Lesson 3. Planning Performance

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  • Again – ask participants for definitions.. Only use this slide as a basis for determining knowledge level of participants. Review quickly and then transition to the next slide. Transition: Let’s look at how rating officials and the pay pool panel members work together.
  • Review slide.. Making connections very explicit. Transition point: Let’s review the importance of each role, the rating official and the pay pool panel – not just at the end of the cycle, but during the entire year. Add notes on the importance of the employee to the rating official’s recommendations.
  • Lesson 3. Planning Performance

    1. 1. Lesson 3 Planning Performance
    2. 2. Lesson Objectives <ul><li>After completing this lesson you will be able to: </li></ul><ul><li>Discuss the key activities that take place in the Plan phases of the performance management cycle and the pay pool process. </li></ul><ul><li>Explain the roles and responsibilities of managers/supervisors, employees, and pay pool panel members in the Plan phases. </li></ul><ul><li>Describe what needs to be included in job objectives. </li></ul>
    3. 3. Two Interwoven Processes: Plan Phase
    4. 4. Roles and Responsibilities Pay Pool Advisor Employee Rating Official Sub-pay Pool Panel Pay Pool Panel Performance Review Authority Pay Pool Panel Manager Pay Pool
    5. 5. Partners in the Process Employee Pay Pool Panel Rating Official <ul><li>Decisions </li></ul><ul><li>Assessment </li></ul><ul><li>Information </li></ul><ul><li>Reconciliations </li></ul><ul><li>Assessment </li></ul><ul><li>Information </li></ul><ul><li>Scope of work </li></ul><ul><li>Performance </li></ul><ul><li>Assessments </li></ul><ul><li>Results </li></ul>
    6. 6. Performance Management Planning <ul><li>Main Elements of Planning </li></ul><ul><li>Establish expectations. </li></ul><ul><li>Establish a written performance plan: </li></ul><ul><ul><li>Identify and discuss job objectives. </li></ul></ul><ul><ul><li>Select Contributing Factors. </li></ul></ul><ul><li>Identify developmental needs. </li></ul><ul><li>Establish a means for ongoing dialogue about performance. </li></ul>
    7. 7. The Importance of Job Objectives Managing Performance Rewarding Performance Motivating Performance
    8. 8. Requirements for Job Objectives <ul><li>For managers For employees </li></ul><ul><li>At least 1 </li></ul><ul><li>Usually 3 to 5 </li></ul><ul><li>May be weighted </li></ul><ul><li>Linked to mission </li></ul><ul><li>Completed within the appraisal period </li></ul><ul><li>At least 1 </li></ul><ul><li>Usually 3 to 5 </li></ul><ul><li>May be weighted </li></ul><ul><li>Linked to mission </li></ul><ul><li>At least one supervisory objective </li></ul><ul><li>Completed within the appraisal period </li></ul>
    9. 9. Performance Indicators <ul><li>Are standardized descriptions of levels of employee performance, written at level 3 and level 5, that are applied when rating the accomplishments of job objectives. </li></ul><ul><li>Describe what is expected of all employees at their pay schedule and pay band level. </li></ul><ul><li>Provide a common yardstick for measuring employee performance. </li></ul><ul><li>Are used to measure, evaluate, and rate job objectives. </li></ul>
    10. 10. Activity: Questions About Performance Indicators <ul><li>What are the critical aspects to consider at level 3? </li></ul><ul><li>What words show the difference between level 3 and level 5? </li></ul>ACTIVITY
    11. 11. Contributing Factors <ul><li>Describe “how” job objectives should be achieved. </li></ul><ul><li>Are attributes of job performance significant to the accomplishment of individual job objectives. </li></ul><ul><li>Define the “expected” and “enhanced” behavior. </li></ul><ul><li>Are specific to each pay schedule and pay band. </li></ul><ul><li>Are standard across DoD. </li></ul>Cooperation and Teamwork Technical Proficiency Resource Management Leadership Customer Focus Communication Critical Thinking
    12. 12. Sample Job Objective <ul><li>Design two proposals by 30 June for a new program for implementation in the following year, including a process for accurate and timely data collection and a plan to oversee the timeline, budget, and deliverables, 95 percent consistent with applicable agency and DoD policies. </li></ul><ul><li>This supports the organization’s goal to enhance its technical services capabilities. </li></ul>
    13. 13. Key Activities: Performance Plan Conversation <ul><li>Conversation 1 </li></ul><ul><li>Performance Plan </li></ul><ul><li>Establish performance expectations </li></ul><ul><li>Align employee objectives with organizational goals </li></ul><ul><li>Conversation 2 </li></ul><ul><li>Interim Review </li></ul><ul><li>Check progress </li></ul><ul><li>Provide feedback </li></ul><ul><li>Make course corrections </li></ul><ul><li>RECOMMENDED </li></ul><ul><li>End-of-Cycle Review </li></ul><ul><li>Review employee self-assessment </li></ul><ul><li>Gather data for written appraisal </li></ul><ul><li>Conversation 3 </li></ul><ul><li>Annual Appraisal </li></ul><ul><li>Review written appraisal </li></ul><ul><li>Communicate rating of record and performance payout </li></ul>
    14. 14. <ul><li>Review last year’s process and lessons learned. </li></ul><ul><li>Establish or review and revise the pay pool structure. </li></ul><ul><li>Communicate mission and goal statements. </li></ul><ul><li>Establish and publish the pay pool calendar. </li></ul><ul><li>Identify competencies for pay pool participants and determine any training needs. </li></ul><ul><li>Review and agree upon the pay pool business rules within Component guidelines. </li></ul>Pay Pool Manager’s Activities: Plan Phase
    15. 15. Overview <ul><li>To improve your skills in: </li></ul><ul><ul><li>Writing objectives </li></ul></ul><ul><ul><li>Writing a self-assessment </li></ul></ul><ul><ul><li>Writing manager’s assessment of an employee </li></ul></ul><ul><ul><li>Turning accomplishments into a rating </li></ul></ul><ul><li>To gain confidence in using the NSPS performance management system </li></ul>ACTIVITY
    16. 16. Small Group Activity: Step 1 <ul><li>Step 1: Write one job objective for yourself or an employee and decide on the relevant Contributing Factors. </li></ul>ACTIVITY
    17. 17. Debrief Step 1 <ul><li>Is the job objective clear and complete? </li></ul><ul><li>What did you consider in choosing the Contributing Factors? </li></ul><ul><li>Can you see a way to perform above level 3? </li></ul>ACTIVITY
    18. 18. Lesson Review <ul><li>The performance management cycle’s and the pay pool process’ Plan phases are mutually supportive. </li></ul><ul><li>Both have similar goals, to set expectations and requirements for the coming year: </li></ul><ul><ul><li>For performance management, performance plans set the expectations for employees’ work. </li></ul></ul><ul><ul><li>For pay pools, business rules establish timeframes, identify responsibilities, and outline how the pay pool process is going to work. </li></ul></ul><ul><li>Communication is critical to success: </li></ul><ul><ul><li>In performance management, Performance Plan conversations help rating officials and employees develop a shared understanding of expectations. </li></ul></ul><ul><ul><li>In the pay pool process, pay pool managers communicate critical information so everyone is targeting the same goals. </li></ul></ul>
    19. 19. Questions

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