1 / 67

Performance Management and Employee Recognition Training

Performance Management and Employee Recognition Training. For Supervisors Revised August 2008. Performance Management. What Is Performance Management?.

ely
Download Presentation

Performance Management and Employee Recognition Training

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Performance Management and Employee Recognition Training For Supervisors Revised August 2008

  2. Performance Management

  3. What Is Performance Management? • It is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of an agency’s mission and goals.

  4. Performance Management Components

  5. Where Can I Find Performance Guidance? • Agency Policy and Procedure (P&P) found:www.afm.ars.usda.gov/hrd/performance/pp-list.htm • Improved HRD website: www.afm.ars.usda.gov/hrd/performance/index.htm • OPM Performance Management Address: www.opm.gov/perform/index.htm

  6. What Is A Performance Appraisal? • A supervisory review and evaluation of an employee against an established set of performance standards

  7. Why Appraise Employees? • It’s the law! • Basis for HR actions (WGIs, awards, QSIs, probationary determinations, training, reassignment, promotion, removal, RIF placement) • To provide feedback • To modify or change behavior • To judge future job assignments and potential • To improve organizational effectiveness

  8. Which Employees Receive Performance Appraisals? • Refer to the “Coverage” statement in the agency’s Policy and Procedure

  9. How Often Is Performance Appraised? • Progress review is done mid-year • Rating of record is done at the end of the performance cycle • Informal feedback is provided continuously during the performance cycle

  10. What Are The REE Performance Cycles? • October 1 through September 30

  11. What Is The Minimum Appraisal Period? • Plans should be in place for at least 90 days to receive an annual rating of record • Plans should be extended to meet the minimum appraisal period

  12. What Is A Performance Plan? • Describes the specific tasks an employee is expected to perform and how well the tasks must be accomplished to meet a desired level of performance

  13. When Are Performance Plans Established? • Within 30 days of hire or position change • At the beginning of a rating cycle • When modification or change is needed

  14. Is There A Performance Plan Form? • AD-435A/B • Available in e-forms

  15. How Are Performance Plans Developed? • Using: • Agency strategic plan or performance plan • National Program goals • work unit goals and objectives • major duties in the position description (PD) • established Agency policy

  16. How Are Performance Plans Developed? (Step 1) • Review agency goals and objectives, and/or performance measures

  17. How Are Performance Plans Developed? (Step 2) • Cascade the agency’s goals to the work unit level, i.e. determine the work unit’s accomplishments that directly affect the agency’ goals • These goals should appear in the “alignment statement”

  18. How Are Performance Plans Developed?(Step 3) • Cascade the work unit’s goals to the individual employee level, i.e. determine individual accomplishments that support work unit goals • Individual accomplishments should be similar if not mimic the major duties in the PD

  19. How Are Performance Plans Developed?(Step 4) • Convert individual accomplishments to performance elements • Decide whether elements are critical or non-critical

  20. What Is A Critical Element? • An assignment or responsibility so important that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable • Not used to measure group performance, only work w/in the employee’s control

  21. What Is A Non-Critical Element? • An aspect of individual, team, or organizational performance exclusive of a critical element, that is used in assigning a summary level

  22. How Do I Determine Whether An Element Should Be Critical? • Consider: • Major component of the work? • Address individual performance only? • Require a significant amount of time? • Consequences of performing unacceptably? • Statutory/Regulatory requirements?

  23. Are There Required Elements? • Plans must include at least 3 but no more than 7 performance elements • At least one element must be non-critical • At least one critical element must focus on results • Supervisors must have a critical supervisory element • “Official” supervisors must have a separate critical EEO/CR element • “Official” supervisors must have measures or indicators of employee and/or customer/stakeholder feedback • At least one element must align with Agency and/or Mission Area goals and objectives. The performance plan must include at least one performance element linked to the strategic goals and objectives of the organization

  24. Are There Required Elements?(Continued) • Non-Supervisors must have EEO/CR objectives incorporated in to a new or existing critical element • Agency-wide Peer Review (OSQR) objectives must be incorporated in ARS Cat 1 and Cat 4 scientist plans • Health and safety elements should be used where job related

  25. How Are Performance Plans Developed?(Step 5) • For each element, think about which general measures are important, i.e. quality, quantity, timeliness, cost-effectiveness, or manner of performance • Determine how measures will be measured!! (i.e. numbers, observation, etc.) • Determine who will appraise the work and what factors they will look for

  26. How Are Performance Plans Developed?(Step 6) • Thinking of measures, develop the standard(s) for each element • Standards are described at the “Fully Successful” level • They focus on results, outcomes, impact • Think about what performance would look like above and below “Fully Successful”

  27. How Are Performance Plans Developed?(Step 7) • Determine what data to collect and the source of data for each performance element • Determine when to collect data • Consider data for mid-year reviews and for continuous feedback during cycle

  28. How Are Performance Plans Developed?(Step 8) • Add specific goals • Used to add clarity and specificity to performance standards, especially generic • Tie back to org goals • Add to technical or mission critical elements • May or may not be synonymous with the “Fully Successful” standard – make employee aware • Need to be reasonable and attainable • Need to monitor during cycle

  29. How Are Performance Plans Developed?(Checklist) • Are elements truly critical? • Are expectations clear, understandable, quantifiable, observable and/or verifiable? • Are standards reasonable and attainable? • Are standards challenging? Require effort? • Do the standards allow for some margin of error? • Are the standards fair? Comparable to others in like positions?

  30. How Are Performance Plans Developed?(Checklist – Cont’d) • Are standards applicable? Can they really be used to appraise performance? • Is data available to measure each standard and is it easily managed? • Are standards set too high? Can an employee exceed them?

  31. May Employees Develop Their Own Plan? • Employee/Supervisor develop plan together • Employee draft plan and/or specific goals • Employee provide feedback on plan and/or specific goals • Group of employees develop plan • But, final authority rests with the rating and reviewing official

  32. Generic Performance Plans • Some agencies have developed generic performance plans • In most cases, plans cannot be modified • Specific goals may be added

  33. What If Employees Disagree With Their Performance Plan? • Consider the employee’s issue • Employee must perform under plan • Content and substance of performance plan is not grievable • Signing the AD-435A does not mean an employee agrees with plan

  34. How Is A Mid-Year Review Done? • Feedback should be specific - suggest element-by-element discussion • Verify accuracy of plan • Discuss progress with goals/IDP and adjust/update if necessary • Identify performance requiring corrective action • Initial AD-435A

  35. How Is A Rating of Record Done? • Use form AD-435P and NASS-435P available on e-forms • Specific element-by-element discussion • Discuss accomplishment of goals/IDP • Get appropriate organization concurrences • Consult your ER Specialist for cases involving poor performance

  36. How Is A Rating of Record Done? (Continued) • Complete within agency, area and union timeframes • Praise and reward employee for good performance and accomplishments • Establish performance plan for next performance cycle

  37. Should I Monitor Performance Any Other Time? • Monitor and provide feedback often during the performance cycle • Performance should never be a surprise • Discuss performance if and when it falls below current rating

  38. What Is Considered In A Rating Of Record? • Supervisor’s own observations of performance • Feedback from customers, partners, co-workers, subordinates, etc. • Employee written accomplishments (Supervisors should request)

  39. Why Prepare Accomplishment Reports? • Serves as a reminder to both the employee and supervisor of individual accomplishments during a performance cycle • Used to develop and support appraisals • Leads to a more objective, effective appraisal of performance

  40. How Are Accomplishment Reports Written? • Limit to 2 pages, if possible • Arrange by performance element • Describe the accomplishment • Describe the impact, result or outcome of the accomplishment • Did it enhance a work process? • Did it have an impact on a customer? • Did it help the org achieve it’s goals?

  41. How Are Accomplishment Reports Written? (Continued) • Use your performance plan as a guide • Use “I” statements • Use action verbs • Refer to activity/status reports, calendars, previous accomplishment reports, etc. • Avoid laundry lists • Follow your organization’s policy (some require a description of how standard is exceeded) • Proof report

  42. What Is “Fully Successful” Performance? • It is good performance! • The expected level of performance; work performed at this level is of good quality, the expected quantity, and is accomplished within established deadlines or time frames • Supervisors should communicate this definition

  43. What Is “Exceeds Fully Successful” Performance? • Performance which consistently exceeds the performance standard established for the “Fully Successful” level

  44. What Is The Role Of The Reviewing Official? • Reviews performance expectations • Fair, equitable, reasonable, achievable, objective, consistent within the org? • Reviews performance ratings • Fair, objective, consistent within org? • Reviews the distribution of awards • Fair, objective, based on true accomplishments, value, consistent within org?

  45. When Can I Discuss A Rating With An Employee? • After Reviewing Official approval and signature has been received

  46. What If Performance Is Marginal? • Identify deficiencies • Notify your ER Specialist • Inform employee • Consider closer supervision,on-the-job training, formal training, mentoring, the Employee Assistance Program

  47. What If Performance Is Unacceptable? • Identify deficiencies • Notify your ER Specialist • Inform the employee • Offer assistance • Performance Improvement Plan (PIP) • Failure to improve may result in further action

  48. Is A Rating Of Record Grievable? • Bargaining unit employees follow procedures in the Labor Management agreement • Non-bargaining unit employees and those bargaining unit employees not covered under a Labor Management agreement, follow the grievance procedures in P&P 463.2, Administrative Grievance System • Contact your ER Specialist

  49. What Responsibilities Do Supervisors Have? • Develop performance plans/specific goals with employee involvement • Communicate performance expectations • Monitor and provide feedback during the year • Conduct mid-year reviews and annual ratings of record

  50. What Responsibilities Do Supervisors Have? (Continued) • Deal with poor performance when noticed and before the end of a probationary period • Consult/Notify ER Specialist of poor performance • Praise and reward performance

More Related