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Updating Performance Plans Fall 2005

Updating Performance Plans Fall 2005. Aligning with Organizational Goals, Focusing on Results , and Including Real Measures. ALIGNMENT. From the USDA Human Capital Management Plan By June 30, 2006, all employees must have at least one performance element that

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Updating Performance Plans Fall 2005

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  1. Updating Performance PlansFall 2005 Aligning with Organizational Goals, Focusing on Results, and Including Real Measures

  2. ALIGNMENT From the USDA Human Capital Management Plan • By June 30, 2006, all employees must have at least one performance element that 1. is ALIGNED with ORGANIZATIONAL GOALS 2. focuses on RESULTS 3. has credible MEASURES

  3. Are your performance plans ALIGNED? • Do you have at lease one performance element that is ALIGNED with ORGANIZATIONAL GOALS? • Method A: GOAL CASCADING • APHIS strategic goals and objectives? • Program strategic plan? • Your unit’s annual work plans or goal statements? • PART goals and measures? • Method B: CUSTOMER-FOCUSED • Who are your unit’s customers? • What products or services do they expect? • Documented customer service standards? • Method C: WORK FLOW CHARTING • Unit’s documented work processes, with steps • CFR? Inspection SOP’s? Audit handbook? Lab procedures?

  4. Alignment: Results • Does the employee’s main work element FOCUS on RESULTS ? • What products or services does the employee provide that affect your unit’s GOALS? • Focus on the results needed to meet the goals, not just the activities • Is the employee accountable for producing results?

  5. Alignment: Measures • Does the employee’s main RESULTS element have CREDIBLE MEASURES? • Quantity, quality, timeliness, cost-effectiveness • Quantifiable or qualitative • Quantifiable: • numbers, percentages, time-frames, costs • Qualitative: • describe “fully successful”, so that it can be observed and verified • Clarify who will appraise and factors they would look for • “in the judgment of the supervisor . . . “ • “based on supervisory review of work products . . . “ • “work is completed in accordance with VS Handbook XYZ”

  6. Updating Performance Plans • Keep number of elements to a minimum • Put the most important work results elements first • make sure standards go beyond activities to describe the RESULTS needed for fully successful • Put any soft or behavioral elements later • Don’t forget mandatory EO/CR content • Discard language that doesn’t say anything • Keep everything that you like from existing elements • Think about what you want for “EXCEPTIONAL”

  7. Performance Elements & Standards • Part 1: The Element • say WHAT the person will be rated on • cover RESPONSIBILITIES and ACTIVITIES • Part 2: The Standards • say HOW WELL the person has to perform to be fully successful • go beyond activities, to describe the RESULTS EXPECTED from the work • describe what FULLY SUCCESSFUL RESULTS look like • include MEASURES for fully successful results • quantifiable and/or qualitative

  8. Part 1: The Element • Short element title • will go on the rating form • include “results” if it fits • Responsibility statement • “The Agricultural Marketing Specialist is responsible for . . . “ • can includes list of activities • include “… is responsible for completing…” if it fits • include “…completing [whatever] in accordance with…” if it fits • Alignment statement • say what org. goals the element supports the accomplishment of • “This element supports VS Strategic Objective 2.3: Conduct facility inspections to ensure compliance with animal health regulations and program standards.” • “This element supports AC’s mission of enforcing the Animal Welfare Act.”

  9. Part 2: The Standards • Say who will evaluate the element and what factors they will look at • “Evaluation is based on the supervisor’s observations and review of work products, and feedback from customers and staff . . . ” • Add in “Results and measures for Fully Successful” • Use an introductory phrase to avoid “absolute” standards: • “In the judgment of the supervisor, in almost all cases . . .” • “The supervisor typically finds that . . . “ • Phrase standards in terms of results or work completed, not activities. • avoid: “reviews certificates for completeness and accuracy” • If there is a quantitative measure, make sure that there is also a qualitative measure • CUT language that does not say anything

  10. Typical Performance Plans • Non-supervisors 1. Work results 1 2. Work results 2 3. Working relationships, communications, teamwork, to include mandatory EO/CR content 4. Administrative/paperwork element? 5. Special projects? • Managers responsible for the results of an organization or line item program, tracking SES model 1. Program planning and development, including goal setting 2. Program/mission results 3. Resources mgmt., to include HR and perf. mgmt. 4. Working relationships and communications 5. Mandatory civil rights element

  11. Resources: OPM’s method • OPM Handbook: Aligning Employee Performance Plans with Organizational Goals • http://www.opm.gov/perform/WPPDF/2002/HANDBOOK.PDF • Our short version: OPM’s 8-Step Process • http://www.aphis.usda.gov/mrpbs/performance_management/opm_8_step_process.pdf

  12. Aligning with Organizational Goals, Focusing on Results, and Including Real Measures Questions?

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