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: email@example.com
Session Ground Rules
This session is NOT to discuss NSPS program
- lessons learned
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 NSPS Basics
Start at the Beginning
Understand the NSPS approach to writing job objectives
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
- 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
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
- Measures (minimum
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%)
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
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
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?
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.
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