Lesson 4 NSPS in Action

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Lesson 4NSPS in Action
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Lesson Objectives

• After completing this lesson you will be able to
• Describe the NSPS performance management system
  in detail.
• Write and work with SMART job objectives.
• Explain the performance evaluation process,
  including appraising, rating, and rewarding.

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NSPS Performance Management

• This is the first of two journeys through the
  system.
• Job objectives are the spine of the NSPS
  performance management system.
• Lets trace the structure.

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What Are Job Objectives?
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Requirements for Job Objectives

• For employees

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What Are SMART Objectives?
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Sample Job Objective

• Example 1
• Help my supervisor develop a spreadsheet that
  allows easy comparison of individual travel
  expenses across our work team.

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Sample Job Objective

• Example 2
• Develop standard operating procedures for the
  newly acquired mail sorting tool for release no
  later than the end of FY07. By July 30, 2007,
  revise at least 80 percent of existing procedures
  to reflect the impact of the new system.

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Sample Job Objective

• Example 3
• Independently develop at least 10 individual
  development plans (IDPs) for various employees. A
  senior HR specialist will review my IDPs and find
  no less than 85 percent accuracy measured against
  the IDP requirements matrix.

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Tips for Writing SMART Objectives

• Not a style or composition competition
• Capture key elements in using and applying the
  SMART framework
• Sequence
• Consider
• Milestones
• Self-management tool

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Exercise

• Step 1 Write one objective for your job.
• Step 2 Discuss selected participants examples.

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Criteria for Good Job Objectives

• Remember

Large buckets
Salaryappropriate
Result-focused
Lineof sight
SMART
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Distinguishing Performance

• Job objectives are the primary means for
  assessing performance.
• Several criteria distinguish the levels of
  performance against job objectives
• Effort
• Complexity
• Achievement
• Quality of the outcome
• Independence
• Level of skill and expertise
• Motivation and modeling behavior for others

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Assessing Performance

• Accomplishments towards each objective are
  measured by using
• Performance Indicators.

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Performance Indicators

• What are Performance Indicators?
• Descriptions of levels or thresholds of employee
  performance
• Applied when rating job objectives
• Standardized across the DoD
• Benchmarks defined at level 3 and level 5
  performance

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Levels of Performance

• Rating job objectives

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Performance Indicator Example
Example for Performance Indicator
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Performance Indicators

• Different Performance Indicators for
• Pay Schedules
• Pay Bands
• Supervisors

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Contributing Factors

• What are Contributing Factors?
• Significant attributes of job performance
• Further defined by
• Work behaviors
• Benchmark descriptors
• Standardized throughout DoD
• Selection guided by contribution to the
  accomplishment of the job objective

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List of Contributing Factors

• Technical Proficiency
• Critical Thinking
• Cooperation and Teamwork
• Communication
• Customer Focus
• Resource Management
• Leadership

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Requirements for Contributing Factors

• For employee
• Intentional choice
• Tied to objective rather than employee
• At least one for each job objective
• Usually no more than three per objective

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Rating Contributing Factors

• Contributing Factors are evaluated using
  benchmark descriptors appropriate for the
  employees pay schedule and pay band.
• Benchmarks are described at the Expected
  performance and Enhanced performance levels for
  each contributing factor.
• Job objective ratings can be adjusted by one
  point in either direction, based on all
  Contributing Factors for each objective.

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Contributing Factors Benchmark Example
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Contributing Factors Effect on Rating
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Contributing Factors Special Situations

• Job objective rating of 1 cannot be adjusted.
• Job objective rating of 2 cannot be adjusted
  down.
• Job objective rating of 5 cannot be adjusted up.

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Rating Process

• Summary of the rating process

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Next Steps in Determining the Rating

• Average the adjusted ratings.
• Round the result as shown below

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Rewarding

• Shares in the pay pool are awarded as shown in
  the table
• Share ranges allow further distinction between
  levels of contribution.
• Estimated share value is shown as a percentage of
  salary.

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Performance Payout

• Performance payout may be paid as a
• Base salary increase.
• Bonus.
• Combination of the two.
• Considerations in deciding the distribution
• Position in pay band
• Motivational effect
• Salary and work in comparison with colleagues
• Competitive market comparisons

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General Rules

• Requirements
• Minimum of 90 days performance in appraisal
  period
• Rating period may be extended in limited
  circumstances
• Special situations
• Closeout assessment is issued if an employee
  moves positions or changes managers/supervisors
  during the cycle
• Use of similar objectives allows better use of
  the closeout assessment in final rating
• An early annual recommended rating occurs if a
  manager/supervisor or employee leaves a position
  within 90 days of the end of the cycle
• Special purpose rating
• Employees returning from overseas civilian
  service

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Overall Process and Responsibilities
Manager/ supervisor
provides feedback to employee
Rating of record Number
of shares Payout
distribution
Pay pool panel reconciles
recommend-ations
Pay pool manager
authorizes rating and payout
Manager/ supervisor writes recommendations
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Reconsiderations

• Employees cannot challenge
• Performance payout
• Number of shares
• Value of shares
• Distribution of payout

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Review

• Are there questions about
• Job Objectives?
• Contributing Factors?
• Performance Indicators?
• Rating?
• Rewarding?

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NSPS Performance Management

• The second journey through the system

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Performance Conversations

• Conversation 1
• Performance Plan
• Establish performance expectations
• Align employee objectives with organizational
  goals

• Recommended
• End-of-Cycle Review
• Review employee self-assessment
• Gather data for written appraisal

• Conversation 2
• Interim Review
• Check progress
• Provide feedback
• Make course corrections

• Conversation 3
• Annual Appraisal
• Review written appraisal
• Communicate rating of record and performance
  payout

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Planning

• Main elements of planning
• Establish expectations.
• Establish a written performance plan
• Identify and discuss objectives.
• Select Contributing Factors.
• Obtain higher-level approval for the performance
  plan.
• Identify developmental needs.
• Use the plan as the basis for ongoing dialogues
  about performance.

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Performance Conversations

• Conversation 1
• Performance Plan
• Establish performance expectations
• Align employee objectives with organizational
  goals

• Recommended
• End-of-Cycle Review
• Review employee self-assessment
• Gather data for written appraisal

• Conversation 2
• Interim Review
• Check progress
• Provide feedback
• Make course corrections

• Conversation 3
• Annual Appraisal
• Review written appraisal
• Communicate rating of record and performance
  payout

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Monitor
Adjusting the performanceplan

• Main Elements

Maintainingrecords
Talking and providing feedback
Having performanceconversations
Addressingperformancedeficiencies
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Adjusting Performance Plans

• Guidelines for changing the performance plan
• The performance plan may be changed during the
  year.
• Objectives and Contributing Factors may be
  changed together or separately.
• An employee should have time before the end of
  the cycle to work toward the new performance
  plan.
• Best practice Make no changes to the performance
  plan after the mid-cycle review.
• Bait-and-switch is not allowed.

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Addressing Performance Deficiencies

• Options
• Remedial training
• Mentoring
• Coaching
• Reassignment
• Performance Improvement Plan
• Letter of counseling
• Verbal or written warning
• Written reprimand
• Adverse action

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Dialogue and Feedback

• Options
• Ongoing throughout the year
• Acknowledge accomplishments
• Reinforce positive behaviors
• Anticipate and address difficulties
• Remedy shortfalls

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Guidelines for Maintaining Records

• Contributions
• Highlight performance by detailing the most
  significant achievements for the year.
• Make the connection between what was done and why
  those actions matter to the organization.
• Cite instances where actions reflect what is
  listed in the Benchmark Descriptors for selected
  Contributing Factors.

• Context Restate your understanding of
  objectives and Contributing Factors.
• Challenges
• Note challenges that were encountered and how
  they were handled.
• Note areas for continuing development or for
  improvement.

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Developing Options

• Meaningful performance-related discussion
• Mentoring and coaching
• Classroom training
• Participation in process-improvement teams
• Details and reassignments

Develop
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Performance Conversations

• Conversation 1
• Performance Plan
• Establish performance expectations
• Align employee objectives with organizational
  goals

• Recommended
• End-of-Cycle Review
• Review employee self-assessment
• Gather data for written appraisal

• Conversation 2
• Interim Review
• Check progress
• Provide feedback
• Make course corrections

• Conversation 3
• Annual Appraisal
• Review written appraisal
• Communicate rating of record and performance
  payout

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End-of-Cycle Review Elements

• Review your self-assessment.
• Discuss your accomplishments and contributions.
• Provide additional information regarding
  performance.
• Offer feedback for your continuing success and
  development.
• Contribute to your managers/supervisors
  decisions about your ratings.

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Performance Conversations

• Conversation 1
• Performance Plan
• Establish performance expectations
• Align employee objectives with organizational
  goals

• Recommended
• End-of-Cycle Review
• Review employee self-assessment
• Gather data for written appraisal

• Conversation 2
• Interim Review
• Check progress
• Provide feedback
• Make course corrections

• Conversation 3
• Annual Appraisal
• Review written appraisal
• Communicate rating of record and performance
  payout

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Performance Appraisal Application (PAA)

• Electronic support tool accessed by My Biz
  and My Workplace
• Helps employees and managers/supervisors manage
  performance
• Streamlines processes
• Automates documentation requirements.
• Different permission levels, ID and password
  secure
• User guide available with sections for the
  employee and the rating official

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PAA My Biz

• My Biz (employees access)
• Initiate or participate in developing your
  performance plan.
• View and edit information related to your plan.
• Enter job objectives, self-assessments, and other
  information related to your plan and appraisal.
• Route information to your rating official.
• Acknowledge that performance-related results have
  been communicated to you.

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Performance Management for Employees NSPS in
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Lesson Review
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Questions