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Performance Management in the Farm Service Agency . Report Tile. What is “Performance Management”?.

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Report tile l.jpg

Performance Management

in the Farm Service Agency

Report Tile


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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.”


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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


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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


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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


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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


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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


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Timetable for Rest of FY07

  • March/April already!

  • Create new/update performance plans

  • Mid Year Reviews

  • Ratings

  • Handbook (5-PM)


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Coverage

  • 90 days in appraisal period

  • Intermittent employees

  • SOC and COC


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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)


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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


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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


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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


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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


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Definitions

  • Element

  • Standard

  • Measure


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Elements

  • 3-5

  • “Supervision” & “Supervisory EEO/CR” Elements

  • FLOT Trainers – Element & Standards

  • CDAT

  • Non supervisory EEO/CR function


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Standards

  • Performance Management

  • Health & Safety

  • FLP Training


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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


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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


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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


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Customer-Employee Perspectives

  • Supervisor’s performance plans only

  • Customer perspective

  • Employee perspective


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The Process: Performance Plans

  • Slides on HR website at: http://www.fsa.usda.gov/FSA/hrdapp?area=home&subject=erpm&topic=prm

  • Employee participation


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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


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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


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Consequences: Recognition

  • Linked to ratings

  • Reward supervisors for supervisory behavior – including addressing poor performance

  • Motivation


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Consequences: Poor Performance

  • Marginal – Non Critical element

  • Unacceptable – Critical element – OTI

  • Denial of WGI


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So What …?

  • What if we don’t do this?

  • Innovation

    • Blog

    • Pilot projects

    • Milestones

    • Stretch goals


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