Driving Organizational Results

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Module Objectives

• Introducing a New Day in Executive Leadership!
• Todays Workshop will cover
• Why a new Performance Management System and why
  now?
• Whats new in Performance Management?
• How to align your results with organizational
  results.
• How to develop SMART-Q Performance Requirements.
• Tips to build a strong career.
• How to obtain financial rewards that reflect your
  results.
• How to develop the future leaders of DoD.

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Regulatory Drivers

• Chapter 43 of Title 5, United States Code
• Provides for performance management for the
  Senior Executive Service (SES), the establishment
  of SES performance appraisal systems, and
  appraisal of senior executive performance.
• Executive performance management systems must
  hold senior executives accountable for their
  individual and organizational performance.
• Under this guidance, DoD establishes a pay for
  performance system, defined in Subchapter
  (SC)920, with focus on strong principles of
  performance management.
• A performance culture that encourages a
  results-driven executive workforce by creating a
  direct link between the results you achieve and
  your pay and rewards.

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Whats New in Performance Management?

• New system provides an equitable method for
  appraising and compensating executives.
• A critical component in developing a high
  performance workforce.
• Provides you with the authority, control, and
  flexibility you need to accomplish the
  organizations mission and strategic goals.
• Reinforces the value of joint-duty,
  enterprise-wide experience among the executive
  cadre.

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New Pay-for-Performance System

• A new way to reward superior performance!
• A system designed to help you get the most out of
  your career with DoD.
• Recognizes that our most important asset is
  senior leadership.
• You drive the organization to accomplish
  extraordinary results.
• It is under your leadership that DoD remains a
  high performance organization.

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New Features

• Align your performance requirements with the QDR
  and focus on organizational results.
• Developing your Performance Plan is a
  collaborative effort between you and your Rating
  Official.
• Because your Performance Plan is based on your
  results, you know you will be properly evaluated
  and rewarded.
• Meaningful performance discussion will occur
  throughout the performance cycle and focus on
  executive development.
• Achieving executive performance requirements is a
  high-bar standard.
• Makes meaningful distinctions in performance base
  upon individual and organizational results.

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Benefits to You

• Tools to showcase your results.
• Means to reward your top performers.
• Recruit new talent and retain valuable employees
  motivated to work for an organization that
  rewards top performance.
• Showcase your projects to build support for
  future funding.

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Executive Performance Management CycleAt a Glance
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Performance Plan Meeting
Old Way
New Way
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Performance Elements for SES

• Leadership/Supervision (Mandatory)
• Mandatory Performance Requirements
• Subordinate employee Performance Plans are
  aligned with organizational goals appraised
  realistically against clear, measurable standards
  of performance.
• Employee views are considered in achieving
  organizational results.
• Executive achieves results in promoting equal
  opportunity, affirmative action, and diversity in
  the performance of responsibilities.
• Contribution to Mission Accomplishment
  (Mandatory)
• Customer Care (Mandatory)

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Performance Elements for SESContinued

• Communications
• Cooperation/Teamwork
• Resource Management
• Technical Competence/Problem-Solving

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Performance Elements forSenior Professionals

• Technical Competence/Problem-Solving (Mandatory)
• Contribution to Mission (Mandatory)
• Customer Care (Mandatory)
• Leadership/Supervision
• Mandatory when position is Supervisory
• Must include the 2 mandatory Performance
  Requirements
• Employee Alignment and Workforce Diversity
• Resource Management
• Communications
• Cooperation/Teamwork

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Performance Requirements

• Written statement of results you expect to
  achieve during the Performance Appraisal period.
• Typically between one and four Performance
  Requirements per Performance Element.
• Describe what is expected and how it is to be
  accomplished.
• Written to an Achieves Expectation level of
  performance.
• Achieved Expectations is a high-bar standard
  for those who deliver expected, customary results
  of high quality and creativity.
• Higher performance standards are reserved for
  breakthroughs in performance uncommon,
  extraordinary or unexpected results.

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Performance Rating Levels
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SMART-Q Framework

• Elements of the SMART-Q Framework
• Specific
• Measured
• Aligned
• Realistic
• Timeframe
• Quality

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SMART-Q Framework S

• Specific
• Clear, concise statement of what is being
  measured.
• Observable outcome or achievement.
• Ask yourself
• What am I responsible for accomplishing?
• What will be achieved?
• What is the expected result?
• How will this drive organizational success?

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SMART-Q Framework M

• Measurable
• Result is observable or verifiable.
• Does a method, procedure or standard exist to
  assess and record the result of the requirement?
• If no standard of measurement exists, you need to
  create one. Consider how you will know if you are
  closer to attaining your desired result.
• Ask yourself
• How is my work measured?
• What standard is being used to determine if the
  requirement has been achieved?

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SMART-Q Framework A

• Aligned
• A clear, direct connection exists between my
  requirements and the QDR.
• Ask yourself
• Does this requirement support the QDR and/or my
  organizational goals?
• If this requirement is not met, what is the
  impact to the organization?
• What priority or objective is my work aligned
  with?

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SMART-Q Framework R

• Realistic
• The outcome must be achievable with the resources
  and personnel available.
• Is it within your control and responsibility?
• Ask yourself
• Do I need to plan on additional resources to meet
  this requirement?
• Is this a realistic goal given the organizations
  mission?
• Is the achievement of this goal under my control?

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SMART-Q Framework T

• Timed
• Timeframe needed to complete the requirement
• Ask yourself
• Have I included a realistic timeframe for all
  variables identified at this time?
• Have I included time to resolve potential
  obstacles?
• Did I specify when the outcomes will be achieved?
• Do I need to break the project into milestones to
  identify an appropriate timeframe?

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SMART Q Framework Q

• Quality
• Assesses how well you completed the requirement
• Ask yourself
• How do I know how well I completed the work?
• Is there a governing body that can identify the
  quality of my work?
• Are there functional experts that can attest to
  the quality of my results?

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Sample Requirement Policy Development

• Develop policy within area of responsibility
  that is technically sound, legally compliant,
  fiscally responsible, completed within the
  defined timeframe, supports the mission of DoD,
  and includes input from appropriate stakeholders.
• Add specifics to make it SMART-Q. Ask yourself
• Is policy development separate from policy
  approval?
• Is policy approval separate from policy
  implementation?
• What am I responsible for during this rating
  cycle?
• How will this contribute to organizational
  success?

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Sample Requirement Ad Hoc Responsibilities

• As issues arise within areas of
  responsibility design technically sound, legally
  compliant, fiscally responsible solutions as
  agreed to by the rating official and other key
  programmatic stakeholders that support the
  mission of DoD. Specific quality measures and
  timelines will be defined as issues are
  presented.
• Add specifics to make it SMART-Q. Ask yourself
• Is this a day-to-day ad hoc issue or is this a
  substantial aspect of my work.
• What am I responsible for during this rating
  cycle?
• How will this contribute to organizational
  success?

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ExerciseDefine Your Requirements

• Specific Clear, concise statement of what is
  being measured
• Measured Standard being used to measure the
  outcome
• Aligned Your requirements support
  organizational goals
• Realistic Attainable result within the
  timeframe
• Timeframe When the result will be accomplished
• Quality Standard being used to identify the
  quality of the result

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Requirements Writing Discussion

• What was easy?
• What helped?
• What are the lessons learned?

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Resources

• SES Website (Includes SC 920)
• www.cpms.osd.mil/sespm
• Executive Performance in the 21st Century A
  Guide to Driving Organizational Results
• Executive Management Development Office

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Questions