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Workshop 93
 

Workshop 93

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  • We can’t begin a discussion of how to write NSPS objectives with out including the NSPS “SMART” Model.
  • Developed from NSPS Pay Panel Ref, 23 Jul 2007, US Army, NSPS Program Management Office, NSPS Pay Panel Ref, Civilian Personnel.
  • Walk through pyramid content All of these components are closely tied together – each one sets the stage for the next, from the top down By drilling down in a step-by-step process, you can ensure that the initiatives ultimately selected are tied to your core vision – and that your performance indicators will give you a sense for how well you’re doing towards achieving that vision Let me walk through of these four components and see what questions you have
  • Promotes communication and shared understanding between you and your supervisor about what is important and expected 2. Provides a useful guide to assess progress 3. Increases awareness of how your work supports the overall organizational initiatives and goals 4. Serves as the basis for determining your compensation at the end of the cycle
  • Walk through pyramid content All of these components are closely tied together – each one sets the stage for the next, from the top down By drilling down in a step-by-step process, you can ensure that the initiatives ultimately selected are tied to your core vision – and that your performance indicators will give you a sense for how well you’re doing towards achieving that vision Let me walk through of these four components and see what questions you have
  • A self-assessment is not mandatory for the employee but the employee must be given the opportunity to complete a self-assessment

Workshop 93 Workshop 93 Presentation Transcript

  • National Security Personnel System (NSPS) - Making It Work For You 2009 ASMC PDI 28 May 2009 1530-1645 Josephine L. (Jodie) Davis, Director SAF/FMP Process Improvement and Integration Phone: 703 588-8544 (DSN 425) Email: josephine.davis@pentagon.af.mil
  • Session Ground Rules
    • This session is NOT to discuss NSPS program
    • - status
    • - changes
    • - updates
    • - payouts
    • - lessons learned
    • - effectiveness
    • - satisfaction
    • - fairness
    • - challenges
  • Session Ground Rules
    • I believe that NSPS allows each us the opportunity to directly influence our performance evaluation and resulting pay increase
    • The purpose of this session IS to discuss my approach for writing objectives and accomplishments to maximize that opportunity
  • Topics of Discussion
    • The Beginning
    • The Approach
    • The NSPS Basics
    • The Relationship
      • Mission/Vision
      • Strategic Goals
      • Key Initiatives
      • Performance Indicators
      • Documentation
    • The Assessment
      • Interim
      • Successful
      • Poorly
  • Start at the Beginning
    • S Specific
    • M Measurable
    • A Aligned
    • R Realistic/Relevant
    • T Timed
    Understand the NSPS approach to writing job objectives
  • NSPS Approach
    • Specific - Clearly state the expected observable accomplishment . To be specific, must define an observable action, behavior, or achievement; link to a level of performance, frequency, percentage, or other number. Specific is related to the result, not the activities to achieve that result.
    • Measurable - State the criteria for measuring accomplishments . Provide a method to allow tracking, recording, and validation of quality of a specific behavior, action, or outcome. Define quantity (how many), quality (how good), resources (how much), and time (how long, how often).
    • Aligned - Draw a line of sight between the work of the employee, the goals of the work unit , and mission of the organization. Job objectives ensure all employees are working toward shared goals
  • NSPS Approach (cont.)
    • Realistic - The expected results can be achieved with available resources and time and are under the employee’s control. The objective should be sufficiently complex to challenge the individual but not so complex that it cannot be accomplished.
    • Relevant - Expected accomplishments should be commensurate with the major responsibilities and salary of employee .
    • Timed - State the timeline for expected results . For long-term projects that require more than one rating cycle to accomplish, job objectives should identify what results are expected within the rating cycle. The time component can be specific ( by 1 July , end of 4th quarter ), relative to another event ( six months after… ), or recurring ( quarterly ).
  • My Personal Approach Interim Link and Build Assessment Manage, Track, and Report Understand
    • NSPS basics and tools
    • Top down relationship
    • Your boss’s focus
    • Tasks
    • Actions
    • Results
    • Enterprise-level goals to the organization
    • Objectives and measures with supervisor
    • Self-assessment
    • Adjustments
    • Performance evaluation
  • Understand NSPS Basics http://ask.afpc.randolph.af.mil/nsps/
  • NSPS Keyword Tree Tool
    • http://www.resume-place.com/nspstree/login.html
  • NSPS Keyword Tree Tool
  • Its a Top Down Relationship
    • - Each component supports the achievement of the one above it – all components are ultimately linked together closely
    Establish future aspirations Identify tactical activities that must be achieved to accomplish strategic goals Determine and link enterprise-level objectives /goals for next 3 – 5 years Establish success measures Vision & Mission Statements Strategic Goals Key Performance Indicators Key Initiatives It All Begins at the Highest Level
  • Vision & Mission Statements
    • Define the purpose of the organization and the value propositioned to the customer
    • Describe what the organization aspires to be or achieve
    Air Force Mission … organized, trained, and equipped … fly, fight and win … in Air, Space, and Cyberspace. Air Force Vision. … trusted, reliable joint partner with sister services known for integrity. … provide compelling air, space, and cyber capabilities. … excel as stewards of all Air Force Resources , … providing precise and reliable Global Vigilance, Reach and Power for the Nation. Vision Statement
  • Strategic Goals
    • Broad statements that define high-level priorities for the next 3 – 5 years
    • Identify what the organization must accomplish if its vision and mission are to be achieved
    Strategic Goals Vision Statement
  • Key (Tactical) Initiatives
    • Essential activities that must be accomplished if the strategic goals are to be achieved
    • Translation of strategic thought into action items
    • Associated with owners, timeframes, and critical success factors
    Key Initiatives Strategic Goals Vision Statement
  • Link Enterprise-Level Goals to Your Organization
    • Determine what keeps your boss awake at night and agree on NSPS objectives and results that address those concerns
    • - Specific objectives
    • - Results
    • - Timeframes
    • - Measures (minimum
    • and stretch)
  • Key Performance Indicators
    • Convert agreed upon measures
      • Meaningful, action-oriented, simple, quantitative measures of achievement against the strategic goals
      • Means for clearly and objectively assessing progress
      • Consist of both metrics (e.g. attrition % per year) and targets (e.g. 7%)
    Vision & Mission Statements Strategic Goals Key Performance Indicators Key Initiatives
  • Key Performance Indicators
    • Examples
      • Vendor pay and Prompt Payment Act Interest Penalties
      • Percent of travel vouchers paid within 10 days
      • Military pay problem cases open over 45 days
      • DEAMS AF functionality and implementation status
      • Costs and time saved/avoided through CPI initiatives
      • GAO, DoD IG, AFAA Audit Finding Status
  • Document Agreement with Supervisor
    • Vision & Mission. Modernize air and space inventories, organizations and training
    • Enterprise-Level Goal. Ensure an accountable, credible, and transparent Institution
    • Organization Goal. Drive transparency, improve effectiveness, and reduce costs through standardization and continuous process improvement at all levels
    • Supervisor’s Goal . Drive transparency through standardization and continuous process improvement (CPI)
    NSPS Objective. By 30 Sep 09, lead directorate workforce to plan and facilitate at least 5 CPI events and save the Air Force /avoid at least $50 million through the reduction of process steps, time, and/or man hours; implementation of standard work; or cost savings and/or cost avoidance Performance Indicators: ROI, Cost Savings/Avoidance, and number of CPI events
  • Document Agreement with Supervisor (cont.) Metrics/Measures Return on CPI Investment
  • Manage, Track, and Report Action Goal/Task
    • 3 requests in research. CF-Leadership
    Objective 1. By 30 Sep 09, lead directorate workforce to plan and facilitate at least 5 CPI events and save the Air Force at least $50 million through the reduction of process steps, time, and/or man hours; implementation of standard work; or cost savings and/or cost avoidance Result
    • FY09 cost of operations is $2M. To date, $9.3M cost savings/avoidance validated by FMC.
    • Exceeded. 11 requests received and researched. 6 events completed; 5 requests declined.
    • $6M submitted to FMC for validation. CF-Leadership
    ROI/Cost Savings CPI Events
  • Manage, Track, and Report (cont.) Action Goal/Task
    • Document drafted. Gap analysis and validation being performed. CF-Cooperation & Teamwork
    Result
    • WIP
    Produce standard FMP change management and integration guidance by 15 Jun 09 Objective 2. Play a leading role in development, execution, and oversight of FM change management by implementing a standardized change management approach across to promote consistency of application and alleviate redundancies by 30 Sep 09 Standardized CM in at least two orgs by 30 Sep 09
    • Identifying orgs for pilot.
    • CF-Cooperation & Teamwork
    • TBD
  • Interim Self Assessment
    • A self assessment is your description of accomplishments related to the job objectives and contributing factors identified in your performance plan. The self assessment should provide the supervisor with a clear picture of your performance and contributions
      • This is not the place to be modest!
  • Success With Self Assessments
    • Do the optional self assessment
      • Draft and save as a “Word” document, then cut and paste to automated tool
      • Make sure grammar and spelling are correct
    • Use the CCAR approach: Context, Challenge, Action, Result
    • Emphasize how you overcame challenges
    • Assessment should be numbered and labeled in accordance with the job objectives
    • Address all aspects of the job objectives.
    • Don’t sell yourself short. If you exceeded the objective, say so and then prove it!
  • Success With Self Assessments
    • Focus on outcome and results…not tasks. Show the impact of the action! Tie to the mission!
    • Clearly show where you exemplified contributing factors!
    • Tie your assessment directly to the performance indicators for each objective and the contributing factor benchmarks
    • Provide supporting stats/examples
      • From your log kept throughout the year!!
    • Avoid acronyms. Assume reader knows little about your job
    • Don’t minimize the significant by including the trivial
  • Poor Examples for Self Assessments
    • “ Objective #1 is being met fully with satisfactory results.”
      • This SCREAMS rate me a “3”
    • “ Worked issue with MAJCOM to resolve.”
      • What was the impact!?!
    • “ Represented my organization at meetings”
      • Wonderful…so what did you accomplish?!
    • “ Served as office historian”
      • What does this have to do with the objective?
  • Sample Self-Assessment
    • Objective 1.
    • By 30 Sep 09, lead directorate workforce to plan and facilitate at least 5 CPI events and save the Air Force at least $25 million through the reduction of process steps, time, and/or man hours; implementation of standard work; or cost savings and/or cost avoidance.
    • Self-Assessment.
    • Across 11 projects, my team identified approximately $47M in cost avoidance/savings to the Air Force, exceeding the annual goal by 88 percent. These combined efforts also reduced the touch time by an average of 65% and processing time by an average of 72% . The primary focus of the action plans for these efforts is to implement training and enabling technology to standardize processing AF-wide. To accomplish these objectives, I worked cross functionally , to include other 2 digit
  • Sample Self-Assessment (cont.)
    • organizations. My ability to transfer knowledge, use various communication techniques, and incorporate the voice of the customer was essential to the review and analysis of these projects. To ensure the AF realizes the gains identified in these projects, I facilitated development and implementation of action plans that identified steps needed to transition from the current to the future state environment . My leadership abilities ensured the effectiveness of these high performing teams. I often had to bring together organizations with sharp operational and cultural differences into agreement and reconciliation for the greater good of the Air Force. I further established program working papers, and metrics that were consistent with FMP mission, vision and goals. I ensure that every project FMPI undertook quantified its contributions to the FMP strategic plan. The working papers ensure compliance with AFSO21 and internal AF audit standards and ensure the proper tracking of continuous process improvement initiatives.
  • My Personal Approach Interim Link Assessment Manage, Track, and Report Understand
    • Tasks
    • Actions
    • Results
    • Enterprise-level goals to the organization
    • Objectives and measures with supervisor
    • Self-assessment
    • Adjustments
    • Performance evaluation
    • NSPS basics and tools
    • Top down relationship
    • Your boss’ focus
    • Questions?