Supervisory Skills Training Managing for Success: Ending and Beginning the Performance Cycle

1
Supervisory Skills Training Managing for
Success Ending and Beginning the Performance
Cycle
(Briefing FAA30200046)
Carmen Taylor Charlie DePoalo
2
Reminder - Union Agreements

• The information, instructions, and guidelines in
  this briefing can be supplemented or superseded
  by union agreements.
• Review applicable union contracts, MOUs, and
  MOAs prior to initiating any performance
  management action/practices.
• Consult your HR Employee/Labor Relations
  Specialist

3
Objectives

• A clear understanding of the steps required to
  close the current Performance Management System
  (PMS) performance cycle
• The basic steps of dealing with a poor performer
• The relationship between the PMS Performance
  Summary and the Superior Contribution Increase
  (SCI) Process

4
Objectives (Contd)

• The requirements for starting a new performance
  cycle.
• The basic steps for developing
• Outcomes
• Performance Expectations
• Performance Indicators

5
PMS Performance Cycle
October
Performance Summary 1. Managers Assessment
2. Self Assessment New Performance Plan
July
December
Check-In-Meeting 1. Initiated by Manager or
Employee 2. Adjust Plan

• Upward Feedback
• Employee to Manager
• Manager to Manager

April

• Mid-Cycle Meeting
• Face-to-Face
• Managers Assessment
• Self-Assessment

6
What is your most important reference document
when closing an employee performance cycle?

• Your notes and observations during the
  performance cycle
• Documented customer feedback
• The employee performance plan
• Peer and/or Team Lead input

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Highlights Closing the Performance Cycle

• Within 30-days of cycle end
• Minimum 90-days
• Employee self-assessment
• Your observations notes
• Mid-cycle review
• Other Input Sources
• Technical Assessments
• Equipment Certification
• Facility Evaluation
• Team Leads
• Standardized Corporate Form

8
Employee Self-Assessment

• General Guidelines
• Refer to the performance plan.
• Base the self-assessment on accomplishments
  during the performance cycle.
• Summarize each outcome and expectation
  separately.
• Write in the past tense
• Specific Guidelines
• List major accomplishments in bullet form.
• Show how the accomplishments contributed to
  achievement of the organization's (or team's)
  goals and success of the organization (or team)
• Describe the accomplishments in terms of
  effectiveness at meeting expectations
• Provide Examples
• List training and developmental accomplishments.
• List recognition received.
• Recommend areas for future development, if
  desired.

9
Writing the Performance Summary

• General Guidelines
• Refer to the performance plan. The
  performance/narrative summary represents
  accomplishments as related to the outcomes and
  expectations from the date the performance plan
  was communicated to the end of the performance
  cycle.
• Base the summary on knowledge of the employee's
  accomplishments during the rating cycle.
• Summarize each outcome and expectation
  separately.
• Write the summary as a past tense of the outcomes
  and expectations.

10
Writing the Performance Summary (Contd)

• Specific Guidelines
• List major accomplishments in bullet form.
• Show how the accomplishments contributed to
  achievement of the organization's (or team's)
  goals and/or success of the organization (or
  team).
• Describe the accomplishments in terms of
  effectiveness at meeting expectations.
• Provide Examples
• List training and development accomplishments.
• List recognition received.
• Recommend future development needs, if
  appropriate or requested.

11
In addition to your own observations, notes, and
mid-cycle assessment what are some other
performance input sources?

• Equipment Certifications
• Facility Evaluations
• Customer Feedback
• Team Lead Input
• All of the above

12
Shared Responsibilities for the Performance
Summary

• Manager
• Consolidate data from entire cycle
• Identify developmental needs for next cycle,
  based on current results
• Effectively communicate summary to employee
• Prepare to initiate next performance plan

• Employee
• Provide meaningful self-assessment
• Identify developmental needs for next cycle
• Prepare to discuss summary
• Review feedback and begin to formulate ideas for
  next plan

13
PMS Performance Summary Application

• May be used for
• Identifying Developmental Needs
• Determining compliance with Performance Plan
• Analyze Performance
• Basis for determining Recognition
• Tool to consolidate feedback
• May not be used for
• Merit Promotion Eligibility
• Reductions in Force (RIFs)
• Automatic Triggers for Base Pay Adjustments

14
PMS Performance Summary Additional Information

• Teams
• Can Receive a Performance Summary
• Performance cannot be Primary or Secondary of
  Individual
• Doesnt Eliminate the Individual Performance Plan
  or Summary
• Pay for Performance Systems
• One Factor
• May have different Criterion
• High Achievers in Performance Summary

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Relationship Between PMS SCI

• Potential of 4 levels at the corporate level
• Federal
• Federal OSI maximum of 1
• Federal OSI SCI 2
• Federal OSI SCI 1
• Potential of 3 levels at the individual level
• Federal OSI maximum of 1
• Federal OSI SCI 2
• Federal OSI SCI 1

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Relationship Between PMS SCI (Contd)

• SCI Criterion
• 3 for employees
• 4 for managers
• Expected Level and Highest Level
• Collaboration The extent to which an employees
  work with others contributes to the productivity
  and success of the organization.
• Customer Service The extent to which an
  employee provides products and services that meet
  the needs of internal and/or external customers
  and the degree to which products and services are
  sound and delivered on time.

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Relationship Between PMS SCI (Contd)

• Impact on Organizational Success The extent to
  which an employee successfully sets priorities
  and completes work that directly affects the
  ability of his/or her organization to meet its
  performance objectives and deliver high quality
  products and services.
• Management Leadership The extent to which a
  manager or supervisor creates a work environment
  that results in the delivery of high quality
  products and services which are timely and within
  budget. He/she demonstrates a commitment to the
  value of providing equal opportunity in
  conformance with the Model EEO Program, team
  development, fiscal responsibility, performance
  management, and adherence to applicable workplace
  safety requirements.

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Identifying Poor Performers

• Determine if the problem is conduct or
  performance
• If Conduct Wont Do
• May require discipline
• Consult your HR ER/LR Specialist
• If Performance Cant Do
• Provide employee with documented examples
• Coach and Counsel employee
• Consult your HR ER/LR Specialist
• If personal issues (Refer the employee to EAP)

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Performance vs. Conduct

• Performance CANT
• Competencies which can
• be learned
• Individual does not perform
• at an acceptable level
• Skills or behavior compared
• to established performance
• standards
• Typically, measured in terms of quality and
  quantity of timeliness

• Conduct WONT
• Behaviors which occur
• as result of choice
• Failure to exercise good
• judgment
• Failure to follow workplace
• rule(s)
• Generally, has a negative
• impact on workplace

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Consequences of Not Dealing with Poor Performers

• Employee is not fully productive
• Additional costs associated with lower
  productivity
• Possible customer complaints
• Lower morale among the good employees
• Inhibits the success of an organization to meet
  its goals

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Preventing Poor Performers

• Identify position-essential training
• Make sure that performance standards are
• Attainable
• Measurable
• Observable
• Understandable (by the employee)
• Clearly Communicated

22
Counseling Poor Performers

• Practice the session with yourself
• Dont preach! Discuss what the employee is
  doing well and what the employee needs to improve
  
• Focus on the performance not on the person
• Conduct the meeting in a private place
• Choose the right time

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Counseling Poor Performers continued

• Allow adequate time Dont Rush!
• Be calm, professional, and focused on the topic
• Seek cooperation and not confrontation
• Ask for confirmation to ensure the employee
  understands the expectations
• End the session on a positive note
• Make a memo of the counseling session and provide
  the employee with a copy Signed!

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Weingarten Rights Bargaining Unit Employees

• Because sessions are not disciplinary or
  investigative, the employee does not have a right
  to union representation.
• However, if the employee asks for one you have
  the discretion to allow it.
• Consult your HR LR Specialist for guidance

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When Counseling Doesnt Work

• Opportunity to Demonstrate Performance (ODP)
• Normally administered for 90 days
• Mandatory in PMS, except
• Temporary employees
• Employees on a first-year probationary period
• Employees in a managerial probationary period
• Review ER-4.8, Union Agreements and Weingarten
  Rights
• Consult with your HR ER/LR Specialist

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ODP Management Responsibilities

• Provide the employee the assistance you agreed to
  provide
• Keep copies of documentation to help substantiate
  any adverse action should the employee fail to
  demonstrate performance
• Extend ODP period to allow for leave situations
  if for more than two weeks
• Core Compensation employees on ODP at end of the
  rating cycle (Sep 30th) are ineligible for OSI or
  SCI

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ODP Content

• What primary (critical) outcomes are not being
  met
• Specific examples of performance deficiencies
• What needs to be accomplished to bring
  performance to an acceptable level

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Alternative Simulated ODP

• When safety is an issue
• Determined by management
• Employee still must demonstrate performance
• Examples
• Inspectors
• Technicians
• Engineers

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ODP Outcomes

• Successful
• Organization has gained a valuable resource
• Provide the employee with verbal encouragement
• Written feedback - letter to the employee
• Unsuccessful
• Due process Consult with HR ER/LR Specialist
• Reassignment, Reduction in Pay, Demotion, or
  Removal

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Details of ____ days or longer require a new
performance plan.

• 30
• 60
• 90
• 120

31
PMS Planning Forms

• https//employees.faa.gov/employee_services/pay_pe
  rf/perf_management/policy
• User Version
• Instructional Version
• Download Instructions

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PMS Performance Plan

• Two-part written document between employee and
  manager
• Part 1
• Outcomes - What has to be done?
• Expectations - How well it has to be done?
• Performance Indicators - How will it be measured?
• Part 2
• Identify development tools (IDP)
• Clearly defined and communicated outcomes and
  expectations
• Develop during first 30-Days of the performance
  cycle

33
Which of the following is a key component of a
pay-for-performance organization?

• All employees are guaranteed a base-pay
  adjustment 1 above the Federal Pay Raise.
• Half (50) of all employees are guaranteed a
  base-pay adjustment 1 above the Federal Pay
  Raise.
• Employee base-pay adjustments are directly
  related to the employees contribution to the
  success of the organization.

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Linking Performance Plans

• Clear linkage to Flight Plan and Organizations
  Business Plans
• Cascaded and Line-of-Sight objectives

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Types of Performance Plans (Part 1)

• Common (Generic)
• Repetitious Work
• Consistent Processes
• Standardized Results
• May be developed by Teams
• Enhance for local application
• Part of management's right/responsibility to
  assign work

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Types of Performance Plans (Part 1) continued

• Individualized (Customized)
• Programmatic Work
• Unique Processes
• Diverse Results
• Developed by Manager
• Employee input
• Final decision is management's right/responsibilit
  y to assign work

37
What are the Basic Steps in Developing a
Performance Standard?

• Set the Content
• Identify the major job responsibilities (MJR)
  required of the position by asking yourself What
  are the primary duties of the position?
• Outcomes
• What is the intended result from the completion
  of the MJR?
• Product, result, accomplishment or objective

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What are the Basic Steps in Developing a
Performance Standard? continued

• Expectations
• For each outcome identify measures that define
  successful accomplishment
• Quality, quantity, cost, timeliness, or manner of
  performance
• Performance Indicators
• Identify how you and the employee will know that
  the employee is meeting the expectations

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PRACTICE EXERCISE DEVOLOPING A PERFORMANCE
STANDARD

• https//employees.faa.gov/org/
• staffoffices/ahr/perf_management
• Reference Documents
• Guides
• Manager Instructional Guide
• Page 26 27 Writing Performance Standards

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Performance Standards Summary

• Represents Work Assignments
• Link to Organizational Goals is obvious
• Understood Performance Indicators
• Clearly Defined
• Effectively Communicated
• Understood by the employee!

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Individual Development

• Identifying and pursuing personal development
  training and learning experiences
• All employees have an opportunity to create a
  IDPs
• Standardized Forms used to ensure developmental
  activities/needs were determined and completed
• Try to take advantage of eLearning!

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PMS Homepage

• https//employees.faa.gov/org/
• staffoffices/ahr/perf_managment/
• Managing Performance
• Reference Documents
• Awards and Recognition
• Annual Increases
• Contact Us

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Available PMS Resources

• Your
• Manager
• LOB/SO PMS POC
• Servicing HR Office
• PMS Module in Front Line Managers Course Phase I
  (FMC-1)
• Manager Instructional Guide
• Employee Instructional Guide
• For Your Employees