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Annex F-a Behavioral Competency Scale Form (Superior Rating Form)
CSC behavioral competency scale rate form for superior raters
Your Browser Doesn't Support Canvas. Showing the Text Content of the PDF Instead: BCS for 2007
ANNEX F – a
Republic of the Philippines
CAreer executiVe SerVice boArd
No. 3 Marcelino St., Holy Spirit Drive, Diliman, Quezon City
951-49-81 to 88
CAreer exEcutiVe SerVice
Performance Evaluation System
Behavioral Competency Scale (BCS) for Superior Raters
Official to be Rated:
Position During the Rating Period :
Office/Agency/Department:
Office Address:
Rating Period:
Read the sentences and rate the ratee in terms of how often you have observed the behavior being
described.
Kindly encircle the number that best represents your assessment of the ratee’s behavior.
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Never
Shows the
behavior
Being
Described
1
Always
Shows the
behavior Being
Described
2
3
4
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Answer
Creativity and Innovation
Recommends and implements reforms
1 contributing to the attainment of the office
goals and objectives.
2
3
4
5
Does not suggest a new perspective of
looking at things, be they policies, programs,
projects or problems.
Does not say much in meetings and does not
contribute to the discussion. When s/he
speaks, it will just be in terms of agreeing to
what is being proposed.
When an innovation is introduced s/he builds
on it by adding his/her ideas or makes
adjustment for better implementation or
acceptance of the change.
When given a problem to solve, sees it as a
challenge and gets excited at the chance of
being able to work on it.
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5
6
7
Never
1
Always
2
3
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5
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7
1
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4
5
6
7
1
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3
4
5
6
7
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1
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5
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7
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7
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7
ANNEX F – a
Always
Never
Critical and Systemic Thinking
6
7
8
9
Does not explore other ways of doing things
and resigns to prevailing circumstances.
Anticipates changes along the way
particularly when planning a project and
makes contingency plans.
Systematically analyzes and evaluates
problems and issues as basis for
recommending and implementing effective
solutions.
Does not check the nature and sources of
data or information before deciding.
Unable to
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5
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7
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5
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7
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7
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7
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7
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7
1
2
3
4
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7
Environmental Acumen
10
Blames limited government resources for
inability to meet service quality standards.
Does not maximize the use of scarce
11 government resources to achieve expected
outputs.
Does not network and establish strategic
12 alliances with stakeholders to achieve
goals/objectives.
effectively pursue
13 Sees opportunities when togoals.
his/her unit’s/department’s
Willingly attends to activities that would entail
14 relating to other stakeholders including LGUs,
clients, and development agencies.
Unable to
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Honesty and Integrity
15
Lets work pile up on desk and unmindful of
set deadlines for tasks.
16 Does not report to work regularly.
17 Works expeditiously to achieve results on
time.
18 Makes use of official time and resources
wisely.
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Judgment
19
Listens to hearsay and does not look at all
angles.
Weighs matter judiciously and takes
20 necessary action for his/her decision to be
21
carried out.
Knows how to set priorities. Is not easily
overwhelmed if assigned multi-tasks because
s/he has a defined set of criteria by which
s/he assesses his/her tasks.
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ANNEX F – a
Always
Never
Makes sound decision by gathering all
22 pertinent information and goes through a
logical analysis of these.
Does not study all angles of a matter. During
when s/he is
23 instances for ideas and uncertain, s/he does
not solicit
information from
subordinates, peers and superiors.
Leadership
24 Knows own limitations and consults peers
and subordinates on certain matters.
passion for work, for the
25 No the agency's clientele. organization, or
for
Effectively monitors and evaluates office
26 performance to ensure alignment with
organizational/national goals and objectives.
27 Does not set realistic goals.
28 Does not set time frame for task to be done.
29 Provides no substantive contribution to the
organization's performance.
of purpose that
30 Inspires a sense a shared vision. unifies coworkers through
31
Develops the skills, knowledge and abilities
of subordinates for effective work
performance. Mentors subordinates to
maximize their leadership/managerial
potentials.
32
Is versatile and humble enough to perform
even staff functions when the need arises.
Plans, organizes and executes the programs
33 using a systematic process.
34 Does not set priorities, goals and objectives
that the team should work for.
to
35 Is not open all suggestions, comments and
inputs from
sides.
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Signature over printed name of rater
position:
Office/Agency/Department:
Date accomplished:
BCS for 2007
