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Leading The Way

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Vice Director, 76th Maintenance Wing, Tinker Air Force Base ... Task ... (PA, FM, JA, IT, DP) AFMC IPT. OC-ALC/DP. NSPS Program Office. Tinker IPTs ... – PowerPoint PPT presentation

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Title: Leading The Way


1
Engaging First Level Supervisors
Leading The Way
2
Panel Members
  • Joe Levy
  • Acting Director, East Region, Assistant G-1
  • Department of the Army
  • Al Rich
  • Vice Director, 76th Maintenance Wing, Tinker Air
    Force Base
  • Department of the Air Force
  • Shirley Scott Moderator
  • Director, HR Systems
  • Program Executive Office, NSPS

3
First level supervisors pave the way for an
effective pay for performance system.
Setting the Stage
  • Supervisors …
  • Work with employees to establish their
    performance plans and clearly communicate
    expectations
  • Meet with their employees on a regular basis
    throughout the performance cycle to effectively
    monitor performance and develop and enhance
    competencies and skills
  • Evaluate their employees performance and
    articulate their employees contributions during
    the pay pool process
  • Participate in decisions of ratings, share
    allocations and performance payout discussions
    during the pay pool process
  • Discuss results of the pay pool process with
    their employees

4
Leading Performance Discussions
Communication is critical throughout the entire
cycle.
  • Plan
  • Establish performance expectations
  • Align employee objectives with organizational
    goals
  • Reward
  • Participate in pay pool process
  • Communicate rating of record and performance
    payout
  • Rate
  • Review employee self-assessment
  • Evaluate performance
  • Recommend rating and performance payout
  • Monitor/Develop
  • Check progress
  • Provide feedback
  • Identify opportunities for growth
  • Modify plans

5
Engaged Supervisors
  • Understand all aspects of the pay pool process
  • Roles and responsibilities
  • Pay pool and sub-pay pool structures
  • How share values are calculated
  • Pay pool business rules
  • Have meaningful involvement in the pay pool
    process
  • Avoid disenfranchisement
  • Are the best equipped to understand and
    articulate an employees value to the
    organization
  • Are trusted by their employees to effectively
    advocate for them
  • Are confident of their own abilities and acutely
    aware of the critical role they play

6
Feedback from Supervisors
Spiral 1.1 supervisors expressed concern over…
  • Being given the opportunity to provide additional
    justification for recommended ratings
  • Feel they were left holding the bag when
    providing feedback or explaining ratings
  • Not receiving timely information or that
    information often changed
  • Feel as if the rating and rewarding process was
    too complex
  • Perceive the pay pool process is done in secrecy

7
Colleagues from Spiral 1.1 have lessons to share.
For Discussion
  • How do you ensure that supervisors feel engaged?
  • How do leaders foster environments that support
    supervisors with their enhanced responsibilities?
  • What type of training and support do supervisors
    need to effectively manage performance under
    NSPS?
  • How do you keep first level supervisors engaged
    if they are not part of the pay pool panel?
  • How do you create a pay pool process that is
    perceived as fair and transparent by employees
    and supervisors?

8
Engaging First Level Supervisors
Al Rich
9
For Discussion
  • How to ensure supervisors feel engaged?
  • Continual candid communication
  • Most 1st line supervisors are sub-pay pool panel
    members
  • Empowered with shared understanding
  • 2nd line supervisor chairs the sub-pay pool
    panel maintains consistency

Shares

Level by responsibility /
position in pay band Level by functional
responsibility (skill)
Ratings
Share Value
Pay Out Distribution
10
For Discussion
  • Ways to foster a supportive environment for
    supervisors with their enhanced responsibilities
  • Continual communication up and down management
    chain
  • Provide center and wing guidance
  • Pay Administrator role - crucial to pay pool
    success
  • Communication/hands on system functionality and
    navigation
  • Communicate / advise guidance and process
  • Pay Pool completion
  • Task Tracking
  • Training
  • Encourage participation in available training /
    subsidize with specific topic training

11
For Discussion

Center Implementation Lead Center Performance
Review Authority (PRA)
Executive Steering Group
AF IPT
NSPS Program Office
AFMC IPT
Organizational POCs
Tinker IPTs
OC-ALC/DP
Program Management
Staff (PA, FM, JA, IT, DP)
TRAINING
COMMUNICATION
12
For Discussion

Center Implementation Lead Center Performance
Review Authority (PRA)
Executive Steering Group
AF IPT
NSPS Program Office
Organizational POCs
Tinker IPTs
AFMC IPT
OC-ALC/DP
Wing IPT
Program Management
Pay Pools
Sub Pay Pools
Staff (PA, FM, JA, IT, DP)
TRAINING
COMMUNICATION
13
For Discussion

Executive Steering Group
Chair NSPS Program Office Membership -
Personnel Experts - Wing POCs - Functionals
Organizational POCs
Tinker Center IPT
Information Guidance Overarching
Management Objective Mandates
Web Based Updates (NSPS Home Page)
Chair Wing NSPS Mgr
Membership - Wing Personnel Experts - Pay
Administrators - Group/Office POCs
Wing IPT
COMMUNICATION
Wing Information Wing Guidance Sample Templates /
Objective Mandates
In-House Training Sessions
Pay Pools
Pay Pool Manager Guidance Pay Pool
Information Objective Guidance
Pay Administrator Hands-on Training
Sub Pay Pools
14
For Discussion

Most valuable provided training Human
Resources, Performance Management, Pay Pool
Management, SMART Job Objective Writing,
Interaction Skills
Enhanced / subsidized
training Job Objective and Assessment
writing skill improvement Provide general topic
job objective templates individualize Center
developed robust overarching guidance iSuccess
tool (USAF interactive computer-based training
center mandate for supervisors / voluntary
for employees)

Additional training needs
Pay Pool Management for all supervisors
IT Tool hands-on training (My Biz/My Workplace)
Organizational Guidance manage
internally
15
Transparent / Fair Pay Pool Process
For Discussion

Employee/ Supervisor
Equitable
Fair
16
Transparent / Fair Pay Pool Process
For Discussion

Produced Center and Wing Guidelines Directing
Fair and Equitable Treatment
Guidelines Reinforced During Pay Pool
Discussions
Employee/ Supervisor
Equitable
Fair
17
Transparent / Fair Pay Pool Process
For Discussion

Produced Center and Wing Guidelines Directing
Fair and Equitable Treatment
Wing Guidance To rater Prior to the Annual
Feedback
Guidelines Reinforced During Pay Pool
Discussions
Employee/ Supervisor
Equitable
Fair
Dos / Donts for Annual Cycle Feedback Session
18
Transparent / Fair Pay Pool Process
For Discussion

Produced Center and Wing Guidelines Directing
Fair and Equitable Treatment
Wing Guidance To rater Prior to the Annual
Feedback
Guidelines Reinforced During Pay Pool
Discussions
Employee/ Supervisor
Equitable
Fair
Communicated Annual Cycle Rating Results
Nothing Hidden
Dos / Donts for Annual Cycle Feedback Session
Center/Wing average Rating, Share and Payout in
Dollars
19
For Discussion

Lessons Learned
20
For Discussion

…communication …COMMUNICATION …COMMUNICATION
Lessons Learned
21
For Discussion

…communication …COMMUNICATION …COMMUNICATION
Lessons Learned
HUGE Paradigm Shift
22
For Discussion

…communication …COMMUNICATION …COMMUNICATION
Lessons Learned
HUGE Paradigm Shift
Time Management
23
For Discussion

…communication …COMMUNICATION …COMMUNICATION
Lessons Learned
Fairness and Equity
HUGE Paradigm Shift
Time Management
24
For Discussion

…communication …COMMUNICATION …COMMUNICATION
Mock Pay Payout
Lessons Learned
Fairness and Equity
HUGE Paradigm Shift
Time Management
25
Engaging First-line Supervisors
26
Challenges
  • Shortened rating cycle
  • Developing procedures and business rules on the
    fly
  • Standardized objectives and payout process
  • Developing a shared understanding of levels of
    performance
  • Inexperience with the pay pool process
  • High supervisory ratios

27
Actions Taken
  • Senior management involvement is key
  • Leadership Meetings
  • Performance Objective Rollout/Supv Trng
  • Mid-cycle of second rating period
  • Mock Pay Pool Exercise
  • Assessment Writing Tips
  • Mock Pay Pool Lessons Learned
  • Pay Pool Process Business Rules
  • Opportunity for additional justification
  • feedback from panel if ratings are changed
  • Panel members serve on a rotating basis
  • Reconsidered use of sub pay pools
  • Reevaluating supervisory ratios
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