NavIntel Model Verions 1.2

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NavIntel Model Verions 1.2

  1. 1. PERFORMANCE MANAGEMENT MODEL (Updated 23OCT08) Naval Intelligence DCIPS Implementation Team
  2. 2. TABLE OF CONTENTS Background and Model Objectives.......................................................................3 Community Mission through Individual Performance Objectives....................4 Aligning Individual Performance Objectives to Organizational Mission and Goals.........................................................................................................................5 Building Blocks of DCIPS Performance Management........................................6 Performance Management Standards..................................................................7 Performance Elements............................................................................................8 Performance Objective Standards........................................................................9 Sample Performance Objectives.........................................................................10 Performance Standards.......................................................................................12 Rating Process.......................................................................................................13 Evaluation of Record Descriptors.......................................................................14 Mock Performance Management Review..........................................................15 Performance Appraisal Application Worksheet...............................................16 Version 1.2 2
  3. 3. Background and Model Objectives Background The impetus of the Defense Civilian Intelligence Personnel System (DCIPS) is to transform Defense Intelligence by driving performance to achieve the mission. The goals are: • Flexibility to respond to mission changes; realign, reorganize, and reshape the workforce; assign work; and set pay. • Accountability to employee, supervisor, and leadership. • Results to attract and retain top talent and promote high performance. The DCIPS performance management process is designed to create a performance culture in which the performance and contribution of the workforce are linked to mission. Making meaningful distinctions between levels of performance and rewarding performance according to those distinctions helps drive performance. Reinforcing effective behaviors through the performance management process helps the organization adapt better and quicker to new challenges. The ability to realign organizational and individual goals is an integral part of the system. Organizational flexibility makes it easer to assign work and set appropriate pay levels. The process makes it easer for the organization to respond to changes in mission or goals. To achieve that purpose, performance management must be a priority for all executives, managers, supervisors and employees. Organizational and senior leadership goals and objectives link to the National Intelligence Strategy, applicable executive departments and component strategies, and also must cascade down into the performance expectations of their subordinate managers, supervisors and employees. In turn, compensation determinations, career opportunities, and other rewards will be based on individual, team and organizational performance. Model Objectives The DCIPS Navy Implementation Team developed this model to introduce you to the DCIPS performance management process. After completing this model, you will be able to: 1. Describe the performance management process 2. Differentiate between performance objectives and performance elements 3. Write SMART performance objectives 4. Explain the performance evaluation process Version 1.2 3
  4. 4. Community Mission through Individual Performance Objectives Cascading Objectives (2008) Performance Management under DCIPS is founded on aligning individual performance objectives to organizational and Intelligence Community related objectives. It is important to develop individual performance objectives that measure results contributing to the community and organizations’ overall success. Each activity within the Naval Intelligence should have established objectives and goals that align with the overall National Intelligence mission. Below you will find a chart detailing the mission and objectives as they apply to a NAVINTEL employee from the National Intelligence level through the command level. Please take a look at the example of the cascading objective chart below and begin to consider how your everyday work supports the overarching mission and objectives in your activity. The job duties and objectives associated with your position service the overall mission, and it is important to draft performance objectives aligned with your organization’s objectives. I. National Intelligence Mission To provide accurate and timely intelligence and conduct intelligence programs and activities directed by the President, in an effort to predict, penetrate, and preempt threats to our national security and to assist all who make and implement US national security policy, fight our wars, protect our nation, and enforce our laws in the implementation of national policy goals. II. Naval Intelligence (NAVINTEL) Mission Integrate intelligence with operations, to defend our nation and enable Naval and joint forces to dominate the battlespace. III. Director, Naval Intelligence Guidance 1. Win today’s fight 2. Shape the Future 3. Invest in our People Expand Naval Intelligence capability to meet 21st Align Naval Intelligence resources to support the Promote increased professionalism of the Naval Century Demands and win the GWOT Maritime Strategy, the Naval Operations Concept and Intelligence Total Force the Director of National Intelligence’s 500-Day Transformation Plan IV. Office of Naval Intelligence (ONI) Mission To provide products and services to meet Navy, Department of Defense, and national maritime intelligence requirements, and to perform such other functions and tasks as may be assigned by higher authority V. Commander, Naval Intelligence (COMONI) Objectives Win today’s fight secrets, and enable aggressive Shape the Future 1.1 Defeat terrorists at home and abroad counterintelligence activities 2.1 Build an integrated intelligence capability to address 1.2 Prevent and counter the spread of WMDs threats at home 1.3 Bolster the growth of democracy and sustain 2.2 Strengthen analytic expertise, methods, and peaceful democratic status practices to explore alternative analytic views 1.4 Develop innovative ways to penetrate and analyze 2.3 Re-balance, integrate, and develop collection the most difficult targets capabilities to meet customer and analytic priorities 1.5 Anticipate developments of strategic concern and 2.4 Establish new and strengthen existing foreign identify opportunities and vulnerabilities for intelligence relationships to help us meet global decision-makers security challenges 1.6 Build an integrated intelligence capability, to 2.5 Learn from our successes and mistakes to anticipate address threats at home and be ready for new challenges 1.7 Ensure that Intelligence Community members and 2.6 Eliminate redundancy and programs and direct customers can access ONI’s intelligence when they savings to national priorities need it 2.7 Exploit path-breaking scientific research advances to 1.8 Create clear, uniform, security practices and rules maintain and extend intelligence advantages against that allow us to work together, protect our nations’ emerging threats Version 1.2 4
  5. 5. Invest in our People 3.1 Attract, engage, and unify an innovative and results- focused community workforce Version 1.2 5
  6. 6. Aligning Individual Performance Objectives to Organizational Mission and Goals The overall performance management rating will encompass how well individual accomplishments fit within the overall National Intelligence strategic framework. Using the above sample framework, take some time to develop your individual performance objectives and map them to the mission of your activity, and the National Intelligence Mission Individual tasks, daily communications and team goals will organize into higher level primary objectives. Working from the bottom of the cascade up should provide focus to the objective and how it supports the strategic framework of the Community. If the objective as written does not fully lead to the higher level mission, it may be necessary to clarify and provide greater detail that will effectively articulate your support of the mission. Below you will find a sample Individual Performance Objective path created for an employee who works a country analyst desk in ONI-2. Follow the path from top to bottom to see how the Individual Performance Objective listed at the bottom serves the greater National Intelligence mission. In creating your own objectives, consider the path each might take in support of the greater National Intelligence mission. I. National Intelligence Mission To provide accurate and timely intelligence and conduct intelligence programs and activities directed by the President, in an effort to predict, penetrate, and preempt threats to our national security and to assist all who make and implement US national security policy, fight our wars, protect our nation, and enforce our laws in the implementation of national policy goals II. Naval Intelligence (NAVINTEL) Mission Integrate intelligence with operations, to defend our nation and enable Naval and joint forces to dominate the battlespace III. Director, Naval Intelligence Guidance 1. Win today’s fight: Expand Naval Intelligence capability to meet 21st Century Demands and win the GWOT IV. Office of Naval Intelligence (ONI) Mission To provide products and services to meet Navy, Department of Defense, and national maritime intelligence requirements, and to perform such other functions and tasks as may be assigned by higher authority V. Commander, Office of Naval Intelligence (COMONI) Objectives Win today’s fight Expand Naval Intelligence capability to meet 21st Century Demands and win the GWOT 1.1 Defeat terrorists at home and abroad 1.5 Anticipate developments of strategic concern and identify opportunities and vulnerabilities for decision-makers 1.7 Ensure that Intelligence Community members and customers can access ONI’s intelligence when they need it Sample Directorate Objectives for 2008 Enable the Global War on terror • Maximize combat support • Develop access to more deeply penetrate the Navy’s highest priority targets • Provide analysts with required training, tools & technology to maximize effectiveness Sample Individual Performance Objective To penetrate highest priority targets, the employee will actively participate in the Joint Country Force Assessment (JCOFA) for [country]. He is responsible for planning and carrying out research, updating all Naval Intelligence Division (NID) ship records for [country] prior to semi-annual pull from JCOFA, collaborating on projections of force levels and ship characteristics, and meeting the interim suspense dates for each tasking as established by NGIC and ONI-22
  7. 7. Building Blocks of DCIPS Performance Management Many building blocks are essential for a solid performance management process: • Leadership: The foundation for organizational performance. Under DCIPS leaders are called upon to leverage their leadership skills to ensure employees understand how their work aligns with organizational goals and that they are treated with fairness and respect. • Organizational Goals: Mission and goals are the focal point for setting individual performance expectations. Performance expectations support and align with the mission and goals of the Defense Intelligence Strategy, the Defense Intelligence Guidance (DIG), the National Intelligence Strategy, your organization, annual performance plans and other performance measures. • Performance Objectives: Express performance expectations. They are the what of job performance. They communicate major individual, team, and organizational responsibilities or contributions and related outcomes and accomplishments that are expected of an employee. They capture the large buckets of your work and are essentially what needs to be accomplished. • Performance Elements: Attributes of job performance that are significant to accomplishing individual performance objectives. They are the how of job performance. The DCIPS performance management process uses six performance elements. • Under DCIPS, how you accomplish your work is just as important as what you accomplish. You are rated on both. • Individual Development Plans (IDPs): IDPs are tailored action plans for employees to use to identify short- and long-term goals and the training and development needed to achieve them. IDPs provide a roadmap for the supervisor and employee to develop skills. • Pay-for-Performance: DCIPS links the individual's accomplishments with a reward payout. • Feedback: Communication is an essential element in the performance management process. • Recognition of Performance: Paramount to DCIPS. Although pay for performance and the opportunity to increase one's salary are important in driving performance, the importance and benefit of recognizing strong performers is key. Now that we have the building blocks of performance management, let's look at Performance Objectives and Performance Elements. Version 1.2 7
  8. 8. Performance Management Standards Performance Objectives and Performance Elements Performance objectives and performance elements are the spine of the DCIPS performance management process. Performance Objectives: • Essential to aligning work with mission and organizational goals • Form the basis for ratings, communicate the major work to be accomplished, help to measure work and set baselines for performance • Large-bucket items and not the small daily tasks of the job • Differ from task descriptions in that task descriptions focus on activities, while objectives focus on results • Describe future situations • Employee is responsible for the outcome Performance Elements: • Significant attributes of job performance • Describe the behavior used to achieve the performance objectives • Standardized throughout DCIPS • Each element is rated separately List of Performance Elements: (description of each provided on following page) – Accountability for Results – Communication – Critical Thinking – Engagement and Collaboration – Personal Leadership and Integrity – Technical Expertise  Attributes for all Managers: – Leadership and Integrity (vice Personal Leadership) – Management Proficiency (vice Technical Expertise) Performance Management Standard - two evaluations: 1) Performance Objectives, and 2) Performance Elements  Performance objectives measure WHAT the employee is expected to accomplish -Results Oriented  Performance elements measure HOW the employee completes those objectives -Mission Focused Version 1.2 8
  9. 9. Performance Elements Descriptions All employees are rated against six behaviorally-based performance elements as defined by ODNI and USD(I) policy. Performance elements include certain behavioral expectations that are related to an employee’s conduct in the workplace and his/her approach to accomplishing specific performance objectives. The performance elements are listed below. Please see the Performance Element Content document posted on the DCIPS website for further policy definitions. 1. Accountability for Results IC employees takes responsibility for work while setting and/or meeting priorities. The employee organizes and utilizes time and resources efficiently and effectively to achieve the desired results, consistent with the organization’s goals and objectives. 2. Communication IC employees are expected to effectively comprehend and convey information with and from others in writing, reading, listening, and verbal and non-verbal action. Employees are expected to use a variety of media in communicating and making presentations appropriate to the audience. In addition, IC supervisors and managers are expected to use effective communication skills to build cohesive work teams, develop individual skills, and improve performance. 3. Critical Thinking IC employees are expected to use logic, analysis, synthesis, creativity, judgment, and systematic approaches to gather, evaluate and use multiple sources of information to inform decisions and outcomes. In addition, IC supervisors and managers are expected to establish a work environment where employees feel free to engage in open, candid exchanges of information and diverse points of view. 4. Engagement and Collaboration IC employees are expected to recognize value, build and leverage collaborative and constructive networks of diverse coworkers, peers, customers, stakeholders, and teams, within an organization and/or across the IC to share knowledge and achieve results. In addition, IC supervisors and managers are expected to create an environment that promotes engagement, integration, and knowledge sharing. 5a. Personal Leadership and Integrity (Employees) IC employees are expected to demonstrate personal initiative, honesty, openness, and respect in their dealings with coworkers, peers, customers, stakeholders, teams, and collaborative networks across the IC. In addition, IC employees are expected to demonstrate core organizational and IC values, including the courage and conviction to express their professional views. 5b. Leadership and Integrity (Supervisors) Defense Intelligence supervisors and managers are expected to exhibit the same individual personal leadership behaviors as all Defense Intelligence employees. In their supervisory or managerial role, they also are expected to achieve organizational goal sand objectives by creating shared vision and mission within their organization; establishing a work environment that promotes equal opportunity and diversity (of both persons and points of view), critical thinking, collaboration, and information sharing; mobilizing employees, stakeholders and networks in support of their objectives; and recognizing and rewarding individual excellence, enterprise focus, innovation, and collaboration. 6a. Technical Expertise (Employees) IC employees are expected to acquire and apply knowledge, subject matter expertise, tradecraft, and/or technical competency necessary to achieve results. 6b. Management Proficiency (Supervisory) Defense Intelligence supervisors and manager are expected to possess the technical proficiency in their mission area appropriate to their role as supervisor or manager. They also are expected to leverage that proficiency to plan for, acquire, organize, integrate, develop, and prioritize the human, financial, material, information, and other resources to accomplish their organization’s mission and objectives. In so doing, all supervisors and manager also are expected to focus on the development and productivity of their subordinates by setting clear performance expectations, providing ongoing coaching and feedback, evaluation the contributions of individual employees to organizational results, and linking performance ratings and rewards to the accomplishment of those results. Version 1.2 9
  10. 10. Performance Objective Standards "SMART" FRAMEWORK Now that you know what performance objectives and performance elements are under DCIPS, there is a useful framework for writing performance objectives that elicit the best performance, called SMART. Before looking at Performance Objective examples it is important for you to become familiar with the SMART framework. Performance objectives provide the basis for evaluating employee performance and are the critical elements of DCIPS performance management. The acronym SMART is the standard for determining the quality and appropriateness of the performance objectives. Performance Objectives must be Specific, Measurable, Achievable, Relevant, and Time-bound. Writing “SMART” Performance Objectives S Specific describes an observable or verifiable accomplishment. For some jobs, it may not be easy to describe a specific result. However, strive for specificity if at all practical, because it ensures that both you and your manager share the same expectations Ask yourself: What is the result, product or deliverable from the work? M Measurable a method or procedure is in place to assess and record that a specific outcome has occurred. Ask yourself: What does success look like? What is most meaningful to accomplishing the mission? A Achievable performance objective should be appropriate for the individual’s experience, skill and work level. Ask yourself: Do I have the skills and resources to accomplish this objective? Is the ability to achieve this objective within my control? R Relevant performance objective draws a ling of sight between the employee’s job, the work unit’s goal, and the organization’s mission. Relevant means that your performance objectives are connected to the organizational goals. Ask yourself: For the sake of what am I doing this? T Time-bound (or timely) there is a point in time when the performance objective starts and when it ends. Ask yourself: When is the deliverable due? Version 1.2 10
  11. 11. Example Performance Objectives Individual performance objectives should align with the Organization’s mission and should be measurable. The examples below were derived from three different positions that exist within the Naval Intelligence community. These examples are designed to give you insight to the level of detail required in writing performance objectives. 1.0 Sample Objective Planning/Research To penetrate highest priority targets, the employee will actively participate in the Joint Country Force Assessment (JCOFA) for [country]. He is responsible for planning and carrying out research, updating all Naval Intelligence Division (NID) ship records for [country] prior to semi-annual pull from JCOFA, collaborating on projections of force levels and ship characteristics, and meeting the interim suspense dates for each tasking as established by NGIC and ONI-22. Metric (Measurable) 1.1 All suspenses met within required timeframes 90% of the time 1.2 Products meet customer specifications and require minimal edits and changes in accuracy and technical correctness 1.3 Products reflect a clear understanding of the ONI position on significant issues as defined by ICD 27.2 2.0 Sample Objective Administrative Upon receipt of requests, provide accurate responses in the agreed-upon timeframes, as defined by ICD 24.8, using the appropriate format identified in SOP25 during the evaluation period ending September 30, 2009. This supports the organization’s commitment to be responsive to customers and clients. Metric (Measurable) 2.1 Met suspenses 90% of the time 2.2 Accurate responses provided with no more than 2 errors per request 3.0 Sample Objective Intelligence Production The employee produces both scheduled and unscheduled intelligence products such as MIRs, baseline Assessments, briefings, NID records, responses to taskings, and other written products within determined timeframes and in accordance with SOP27. Coordinates and integrates the work of relevant individuals, functions, or agencies into a comprehensive intelligence product. Interacts with customers on a pre-determined basis throughout the discovery process to ensure their needs are understood and requirements are met. Metric (Measurable) 3.1 All products submitted are deemed appropriate by SME for the subject matter and the intended audience 3.2 All written products are technically correct, requiring only minor, cosmetic changes by SME 3.3 All written products are fully coordinated, have been staffed through the Web Production process, and comply with the Analytical Tradecraft SOP3 3.4 Establishes timelines for products, with supervisor and/or SME, and meets deadlines at least 90% of the time Version 1.2 11
  12. 12. 4.0 Sample Objective Analysis and Revision The employee performs geospatial analysis and production using Geographic Information Systems (GIS) technology with wide latitude for the exercise of independent judgment. Based on analysis of gathered information, the employee revises agency cartographic standards and specifications and applies standard cartographic practices to new situations to solve novel or obscure problems related to intelligence or the maritime environment. Metric (Measurable) 4.1 Development of new practices is relevant and timely. 4.2 Problems identified fit within current event requirements and the overall mission of the organization. 4.3 Analysis is technically correct, requiring only minor, cosmetic changes. 5.0 Sample Objective Organization of duties The employee ensures alignment of Instructions, SOPs and Desk Procedures to Command Objectives. The employee coordinates efforts with Command Offices and facilitates and attends meetings while drafting work to final copy and making it available via the Command Intranet, Northstar, and work centers. Metric (Measurable) 5.1 Standard practices are technically and procedurally accurate, while remaining relevant to the audience 5.2 Practice documentation is delivered within required timeframes. 6.0 Sample Objective Effects Analysis of U.N. Iraqi Sanctions The employee shall complete by 31 August an analysis of the effects of U.N.-imposed sanctions on the Iraqi industrial sector and present the results of that analysis in a finished and appropriately coordinated intelligence report for release to the policy-making community. The completed product will: Metric (Measurable) 6.1 Make use of available intelligence from all relevant sources 6.2 Reflect engagement with other analysts and stakeholders in the subject of the analysis 6.3 Incorporate the coordinate views of those other analysts and collectors through the IC 6.4 Be presented in the product style appropriate to the question 6.5 Be timely Version 1.2 12
  13. 13. Performance Standards How will I be rated? Your Performance Objectives are WHAT describe the results of your work. They do not describe the activity. They are descriptions of further situations. Only the major responsibilities of your job should be captured in the performance objectives. At the end of the rating period your supervisor will rate you on each performance objective using the scale detailed below. Performance Objective Descriptors Rating OUTSTANDING (5) Employee far exceeded expected results on the objective, such that organizational goals were achieved that otherwise would not have been. EXCELLENT (4) Employee surpassed expected results in a substantial manner on the objective. SUCCESSFUL (3) Employee achieved expected results on the assigned objective. It is expected that the majority of employees will achieve this level of performance. MINIMALLY Employee only partially achieved expected results. SUCCESSFUL (2) UNACCEPTABLE (1) Employee failed to achieve expected results on the performance objective. NOT RATED (NR) Employee did not have the opportunity to complete the objective because it became obsolete or could not be accomplished due to extenuating circumstances (e.g. circumstances beyond the control of the employee and supervisor: resources diverted to higher priority programs, employee in long-term training, deployed, on LWOP, etc.). Performance Element Standards The Performance Elements describe HOW you achieved your performance objectives over the course of the rating period. At the end of the rating period your supervisor will rate you on each performance element using the scale detailed below. Performance Element Descriptors Rating OUTSTANDING (5) Employee consistently performed all key behaviors at an exemplary level on the element. EXCELLENT (4) Employee demonstrated mastery-level performance of the key behaviors on the element. SUCCESSFUL (3) Employee fully demonstrated effective, capable performance of key behaviors for the performance element. MINIMALLY Employee’s performance required improvement on one or more of the key SUCCESSFUL (2) behaviors for the performance element. UNACCEPTABLE (1) Employee failed to adequately demonstrate key behaviors for the performance element. NOT RATED (NR) Employee did not have the opportunity to complete the objective because it became obsolete or could not be accomplished due to extenuating circumstances (e.g. circumstances beyond the control of the employee and supervisor: resources diverted to higher priority programs, employee in long-term training, deployed, on LWOP, etc.). Version 1.2 13
  14. 14. Rating Process How will I be rated? Once each individual Performance Objective and Performance Element has been evaluated and rated by your supervisor, the overall Evaluation of Record is determined. Performance objectives and performance elements are rated individually, and then combined together to form the final evaluation of record. The Evaluation of Record is computed by calculating the arithmetic average of the overall performance objectives rating, and the overall performance elements rating, except where an employee received an overall rating of “1” for accomplishment of performance objectives. In that case, the employee shall receive an overall Evaluation of Record of “1” or “Unacceptable”. Below you will find an example of record calculated from the sample performance objectives above. Performance Objectives Score 1. Planning/Research 3 2. Enhance financial operations 3 3. Intelligence Production 4 4. Analysis and Revision 3 5. Organization of duties 3 6. Effects Analysis of U.N. Iraqi Sanctions 5 Total 21 /Number of Objectives /6 Performance Objective Summary Level 3.5 Performance Elements Score 1. Accountability for Results 3 2. Communication 5 3. Critical Thinking 3 4. Engagement and Collaboration 3 5. Personal Leadership and Integrity (Leadership for Managers) 4 6. Technical Expertise (Management Proficiency) 4 Total 22 /Number of Elements /6 Performance Element Summary Level 3.7 Evaluation of Record Score Overall Performance Objective Score 3.5 Overall Performance Element Score 3.7 /2 /2 Overall Evaluation of Record 3.6 (rounded to one decimal point) Version 1.2 14
  15. 15. Evaluation of Record Descriptors What does it mean? Once the Overall Evaluation of Record has been determined by your Supervisor, it will be presented to the Reviewing Official, most likely your supervisor’s manager. Once approved by the Reviewing Official the Evaluation of Record is final. The table breaks down the evaluation of record into the five Evaluation of Record levels. Performance Overall Evaluation of Record Rating OUTSTANDING Employee’s overall contribution, both in terms of results achieved and the manner in 4.6-5.0 which those results were achieved, has extraordinary effects or impacts on mission objectives that would not otherwise have been achieved. Only a few employees achieve this level of exemplary, benchmark performance. EXCELLENT Employee’s overall contribution, both in terms of results achieved and the manner in 3.6-4.5 which those results were achieved, has significant impact on mission objectives. SUCCESSFUL Employee’s overall contribution, both in terms of results achieved and the manner in 2.6-3.5 which those results were achieved, has made a positive impact on mission objectives. MINIMALLY Employee’s overall contribution to mission, although positive, has been less than what SUCCESSFUL was expected. 2.0-2.5 UNACCEPTABLE Employee received an unacceptable rating on one or more performance objectives. <1 – 1.9 Version 1.2 15
  16. 16. Mock Performance Management Review This tool is to help prepare you for the DCIPS performance management process. This example is derived directly from the USD(I) DCIPS Performance Management Policy/Guidance and represents what is expected of employees under DCIPS 1. Before drafting your individual performance objectives it is important to familiarize yourself with Naval Intelligence Objectives. This will help you align your individual performance objectives to the larger mission of the NAVINTEL community. 2. Begin drafting your Performance Objectives. Each objective should include a Title, Description and Metric by which the objective can be measured. Please refer to the Sample Performance Objectives for an example. We have included a chart with rating scales for each performance objective so you will know how you will be scored on each objective. 3. Become familiar with the standard Performance Elements on which each IC employee will be evaluated. Each performance element includes a Title and Description. Please see the Performance Element sheet for the required elements. The chart with rating scales for each performance element will give you an idea of how you might perform in order to achieve your desired rating. 4. Meet with your Supervisor to discuss your objectives and how your work best aligns to and supports the mission. Make any necessary changes and start performing. 5. Over the course of the mock rating period (recommend 1-3 months), keep track of your achievements towards each Objective and Element in the Employee Narrative. If for some reason your job responsibilities and/or agreed upon performance objective(s) is/are longer a good measure of your duties, and/or if the metric(s) chosen do not enable an accurate reflection of your performance, meet with your supervisor immediately to discuss a change in your performance objectives. 6. At the end of the rating period, you will submit a Self-Report of Accomplishments to your Supervisor for review. 7. Your supervisor will fill in the Supervisor Narrative portion of the document and give a rating for each Performance Objective and Element, and then calculate your Overall Evaluation of Record. Check the Evaluation of Record Scale to determine the descriptor for your overall Evaluation. Version 1.2 16
  17. 17. Naval Intelligence (NavIntel) Offline Performance Appraisal Application (PAA) Performance Objectives for FY09 The following offline template is approved for all NavIntel DCIPS employees for the 1 Oct 08 – 30 Sept 09 performance management cycle until the online Performance Appraisal Application is fully functional, as communicated by the DCIPS Program Management Office.  Instructions Step One: The Employee fills in Section I. In Section V, the Employee drafts between three (3) and six (6) SMART (Specific, Measurable, Achievable, Relevant, Time- bound) performance objectives that align with organizational goals and supervisor expectations. Reminder: Individual performance objectives are limited to 1,000 characters. Step Two: The Employee sends the draft performance objectives to the Rating Official (supervisor) for review. Step Three: The Rating Official reviews the draft performance objectives and works with the Employee to modify the objectives, if necessary. The Rating Official then sends the objectives to the Reviewing Official for review and approval. Step Four: The Reviewing Official reviews the draft performance objectives and communicates approval to the Rating Official by signing Section II and returning the document to the Rating Official. Step Five: The Rating Official communicates the approved performance objectives to the Employee and documents (and signs) the performance conversation date in Section III of the cover sheet. Step Six: The Employee acknowledges and signs the finalized performance objectives in Section IV. The Rating Official is required to maintain the final approved performance objectives. The Employee is required to maintain a copy of the final approved performance objectives. Version 1.2 17
  18. 18. Naval Intelligence (NavIntel) Offline Performance Appraisal Application (PAA) Performance Objectives for FY09 Updated 16 September 2008 I. Employee Information Employee Name       Appraisal Type Annual Appraisal - DCIPS Appraisal Period Start Date       Appraisal Period End Date       II. Reviewing Official Acknowledgement Reviewing Official Name       Communication Date       Communication Method Plan Approval Date       Reviewing Official Signature       III. Rating Official Acknowledgement Rating Official Name       Communication Date       Communication Method Plan Approval Date       Rating Official Signature       IV. Employee Acknowledgement Employee Acknowledgement Employee Acceptance Date       Employee Signature       Version 1.2 18
  19. 19. Naval Intelligence (NavIntel) Offline Performance Appraisal Application (PAA) Performance Objectives for FY09 V. Employee Performance Objectives Objective Number       Objective Title       Start Date       Last Modified       Performance Objective (max 1000 characters)       Objective Number       Objective Title       Start Date       Last Modified       Performance Objective (max 1000 characters)       Version 1.2 19
  20. 20. Naval Intelligence (NavIntel) Offline Performance Appraisal Application (PAA) Performance Objectives for FY09 Objective Number       Objective Title       Start Date       Last Modified       Performance Objective (max 1000 characters)       Objective Number       Objective Title       Start Date       Last Modified       Performance Objective (max 1000 characters)       Version 1.2 20
  21. 21. Naval Intelligence (NavIntel) Offline Performance Appraisal Application (PAA) Performance Objectives for FY09 Objective Number       Objective Title       Start Date       Last Modified       Performance Objective (max 1000 characters)       Objective Number       Objective Title       Start Date       Last Modified       Performance Objective (max 1000 characters)       Version 1.2 21
  22. 22. Naval Intelligence (NavIntel) Offline Performance Appraisal Application (PAA) Performance Elements Accountability for Defense Intelligence employees are expected to take responsibility for their work, setting and/or Results meeting priorities, and organizing and utilizing time and resources efficiently and effectively to achieve the desired results consistent with their organization’s goals and objectives. In addition, IC supervisors and managers are expected to use these same skills to accept responsibility for and achieve results through the actions and contributions of their subordinates and their organization as a whole. Communication Defense Intelligence employees are expected to effectively comprehend and convey information with and from others in writing, reading, listening, and verbal and non-verbal action. Employees are expected to use a variety of media in communicating and making presentations appropriate to the audience. In addition, IC supervisors and managers are expected to use effective communication skills to build cohesive work teams, develop individual skills, and improve performance. Critical Thinking Defense Intelligence employees are expected to use logic, analysis, synthesis, creativity, judgment, and systematic approaches to gather, evaluate and use multiple sources of information to inform decisions and outcomes. In addition, IC supervisors and managers are expected to establish a work environment where employees feel free to engage in open, candid exchanges of information and diverse points of view. Engagement and Defense Intelligence employees have a responsibility to provide information and knowledge to Collaboration achieve results. They are expected to recognize value, build, and leverage organizationally appropriate diverse collaborative networks of coworkers, peers, customers, stakeholders, and teams within an organization and/or across the Defense Intelligence Components and the IC. In addition, Defense Intelligence supervisors and managers are expected to create an environment that promotes engagement, collaboration, integration, and the sharing of information and knowledge. Personal Leadership Defense Intelligence employees are expected to demonstrate personal initiative and innovation as and Integrity well as integrity, honesty, openness, and respect for diversity in their dealings with coworkers, peers, customers, stakeholders, teams, and collaborative networks across the IC. Defense Intelligence employees also are expected to demonstrate core organizational, DoD, and IC values including selfless service, a commitment to excellence, and the courage and conviction to express their professional views. Technical Expertise Defense Intelligence employees are expected to acquire and apply knowledge, subject matter expertise, tradecraft, and/or technical competency necessary to achieve results. Leadership and Defense Intelligence supervisors and managers are expected to exhibit the same individual Integrity (for personal leadership behaviors as all Defense Intelligence employees. In their supervisory or Supervisors) managerial role, they also are expected to achieve organizational goals and objectives by creating shared vision and mission within their organizations; establishing a work environment that promotes diversity (of both persons and points of view), critical thinking, collaboration, and information sharing; mobilizing employees, stakeholders, and networks in support of their objectives; and recognizing and rewarding individual excellence, enterprise focus, innovation, and collaboration. Managerial Defense Intelligence supervisors and managers are expected to possess the technical proficiency Proficiency (for in their mission area appropriate to their role as supervisor or manager. They are also expected to Supervisors) leverage that proficiency to plan for, acquire, organize, integrate, develop, and prioritize the human, financial, material, information, and other resources to accomplish their organization’s missions and objectives. In so doing, all supervisors and managers also are expected to focus on the development and productivity of their subordinates by setting clear performance expectations, providing ongoing coaching and feedback, evaluating the contributions of individual employees to organizational results, and linking performance ratings and rewards to the accomplishment of those results. Version 1.2 22

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