Updating Performance Plans Fall 2005

Updating Performance Plans Fall 2005

Aligning with Organizational Goals, Focusing on Results, and Including Real Measures

ALIGNMENT

From the USDA Human Capital Management Plan

By June 30, 2006, all employees must have at least one performance element that

1. is ALIGNED with ORGANIZATIONAL GOALS

2. focuses on RESULTS

3. has credible MEASURES

Are your performance plans ALIGNED?

1. Do you have at lease one performance element that is ALIGNED with ORGANIZATIONAL GOALS? Method A: GOAL CASCADING

APHIS strategic goals and objectives? Program strategic plan? Your unit’s annual work plans or goal statements? PART goals and measures?

Method B: CUSTOMER-FOCUSED Who are your unit’s customers? What products or services do they expect? Documented customer service standards?

Method C: WORK FLOW CHARTING Unit’s documented work processes, with steps CFR? Inspection SOP’s? Audit handbook? Lab

procedures?

Alignment: Results

2. Does the employee’s main work element

FOCUS on RESULTS ?

What products or services does the employee provide that affect your unit’s GOALS?

Focus on the results needed to meet the goals,

not just the activities

Is the employee accountable for producing results?

Alignment: Measures

3. Does the employee’s main RESULTS element have CREDIBLE MEASURES?

Quantity, quality, timeliness, cost-effectiveness

Quantifiable or qualitative Quantifiable:

numbers, percentages, time-frames, costs Qualitative:

describe “fully successful”, so that it can be observed and verified

Clarify who will appraise and factors they would look for “in the judgment of the supervisor . . . “ “based on supervisory review of work products . . . “ “work is completed in accordance with VS Handbook XYZ”

Updating Performance Plans

Keep number of elements to a minimum Put the most important work results elements first

make sure standards go beyond activities to describe the RESULTS needed for fully successful

Put any soft or behavioral elements later Don’t forget mandatory EO/CR content Discard language that doesn’t say anything Keep everything that you like from existing

elements Think about what you want for “EXCEPTIONAL”

Performance Elements & Standards

Part 1: The Element say WHAT the person will be rated on cover RESPONSIBILITIES and ACTIVITIES

Part 2: The Standards say HOW WELL the person has to perform to be fully

successful go beyond activities, to describe the RESULTS

EXPECTED from the work describe what FULLY SUCCESSFUL RESULTS look like include MEASURES for fully successful results

quantifiable and/or qualitative

Part 1: The Element Short element title

will go on the rating form include “results” if it fits

Responsibility statement “The Agricultural Marketing Specialist is responsible for . . . “

can includes list of activities include “… is responsible for completing…” if it fits include “…completing [whatever] in accordance with…” if it fits

Alignment statement say what org. goals the element supports the accomplishment of

“This element supports VS Strategic Objective 2.3: Conduct facility inspections to ensure compliance with animal health regulations and program standards.”

“This element supports AC’s mission of enforcing the Animal Welfare Act.”

Part 2: The Standards Say who will evaluate the element and what factors they will

look at “Evaluation is based on the supervisor’s observations and

review of work products, and feedback from customers and staff . . . ”

Add in “Results and measures for Fully Successful” Use an introductory phrase to avoid “absolute” standards:

“In the judgment of the supervisor, in almost all cases . . .” “The supervisor typically finds that . . . “

Phrase standards in terms of results or work completed, not activities.

avoid: “reviews certificates for completeness and accuracy” If there is a quantitative measure, make sure that there is also

a qualitative measure CUT language that does not say anything

Typical Performance Plans

Non-supervisors1. Work results 12. Work results 23. Working relationships, communications, teamwork, to

include mandatory EO/CR content4. Administrative/paperwork element?5. Special projects?

Managers responsible for the results of an organization or line item program, tracking SES model

1. Program planning and development, including goal setting2. Program/mission results3. Resources mgmt., to include HR and perf. mgmt.4. Working relationships and communications5. Mandatory civil rights element

Resources: OPM’s method

OPM Handbook: Aligning Employee Performance Plans with Organizational Goals http://www.opm.gov/perform/WPPDF/2002/HAND

BOOK.PDF

Our short version: OPM’s 8-Step Process http://www.aphis.usda.gov/mrpbs/

performance_management/opm_8_step_process.pdf

Aligning with Organizational Goals, Focusing on Results, and Including Real Measures

Aligning with Organizational Goals, Focusing on Results, and Including Real Measures

Questions?