Revised Performance Evaluation System

July 26, 2006

OCA CIRCULAR NO. 102-06

 

For your information and guidance, the Office of the Court Administrator has adopted the approved revised performance evaluation system for the lower courts referred to as the "Continuous Improvement of Performance and Accomplishment Gauge or CIPAG" in line with the Revised Policies on Performance Evaluation System provided under CSC Resolution No. 99-1792 and CSC Memorandum Circular No. 13, series of 1999.

In this regard, the new performance evaluation rating form (CIPAG Forms 1 to 3) shall be issued beginning the rating period January-June 2007.

All courts are hereby furnished copies of the CIPAG guidelines for strict implementation and compliance.

(SGD.) CHRISTOPHER O. LOCKCourt Administrator

CONTINUOUS IMPROVEMENT OF PERFORMANCE AND ACCOMPLISHMENT GAUGE (CIPAG)

In line with the Revised Policies on Performance Evaluation System enunciated under CSC Resolution No. 99-1792 and CSC Memorandum Circular No. 13, series of 1999, this performance evaluation system for the lower courts referred to as the Continuous Improvement of Performance and Accomplishment Gauge (CIPAG) is hereby adopted for implementation and strict compliance by all concerned. aSCHIT

I. Policies

a. The CIPAG adheres to the principle of performance-based security of tenure. It provides motivation and basis for incentives to performers and applies sanctions to non-performers;

b. The CIPAG operates on shared commitments and objective measures of performance results. Performance targets/quota are planned and agreed upon by supervisor and employee and confirmed by the executive judge in the office of the clerk of court and the presiding judge/acting judge in the branch;

c. The CIPAG enhances productivity by encouraging the formulation and adoption by supervisor and subordinate of performance targets attuned to organizational goals and mandate;

d. The CIPAG enhances dynamism with the Performance Evaluation Review Committee-Lower Court (PERC-LC) by encouraging the review of performance standards set for each function in the lower court and the formulation of more appropriate performance standards; and

e. The CIPAG promotes transparency in the review of the rating of employees and resolution of conflicts and/or disagreements. It also provides mechanism for appeals to the Office of the Court Administrator Performance Evaluation Review Committee (OCA-PERC).

II. Objectives

The CIPAG aims to:

a. continuously improve the performance and efficiency of each employee;

b. enhance organizational effectiveness and productivity; and

c. provide an objective performance rating which serves as basis for personnel actions, incentives, rewards and administrative sanctions.

III. Scope and Coverage

The CIPAG shall apply to all court employees below the level of judges of the Regional Trial Courts, Shari'a District Courts, Metropolitan Trial Courts, Municipal Trial Court in Cities, Municipal Trial Courts, Municipal Circuit Trial Courts, Shari'a Circuit Courts and Office of the Jurisconsult. EITcaH

IV. Rating Period

Performance evaluation shall be every six (6) months ending June 30 and December 31 of every year which shall be submitted to the Office of Administrative Services, Office of the Court Administrator, on or before July 31 for the first semester and on or before January 31 for the second semester.

V. PERC-LC and OCA-PERC

Creation of the Performance Evaluation Review Committee-Lower Court (PERC-LC)

1. Composition

Pursuant to Circular No. 94-2001 dated 11 December 2001, the Performance Evaluation Review Committee for Lower Courts (PERC-LC) is hereby created with the following as Chairman and Members:

A. Multiple-sala courts and Office of the Clerk of Court (First and Second Levels)

Chairman	-	Executive Judge of the multiple sala court
Vice-Chairman	-	Vice Executive Judge of the multiple-sala court
Members (4)	-	Presiding Judge of the court where the employee is assigned/detailed
		Branch Clerk of Court/Officer-in-Charge of the court where the employee is assigned/detailed
		Two (2) PACE representatives, one (1) for the second level and one (1) for the rank and file

 RTC single sala courts and Shari'a district courts shall be clustered with the nearest RTC multiple-sala court for purposes of the constitution of PERC.

 The Clerk of Court of the Office of the Clerk of Court shall sit as member in lieu of the Presiding Judge if the performance ratings of the personnel of the Office of the Clerk of Court are being reviewed. TDSICH

 First level multiple sala courts (MTC and MCTC) shall be clustered under paragraph B.

B. Single Sala First-level courts

Chairman	-	Executive Judge of RTC exercising administrative supervision over the concerned first-level courts
Vice-Chairman	-	Presiding Judge of the court where the employee is assigned/detailed
Members (3)	-	Clerk of Court/Officer-in-Charge of the court where the employee is assigned/detailed
		Two (2) PACE representatives, one (1) for the second level and one (1) for the rank and file

C. Shari'a Circuit Courts

Chairman	-	RTC Executive Judge of the area where the Shari'a Circuit Court is located
Vice-Chairman	-	Presiding Judge of the Shari'a District Court exercising administrative supervision over the concerned Shari'a Circuit Court
Members (4)	-	Presiding Judge of the Shari'a Circuit Court where the employee is assigned/detailed
		Clerk of Court/Officer-in-Charge of the court where the employee is assigned/detailed
		Two (2) PACE representatives, one (1) for the second level and one (1) for the rank and file

 In all instances under paragraphs A, B and C, the Branch Clerk of Court/Officer-in-Charge shall inhibit himself from reviewing his own performance rating.

 In the event that the PACE representative is the Clerk of Court/Branch Clerk of Court whose station is under evaluation, he shall not sit as a PACE representative but as a member representing the court. In that particular instance, the PACE shall assign a substitute.

D. Office of the Jurisconsult

 The Office of the Jurisconsult shall submit the performance ratings of its personnel to the OCA-PERC for review.

2. Responsibilities

a. Review Aspect

a.1. Of Employee's Performance Targets

 The PERC-LC shall initiate 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 shall recommend necessary modifications or corrective action, if necessary.

a.2. Of Performance Standards

 The PERC-LC shall review performance standards set for each function in the different organizational units in the agency. It shall set uniform standards of measurement in rating employees for those who hold similar positions, perform similar functions and work under the same conditions.

 The PERC-LC may set new performance standards for each function that shall reflect an improvement of the standards set by the OCA-PERC under the CIPAG guidelines, copy furnished the OCA-PERC.

b. Determination of Final Rating in case of Protest

 In case of protest by an employee regarding the rating he obtained, the PERC-LC shall review documents, evaluate work accomplishments vis-à-vis performance targets, conduct dialogues, if necessary, provide opportunities for employee or supervisor to substantiate a particular rating and eventually determine the employee's final rating. The PERC-LC shall resolve the protest within fifteen (15) days from receipt of the protest.

c. Monitoring and Evaluation of CIPAG

 The PERC-LC shall monitor and evaluate the effectiveness of the CIPAG every year and shall recommend to the OCA-PERC improvements essential to ensure its continued suitability to the different positions and needs of the lower courts.

d. Setting of Internal Rules and Procedures

 The PERC-LC shall adopt its own internal rules, procedures and strategies in carrying out the above responsibilities including the setting of schedules of meetings and deliberations.

Creation of the Office of the Court Administrator-Performance Evaluation Review Committee (OCA-PERC)

1. Composition

Chairman	-	Hon. Reuben P. De la Cruz 1
		Assistant Court Administrator
Vice-Chairman	-	Atty. Caridad A. Pabello
		Chief, Office of Administrative Services, OCA
Members	-	Atty. Thelma C. Bahia
		Chief, Court Management Office
		Atty. Wilhelmina D. Geronga
		Chief, Legal Office, OCA
		Atty. Lilian B. Co
		Chief, Financial Management Office, OCA
		Atty. Vivien B. Manahan
		PACE Representative, Supervisor level
		Mr. Lucas E. Eje
		PACE Representative, Rank-and-File level
Recorder-Secretary	-	Atty. Ryan A. Tuazon 2
		Office of the Assistant Court Administrator
Asst. Recorder-Secretary	-	Ms. Donna Cher A. De la Cruz 3
		Office of the Assistant Court Administrator

2. Responsibilities

a. Monitoring of the PERC-LC

 The OCA-PERC shall monitor the Performance Evaluation Review Committee for Lower Courts (PERC-LC) and shall implement improvements to ensure its effectiveness in reviewing performance ratings of lower court personnel as well as in resolving conflicts and disagreements between the employee and the supervisor.

b. Review of the Performance Ratings of the Office of the Jurisconsult

 The OCA-PERC shall review the performance ratings of the personnel of the Office of the Jurisconsult.

c. Determination of Final Rating in case of Appeal

 In the event the employee is dissatisfied with the resolution of the PERC-LC, he may appeal his final rating to the OCA-PERC. The OCA-PERC shall resolve the appeal within thirty (30) days from the date it is submitted for resolution. TIEHSA

 The OCA-PERC shall adopt its own internal rules, procedures and strategies in carrying out the above responsibilities including the setting of schedules of meetings and deliberations.

VI. Mechanics of the CIPAG

A. Definition of Terms

1. Continuous Improvement of Performance and Accomplishment Gauge or CIPAG — It is the official rating form for lower courts. This replaces the former Performance Rating Form (PRF). 

2. Actual Work — It is the task/job regularly performed by an employee whether or not included in the Position Description Form.

3. Designated Work — The task temporarily assigned to an employee in addition to his actual work.

4. Intervening Assignment — The additional task done simultaneously with actual/designated work and not within the regular function of the employee.

 The employee's performance of intervening tasks may add a maximum of one (1) point to his overall rating, provided the following criteria are met:

a. Said task is difficult, technical in nature or requiring special skills;

b. Said task is not within the regular functions of the employee or the work program/performance contract of his division or unit;

c. There is urgency in the completion of the intervening task which has an impact on the organizational unit concerned;

d. Non-compliance/performance of the intervening task will unduly prejudice the service; CcaASE

e. Employee's planned targets have all been accomplished and rated at least satisfactorily;

f. Performance or completion of said intervening task will require an aggregate period of one week to two months.

 Special or additional assignments are no longer considered intervening tasks if they will significantly affect the performance of the employee's regular targets. In such a case, the same is treated as an allowable modification of regular target.

5. Target — It is the work output expected to be accomplished by an employee in a given period which may be expressed in terms of number or in words of Quantity, Quality and Timeliness.

6. Quota — It is the quantity of work assigned to an employee, which the latter is expected to accomplish in a given time.

7. Accomplishment — It is the finished work which is either actual and/or designated.

8. Employee's Rating/Supervisor's Rating — It is the numerical rating resulting from the comparison between the target and the accomplishment (Part I) as well as the behavior/attitude (Part II) of the employee.

9. Employee/Self-Rater — The doer of the actual or designated work.

10. Immediate Supervisor/Supervisor-Rater — The person who has direct supervision over the employee and the one who assigns or designates the employee's work to be performed by the employee.

11. Next Higher Supervisor — In the Office of the Clerk of Court, it is the Executive Judge; in the branch, it is the Presiding Judge/Acting Judge.

12. Adjectival Rating/Numerical Rating — The rating is as follows:

 Outstanding = 5,

 Very Satisfactory = 4,

 Satisfactory = 3,

 Unsatisfactory = 2,

 Poor = 1.

13. Work Allocation — Percentage valuation of Actual/Designated Work based on time and effort. TAESDH

B. Setting of Performance Targets

Performance Target shall be the expected accomplishment for a given period. The supervisor and subordinate shall, by mutual agreement, formulate and set their performance targets attuned to the organizational targets. It shall be prepared not later than 15 days immediately preceding the start of the rating period.

C. Performance Standards

Performance Standards are measures against which performance level is assessed. The following shall be considered as standards in evaluating and rating employee's performance:

c.1.	Timeliness
	5 pts	-	Target accomplished ahead of the prescribed period without any supervision
	4 pts	-	Target accomplished ahead of the prescribed period with minimal supervision
	3 pts	-	Target accomplished within the prescribed period with regular supervision
	2 pts	-	Target accomplished beyond the prescribed period but within the extended period
	1 pt	-	Target not accomplished or accomplished beyond the extended period
c.2.	Quality of Written Work
	5 pts	-	Clearly presented and well organized with no revisions or deficiency; every aspect of work assignment well covered; no lapse in grammar or error in content
	4 pts	-	Clearly presented and well organized with one or two minor revisions/deficiencies; work in accordance with instructions
	3 pts	-	More than two minor deficiencies; minor revision needed
	2 pts	-	One or more major deficiencies; major revision needed
	1 pt	-	Work not acceptable; needs total revision
c.3.	Quality of Non-Written Work
	5 pts	-	Excellent results; all aspects of work assignment thoroughly covered
	4 pts	-	One or two minor errors in the execution of work assignment; results still very good
	3 pts	-	More than two minor errors or deficiencies in the execution of work; results are acceptable
	2 pts	-	One major error or deficiency that can be overcome with help from supervisor
	1 pt	-	Haphazard or careless execution of work assignment; unacceptable results
c.4.	Quantity of Work
	5 pts	-	Accomplished more than 100% of target without any supervision and/or assistance
	4 pts	-	Accomplished more than 100% of target with minimal supervision and/or assistance
	3 pts	-	Accomplished 100% of target with regular supervision and/or assistance
	2 pts	-	Accomplished less than 100% but more than 50% of the target
	1 pt	-	Accomplished 50% or less than the target

D. Modifications

Employee performance targets for a given rating period which are duly confirmed by the Next-Higher Supervisor may still be modified based on changes brought about by new mandates and programs of the Supreme Court in general and the lower court in particular. EHSCcT

In addition to the originally planned and agreed targets and in cases where an employee is given new assignments that would significantly affect the accomplishment of the original targets, the original employee performance target as well as the corresponding weight allocation may be modified.

E. Progress Review

The supervisor and the employee-ratee shall meet at least once a month to review progress of work accomplishments. They shall focus their review or discussion on problems and difficulties encountered and find ways to resolve the same. For this purpose, the supervisor shall devise mechanisms to review work progress.

F. Appraisal

At the end of the evaluation period, the supervisor and the employee shall meet to discuss the latter's accomplishments based on agreed targets as well as performance standards provided in the CIPAG guidelines. The supervisor-rater may give comments and recommendations to employee to serve as guide in improving his performance in subsequent evaluation periods and in other appropriate personnel actions.

VII. Mechanics of Rating

1. Levels of Performance

Each employee is rated on the basis of the levels of performance as provided for in VI. Mechanics of the CIPAG, paragraph C.

2. Components of Rating

The final numerical rating of employee for a given period consists of two parts: Part I (Performance) and Part II (Behavioral Dimensions)

PART I — Performance

Performance is given a weight of 70% of the overall rating of the employee. Performance is the actual accomplishment of work in terms of quantity, quality and timeliness based on the target/quota agreed upon by both the supervisor and the ratee duly confirmed by the next higher supervisor vis-à-vis the performance standards provided in the CIPAG guidelines.

PART II — Behavioral Dimensions ATEHDc

Behavioral Dimensions are given a weight of 30% of the overall rating of the employee. Behavioral Dimensions are critical factors which affect the job performance of the employee. For this purpose, factors like character and integrity, punctuality and attendance, leadership, initiative, job knowledge, human relations, stress tolerance, organizational ability, cooperation, aptitude and adaptability will be used, depending on the behavioral requirements for the job. The ratings for the critical factors shall be based through objective observation by the supervisor and the employee as raters.

However, punctuality and attendance must be treated as one item of Part II. The rating of punctuality and attendance is based on records such as DTR, bandy cards, pass slips, leave applications, and actual attendance.

"Presence in the place of work" shall be treated as a separate item under the sub-heading "Industry and Presence in the Work Place" of Forms 2 and 3.

Authorized vacation leave with pay and sick leave with or without pay, scheduled leave, maternity leave, paternity leave and privilege leave of absence are not included in the counting of the number of days absent. All unauthorized absences, whether or not an employee has accrued leave credits, shall be considered as number of days absent.

3. Simple Cross Rating

The CIPAG uses a simple cross rating scheme, which involves the supervisor and the self-rater. Under this scheme, each rater is allocated a percentage weight as follows:

Rater	Over-All Weight
Supervisor Rater	70%
Employee/Self-Rater	30%
	–––––
	100%

VIII. How to Accomplish CIPAG

A. Part I — Performance

1. There shall be 3 copies of the CIPAG Form 1 — for the employee, supervisor, and the PERC-LC Chairman. cEHITA

2. During the appraisal and fifteen (15) days before the start of the rating period, the supervisor and employee shall mutually agree on the list of actual/designated work to be enumerated under column 1. They shall also agree on the corresponding weight allocation and target/quota of said actual/designated work to be indicated in columns 2 and 3, respectively.

 The agreed actual/designated work shall be enumerated in a phrase or sentence. The weight allocation shall depend on the frequency, nature, complexity, processes involved and difficulty of actual/designated work given to the employee, provided that the total does not exceed 100%.

3. The employee and supervisor shall affix their signatures to show proof that they have agreed on the target/quota at the bottom left portion of the CIPAG Form 1 corresponding to the start of the rating period. The signature of the next higher supervisor confirms the agreement.

4. After affixing their signatures, the employee and the immediate supervisor shall retain their respective copies. The supervisor shall collate all third copies of the CIPAG Form 1 and forward the same to the office of the PERC-LC Chairman. 

5. In the event that a new assignment is given to an employee, the supervisor and employee shall mutually agree on a modification of the originally agreed CIPAG Form 1. The supervisor and employee shall adjust the list of actual/designated work, its corresponding weight allocation and the target/quota before the start of the new assignment. The PERC-LC Chairman shall be furnished with a copy of the amended CIPAG Form 1.

 The employee, supervisor and the next higher supervisor shall affix their signatures on the amended CIPAG Form 1.

6. At the end of the rating period, the employee shall fill-up column 4 to reflect his accomplishment of the planned target/quota for the 6-month rating period. AICEDc

7. At the end of the rating period, the employee and the supervisor, after comparing the target/quota vis-à-vis the accomplishment, shall indicate under columns 5 and 6, respectively, the corresponding numerical rating.

8. In the event an employee is given an intervening assignment, the employee shall enumerate said intervening assignment at the back portion of the CIPAG Form 1.

9. The employee and the supervisor shall affix their signatures at the bottom right portion of the CIPAG Form 1 to show proof that they have indicated their ratings for the period. The signature of the next higher supervisor confirms the agreement.

B. Part II — Behavioral Dimension

There shall be two (2) forms, Form 2 for supervisor and Form 3 for non-supervisor. Each behavioral dimension is numbered from 1 to 5, 5 as the highest rating. The employee and the immediate supervisor shall affix the numerical rating in their respective designated boxes that best describes the behavior of the ratee.

IX. How to Compute the Rating

A. CIPAG Form 1

1. Using the CIPAG Form 1, get the equivalent point score (EPS) by multiplying each weight allocation and each numerical rating (i.e., Employee's EPS = weight in Column 2 x numerical rating in Column 5; Supervisor's EPS = weight in Column 2 x numerical rating in Column 6).

2. Total EPS is equivalent to the sum of Column 7 for Employee and Column 8 for Supervisor.

3. Multiply separately the total EPS of both Employee and Supervisor by 70% to get their respective weighted average scores (WAS).

B. CIPAG Forms 2 and 3

1. Using the CIPAG Forms 2 and 3, the supervisor and employee rate each factor. SCEHaD

2. Get the total EPS by adding all supervisor point scores and employee point scores, respectively.

3. Divide the total EPS by 9 to get the average EPS for supervisor and employee.

4. Multiply each average EPS by 30% to get the WAS for each rater in Part II.

C. Summary Rating (back portion of CIPAG Form 1)

1. Using the summary of rating portion at the back of the CIPAG Form 1, indicate the WAS for both Part I and Part II in the columns for supervisor and employee.

2. Add the respective total WAS for Part I and II to get the grand total WAS for supervisor and employee.

3. Multiply the supervisor's grand total WAS by 70% and 30% on the employee's grand total WAS to get the point scores for supervisor and employee. Indicate the point scores for supervisor and employee in the assigned columns.

4. Add the supervisor and employee point scores to get the overall point score or the final numerical rating, if there is no rating for intervening assignment.

5. In the event that there is an intervening assignment, indicate the point score for the said intervening assignment provided that only a maximum of one (1) point should be allocated.

6. Indicate the final numerical rating and the corresponding adjectival rating using the conversion table.

7. On the certification, the employee, the supervisor and the next higher supervisor shall affix their respective signatures to show proof that the evaluation was accomplished after a fair accurate, objective and meticulous assessment made by the parties involved of the performance of the employee concerned.

8. The next higher supervisor may make remarks on the performance rating of the employee concerned. SIcCEA

 CONVERSION TABLE

Adjectival Rating		Numerical Rating
Outstanding	-	4.8-5.0 points
Very Satisfactory	-	3.8-4.7 points
Satisfactory	-	3.0-3.7 points
Unsatisfactory	-	2.0-2.9 points
Poor	-	1.0-1.9 points

X. Submission of the Accomplished CIPAG Forms

1. Submission to the PERC-LC Chairman

 The Supervisor shall submit all accomplished CIPAG forms to the office of the PERC-LC chairman for purposes of review and evaluation of the performance ratings of court personnel on or before July 10 for the first semester and January 10 for the second semester.

2. Submission to the Task Force Unit — Office of Administrative Services, Office of the Court Administrator

 The PERC-LC shall submit to the Task Force Unit — OAS, OCA, a summary report of ratings together with the duly accomplished CIPAG forms on or before July 31 for the first semester and January 31 for the second semester. The Task Force Unit — OAS, OCA, shall furnish the OCA-PERC a copy of the summary report of ratings.

3. Submission to the Civil Service Commission

 The Office of Administrative Services, Office of the Court Administrator, Supreme Court, shall submit to the Civil Service Commission a list of the performance ratings of all employees together with the CIPAG forms not later than three (3) months after each rating period.

XI. Sanctions EcICDT

1. The non-submission of the accomplished CIPAG forms to the PERC-LC, or in the case of the Office of the Jurisconsult to the OCA-PERC, shall be a ground for:

a. employee's disqualification from performance-based personnel actions such as promotion, training or scholarship grants, and productivity incentive bonus, which would require the performance rating for the given period, provided the failure to submit the CIPAG form is the fault of the employee. Employees who fail to rate themselves will not be given their final ratings.

b. administrative sanction for violation of reasonable office rules and regulations and simple neglect of duty for the supervisor or employee responsible for the delay or non-submission of the CIPAG forms.

2. Administrative action shall also be filed against the supervisor for using the CIPAG to give undue advantage or disadvantage to the employee-ratee.

 The procedure for filing complaints and imposing administrative sanctions shall be in accordance with the Uniform Rules in the Conduct of Administrative Investigation.

XII. Uses of Performance Ratings

1. Performance-Based Security of Tenure

 Security of Tenure of those holding permanent appointments is not absolute but is based on performance. Employees who obtained Unsatisfactory ratings for two rating periods and Poor rating for one evaluation period may be dropped from the rolls.

2. Eligibility/Qualification Performance — Based Awards and Incentives

 Grant of incentives like the productivity incentive bonus or other performance based incentives and awards shall be based on the uncontested final rating of the employee, final rating as determined by the PERC-LC in case of protest, or final rating as determined by the OCA-PERC in case of appeal. CDTHSI

 For Outstanding performance rating, the PERC-LC shall validate the said rating and may recommend the concerned employee for performance-based award.

3. Basis for Performance Actions

 The performance ratings shall be used as basis for promotion, training and scholarship grants and other personnel actions. Only employees with Outstanding or Very Satisfactory performance rating shall be considered for the above mentioned personnel actions and other related matters.

XIII. Appeals

1. An employee who feels aggrieved or dissatisfied with his final performance rating can file a protest with the PERC-LC within ten (10) days from the date of receipt of his CIPAG forms.

2. The PERC-LC shall resolve the protest within fifteen (15) days from receipt of the protest.

3. In the event that the employee is dissatisfied with the resolution of the PERC-LC on his performance rating, he may appeal the PERC-LC resolution to the OCA-PERC, indicating the reasons therefor, copy furnished his supervisor, next higher supervisor and the PERC-LC Chairman.

4. The appeal shall be made within fifteen (15) days from receipt of the PERC-LC resolution, otherwise it shall be deemed as a waiver of such right to appeal.

5. The OCA-PERC shall resolve the appeal within thirty (30) days from the date it is submitted for resolution.

XIV. Effectivity

The CIPAG shall take effect upon approval by the Civil Service Commission. HcaATE

(SGD.) ARTEMIO V. PANGANIBANChief Justice

Approved by:

(SGD.) AGNES D. PADILLADirector IV, CSC-NCR

ATTACHMENT

CIPAG FORM 1

 

INTERVENING ASSIGNMENT/S	DURATION
(the additional task done simultaneous with
actual/designated work and not within the regular function
of the employee) Refer to CIPAG Guidelines, Section VI.
Mechanics of the CIPAG for criteria
1. ___________________________________________________	_____________
2. ___________________________________________________	_____________
3. ___________________________________________________	_____________
4. ___________________________________________________	_____________

 

OVERALL COMPUTATION OF RATING

 

	Supervisor's	Employee's
	Rating	Rating
Part I (Total WAS)	____________	____________
Add: Part II (Total WAS)	____________	____________
Grand Total WAS	____________	____________
Multiply by	70%	30%
Scores	____________	____________
Supervisor's Score	____________	____________
Add: Employee's Score	____________	____________
Total Score	____________	____________
Add: a maximum of 1 pt. for the Intervening
Assignment/s, if any	____________	____________
Final Numerical Rating	____________	____________
Adjectival Rating	____________	____________

CERTIFICATION

We certify that the foregoing evaluation was accomplished after a fair, accurate and objective assessment of the performance of the above-named employee.

____________________

 Date

____________________	____________________
Employee	Supervisor

Confirmed by:

 ____________________________ Executive Judge/Presiding Judge

CIPAG FORM 2

Instruction: Indicate the number that best characterize the ratee

FOR SUPERVISORS

This form is to be accomplished by Clerks of Court/Branch Clerks of Court/Officers-in-Charge as ratee and the Executive Judge/Presiding Judge as rater.

PART II Behavioral Dimension

A. Courtesy & Human Relations HTCIcE

Polite, kind and thoughtful behavior towards the public in manners of speech and actions. Integrates concern for people at work, office clientele and supervisor-subordinate relationship in the work station.

1. Has considerable difficulty in dealing with the public his/her superiors subordinates and peers; draws negative reactions; often discourteous and irritable.

2. Shows lack of patience in dealing with others except when attending to important or influential persons.

3. Has the ability to deal with the public, with his/her superiors, subordinates and peers although needs some advice at times.

4. Can be relied upon to deal with the public and is generally courteous and accommodating to his/her superiors, subordinates and peers.

5. Very effective in dealing with the public; gets along easily with other members of the work force; has cordial relationship with his/her superiors, subordinates and peers.

B. Punctuality & Attendance (cumulative for the 6-month period)

Observes behavior of coming to office on time or to be present at work to complete assigned responsibilities.

1. More than 15 times tardy/undertime or more than 16 days absent.

2. 11-15 times tardy/undertime or 13-16 times absent.

3. 7-10 times tardy/undertime or 9-12 days absent.

4. 4-6 times tardy/undertime or 5-8 days absent.

5. Not more than 3 times tardy/undertime or 4 days absent.

C. Industry and Presence in the Workplace

Observes habitual or steady attention at work.

1. Leaving the workplace without notice and attending to unofficial matters most of the time.

2. At times missing without informing staff about his whereabouts.

3. Normally present when needed. AHSEaD

4. Generally present when needed.

5. Stays in office even after office hours to complete assigned Responsibilities; at hand when needed all the time.

D. Initiative

Starts action, projects and performs assigned tasks without being told.

1. Lacks personal drive to start any project or to complete assigned tasks; makes no attempt to improve his/her work.

2. Starts actions with regular supervision and meets goals under close assistance only; makes suggestions on work procedures.

3. Starts actions with minimal direction and meets goals with regular assistance; exerts normal efforts to improve work.

4. Starts actions and undertakes projects or assigned tasks under minimal direction; often alert for opportunities for improvement of work.

5. Performs assigned tasks without waiting for directions and undertakes necessary projects, if any, without prodding; introduce innovative ideas and always tries out new methods and procedures for work improvement.

E. Character & Integrity

Qualities and moral standards that distinguish an employee from the others.

1. Has questionable character and integrity. Shows disrespect and disobedience to superior.

2. Occasionally quarrelsome. Has difficulty in getting along with Others.

3. Normally tactful, obliging and honest.

4. Fits easily into the group. Liked by superiors, subordinates and co-employees. Honest and upright. EcTIDA

5. Has exceptionally high personal and moral standards, outstanding courage, integrity and firm conviction. Well liked by his/her superiors, subordinates and/or peers.

F. Stress Tolerance

Stability and accuracy of performance under pressure or conflict or opposition.

1. Cannot handle stress; highly emotional and tends to get into violent arguments with others.

2. Often loses emotional control in dealing with stressful work situations; often complains about people and situations at work.

3. Normally calm, confident and positive; occasionally loses emotional control during stressful conditions.

4. Most of the time calm, confident and positive; seldom loses emotional control during stressful conditions.

5. Always calm and shows pleasant disposition; consistently confident and positive even during stressful conditions at work; never allows tension and anxiety to affect workplace.

G. Leadership

The manner of guiding, influencing, motivating and developing confidence of subordinates to work as a team and accomplish assigned tasks, leading the office/branch to achieve its goals and objectives enthusiastically.

l. Cannot lead staff; no teamwork, productivity is slow; no balance of tasks and concern of personnel.

2. Seldom exercises leadership over staff; seldom gets job done on time.

3. Leads staff adequately well; usually gets job done.

4. Leads staff effectively; regularly gets job done through teamwork; staff are productive. AIcaDC

5. Leads staff exceptionally well; easily achieves high productivity through teamwork; maintains a good balance of tasks and concern for personnel.

H. Organizational Ability

Ability to organize his/her work and plan, delegate and follow-up the work in his/her office/branch.

1. Cannot plan or organize his/her work; allows things to run their course; does not want to delegate.

2. Ability to organize work is inadequate; seldom delegates work; prefers to do the job himself/herself.

3. Organizational ability is adequate for his/her present work; normally delegates and checks work assigned to subordinates.

4. Organizes his/her work very well; usually does most urgent tasks first; delegates properly and follows-up work assigned.

5. Plans and organizes his/her job exceptionally well; delegates intelligently and always sees to it that approved plans and instructions are carried out properly.

I. Judgment/Decision-Making

Ability to develop alternative solutions to problems, to evaluate facts or courses of actions, and reach sound decision and readiness to take action or commit oneself.

1. Cannot develop solutions to problems or courses of action in making decisions.

2. Decisions at times not entirely adequate to meet job demands.

3. Normally able to interpret facts and arrive at correct decisions.

4. Judgment almost always reliable even on important and complex matters.

5. Has outstanding ability to pick out facts and arrives always at the sound decision even on important and complex matters. HAaScT

Total EPS
Divided by	9	9
Average EPS
Multiply by	30%	30%
Total WAS

CIPAG FORM 3

Instruction: Indicate the number that best characterize the ratee

FOR NON-SUPERVISORS

This form is to be accomplished by non-supervisory personnel as ratee and the Clerk of Court/Branch Clerk of Court/Officer-in-Charge as rater.

PART II Behavioral Dimension

A. Courtesy & Human Relations

Polite, kind and thoughtful behavior towards the public in manners of speech and actions. Integrates concern for people at work, office clientele and supervisor-subordinate relationship in the work station.

1. Has considerable difficulty in dealing with the public, his/her superiors, subordinates and peers; draws negative reactions; often discourteous and irritable.

2. Shows lack of patience in dealing with others except when attending to important or influential persons.

3. Has the ability to deal with the public, with his/her superiors, subordinates and peers although needs some advice at times.

4. Can be relied upon to deal with the public and is generally courteous and accommodating to his/her superiors, subordinates and peers.

5. Very effective in dealing with the public; gets along easily with other members of the work force; has cordial relationship with his/her superiors, subordinates and peers.

B. Punctuality & Attendance (cumulative for the 6-month period)

Observes behavior of coming to office on time or to be present at work to complete assigned responsibilities. CaASIc

1. More than 15 times tardy/undertime or more than 16 days absent.

2. 11-15 times tardy/undertime or 13-16 times absent.

3. 7-10 times tardy/undertime or 9-12 days absent.

4. 4-6 times tardy/undertime or 5-8 days absent.

5. Not more than 3 times tardy/undertime or 4 days absent.

C. Industry and Presence in the Workplace

Observes habitual or steady attention at work.

1. Leaving the workplace without notice and attending to unofficial matters most of the time.

2. At times missing without informing staff about his whereabouts.

3. Normally present when needed.

4. Generally present when needed.

5. Stays in office even after office hours to complete assigned responsibilities; at hand when needed all the time.

D. Initiative

Starts action, projects and performs assigned tasks without being told.

1. Lacks personal drive to start any project or to complete assigned tasks; makes no attempt to improve his/her work.

2. Starts actions with regular supervision and meets goals under close assistance only; makes suggestions on work procedures.

3. Starts actions with minimal direction and meets goals with regular assistance; exerts normal efforts to improve work.

4. Starts actions and undertakes projects or assigned tasks under minimal direction; often alert for opportunities for improvement of work. CIaASH

5. Performs assigned tasks without waiting for directions and undertakes necessary projects, if any, without prodding; introduce innovative ideas and always tries out new methods and procedures for work improvement.

E. Character & Integrity

Qualities and moral standards that distinguish an employee from the others.

1. Has questionable character and integrity. Shows disrespect and disobedience to superior.

2. Occasionally quarrelsome. Has difficulties in getting along with others.

3. Normally tactful, obliging and honest.

4. Fits easily into the group. Liked by superiors, subordinates and co-employees. Honest and upright.

5. Has exceptionally high personal and moral standards, outstanding courage, integrity and firm conviction. Well liked by his/her superiors, subordinates and/or peers. 

F. Stress Tolerance

Stability and accuracy of performance under pressure or conflict or opposition.

1. Cannot handle stress; highly emotional and tends to get into violent arguments with others.

2. Often loses emotional control in dealing with stressful work situations; often complains about people and situations at work.

3. Normally calm, confident and positive; occasionally loses emotional control during stressful conditions.

4. Most of the time calm, confident and positive; seldom loses emotional control during stressful conditions. ISCcAT

5. Always calm and shows pleasant disposition; consistently confident and positive even during stressful conditions at work; never allows tension and anxiety to affect workplace.

G. Aptitude & Adaptability

The employee's general fitness to the job. Whether he/she can easily learn new methods and details of work related to his/her job.

1. Very slow to learn, requires frequent instructions; finds difficulty in adjusting himself/herself to new jobs.

2. Cannot readily adjust to new work unless properly guided; needs constant supervision.

3. Normally able to adjust to new work after careful instructions.

4. Readily adjustable to new work with brief instructions. Welcomes changes.

5. Has very keen perception; grasps new work quickly and easily anticipates new developments.

H. Cooperation

The employee's ability/capacity to work well with his/her co-employees in a team or group spirit.

1. Uncooperative.

2. Cooperates reluctantly.

3. Gives average cooperation.

4. Usually cooperates willingly.

5. Gives wholehearted cooperation.

I. Job Knowledge

Understanding and familiarity with the nature and details of the job. cCHITA

1. Does not have knowledge and understanding of his/her job; has to be coached by immediate superior in fulfilling job demands.

2. Has minimum knowledge and understanding of the job; needs coaching from his immediate superior from time to time.

3. Knowledge and understanding of the job are adequate to carry on under normal supervision.

4. Has more than sufficient knowledge and understanding of almost all phases of the job.

5. Has the mastery and complete understanding of all phases of the job.

Total EPS
Divided by	9	9
Average EPS
Multiply by	30%	30%
Total WAS

 

Footnotes

1. Replaced by Assistant Court Administrator Nimfa C. Vilches on October 30, 2006 upon the promotional appointment of Hon. Reuben P. De la Cruz as Deputy Court Administrator.

2. Replaced by Mrs. Norma C. Ferreras.

3. Replaced by Ms. Ma. Richie T. Guansing.