Agenda Why a New Performance Management System?

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AgendaAgendaAgendaAgenda

Why a New Performance Management System? 5-Level Summary Rating Appraisal Process Pay-For-Performance What’s Key? What Changed/What Stayed The Same? Linkage to Other Personnel Actions Awards Program Training in New Performance Management

System

Why a New Performance Management System? 5-Level Summary Rating Appraisal Process Pay-For-Performance What’s Key? What Changed/What Stayed The Same? Linkage to Other Personnel Actions Awards Program Training in New Performance Management

System

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Why A New Why A New Performance Management System?Performance Management System?Why A New Why A New Performance Management System?Performance Management System?

NewPerformanceManagement

System

NewPerformanceManagement

System

Internal DriverInternal Driver

Decision to look at Performance Mgmt System

Decision to look at Performance Mgmt System

External DriverExternal Driver

President’s Mgmt Agenda: Results Focus

President’s Mgmt Agenda: Results Focus

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5-Level Summary Rating 5-Level Summary Rating Appraisal ProcessAppraisal Process

5-Level Summary Rating 5-Level Summary Rating Appraisal ProcessAppraisal Process

Old Tool/New PhilosophyOld Tool/New Philosophy New

SystemNew

System

Align Performance Plans with Agency GoalsAlign Performance Plans with Agency GoalsFocus work on activities most important to mission accomplishmentFocus work on activities most important to mission accomplishment

Enhance the achievement of mission results by holding employees more accountable for contributing to outcomes that support mission results and organizational goals

Enhance the achievement of mission results by holding employees more accountable for contributing to outcomes that support mission results and organizational goals

Differentiate between high and low performanceDifferentiate between high and low performance

Align Awards Program with Performance MgmtSystem so that individuals and/or teams arerewarded for contributions to Agency Goals

Align Awards Program with Performance MgmtSystem so that individuals and/or teams arerewarded for contributions to Agency Goals

CurrentSystemCurrentSystemPhilosophyPhilosophy

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Pay-For-PerformancePay-For-PerformancePay-For-PerformancePay-For-Performance

Trend in Federal government: movement to pay-for-performance– Strengthens accountability for results and recognition

of top performance– Links appraisal processes to meaningful distinctions in

performance– Aligns individual performance with organizational goals

5-level appraisal process lays the foundation for movement to a pay-for-performance system

Trend in Federal government: movement to pay-for-performance– Strengthens accountability for results and recognition

of top performance– Links appraisal processes to meaningful distinctions in

performance– Aligns individual performance with organizational goals

5-level appraisal process lays the foundation for movement to a pay-for-performance system

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What’s Key? Your What’s Key? Your Strong Commitment and Strong Commitment and

ContributionsContributions

What’s Key? Your What’s Key? Your Strong Commitment and Strong Commitment and

ContributionsContributions

• Performance-Based• Results-Focused

• Performance-Based• Results-Focused

FSA Strategic Goals1. Supporting productive farms and ranches – for American farmers and ranchers2. Supporting secure, affordable food and fiber – for domestic consumers3. Conserving natural resources and enhancing the environment – for all present and future generations

FSA Strategic Goals1. Supporting productive farms and ranches – for American farmers and ranchers2. Supporting secure, affordable food and fiber – for domestic consumers3. Conserving natural resources and enhancing the environment – for all present and future generations

Equitably serving all farmers,Ranchers, and agriculturalPartners by deliveringEffective, efficient agriculturalPrograms for all Americans

Equitably serving all farmers,Ranchers, and agriculturalPartners by deliveringEffective, efficient agriculturalPrograms for all Americans

FSA MissionFSA MissionFSA Mission &Organizational

Goals

Work UnitProducts &

Services

YOUR Individual Products and Contributions

YOURPerformanceObjectives

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What Changed/What Stayed the What Changed/What Stayed the Same?Same?What Changed/What Stayed the What Changed/What Stayed the Same?Same?

Elements and StandardsElement Rating LevelsSummary Rating LevelsResponsibilitiesPerformance Appraisal FormRating Cycle and Progress Reviews

Elements and StandardsElement Rating LevelsSummary Rating LevelsResponsibilitiesPerformance Appraisal FormRating Cycle and Progress Reviews

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Elements and StandardsElements and StandardsElements and StandardsElements and Standards

Two Level (Pass/Fail)Two Level (Pass/Fail) Five-LevelFive-Level

A Menu of 12 Generic Elements & Standards w/option to add more elements

Same

Same

Required Elements: EEO/Civil Rights Link to Mission Results

Same as under Pass/Fail – and - “Supervision” for all supervisorsAt least 1 Non-Critical Element

Supplement Generic Standards with Job Specific Performance Measures

Supplement Generic Standards as needed

All Elements Critical

Minimum of 3 Elements/Maximum of 5

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Critical/Non-Critical Critical/Non-Critical Elements Elements Critical/Non-Critical Critical/Non-Critical Elements Elements Critical Element:

– A critical element is an assignment or responsibility of such importance that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable.

Critical Element:– A critical element is

an assignment or responsibility of such importance that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable.

Non-Critical Element:– A non-critical element is

a responsibility that is specific to the position, but not necessarily critical to the goals of the office. At least one element must be non-critical.

Non-Critical Element:– A non-critical element is

a responsibility that is specific to the position, but not necessarily critical to the goals of the office. At least one element must be non-critical.

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Element Rating LevelsElement Rating LevelsElement Rating LevelsElement Rating Levels

Two Level (Pass/Fail)Two Level (Pass/Fail)

Two Element Rating Levels:• Results Achieved• Results Not Achieved

Element: Execution of DutiesXxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

ResultsAchieved

ResultsNotAchieved

Example:

Five Level Summary RatingFive LevelFive Level

Three Element Rating Levels:• Exceeds• Fully Successful• Does Not Meet

Element Rating:

Exceeds

FullySuccessful Does Not Meet

Example:

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Summary Rating LevelsSummary Rating LevelsSummary Rating LevelsSummary Rating Levels


Five-Level Summary Rating:• Outstanding• Superior• Fully Successful• Marginal• Unacceptable

Critical Elements Weighted 2:1


Two-Level Summary Rating:• Results Achieved• Results Not Achieved

Summary Rating: Results AchievedAll Elements Rating “Results Achieved”

Summary Rating: Results Not AchievedOne or More Elements Rated “Results Not Achieved”

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Summary Rating Examples – 5 Summary Rating Examples – 5 LevelLevelSummary Rating Examples – 5 Summary Rating Examples – 5 LevelLevel

Superior Summary Rating• No element rated “Does Not Meet” (DNM) • At least one element rated “Fully Successful” • Total # of points under “Exceeds” greater than points under “FS”

Total 4

Element E FS DNM

Element 1 (C)

Element 2 (C)

Element 3 (NC)

Element 4 (NC)

1

1

2

2

2

Outstanding Summary RatingAll elements rated “Exceeds”

Element 3 (NC)

2

2

Total 6

1

1

Element E FS DNM

Element 1 (C)

Element 2 (C)

Element 4 (NC)

E = Exceeds FS = Fully Successful DNM = Does Not Meet

C = CriticalNC = Non-Critical

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Fully Successful Summary RatingIf none of the above apply

As a minimum:• At least one element rated at “Fully Successful” (FS)• Total # of points for “FS” greater than or equal to total points for “Exceeds”• No critical element rated “Does Not Meet”

Element E FS DNM

Element 1 (C)

Element 2 (C)

Element 3 (NC)

Element 4 (NC)

1

1

2

2

Total 2 4

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Unacceptable Summary RatingIf any critical element is rated “DNM”

Element E FS DNM

Element 1 (C)

Element 2 (C)

Element 3 (NC)

2

2

1

Marginal Summary Rating• No critical element rated “Does Not Meet” (DNM) Fully Successful • Total number of points for “DNM” greater than total number of points for “Exceeds”

Element E FS DNM

Element 1 (C)

Element 2 (C)

Element 3 (NC)

Element 4 (NC)

Element 5 (NC)

1

1

1

2

2

2 2 3Total

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ResponsibilitiesResponsibilitiesResponsibilitiesResponsibilities

Explain the link betweenthe work unit outputs, theemployee’s duties, and theAgency goalsAsk employee to provide input into development of his/herPerformance planProvide informal feedbackthroughout the rating yearConduct/Document at least one formal progressreview during rating yearComplete year-endperformance rating

Employee(No Change)

Employee(No Change)

Rating Official(No change)

Rating Official(No change)

ReviewingOfficial (New)

ReviewingOfficial (New)

Provide input into thedevelopment of yourPerformance Plan

Check your understanding of expectations

Communicate with supervisor throughout therating cycle

Provide input onAccomplishments

Assist in identifyingTraining needs to enhanceperformance

Review and Approveemployee’s performance standards as submitted by supervisors to ensure consistency across work unit

Review and Approveend-of-year performancerating

Note: Reviewing Officialapproves performance plans and year-endratings before supervisor(rating official) gives ratingto employees

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Performance Appraisal Performance Appraisal FormFormPerformance Appraisal Performance Appraisal FormForm

Five Level Summary RatingTwo Level (Pass/Fail)Two Level (Pass/Fail) Five LevelFive Level

AD-2000• AD-435A - Signature Sheet - Elements/Standards/ Performance measures

• AD-435B - Elements/Standards/ Performance Measures

• AD-435 Rating Sheet

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Rating Cycle and Progress Rating Cycle and Progress ReviewsReviewsRating Cycle and Progress Rating Cycle and Progress ReviewsReviews


Rating Period:October 1 – September 30

Progress Reviews:• Mandatory – at least one during the 12-months period• Periodic optional progress reviews throughout the year strongly encouraged


Same as Current Process

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Rating CycleRating CycleRating CycleRating CyclePerformancePlans Put InPlace

Conduct andDocument Formal Progress Review

FormalPerfRating

Typical Rating CycleTypical Rating Cycle

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

10/1 to 10/31

4/1 to 6/3010/1 –10/31

Rating Cycle for 2006Rating Cycle for 2006

Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

10/1 through 12/31 10/1 –10/314/1 to 6/30

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Linkage to Other Personnel Linkage to Other Personnel ActionsActionsLinkage to Other Personnel Linkage to Other Personnel ActionsActions

“Fully Successful” Summary Rating required for:

– Within Grade Increase

– Career Ladder Promotion

“Fully Successful” Summary Rating required for:

– Within Grade Increase

– Career Ladder Promotion

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Awards ProgramAwards ProgramAwards ProgramAwards Program

FY06– No Change to

current program

FY06– No Change to

current program

FY07– Implementation of new

Awards Program– 07 monies used to

reward 06 performance• 75% of awards budget

to recognize ‘06 performance

– 25% of awards budget used to recognize performance throughout ‘07

FY07– Implementation of new

Awards Program– 07 monies used to

reward 06 performance• 75% of awards budget

to recognize ‘06 performance

– 25% of awards budget used to recognize performance throughout ‘07

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Training in New Performance Training in New Performance Management SystemManagement System

Training in New Performance Training in New Performance Management SystemManagement System

Briefings to workforce– Why a new performance management system– What changed– Link to agency mission and organizational goals

Computer-Based Training (CBT) for supervisors– Overall performance management system– Developing performance measures– Evaluating employees against measures

CBT available through AgLearn beginning 11/1/05

Briefings to workforce– Why a new performance management system– What changed– Link to agency mission and organizational goals

Computer-Based Training (CBT) for supervisors– Overall performance management system– Developing performance measures– Evaluating employees against measures

CBT available through AgLearn beginning 11/1/05

Agenda Why a New Performance Management System?

Business

Transcript of Agenda Why a New Performance Management System?