|
Performance
management is the total process of integrating performance, pay,
and incentive systems with basic personnel management functions
for the purpose of improving individual and organizational effectiveness
in the accomplishment of the agency mission and goals. Basic to
the foundation of performance management is the performance appraisal
process.
As a supervisor,
it is your responsibility to:
- Communicate
to employees the objective, job-related performance standards
and critical elements of their jobs.
- Appraise
employee performance in relation to established standards.
- Recognize
and reward employees whose performance so warrants.
- Help employees
improve unacceptable performance.
Use the links
below to learn more about the performance process:
Is
there a checklist available to help you prepare performance plans?
Performance
plans should be developed for each employee within 30 calendar days
of the beginning of the appraisal period or the start of his or
her employment. The employee must be under standards for at least
90 days to be rated. The following are reminders for establishing
a performance plan:
- Check the
employee's position description for accuracy; the major duties
of the position description should be addressed in the performance
plan as critical elements. Accomplishment of organizational objectives
and goals can be included in performance plans.
- Employee
participation in developing the plan is desirable. But, the rating
and reviewing officials have the final responsibility for establishing
the performance plan.
- There must
be at least 3, but no more than 10 elements.
- At least
one element must be critical; at least one element must be noncritical.
- Standards
should be accurate, objective, measurable, attainable, and understandable.
- Each employee
whose position is classified as a "supervisor" must
have a separate critical element that addresses Equal Opportunity/Civil
Rights (EO/CR). Incorporated into one of the critical elements,
must be performance objectives that address supervisory responsibility.
(Positions classified as supervisor usually include supervisory,
supervisor, manager, officer, or administrator in the title.)
- All performance
plans for nonsupervisory employees must include (in at least one
of the critical elements) the responsibility for demonstrating
a commitment to EO/CR. Remember, nonsupervisory employees may
include individuals who have limited supervisory responsibilities
(such as team leader, or people who supervise one technician,
clerical employee, or student).
- All employees
with health, safety, environmental protection, and/or energy management
responsibilities must have an element and standard in their performance
plan that addresses these responsibilities.
- The performance
plan must be signed by the employee, supervisor, and reviewing
official (normally, the second-line supervisor). The employee
should then receive a copy of the approved plan.
Remember!
Provide performance
feedback continuously during the rating cycle and clearly communicate
performance expectations. There must be at least one documented
mid-year (progress) review during the appraisal period. The performance
plan should be initialed and dated by the supervisor and the employee
to show that such a review took place.
Employees who
receive unacceptable ratings should not be placed under new performance
standards until they receive an opportunity to improve their current
performance. Supervisors must contact their servicing Employee Relations
Specialist for immediate assistance.
If deficiencies
are noted in an employee's performance at any time during the re-evaluation
period, supervisors should contact the servicing Employee Relations
Specialist to discuss the appropriate procedures to handle such
circumstances.
*Note: Some
Areas may have standard elements for certain positions, so you must
follow your Area guidelines if applicable.
For additional
information about performance plans, see REE Policy and Procedures,
ARS Performance Appraisal System, P&P 418.3 and REE Policy
and Procedures, Performance Planning and Appraisal, P&P 443.0
which can be found on the additional resources page.
What
are performance appraisals?
A performance
appraisal is a management tool designed to encourage communication,
improve the quality of work produced, and promote individual accountability.
The appraisal period is normally 12 months; it must not be longer
than 15 months or shorter than 90 days. Ninety days is considered
the minimum amount of time in which a supervisor is able to make
an objective appraisal.
The performance
appraisal must be:
- Completed
annually in accordance with the appraisal cycles. The appraisal
cycles are:
- January
1 to December 31 of each year for two-grade interval positions
including scientist and specialist positions, and
- April 1
to March 31 of each year for one-grade interval positions including
technicians, wage grade, clerical, and secretarial positions.
- Completed
promptly after the rating period ends. This is critical if the
employee is given an outstanding rating and is to receive a QSI.
Only one QSI can be given in a 52-week period.
How
do you develop an Individual Development Plan (IDP) for your new
employee?
IDPs serve as
a communication tool for managers and employees. The benefit of
the IDP is to integrate management's goals, the employee's goals,
and those of the organization.
Individual Development
Plans (IDPs):
- Are a written
schedule or plan describing immediate and long-term employee goals
and training needs.
- Help to
organize plans for training and development.
- Should be
completed or updated each year within 30 days of the annual performance
appraisal.
- Should be
developed as a result of a discussion by you and the employee
to determine the desired goals and training needs.
For additional
information about IDPs, visit the web site Individual Development
Planning, "The Road to Success", which can be found on
the additional resources page.
Go here to get a .PDF version of the IDP
form.
How
can you help employees in career planning?
Though employees
themselves are mainly responsible for their own career planning,
they sometimes need the advice and assistance of their supervisor
to help formulate their plans in a manner consistent with functional
needs of the organization and their own personal needs for development.
Your responsibilities
in employee development include:
- Building
an effective and efficient workforce by encouraging employee development
- Using training
to meet your mission requirements
- Ensuring
that decisions to provide training for your employees are made
following merit principles and EEO considerations
- Supporting
both formal and informal training
- Encouraging
the use of the SMART (Self-Motivated and Administered Reading
& Training) Center
Training settings
vary. They can be by correspondence or self-study, classroom work,
conferences, workshops, mentoring or shadowing or other supervised
practice, or any combination.
You have the
option of paying for all or part of authorized training expenses.
Development
activities can be full-time, part-time, on or off duty, day or evening,
or any combination.
What
can you do to recognize an employee's exceptional performance?
Recognizing
employees with incentive awards is one of your greatest management
tools. Public recognition of superior ideas and outstanding individual
and group performance helps to build morale and loyalty. It can
also help you build and maintain a highly motivated and productive
staff.
To recognize
your employees you should:
-
Reward good performance during a rating cycle with a performance
award or QSI, and
- Reward
special accomplishments and achievements during the year with
an Extra Effort award, Spot award, Time Off award, or nonmonetary
keepsake awards.
Additional
resources
REE Policy and
Procedures, ARS
Performance Appraisal System, P&P 418.3
REE Policy and
Procedures, Performance
Planning and Appraisal
Individual
Development Planning, "The Road to Success"
Awards/Employee
Recognition
|
