Instructor Guide_Strat Align For Measuring Perf_2015-08-26_V2
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The document provides guidance for creating strategic alignment when measuring employee performance. It discusses establishing a "line of sight" between agency goals and employee work through performance plans. A three-phase model is presented: 1) strategic alignment by linking agency, office, and individual goals; 2) creating measurable performance plans; and 3) validating plans. The instructor guide reviews key concepts like SMART goals and distinguishing activities from accomplishments. It also emphasizes the supervisor's critical role in cascading goals and driving a change in performance management culture.
Instructor Guide_Strat Align For Measuring Perf_2015-08-26_V2
- 1. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Creating Strategic Alignment for Measuring Employee Performance FY July 2015, Q4
- 2. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance I. Introduction
- 3. 30INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance CREATING STRATEGIC ALIGNMENT FOR MEASURING EMPLOYEE PERFORMANCE 18 September 2015 A Top-Down and Bottom-Up Point of View • Strategic alignment creates a “line of sight” from the Agency’s goals to each and every employee. • Creating measurable employee performance plans shows employees how their work contributes to the achievement of GSA’s goals.
- 4. 32INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance GSA MODEL 18 September 2015 Planning is the Foundation for the Performance Management Lifecycle • Today’s course on creating strategically aligned for measuring performance plans is part of Planning.
- 5. 34INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance A POINT OF VIEW All Work Matters – Even if Only a Small Percent is Publicly Visible CIO OfficeSmall Bus. Admin. Policy Civil Rights Regions OHRMPBSAdmin. Services CFO Office FAS
- 6. 36INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 HIGH-LEVEL AGENDA INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Section General Description I. Introduction • Top-down and Bottom-up Points of View • Performance Management Lifecycle • What Employees Do is Important in GSA’s Larger Context • Ground Rules II. Supervisor’s Role in Performance Management • The Criticality of Strong Supervisors • Being Part of Something Larger • Teaching Supervisors to Fish • What’s In It For Me • Learning Outcomes III. Foundational Concepts • Seeing the Forest AND the Trees • SMART Performance Plans • Activities vs. Accomplishments– Exercise IV. Three-Phase Model Three-Phase Model 1.1: Look at the Overall Picture – Exercise 1.2: Determine Planned Work Unit Accomplishments – Exercise 1.3: Determine Planned Individual Accomplishments – Exercise 1.4: Link Individual to Work Unit Accomplishments – Exercise 2.1: Convert Accomplishment Into Critical Elements and Indicate Priority – Exercise 2.2: Determine General and Specific Measures – Exercise 2.3: Develop Performance Standards – Exercise 2.4: Identify Feedback sources – Exercise 3.0: Validation Interlude • Calculating Ratings V. Next Steps • Review • Next Steps • Action Plan– Exercise
- 7. 38INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance GROUND RULES More helpful… • Participating • Saying “Yes, and” • Really meaning “Yes, and” instead of finding a new say to say, “No, but” • Recognizing that change can be hard and uncomfortable • Recognizing that this will be more work up front • • 18 September 2015 Making the Course Successful Less helpful… • Not participating • Saying “No, but” • Not taking the time to make this program a success • Doing other work, texting, emailing, being in your spaceship, playing solitaire… • •
- 8. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance II. Supervisor’s Role in Performance Management
- 9. 42INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance ROLE OF SUPERVISORS • Supervisors are the critical link between senior leadership and employees. • Both groups look to supervisors to make GSA’s improved performance management system a reality. 18 September 2015 The Criticality of Strong Supervisors
- 10. 44INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance BEING PART OF SOMETHING LARGER • The goal of this course is more than transferring knowledge. It is about behavior change. • Ultimately, our behavior change will drive a change in GSA’s performance management culture. • But changing anything is not usually easy… 18 September 2015 Driving Change in GSA’s Performance Management Culture
- 11. 46INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance PERFORMANCE MANAGEMENT AS A MANAGEMENT FUNCTION • OHRM’s goal is to provide training and support to GSA’s supervisors so that they can create SMART performance plans with their employees. • Training supervisors to partner with their employees has numerous benefits. 18 September 2015 Teaching Supervisors to Fish An upfront investment of time and energy will yield benefits and savings throughout performance management process.
- 12. 48INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance WHAT’S IN IT FOR ME? • Work is hard enough. – What is so compelling that I should spend extra effort on this new initiative? • GSA’s Federal Employee Viewpoint Survey scores has decreased in recent years. – Some of these decreased scores are in the area of Performance Management. • Employee engagement, a heightened connection between Federal employees and their work, their organization, or the people they work for or with, is positively correlated with strong performance management. • Improved performance management, increases employee engagement, and contributes to GSA’s overall success. 18 September 2015 Reasons Supervisors and Employees Should Care About this Work
- 13. 50INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance LEARNING OUTCOMES • Demonstrate an understanding of the importance of cascading goals to create strategic alignment. • Explain to employees the rationale for using strategically aligned, measurable goals for establishing performance expectations. • Create SMART performance plans for yourself and your employees. 18 September 2015 As a Result of Attending This Session, Supervisors Will Be Able To:
- 14. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance III. Foundational Concepts
- 15. 54INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance METAPHOR FOR UNDERSTANDING STRATEGICALLY ALIGNED AND MEASURABLE PERFORMANCE PLANS 18 September 2015 Seeing the Forest AND the Trees
- 16. 56INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance DEVELOPING SMART PERFORMANCE PLANS • Develop SMART Performance Standards – Specific – Measurable – Attainable – Relevant – Time-bound 18 September 2015 SMART Performance Standards Creates Smart Performance Plans
- 17. 58INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance ACTIVITIES VS. ACCOMPLISHMENTS • Activities: Actions taken to produce results. Generally described using verbs. Position descriptions are written with activities. • Accomplishments/ Results/ Products & Services: The products or services (the results) of employee and work unit activities. Generally described using nouns. Activities vs. Accomplishments: The Critical Difference 18 September 2015 Measuring accomplishments, rather than activities, enables supervisors to make meaningful distinctions in performance. Activities Accomplishments
- 18. 60INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 ACTIVITIES VS. ACCOMPLISHMENTS – EXAMPLE • Inspects buildings. • Analyzes specifications to ensure adequacy. • Solicits proposals from non-profit agencies. • Participates in partnering sessions. • Conducts price analyses. • Develops selection criteria. Activities • Building passes code based on specifications. • Proposals received that are within-scope. • Most cost effective system bought after price analysis. • Accurate product procured from product down- selection. • Building inspected. Accomplishments
- 19. 62INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Activity / Accomplishment Activity Accomplishment Trains employees Orderly and complete files A completed case Conducts procurement research Decision reached 18 September 2015 EXERCISE: UNDERSTANDING TERMINOLOGY X X X X X
- 20. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance IV. Three – Phase Model
- 21. 66INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance THREE – PHASE MODEL Phase 3: Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources Phase 1: Strategic Alignment Phase 2: Measurable Performance Plans
- 22. 68INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Phase 1: Strategic Alignment: The Employee Engagement Division EXAMPLE: THE EMPLOYEE ENGAGEMENT DIVISION 1.1 GSA Goals • 3. SERVICE: Deliver excellent customer service • M.1 Deliver a mission ready workforce. Increase employee engagement SSO Goals(OHRM) • Goal 1 - GSA Mission Ready Workforce • Goal 4 - Diverse, High-Performing OHRM Workforce 2nd Level Office Goals (CS) • 1.2 GSA Mission Ready Workforce • 1.3. Improve GSA’s performance management systems including aligning supervisory performance goals to agency performance goals • 1.7. Implement enterprise-wide on-boarding program • 4.2. Align OHRM employee performance management framework and expectations with OHRM strategic goals 3rd Level Office Goals (The Employee Engagement Division) • 1.3. Improve GSA’s performance management systems including aligning supervisory performance goals to agency performance goals • 4.2. Align OHRM employee performance management framework and expectations with OHRM strategic goals 1.2 Planned Work Unit Accomplishments • Implementation Project Plan developed • Performance Management Policy published 1.3 Planned Individual Accomplishments • Implementation Project Plan developed • Performance Management Policy published 1.4 Link planned individual to work unit accomplishments • Are the individual’s accomplishments linked to his/her work unit accomplishments?
- 23. 70INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 Phase 2: Measurable Performance Plans: The Employee Engagement Division EXAMPLE: THE EMPLOYEE ENGAGEMENT DIVISION 2.1 2.2 2.3 2.4 Critical Element & Percent Priority General Measure Specific Measure Performance Standards Feedback Source Level 1 Level 2 Level 3 Level 4 Level 5 Policy Expertise (60%) Quality •Accuracy of PM policy •The quantity or quality of the employee's work is not adequate for the position or organizational needs. •Tasks are not completed with the required accuracy and thoroughness. •Products consistently arrive late or often require major revision because they are incomplete or inaccurate. •Lack of adherence to required procedures, instructions, and formats contribute to inadequate work products. •PM policy published according to OPM regulations. •Accurate and complete PM policy published according to OPM regulations and GSA framework. •In addition to Level 3, appropriate guidance, and job aids developed and posted to InSite to support new policy implementation. •In addition to Level 4, develops accurate and complete supporting HRIT, training requirements that are adopted to support new policy implementation. Audits policy implementation with a PAAT review. •Service Level Agreements •Supervisory review, Framework Review, •OHRM, Customer survey •Regulations Timeliness •PM policy published within project schedule •PM policy published 30 days after timeframe as set by the PM Project plan. •PM policy published within agreed upon time frames as set by the PM Project plan. •PM policy program for implementation published 14 days of agreed upon time frames as set by the PM Project plan. •PM policy program for implementation published 13 or less days of agreed upon time frames as set by the PM Project plan. •PM Project Plan Schedule •Service Level Agreements
- 24. 72INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.1: LOOK AT THE OVERALL PICTURE 18 September 2015 Agency and Office Goals 1.1 GSA Goals SSO 2nd Level Office 3rd Level Office Sample Spreadsheet of OHRM’s goals GSA Annual Performance PlanGSA Strategic Blueprint
- 25. 74INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.1: LOOK AT THE OVERALL PICTURE 18 September 2015 Understanding Direct and Indirect Links to Goals Direct Link Potential Indirect Links Office of Management and Budget Congress
- 26. 76INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXAMPLE: 1.1: LOOK AT THE OVERALL PICTURE 18 September 2015 Agency and Office Goals: The Employee Engagement Division 1.1 GSA Goals • 3. SERVICE: Deliver excellent customer service • M.1 Deliver a mission ready workforce. Increase employee engagement SSO (OHRM) • Goal 1 - GSA Mission Ready Workforce • Goal 4 - Diverse, High-Performing OHRM Workforce 2nd Level Office (CS) • 1.2 GSA Mission Ready Workforce • 1.3. Improve GSA’s performance management systems including aligning supervisory performance goals to agency performance goals • 1.7. Implement enterprise-wide on-boarding program • 4.2. Align OHRM employee performance management framework and expectations with OHRM strategic goals 3rd Level Office (The Employee Engagement Division) • 1.3. Improve GSA’s performance management systems including aligning supervisory performance goals to agency performance goals • 4.2. Align OHRM employee performance management framework and expectations with OHRM strategic goals
- 27. 78INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXERCISE: 1.1: LOOK AT THE OVERALL PICTURE 18 September 2015 Agency and Office Goals 1.1 GSA Goals SSO Goals 2nd Level Office Goals 3rd Level Office Goals
- 28. 80INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 GSA’S STRATEGIC BLUEPRINT
- 29. 82INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 FAS’ STRATEGIC BLUEPRINT
- 30. 84INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 PBS’ STRATEGIC BLUEPRINT
- 31. 86INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 GSA’S STRATEGIC FRAMEWORK FY 2015 GSA Strategic Framework The GSA Mission is to deliver best value in real estate, acquisition, and technology services to government and the American people STRATEGIC GOALS 1. SAVINGS Provide savings to federal departments and agencies 2. EFFICIENCY Improve the efficiency of operations and service delivery 3. SERVICE Deliver excellent customer service PRIORITIES Delivering Better Value and Savings Making a More Sustainable Government Building a Stronger GSA Leading with Innovation Serving Our Partners Expanding Opportunities for Small Businesses STRATEGIC OBJECTIVES AND PERFORMANCE GOALS 1.1 Deliver contracting solutions to generate customer savings Generate savings through Federal Strategic Sourcing Initiative (APG) Reduce the Global Supply blended markup Procure lease space at below industry market rates Realize savings through Integrated Technology Service solutions 1.2 Improve the federal utilization of space Reduce the federal footprint (APG) Reduce vacant space in the government-owned and leased inventory 1.3 Reduce resource use and environmental impact Green the federal supply chain Reduce total energy purchased Reduce water consumption Purchase alternative fuel vehicles Reduce use of petroleum-based fuel Provide useful energy efficiency information and tools to federal agencies 2.1 Increase the efficiency of GSA operations Improve the efficiency of GSA operations Reduce indirect costs Generate sufficient Funds from Operations to effectively operate GSA leased buildings Complete capital projects on schedule (new) Deploy civilian acquisition workforce training courses efficiently Timely award of public sale properties and non-competitive sales and donations 2.2 Enhance asset management Achieve an appropriate return on equity for government-owned properties Provide building cleaning and maintenance at competitive costs 3.1 Enhance relationships with our customers, suppliers and stakeholders Improve customer satisfaction with government-owned and leased space Achieve customer loyalty and supplier satisfaction for acquisition services Implement effective policy initiatives Drive greater transparency and innovation in government Increase citizen engagement with federal agencies 3.2 Support small and disadvantaged business Meet small business prime and subcontracting goals Meet small business targets on Multiple Award Schedules MANAGEMENT OBJECTIVES AND PERFORMANCE GOALS M.1 Deliver a mission ready workforce Reduce the time to hire Increase employee engagement M.2 Streamline information technology and improve data quality and reporting Successfully implement enterprise information technology services
- 32. 88INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.2: Determine Planned Work Unit Accomplishments THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 33. 90INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS • Identifying work unit accomplishments helps supervisors and employees identify appropriate individual performance measures and shifts the focus from activities to accomplishments. • Determine work unit accomplishments by: 1st – Identifying customers 2nd – Charting work flow processes – A.K.A. listing your work unit’s activities 18 September 2015 Identifying Customers and Charting Work Flow Processes
- 34. 92INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 Identifying Customers • Identifying customers first and the work unit’s products second, fits the metaphor of starting with the macro forest view and moving to the trees. 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS
- 35. 94INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • A top-down approach to determining work unit accomplishments is starting with a work unit’s customers. – Customers are the recipients of a work unit’s produces goods and services. – Customers can be internal or external (including regulatory bodies, i.e. Congress). • Questions to ask when identifying customers include: – Who are a work unit’s customers? – What products and/or services do the customers expect? Describe accomplishments not activities. 18 September 2015 Identifying Customers Work Unit Accomplishments Accomplishments Accomplishments Accomplishments Customer Group A Customer Group B Customer Group C Customer Group D 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS
- 36. 96INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXAMPLE: 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS 18 September 2015 Identifying Customers: The Employee Engagement Division 2nd and 3rd-level office goal: • 1.3. Improve GSA’s performance management systems including aligning supervisory performance goals to agency performance goals (e.g., updating policies, training and HRIT) Work Unit Accomplishments Accomplishments Accomplishments Accomplishments OHRM FAS PBS OPM Expected accomplishments within or by the end of the appraisal cycle. – Implementation Project Plan Developed – Performance Management Policy published – Training Implemented – HRIT Implemented
- 37. 98INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 Charting the Work Flow Processes • Identifying work flow processes first and the work unit’s accomplishments as the culmination of those processes, fits the metaphor of starting with the micro tree view and moving up to the forest view. 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS
- 38. 100INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXAMPLE: 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS 18 September 2015 Charting Work Flow Processes: The Employee Engagement Division See next slide for an example of this column • A bottom-up approach to determining work unit accomplishments is charting a work unit’s work flow processes. • Questions to ask when charting work flow processes include: − How does the work unit produce its products or services? − Which are the most important steps (activities) in the work flow process? Activities
- 39. 102INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXAMPLE: 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS (CON’T) • Make a table and fill in all the work unit’s activities. Charting the Work Flow Processes: The Employee Engagement Division Example Activities • Analyze customer requirements • Answer questions from OMB • Brief the Administrator • Conduct workforce planning rsch. • Create communication plan • Design a high-level presentation • Develop a complete draft • Establish project team • Facilitate teleconferences • Finalize training module • Implement training sessions • Invite learners • Read vendor proposals • Review presentation with customer • Revise course based on feedback • Revise policy • Run development test • Schedule rooms
- 40. 104INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 • Group similar activities together. Charting the Work Flow Processes: The Employee Engagement Division Example EXAMPLE: 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS (CON’T) Activities • Implement training sessions • Invite learners • Schedule rooms • Create communication plan • Finalize training module • Revise course based on feedback • Run development test • Develop a complete draft • Review presentation with customer • Design a high-level presentation • Analyze customer requirements • Establish project team Activities • Analyze customer requirements • Answer questions from OMB • Brief the Administrator • Conduct workforce planning rsch. • Create communication plan • Analyze customer requirements • Revise policy
- 41. 106INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 Charting the Work Flow Processes: The Employee Engagement Division Example • Look for patterns to see what the end result, product/ service (accomplishment) is from the activities. • Write the accomplishment that results from these like- minded activities. EXAMPLE: 1.2: DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS (CON’T) Work Unit Accomplishment Training Implemented Activities • Implement training sessions • Invite learners • Schedule rooms • Create communication plan • Finalize training module • Revise course based on feedback • Run development test • Develop a complete draft • Review presentation with customer • Design a high-level presentation • Analyze customer requirements • Establish project team
- 42. 108INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXERCISE: 1.2 DETERMINE PLANNED WORK UNIT ACCOMPLISHMENTS • Identify your work unit’s customers. • Starting with one customer, list all the activities that your work unit performs for this customer. – Group similar activities together. – Look for patterns to help you figure out what the results (accomplishments for that customer.) • Start with accomplishments that support goals and then look at other input sources to determine all work unit accomplishments, including those that support goals driven by other requirements. • Check to ensure that all office goal have at least one accomplishment support it.
- 43. 110INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.3: Determine Planned Individual Accomplishments THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 44. 112INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.3: DETERMINE PLANNED INDIVIDUAL ACCOMPLISHMENTS • Use the activities from 1.2’s Charting the Work Flow Processes and create a list of individual employees’ activities to see how each employee creates a final product or service (accomplishment). 18 September 2015 Individual Activities as Building Blocks for Individual Accomplishments Employee 1 Employee 1 Employee 2 Employee 2 Individual Accomplishment Individual Accomplishment Individual Accomplishment Individual Accomplishment • Activities • Activities • Activities • Activities • Activities • Activities • Activities • Activities • Activities • Activities • Activities • Activities 1. List individual activities which are taken from 1.2. 2. Label the culmination of activities into an accomplishment for one employee. 3. Create a new column for every accomplishment.
- 45. 114INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Wade Wade Mike Mike PM project team is resourced to improve GSA’s PM Program Performance management project team is resourced. PM Policy team is established to develop PM policy requirements. Policy Requirements to support training development are provided. • Shares work with CFO office. • Creates WBS draft with assignments for staff. • Recruits SMEs to draft policy document. • Drafts policy to meet stakeholders’ needs. • Drafts financial spreadsheet. • Works with HR to find appropriate SMEs. • Researches best practices across gov’t. • Collaborates with stakeholders on new requirements • Meets with stakeholders to understand desired outcomes. • Meets with stakeholders to recommend project scope. • Meets with stakeholders to validate project requirements. • Reviews existing training materials. EXAMPLE: 1.3: DETERMINE PLANNED INDIVIDUAL ACCOMPLISHMENTS 18 September 2015 • In addition to using PDs to understand employees’ activities, ask: – What must this employee produce or perform (i.e., accomplish) to support a particular work unit’s accomplishment? Individual Activities as Building Blocks for Individual Accomplishments: The Employee Engagement Division These individual accomplishments will be used in 1.4 and Phase 2.
- 46. 116INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXERCISE: 1.3 DETERMINE PLANNED INDIVIDUAL ACCOMPLISHMENTS • Identify the activities that you work on. Use your PD. • Group similar activities together. • What are your accomplishments (the results of your activities)?
- 47. 118INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.4: Link Planned Individual to Work Unit Accomplishments THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 48. 120INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 1.4: LINK PLANNED INDIVIDUAL TO WORK UNIT ACCOMPLISHMENTS • Going from the top-down, the work unit’s accomplishments from 1.2 are comprised of the individual accomplishments from 1.3, which are made up of individual activities. 18 September 2015 Top (1.2) to Bottom (1.3) = 1.4 This is a work unit accomplishment from 1.2. These are the individual activities from 1.3. These are the individual accomplishments from 1.3. Training Implemented Wade Mike Performance management project team is resourced. Policy Requirements to support training development are provided. .• Creates WBS draft with assignments for staff. • Works with HR to find appropriate SMEs. • Meets with stakeholders to understand desired outcomes. • Drafts policy to meet stakeholders’ needs. • Collaborates with stakeholders on new requirements • Reviews existing training materials.
- 49. 122INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • Going from the bottom up, individual activities grouped together comprise individual accomplishments from 1.3. Individual accomplishments grouped together form work unit accomplishments from 1.2. 18 September 2015 Bottom (1.3) to Top (1.2) = 1.4 This is a work unit accomplishment from 1.2. These are the individual activities from 1.3. These are the individual accomplishments from 1.3. Training Implemented Wade Mike Performance management project team is resourced. Policy Requirements to support training development are provided. .• Creates WBS draft with assignments for staff. • Works with HR to find appropriate SMEs. • Meets with stakeholders to understand project requirements. • Drafts policy to meet stakeholders’ needs. • Collaborates with stakeholders on new requirements • Reviews existing training materials. 1.4: LINK PLANNED INDIVIDUAL TO WORK UNIT ACCOMPLISHMENTS
- 50. 124INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance REALITY CHECK 18 September 2015 • Try not to get distracted by the colors, graphics and animation. Keep sight of the main points: – Strategic alignment links GSA’s goals to an employee’s work. – Measurable performance plans includes Specific, Measurable, Attainable, Relevant, Time-bound accomplishments can be measured. Lots of Graphics But Only a Few Main Points
- 51. 126INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance THE HEART OF 1.4 18 September 2015 Strategic Alignment Check • Is the strategic alignment that I have created correct? How do I know? • Will my accomplishments get me/my work unit closer towards goal accomplishment?
- 52. 128INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXERCISE: 1.4: LINK PLANNED INDIVIDUAL TO WORK UNIT ACCOMPLISHMENTS • Working from the top-down or the bottom up, link individual accomplishments to work unit accomplishments. • Does the cascade make sense? Ask yourself: – Is the strategic alignment that I have created correct? How do I know? – Will my accomplishments get me/my work unit closer towards goal accomplishment?
- 53. 132INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.1: Convert Accomplishments into Critical Elements and Indicate Priority THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 54. 134INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.1: CONVERT ACCOMPLISHMENTS INTO CRITICAL ELEMENTS AND INDICATE PRIORITY • Critical elements are work assignments or responsibilities of such importance that unacceptable performance on the element would result in a determination that an employee’s overall performance is unacceptable. – In plain language, critical elements are the things you need to do so you don’t get fired! 18 September 2015 Determining Critical Elements Think of critical elements as “what” you do and performance standards (2.3) as “how” you do them.
- 55. 136INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • Determining critical elements can be easy. – Review individual’s accomplishments from 1.3. – Ask yourself, “What are the logical buckets or categories that this employee’s work fits into? Examples include (but are not limited to): 18 September 2015 Determining Critical Elements (con’t) Acquisition Expertise (or another kind of technical expertise) Consultation Customer Service Financial Planning Financial Reporting Invoicing Leading Change Leading People Managing and Controlling System Security Oral and Written Communication Procurement expertise Project management Supervision System Analysis System Development System Maintenance System Operation Technical Support 2.1: CONVERT ACCOMPLISHMENTS INTO CRITICAL ELEMENTS AND INDICATE PRIORITY
- 56. 138INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • The second part of 2.1 is determining what percentage to assign to each critical element. All the percentage scores from all the critical elements must add up to 100%. • There is no one formula for determining what percentage to assign to each critical element • For the supervisor when prioritizing critical elements for him/herself: – A strategy is to weight all critical elements evenly. – Another strategy is to weight the critical elements based on how important they are to achieving your goal. • For the supervisor, when prioritizing critical elements for an employee: – A strategy is to weight all critical elements evenly. – A strategy is to weight the critical elements so that they accurately reflect an employee’s expected accomplishments. 18 September 2015 Assigning a Priority Percentage to Each Critical Element 2.1: CONVERT ACCOMPLISHMENTS INTO CRITICAL ELEMENTS AND INDICATE PRIORITY
- 57. 140INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXAMPLE: 2.1: CONVERT ACCOMPLISHMENTS INTO CRITICAL ELEMENTS AND INDICATE PRIORITY Critical Element and Priority Percentage General Measure Specific Measure Policy Expertise (60%) Customer Relations (20%) Oral & Written Communication (10%) Team Building (10%) 2.1 2.2 (discussed next) Critical Elements and Priority Percentages for One Employee: The Employee Engagement Division
- 58. 142INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXERCISE: 2.1: CONVERT ACCOMPLISHMENTS INTO CRITICAL ELEMENTS AND INDICATE PRIORITY Two Parts • Determine your critical elements. • Determine priorities of each critical element and assign a percentage to indicate importance.
- 59. 144INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.2: Determine General and Specific Measures THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 60. 146INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.2: DETERMINE GENERAL AND SPECIFIC MEASURES • General and Specific measures are yardsticks used to determine how well work units and employees produce or provide products or services. • Before developing specific measures or performance, first determine what general measures apply to each measure of performance. 18 September 2015 General Measures of Performance General measures of performance Cost- effectiveness Quality Quantity Timeliness
- 61. 148INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • After general measures have been determined, figure out how to measure them. – If you can measure an accomplishment with numbers, record the form of measurement. – If you can only describe performance (i.e., observe and verify), clarify who will appraise the performance and the factors they will appraise. • For each specific measure, ask: 1. How could quality, quantity, timeliness, and/or cost-effectiveness be measured? 2. Is there some number or percent that could be tracked? 3. If the element does not lend itself to being measured with numbers and can only be described, ask: − Who could evaluate that the element was done well? − What factors would they look for? 18 September 2015 Specific Measures of Performance 2.2: DETERMINE GENERAL AND SPECIFIC MEASURES
- 62. 150INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • The list of verbs/terms below can be used to describe each measure. – This is not an exhaustive list. 18 September 2015 Verbs/Terms that Define Measures 2.2: DETERMINE GENERAL AND SPECIFIC MEASURES Cost-effectiveness Dollar savings or cost control for the Government. Quality How well the employee performed the work, how thorough the work was and/or the accuracy or effectiveness of the final product. Quantity How much or how many of something Timeliness How quickly, when, or by what date the employee produced the work. • Amount of cost avoided • Amount of money saved • Execution within budget • Accurate • Appearance • Clear • Complete • Comprehensive • Consistent • Effective • Grammatically-correct • Impactful • Mature/Final • Perception • Precise • Usable • Useful • Number of XXX completed • Percentage of XXX completed • Execution within time frame • Within what timeframe/time cycle • How quickly • What date • How soon
- 63. 152INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXAMPLE: 2.2: DETERMINE GENERAL AND SPECIFIC MEASURES 18 September 2015 Table with General and Specific Measures: The Employee Engagement Division 2.2 2.1 Critical Element and Priority Percentage General Measure Specific Measure Policy Expertise (60%) Quality • Accuracy of PM policy Timeliness • PM policy program published within project schedule Customer Relations (20%) Quality • Makes recommendations based on internal/external changes in business needs/requirements that may indicate the need for the development or elimination of GSA policy and or programs. • Ensures that customer/employee perspectives are heard and responds appropriately. Timeliness • Responds to customer/co-worker inquiries in an accurate and timely manner. Oral & Written Communication (10%) Quality • Communicates information orally in an understandable manner. • Prepares original written materials using proper grammar, punctuation, and spelling. Team Building (10%) Quality • Increased collaboration among customers and team members in accomplishing tasks. "Team Work"
- 64. 154INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXERCISE: 2.2 DETERMINE GENERAL AND SPECIFIC MEASURES Writing General and Specific Measures General Measures • What general measures will you use to measure individual accomplishments? Specific Measures • What specific measures will you use to measure individual accomplishments? Critical Element and Priority Percentage General Measure Specific Measure 2.1 2.2
- 65. 156INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.3: Develop Performance Standards THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 66. 158INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.3: DEVELOP PERFORMANCE STANDARDS • Performance standards are management-approved expressions of the performance threshold(s), requirement(s), or expectation(s) that employees must meet to be appraised at particular levels of performance. • GSA uses a 5-level system for rating performance. – Level 5: Meets and consistently exceeds performance expectations as described in Level 3. – Level 4: Meets and often exceeds performance expectations as described in Level 3. – Level 3: Meets performance expectations. – Level 2: Partially meets performance expectations as described in Level 3. – Level 1: Does not meet performance expectations as described in Level 3. 18 September 2015 Writing Performance Standards Think of critical elements as “what” you do and performance standards as “how” you do them.
- 67. 160INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance • To write performance standards, start with an employee’s PD. The activities mentioned in the PD describe Level 3 (Fully Successful) activities. Convert these activities into accomplishment. – If a specific measure for an element is numeric, for example, list the units to be tracked and determine the range of numbers that represents Level 3 (Fully Successful) performance. – If the specific measure is descriptive, identify the appraiser(s) who would evaluate performance, list the factors that the evaluator(s) would look for, and determine what he or she would see or report that verifies that Level 3 (Fully Successful) performance for that element had been met. • Once Level 3 performance standards are written, create performance standards for levels 2, 4, and 5. 18 September 2015 Writing Performance Standards (con’t) 2.3: DEVELOP PERFORMANCE STANDARDS
- 68. 162INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 HIDDEN SLIDE used for notes page 2.3: DEVELOP PERFORMANCE STANDARDS Writing Performance Standards (con’t) • Performance standards should be quantifiable and verifiable – Do not include standards that cannot be measured. – “…I’ll know it when I see it…” (Supreme Court Justice Potter Stewart) • Avoid absolute terms. • Avoid backward standards. • Avoid “double-barreled” standards.
- 69. 164INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance CONTINUING TO USE THIS METAPHOR 18 September 2015 First the Forest, Then the Trees, Then the Forest Again 1.1: The Overall Picture 1.3: Planned Individual Accomplishments • When creating performance standards, refer back to Phase 1. • Ask yourself, “How are these standards going to help employees meet and exceed these goals?”
- 70. 166INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXAMPLE OF PERFORMANCE STANDARD STATEMENTS • Below is a table of generic performance standard statements. ‒ This is not an exhaustive list. 18 September 2015 Cost-effectiveness Quality Quantity Timeliness • Maintains or reduces unit expenditures. • Stays within budgets. • Reduces the time it takes to provide “X” service by __%. • Spends no more than “$__” per program. ƒ • Reduces waste by __% • Adheres to standards established by (describe expectation). • In compliance with specifications. • As measured by customer feedback indicating satisfaction. • Reduced error rate (or rework) by __%. • At least “x” “phone calls” per day ƒ • A minimum of “x” per week/month. • Increases (or decreases) number of __by 10%. • Receives no more than 2 grievances per 1,000 employees • Maintains cycle time (e.g., weekly, monthly, quarterly) of __. • Submits reports on time at end of each quarter. • Meets deadlines by__. • Talking points are submitted in time for supervisor or higher level official to prepare for critical meetings and policy discussion. • “In a timely manner” is not specific!
- 71. 168INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXAMPLE: 2.3: DEVELOP PERFORMANCE STANDARDS Writing Performance Standards: The Employee Engagement Division Critical Element & Percent Priority General Measure Specific Measure Performance Standards Feedback Source Level 1 Level 2 Level 3 Level 4 Level 5 Policy Expertise (60%) Quality •Accuracy of PM policy •The quantity or quality of the employee's work is not adequate for the position or organizational needs. •Tasks are not completed with the required accuracy and thoroughness. •Products consistently arrive late or often require major revision because they are incomplete or inaccurate. •Lack of adherence to required procedures, instructions, and formats contribute to inadequate work products. •PM policy published according to OPM regulations. •Accurate and complete PM policy published according to OPM regulations and GSA framework. •In addition to Level 3, appropriate guidance, and job aids developed and posted to InSite to support new policy implementation. •In addition to Level 4, develops accurate and complete supporting HRIT, training requirements that are adopted to support new policy implementation. Audits policy implementation with a PAAT review. •Service Level Agreements •Supervisory review, Framework Review, •OHRM, Customer survey •Regulations Timeliness •PM policy published within project schedule •PM policy published 30 days after timeframe as set by the PM Project plan. •PM policy published within agreed upon time frames as set by the PM Project plan. •PM policy program for implementation published 14 days of agreed upon time frames as set by the PM Project plan. •PM policy program for implementation published 13 or less days of agreed upon time frames as set by the PM Project plan. •PM Project Plan Schedule •Service Level Agreements
- 72. 170INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXAMPLE: 2.3: DEVELOP PERFORMANCE STANDARDS Critical Element & Priority % Performance Standards Level 2 Level 3 Level 4 Level 5 Customer Relations (20%) • Customer’s business model and needs are understood. • Assistance is provided in developing solutions to customer problems. • A polite, professional manner is demonstrated. • Understanding of the customer’s business model is demonstrated. • Expertise about HR topics is actively shared with customers. • Solutions that support the customer’s business objectives are proactively developed. • A polite, professional, interested, and encouraging manner when listening to others is consistently demonstrated. • Expertise for customers about the current and future implications of HR business decisions are provided. • Customer’s requirements and structures to improve customer’s ability to achieve timely business outcomes are anticipated and validated. • Customer receives support from initial contact through resolution/results. • A polite, professional, interested, and encouraging manner when listening to others is consistently demonstrated. • A customer satisfaction score of 80 or higher is received. • In addition to Level 4, customers were engaged as a valued partner. • Measurable contributions made to customer’s strategic direction. • Sought out for recognized expertise in achieving customer business outcomes (i.e., the "go to person"). • A polite, professional, interested, and encouraging manner when listening to others is consistently demonstrated. • Colleagues are trained in employee’s method for successfully dealing with customers. • A customer satisfaction score of 81 or higher is received. • Routine inquiries from customers, clients, and co-workers are responded to in an accurate manner. • Routine inquiries from customers, clients, and co-workers are responded to in an accurate and timely manner (e. g. acknowledges receipt or responds to phone calls and emails within 2 business hours). • Research is performed allowing problems to be solved. • Routine inquiries from customers, clients, and co-workers are responded to in an accurate and timely manner (e. g. acknowledges receipt or responds to phone calls and emails within 1 business hours). • Research is performed and an effort is made for problems to be solved. • On own initiative, complex inquiries from customers, clients, and co-workers are responded to in an accurate and timely manner (e. g. acknowledges receipt or responds to phone calls and emails within 1 business hours). • Research is performed and an outstanding effort is made for problems to be solved. Oral & Written Communicati on (10%) • Information is communicated in an organized and understandable manner. • Written materials are usually prepared with correct grammar, punctuation, and spelling. • In addition to information being communicated in an organized and understandable manner, an interest and understanding is exhibited to the requestor. • Written materials are consistently prepared with correct grammar, punctuation, and spelling. • In addition to information being communicated in an organized and understandable manner, an interest and understanding is exhibited to the requestor. • As applicable, references are provided to support requests. • In addition, to level 3 appropriate templates and formats are utilized. • In addition to level 4, various modes and methods are utilized as applicable (power point, meeting space, telepresence) to maximize understanding and validate customer understanding. • In addition, to level 4, the employee goes beyond the routine and clients/co-workers are provided with fact-based, comprehensive, and pertinent researched recommendations consistent with applicable policy, procedures, laws, and regulations. • Client’s needs are consistently addressed spontaneously or ahead of agreed-upon deadlines. Team Building (20%) • Customers/co-workers are collaborated with to accomplish tasks • Research is performed and an effort to solve problems and/or assist customers/co-workers in performing tasks is made. • Customer/co-workers are collaborated with to accomplish tasks accurately and in a timely manner. • Accurate research is performed and an effort to solve problems and/or assist customers/co-workers in accomplishing tasks is made. • In addition to Level 3, additional assignments are proactively taken on • Customer/co-workers are trained on how to perform a task or use a system. • In addition to Level 4, works with customer/co- workers on his/her own initiative and often ahead of schedule. • Actively listening, articulate responses and calm demeanor are routinely exhibited qualities. *_2.2 (General and Specific Measures) are not shown ONLY to save space
- 73. 172INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 Critical Element and Priority Percent age General Measure Specific Measure Performance Standards Feedback SourceLevel 2 Level 3 Level 4 Level 5 EXERCISE: 2.3 DEVELOP PERFORMANCE STANDARDS 2.1 2.2 2.3 2.4 (discussed next)
- 74. 174INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.4 Identify Feedback Sources THREE – PHASE MODEL Phase 3. Validation 18 September 2015 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 75. 176INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 2.4: IDENTIFY FEEDBACK SOURCES • Appraising performance means measuring performance and providing feedback. • In addition to formal reviews, supervisors should provide informal feedback frequently. • 2.4 is important because you may have developed great performance standards only to find that they are too difficult, too costly, or too costly to measure. 18 September 2015 Identifying Feedback Sources Potential feedback sources • Dashboard meetings • Emails as audit trails • Performance metric results • Project plan • Regulatory agencies • Salesforce reports • Supervisor • Survey results • Weekly reports • Customer satisfaction survey
- 76. 178INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXAMPLE: 2.4: IDENTIFY FEEDBACK SOURCES 18 September 2015 2.1 2.2 2.4 *_2.3 is not shown ONLY to save space Critical Element and Priority Percentage General Measure Specific Measure Feedback Sources Policy Expertise (60%) Quality • Accuracy of PM policy • SLAs • Supervisory review • Framework Review • OHRM, Cust. survey • Regulations Timeliness • PM policy program published within project schedule • PM Project Schedule • SLAs Customer Relations (20%) Quality • Makes recommendations based on internal/external changes in business needs/requirements that may indicate the need for the development or elimination of GSA policy and or programs. • Ensures that customer/employee perspectives are heard and responds appropriately. • Supervisor, employee, customer surveys Timeliness • Responds to customer/co-worker inquiries in an accurate and timely manner. • Supervisor, employee, customer surveys Oral & Written Communication (10%) Quality • Communicates information orally in an understandable manner. • Prepares original written materials using proper grammar, punctuation, and spelling. • Supervisor, employee, customer surveys Team Building (10%) Quality • Increased collaboration among customers and team members in accomplishing tasks, "Team Work" • Supervisor, employee, customer surveys Feedback Source Column: The Employee Engagement Division
- 77. 180INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 EXERCISE: 2.4 IDENTIFY FEEDBACK SOURCES Critical Element and Priority Percent age General Measure Specific Measure Performance Standards Feedback SourceLevel 2 Level 3 Level 4 Level 5 2.1 2.2 2.3 2.4
- 78. 182INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Phase 3: Validation THREE – PHASE MODEL Phase 3. Validation 1.1 Look at the overall picture 1.2 Determine planned work unit accomplishments 1.3 Determine planned individual accomplishments 1.4 Link planned individual to work unit accomplishments 2.1 Convert accomplishments into critical elements and indicate priority 2.2 Determine general and specific measures 2.3 Develop performance standards 2.4 Identify feedback sources
- 79. 184INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXERCISE: PHASE 3: VALIDATION • Are the measures: – Specific – Measurable – Attainable – Relevant – Time-bound 18 September 2015 SMART • Are the standards challenging? – Does the work unit or employee need to exert a reasonable amount of effort to reach the fully successful performance level? • Are the standards fair? – Are they comparable to expectations for other employees in similar positions? – Do they allow for some margin of error? • Will work units and employees understand what is required? Other Useful Checklist Questions While you will be anxious to finish this work, be sure to make time and check your work. The time you spend checking it now, will pay off later!
- 80. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance Interlude
- 81. 188INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance CALCULATING RATINGS 18 September 2015 Summary Rating Critical Element Level 5 •Level 5 is assigned if 70% of the total critical element weights is rated at Level 5, and no critical element is rated below Level 3. Level 4 •Level 4 is assigned if 60% of the total critical element weights is rated at Level 4 or above, but does not meet the 70% rule for assigning a Level 5 summary rating; and no critical element is rated below Level 3. Level 3 •Level 3 is assigned if 50% of the total critical element weights is rated at Level 3 or above, but does not meet the 60% rule for assigning a Level 4 summary rating; and none are rated below Level 3. Level 2 •Level 2 is assigned if one critical element is rated at Level 2. Level 1 •Level 1 is assigned if one critical element is rated at Level 1. Calculating Ratings
- 82. INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance V. Next Steps
- 83. 192INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance REVIEWING THE COURSE 18 September 2015 A Top-Down and Bottom-Up Point of View • Strategic alignment – “line of sight” • Measurable employee performance plans • Demonstrate an understanding of the importance of cascading goals to create strategic alignment. • Explain to employees the rationale for using strategically aligned, measurable goals for establishing performance expectations. • Create SMART performance goals for yourself and your employees. Learning Outcomes
- 84. 194INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance THE GOAL IS CHANGE IN GSA’S PERFORMANCE MANAGEMENT CULTURE • This training is one part of a larger Performance Management System. • The goal of this training is not knowledge. We are ultimately seeking behavior change. • Supervisors are on the front lines for changing GSA’s performance management culture. • The first rule for changing our performance management culture is to start now. • Supervisors are not alone in this work. Partner with OHRM for help and support. 18 September 2015 Learning as a Means to an End
- 85. 196INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 Enabling a Change in Our Performance Management Culture NEXT STEPS PHASE TASK WHO DOES WHAT NEEDED MATERIALS 1.1: Look at the Overall Picture • Develop strategically aligned goals started from the highest levels of the agency to your work unit • Supervisor creates cascaded goals • Supervisor shares with employees to ensure they understand • GSA Strategic Blueprint • GSA Strategic Framework • SSO’s goals • 2nd and 3rd level office goals 1.2: Determine planned work unit accomplishments • Identify and record the products and services your work unit produces Two options: 1. Supervisor creates work unit accomplishments and shares with employees. 2. Employees collaborate and draft work unit accomplishments. • Relevant customer documents • Examples of work unit products • Position description • Performance plan • Organizational goals 1.3: Determine planned individual accomplishments • Identify and record the products and services that you produce • Employees are encouraged to draft individual accomplishments and share with supervisor • Supervisor reviews, edits, and approves • Ultimate responsibility is with the supervisor • Position description • Performance plan • Work unit goals 1.4: Link planned individual accomplishments to work unit accomplishments • Ensure that your individual accomplishments support your work unit’s accomplishment. • Supervisor talks with employee to ensure s/he understands strategic alignment. • Materials from 1.1 – 1.4.
- 86. 198INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance NEXT STEPS (CON’T) 18 September 2015 Enabling a Change in Our Performance Management Culture PHASE TASK WHO DOES WHAT NEEDED MATERIALS 2.1: Convert accomplishments into critical elements and percent priorities • Bucket your individual accomplishments into critical elements and decide what percent they should be prioritized as. • Employees draft individual critical elements and priorities and share with supervisor • Supervisor reviews, edits, and approves • Position description • Performance plan • Job Aid: Manager’s Guide for Developing Effective Performance Plans* 2.2: Determine general and specific measures • Determine what general measures your critical element can be measures by. • Determine specific measures for your critical elements • Employees draft general and specific measures and share with supervisor • Supervisor reviews, edits, and approves • Position description • Performance plan • Job Aid: How to Set Effective Goals v4** 2.3: Develop performance standards • Develop five levels of performance standards. • Employees draft performance standards and share with supervisor • Supervisor reviews, edits, and approves • Position description • Performance plan 2.4: Identify feedback sources • Create feedback sources for your performance standards • Employees suggest feedback sources and share with supervisor • Supervisor reviews, edits, and approves • Position description • Performance plan • Job Aid: How to Set Effective Goals v4
- 87. 200INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance 18 September 2015 NEXT STEPS (CON’T) PHASE TASK WHO DOES WHAT NEEDED MATERIALS 3: Validation • Check the entire plan to ensure that it is strategically aligned measured employee’s accomplishments • Supervisor checks employee’s performance plan, makes edits and submits for final approval • Appendix B in the Learner Guide, Writing SMART Performance Plans Once the Draft Performance Plan is Complete • Although not a current requirement, supervisor can submit their employees’ plans to a 2nd-level supervisor for approval. • N/A Communicating with Employees • Supervisor has a conversation with his/her employee about the approved performance plan. • Supervisor ensures that the employee understands the expected work and measurement ratings. • Job Aid: Preparing for an Effective Mid and End-of- Year Performance Discussion with your Supervisor v4* • Job Aid: A Guide to Setting Clear Expectations v4** • Job Aid: Tips for Providing Effective Ongoing Feedback v4*** • Job Aid: Recognizing On-the-Job Development v4**4 • Job Aid: Soliciting Feedback from Your Managers and Peers v4**5 • Job Aid: How to Have a Performance Discussion with an Employee v4**6 • Job Aid: Appraising Objectively and Fairly v4**7 Enabling a Change in Our Performance Management Culture
- 88. 202INSTRUCTOR GUIDE: Creating Strategic Alignment for Measuring Employee Performance EXERCISE: ACTION PLAN 18 September 2015 • As a result of this training, what three – five things are you going to do: – Immediately – Within the next 5 business days – Within the month – Within the next two – four months • What resources/assistance do you need to complete your actions? • How will you measure success? Driving Behavior Change Timeframe Action Items Assistance Needed Measure of Success