Employee Performance Communication System

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Employee Performance Communication System

• SUMMARY OF PROGRAM CHANGES
• Presenter Bernadette Fowler
• 2007

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Background

• 2004-2005 NASA/Centers implemented a three-level
  performance appraisal program focusing on results
  and cascaded goals.
• Fall 2005 Agency-led focus groups to determine
  concerns with the three-level program.
• In 2006 NASA led a performance management
  workshop with stakeholders from all Centers, and
  made policy changes.

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Background
Goals of Revised Program
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Current vs. New
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Current vs. New
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Strategic Management and Governance Handbook (NPD
1000.0)
Goal 3 Develop a balanced overall program of
science, exploration, and aeronautics consistent
with the redirection of the human space flight
program to focus on exploration 3.1 Study earth
from space to advance scientific understanding
and meet societal needs 3.2 Understand the sun
and its effects on earth and the solar
system 3.3 Advance scientific knowledge of the
solar system, search for evidence of life, and
prepare for human exploration 3.4 Discover the
origin, structure, evolution, and destiny of the
universe, and search for Earth-like planets.
Goal 6 Establish a lunar return program having
the maximum possible utility for later missions
to Mars and other destinations.
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Program/Project/Functional Objective (PPFO)

• The Program/Project/Functional Objective (PPFO)
  Element
• Is the critical element that holds the employee
  accountable for achieving measurable results.
• Must address the primary work assignment.
• Must align with the performance goals and
  objectives of the employees organization in
  order to establish the required alignment to the
  Strategic Plan.
• Identifies the relevant Agency-level goal.

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Current vs. New
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Element Rating Definitions
SIGNIFICANTLY EXCEEDS
Performance that consistently exceeds the
performance standards to an exceptional degree
for the element.
Performance that consistently exceeds the
performance standards to a high degree for the
element.
EXCEEDS
Performance that fully and consistently meets the
performance standards identified for the element.
MEETS
NEEDS IMPROVEMENT
Performance that does not fully meet the
performance standards for the element.
Performance that fails to meet the established
performance standards for the element.
FAILS TO MEET
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Current vs. New
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Summary Rating Definitions
DISTINGUISHED
Performance when all elements are rated
Significantly Exceeds.
Performance when all elements are rated no lower
than Exceeds Expectations.
ACCOMPLISHED
Performance when no element is rated below Meets
Expectations.
FULLY SUCCESFUL
Performance when any element is rated below
Meets and no critical element is rated Fails to
Meet.
NEEDS IMPROVEMENT
Performance when any critical element is rated
Fails to Meet Expectations.
UNACCEPTABLE
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SUPERVISORY APPRAISAL
When appraising a supervisors performance, the
rating official must seek and consider
employees and customers perspectives.
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Employee/Customer Perspective
ACCEPTABLE METHODS

• Employee Perspective
• Surveys, e.g., Supervisory Feedback Tool
• Focus Groups
• Discussions
• Customer Perspective
• Surveys
• Meetings or other methods that provide for
  customer input or involvement

CONTACT THE OFFICE OF HUMAN CAPITAL MANAGEMENT
FOR ASSISTANCE.
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Current vs. New
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Current vs. New
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Results of Performance Appraisal
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Responsibilities
Employees

• Participate in the development of annual
  performance plans and ensure understanding of
  performance expectations.
• Recognize how your performance support Program
  goals via alignment using the PPFO element.
• Discuss professional developmental needs.
• Sign performance plan establishing effectiveness
  and confirm an individual development plan was
  offered.
• Provide accomplishments and developmental needs
  for discussion at mid-year progress review
  ongoing.
• Provide accomplishments for performance appraisal
  discussion, participate in discussion and sign
  the plan form.
• In case of disagreements about the performance
  appraisal rating, request reconsideration within
  15 calendar days.

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Responsibilities
Rating Official (1st Level)

• Develop annual performance plans.
• Identify alignment with Agency/Center goals using
  the PPFO element.
• Provide informal feedback and mid-year progress
  review.
• Develop subordinates professional competencies.
• Consult with customers, detail/matrix
  supervisors, team leaders when appraising
  performance.
• Issue performance appraisal rating. If
  necessary, submit to 2nd level for review and
  approval.
• Respond to requests for reconsideration.

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Responsibilities
Reviewing Official (2nd Level)

• Review and approve agreed upon Distinguished,
  Needs Improvement, and Unacceptable ratings.

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Key Events
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Questions

• For more Information, please contact
• Bernadette Fowler, Program Manager
• Performance Management Program
• Office of Human Capital Management
• Performance and Work Life Dynamics Office
• [phone]