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  • Competitive Sourcing: Goal is to create methods for setting up competitions between private and public organizations for Completing some Governement work and awarding that work to the organization tha can do it most efficiently, effectively, and at the best prices. Supports market-based initiative. Improved Financial Performance: The goal is to have clean financial audites. OMB will be working closely with agencies through their budget submissions to reduce erroneous payments for each program and to improve financial performance. Expanded Electronic Government: The goal is to champion citizen-centered electronic Government that will result in a major improvement in the Federal Government’s value to the citizen. Budget and Performance Integration: OMB plans to formally integrate agency performance reviews with budget decisions, starting with the 2003 Budget submission.
  • Power Point

    1. 1. OPM’s Human Capital Scorecard and Performance Management Karen Lebing Performance Management and Incentive Awards Division
    2. 2. The President’s Principles for Government Reform <ul><li>Government should be </li></ul><ul><ul><li>Citizen-centered </li></ul></ul><ul><ul><li>Results-oriented </li></ul></ul><ul><ul><li>Market-based </li></ul></ul>
    3. 3. President’s Management Agenda <ul><li>Five Governmentwide Goals: </li></ul><ul><ul><li>Strategic Management of Human Capital </li></ul></ul><ul><ul><li>Competitive Sourcing </li></ul></ul><ul><ul><li>Improved Financial Performance </li></ul></ul><ul><ul><li>Expanded Electronic Government </li></ul></ul><ul><ul><li>Budget and Performance Integration </li></ul></ul>
    4. 4. Executive Branch Scorecard <ul><li>Establishes standards of success for each Management Agenda goal </li></ul><ul><li>OMB rates agency performance against these standards, using -- </li></ul><ul><ul><li>Green for success </li></ul></ul><ul><ul><li>Yellow for mixed results </li></ul></ul><ul><ul><li>Red for unsatisfactory </li></ul></ul>
    5. 5. Executive Branch Scorecard <ul><li>Two types of scoring: </li></ul><ul><ul><li>Annual rating indicates current status on each Agenda goal </li></ul></ul><ul><ul><li>Quarterly rating indicates agency planning and progress in improving performance on each Agenda goal </li></ul></ul>
    6. 6. Strategic Management of Human Capital <ul><li>It’s the foundation for success on the other four Agenda items </li></ul><ul><li>OPM is the designated leader of the President’s human capital initiative </li></ul><ul><li>OMB will score agency performance on this goal in consultation with OPM </li></ul><ul><li>OPM created a tool for agencies: </li></ul><ul><li>OPM’s Human Capital Scorecard </li></ul>
    7. 7. OPM’s Human Capital Scorecard <ul><li>Includes five dimensions: </li></ul><ul><ul><li>Performance Culture (Strategic Awareness) </li></ul></ul><ul><ul><li>Strategic Competencies (Talent) </li></ul></ul><ul><ul><li>Leadership </li></ul></ul><ul><ul><li>Strategic Alignment </li></ul></ul><ul><ul><li>Learning (Knowledge Management) </li></ul></ul><ul><ul><li>(see handout) </li></ul></ul>
    8. 8. Goals and Measures Chosen for Three Reasons: <ul><li>Research shows top performing private sector organizations do these things </li></ul><ul><li>Governmentwide studies show that most Federal agencies don’t do these things well </li></ul><ul><li>These goals and measures align with the specific strategies and objectives in the President’s Agenda </li></ul>
    9. 9. Performance Culture Dimension <ul><li>Create a culture that motivates employees for high performance, based on their contribution to the work of the organization, and common values while ensuring fairness in the workplace </li></ul>
    10. 10. Performance Culture Goals and Measures <ul><li>Agency develops, rewards and retains high performers and deals effectively with poor performers </li></ul><ul><ul><li>Has effective performance management system that adequately distinguishes between levels of performance </li></ul></ul>
    11. 11. Questions for agencies to ask when reviewing their programs: <ul><li>Are standards in employee performance plans measurable and credible? </li></ul><ul><li>Is performance on standards observable or verifiable? </li></ul><ul><li>If you use generic standards, do you have a process for defining what those standards mean for individuals? </li></ul><ul><li>Are you rewarding your top performers? </li></ul>
    12. 12. Questions to ask (cont’d): <ul><li>How do you make performance distinctions, outside the appraisal program, that support management decisions? </li></ul>
    13. 13. Performance Culture Goals and Measures <ul><li>Agency develops, rewards and retains high performers and deals effectively with poor performers </li></ul><ul><ul><li>Employees believe their performance is valued by the organization for its contribution to fulfilling the agency’s missions </li></ul></ul>
    14. 14. How can agencies help their employees feel their performance is valued? <ul><li>Awards programs provide tools to formally recognize and reward good performance and management uses them. </li></ul><ul><li>Use public recognition </li></ul><ul><li>Include employees in developing performance plans. Include discussion of employee’s role in accomplishing organizational goals and the importance of their assignments </li></ul>
    15. 15. <ul><li>Develop supervisors’ performance management competencies (e.g., recognizing formally and informally, giving feedback, coaching and developing employees). Good supervisors communicate well with employees and help them feel valued. </li></ul>How can agencies help their employees feel their performance is valued (cont’d)?
    16. 16. How can agencies help their employees feel their performance is valued (cont’d)? <ul><li>Have informative staff meetings to discuss and share info about the organization as a whole, its mission, and its goals. This helps employees feel involved and valued. </li></ul>
    17. 17. Performance Culture Goals and Measures <ul><li>Agency develops, rewards and retains high performers and deals effectively with poor performers </li></ul><ul><ul><li>Agency effectively manages employees who are performing below expectations </li></ul></ul>
    18. 18. Questions for agencies to ask when reviewing their programs: <ul><li>Does the appraisal program provide for addressing and improving poor performance? </li></ul><ul><li>Do supervisors address poor performance when it occurs? </li></ul><ul><li>Are there consequences for consistently poor performance? </li></ul>
    19. 19. Performance Culture Goals and Measures <ul><li>Employees are engaged and focused on achieving results expected of them </li></ul><ul><ul><li>Employees believe their organization has set high but realistic results-oriented work expectations for them </li></ul></ul>
    20. 20. How can agencies ensure that employees believe that it sets high but realistic results-oriented work expectations for them? <ul><li>Develop performance plans that include at least one results-oriented element </li></ul><ul><li>Fully Successful standards should be reasonable but challenging </li></ul><ul><li>If program allows, use standards above Fully Successful level to set high but realistic goals for employees </li></ul><ul><li>Seek employee participation in developing elements and standards </li></ul>
    21. 21. How can agencies ensure that employees believe that it sets high but realistic results-oriented work expectations for them (cont’d)? <ul><li>Awards programs should recognize and reward results and accomplishments </li></ul><ul><li>Awards criteria should align with organizational goals, set realistic goals, and require results </li></ul><ul><li>Possibly use a group incentive program, when and where appropriate and effective </li></ul>
    22. 22. Strategic Alignment Dimension Measure <ul><li>Employees understand how their job fits in and contributes to fulfilling the agency mission </li></ul>
    23. 23. How can agencies help their employees understand how they contribute to fulfilling the agency mission? <ul><li>Use employee performance plans to establish elements and standards that align with organizational goals. </li></ul><ul><li>Award program criteria can explicitly explain organizational goals, what employees need to achieve those goals, and reward goal achievement. </li></ul><ul><li>Communicate organizational goals to employees </li></ul>
    24. 24. Leadership Dimension Measure <ul><li>Employees are focused on results and show interest in improving the services of their organization </li></ul>
    25. 25. How can leaders help their employees focus on results and want to improve? <ul><li>Use results-focused elements and standards </li></ul><ul><li>If the appraisal program allows, use levels above Fully Successful to set goals </li></ul><ul><li>Make sure awards programs recognize and reward results and accomplishments </li></ul><ul><li>Train leaders in coaching and other performance management competencies </li></ul>
    26. 26. More information: <ul><li>Go to </li></ul><ul><li>http://www.opm.gov/HumanCapital/ </li></ul><ul><li>scorecard.htm </li></ul>

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