Performance Management: Focus on Performance Appraisals.
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Transcript of Performance Management: Focus on Performance Appraisals.
Course Objectives
After completing this workshop, the learner will be able to:
Understand performance rating scale
Fill out a Performance Appraisal Form
Conduct meaningful performance appraisal discussions
Be prepared for some common challenges of the appraisal process
Set effective goals with employees
Your Experience
Think about your last review:
– What thoughts come to mind?
– What went right, what went wrong?
An iterative process of goal-setting, communication,
observation and evaluation to support, retain and develop
exceptional employees for organizational success.
Performance Management
CommunicateCommunicate
ObserveObserveEvaluateEvaluate
Set GoalsSet Goals
Why ManagePerformance?
Curb or redirect non-productive Curb or redirect non-productive activitiesactivities
Encourage and reward behaviors aligned with Encourage and reward behaviors aligned with
organizational mission and goalsorganizational mission and goals
To reach organizational mission and To reach organizational mission and goalsgoals
02 QUESTIONS
You can ask both yourself and each employee two questions:
• How does your position contribute to the overall goals of the business?
• How will you know when you are successful?
• These two questions are deceptively simple, but taking the time to really dig for the answers will start to create a stronger alignment between each person and the overall success of the business.
What do Employees Expect?• Clear expectations
• Positive/constructive feedback on a regular basis
• Involvement in goal setting
• Be treated fairly and consistently
• Sharing of information and resources
• Job/career enrichment opportunities
Planning for the Process
• Review employee’s job description
• Understand the performance measurement system
• Review notes from the year
• Understand employee expectations
Rating Scale
4 - Excellent (Exceeds Standards)
3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)
Excellent (Exceeds Standards)
Clearly considered to be exceptional performers. Consistently exceed the communicated expectations
of the job function, responsibility or goal. Demonstrate unique understanding of work beyond
assigned area of responsibility. Identify needs and provide unique, innovative and
workable solutions to problems. Achievements and abilities are obvious to
subordinates, peers, managers and customers.
Good (Fully Meets Standards)• These employees are “on track” and fully achieve
expectations. • Independently and competently perform all
aspects of the job function, responsibility, or goal.• Performance consistently meets the requirements,
standards, or objectives of the job.• Occasionally exceeds requirements. • Recognizes, participates in, and adjusts to
changing situations and work assignments.
Acceptable (Usually Meets Standards)
• Generally meet expectations required for the position.
• Competently perform most aspects of the job function, responsibility or goal.
• May require improvement in one or two areas of consistent weakness.
• Employee requires coaching in a weak area or may need additional resources or training to meet expectations.
Unsatisfactory (Fails to Meet Standards)
• Employees with this rating fail to satisfactorily perform most aspects of the position (or function).
• Performance levels are below established requirements for the job.
• Employee requires close guidance and direction in order to perform routine job duties.
• Performance may impede the work of others and the unit.
• A performance improvement plan must be submitted to OHR.
Scheduling the Meeting
• Notice
• Location
• Self-evaluation
– Appropriate form
– Comments
• Supervisory approval
Filling out the Form• Review notes
• Behaviors vs. value judgments
• Align categories on form with employee’s job responsibilities
• Optional categories
• Set goals
Setting Effective Goals
• Quick Tips– S.M.A.R.T. Goals
• Specific
• Measurable
• Achievable/Agreed Upon
• Relevant
• Time-bound
– Aligned
– Adjustable
CommunicateCommunicate
ObserveObserveEvaluateEvaluate
Set GoalsSet Goals
Common Mistakes• Classification
• Central Tendency
• Leniency
• Horns/Halo Effect
• Reliability
• Similarity
Performance Appraisal Practice
• Review Performance Appraisal for items that are:– Under-rated– Over-rated– Poorly stated
• Refer to employee background
• Rewrite Performance Appraisal using tools reviewed today
• Make sure to fill out the form completely including the Goals section
Conducting the Meeting• Review rating system
• Discuss employee’s self review
• Let employee talk
• Be aware of all three parts of the messages you send:– Words– Tone– Body Language
• Stay focused on performance
A systematic process for improving organizational performance by developing the performance of individuals and teams.
PERFORMANCE MANAGEMENT
PURPOSE OF PERFORMANCE MANAGEMENT
• Obtain better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements
• Establish shared understanding on what is to be achieved, and manage and develop people in a way which ensures that it will be achieved
• Align individual objectives to organizational objectives and ensure that individuals uphold corporate core values
• Act as a lever for change
PERFORMANCE MANAGEMENT – SEVEN QUESTIONS
1. What do we mean by performance?
2. How can we identify good or poor performance?
3. How can we establish the cause of good or poor performance?
4. How can we motivate people to perform well?
5. How do we deal with under-performers?
6. How can we do all this fairly and consistently?
7. How do we achieve line manager buy-in?
THE BUSINESS CASE FOR PERFORMANCE MANAGEMENT
• Provide framework for effective people management • Develop high-performance culture• Achieve human capital advantage• Develop required skills, abilities and attitudes• Promote job engagement• Uphold core values
Performance and development planning – performance agreement• role definition• objectives• competencies• performance improvement• personal development
Act
• carry out role• implement performance improvement plan• implement personal development plan
Manage performance throughout the year
• monitor performance• provide continuous feedback• provide coaching• deal with under-performers
Review performance• dialogue and feedback• agree strengths and any areas for improvement• build on strengths – ‘you are particularly strong in this area’ – how can you make even greater use of them?
PERFORMANCE MANAGEMENT CYCLE
Planning
Measurement
Dialogue
Feedback Performance management
CHARACTERISTICS OF PERFORMANCE MANAGEMENT
PERFORMANCE AGREEMENT
The purpose of the performance agreement is to:
• agree objectives and competency level requirements
• agree on methods of measuring performance
• agree on plans for performance improvement and personal development
TYPES OF OBJECTIVES
• Ongoing (role or work) objectives• Targets• Projects• Behaviour• Values• Improvement• Learning
CHARACTERISTICS OF GOOD OBJECTIVES
S = specific/testing – clear, unambiguous, understandable and challenging
M = measurable – in terms of quantity, quality, time or money
A = achievable – challenging but within the reach of a competent and committed person
R = relevant – to organizational objectives so that they and the individual’s goals are aligned
T = time-framed – to be completed within an agreed timescale
PERFORMANCE REVIEWS: KEY FEATURES
• Forward looking – not a post mortem• Exchange of views (dialogue) • Measurement• Feedback• Positive reinforcement• Constructive• Leads to an agreement• Assessment
WHAT TO FIND OUT AT A REVIEW MEETING
• What individuals have learned or need to learn• Where they have got to• Where they are going• How they are going to get there• What they believe they know and can do• What help or guidance they require
ASSESSMENT METHODS
• Narrative: eg ‘This employee has worked effectively and delivered the expected results’
• Visual (Matrix)
• Rating
• 360-degree feedback
• Balanced scorecard
VISUAL (MATRIX) ASSESSMENTS
High level of achievement, approach
needs to improve
High performing
Not meeting requirements Positive approach,low level of achievement
Achievement measures
Behaviours, attitudes, overall approach to work
RATING – FIVE-POINT POSITIVE/NEGATIVE SCALE
A Outstanding performance in all respects.
B Superior performance, significantly above normal job requirements.
C Good all-round performance which meets the normal requirements of the job.
D Performance not fully up to requirements. Clear weaknesses
requiring improvement have been identified.
E Unacceptable. Constant guidance is required and performance
of many aspects of the job is well below a reasonable standard.
EXAMPLE OF POSITIVE FOUR-POINT RATING SCALE
• Very effective: Meets all the objectives of the job. Exceeds required standards and consistently performs in a thoroughly proficient manner beyond normal expectations.
• Effective: Achieves required objectives and standards of performance and meets the normal expectations of the role.
• Developing: A contribution which is stronger in some aspects of the job than others, where most objectives are met but where performance improvements should still take place.
• Basic: A contribution which indicates that there is considerable room for improvement in several definable areas.
• Useful to sum up judgements about people
• Recognizes that we all form overall views about people
• Tells people clearly how they are doing, and can be used as a basis for agreeing what needs to be done to improve the rating
• Can inform performance or contribute to pay decisions
• Largely subjective
• Difficult to get
consistency
• Over-simplifies complex
judgements
• Overshadows
performance reviews
For Against
ARGUMENTS FOR AND AGAINST RATING
360-DEGREE FEEDBACK METHODOLOGY
360-degree processes rely on questionnaires which ask for an evaluation such as ‘how well does… do…?’ Typical headings are:
Leadership Team player
People management Self-management
Communication Vision
Organizational skills Decision making
Expertise Drive
Adaptability
Feedback may be provided by a profile as illustrated in the next slide. It is usually anonymous and may be presented by an external consultant who is available to give advice and counselling.
Gives useful feedback
Establishes good working relationships
Open to new ideas
Values other’s opinions
Recognizes achievements
Scale 1 2 3 4 5
EXAMPLE OF 360-DEGREE PROFILE
Customer perspective
How do customers see us?
Innovation and learning (people) perspective
Can we continue to improve and add value?
Internal perspective
What must we excel at?
Financial perspective
How do we appear to our shareholders?
THE BALANCED SCORECARD
PERFORMANCE AND DEVELOPMENT: AGREEMENT AND REVIEW
Name: Forename:
Job title: Department:
Reviewer’s name: Job title:
PERFORMANCE AND DEVELOPMENT AGREEMENT
Objectives Performance measures
Competencies Agreed actions
PERSONAL DEVELOPMENT PLAN
Learning need How it will be met Action by whom Completion date
PERFORMANCE MANAGEMENT FORM, PART 1
PERFORMANCE AND DEVELOPMENT REVIEW
Objectives Achievements
Competencies Actions taken
Development needs Actions taken
Comments by reviewer:
Comments by reviewee:
PERFORMANCE MANAGEMENT FORM, PART 2
DEVELOPING PERFORMANCE MANAGEMENT SKILLS
• Communication• Briefing• Self-development• Training• Coaching• Mentoring
DEVELOPING PERFORMANCE MANAGEMENT SKILLS AT STANDARD CHARTERED BANK
Management development
curriculum
E-learning module for key pillars
of performance
Performance coachingguides
Studying our bestmanagers and
migratingtheir practices
• objective setting
• interim and first review
• informal discussions
• performance coaching
• managing poor performance
Improve the way managers manage
CONDUCTING A REVIEW MEETING
• Encourage the individual to do most of the talking• Listen actively• Allow scope for reflection and analysis• Analyse performance not personality• Keep the whole period under review• No surprises• Recognize achievement and reinforce strengths• End meeting positively with agreed action plan
GIVING FEEDBACK
• Build feedback into the job• Provide feedback on actual events• Describe, do not judge• Refer to specific instances• Ask questions rather than making statements• Get people to work things out for themselves• Select key issues – focus on improvable areas• Show understanding
COACHING AS A PROCESS OF MANAGEMENT
• Making people aware of how well they are performing by, for example, asking them questions to establish the extent to which they have thought through what they are doing.
• Controlled delegation – ensuring that individuals not only know what is expected of them but also understand what they need to know and be able to do to complete the task satisfactorily. This gives managers an opportunity to provide guidance at the outset; guidance at a later stage may be seen as interference.
• Using whatever situations may arise as opportunities to promote learning.
• Encouraging people to look at higher-level problems and how they would tackle them.
Coaching as part of the normal process of management consists of:
THE ‘GROW’ MODEL OF COACHING
• ‘G’ is for the goal of coaching, which needs to be expressed in specific, measurable terms that represent a meaningful step towards future development.
• ‘R’ is for the reality check – the process of gaining as full a description of what the person being coached needs to learn as possible.
• ‘O’ is for option generation – the identification of as many solutions and actions as possible.
• ‘W’ is for wrapping up – when the coach ensures that the individual being coached is committed to action.
IMPROVING INDIVIDUAL PERFORMANCE: SEVEN STEPS
1. Select the goal – establish priority areas for action.
2. Define expectations – targets and standards.
3. Define performance measures – the basis upon which progress to achieving the goal can be monitored.
4. Plan – the improvement programme.
5. Act – implement the improvement programme.
6. Monitor – review progress and analyse feedback to ensure the target or standard is achieved.
7. Extend the process – continue the development programme as required.
DEALING WITH UNDER-PERFORMERS
1. Identify and agree the problem.2. Establish the reason(s) for the shortfall, eg where the
individual: – did not receive adequate support or guidance
from his/her manager; – did not fully understand what he/she was
expected to do; – could not do it – ability; – did not know how to do it – skill; – would not do it – attitude.3. Decide and agree on the action required.4. Resource the action. 5. Monitor and provide feedback.
–40% 0% +40%
Positive performance drivers Negative performance driver
Fair and accurate feedback 39%
Employee understanding of performance standards 36%
Focus on strengths in review 36%
Culture of internal communication 34%
Focus on weaknesses in review -26%
PERFORMANCE DRIVERS – PERCENTAGE IMPACT ON PERFORMANCE
Source: Corporate Leadership Council Performance Management Survey 2002 (sample size 19,000)
Line managers do not have required
skills 88%
Line managers do not discriminate
sufficiently inmaking assessments
84%
Line managers not committed to performancemanagement
75%
Line managers reluctant to
conduct reviews74%
100%
0%
THE FOUR MOST FREQUENTLY MENTIONED ISSUES
E-reward survey of performance management 2005
‘Shift in culture among long-term employees that performance management is just something they have to go through but they will be in the job anyway, to a more businesslike approach to performance management, with accountability and competency.’
‘Structured programme of training for managers plus ongoing coaching.’
‘Generating leadership from the top to support/encourage line managers to tackle poor performance head on in a fair and positive manner.’
‘Nagging, nagging, nagging, motivating, threatening, etc.’
‘Senior management insistence.’
‘Providing full line management briefing, training, guidelines and policies.’
ADDRESSING THE ISSUES
BASIC DESIGN PRINCIPLES – CIVIL SERVICE PERFORMANCE MANAGEMENT REPORT
• Stretching objectives agreed at the beginning of the year.• Individuals know the competencies and behaviours they are
expected to demonstrate.• Regular discussions during year between individuals and their
managers to discuss progress.• Formal meeting at the end of the year to record whether
objectives have been achieved and levels of competence demonstrated.
• Line managers make a narrative assessment but do not translate this into a box mark.
• Consult and involve • Provide training (formal and
coaching)• Communicate• Get support from senior
management• Get buy-in from line managers • Align to organizational and
stakeholder needs• Keep it simple• Ensure clear purpose and
processes• Monitor and evaluate
• Don’t make it too complicated• Don’t make it a form-filling
exercise• Don’t underestimate the time
it takes to introduce• Don’t keep changing the system• Don’t assume that managers have the skills required• Don’t link to pay• Don’t blindly follow others• Don’t neglect communication, consultation and training• Don’t assume everyone wants it
Dos Don’ts
INTRODUCING PERFORMANCE MANAGEMENT
Advice from the respondents to the e-reward 2005 survey
1. Define purpose
2. Enlist support
3. Communicate and involve
4. Develop process
5. Train
6. Pilot test and re-train
INTRODUCING PERFORMANCE MANAGEMENT
Please indicate how you felt about performance management by recording your reactions to the following statements. Indicate: A If you fully agree B If you partly agree C If you disagree
1. I am quite satisfied that the objectives I agreed were fair.
2. I felt that the meeting to agree objectives and standards of performance helped me to focus on what I
should be aiming to achieve.
3. I received good feedback from my manager on how I was doing.
4. My manager was always prepared to provide guidance when I ran into problems at work.
5. The performance review meeting was conducted by my manager in a friendly and helpful way.
6. My manager fully recognized my achievements during the year.
7. If any criticisms were made during the review meeting, they were acceptable because they were based
on fact, not opinion.
8. I was given plenty of opportunity by my manager to discuss the reasons for any of my work problems.
9. I felt generally that the comments made by my manager at the meeting were fair.
10. The meeting ended with a clear plan of action for the future with which I agreed.
11. I felt motivated after the meeting.
12. I felt that the time spent in the meeting was well worth while.
EVALUATING PERFORMANCE MANAGEMENT – OPINION SURVEY
ANALYSING THE PERFORMANCE MANAGEMENT GAP What are the current and desired performance management characteristics in your organization?
Performance management fully supported by top management
Top management pays lip service to performance
management
1 2 3 4 5 6 7
Line managers fully committedto performance management
Line managers see performance management
as a pointless chore
Line managers are fully skilled inperformance management
There are serious deficiencies in the skill levelsdisplayed by line managers
Line managers conscientiouslyfollow performance management
guidelines
There is hard evidence that performance management is
improving business performance
There is no evidence thatperformance management is
improving business performance
Performance management deals effectively with
under-performers
Little or no action isgenerally taken to dealwith under-performers
Employees believe thatperformance management
is fair
Employees do not trust their managers to review their
performance fairly
Line managers go their own way, if they do anything
ANALYSING THE PERFORMANCE MANAGEMENT GAP What are the current and desired performance management characteristics in your organization?
Performance management fully supported by top management
Top management pays lip service to performance
management
7 6 5 4 3 2 1
Line managers fully committedto performance management
Line managers see performance management
as a pointless chore
Line managers are fully skilled in performance
management
There are seriousdeficiencies in the skill levelsdisplayed by line managers
Line managers conscientiouslyfollow performance management
guidelines
There is hard evidence that performance management is
improving business performance
There is no evidence thatperformance management is
improving business performance
Performance management deals effectively with
under-performers
Little or no action isgenerally taken to dealwith under-performers
Employees believe thatperformance management
is fair
Employees do not trust their managers to review their
performance fairly
Mark on the scale: X for current, O for desired
O X
O X
O X
O X
O X
O X
O X
Line managers go their own way, if they do anything
PERFORMANCE MANAGEMENT AT ASTRA ZENECA (1)
Definition of Performance Management:
A continuous cycle of discussions between the
employee and the manager to plan and review
work and development.
PERFORMANCE MANAGEMENT AT ASTRA ZENECA (2)Stage 1
Business roles
Plan
Stage 2
Performance
planning
Evaluate Stage 4 Stage 3
Performance Performance
measurement development
Do
PERFORMANCE MANAGEMENT AT ASTRA ZENECA (3)
Stages
1. Business role clarification – clear statement of agreed role and objectives.
2. Performance planning – agreement of targets to achieve the ‘plan–do–evaluate’ elements of managing performance.
3. Performance development – agree skills required and prepare individual development plan.
4. Performance measurement – provide ongoing feedback and an annual summary of an employee’s performance (no overall ratings).
APPROACH TO PERFORMANCE MANAGEMENT AT CENTRICA
• Built on existing best practice• Standardization across the organization• Calibration of performance against objectives across
comparable populations• Processes focused on individual performance• Balanced scorecard• Focus on behaviours helping managers achieve their targets• Development of technical skills
PERFORMANCE MANAGEMENT PROCESS AT CENTRICA
Centrica strategy and management agendas
• Business and individual performance contract • Financial• Customer• Operational• People
• Creates a compelling future• Inspires others to achieve• Demonstrates a passion for customers• Delivers great business performance• Learns and shares knowledge
What How
• Performance rating• Potential rating• Development plan
Performance planning
Development
Performance review
Total compensation
Ongoing coaching and
feedback
Guidance: ‘Have a dialogue and document it’
PERFORMANCE MANAGEMENT AT PFIZER INC
Set goals Track performance
Evaluate and reward
PERFORMANCE MANAGEMENT AT RAYTHEON INC (1)
Performancedialogue
PERFORMANCE MANAGEMENT AT RAYTHEON INC (2)
• Performance dialogue – frequent and open interaction between employees and their leaders that begins with mutual goal setting and continues with the recognition of accomplishment, the reinforcement of desired behaviours.
• Setting goals – corporate goals set for customer satisfaction, people growth and productivity. These are cascaded to individuals.
• Tracking performance – performance feedback provided throughout the year; individuals also track their own performance.
• Evaluating and rewarding performance – evaluation of performance takes place every day but individual performance is summarized at least annually in the performance review. The leader assesses strengths and areas for improvement and agrees training and development plans. Rewards are linked to performance at company, programme, team and individual levels.
PERFORMANCE MANAGEMENT AT THE SCOTTISH PARLIAMENT (1)
Purpose
To support the Scottish Parliament in fulfilling its constitutional role as a representative and legislative body by providing professional advice and services of the highest standards.
Aim To be an organization in which we all behave
corporately and are properly trained, informed, involved, motivated and rewarded, and to which we are proud to belong.
PERFORMANCE MANAGEMENT AT THE SCOTTISH PARLIAMENT (2)
Achieving purpose and aim:• Be simple to operate• Establish a clear link between business and individual
objectives• Ensure commitment to our values and culture• Ensure that skills and knowledge and behaviour
(competencies) are reviewed• Generate a thorough and continuing review of training
and development needs• Enable us to continue to improve the organization’s
performance• Ensure we can identify and reward exceptional
performance and contribution• Identify good and bad performance clearly
MANAGING PERFORMANCE AT STANDARD CHARTERED BANK (2)
The process• Global for all employees• Accelerate a high performing organization
Objective setting (January)• Financial/business objectives• Two core management objectives• Values objectives for all
Final review (Nov/Dec)• 1–5 business rating scale• A–D values rating scale• Additional feedback form• Cascaded ‘level down’ rating reviews
Interim review (July)
• Formal step-back
• ‘Tracking’ rather than ‘rating’
Performance coaching throughout the yearRegular open discussion:• integrates performance, learning and development, reward and individual engagement• addresses performance issues• under-performance not tolerated
MANAGING PERFORMANCE AT STANDARD CHARTERED BANK (3)
Top management impetus
Common top team agenda cascaded
Senior leadership
on performanceissues
Top 300 leaders monthly calls – emphasize keyperformance managementbehaviours
Communicationsstyle – integrated
messages
CEO’s ‘big call’ – 2,000 managers
Chair and CEO personally write to
top performers
CEO performancebonus levelling
of top 1,000managers
MANAGING PERFORMANCE AT STANDARD CHARTERED BANK (4)
‘Living the values’
Responsive Trustworthy Creative International Courageous
Behavioural indicators
Discussion – agree relevant behaviours
Assess against behaviours: rating A–D
To know how wellwe are doing
To know what we need to do and learn to improve
and progress
To know what isexpected of us
MANAGING PERFORMANCE AT STANDARD CHARTERED BANK (3)
Employees’ rights
THAMES VALLEY POLICE PERFORMANCE AND DEVELOPMENT REVIEW PROCESS
• Key to the performance management strategy
• Establishes strong employment relationships• Provides a route to individual, team and
organizational performance planning• Secures future training and development
provision• Creates more visibility for career paths,
competencies and behaviours across ranks and roles
UNILEVER (1)
PERFORMANCE DIFFERENTIATION TOOLKIT
Objectives
1. Continuously ‘raise the bar’.2. Audit our collective strength.3. Focus on the ‘current reality’ to gain agreement on our view of
staff with: – high potential; – high performance – are we stretching and rewarding
these people appropriately?
– standard performance – how to further motivate? – development needs – how can we maximize
performance? – performance concerns – what can we do about poor
performers; do we turn them around or move them from role?
UNILEVER (3)
Assessment and actionPossible actions:• reward• set milestones• provide feedback• training• coach to improve delivery
Possible actions:• recognize and reward• challenge/stretch• expose• coach
Possible actions:• set milestones• provide feedback• coach/monitor/track • decision to continue or end employment
Possible actions:• recognize and reward• provide feedback• mentor/coach to improve• acknowledge contribution
HOW
WHAT
Inconsistent in meeting
expectations
Consistentlymeeting
expectations
Inconsistent in meeting agreed
individual business targets
Consistently meets individual business targets
UNILEVER (4)
Process flow
Line manager:
Discusses with employee at performance and development meeting:
• delivery against targets
• behaviour against competency framework and values
Leadership team:
• compares evidence
• calibrates judgements
• discusses what else makes individual managers successful or unsuccessful
Consequence management:
• communicate feedback and consequence to individual
• agree development plan with individual
• manage under-performers
UNILEVER The leader’s mindset
• I have to communicate my performance expectations with my employees.
• Fairness and honesty impacts behaviour and performance.
• Focus on utilizing strengths to the maximum and closing gaps.
• The employee needs to take ownership for his/her development with my support.
• It is my role to support by coaching, mentoring, leading and managing conversations.
• I have to differentiate among people in my assessment and coaching.
PERFORMANCE MANAGEMENT AT THE VICTORIA & ALBERT MUSEUM
Job description
(updated)
Evidence
(departmental)Evidence
(individual)
Corporate
planDepartmental
objectivesIndividual
objectives
Performance
standards
Attributes
Assessment
Countersigning officer review
Personaldevelopment
plan
Ratings –pay
decisions