holding similar positions, performing similar functions and working under same conditions. 3. Determination of Final Rating . At the end of the rating period, the PERC reviews documents, evaluates work accomplishments and performance ratings, conducts hearings or dialogues, if necessary, provides opportunities for employee or supervisor to defend a particular rating. The PERC completes the review and approval of employees' rating not later than 15 days after the office/units have submitted the accomplished PES form. 4. Monitoring and Evaluation of PES . The PERC monitors and evaluates the effectiveness of the PES every year and effects or implements improvements essential to ensure its continued suitability to the different positions and needs of the Bureau . B. Composition of PERC 1. Top Management Chairman Commissioner Members Deputy Commissioners Assistant Commissioner concerned 2. Service level Chairman Assistant Commissioner Members Head Revenue Executive Assistant Chief of Division concerned Rank and File 1st level representative 2nd level representative 3. Regional Office Chairman Regional Director Members Assistant Regional Director Director of Revenue Data Center Chief of Division concerned Revenue District Officer concerned Rank and File 1st level representative 2nd level representative C. Role of the Rater Commit the time needed for the full PES process per staff. Commit to the timely submission of completed PAF. Encourage joint process and career discussions. Document data and process. ACETSa Learn performance evaluation system and skill D. Role of the Ratee Do realistic self-appraisal. Take feedback constructively and work on developmental areas. Learn performance evaluation system and skills. IV. PROCEDURAL GUIDELINES A. Scope The Performance Evaluation System shall apply to all career and non-career employees of the Bureau of Internal Revenue. B. Assessment Period 1. Performance evaluation of employees shall be done every six (6) months ending June 30 and December 31 of every year. However, if there is a need for a shorter or a longer period, the minimum appraisal period is at least ninety (90) calendar days or three (3) months while the maximum is not longer than one (1) calendar year. a. the first assessment period shall cover the first semester of the year (January to June); and b. the second assessment period shall cover the second half of the year (July to December). 2. Temporary, casual, contractual/emergency employees shall be assessed 30 days prior to the end of their appointment period. This is to provide time for the processing of the appropriate personnel movements (like conversion of status, non-renewal, etc.) as a result of the performance rating given. 3. A mid-rating or quarterly review of performance shall be done for coaching and feedback purposes. 4. A monthly accomplishment report must be prepared by the ratee and submitted to the rater to document the supporting data for the rating. Both ratee and rater must keep a logbook of critical incidents and other supporting documents. This will aid both the raters and ratees in the performance appraisal discussion and in finalizing the performance rating. C. The PES Cycle 1. Planning/Goal setting The heads of offices shall prepare, in consultation with the concerned supervisors and staff, the office activity/action plans in accordance with the submitted Performance Contract. The office activity/work plan must be completed not later than the 1st week of the assessment period (1st week of January for the 1st PES assessment period and 1st week of July for the 2nd assessment period) There shall be a planning session at the start of the rating period during which targets or expected outputs shall be set jointly by the supervisor and subordinates. The supervisor and subordinates define the duties of each member of the group, agree on the duties and responsibilities attached to a particular job, and establish the standards on which specific work outputs and behaviors shall be measured. Performance targets must be specific and measurable. No percentage targets shall be allowed. Duties and responsibilities and performance standards established during the planning session should be listed in the Performance Evaluation Report Form Annex A under the PLANNED column. Agreements shall be jointly signed by both the supervisor and subordinate. Copies of the Planned Targets shall be submitted to the PERC within 15 days of the start of the rating period, after retaining a copy each for the ratee and rater. 1.1 General Standards A. QUANTITY/VOLUME OF WORK 10 Target or quota exceeded by 50% or more 8 Target or quota exceeded by 25% but less than 50% 6 Target or quota accomplished as planned or exceeded but less than 25% 4 Target or quota not accomplished but could stand improvement 2 Target or quota not accomplished and no evidence for improvement B. QUALITY OF WRITTEN WORK 10 No error/revision. Work clearly presented and well organized. All aspect of assignment well covered. No lapse in grammar or error in content. 8 3 minor errors or deficiencies; work in accordance with instructions; clearly presented; well organized. IEHSDA 6 3-9 minor errors or deficiencies in grammar and content; partial revision needed. 4 10 or more errors. Major revision needed. 2 Work not acceptable. Needs total revision. C. QUALITY OF NON-WRITTEN WORK 10 Excellent results. All aspects of work assignment thoroughly covered. No mistake in performing the duty. 8 3 minor deficiencies in the performance of task. Results still very good. 6 3-9 minor deficiencies in the performance of task. Results are acceptable. 4 2 major deficiencies. Needs help assistance from supervisor. 2 Haphazard or careless execution of work assignment. Unacceptable results. D. TIMELINESS 10 Task completed within the first 50% of the time before the deadline or schedule of completion. 8 Task completed within 75% of the time before the deadline or schedule of completion. 6 Task completed on the deadline 4 Task partially completed at the deadline 2 Task not yet started at expected date of completion 2. Progress Review 2.1 Subordinates shall submit Monthly Accomplishment Report to the supervisor who shall maintain a record of all official actions for reference. 2.2 The supervisor reinforces progress on the job by recognizing employee's efforts and praising him for specific achievements. 2.3 The supervisor and subordinate discuss targets and standards not met and identify causes of failures. 2.4 Supervisors shall keep a "Logbook of Critical Incidents" as a tracking device to record the causes of the subordinate's failure in meeting his targets. 2.5 In monitoring progress, the supervisor shall do all he can to assist the employee. This assistance may take many forms such as coaching, training, and counseling. If the employee still fails to reach his targets after various means of assistance have been employed, appropriate disciplinary action shall be taken against him. On the other hand, the employee who excels in the achievement of his targets shall be given recognition. If he cannot be promoted, other forms of rewards shall be given. 3. Performance Appraisal 3.1 At the end of the rating period, the employee evaluates work performance and behavior using the standards set for specific work outputs and behavioral factors affecting performance. HAaECD 3.2 Using the same standards, the supervisors accomplish the Performance Evaluation Report Form Annex A. The evaluation of the supervisor shall be based on the information contained in the accomplishment book, Monthly Accomplishment Report, Logbook of Critical Incidents, attendance records and other relevant documents. 4. Mechanics of Rating Five adjectival rating which are given corresponding point scores are provided in the System: OUTSTANDING (10) An employee shall be given this rating when he exceeds his performance targets by 50% and he possesses the personal qualities relevant to the accomplishment of the targets. Employees at this performance level should have demonstrated exceptional job mastery in all major areas of responsibility. His achievement and contributions to the Bureau are of marked excellence, which even his peers recognize through a forced comparison. Proof of outstanding accomplishment must be submitted with the evaluation report and must be concurred in by the PERC. VERY SATISFACTORY (8) An employee shall be given this rating when he exceeds the expected performance by 25% but falls short of what is considered an outstanding performance. Proof of major accomplishment must be submitted with the evaluation report. SATISFACTORY (6) An employee shall be given this rating when he meets his performance targets. UNSATISFACTORY (4) An employee shall be given this rating when his performance falls short of the minimum requirements but could stand improvement. He should be provided with training on the particular job he is assigned or provided with other forms of assistance. Since in giving this rating, the supervisor has considered the employee's potential for improvement, it is expected that in the next performance appraisal period, the employee under close supervision, will improve his performance. If not, he shall get another Unsatisfactory rating. Employees with this rating shall not be entitled to promotion or merit increase in pay until he gets a Satisfactory rating. Two (2) successive Unsatisfactory ratings shall be ground for dismissal from the service. POOR (2) An employee shall be given this rating when he fails to meet performance requirements and there is no evidence to show that he can improve his performance. One POOR rating shall be a ground for dismissal from the service. Job performance is given 70% weight in the rating scale. The Performance Evaluation Report Form shall reflect the results of the appraisal of the performance of an employee. Only one form is adopted for rating both supervisory and non-supervisory personnel. 1. Add all the total ratings obtained under Quantity, Quality and Timeliness. 2. Divide the sum by the number of ratings to get the Average Point Score 3. Multiply the Average Point Score by .7 (70%) to get the Equivalent Point Score. 5. Behavioral Dimensions Behavioral dimensions have a weight of 30% in the rating scale. It considers five (5) behavioral factors for non-supervisors and six (6) for supervisors, affecting the performance of every employee. In rating behavioral dimensions affecting job performance, the following should be considered: 1. HUMAN RELATIONS Integrates concern for people at work, office clientele, and supervisor-subordinate relationship into work situations. cHDEaC 10 Always go all the way to make people comfortable and satisfied. Gets along easily with other members of the work force. Highly respected in the office. 8 Go out of the way to accommodate and in giving assistance to people. Cooperative with peers and respectful of others. 6 Employee has the ability to deal with the public and peers, although he needs some advice. 4 Employee manifests difficulty in dealing with people. Occasionally discourteous except when in attending to important/influential persons. 2 Employee has apparent difficulty in dealing with people. Draws negative reaction from others. Often discourteous and irritable. 2. ORGANIZATIONAL DISCIPLINE The ability to manifest self-discipline through productive use of time and resources of the company as mandated in office rules and policy issuances/pronouncements. 10 Through his examples of disciplined behavior, he had influenced other employees to follow his example in more than 2 occasions. Shows highest degree in compliance to office rules and regulations. 8 Through his examples of disciplined behavior, he had influenced other employees to follow his example in 1 or 2 occasions. High conformity to office rules and regulations. 6 A disciplined employee. No data of violation of office rules and regulations. Manifests compliance to office rules and regulations. 4 With 1-2 data on violation of office rules and regulations. Shows difficulty in compliance with office rules and regulations. 2 With more than 2 data of office rules/regulations violations. Total disregard to office rules and regulations. 3. WORK ATTITUDE - Ability to be relied upon in the accomplishment of tasks with less supervision and willingness to accept responsibilities without sacrificing regular duties, initiative and resourcefulness in accomplishing organizational goals, and adherence to office rules and regulations. 10 Introduces ideas and projects with originality. Highly reliable in punctuality and attendance. Submits reports well ahead of the deadline. Manifest highest degree of willingness to accept additional responsibilities. 8 Starts action and accomplish tasks under minimal supervision. Always willing to accomplish assigned tasks immediately. Always available on the job when needed. 6 Starts action to meet goals with regular supervision and support. Available on the job when needed. 4 Lacks personal drive to start or complete assigned tasks. Does not show willingness to accomplish tasks. 2 Assigned tasks not accomplished despite very close supervision. Irritable and discourteous in all aspects. Resorts to absenteeism when given assignments. CIaASH 4. STRESS TOLERANCE Includes the ability to maintain stable disposition even under pressure or opposition, and the ability to control one's temper and mood. 10 Always calm and shows pleasant disposition at all time. Consistently confident and positive even during stressful conditions at work. Never loses patience and never allows other's tension and anxiety affect workloads. 8 Most of the time calm, confident and positive. Positive effect on the group is noticeable. 6 Normally calm, confident and positive. Occasionally loses emotional control under pressure. 2 Often loses emotional control in dealing with stressful work situations. Often complains about people, personal difficulties and situations at work. 5. PUNCTUALITY AND ATTENDANCE Refers to observed behavior of coming to office on time or to be present at work to complete assigned responsibilities. Per CSC Rule on Punctuality: Attendance Factor I 10 - 0 tardy/undertime/half day in 6 months 8 - 1-30 times tardy/undertime/half day in 6 months 6 - 31-54 times tardy/undertime/half day in 6 months 4 - 55-59 times tardy/undertime/half day in 6 months 2 - 60 or more times tardy/undertime/half day in 6 months Per CSC Rule on Absences: Attendance factor number 2 10 - 0 absence in 6 months 8 - 1-15 days absent in 6 months 6 - 16-30 days absent in 6 months 4 - 31-45 days absent in 6 months 2 - 46 or more days absent in 6 months The following cases should be excluded in the determination of the rating for attendance: a. Forced leave b. Maternity leave c. Prolonged sick leave duly certified by office physician. NOTE: Physical presence in the work place shall also be considered in rating attendance. The average score is arrived at by dividing the rating for absences and undertimes by 2 . 6. LEADERSHIP ( For Supervisors Only ) The manner of guiding, influencing, motivating and developing confidence of subordinates to work as team to accomplish assigned tasks, and leading the organizational unit to achieve its goals and objectives enthusiastically. 10 Leads staff exceptionally well. Easily achieved high productivity through teamwork. Staff is productive. 8 Leads staff effectively. Often gets job done through teamwork. Staff is productive. 6 Leads staff adequately. Normally gets the job done. 4 Seldom exercises leadership over staff. Seldom gets the job done on time. 2 Cannot lead staff. No teamwork. Productivity is low. No balance of task and people concern. Factors 1 to 5 shall apply to non-supervisory positions. Factors 1 to 6 shall apply to supervisory positions. 1. For each factor, there are five (5) anchors or levels which range from Outstanding (10) to Poor (2). Choose the level that gives the most accurate description of the employee's behavior. 2. Add all the corresponding scores and divide the sum by the total number of behavioral factors to get the Average Point Score. 3. Multiply the average Point Score by .3 (30%) to get the Equivalent Point Score. The Overall rating is computed by adding the Equivalent Point Score for both job accomplishment and behavior. The sum is the overall rating. Use the indicated rating scale to find the Equivalent Adjectival Rating of the obtained overall rating. TCcDaE OVERALL RATING ADJECTIVAL RATING 9.6 10.00 Outstanding 8.0 9.5 Very Satisfactory 4.6 7.9 Satisfactory 2.8 4.5 Unsatisfactory 2.0 2.7 Poor 6. Cross-Rating The PES uses a cross-rating scheme which involves multiple raters other than the supervisor. Under this scheme, each rater is allocated percentage weight as follows: Overall Rater Weights Supervisor 50% Self-Rater 20% Subordinate Rater(s) 10% Peer Rater (s) 10% Client Rater(s) 10% 100% In no instance that self-rater be assigned a percentage weight higher than that of the supervisor rater. For purposes of cross-rating, the above raters are described as follows: Supervisor Rater refers to the immediate and direct superior of the Employee-Ratee who by the nature of his position or authority given by a competent authority assigns work to the employee, monitors and evaluates the same on the basis of agreed targets and standards. The Supervisor Rater rates his subordinates in both Part I (Performance) and Part II (Behavioral Dimension) using the prescribed Performance Evaluation Report Form (Annex A). Self Rater refers to the employee whose performance is to be rated based on agreed targets and standards. The Self-Rater rates himself in both Part I (Performance) and Part II (Behavioral Dimension) using the prescribed Performance Evaluation Report Form (Annex A). Subordinate Rater refers to the employee under the immediate or direct supervision of a superior whose performance is to be rated on the basis of verifiable and observable work accomplishments and behavior of the latter. The Subordinate Rater rates his supervisor using the prescribed Subordinate Rater Form (Annex B) consisting of set of questionnaires depicting the ratee's performance and demonstrated behavior for the rating period. Peer Rater refers to the co-employee with the same position title or functionally-related positions of comparable level within the same organizational unit who may have either direct or indirect working relationships with a peer whose performance is to be rated. A peer is considered to have a direct working relationship with another peer if their work are dependent upon each other for support or in producing an output or achieving each other's target. [Example: Before Peer 1 (Account Officer) can prepare a trial balance, Peer 2 (Account Officer) should have finished the bank reconciliation statement first.] Indirect working relationship means that the Peer Rater and Peer Ratee perform similar work wherein each other's output is not necessarily dependent on each one but can be noticed or observed by either of the two. [Example: Peer 1 (Processor A) who can process 100 accounts in one day observes that Peer 2 (Processor B) can only finish not more than 50 documents in one day for one reason or another.] The Supervisor Ratee and the Employee Ratee identify and agree on who the Peer Raters would be before the start of the rating period The Peer Rater rates the Peer Ratee using the prescribed "Peer Rater Form" (Annex C). Only the averages of all peer ratings for both Part I and Part II are reflected in the final Performance Evaluation Form. The supervisor may assign one peer to consolidate, tabulate and summarize all peer ratings and upon his final review reflects the average rating in the PEF-1 during the appraisal discussion with the ratee. DaHISE Client Ratee refers to any person or individual transacting official business or directly served by the Employee-Ratee . The Client Rater (s) may be external or internal clients. There could also be as many Client Raters involved in one employee ratee. In cases where it is impractical to get all client feedback on account of volume and time, the Supervisor Rater and the Employee Ratee may agree on a random selection or sampling of client raters distributed evenly during the rating period. For this purpose, the clients are initially informed either through the Public Assistance Counter (PAC) of the Bureau or Officer-of-the-Day-designate in a particular office that they are encouraged to give a written feedback on the way they were treated or served by the employees they are transacting business with using the prescribed " Client Rater Form " (Annex D). The feedback report may be confidential (sealed) or not. The Supervisor Ratee collects, tabulates, summarizes all client ratings and presents to the Employee-Ratee during the appraisal discussion. Only the averages of all client ratings for both Part I and Part II are reflected in the final Performance Evaluation Form (PEF-1). The Supervisor or the Employee-Ratee sees to it that safeguards are instituted to objectively gather or collect performance feedback from clients. 7. Discussion of Results The supervisor and subordinate meet to discuss and agree on the rating and develop plans for work improvement. Both shall sign the evaluation form. The duly accomplished forms are submitted to the rater's supervisor for review. If the official agree with the employee's rating, he signs the report form. If not, he should notify the employee and the rater and discuss the change in the rating with them. The revised rating shall be initialed by the employee, rater and reviewer. If the employee disagrees with the rating, he still has to sign the report and/or initial the changes. He may then appeal his rating to the PERC in accordance with the rules and procedures for the purpose. 8. Overall Rating 1. Using the Summary of Rating portion of Annex A, indicate the Raters Weighted Average Scores for both Part I and Part II. 2. Add the Weighted Average Scores for Part I and Part II of each rater to get the Overall Point Scores and multiply by the Rater's Percentage Weight Allocation to get their respective Overall Weighted Scores. 3. Add all Overall Weighted Scores to get the Total Overall Score or Final Numerical Performance Rating. 4. Convert the total Overall Score or Final Performance Numerical Rating to Adjectival Rating using the conversion table under page 11 thereof. 9. Appraisal Submission 1. It is the immediate superior (rater) and/or Office Head's management responsibility to ensure the accurate, objective, complete and timely submission of the accomplished PES of all the staff under his supervision. aAHDIc 2. Submission dates of the accomplished PES to the PERC are pegged according to their employment status, as follows: Employment Status Submission Deadline Permanent 15 calendar days after the end of the assessment period Temporary/casual/ 15 calendar days before the Contractual/Emergency end of the existing contract 3. In the case of employees who are transferring to another department or service (this action does not cover job rotation), the duly accomplished PES must be submitted to the PERC ten (10) working days prior to the planned personnel movement. The performance rating shall serve as input to the evaluation of the soundness of the decision to approve the transfer movement. As a rule, employees who received marginal or poor rating during the latest appraisal period shall not be allowed to transfer to another department or service. 4. All personnel movements must be supported by duly accomplished performance rating in the case of separating officers and employees, clearance from accountabilities can only be given after submission of duly accomplished performance rating. As a rule, officers holding supervisory functions can only be given clearance upon submission of complete and duly accomplished appraisal ratings of all the subordinates reporting to him. 5. All seconded/detailed personnel assigned to special projects shall be rated by their project supervisors. However, they shall submit the rating to their mother unit for purposes of ranking. It is the responsibility of the project supervisors to provide the supporting data that will be used in giving the appropriate appraisal to concerned employees. V. MECHANISM OF APPEAL 1. Employees who feel aggrieved or dissatisfied with their final performance rating can file an appeal with the PERC within ten (10) days from date of receipt of their Performance Report Form from the PERC. Employees, however, shall not be allowed to protest the performance rating of their co-employees. Ratings obtained by other employees can only be used as basis or reference for comparison in appealing one's performance rating. 2. The appeal must be in writing and should specify the desired performance rating. It should include the justifications and supporting data/documents that will warrant the change in the performance rating given to him. 3. The PERC shall decide on the appeals within one month from receipt. Appeals lodged at any PERC shall follow the hierarchical jurisdiction of various PERCs in the Bureau. For example, the decision of the Regional PERC is appealable to the top management PERC. Only in exceptional instances when the decision of the PERC in the Top management level may be appealed further to the CSC Commission proper. The decision made on employees' ratings by the PERC in the service/regional levels may be appealed to the Civil Service Regional Office which has jurisdiction over these units. 4. An official or employee who was separated from the service on the basis of unsatisfactory or poor performance rating can appeal his separation to the CSC or its regional office within 15 days from receipt of the order or notice of separation. 5. Failure to file a written appeal within the prescription time of 15 calendar days shall be considered a waiver of such right. VI. SANCTIONS 1. Raters who use the system to give undue advantage and disadvantage to the people they rate and non-compliance with this Memorandum Order shall be penalized under CSC Memorandum Circular No. 19, series of 1999 for violation of reasonable office regulation, to wit: 1st offense Reprimand 2nd offense Suspension: 1-30 days 3rd offense Dismissal 2. The Chief, Internal Security Division shall conduct an investigation to determine the penalties for non-compliance of this Memorandum Order. 3. No employee shall be granted productivity/Incentive Benefits for failure to submit PES within the prescribed period. 4. Employees who are performing below the expected performance standards shall be subjected to the corresponding disciplinary action. VII. REPEALING CLAUSE This Order supersedes Revenue Memorandum No. 35-93 and all other issuances inconsistent with the provisions of this Office Order. VIII. EFFECTIVITY This Order shall take effect immediately. DAKILA B. FONACIER Commissioner of Internal Revenue By: (SGD.) LILIA C. GUILLERMO Deputy Commissioner and Officer-In-Charge ANNEX A Performance Evaluation System Form BUREAU OF INTERNAL REVENUE PES Subordinate Rater Form (Annex B) Rating Period ___________________ Name of Supervisor to be Rated _____________________________ Position ______________________ Office _______________________ INSTRUCTIONS 1. This form is used for evaluating the performance of your supervisor in this rating period. 2. Please observe fairness and objectivity when rating your supervisor DEacIT 3. In rating your supervisor, check the box that most objectively represents his/her level of performance guided by the definitions of rating under each factor. Please use the rating scale below. High 10 Outstanding 8 Very Satisfactory 6 Satisfactory 4 Unsatisfactory Low 2 Poor 4. After accomplishing this form, please affix your signature and submit this to your next higher supervisor. FACTORS PART I - PERFORMANCE Accomplishment of work How would you assess the overall work accomplishment of your supervisor in relation to his/her performance targets? 10 Attains exceptional level of achievement; accomplishments exceeds the targets by 50% 8 Attains level of achievement more than adequate, but falls short of being exceptional; accomplishments exceed the targets by 25% but less than 50% 6 Attains adequate level of achievement; meets targets as planned 4 Attains level of achievement less than the average level but can be improved; 2 Poor, fails to meet performance target: PART II - CRITICAL FACTORS 1. Management of Work Please rate your supervisors demonstrated ability to plan and prioritize activities, assign work properly, set appropriate work standards, establish monitoring systems, streamline office operations and make prompt and sound decisions. 10 Exceptional 8 More than adequate but falls short of being exceptional 6 Adequate 4 Less than adequate but can be improved 2 Poor 2. Management of People Please rate your supervisor in his/her ability to promote employee development, observe fairness and impartiality, maintain discipline, motivate staff and give effective feedback on performance. 10 Exceptional 8 More than adequate but falls short of being exceptional 6 Adequate 4 Less than adequate but can be improved 2 Poor 3. Courtesy and Public Relations In your observations, how would you rate your supervisor's behavior, manner of speech and actuations in dealing with the public/clientele 10 Always go all the way to make people comfortable and satisfied even under pressure and occupied with work 8 Frequently goes out of the way even when occupied with work in giving assistance to the public 6 Normally or usually goes out of the way to assist the public 4 Occasionally assists the public at times, discourteous; shows lack of patience in dealing with the public 2 Most of the time discourteous; often times Complained about due to inconsiderate attitude 4. Punctuality and Attendance Please rate the observed behavior of your supervisor in coming to office on time to be present at work to complete assigned responsibilities AaHDSI 10 Not more than 3 times tardy/undertime and 4 days absent; stays in office even after office hours to complete assigned responsibilities; at hand when Needed all the time. 8 4-6 times tardy/undertime and 5-8 days absent; generally present when needed 6 7-10 times tardy/undertime and 9-12 days absent; normally present when needed 4 11-15 times tardy/undertime and 13-16 times absent; at times missing without informing staff about his/her whereabouts 2 More than 15 times tardy and more than 16 days absent; leaving the workplace without notice and attending to unofficial matters most of the time COMMENTS AND RECOMMENDATION _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ _________________________________ Name and signature of Rater: _________________________________ Position _________________________________ Office/Division _________________________________ Date accomplished __________________ BUREAU OF INTERNAL REVENUE PES Peer Rater Form (Annex C) Rating Period _______________ Name of Peer to be Rated __________________________ Position ___________________ Office ____________________ INSTRUCTIONS 1. This form is used in evaluating the performance of your peer in this rating period. 2. Please observe fairness and objectivity when rating your peer. ECTIcS 3. In rating your peer, please check the box that most objectively represents his level of performance guided by the definitions of rating for each factor. Please use scale below: High 10 Outstanding 8 Very Satisfactory 6 Satisfactory 4 Unsatisfactory Low 2 Poor 4. After accomplishing this form, please affix your signature in the space provided for and submit it to your next higher supervisor. FACTORS PART I - PERFORMANCE Accomplishment of Work How would you assess the overall performance of your peer in achieving his/her targets? 10 Attains exceptional level of achievement; accomplishments exceed the targets by 50% 8 Attains level of achievement more than adequate but falls short of being exceptional; accomplishments exceed targets by 25% but less than 50% 6 Attains adequate level of achievement; meet targets as planned 4 Attains level of achievement less than average level but can be improved 2 Poor; fails to meet performance target ADCEcI PART II- CRITICAL FACTORS Peer Relations Please rate your peer in the manner by which he/she relates to you and co-employees. 10 Gets doing easily, demonstrates concern for peers; initiates team effort work and harmonies and working relationship. 8 Generally friendly and helpful cooperates well with peers 6 Normally cooperative and helpful carrying out task; at times needs some support and advice from supervisor and peer groups 4 Oftentimes, works at his own; seldom regards peer concerns 2 Has difficulty in dealing with peers draws negative impression, uncooperative; not a team player. Courtesy and Public Relations In your observations, how would you rate your, peers behavior, manner of speech and actuations in dealing with the public/clientele 10 Always goes all the way to make people comfortable and satisfied even under pressure and occupied with work. 8 Usually goes out of the way even when occupied with work in giving assistance to the public 6 Normally goes out of the way to assist the public 4 Occasionally assists the public; at times, discourteous; shows lack of patience in dealing with the public. 2 Most of the time discourteous; often times complained about due to inconsiderate attitude. Punctuality and Attendance Please rate the observed behavior of your peer in reporting for or being present at work to complete assigned responsibilities. 10 Not more than 3 times tardy/undertime and 4 days absent; stays in office even after office hours to complete assigned responsibilities; at hand when needed all the time. 8 4-6 times tardy/undertime and 5-8 days absent; generally present when needed. 6 7-10 times tardy/undertime and 9-12 days absent; normally present when needed. 4 11-15 times tardy/undertime and 13-16 days absent; at times missing without informing staff about his/her whereabouts. 2 More than 15 times tardy/undertime more than 16 days absent; leaving the workplace without notice and attending unofficial matters most of the time COMMENTS AND RECOMMENDATIONS Name and signature of Rater: _________________________________ Position _________________________________ Office/Division _________________________________ Date accomplished __________________