A Useful Tool When Writing My Annual “Self-Report of Accomplishments”
This is personal property and will only be used by me to keep a record of my
accomplishments and achievements during this performance cycle. The
information I write in this journal has no bearing on my performance and/or my
Date: to Period: to
The following pages offer highlights of
performance management under DCIPS.
Internet resources include:
USD(I) iSuccess and DCIPS 101
The Three Phases of the Performance
1 October – 30 September
Roles and Responsibilities of the Key
Participants in the Performance Management
Employee Rating Reviewing Performance Review
Official Official Authority
Phase 1: Plan Performance
• Collaborate with the • Define employee • Approve employee • Not Applicable
rating official roles and performance
(usually your responsibilities objectives and
supervisor) to • Collaborate with the Individual
develop 3 – 6 employee to develop Development Plan
SMART performance 3 – 6 SMART
objectives and performance
Individual objectives and
Development Plan Individual
• Provide perspective Development Plan
and input on • Communicate
• Be fully committed mission
Phase 2: Manage Performance
• Maintain personal • Document • Ensure Rating • Not Applicable
records of achievements Officials provide
achievement • Engage employee in employees feedback
• Complete midpoint ongoing and have completed
self assessment performance a midpoint review
• Engage Rating feedback discussions
Official in ongoing • Provide employee
performance with a midpoint
feedback discussions review
Phase 3: Evaluate Performance
• Complete final Self- • Complete employee • Review and approve • Review employee
Report of Rating of Record employee Rating of Ratings of Record
Accomplishments (performance Record (performance for consistency
• Provide input on appraisal) appraisal) • Return out of
• Discuss final • Ensure consistency scope ratings to
performance between and among Reviewing Official
feedback rating officials for second review
• Resolve employee
In the planning phase, I collaborate with my manager to
develop three to six SMART performance objectives and an
Individual Development Plan (IDP) outlining my
developmental goals for the performance appraisal period.
My supervisor and I also discuss the six performance
elements and how they relate to my overall performance.
Performance objectives are a set of three to six SMART performance goals that
relate my job assignments and position responsibilities. They are also linked to
IC and organizational goals.
Performance Objectives should always be SMART.
Specific describes an observable action, behavior, or achievement.
Measurable (or observable or verifiable) describes a method or procedure
to assess and record the quality and/or quantity of the outcomes.
Achievable examines capacity and conditions required to accomplish an
Relevant examines significance, value and applicability.
Time-bound describes the performance objective start and end points.
Performance elements are a set of standards or behaviors that describe how my
work is accomplished. They are:
Performance For All
Accountability for Take responsibility for work. Organize and utilize time
Results and resources efficiently and effectively.
Communication Effectively comprehend and convey information.
Critical Thinking Use logic, analysis, synthesis, creativity, judgment, and
systematic approaches to complete their work.
Engagement and Recognize, value, build and leverage collaborative and
Collaboration constructive networks.
Performance Non-Supervisory Supervisory
Element Employees Employees
Personal Demonstrate personal Create a shared vision and
Leadership and initiative, honesty, openness, mission, establish a diverse,
Integrity or and respect. Demonstrate equal opportunity
personal initiative, honesty, environment, and mobilize,
Leadership and openness, and respect. recognize, and reward
Technical Acquire and apply Possess the technical
Expertise or knowledge, subject matter proficiency in their mission
expertise, tradecraft, and/or area appropriate to their role.
Managerial technical competence.
The managing phase consists of monitoring and developing
my performance. During this phase, I engage in frequent
performance discussions with my supervisor.
I also complete a self-assessment of my performance at the
midpoint of the appraisal period. My supervisor also
provides me with a formal midpoint review.
Guidelines when preparing for my Midpoint review with my
Discuss my mid-year accomplishments and how they
correlate to my goals in your IDP.
Discuss any job-related barriers/obstacles that prevent
me from living up to my potential.
Discuss possible add-on responsibilities I can take on to
help my career development.
Discuss upcoming training opportunities that interest me
and align to my IDP goals.
Guidelines when preparing for Midpoint reviews with employees:
Last year’s reviews – Identify and discuss any
applicable comments or disciplinary acts.
Ongoing feedback – Revisit the feedback given and
determine if the employee has acted upon it.
Honest assessment – The only way an employee
knows they are doing a good job is if they receive honest
criticism and encouragement.
Performance focus – I rate employee based on
observed facts, not abstract conclusions or assumptions
based on personality.
Keeping track of my
writing the Self-
that much easier.
During the evaluating phase, I complete a
Self-Report of Accomplishments.
Using a five-point scale, my supervisor rates my
achievement towards each performance objective and each
of the six performance elements. The average score of my
performance objectives and performance elements form my
Overall Performance Rating.
Documenting my Accomplishments
The Midpoint and Final Reviews offer me the opportunity to highlight my
accomplishments and point out how they contributed to the achievement of my
organization’s goals. When I explain the significance of my contributions, the
STAR approach can help:
Situation. What was the situation I faced?
Task. What was the overall task in that situation?
Action. What specific action did I take?
Result. What result did my action produce?
The act of receiving feedback requires careful listening, consideration and
evaluation in order to do something positive with it. Receiving critical
performance feedback can sometimes be difficult to hear. However, listening to
valid critical feedback is important to help me learn from my mistakes and make
adjustments in my performance and behavior. Here are some tips for receiving
Self-Report of Accomplishments Checklist
At the end of the year, I am required to formally document my accomplishments
and how I went about achieving them. After writing my narrative, the following
checklist is useful to review when ensuring I effectively represent my
Does my Self-Report of Accomplishments:
Match my performance objectives?
Include clear references to each performance element?
Make the connection between what I did and why it helps my
Note challenges I faced and how I fared?
Include any additional accomplishments?
Effective self-reporting enables an
accurate and full representation of
accomplishments and behaviors.
Keep these points in mind:
… my accomplishments.
Self-Report of Accomplishments – More Tips
The Self-Report of Accomplishments is an important tool in telling my story. It
helps my supervisor understand what I did and how my actions/performance
contributed to the overall success of the organization's mission.
This is my opportunity to prepare a strong, well thought out report that helps my
supervisor fully recognize my accomplishments.
A few additional things to keep in mind:
• My report will be more effective if it is specific, concise, and outcome
• Give myself adequate time to prepare my report; this is not a ten minute
• Restate my understanding of my performance objectives
• Identify my most significant accomplishments for each performance
objective; stick with what I believe mattered most
• Tie my accomplishment to my organization’s mission
• Address how I incorporated each of the Performance Elements
• Draft my report in a word processing program so I can use the character
count, check for spelling and grammatical errors, and incorporate any
feedback I may have sought from my supervisor (copy and paste final
version into the Performance Appraisal Application (PAA) online tool)
• Review USD(I)’s iSuccess for DCIPS interactive training module at
http://dcips.dtic.mil/index.html for a step-by-step approach to writing
performance objectives and the Self Report of Accomplishments
Calculating my Evaluation of Record
As depicted below, performance appraisals include:
Performance Objectives — Three to six SMART objectives unique to
me that describes what is expected of me.
Performance Elements — Standard behavioral descriptors that describe
how I am to successfully perform my job.
The overall rating on my performance appraisal is calculated as an average of
the performance objective rating and the performance element rating.
Use these pages to write down my accomplishments towards
each of my performance objectives. Also keep in mind –
and cite specific examples – how my performance elements
were demonstrated in achieving those objectives.
This journal is just for me.
I will use this journal in a way that benefits me when I sit
down to write my Self-Report of Accomplishments at the end
of the performance cycle.
There is no right or wrong way to use this journal.