The New Performance Management System Powerpoints

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  • Handbook has a section that provides guidance on linking elements to GPRA or strategic goals
  • Dave - The first part of this training today has dealt with changes to the Departmental Performance Appraisal System. We are going to now discuss how to complete the form and how to write critical elements. Keep in mind that this is new and will evolve over the next few months. It is also important to understand that the next part of this training will be geared to the NPS. Other bureaus that may be viewing this NPS training session will want to contact their own servicing personnel offices to get further guidance and questions answered.
  • Thanks Dave. Lets take a moment to go over what is included in the handbook. Unfortunately our attempts to number the pages of the handbook did not work. So if you would take a few moments to number them we would appreciate it. Please number the title page as page 1. There should be a total of 11 pages when you end. Page 11 is the recommended next step page and the title page is 1. Page 4 is an overview of the timeline for the 5-Level Performance System. Kathy went over this in her presentation and we included this for your use later on. Page 5 is a copy of the first page of the Employee Performance Appraisal Plan (EPAP) form DI-3100. This form is a MSWord document that is available on the DOI site that Kathy mentioned as well as the WASO HR site on Inside.nps.gov. Lets begin looking at the first page of section of the form – flip to next powerpoint
  • Talk about how to complete the form Make sure to mention this years appraisal dates 1/1/-05-9/30/05 Next year will be 10/1/05 – 9/30/06 Next fiscal year – 10/1/05-9/30/06 This is where you document that you gave the employee their performance plan. This should happen within 60 days of the beginning of the rating period or when the employee reports to duty. Both you and your employee sign and date the form to document that the plan was presented. The reviewing official is the next level supervisor in the chain of command and they only need to sign if they instruct you that they want to do so.
  • In part A the supervisor and employee sign and date the plan to document that it was shared. Should happen within 60 days from the beginning of the rating period or when the employee reports to duty. The reviewing official signature is not mandatory. Check with your own office to see what the policy is on having a reviewing official sign.
  • In Part B the employee and the supervisor sign and date to document that a progress review was conducted. You must complete one progress review in a rating period, but you can do more if you determine it is necessary. In most cases, just a signature and date are required. However, you may attach additional documentation if you wish. It is suggested that the progress review should take place some time mid year. A good plan is to schedule it between March and May in a normal rating period
  • The supervisor completes Part C when preparing the employees final performance rating. We will discuss elements and standards in more detail in a moment, but for now lets finish going through this first page of the form. At the end of the rating period the supervisor will compare the employees performance against the standards that were established. Once that evaluation and analysis is completed they will assign a numerical rating for each critical element and document it on this part of the form. Lets say for example Employee has 5 elements 1=5 2=4 3=3 4=NR 5=5 Add up elements 1,2,3 and 5 = 17 Divide by the number of elements which is 4 because Element 4 was NR The result if the summary rating 4.25
  • In part D, take the numeric summary rating that you came up with in part C and determine where it fits in this chart. As you can see Sally had a 4.25 and had no element rated lower then fully successful so her summary rating is at the superior level. The employee, supervisor and possibly the reviewing official must sign and date the form when the employee is presented the final appraisal which should be within the 30 days following the appraisal period. It important to note that the supervisor and reviewing official both must sign when the rating is at the Exceptional, Minimally or Unsatisfactory level. This conversation with the supervisor and reviewing official should take place before the rating is shared with the employee.
  • Overview the slide. The interim rating will be given a weight proportional to length of time that was covered in the overall appraisal period. We have completed the first page of the DI-3100, Employee Performance Appraisal Plan (EPAP). Colleen is now going to walk you through developing critical elements and standards. Colleen….
  • Hi, my name is Colleen Osborne and I am an Employee Relations Specialist in the Intermountain Regional Office in Denver. I am excited to have the opportunity to share with you information on how to write critical elements and standards. As Dave mentioned in the beginning of this session, this information we are sharing is new and is our best guess at how to work with the new system. We fully expect that as we all become more comfortable with this process that there will be changes. Here is a copy of the second page of the EPAP form where you would record the critical elements and standards that you establish for your employees. You can see this form on page 7 of your participant guide.
  • The Critical Elements are the explanation of what the supervisor expects the employee to do. In the old performance system we called these critical results. Employees can have 1-5 critical elements in their performance plan. The content of the critical elements is determined by the supervisor and may include input from the employee. The critical elements can reflect both recurring work of the position and special projects that may arise. As Kathy suggested, it is a good idea for supervisors to involve employees in writing the critical elements in some way. By involving employees on the front end, it helps foster a better understanding of what both parties expect. As you will see the building blocks to this performance plan are very similar to the building blocks we used under the pass/fail system.
  • The Department is requiring that at least one of every employees critical elements must be linked to a National Park Service Strategic Goal which is linked to GPRA. The work assigned to employees should be central to the mission and therefore easily linked to a NPS Strategic and GPRA goal. Under the previous performance management system the NPS required that all critical elements were linked to GPRA.
  • When writing elements and standards they should be Goal oriented and result driven as opposed to focus on the process. Using the SMART technique may help ensure all of the components are covered in your critical elements and standards. Lets look at what SMART stands for: Specific Measurable Achievable Realistic And Timely
  • Here is an example of what Part E might look like: Read Element As you can see this Critical Element is Specific and is linked to Strategic Goals. It should be easy to measure which leads to the next step - the performance standard. Another factor you should be aware of is that the Department has established a mandatory critical element for all supervisors and managers related to supervisory duties. A copy of the mandatory critical element is on page 5 of the Departments Performance Appraisal handbook.
  • Performance standards are the tool used to evaluate and distinguish between levels of an employee performance Under the old Pass/Fail system the performance indicators were the measurement tool and they described one level of performance - the achieved level. The new employee performance appraisal plan recognizes 5 different levels of performance. Show in the slide. (Exceptional, Superior, Fully Successful, Minimally Successful, Unsatisfactory Therefore, the supervisor must articulate for the employee the differences between these five performance levels. This is the next building block in our process.
  • If you are feeling a little overwhelmed at this point and coming to the realization that you may need to define 5 levels of performance there is help available. The Department has developed generic benchmarks for the five levels.
  • Lets look at 6 page in the participant guide. Kathy overviewed the generic benchmark standards the Department has established which can be used for any employee, in any position, in any critical element. There are separate benchmark standards for the supervisory critical element and those can be found on page 8 of the DOI Performance Appraisal Handbook. As you can see the five levels described are very general, however they do distinguish different levels of effort. Here is the a portion of the fully successful benchmark standard.
  • (Blank Form) What if as a supervisor you want to use the benchmark standard and supplement it with more specific information? Here is an example of what you might consider writing for a custodial worker. (Mouse click) Read slide At the fully successful level the form might read…….. As you can see by supplementing the benchmark standard with more specific language both you and the employee can better understand what is expected at each of the levels. At a minimum we recommend you supplement the benchmark standards at the Fully Successful Level. You and your employee may find it beneficial if you also supplement the Exceptional and Unsatisfactory Levels as well.
  • Now lets look again at pages 7-10 in the participant handbook. For Exercise 1, we have provided 4 examples of critical elements with supplemental language to enhance the fully successful benchmark standard. Your task is to write an additional standard for the position and level assigned. For example: Read assignments. Feel free to write your assignment in the space provided in your participant handbook. You should be ready to share your answers if called upon. Give them 5 minutes to do the task Ask for input. _______________________ _______________________ ________________________ _________________________ _________________________ _________________________ Now we will show you what we came up with. These samples will be available on the WASO HR website once the program is complete.
  • Now lets look again at pages 7-10 in the participant handbook. For Exercise 1, we have provided 4 examples of critical elements with supplemental language to enhance the fully successful benchmark standard. Your task is to write an additional standard for the position and level assigned. For example: Read assignments. Feel free to write your assignment in the space provided in your participant handbook. You should be ready to share your answers if called upon. Give them 5 minutes to do the task Ask for input. _______________________ _______________________ ________________________ _________________________ _________________________ _________________________ Now we will show you what we came up with. These samples will be available on the WASO HR website once the program is complete.
  • Page 7
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  • Now lets looks at the rest of part E. This block is filled in when you are rating your employee at the end of the rating period. Narrative comments are only required when the rating is Exceptional, Minimally Successful or Unsatisfactory. However, this does not prevent you from writing a narrative at the other two levels. The last part, on the bottom of the page with the element and standard, is where you check the appropriate Rating for the Critical Element you are evaluating. The supervisor will complete part E form for each critical element established. Now we have completed walking through how to complete the EPAP
  • Go over slide. Have them take a few moments and write down what they are going to do next. Refer them to their Servicing Personnel Office for help.
  • The New Performance Management System Powerpoints

    1. 1. DOI 5-Level Performance Management System November 2004
    2. 2. Coverage <ul><li>All DOI Bureaus & Offices </li></ul><ul><li>Non-SES employees </li></ul><ul><li>Temporary/Excepted service employees in appointments of 120 days or more </li></ul>
    3. 3. Implementation <ul><li>Policy effective October 4, 2004 </li></ul><ul><li>90-day transition period </li></ul><ul><ul><li>Training of HR, Managers, Employees </li></ul></ul><ul><ul><li>E-training available through DOI University. E-training mandatory for managers and supervisors </li></ul></ul><ul><ul><li>Full implementation -- January 1, 2005 </li></ul></ul>
    4. 4. Transition <ul><li>Bureaus on October 1 – September 30 cycle </li></ul><ul><ul><li>Close out 2-level </li></ul></ul><ul><ul><li>May re-establish 2-level during training phase </li></ul></ul><ul><ul><li>Establish 5-level as soon as managers trained, and NLT December 31, 2004 </li></ul></ul><ul><li>Bureaus on April 1 – March 31 cycle </li></ul><ul><ul><li>Train managers </li></ul></ul><ul><ul><li>Early close out and establish 5-level by December 31, 2004 </li></ul></ul>
    5. 5. Comparison <ul><li>Old </li></ul><ul><li>2 levels </li></ul><ul><li>Critical Results </li></ul><ul><li>Generic Performance Indicators </li></ul><ul><li>De-linked from recognition </li></ul><ul><li>New </li></ul><ul><li>5 levels </li></ul><ul><li>Critical Elements </li></ul><ul><li>Generic Standards which can be augmented </li></ul><ul><li>Linked to recognition </li></ul><ul><li>Requires strategic linkage </li></ul>
    6. 6. Development of EPAP (Employee Performance Appraisal Plan) <ul><li>Employee participation encouraged </li></ul><ul><li>Established within 60 days </li></ul><ul><li>No more than 5 performance elements </li></ul><ul><ul><li>All must be critical elements </li></ul></ul><ul><ul><li>At least one element linked to a GPRA goal </li></ul></ul><ul><ul><li>Mandatory element for supervisors/managers </li></ul></ul><ul><li>Established by rating official – no higher level review required </li></ul><ul><ul><li>Bureaus MAY establish 2 nd level supv review </li></ul></ul>
    7. 7. Performance Standards <ul><li>Focused on results </li></ul><ul><li>Credible measures </li></ul><ul><ul><li>quality, quantity, timeliness, cost-effectiveness, etc. </li></ul></ul><ul><li>Established at the Fully Successful level (minimum required) </li></ul><ul><li>Benchmark (generic) standards provided at all levels </li></ul><ul><ul><li>May be augmented with standards specific to the position </li></ul></ul>
    8. 8. Performance Standards <ul><li>Must allow for margin of error or deviation </li></ul><ul><ul><li>Must be able to exceed the standard </li></ul></ul><ul><li>Must clearly state measurement criteria </li></ul><ul><li>Use benchmark as a guide </li></ul>
    9. 9. Appraisal Period <ul><li>12 months </li></ul><ul><li>Coincides with FY </li></ul><ul><ul><li>Bureaus must request variation from DOI OHR </li></ul></ul><ul><li>May extend up to 90 days </li></ul><ul><li>Progress reviews </li></ul><ul><ul><li>Required mid-year </li></ul></ul><ul><ul><li>Continuous feedback encouraged </li></ul></ul>
    10. 10. Basis for Appraisal <ul><li>Under signed performance plan for at least 90 days </li></ul><ul><ul><li>In same position </li></ul></ul><ul><ul><li>Supervised by same rating official </li></ul></ul><ul><li>Includes details over 120 days </li></ul><ul><ul><li>Rating official must consider ratings from details </li></ul></ul>
    11. 11. Annual Rating <ul><li>Completed within 30 days of end of appraisal period </li></ul><ul><ul><li>Original submitted to HRO within 60 days </li></ul></ul><ul><ul><li>Copy to employee and supervisor </li></ul></ul><ul><li>Employee on temporary assignment </li></ul><ul><ul><li>Rating official is supervisor of record </li></ul></ul><ul><li>May NOT use arbitrary distribution system (such as a bell curve) </li></ul><ul><li>Presumptive ratings not allowed </li></ul><ul><li>Include narratives (required for E, MS & U) </li></ul>
    12. 12. Rating Individual Elements 3 Good, sound performance that meets organizational goals. Employee effectively applies technical skills and organizational knowledge to get the job done… Fully Successful 4 Unusually good performance that exceeds expectations in critical areas and exhibits a sustained support of organizational goals… Superior 5 Particularly excellent performance of such high quality that organizational goals have been achieved that would not have been otherwise… Exceptional Pts Standard Rating Level
    13. 13. Rating Individual Elements 0 Quality and quantity of work are not adequate for the position. Work products do not meet the minimum requirements expected… Unsatisfactory 2 Performance shows serious deficiencies that require correction. Work is marginal and only meets the minimum requirements with close supervision… Minimally Successful Pts Standard Rating Level
    14. 14. Annual Summary Rating <ul><li>Derived from numerical average of all elements </li></ul>Unsatisfactory Minimally Successful Fully Successful Superior Exceptional Summary Rating One or more Critical elements rated ‘Unsatisfactory’ 2.00 – 2.99 AND No critical element rated lower than “Minimally Successful’ 3.00 – 3.59 AND No critical element lower than ‘Fully Successful’ 3.60 – 4.59 AND No critical element lower than ‘Fully Successful’ 4.60 - 5.00 AND No critical element lower than ‘Superior’ Summary Rating Points
    15. 15. Special Circumstances <ul><li>Supervisor of record leaves in final 90 days of rating period </li></ul><ul><ul><li>Prepare summary rating to serve as rating of record </li></ul></ul><ul><li>Employee does not have standards </li></ul><ul><ul><li>Not eligible for rating </li></ul></ul><ul><li>Employee not supervised by rating official for 90 days </li></ul><ul><ul><li>Second level supervisor may rate </li></ul></ul>
    16. 16. Special Circumstances (cont’d) <ul><li>Interim appraisals </li></ul><ul><ul><li>Upon completion of temp assignment over 120 days </li></ul></ul><ul><ul><li>Employee or supervisor changes positions </li></ul></ul><ul><ul><li>Document level of competence for WIGI </li></ul></ul><ul><ul><ul><li>Becomes rating of record </li></ul></ul></ul><ul><ul><li>Copy to employee and new supervisor </li></ul></ul><ul><ul><li>Used to determine annual summary rating </li></ul></ul><ul><li>“ Not Rated” </li></ul><ul><ul><li>When employee does not have opportunity to perform a critical element </li></ul></ul>
    17. 17. Finalizing Ratings <ul><li>Discuss with employee AFTER rating completed (and approved if E, MS or U) </li></ul><ul><li>If employee refuses to sign </li></ul><ul><ul><li>Document refusal on rating form </li></ul></ul><ul><li>Supplemental written comments </li></ul><ul><ul><li>May be submitted by employee </li></ul></ul><ul><ul><li>May address element rating, overall rating, and/or narrative comments </li></ul></ul><ul><ul><li>Only when not contesting rating that would change RoR </li></ul></ul><ul><ul><li>Forwarded to HRO and filed in EPF </li></ul></ul>
    18. 18. Reconsideration Process <ul><li>Bureaus/Offices may develop their own process </li></ul><ul><li>Criteria: Dissatisfaction with an element rating that would affect the Summary Rating </li></ul><ul><li>CBA with reconsideration process governs </li></ul><ul><li>Must notify all employees of the reconsideration process developed </li></ul><ul><li>Reconsideration Process must include: </li></ul><ul><ul><li>Informal and Formal procedures </li></ul></ul><ul><ul><li>Reasonable timeframes </li></ul></ul><ul><ul><li>Final decision must remain within Bureau/Office </li></ul></ul>
    19. 19. DOI PROPOSED Informal Reconsideration Process <ul><li>Informal discussion with rating official within 7 calendar days of receipt of the EPAP </li></ul><ul><li>No agreement – employee may request formal reconsideration through HRO </li></ul><ul><li>Rating Official provides decision </li></ul><ul><ul><li>Verbal or written </li></ul></ul><ul><ul><li>Provided within 7 calendar days after discussion </li></ul></ul>
    20. 20. DOI PROPOSED Formal Reconsideration Process <ul><li>Written request to HRO within 7 calendar days of receipt of informal decision </li></ul><ul><li>HRO reviews to determine if appropriate for acceptance </li></ul><ul><ul><li>Not accepted – return with explanation </li></ul></ul><ul><ul><li>Accepted – referred within 14 calendar days </li></ul></ul><ul><li>Employee may be represented </li></ul><ul><li>Review limited to reconsideration of rating on critical element(s) that will impact the RoR </li></ul>
    21. 21. DOI Proposed Formal Reconsideration Process <ul><li>Reconsideration Official </li></ul><ul><ul><li>Reviews evidence </li></ul></ul><ul><ul><li>Consults with necessary individuals </li></ul></ul><ul><ul><li>Makes changes if appropriate </li></ul></ul><ul><ul><li>Issues final written decision within 20 calendar days </li></ul></ul><ul><ul><ul><li>Copy to employee and filed in EPF </li></ul></ul></ul><ul><li>Decision is final – no further right of review </li></ul>
    22. 22. Results of the Performance Rating Process Requires formal corrective action (Performance Improvement Plan) YES Unsatisfactory Not eligible for WIGI YES Minimally Successful Eligible for WIGI or career ladder promotion NO Fully Successful Eligible for cash (up to 3% of base pay) or Time-Off award No Superior Eligible for a cash award up to 5% of base pay, Time-Off, up to 5% increase in base pay (QSI or HCPF) YES Exceptional Award Eligibility & Actions Required Narrative required? Summary Rating
    23. 23. Guidance <ul><li>370 DM 430, Performance Management System </li></ul><ul><li>Performance Appraisal Handbook </li></ul><ul><li>Any questions should be directed to your servicing HRO. Policy, Handbook and Form available at http://www.doi.gov/hrm/guidance/curronly.htm </li></ul>
    24. 24. ACCESSING THE PERFORMANCE MANAGEMENT SYSTEM COURSE THROUGH THE INTERNET <ul><li>Log into the DOI University Learning Management System (LMS) </li></ul><ul><ul><li>  Go to http://www.doiu.nbc.gov </li></ul></ul><ul><ul><li>Click on “DOIU Login” </li></ul></ul>
    25. 25. Questions???
    26. 26. Employee Performance Appraisal Plan (EPAP)
    27. 28. Performance Standards Form Sally Smart 000-00-0000 Visitor Use Assistant, GS-303-05 Grand Canyon NP 01/01/05 09/30/05
    28. 29. Part A Sally Smart 010105 V. Good 01/01/05
    29. 30. Part B Sally Smart V. Good 05/01/05 05/01/05
    30. 31. Part C 17 17 4.25 4 5 4 3 NR 5
    31. 32. Part D X Sally Smart V. Good 10/15/05 10/15/05 Check Here If Interim Rating _____
    32. 33. Interim Ratings <ul><li>Employee changes positions </li></ul><ul><li>Employee completes temporary assignment or detail of more than 120 days </li></ul><ul><li>The rating official leaves a supervisory position more than 90 days before the end of the rating cycle </li></ul><ul><li>To document a level of competence determination for granting or denying a with-in-grade increase </li></ul>
    33. 35. Critical Elements <ul><li>Were formerly the Critical Results </li></ul>1 + 1 2
    34. 36. Standard Element #1 Standard Element #2 Strategic Goals (GPRA)
    35. 37. SMART TECHNIQUE <ul><li>Specific </li></ul><ul><li>Measurable </li></ul><ul><li>Achievable </li></ul><ul><li>Realistic </li></ul><ul><li>Timely </li></ul>
    36. 38. Part E: Critical Elements and Performance Standards: List below each of the employee’s critical elements (at least one, but no more than 5) and their corresponding performance standards. If Benchmark Standards are used, indicate “Benchmark Standards are attached” in the space below, and ensure they are attached to this form. ______________________________________________________________________ Critical Element 1: ____________________________________________________________________ Park restrooms are maintained in a clean, sanitary and well-stocked manner. Facilities are in compliance health and safety standards, which contributes to visitor satisfaction. NPS Strategic Plan Goals IIa1A Visitor Satisfaction with Facilities, Services and Recreation, and IVa10A&B Facility Condition of Historic and Non-Historic Buildings.
    37. 39. Performance Standards <ul><li>Performance indicators in the Pass/Fail System </li></ul><ul><li>Exceptional </li></ul><ul><li>Superior </li></ul><ul><li>Fully Successful </li></ul><ul><li>Minimally Successful </li></ul><ul><li>Unsatisfactory </li></ul>
    38. 40. Standard Element #1 Standard Element #2 Strategic Goals (GPRA)
    39. 41. Standards - Benchmarks <ul><li>Fully Successful – </li></ul><ul><li>The employee demonstrates good, sound performance that meets organizational goals. All critical activities are generally completed in a timely manner and supervisor is kept informed of work issues, alterations and status. </li></ul>
    40. 42. Performance Standards ______________________________________________________________________Exceptional ______________________________________________________________________ Superior ______________________________________________________________________Fully Successful ______________________________________________________________________ Minimally Successful ______________________________________________________________________ Unsatisfactory ______________________________________________________________________ Refer to attached benchmark and in addition: Employee generally keeps to cleaning schedules in a manner that avoids obvious deterioration of facilities or allows the cleaning schedule to fall obviously behind. Overall appearance of facilities very seldom reflects adversely on the park.
    41. 43. Exercise 1 <ul><li>In your participant handbook on pages 7-10. There are 4 examples with the critical element and the standard at the fully successful level. Your task is to write a level description at either the exceptional, or unsatisfactory level as assigned below. </li></ul>
    42. 44. Your task is to write a level description at either the exceptional, or unsatisfactory level as assigned below. <ul><ul><li>Alaska Region – Custodial Worker - Exceptional </li></ul></ul><ul><ul><li>Pacific West Region – Custodial Worker - Unsatisfactory </li></ul></ul><ul><ul><li>Intermountain Region – Visitor Use Assistant - Exceptional </li></ul></ul><ul><ul><li>Midwest Region – Visitor Use Assistant - Unsatisfactory </li></ul></ul><ul><ul><li>Southeast Region – Interpreter - Exceptional </li></ul></ul><ul><ul><li>Northeast – Interpreter - Unsatisfactory </li></ul></ul><ul><ul><li>National Capital Region & WASO – Program Assistant - Exceptional </li></ul></ul><ul><ul><li>The Centers (DSC, HFC) - Program Assistant -Unsatisfactory </li></ul></ul><ul><ul><li>BLM – Program Assistant - Exceptional </li></ul></ul><ul><ul><li>FWS – Custodial Worker - Exceptional </li></ul></ul>
    43. 45. Custodial Worker <ul><li>Level 5 Standard - Refer to benchmark and in addition: Employee sets standard for excellence in maintaining restrooms. Continually keeps abreast of heavy use periods and adjusts schedules as necessary to keep facilities in a sanitary and well-stocked manner. Anticipates problems relative to the conditions of the restrooms and either resolves the problem independently or alerts higher levels of management and offers workable solutions. Overall appearance of facilities consistently reflects favorably on the park.  </li></ul>
    44. 46. Custodial Worker <ul><li>Level 1 Standard – Refer to benchmark and in addition: May fail to keep to established cleaning schedules, resulting in obvious deterioration of facilities and an inability to catch up. Overall appearance of facilities may frequently reflect negatively on the park. </li></ul>
    45. 47. <ul><li>Level 5 Standard - Refer to benchmark and in addition: Employee sets the standard for excellence in delivering formal interpretive programs. Programs are thoroughly researched and are based on the most current sound scholarship available to the park. Research encompasses a number of viewpoints (3 or more) to accommodate a wide variety of audiences. Program development is derived from park primary themes, is consistently successful as a catalyst in creating opportunities for the audience to form their own connections with the meanings and significance inherent in the resource, and demonstrates a fully developed theme. All programs fully utilize professional techniques in public speaking and presentation and exhibit excellence in the delivery of formal interpretive programs </li></ul>Interpreter
    46. 48. Interpreter <ul><li>Level 1 Standard - Refer to benchmark and in addition: Programs reflect little research and only some of the current sound scholarship available to the park; no in-depth research is completed. Research encompasses only one viewpoint and does not accommodate a wider audience. Program development derives little from park primary themes, is generally not successful as a catalyst in creating opportunities for the audience to form their own connections with the meanings and significance inherent in the resource, and does not demonstrate a developed theme. Few programs exhibit professional techniques in public speaking and presentation. </li></ul>
    47. 49. Program Assistant <ul><li>Level 5 Standard – Refer to benchmark and in addition: Employee sets standard for excellence in time and attendance processing and maintenance. Coding of time and attendance sheets is nearly perfect and corrections due to timekeeper error are seldom, if ever, necessary. Timesheets are consistently submitted to the payroll office early. Time and attendance records are maintained in strict accordance with FPPS guidelines, with appropriate documentation for leave taken. Employee proactively addresses timekeeping issues with employees serviced or brings to supervisor’s attention for resolution. Employee is the “recognized” expert and is the person other timekeepers go to for advice and assistance. In these situations, employee is very responsive and helpful to their requests without neglecting his/her own duties and responsibilities. </li></ul>
    48. 50. Program Assistant <ul><li>Level 1 Standard - Refer to benchmark and in addition: Coding of time and attendance sheets may frequently be inaccurate due to errors in coding or failure to ensure accuracy of data, resulting in the need for corrections due to timekeeper error. Employee may often require help with processing and maintaining time and attendance records. Time and attendance records may frequently be maintained in contradiction to FPPS guidelines. Deadlines for timesheet submission may commonly be missed. May fail to assure that leave taken is recorded in time to assure acceptable accuracy or facilitate reporting. Situations may frequently occur in which the normal workflow and routine processing of time and attendance sheets is interrupted or employees are adversely affected as a result of improper or ineffective maintenance of timesheets. </li></ul>
    49. 51. Visitor Use Assistant <ul><li>Level 5 Standard - Refer to benchmark and in addition: Employee sets standard for excellence in fee collection activities. Within scope of authority and within the limitations of the specific situations encountered, assures that individuals required to pay entrance fees do so. Tactfully handles difficult communication issues with angry or frustrated visitors and consistently finds workable solutions to defuse tense situations. Consistently issues and records park passes at time of issuance in accordance with NPS policies and guidelines. Without fail handles monies, passports and records with adequate security to avoid theft or misplacement. Maintains reports and passport accountability records in accordance with NPS guidelines and policies. </li></ul>
    50. 52. Visitor Use Assistant <ul><li>Level 1 Standard – Refer to benchmark and in addition: May frequently fail to assure that individuals required to pay entrance fees do so. May communicate poorly in difficult situations, often becoming angry, rude or non-communicative when confronted by angry or frustrated visitors. May often fail to handle park passes in accordance with NPS guidelines and policies. May fail to provide adequate security for monies, passports and records to avoid theft or misplacement. May frequently fail to maintain reports and passport accountability records in accordance with NPS guidelines and policies. May routinely experience shortages, overages, or unnecessary voids after attempts at correction have failed. </li></ul>
    51. 53. Narrative Summary <ul><li>Must be completed for Exceptional, Minimally Successful and Unsatisfactory Level </li></ul><ul><li>May be completed for the Superior and Fully Successful level </li></ul>Narrative Summary Describe the employee’s performance for each critical element. A narrative summary must be written for each element assigned a rating of Exceptional, Minimally Successful, or Unsatisfactory.                                     Rating for Critical Element 2:   [ X ] Exceptional-5 [ ] Superior-4 [ ] Fully Successful-3 [ ] Minimally Successful-2 [ ] Unsatisfactory-0
    52. 54. Questions?
    53. 55. Next Steps <ul><li>Complete DOI’s web-based training on EPAP </li></ul><ul><li>Complete Employee Performance Plan and Results Report for Rating Period of 10/1/03-12/31/04 </li></ul><ul><li>Establish Critical Elements for new Performance Plan (EPAP) </li></ul><ul><li>Define at a minimum the fully successful level of each Critical Element </li></ul><ul><li>Share draft with employee and get feedback </li></ul><ul><li>Finalize and implement EPAP by </li></ul><ul><li>January 1, 2005 </li></ul>

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