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Supervisors Briefing 2007 Program Changes Final4 30 072
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Supervisors Briefing 2007 Program Changes Final4 30 072

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  • 1. Employee Performance Communication System SUMMARY OF PROGRAM CHANGES Presenter: Bernadette Fowler 2007
  • 2. Background
    • 2004-2005 NASA/Centers implemented a three-level performance appraisal program focusing on results and cascaded goals.
    • Fall 2005 Agency-led focus groups to determine concerns with the three-level program.
    • In 2006 NASA led a performance management workshop with stakeholders from all Centers, and made policy changes.
  • 3. Background Goals of Revised Program Make meaningful distinctions with r ewards linked to performance ratings Model GS plan after the SES performance plan Identify meaningful performance distinctions Link individual objectives to Agency, Program, and Project objectives Consider customer and employee perspective
  • 4. Current vs. New May 1 – April 30 2007 – Plans in place by Aug 1 May 1 – April 30 Implement performance plan by May 31 – OR within 30 days of the employee coming into the position. Appraisal cycle (No Change)
    • 90 days
    • 90 days
    Minimum appraisal period (No Change)
    • Results-oriented, cascading. Link to Program and project goals
    Results-oriented, cascading methodology Element Style (No change) New Current Program Component
  • 5. Current vs. New New Current Program Component
    • Supervisory: (No Change)
    • Non-Supervisory :
    • Program/Project/Functional (critical)
    • Collaboration and Teamwork
    • Communications
    • Supervisory :
    • Program/Proj/Functional
    • Supervisory Competencies
    • EEO/Diversity
    • Non-Supervisory :
    • Work Objectives
    • Collaboration & Teamwork
    • Communications
    Required Elements
    • Critical
    • Non-Critical
    • Critical
    • Non-critical
    Type of Elements (No Change)
  • 6. Strategic Management and Governance Handbook (NPD 1000.0) Goal 3: Develop a balanced overall program of science, exploration, and aeronautics consistent with the redirection of the human space flight program to focus on exploration: 3.1 Study earth from space to advance scientific understanding and meet societal needs; 3.2 Understand the sun and its effects on earth and the solar system; 3.3 Advance scientific knowledge of the solar system, search for evidence of life, and prepare for human exploration; 3.4 Discover the origin, structure, evolution, and destiny of the universe, and search for Earth-like planets. Goal 6: Establish a lunar return program having the maximum possible utility for later missions to Mars and other destinations.
  • 7. Program/Project/Functional Objective (PPFO )
    • The Program/Project/Functional Objective (PPFO) Element:
      • Is the critical element that holds the employee accountable for achieving measurable results.
      • Must address the primary work assignment.
      • Must align with the performance goals and objectives of the employee’s organization in order to establish the required alignment to the Strategic Plan.
      • Identifies the relevant Agency-level goal.
  • 8. Current vs. New
    • Performance assessment required for assignments of 90 days or more
    • Written input is required for details of 90 days or more.
    Input provided, in writing, at the option of the Rating Official Detail/Matrix Leader input into performance assessment
    • 5-Levels*
    • Significantly Exceeds
    • Exceeds
    • Meets
    • Needs Improvement
    • Fails to Meet
    • 3-Levels
    • Significantly Exceeds
    • Meets/Exceeds
    • Fails to Meet
    • Element rating levels
    • Define Meets Only
    Complete review by Nov 20 . By November 30, Center will certify to HQ progress reviews held First certification in December 2006 Progress Review Certification (Minimum of one review approximately mid-point) New Current Program Component
  • 9. Element Rating Definitions SIGNIFICANTLY EXCEEDS Performance that consistently exceeds the performance standards to an exceptional degree for the element. EXCEEDS Performance that consistently exceeds the performance standards to a high degree for the element. MEETS Performance that fully and consistently meets the performance standards identified for the element. NEEDS IMPROVEMENT Performance that does not fully meet the performance standards for the element. FAILS TO MEET Performance that fails to meet the established performance standards for the element.
  • 10. Current vs. New
    • 5-Levels
    • Distinguished
    • Accomplished
    • Fully Successful
    • Needs Improvement
    • Unacceptable
    • 3-Levels
    • Distinguished
    • Meets/Exceeds
    • Fails to Meet
    Summary rating levels
    • Approval required for:
    • Distinguished
    • Needs Improvement
    • Unacceptable
    • Approval required for:
    • Distinguished
    • Unacceptable
    Reviewing Official New Current Program Component
  • 11. Summary Rating Definitions DISTINGUISHED Performance when all elements are rated Significantly Exceeds. ACCOMPLISHED Performance when all elements are rated no lower than Exceeds Expectations. FULLY SUCCESFUL Performance when no element is rated below Meets Expectations. NEEDS IMPROVEMENT Performance when any element is rated below Meets and no critical element is rated Fails to Meet. UNACCEPTABLE Performance when any critical element is rated Fails to Meet Expectations.
  • 12. SUPERVISORY APPRAISAL When appraising a supervisor’s performance, the rating official must seek and consider employees’ and customers’ perspectives.
  • 13. Employee/Customer Perspective
    • Employee Perspective
      • Surveys, e.g., Supervisory Feedback Tool
      • Focus Groups
      • Discussions
    • Customer Perspective
      • Surveys
      • Meetings or other methods that provide for customer input or involvement
    ACCEPTABLE METHODS CONTACT THE OFFICE OF HUMAN CAPITAL MANAGEMENT FOR ASSISTANCE.
  • 14. Current vs. New New Current Program Component Agency policy emphasizes the OPM regulatory requirement. OPM prohibits use of quotas Rating distributions Organizational-level process for review of program goal achievement prior to rating GS performance. Informal Organizational Performance Review
  • 15. Current vs. New
    • Eligibility for Award:
    • Distinguished
    • Accomplished
    • Fully Successful
    • Eligibility for Award:
    • Distinguished
    • Meets/Exceeds
    Recognition amount
    • A percentage of salary
    • Make meaningful distinctions with greater awards for higher ratings
    • Total combination of monetary and time off no greater than the established percentage value.
    • Monetary >>>>
    • Non-monetary >>>>
    Award Amount Eligibility: Distinguished Within 120 days of appraisal cycle end Eligibility: Distinguished No requirement regarding effective date Quality Step Increase effective date New Current Program Component
  • 16. Results of Performance Appraisal
    • Counseling
    • Notice of WGI denial
    0 years Within grade increase (WGI) denial Not eligible Needs Improvement --- 16 years
    • Eligible for:
    • Promotions
    • Monetary
    • Non-monetary
    Accomplished Action RIF Pay Award
    • Counseling
    • WGI denial
    • PIP
    • Reassignment
    • Demotion
    • Removal
    --- --- 0 years 12 years 20 years of service credit WGI denial
    • Eligible for:
    • WGI
    • Promotion (career lad)
    • Eligible for:
    • QSI
    • Promotions
    Not eligible
    • Monetary
    • Non-monetary
    • Monetary
    • Non-monetary
    Fails to Meet Fully Successful Distinguished
  • 17. Responsibilities Employee’s
    • Participate in the development of annual performance plans and ensure understanding of performance expectations.
    • Recognize how your performance support Program goals via alignment using the PPFO element.
    • Discuss professional developmental needs.
    • Sign performance plan establishing effectiveness and confirm an individual development plan was offered.
    • Provide accomplishments and developmental needs for discussion at mid-year progress review [ongoing].
    • Provide accomplishments for performance appraisal discussion, participate in discussion and sign the plan form.
    • In case of disagreements about the performance appraisal rating, request reconsideration within 15 calendar days.
  • 18. Responsibilities
    • Develop annual performance plans.
    • Identify alignment with Agency/Center goals using the PPFO element.
    • Provide informal feedback and mid-year progress review.
    • Develop subordinates’ professional competencies.
    • Consult with customers, detail/matrix supervisors, team leaders when appraising performance.
    • Issue performance appraisal rating. If necessary, submit to 2 nd level for review and approval.
    • Respond to requests for reconsideration.
    Rating Official (1st Level)
  • 19.
    • Review and approve agreed upon Distinguished, Needs Improvement, and Unacceptable ratings.
    Responsibilities Reviewing Official (2nd Level)
  • 20. Key Events May 2007 New Performance Plan Form availability April and May (2 sessions) “ Maximizing Performance through Coaching” Training (for supervisors) April 13 Online EPCS training ( required for supervisors) May – June “ Developing Performance Elements and Standards” Training (for supervisors) March – until obligation has been fulfilled. Negotiation with Unions August 1, 2007 Performance plans are signed and issued for the 2007-2008 Appraisal Cycle May-June Briefing and Question & Answer Sessions (All) Timeframes Event
  • 21. Questions
    • For more Information, please contact:
    • Bernadette Fowler, Program Manager
    • Performance Management Program
    • Office of Human Capital Management
    • Performance and Work Life Dynamics Office
    • (301) 286-4998