Performance Management in the Farm Service Agency Report

1. Performance Management in the Farm Service Agency Report Tile

2. What is “Performance Management”? “Performance Management is the process of creating a work environment in which people are able to perform to the best of their abilities. It is a whole work system that begins when a job is defined as needed and ends when an employee leaves the agency.”

3. Why Is Performance Management Important? • Reflects an ongoing Federal government priority • Increases accountability • Helps us better understand how our goals can be achieved • Helps every Federal employee make a difference • Helps management make business decisions about agency’s future

4. PAAT • OPM’s Performance Appraisal Assessment Tool • Assesses agency performance management programs: alignment, results-focused, employee involvement, training, consequences, etc. • 2005 (Pass/Fail), scored 22 out of 100

5. Beta Site • FSA is Department’s beta (test) site for FY07 • Had to develop a plan – done, approved by Department and OPM • Task Force, Oct 23-25 • Implement plan during FY07 • At end of FY07, submit PAAT to OPM and score at least 80 out of 100

6. FY06 v FY07: Continuing • 3 level Element ratings, 5 level Summary ratings • 3-5 Elements, one Non Critical, one aligned • “Supervision” and “Supervisory EEO/CR” mandatory • EEO/CR for non-supervisors • Safety and Health • Credible measures

7. FY06 v FY07: New • Employee participation required • One Critical element • 3 Standards per Element required • Performance Management language • Cascading alignment • Results-focused • Customer-Employee Perspectives • Documenting ratings

8. Timetable for Rest of FY07 • March/April already! • Create new/update performance plans • Mid Year Reviews • Ratings • Handbook (5-PM)

9. Coverage • 90 days in appraisal period • Intermittent employees • SOC and COC

10. Roles: Rating Official • Engage employee and develop performance plan • Communicating FSA and USDA mission, goals, and objectives • Creating a performance culture • Monitoring performance and providing feedback • Providing meaningful performance ratings and consequences (awards/dealing with poor performance)

11. Roles: Reviewing Official • Managing organizational performance • Implementing the Program within their span of control • Ensuring Rating Officials carry out their responsibilities • Reviewing and approving performance plans and ratings • Awards • Resolving disagreements

12. Roles: Employee • Participating in discussions on performance plans, mid year reviews, and summary ratings • Ensuring they have clear understanding • Taking responsibility • Work problems • Seeking feedback

13. CED • Real Rater: COC Chairperson; Real Reviewer: DD • EmpowHR Rater: DD; EmpowHR Reviewer: SED • Performance plan, mid year review, rating initially in hard copy • DD enters into EmpowHR; SED “reviews” • Back to hard copy – signatures • DD completes EmpowHR process

14. PT • GS FP and FLP – FLM/CED & DD • GS FLP – FLM & DD • CO FP – CED & DD/COC • CO FP and FLP – CED/FLM & DD/COC • CO FLP – FLM & DD • EmpowHR: CED & DD

15. Definitions • Element • Standard • Measure

16. Elements • 3-5 • “Supervision” & “Supervisory EEO/CR” Elements • FLOT Trainers – Element & Standards • CDAT • Non supervisory EEO/CR function

17. Standards • Performance Management • Health & Safety • FLP Training

18. Cascading Alignment • Clear and transparent • Line from SES, through supervisory chain-of-command, to front-line employee • FSA Strategic Plan framework: http://bpms.wdc.usda.gov/zoneSP_jump.htm • USDA Strategic Plan: http://www.ocfo.usda.gov/usdasp/usdasp.htm

19. Results-Focused • At least one Element • Example: “Receives and deposits payments within 18-24 hours of receipt. The result is a faster processing of customer payments. This is aligned to the organizational goal of supporting productive farms and ranches.” • Employee’s level of responsibility

20. Balanced, Credible Measures • Balanced – quality, quantity, timeliness, and/or cost-effectiveness • Credible • based on job analysis • Clear, specific, and understandable • Reasonable and attainable • Measurable, observable or verifiable • Foster continual improvement in productivity

21. Customer-Employee Perspectives • Supervisor’s performance plans only • Customer perspective • Employee perspective

22. The Process: Performance Plans • Slides on HR website at: http://www.fsa.usda.gov/FSA/hrdapp?area=home&subject=erpm&topic=prm • Employee participation

23. The Process: Mid Year Reviews • Slides on HR website at: http://www.fsa.usda.gov/FSA/hrdapp?area=home&subject=erpm&topic=prm • One Mandatory – 5th (Feb) – 8th (May) month • Inform employee • Document • Periodic optional reviews

24. The Process: Ratings • Slides on HR website at: http://www.fsa.usda.gov/FSA/hrdapp?area=home&subject=erpm&topic=prm • “Rating of Record” • Distinctions in levels of performance • Raters/Reviewers held accountable • Artificial targets

25. Consequences: Recognition • Linked to ratings • Reward supervisors for supervisory behavior – including addressing poor performance • Motivation

26. Consequences: Poor Performance • Marginal – Non Critical element • Unacceptable – Critical element – OTI • Denial of WGI

27. So What …? • What if we don’t do this? • Innovation • Blog • Pilot projects • Milestones • Stretch goals