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Performance Management and Employee Recognition Training

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Performance Management and Employee Recognition Training For Non-Supervisors Revised August 2008 Performance Management What Is Performance Management? – PowerPoint PPT presentation

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Title: Performance Management and Employee Recognition Training


1
Performance Management and Employee Recognition
Training
  • For Non-Supervisors
  • Revised August 2008

2
Performance Management
3
What Is Performance Management?
  • It is the systematic process by which an agency
    involves its employees, as individuals and
    members of a group, in improving organizational
    effectiveness in the accomplishment of an
    agencys mission and goals.

4
Performance Management Components
5
Where Can I Find Performance Guidance?
  • Agency Policy and Procedure (PP) found
    www.afm.ars.usda.gov/hrd/performance/pp-list.htm
  • Improved HRD website www.afm.ars.usda.gov/hrd/pe
    rformance/index.htm
  • OPM Performance Management
  • Address
  • www.opm.gov/perform/index.htm

6
What Is A Performance Appraisal?
  • A supervisory review and evaluation of an
    employee against an established set of
    performance standards

7
Why Appraise Employees?
  • Its the law!
  • Basis for HR actions (WGIs, awards, QSIs,
    probationary determinations, training,
    reassignment, promotion, removal, RIF placement)
  • To provide feedback
  • To modify or change behavior
  • To judge future job assignments and potential
  • To improve organizational effectiveness

8
Which Employees Receive Performance Appraisals?
  • Refer to the Coverage statement in the agencys
    Policy and Procedure

9
How Often Is Performance Appraised?
  • Progress review is done mid-year
  • Rating of record is done at the end of the
    performance cycle
  • Informal feedback is provided continuously during
    the performance cycle

10
What Is The REE Performance Cycle?
  • October 1 through September 30, all positions

11
What Is The Minimum Appraisal Period?
  • Plans should be in place for at least 90 days to
    receive an annual rating of record
  • Plans should be extended to meet the minimum
    appraisal period

12
What Is A Performance Plan?
  • Describes the specific tasks an employee is
    expected to perform and how well the tasks must
    be accomplished to meet a desired level of
    performance

13
When Are Performance Plans Established?
  • Within 30 days of hire or position change
  • At the beginning of a rating cycle
  • When modification or change is needed

14
How Are Performance Plans Developed?
  • Using
  • Agency strategic plan or performance plan
  • National Program goals
  • work unit goals and objectives (i.e. CRIS goals)
  • major duties in the position description (PD)
  • established Agency policy
  • Elements - Cascade org/unit goals to the
    individual accomplishment level and determine
    whether critical or non-critical
  • Standards Define appropriate measures for
    elements

15
How Are Performance Plans Developed? (Cont)
  • Standards are described at the Fully Successful
    level
  • Standards measure work in terms of quality,
    quantity, timeliness, cost-effectiveness, and
    manner of performance
  • Standards focus on results, outcomes, impact
  • Standards should be clear, accurate, measurable,
    reasonable, attainable, challenging,
    fair/consistent within org, and exceedable

16
What Is A Critical Element?
  • An assignment or responsibility so important that
    unacceptable performance in that element would
    result in a determination that the employees
    overall performance is unacceptable
  • Not used to measure group performance, only work
    w/in the employees control

17
What Is A Non-Critical Element?
  • An aspect of individual, team, or organizational
    performance exclusive of a critical element, that
    is used in assigning a summary level

18
How Do I Determine Whether An Element Should Be
Critical?
  • Consider
  • Major component of the work?
  • Address individual performance only?
  • Require a significant amount of time?
  • Consequences of performing unacceptably?
  • Statutory/Regulatory requirements?

19
Are There Required Elements?
  • Plans must include at least 3 but no more than 7
    performance elements
  • At least one element must be non-critical
  • At least one critical element must focus on
    results
  • Supervisors must have a critical supervisory
    element
  • Official supervisors must have a separate
    critical EEO/CR element
  • Official supervisors must have measures or
    indicators of employee and/or customer/stakeholder
    feedback
  • At least one element must align with Agency
    and/or Mission Area goals and objectives. The
    performance plan must include at least one
    performance element linked to the strategic goals
    and objectives of the organization

20
Are There Required Elements? (Continued)
  • Non-Supervisors must have EEO/CR objectives
    incorporated in to a new or existing critical
    element
  • Agency-wide Peer Review (OSQR) objectives must be
    incorporated in
  • ARS Cat 1 and Cat 4 scientist plans
  • Health and safety elements should be used where
    job related

21
Why Use Specific Goals?
  • Used to add clarity and specificity to
    performance standards, especially generic
  • Tie back to org goals
  • Add to technical or mission critical elements
  • May or may not be synonymous with the Fully
    Successful standard make employee aware
  • Need to be reasonable and attainable
  • Need to monitor during cycle

22
May Employees Develop Their Own Plan?
  • Employee/Supervisor develop plan together
  • Employee draft plan and/or specific goals
  • Employee provide feedback on plan and/or specific
    goals
  • Group of employees develop plan
  • But, final authority rests with the rating and
    reviewing official

23
What If Employees Disagree With Their Performance
Plan?
  • Supervisors should consider the employees issue
  • Employee must perform under plan
  • Content and substance of performance plan is not
    grievable
  • Signing the AD-435A does not mean an employee
    agrees with plan

24
How Is A Mid-Year Review Done?
  • Feedback should be specific - suggest
    element-by-element discussion
  • Verify accuracy of plan
  • Discuss progress with goals/IDP and adjust/update
    if necessary
  • Identify performance requiring corrective action
  • Initial AD-435A

25
How Is A Rating of Record Done?
  • Use form AD-435P and NASS 435P available on
    eForms
  • Specific element-by-element discussion
  • Discuss accomplishment of goals/IDP
  • Get appropriate organization concurrences
  • Consult your ER Specialist for cases involving
    poor performance

26
How Is A Rating of Record Done? (Continued)
  • Complete within agency, area and union timeframes
  • Praise and reward employee for good performance
    and accomplishments
  • Establish performance plan for next performance
    cycle

27
Should Performance Be Monitored At Any Other Time?
  • Supervisors should monitor and provide feedback
    often during the performance cycle
  • Performance should never be a surprise
  • Discuss performance if and when it falls below
    current rating

28
Whats Considered In A Rating Of Record ?
  • Supervisors own observations of performance
  • Feedback from customers, partners, co-workers,
    subordinates, etc.
  • Employee written accomplishments (Supervisors
    should request)

29
Why Prepare Accomplishment Reports?
  • Serves as a reminder to both the employee and
    supervisor of individual accomplishments during a
    performance cycle
  • Used to develop and support appraisals
  • Leads to a more objective, effective appraisal of
    performance

30
How Are Accomplishment Reports Written?
  • Limit to 2 pages, if possible
  • Arrange by performance element
  • Describe the accomplishment
  • Describe the impact, result or outcome of the
    accomplishment
  • Did it enhance a work process?
  • Did it have an impact on a customer?
  • Did it help the org achieve its goals?

31
How Are Accomplishment Reports Written?
(Continued)
  • Use your performance plan as a guide
  • Use I statements
  • Use action verbs
  • Refer to activity/status reports, calendars,
    previous accomplishment reports, etc.
  • Avoid laundry lists
  • Follow your organizations policy (some require a
    description of how standard is exceeded)
  • Proof report

32
What Is Fully Successful Performance?
  • It is good performance!
  • The expected level of performance work performed
    at this level is of good quality, the expected
    quantity, and is accomplished within established
    deadlines or time frames
  • Supervisors should communicate this definition

33
What Is Exceeds Fully Successful Performance?
  • Performance which consistently exceeds the
    performance standard established for the Fully
    Successful level

34
What If Performance Is Marginal?
  • Identify deficiencies
  • Notify your ER Specialist
  • Inform employee
  • Consider closer supervision,on-the-job training,
    formal training, mentoring, the Employee
    Assistance Program

35
What If Performance Is Unacceptable?
  • Identify deficiencies
  • Notify your ER Specialist
  • Inform the employee
  • Offer assistance
  • Performance Improvement Plan (PIP)
  • Failure to improve may result in further action

36
Is A Rating Of Record Grievable?
  • Bargaining unit employees follow procedures in
    the Labor Management agreement
  • Non-bargaining unit employees and those
    bargaining unit employees not covered under a
    Labor Management agreement, follow the grievance
    procedures in PP 463.2, Administrative Grievance
    System
  • Contact your ER Specialist

37
What Responsibilities Do Supervisors Have?
  • Develop performance plans/specific goals with
    employee involvement
  • Communicate performance expectations
  • Monitor and provide feedback during the year
  • Conduct mid-year reviews and annual ratings of
    record

38
What Responsibilities Do Supervisors Have?
(Continued)
  • Deal with poor performance when noticed and
    before the end of a probationary period
  • Consult/Notify ER Specialist of poor performance
  • Praise and reward performance

39
What Responsibilities Do Employees Have?
  • Participate in the establishment of their
    performance plan
  • Ensure an understanding of what is expected, ask
    questions
  • Communicate and cooperate with management in the
    rating process
  • Provide written accomplishments
  • Prepare for reviews

40
Employee Recognition
41
What Does It Mean To Reward?
  • Providing incentives to and recognizing
    employees, individually and as members of groups,
    for their performance and contributions to the
    agencys mission.

42
Where Can I Find Employee Recognition Guidance?
  • USDA Guide for Employee Recognition,
  • www.usda.gov/da/employ/recog.htm
  • Improved HRD website www.afm.ars.usda.gov/hrd/awa
    rds/index.htm

43
What Are The Principles Of Recognition?
  • Be fair and equitable in the distribution of
    awards
  • Recognize specific achievements
  • Involve co-workers and customers in recognition
    decisions
  • Provide timely recognition

44
What Are The Principles Of Recognition ?
(Continued)
  • Emphasize group recognition
  • Use non-monetary recognition
  • Publicly recognize employees
  • Publicize recognition
  • Budget for employee recognition locally

45
Who Is Eligible To Receive Recognition?
  • All employees are eligible for most types of
    recognition
  • Non-Federal persons are not eligible for monetary
    awards
  • Retired or separated Federal employees are
    eligible if contribution was made while employed

46
What Are The Forms Of Employee Recognition?
  • Monetary Awards
  • Non-Monetary Awards
  • Length of Service Awards
  • Suggestion Awards
  • Special Awards Programs

47
Monetary and Non-Monetary Awards
  • Refer to
  • www.afm.ars.usda.gov/hrd/awards/files/table-mon
    etary-non-montary.pdf

48
Length of Service
  • Recognition given for length of Federal service
  • Certificates and pins are provided for 10, 20,
    25, 30, 40 years
  • NASS provides certificates only
  • Provided by HRD

49
Suggestion Award Program
  • Recognition for improvement in the efficiency and
    economy of government operations
  • Evaluated by subject matter experts
  • May be adopted, referred for further study, or
    rejected
  • Monetary or non-monetary recognition is given to
    adopted suggestions
  • Performance and Awards Staff administers program
    and provides forms

50
Special Award Programs
  • Organization specific
  • Agency specific
  • USDA
  • Government-wide
  • Public/Foundation Sponsored
  • Performance and Awards Staff announces most

51
Who Can Nominate For An Award?
  • Supervisors
  • Co-workers or peers
  • Customers
  • Supervisory/Fund holder approval required

52
How Is An Award Amount Determined?
  • Follow the Value and Benefits scales in the USDA
    Guide for Employee Recognition
  • Follow org policy
  • Consider past practice within the org

53
What Documentation Is Required?
  • AD-287-2
  • Two levels of approval on AD-287-2
  • Written justification for all monetary awards,
    QSIs, and for Time Off Awards

54
For Assistance Please Call The Performance and
Awards Staff!!
  • Casandra Butler, Section Head, 301-504-1470
  • Theresa Bailey, HR Specialist (Performance)
    301-504-1452
  • Charlene Brown, HR Assistant, 301-504-1523
  • Chevon Gibson, HR Specialist (Awards),
    301-504-1552
  • Mary Oxner, HR Specialist (Awards), 301-504-1368
  • Suzanne Suchecki, HR Assistant, 301-504-1465
  • Address GWCC, 5601 Sunnyside Avenue, Room
    3-1290,
  • Beltsville, MD 20705-5107
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