Performance Management and Employee Recognition Training - PowerPoint PPT Presentation

Performance Management and Employee Recognition Training

For Non-Supervisors

Revised August 2008

Performance Management

• It is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of an agency’s mission and goals.

• Agency Policy and Procedure (P&P) found:www.afm.ars.usda.gov/hrd/performance/pp-list.htm
• Improved HRD website: www.afm.ars.usda.gov/hrd/performance/index.htm
• OPM Performance Management

Address:

www.opm.gov/perform/index.htm

• A supervisory review and evaluation of an employee against an established set of performance standards

• It’s the law!
• Basis for HR actions (WGIs, awards, QSIs, probationary determinations, training, reassignment, promotion, removal, RIF placement)
• To provide feedback
• To modify or change behavior
• To judge future job assignments and potential
• To improve organizational effectiveness

• Refer to the “Coverage” statement in the agency’s Policy and Procedure

• Progress review is done mid-year
• Rating of record is done at the end of the performance cycle
• Informal feedback is provided continuously during the performance cycle

• October 1 through September 30, all positions

• Plans should be in place for at least 90 days to receive an annual rating of record
• Plans should be extended to meet the minimum appraisal period

• Describes the specific tasks an employee is expected to perform and how well the tasks must be accomplished to meet a desired level of performance

• Within 30 days of hire or position change
• At the beginning of a rating cycle
• When modification or change is needed

• Using:
• Agency strategic plan or performance plan
• National Program goals
• work unit goals and objectives (i.e. CRIS goals)
• major duties in the position description (PD)
• established Agency policy
• Elements - Cascade org/unit goals to the individual accomplishment level and determine whether critical or non-critical
• Standards – Define appropriate measures for elements

• Standards are described at the “Fully Successful” level
• Standards measure work in terms of quality, quantity, timeliness, cost-effectiveness, and manner of performance
• Standards focus on results, outcomes, impact
• Standards should be clear, accurate, measurable, reasonable, attainable, challenging, fair/consistent within org, and exceedable

• An assignment or responsibility so important that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable
• Not used to measure group performance, only work w/in the employee’s control

• An aspect of individual, team, or organizational performance exclusive of a critical element, that is used in assigning a summary level

• Consider:
• Major component of the work?
• Address individual performance only?
• Require a significant amount of time?
• Consequences of performing unacceptably?
• Statutory/Regulatory requirements?

• Plans must include at least 3 but no more than 7 performance elements
• At least one element must be non-critical
• At least one critical element must focus on results
• Supervisors must have a critical supervisory element
• “Official” supervisors must have a separate critical EEO/CR element
• “Official” supervisors must have measures or indicators of employee and/or customer/stakeholder feedback
• At least one element must align with Agency and/or Mission Area goals and objectives. The performance plan must include at least one performance element linked to the strategic goals and objectives of the organization

• Non-Supervisors must have EEO/CR objectives incorporated in to a new or existing critical element
• Agency-wide Peer Review (OSQR) objectives must be incorporated in

ARS Cat 1 and Cat 4 scientist plans

• Health and safety elements should be used where job related

• Used to add clarity and specificity to performance standards, especially generic
• Tie back to org goals
• Add to technical or mission critical elements
• May or may not be synonymous with the “Fully Successful” standard – make employee aware
• Need to be reasonable and attainable
• Need to monitor during cycle

• Employee/Supervisor develop plan together
• Employee draft plan and/or specific goals
• Employee provide feedback on plan and/or specific goals
• Group of employees develop plan
• But, final authority rests with the rating and reviewing official

• Supervisors should consider the employee’s issue
• Employee must perform under plan
• Content and substance of performance plan is not grievable
• Signing the AD-435A does not mean an employee agrees with plan

• Feedback should be specific - suggest element-by-element discussion
• Verify accuracy of plan
• Discuss progress with goals/IDP and adjust/update if necessary
• Identify performance requiring corrective action
• Initial AD-435A

• Use form AD-435P and NASS 435P available on eForms
• Specific element-by-element discussion
• Discuss accomplishment of goals/IDP
• Get appropriate organization concurrences
• Consult your ER Specialist for cases involving poor performance

• Complete within agency, area and union timeframes
• Praise and reward employee for good performance and accomplishments
• Establish performance plan for next performance cycle

• Supervisors should monitor and provide feedback often during the performance cycle
• Performance should never be a surprise
• Discuss performance if and when it falls below current rating

• Supervisor’s own observations of performance
• Feedback from customers, partners, co-workers, subordinates, etc.
• Employee written accomplishments (Supervisors should request)

• Serves as a reminder to both the employee and supervisor of individual accomplishments during a performance cycle
• Used to develop and support appraisals
• Leads to a more objective, effective appraisal of performance

• Limit to 2 pages, if possible
• Arrange by performance element
• Describe the accomplishment
• Describe the impact, result or outcome of the accomplishment
• Did it enhance a work process?
• Did it have an impact on a customer?
• Did it help the org achieve it’s goals?

• Use your performance plan as a guide
• Use “I” statements
• Use action verbs
• Refer to activity/status reports, calendars, previous accomplishment reports, etc.
• Avoid laundry lists
• Follow your organization’s policy (some require a description of how standard is exceeded)
• Proof report

• It is good performance!
• The expected level of performance; work performed at this level is of good quality, the expected quantity, and is accomplished within established deadlines or time frames
• Supervisors should communicate this definition

• Performance which consistently exceeds the performance standard established for the “Fully Successful” level

• Identify deficiencies
• Notify your ER Specialist
• Inform employee
• Consider closer supervision,on-the-job training, formal training, mentoring, the Employee Assistance Program

• Identify deficiencies
• Notify your ER Specialist
• Inform the employee
• Offer assistance
• Performance Improvement Plan (PIP)
• Failure to improve may result in further action

• Bargaining unit employees follow procedures in the Labor Management agreement
• Non-bargaining unit employees and those bargaining unit employees not covered under a Labor Management agreement, follow the grievance procedures in P&P 463.2, Administrative Grievance System
• Contact your ER Specialist

• Develop performance plans/specific goals with employee involvement
• Communicate performance expectations
• Monitor and provide feedback during the year
• Conduct mid-year reviews and annual ratings of record

• Deal with poor performance when noticed and before the end of a probationary period
• Consult/Notify ER Specialist of poor performance
• Praise and reward performance

• Participate in the establishment of their performance plan
• Ensure an understanding of what is expected, ask questions
• Communicate and cooperate with management in the rating process
• Provide written accomplishments
• Prepare for reviews

Employee Recognition

• Providing incentives to and recognizing employees, individually and as members of groups, for their performance and contributions to the agency’s mission.

• USDA Guide for Employee Recognition,

www.usda.gov/da/employ/recog.htm

• Improved HRD website: www.afm.ars.usda.gov/hrd/awards/index.htm

• Be fair and equitable in the distribution of awards
• Recognize specific achievements
• Involve co-workers and customers in recognition decisions
• Provide timely recognition

• Emphasize group recognition
• Use non-monetary recognition
• Publicly recognize employees
• Publicize recognition
• Budget for employee recognition locally

• All employees are eligible for most types of recognition
• Non-Federal persons are not eligible for monetary awards
• Retired or separated Federal employees are eligible if contribution was made while employed

• Monetary Awards
• Non-Monetary Awards
• Length of Service Awards
• Suggestion Awards
• Special Awards Programs

• Refer to:

www.afm.ars.usda.gov/hrd/awards/files/table-monetary-non-montary.pdf

• Recognition given for length of Federal service
• Certificates and pins are provided for 10, 20, 25, 30, 40+ years
• NASS provides certificates only
• Provided by HRD

• Recognition for improvement in the efficiency and economy of government operations
• Evaluated by subject matter experts
• May be adopted, referred for further study, or rejected
• Monetary or non-monetary recognition is given to adopted suggestions
• Performance and Awards Staff administers program and provides forms

• Organization specific
• Agency specific
• USDA
• Government-wide
• Public/Foundation Sponsored
• Performance and Awards Staff announces most

• Supervisors
• Co-workers or peers
• Customers
• Supervisory/Fund holder approval required

• Follow the Value and Benefits scales in the USDA Guide for Employee Recognition
• Follow org policy
• Consider past practice within the org

• AD-287-2
• Two levels of approval on AD-287-2
• Written justification for all monetary awards, QSIs, and for Time Off Awards

• Casandra Butler, Section Head, 301-504-1470
• Theresa Bailey, HR Specialist (Performance) 301-504-1452
• Charlene Brown, HR Assistant, 301-504-1523
• Chevon Gibson, HR Specialist (Awards), 301-504-1552
• Mary Oxner, HR Specialist (Awards), 301-504-1368
• Suzanne Suchecki, HR Assistant, 301-504-1465

Address: GWCC, 5601 Sunnyside Avenue, Room 3-1290,

Beltsville, MD 20705-5107