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Improving Employee Performance and Practical Implementation of the President’s HR EO’s

Explore the President's HR Executive Orders and their impact on improving federal employee performance through practical implementation strategies and cultural transformation. Dive into the rationale behind the orders, potential impacts, and effective ways to address difficult employees, presented by expert Stewart Liff. Gain insights into managing workforce challenges and fostering a productive organizational environment.

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Improving Employee Performance and Practical Implementation of the President’s HR EO’s

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  1. Improving Employee Performance and Practical Implementation of the President’s HR EO’s October 23, 2019

  2. Stewart Liff – About Me • Expert in • Visual Performance Mgmt • HRM • Team development • Author of 7 books on management (5 geared to government) • 32 years in government. 12 as a Senior Executive. • Represented the government on 30 3rd party hearings

  3. Department of Labor Office of Inspector General The President’s Three HR Executive Orders • Unified Investigative Solution: Consolidation of 4 legacy, stove-piped systems and numerous manual processes • New Investigative Management Information System (NIMIS) currently in UAT – less than 9 months • Hosted in AINS FedRAMP Cloud – eliminating IT infrastructure & maintenance burden • Integrated Evidence Tracking replaced Tracker Product • Making it easier to fire Federal employees • The time to improve poor performance will be reduced from 120 days to 30 • Agencies will be encouraged to remove poor employees rather than retain them • Restrictions on Unions • Unions will be charged rent • They must spend at least 75% of their time on the job • Union contracts are to be posted online

  4. What’s the Rationale Behind the EO’s? • Firing Federal employees • There’s an almost universal perception that it is very difficult/almost impossible to fire a Federal employee • Managers often give up before they start • Federal unions • OPM reported that the Federal government spent almost $175 million on official time • Testimony before Congress indicates that number might be much higher

  5. What will be the Impact of The EO’s? • Hard to say because: • Of pending litigation • Union agreements which supersede the Executive Orders • MSPB/arbitrator decisions • Federal culture

  6. Department of Labor Office of Inspector General What do I mean by the Federal culture? • Unified Investigative Solution: Consolidation of 4 legacy, stove-piped systems and numerous manual processes • New Investigative Management Information System (NIMIS) currently in UAT – less than 9 months • Hosted in AINS FedRAMP Cloud – eliminating IT infrastructure & maintenance burden • Integrated Evidence Tracking replaced Tracker Product • Question: • What do government managers normally do with poor employees? • Principle: • You can’t mandate/legislate a change in culture

  7. What Federal Employees are Saying... • Only 28% believe that, in their work unit, steps are taken to deal with a poor performer who cannot or will not improve • Only 34% believe that differences in performance in their work unit are recognized in a meaningful way

  8. The Problem in a Nutshell - The story of James Doe, problem child...

  9. Dealing with Difficult Employees Why is it important? • According to McKinnsey: • “Negative interactions with bosses and coworkers have five times more Impact than positive ones.”

  10. Dealing with Difficult People • It’s all about managing your workforce, not winning and losing. • To do this, you need to win the battle for the hearts and minds of the middle 80% of your people.

  11. Dealing with Difficult People – The First Step • Identify them early, then try and turn them around. • We have too much invested in each employee to give up easily • Options include: feedback, coaching, counseling, discipline, etc. • The key is to deal with them promptly and properly

  12. If That Doesn’t Work... • Keys • Your management team/your advisors • Strategy • Tactics • Attitude/Fear • Lessons learned

  13. Dealing with Difficult Employees Your Management Team • They must all be on the same page • They must all have the same philosophy • They must all be willing to deal with a problem employee.

  14. Dealing with Difficult Employees Your HR Advisor • What’s his philosophy? • Strict constructionist or liberal interpreter • If he doesn’t give good advice get another advisor

  15. Dealing with Difficult People Strategy • Identify the problem employees (everyone knows who they are) • Deal with them (don’t move them around) • Keep it simple stupid • Use the probationary period

  16. Dealing with Difficult People Strategy (cont.) • You’ve got the weight of the government behind you • Problem employees try and use the system to their advantage • Use it to your advantage

  17. Dealing with Difficult People Tactics • Do you want to serve or receive? • If she never crosses the line, change the line • If you’re going to take an action, take a strong one • Bring a problem to a head ASAP

  18. Dealing with Difficult People Your Attitude • Yes, you can remove a federal employee – It’s up to you • In 2018, only 7% of cases were overturned by • MSPB – note: many never even got there • All you need is the will and the skill

  19. Dealing with Difficult People • Document, document, document… • You don’t need a perfect case • Avoid 3rd parties if you can, but don’t fear them • Better to occasionally lose a case than to never take an action • Let them fight you from the outside

  20. Dealing with Difficult People Final Thoughts • The EO’s are a good roadmap, but the hard work still has to be done at the local level • Even if the courts allow the EO’s to go forward, you still need the will, skill and right culture to have a program of true accountability

  21. Department of Labor Office of Inspector General What I Wish We Had at the Time... • Unified Investigative Solution: Consolidation of 4 legacy, stove-piped systems and numerous manual processes • New Investigative Management Information System (NIMIS) currently in UAT – less than 9 months • Hosted in AINS FedRAMP Cloud – eliminating IT infrastructure & maintenance burden • Integrated Evidence Tracking replaced Tracker Product • More and better information at our fingertips, in one location, e.g. – • Key information in one location • The right people have access to the information • Excellent tickler information • Templates for auto population of performance information

  22. Department of Labor Office of Inspector General Dealing with Difficult People • Unified Investigative Solution: Consolidation of 4 legacy, stove-piped systems and numerous manual processes • New Investigative Management Information System (NIMIS) currently in UAT – less than 9 months • Hosted in AINS FedRAMP Cloud – eliminating IT infrastructure & maintenance burden • Integrated Evidence Tracking replaced Tracker Product Any Questions?

  23. Stewart Liff (661) 714-8958 (mobile) stew@stewartliff.com Website: www.stewartliff.com

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