Employee Information


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Employee Information

  1. 1. A Useful Tool When Writing My Annual “Self-Report of Accomplishments”
  2. 2. 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 performance rating. EMPLOYEE INFORMATION Employee Name: Job Title: Manager(s): Review Date: to Period: to
  3. 3.  The following pages offer highlights of performance management under DCIPS. Internet resources include: NIPRNet http://www.nmic.navy.mil/DCIPS_intro.htm JWICS http://www.nmic.ic.gov/newnorth/HumanResources/CIPO/CIPO_DCIPS_intro_NS.htm Intellipedia https://www.intelink.gov/wiki/DCIPS USD(I) iSuccess and DCIPS 101 http://dcips.dtic.mil/index.html
  4. 4. The Three Phases of the Performance Management Cycle 1 October – 30 September
  5. 5. Roles and Responsibilities of the Key Participants in the Performance Management Cycle 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 assignments organizational • Be fully committed mission to accomplishing performance objectives 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 accomplishments performance between and among Reviewing Official feedback rating officials for second review • Resolve employee requests for reconsideration
  6. 6. PHASE 1: Plan Performance 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.
  7. 7. Performance Objectives 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 objective.  Relevant examines significance, value and applicability.  Time-bound describes the performance objective start and end points. Performance Elements Performance elements are a set of standards or behaviors that describe how my work is accomplished. They are:
  8. 8. Performance For All Element Employees 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 Integrity employees. 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. Proficiency
  9. 9. PHASE 2: Manage Performance 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.
  10. 10. Guidelines when preparing for my Midpoint review with my supervisor: EMPLOYEE GUIDELINES: Midpoint Review  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: SUPERVISOR GUIDELINES: Midpoint Review  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.
  11. 11. PHASE 3: Evaluate Performance Keeping track of my accomplishments in My Performance Journal makes writing the Self- Report of Accomplishments 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.
  12. 12. 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? Receiving Feedback 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 feedback:
  13. 13. 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 accomplishments. 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 organization?  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.
  14. 14. 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 focused • Give myself adequate time to prepare my report; this is not a ten minute exercise • 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
  15. 15. 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.
  16. 16.  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.
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