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Performance Management System for Non-Supervisory Employees PowerPoint PPT Presentation


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OFFICE OF HUMAN CAPITAL MANAGEMENT U. S. DEPARTMENT OF ENERGY. Performance Management System for Non-Supervisory Employees. New Performance System for Non-Supervisory Employees . DOE’s Proud to Be commitments to OMB & OPM

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Performance Management System for Non-Supervisory Employees

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OFFICE OF HUMAN CAPITAL MANAGEMENT

U. S. DEPARTMENT OF ENERGY

Performance Management System for Non-Supervisory Employees


New Performance System for Non-Supervisory Employees

  • DOE’s Proud to Be commitments to OMB & OPM

  • Supports Human Capital Management items under the President’s Management Agenda

  • Cascades from the performance management systems in place for SES and Managers and Supervisors

  • Strategic Alignment - DOE missions

  • Accountability – and Rewards


Goals:

  • Identify performance distinctions among non-supervisory employees

  • Incorporate strategic plans and mission objectives with accountability for achieving such objectives

  • Provide substantial financial rewards commensurate with top performance

  • Provide proportionately less rewards for lesser ratings


Coverage:

  • DOE Non-Supervisory Employees in Competitive Service General Schedule and Excepted Service positions


General Requirements

  • Performance plans in place no later than 30 days from the start of the performance appraisal period.

  • At least one progress review annually.

  • Minimum performance appraisal period - 90 calendar days.


General Requirements (cont.)

  • Recognition and rewards must be provided to top performers.

  • Assistance must be provided to employees in improving unacceptable performance.

  • Action must be taken to reassign, reduce in grade, or remove employees who continue to have unacceptable performance after an opportunity to demonstrate acceptable performance.


Key Features Being Cascaded

  • Fiscal Year Appraisal Cycle

  • Plans Linked to Organizational Strategic and Mission Objectives

  • Direct Linkage between Performance Ratings and Awards

  • Significant Awards to Top Performers


Key Features Being Cascaded (cont.)

  • Four-Level Performance Appraisal System:

    • Significantly Exceeds Expectations

    • Meets Expectations

    • Needs Improvement

    • Fails to Meet Expectations


Key Features Being Cascaded (cont.)

  • Two to Five Critical Elements assigned variable weights to reflect their relative degree of importance:

    1. Specific Job Responsibilities

    • One – Four Critical Elements

      2. Employee Attributes – Critical Element

    • Five Attributes


Critical Elements 1 - 4 – Specific Job Responsibilities

  • Specific Job Responsibility Critical Elements are assigned weights to reflect differences in importance.

  • At least one specific job responsibility critical element must be linked to an organizational goal and/or mission objective

  • Organizational goals/mission objectives must be achievable and include measurable outcomes.


Employee Attributes Critical Element

  • Attribute 1 – Responsibility and Accountability

  • Attribute 2 – Communication

  • Attribute 3 – Teamwork

  • Attribute 4 – Innovation/Quality Improvements

  • Attribute 5 – Customer Service


Additional Features

  • Performance Standards Written at the “Meets Expectations” Level

  • Variable Weights Assigned to Individual Critical Elements and Individual Employee Attributes


Employee Responsibilities

  • Participate in the development of plan

  • Report on the status of assignments including any problems which may prevent their successful completion

  • Maintain complete records on work outputs for use during progress reviews

  • Include training as required for professional development and performance of responsibilities


Rating/Reviewing Official Responsibilities

  • Involve subordinates in the development of performance plans

  • Conduct one or more progress reviews with subordinates and provide interim assessments of their performance.

  • Assure that the organization’s performance ratings correspond to organizational productivity or effectiveness


DERIVING FINAL RATINGS


Assigning Weights to Critical Elements

  • Total weight assigned to all critical elements must equal 100 by using the following proportions:

    • Specific Job Responsibilities Critical Elements = 90

    • Employee Attributes Critical Element = 10


Assigning Weights to Critical Elements (cont.)

  • Examples of factors to consider in the assignment of weights:

    • Relative importance as related to mission objectives

    • Complexity of assignments, risk factors

    • Costs, both in terms of resources and staff time

    • Impact on the organization or the Department as a whole


Assigning Weights to Critical Elements (cont)

  • Weights initially assigned during the plan development stage

  • Weights may be adjusted, along with other related factors, during the progress review stage

  • Rating officials are expected to discuss with the employee the impact of assigned weights on the determination of the employee’s final performance rating


Computing the Summary Performance Rating

  • Each Element has a numerical weighting

  • Each rating level has an assigned point value

  • Multiplying these gives score for each element

  • Similar “sub” process for Attributes

  • Add resulting #s to get a total

  • Total score dictates summary rating (unless an element was rated FME)


Computing the Summary Performance Rating (cont.)

Rating Levels: Point Ranges

SE 80 - 100

ME 50 - 79

NI 49 and below

FME any score with at least 1

critical element rated FME


Computing the Summary Performance Rating (cont)

  • Specific Job Responsibilities Critical Element Rating Levels and Assigned Point Values:

    • Significantly Exceeds Expectations (SE) = 1 point

    • Meets Expectations (ME) = .5 point

    • Needs Improvement (NI) = 0 points

    • Fails to Meet Expectations (FME) = Results in a Summary Rating of FME


Assigning Weights to Individual Employee Attributes

  • Similar to that used to assign weights to Job Specific Responsibilities Critical Elements:

    • An individual weight is assigned to each Employee Attribute ranging from 1 to 3 points

    • Individual weights must total 10 for the overall Employee Attributes Critical Element


ORO Elements and Weights for Non-Bargaining Unit Employees

  • 4 Job-Specific Elements

    • Weights: 30, 30, 15, & 15

  • Employee Attributes

    • Weights: All weighted at 2 points


Computing Summary Performance Ratings

Example #1-a

Job Specific

Critical ElementRatingWeightPtsScore

Recruitment SE 30 1 30

Classification ME 30 .5 15

E/LMR SE15 1 15

HR E-Systems ME15 .5 7.5


Computing Attribute Ratings Scores

Example #1-b

Employee Attributes Element

AttributeRatingWeightPtsScore

Resp & Acc’t SE 2 1 2

Communication SE 2 1 2

Teamwork ME 2 .5 1

Innov/ Qual Imp. ME 2 .5 1

Cust Svc ME 2 .5 1

Totals 10 7pts


Computing Summary Performance Ratings

Example #1-c

Job Specific

Critical ElementRatingWeightPtsScore

Recruitment SE 30 1 30

Classification ME 30 .5 15

E/LMR SE15 1 15

HR E-Systems ME15 .5 7.5

Attributes 10 7

Totals 100 74.5pts


Overall Performance Ratings

Rating Levels: Point Ranges

SE 80 - 100

ME 50 - 79

NI 49 and below

FME any score with at least 1

critical element rated FME


Performance Awards Eligibility

  • Mandatory Awards: SE

  • Discretionary Awards: ME

  • No Awards: NI or FME


Performance Award Amounts

  • Awards to employees rated Significantly Exceeds Expectations:

    • System recommends 5 to 10% of base pay for highest SE levels

    • Maximum of $7,500

    • Mangement discretion (w/ HQ approval) for lower amounts based on funding shortfalls


Performance Award Amounts (cont.)

Sample Performance Awards % Payouts:

Ratings/ScoresOpt AOpt BOpt COpt D

SE/95-100 pts10% 7.5% 5% 5%

SE/80-94 pts 8 6 4 3

ME/70-79pts 6 4.5 3 1

ME/60-69pts * 4 3 2 0

ME/50-59pts * 2 1.5 1 0


Timetable

  • December 31, 2005 – Deadline for implementation of the new performance management system

  • March 1, 2006 – Start date for progress reviews

  • September 30, 2006 – End of first rating cycle

  • October 15, 2006 – Deadline for finalizing performance ratings

  • December 31, 2006 – Deadline for payment of FY 2006 performance awards


ORO Implementation

  • Non-bargaining unit employees:

    by December 31, 2005

  • Bargaining unit employees:

    maybe by December 31, 2005


  • If you have any questions about this new performance management system, please contact your assigned Human Resources Specialist for assistance.


HR Assigned Specialists

Office of Manager Adolphus Brown – 576-4757

Public Affairs Office Carol Aytes – 576-9586

Diversity Programs Carol Aytes – 576-9586

Partnerships & Program Development Phil Barker – 574-2636

Office of Chief Counsel Carol Aytes – 576-9586

AM Security & Emergency Management Phil Barker – 574-2636

Office of Nuclear Fuel Supply Edward Dunbar – 576-0670

AM Administration Jill Stephenson – 576-0677

AM Environmental Management Edward Dunbar – 576-0670

Office of Chief Financial Officer Phil Barker – 574-2636

AM Science Jill Stephenson – 576-0677

AM Environment, Safety & Health Carol Aytes – 576-9586

OSTI Adolphus Brown – 576-4757

PNSO Adolphus Brown – 576-4757

TJSOAdolphus Brown – 576-4757


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