This document provides an overview of performance management for HR practitioners. It discusses key topics like performance culture, roles, and processes. The performance management process involves setting objectives and evaluating employees on both objectives and elements. Objectives are rated based on results, while elements consider how work was performed. Ratings are determined by averaging objective and element scores. The document outlines the evaluation process and provides examples of evaluating and finalizing an employee's performance rating. Reconsideration options are also summarized.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
I create themes for each PeopleSoft module roll-out. The theme for the Employee Talent Management presentation was "Who's driving your career?" It was well received and connected with our workforce.
I create themes for each PeopleSoft module roll-out. The theme for the Manager Talent Management presentation was "The ROAD to Employee Engagement" and a logo was added to communications, etc.
HR for Non HR_Performance Management Systemazischin
This presentation, titled "HR for Non HR: Performance Management," explores the critical aspects of effective performance management in the workplace. The deck covers the evolution of performance management, its significance for individuals, teams, and organizations, and the nine success criteria for an effective performance management system. It also delves into the importance of clear goal setting, performance feedback, performance differentiation, and managing poor performance. Additionally, the presentation addresses the legal implications of performance improvement plans and the risks of unfair dismissal and wrongful termination.
Tying employee performance to compensation in a high involvement organizationbillmarkis
“Tying Employee Performance to Compensation in a High Involvement Organization”
I wrote a Google Knol and have lectured at California Power Exchange, at the “Training, Productivity and Development Regional Forum", at the International Maize and Wheat Improvement Center and to Cal Poly H.R. students.
Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
I create themes for each PeopleSoft module roll-out. The theme for the Employee Talent Management presentation was "Who's driving your career?" It was well received and connected with our workforce.
I create themes for each PeopleSoft module roll-out. The theme for the Manager Talent Management presentation was "The ROAD to Employee Engagement" and a logo was added to communications, etc.
HR for Non HR_Performance Management Systemazischin
This presentation, titled "HR for Non HR: Performance Management," explores the critical aspects of effective performance management in the workplace. The deck covers the evolution of performance management, its significance for individuals, teams, and organizations, and the nine success criteria for an effective performance management system. It also delves into the importance of clear goal setting, performance feedback, performance differentiation, and managing poor performance. Additionally, the presentation addresses the legal implications of performance improvement plans and the risks of unfair dismissal and wrongful termination.
Tying employee performance to compensation in a high involvement organizationbillmarkis
“Tying Employee Performance to Compensation in a High Involvement Organization”
I wrote a Google Knol and have lectured at California Power Exchange, at the “Training, Productivity and Development Regional Forum", at the International Maize and Wheat Improvement Center and to Cal Poly H.R. students.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2. HR Elements for HR Practitioners
2
• Topic 1 – Performance Culture
• Topic 2 – Key Roles
• Topic 3 – Performance Management Process
• Topic 4 – Exploring Performance Objectives
• Topic 5 – How Performance is Evaluated
Lesson 7 Topics
Slide 7- 2
Lesson 7 Topics
Performance Management
Additional performance management training can
be found at http://dcips.dtic.mil/training.html
3. HR Elements for HR Practitioners
3
Performance Culture
With the intention of producing remarkable results, the Defense Intelligence
performance culture embraces:
Performance Culture
Slide 7- 3
Performance Management
Innovation Collaboration Teamwork
4. HR Elements for HR Practitioners
4
Key Performance Management Roles
Key Roles
Slide 7- 4
Performance Management
Employee Rating Official PM PRA
Reviewing Official
5. HR Elements for HR Practitioners
5
Performance Management Process
Performance Management Process
Slide 7- 5
Performance Management
6. HR Elements for HR Practitioners
6
Performance Management Process
Performance Management Process
Slide 7- 6
Performance Management
7. HR Elements for HR Practitioners
7
Performance Management Process
Performance Management Process
Slide 7- 7
Performance Management
8. HR Elements for HR Practitioners
8
Performance Management Process
Performance Management Process
Slide 7- 8
Performance Management
9. HR Elements for HR Practitioners
9
Performance Management Process
Performance Management Process
Slide 7- 9
Performance Management
10. HR Elements for HR Practitioners
10
Special Situations
Special Situations
Slide 7- 10
Performance Management
• Employee starts new position < 90
days from end of evaluation period
• Employee performs in a new position
or under another Rating Official
• Employee is on a Joint Duty
Assignment
• Employee has < 90 days of civilian
service
• Employee is on an extended absence
• Employee transfers to a new
Component
11. HR Elements for HR Practitioners
11
Value of Performance Objectives
• Aligns work with mission and
organizational goals
• Communicates the major work to be
accomplished
• Sets a baseline for successful
performance
• Helps to measure work
• Forms the basis for ratings
• Helps employees see how their
performance contributes to
organizational results
Value of Performance Objectives
Slide 7- 11
Performance Management
12. HR Elements for HR Practitioners
12
Performance Objectives Are:
What are Performance Objectives?
Slide 7- 12
Performance Management
• Not task or position descriptions
• Large-bucket items and not the small
daily job tasks
• A description of a future situation
• Appropriate for the employee’s
position and work level
• Written at the “Successful” level and
evaluated against the standards
• Achievable within the evaluation
period
13. HR Elements for HR Practitioners
13
Use of Performance Objectives
Use of Performance Objectives
Slide 7- 13
Performance Management
Well-written performance objectives are critical to the success of DCIPS
because they form the basis for performance conversations and decisions
in every phase of the performance management process
14. HR Elements for HR Practitioners
14
Cascading Performance Objectives
Cascading Performance Objectives
Slide 7- 14
Performance Management
Defense and National Intelligence Goals
Component
Division
Work Unit
Employee
15. HR Elements for HR Practitioners
15
SMART Performance Objectives
SMART Performance Objectives
Slide 7- 15
Performance Management
Specific Measurable Achievable Relevant Time-bound
16. HR Elements for HR Practitioners
16
Evaluating Performance
Evaluating Performance
Slide 7- 16
Performance Management
17. HR Elements for HR Practitioners
17
The Evaluation Process
The Evaluation Process
Slide 7- 17
Performance Management
DCIPS evaluates
performance based on
what an employee
accomplishes (performance
objectives) as well as how
it is accomplished
(performance elements)
18. HR Elements for HR Practitioners
18
Rating Descriptors
Rating Descriptors
Slide 7- 18
Performance Management
The Performance Objectives and Element Rating Descriptors – DCIPS Volume 2011, Table 1
General Standards
Performance Rating Objectives Descriptors Element Descriptors
SUCCESSFUL (3) The employee achieved expected results
on the assigned objective.
At the summary level, the employee
achieved expected or higher results
overall and on most assigned objectives
with an average rating within the
“Successful” range in Table 2.
The employee fully demonstrated
effective, capable performance of key
behaviors for the performance
element.
At the summary level, the employee
demonstrated effective, capable
performance or higher on key
behaviors on most performance
elements with an average rating within
the “Successful” range in Table 2.
Note: This is sample of the Performance Objectives and Elements Rating Descriptors table. Please
refer to Reference Guide Tab 11 for the complete table.
19. HR Elements for HR Practitioners
19
Sample of the IC Performance Standards
IC Performance Standards
Slide 7- 19
Performance Management
Entry/Developmental Employees in Professional Work Category
Accountability for Results
Successful Outstanding
Accepts responsibility for own actions, whether or not
they are successful.
Adheres to schedules and, with guidance, organizes and
prioritizes own tasks to complete assignments in a
timely and effective manner, making adjustments as
needed.
With guidance, gains a basic understanding of available
resources and the process for acquiring the resources
needed to accomplish own work; uses time and
resources in an efficient manner.
Takes action to achieve meaningful results in support of
organizational goals and objectives.
Proactively takes responsibility for own actions, even when
faced with challenges or criticism.
Puts forth effort to overcome obstacles and accomplish
assignments; takes appropriate initiative to make
adjustments to plans, goals, and priorities to meet
deadlines.
Takes initiative to expand knowledge of available resources
and the process for acquiring them; makes meaningful
suggestions for increasing efficiency in the use of
resources.
Consistently takes action to achieve outcomes and results
that are superior in quality, quantity, and/or impact to what
would ordinarily be expected at this level.
20. HR Elements for HR Practitioners
20
Evaluating Performance Objectives
Evaluating Performance Objectives
Slide 7- 20
Performance Management
Two-Step Rating Process:
• Step 1 - Rating Official reviews the
general standards, the performance plan,
and the self-report of accomplishments
to determine the rating for each
performance objective
• Step 2 - Rating Official uses the
Component’s automated performance
evaluation tool to calculate the average
for all individual performance objective
ratings. The tool then multiplies that
average by 60%
21. HR Elements for HR Practitioners
21
Performance Elements Are:
What are Performance Elements?
Slide 7- 21
Performance Management
• Attributes of job performance that
are significant to the accomplishment
of performance objectives
• Description of the manner in which
the performance objectives and all of
the employee’s work results were
achieved (the “how”)
• Standardized throughout the
Intelligence Community
• Rated separately
22. HR Elements for HR Practitioners
22
The Performance Elements
The Performance Elements
Slide 7- 22
Performance Management
Employees Managers/Supervisors
Accountability for Results Accountability for Results
Communication Communication
Critical Thinking Critical Thinking
Engagement and Collaboration Engagement and Collaboration
Personal Leadership and
Integrity
Leadership and Integrity
Technical Expertise Managerial Proficiency
Note: The four elements inside the yellow box are the same for employees and
managers/supervisors; the remaining two elements in each column are specific as to
whether an individual is an employee or manager/supervisor.
23. HR Elements for HR Practitioners
23
Evaluating Performance Elements
Evaluating Performance Elements
Slide 7- 23
Performance Management
Two-Step Rating Process:
• Step 1 - Rating Official reviews the
general standards, the performance plan,
and the self-report of accomplishments
to determine the rating for each
performance element
• Step 2 - Rating Official uses the
Component’s automated performance
evaluation tool to calculate the average
for all individual performance element
ratings. The tool then multiplies that
average by 40%
24. HR Elements for HR Practitioners
24
Evaluating Performance
Evaluating Performance
Slide 7- 24
Performance Management
25. HR Elements for HR Practitioners
25
Evaluating Performance
Evaluating Performance
Slide 7- 25
Performance Management
26. HR Elements for HR Practitioners
26
Evaluating Performance Exercise
Evaluating Performance Exercise
Slide 7- 26
Performance Management
Performance
Objective
Performance
Objective Rating
Performance Elements
Performance
Element Rating
A 3 Accountability for results 4
B 3 Communication 4
C 3 Critical thinking 3
Engagement and
collaboration
3
Leadership 3
Managerial proficiency 3
Final: ? ?
Final Performance Evaluation of Record = ?
27. HR Elements for HR Practitioners
27
Answers: Evaluating Performance Exercise
Answers:
Evaluating Performance Exercise
Slide 7- 27
Performance Management
Performance
Objective
Performance
Objective Rating
Performance Elements
Performance
Element Rating
A 3 Accountability for results 4
B 3 Communication 4
C 3 Critical thinking 3
Engagement and
collaboration
3
Leadership 3
Managerial proficiency 3
Final: 3.0 x 60% = 1.8 3.3 x 40% = 1.3
Final Performance Evaluation of Record = 3.1 = 3 = “Successful”
28. HR Elements for HR Practitioners
28
Reconsideration Process
Reconsideration Process
Slide 7- 28
Performance Management
Two reconsideration processes are
available to DCIPS employees:
• Informal Reconsideration
• Formal Reconsideration