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

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Presentation Transcript
report tile
Performance Management

in the Farm Service Agency

Report Tile

what is performance management
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.”

why is performance management important
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
slide4
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
beta site
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
fy06 v fy07 continuing
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
fy06 v fy07 new
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
timetable for rest of fy07
Timetable for Rest of FY07
  • March/April already!
  • Create new/update performance plans
  • Mid Year Reviews
  • Ratings
  • Handbook (5-PM)
coverage
Coverage
  • 90 days in appraisal period
  • Intermittent employees
  • SOC and COC
roles rating official
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)
roles reviewing official
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
roles employee
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
slide13
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
slide14
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
definitions
Definitions
  • Element
  • Standard
  • Measure
elements
Elements
  • 3-5
  • “Supervision” & “Supervisory EEO/CR” Elements
  • FLOT Trainers – Element & Standards
  • CDAT
  • Non supervisory EEO/CR function
standards
Standards
  • Performance Management
  • Health & Safety
  • FLP Training
cascading alignment
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
results focused
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
balanced credible measures
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
customer employee perspectives
Customer-Employee Perspectives
  • Supervisor’s performance plans only
  • Customer perspective
  • Employee perspective
the process performance plans
The Process: Performance Plans
  • Slides on HR website at: http://www.fsa.usda.gov/FSA/hrdapp?area=home&subject=erpm&topic=prm
  • Employee participation
the process mid year reviews
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
the process ratings
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
consequences recognition
Consequences: Recognition
  • Linked to ratings
  • Reward supervisors for supervisory behavior – including addressing poor performance
  • Motivation
consequences poor performance
Consequences: Poor Performance
  • Marginal – Non Critical element
  • Unacceptable – Critical element – OTI
  • Denial of WGI
so what
So What …?
  • What if we don’t do this?
  • Innovation
    • Blog
    • Pilot projects
    • Milestones
    • Stretch goals
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