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GSFC SUPERVISORY FEEDBACK SYSTEM

GSFC SUPERVISORY FEEDBACK SYSTEM. Employees Providing Feedback To Supervisors. Introduction. The Employee Supervisory Feedback System will be open for input Feb. 28 – Apr. 10, 2008 at http://supvysurvey.gsfc.nasa.gov Rate up to 3 supervisors including your matrixed manager. Background.

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GSFC SUPERVISORY FEEDBACK SYSTEM

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  1. GSFC SUPERVISORYFEEDBACK SYSTEM Employees Providing Feedback To Supervisors

  2. Introduction • The Employee Supervisory Feedback System will be open for input Feb. 28 – Apr. 10, 2008 at http://supvysurvey.gsfc.nasa.gov • Rate up to 3 supervisors including your matrixed manager

  3. Background • The Center increasingly recognizes that supervisory skills are essential to motivating, developing and retaining a high quality workforce • Supervisors need to be accountable for their supervisory responsibilities • Employees expect a culture change that integrates and rewards effective supervisory skills

  4. Background (Cont.) • The Promotion Redesign effort was committed to incorporating a mechanism for employee input to supervisory promotions • It is important to employees(based on feedback in promotion redesign focus groups, advisory committee feedback, and culture survey analyses)

  5. Benefits of Feedback • Heightened awareness by supervisors of their strengths as well as developmental needs • Increased confidence by employees in responsiveness/effectiveness of supervisor

  6. Benefits of Feedback (Cont.) • Increased awareness by supervisors of expectations of employees, managers, and GSFC leadership regarding supervisory performance • Establishment of mutual feedback as a tool of team and managerial improvement

  7. Content of the Feedback Tool • Supervisors will be evaluated on: • Organizational Communication • Diversity/Equal Opportunity (Respect and Inclusion) • Accountability • Teamwork • Human Resources Management • Change Orientation • Financial/Technical Management

  8. Implementation • Stages of Implementation • 2001: Feedback is used for development • From 2002 Forward: Feedback linked to performance evaluation

  9. First Year - 2001 • The process was tiered so that the Senior level managers could model the process for their subordinate managers • Executive Council gave feedback to the Center Director who followed up by sharing the aggregated feedback with them and discussing plans to address issues. • Executive Council was then evaluated by their subordinates and so on • It was not mandatory for employees receiving a feedback report to share it with their supervisor

  10. From 2002 Forward • Everyone participates at the same time • Employees are encouraged to give feedback to their matrixed manager and their direct supervisor. • Supervisors receiving a feedback report will share it with their higher level supervisor. • Management is responsible for coaching subordinate Supervisors on feedback interpretation and action planning.

  11. Administration Of Feedback Tool • Employee participation in supervisory feedback process is voluntary and anonymous. • All supervisors will participate in the supervisory feedback system (i.e., accept feedback) • Results of feedback will be shared with the supervisor’s higher level supervisor • Supervisors may voluntarily but are strongly encouraged to share results with employees.

  12. Impact of Results When Implemented As Part of Performance Evaluation • The feedback results will be one element used by the supervisor’s manager in determining: • Job assignments • Performance Appraisal • Awards • Promotions • Training and development

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