PART II: COMPETENCIES

CORE BEHAVIORAL COMPETENCIES LEADERSHIP COMPETENCIES

Self-Management 4.4 Teamwork 4 Leading People 4 Oral Commu
1 Sets personal goals and direction, needs and development. 1 Willingly does his/her share of responsibility. 1 Uses basic persuasion techniques in a discussion or presentation 1
e.g., staff mobilization, appeals to reason and/or emotions, uses
5 4 data and examples, visual aids 4
2 Undertakes personal actions and behaviors that are clear and 2 Promotes collaboration and removes barriers to teamwork and 2 Persuades, convinces or influences others, in order to have a 2
purposive and takes into account personal goals and values goal accomplishment across the organization. specific impact or effect.
congruent to that of the organization. 5 4 4
3 Displays emotional maturity and enthusiasm for and is 3 Applies negotiation principles in arriving at win-win 3 “Sets a good example”, is a credible and respected leader; and 3
challenged by higher goals. 4 agreements. 4 demonstrates desired behavior. 4
4 Prioritize work tasks and schedules (through Gantt charts, 4 Drives consensus and team ownership of decisions. 4 Forwards personal, professional and work unit needs and interests 4
checklists, etc.) to achieve goals. 4 4 in an issue. 4
5 Sets high quality, challenging, realistic goals for self and 5 Works constructively and collaboratively with others and 5 Assumes a pivotal role in promoting the development of an 5
others. across organizations to accomplish organizational goals and inspiring, relevant vision for the organization and influences others
objectives. to share ownership of DepEd goals, in order to create an effective
4 4 work environment 4
Professionalism and Ethics 4 Service Orientation 4 People Performance Management 4 Written Com
1 Demonstrates the values and behavior enshrined in the Norms 4 1 Can explain and articulate organizational directions, issues 4 1 Makes specific changes in the performance management system 4 1
of Conduct and Ethical Standards for public officials and and problems. or in own work methods to improve performance (e.g. does
employees (RA 5713). something better, faster, at lower cost, more efficiently; improves
quality, customer satisfaction, morale, revenues).

2 Practices ethical and professional behavior and conduct taking 4 2 Take personal responsibility for dealing with and/or correcting 4 2 Sets performance standards and measures progress of employees 4 2
into account the impact of his/her actions and decisions. customer service issues and concerns. based on office and department targets.

3 Maintains a professional image: being trustworthy, regularity of 4 3 Initiates activities that promotes advocacy for men and women 4 3 Provides feedback and technical assistance such as coaching for 4 3
attendance and punctuality, good grooming and empowerment. performance improvement and action planning.
communication.

4 Makes personal sacrifices to meet the organization's needs. 4 4 Participates in updating of office vision, mission, mandates and 4 4 States performance expectations clearly and checks understanding 4 4
strategies based on DepEd strategies and directions. and commitment.

5 Acts with a sense of urgency and responsibility to meet the 4 5 Develops and adopts service improvement programs through 4 5 Performs all the stages of result-based performance management 4 5
organization's needs, improve systems and help others simplified procedures that will further enhance service delivery. system supported by evidence and required documents/forms.
improve their effectiveness.

Result Focus 4.4 Innovation 4 People Development 4 Computer / I

1 Achieves results with optimal use of time and resources most 1 Examines the root cause of problems and suggest effective 1 Improves the skills and effectiveness of individuals through 1
of the time. solutions. Fosters new ideas, processes, and suggests better employing a range of development strategies.
5
ways to do things (cost and/or operational efficiency). 4 4
2 Avoids rework, mistakes and wastage through effective work 5 2 Demonstrates ability to think :beyond the box". Continuously 4 2 Facilitates workforce effectiveness through coaching and 4 2
methods by placing organizational needs before personal focuses on improving personal productivity to create higher motivating/developing people within a work environment that
needs. value and results. promotes mutual trust and respect.
3 Delivers error-free outputs most of the time by conforming to 4 3 Promotes a creative climate and inspires co-workers to 4 3 Conceptualizes and implements learning interventions to meet 4 3
standard operating procedures correctly and consistently. Able develop original ideas or solutions. identified training needs.
to produce very satisfactory quality of work in terms of
usefulness/acceptability and completeness with no supervision
required.

4 Expresses a desire to do better and may express frustration at 4 4 Translates creative thinking into tangible changes and 4 4 Does long-term coaching or training by arranging appropriate and 4 4
waste or inefficiency. May focus on the more precise ways of solutions that improve the work unit and organization. helpful assignments, formal training, or other experiences for the
meeting goals set. purpose of supporting a person’s learning and development.

5 Makes specific changes in the system or own work methods to 4 5 Uses ingenious methods to accomplish responsibilities. 4 5 Cultivates a learning environment by structuring interactive 4 5
improve performance. Examples may include doing something Demonstrates resourcefulness and the ability to suceed with experiences such as looking for future opportunities that are in
better, faster, at a lower cost, more efficiently; or improving minimal resources. support of achieving individual career goals.
quality, customer satisfaction, morale, without setting any
specific goals.

SCALE: 5 Role model

4 Consistently demonstrates

3 Most of the time demonstrates

ROLANDO L. GALLOGO 2 Sometimes demontrates

Secondary School Head Teacher I
1 Rarely demonstrates
II: COMPETENCIES

CORE SKILLS
Oral Communications 4
Follow instructions accurately.

4
Expresses self clearly, fluently and articulately.

4
Uses appropriate medium for the message.
4
Adjust communications style to others.
4
Guides discussions between and among peers to meet an
objective.

4
Written Communication 4
Knows the different written business communication formats 4
used in the DepEd.

Writes routine correspondence/communications, narrative and 4

descriptive report based on readily available information data
with minimal spelling or grammatical error/s (e.g. memos,
minutes, etc).

Secures information from required referencies (i.e. Directories, 4

schedules, notices, instructions) for specific purposes.

Self-edits words, numbers, phonetic notation and content, if 4

necessary.

Demonstrates clarity, fluency, impact, conciseness and 4

effectiveness in his/her written communications.

Computer / ICT Skills 3.6

Prepare basic compositions (e.g. letters, reports,
spreadsheets and graphic presentation using Word
processing and Excel. 3
Identifies different computer ports, turns the computer on/off,
and work on a given task with acceptable speed and accuracy
and connects computer peripherals (e.g. priters, modems,
multimedia projectors, etc.)
3
Prepares simple presentation using Powerpoint.

5
Utilizes technologies to: assist in conducting research and
communicates to the local and global professional networks.
4
Recommends appropriate and updated technology to
enhance productivity and prefessional practice.

3
OVERALL COMPETENCY RATINGS
CORE BEHAVIORAL COMPETENCIES 4.133
LEADERSHIP COMPETENCIES 4.000
CORE SKILLS 3.867
OVERALL RATINGS 4.000