Results Oriented Performance Culture
Transcript of Results Oriented Performance Culture
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SECTION IV
Results-OrientedPerformance CultureSystem
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented PerformanceCulture System
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
THE RESULTS-ORIENTEDPERFORMANCECULTURE SYSTEM
This section contains information specific to the Results-Oriented Performance Culture system, which focuses onhaving a diverse, results-oriented, high-performing workforce,
as well as a performance management system that effectivelyplans, monitors, develops, rates, and rewards employeeperformance.
Definit oni
A system that promotes a diverse, high-performing workforceby implementing and maintaining effective performancemanagement systems and awards programs.
Standard The agency has a diverse, results-oriented, high-performingworkforce and a performance management system thatdifferentiates between high and low levels of performanceand links individual/team/unit performance to organizational
goals and desired results effectively.
"By aligning employee performance appraisal plans withexecutive performance agreements and directlycommunicating agreement goals to employees, supervisorscan drive home to employees just how their performanceimpacts organizational goals."
Office of Personnel Management
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Section IV: Results-Oriented Performance Culture System
Critical SuccessFactors
The Results-Oriented Performance Culture system iscomprised of the following critical success factors that worktogether to create a diverse, results-oriented, highperformance workforce:
Communication: The agency has a process for sharinginformation and ideas about the organization with allemployees. This vital process includes eliciting employeefeedback and involvement so all employees play anappropriate role in planning and executing the mission.
Performance Appraisal: The agency has a process underwhich performance is reviewed and evaluated.
Awards: The organization takes actions to recognize andreward individual or team achievement that contributes tomeeting organizational goals or improving the efficiency,effectiveness, and economy of the Government. Suchawards include, but are not limited to: employeeincentives which are based on predetermined criteria,rating-based awards, or awards based on a special act orservice.
Pay for Performance: The agency uses pay-for-performance systems, where authorized by law andregulation, to link salary levels and adjustments to an
individuals overall performance and contribution to theagencys mission. Employees receive base salaryadjustments within their assigned bands.
Diversity Management: The agency maintains anenvironment characterized by inclusiveness of individualdifferences and responsiveness to the needs of diversegroups of employees.
Labor/Management Relations: The organization promotescooperation among employees, unions, and managers.
This cooperation enhances effectiveness and efficiency,cuts down the number of employee-related disputes, andimproves working conditions, all of which contribute toimproved performance and results.
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Section IV: Results-Oriented Performance Culture System
Applicable MeritSystem Principles
The following merit system principles are especially relevantto the Results-Oriented Performance Culture system (5 U.S.C.2301):
All employees and applicants for employment shouldreceive fair and equitable treatment in all aspects ofpersonnel management without regard to politicalaffiliation, race, color, religion, national origin, sex, maritalstatus, age, or handicapping condition, and with properregard for their privacy and constitutional rights. (5 U.S.C.2301(b)(2))
Equal pay should be provided for work of equal value, withappropriate consideration of both national and local ratespaid by employers in the private sector, and appropriateincentives and recognition should be provided for
excellence in performance. (5 U.S.C. 2301(b)(3)) Employees should be retained on the basis of adequacy of
their performance, inadequate performance should becorrected, and employees should be separated who cannotor will not improve their performance to meet requiredstandards.(5 U.S.C. 2301(b)(6))
Required OutcomeMetrics
The following are required outcome metrics for the Results-Oriented Performance Culture system.
Required Metric Description Purpose
Organization Metric: SESPerformance/OrganizationalPerformance Relationship asLinked to Mission
Relationship between SESperformance ratings andaccomplishment of theagencys strategic goals
To determine the extent towhich SES appraisals andawards are appropriatelybased on achievement of
organizational results
Organization Metric:Workforce PerformanceAppraisals Aligned to Mission,Goals, and Outcomes
Degree of linkage betweenemployees performanceappraisal plans and agencymission, goals, and outcomes
To determine whether allemployees have performanceappraisal plans that effectivelylink to the agencys mission,
goals, and outcomes
Employee PerspectiveMetric: Questions fromAnnual Employee Surveyabout Performance Culture
Items from Annual EmployeeSurvey
To determine the extent towhich employees believe theirorganizational culturepromotes improvement inprocesses, products andservices, and organizationaloutcomes
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Section IV: Results-Oriented Performance Culture System
Required Metric Description Purpose
Merit System ComplianceMetric: Merit-BasedExecution of the PerformanceCulture System
An assessment of compliancewith merit system principlesand related laws, rules, andregulations governing the
Performance Culture system
To determine decisions,policies, processes, andpractices executed under thePerformance Culture system
comply with the merit systemprinciples and related laws,rules, and regulations
Suggested Metrics In addition to the required outcome metrics, the followingmetrics associated with the Results-Oriented PerformanceCulture system are suggested.
Suggested Metric Description Purpose
Performance Ratings Percent of employeesachieving each rating levelused in an agencysperformance appraisal systemin relation to organizationaland individual performance
To track the extent to whichagencies make meaningfuldistinctions among employeesperformance
Awards Relationship of the distributionof performance ratings toawards
To track the extent to whichagency monetary awardsreflect employee performance
Respect for Diversity Items from Annual Employee
Survey
To determine the extent to
which employees believe their
organization is respectful ofand welcoming to the greatdiversity that makes up theFederal workforce
Employee Grievances andComplaints
Review of formal grievancesand complaints
To determine whether theunderlying facts of complaints
and grievances indicateagency mistake or wrongdoing
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented Performance CultureSystem
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
RESULTS:COMMUNICATION
When the key elements of the critical success factorCommunication are effectively implemented, agencies willrealize the following results:
Effectiveness Results
The agencys strategic plan has been shared with and/or isaccessible to all agency employees. Employees areknowledgeable about the agencys strategic plan and theirrole in supporting the agencys mission.
Employees have a direct line of sight betweenperformance elements (performance expectations) andaward systems and the agency mission. These links havebeen communicated to and are understood by employees,
enabling them to focus their work effort on those activitiesmost important to mission accomplishment. All employeesare held accountable for achieving results that support theagencys strategic plan goals and objectives.
The following page provides key elements and suggestedperformance indicators for this critical success factor.
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Section IV: Results-Oriented Performance Culture System
COMMUNICATION
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a communicationsystem that:
Ensures employees understandthe agencys mission, goals,and objectives and whatemployees roles are inachieving the mission, goals,and objectives
Effectiveness Indicators The agency has developed and implemented a
communication strategy to share the vision,strategic plan, and related documents (e.g.,Strategic Human Capital Plan) with allemployees.
A variety of media are used to communicatethe strategic plan and related documents to alllevels of the workforce.
Surveys and/or interview data/summariesindicate employees are aware of the strategicplan goals and understand how they relate tothe agencys mission and their duties.
Elicits employee feedback andinvolvement in decision-makingand planning processes.
Effectiveness Indicators
Communication up and down the organizationis effective. Documentation shows innovationand problem solving between employees andmanagement.
Employees are involved in the decision-makingprocess, fostering their support fororganizational decisions. Surveys and/orinterviews indicate employees are satisfied withtheir level of participation in the organizationaldecision-making process and feel empoweredto share their ideas and/or concerns withsupervisors and other management officials.
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented Performance CultureSystem
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
RESULTS:PERFORMANCEAPPRAISAL
When the key elements of the critical success factorPerformance Appraisal are effectively implemented, agencieswill realize the following results:
Effectiveness Results
Employees have a direct line of sight betweenperformance elements (performance expectations) andaward systems and the agency mission. These links havebeen communicated to and are understood by employees,enabling them to focus their work effort on those activitiesmost important to mission accomplishment. All employeesare held accountable for achieving results that support theagencys strategic plan goals and objectives.
The agencys performance management systemdifferentiates between high and low levels of performance.
Agencies with a high percentage of outstanding ratingsalso demonstrate a high level of achievement of theirstrategic goals and objectives and/or programaccomplishments as reflected in the agency annualperformance plan.
Supervisors and managers use performance results tooffer feedback, identify developmental needs to helpimprove employee performance, and address instances ofpoor performance.
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Section IV: Results-Oriented Performance Culture System
Compliance Results
The agency has an OPM-approved performance appraisalsystem(s) in place and administers the system(s) inaccordance with 5 U.S.C. chapter 43 or other
congressionally-mandated enabling legislation.
The agency CHCO carries out workforce developmentprovisions of the CHCO Act of 2002 (5 U.S.C. 1402).
The following pages provide key elements and suggestedperformance indicators for this critical success factor.
RELATED TOOLS The following tools support Performance Appraisal. Refer to
Appendix A for tools.
ToolAppendix APage Number
Aligning Performance Plans with Organizational Goals: OPM's Eight-Step Process
103
Checklist for Meeting Regulatory Requirements: PerformanceAppraisal Systems
109
Performance Management Overview 115
Federal Human Capital Survey (FHCS): Questions Related to theResults-Oriented Performance Culture System
121
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
Aligns employee performanceplans with organizational goals Focuses employees on
achieving results
Requires employeeperformance plans to includeclear performance elements(expectations) with measurablestandards of performance
Effectiveness Indicators Work units have documented performance
goals and objectives linked to the agencystrategic plan and performance plan.
Performance elements (expectations) foremployees are:
Aligned with organizational goals Clear, specific, and understandable Reasonable and attainable Measurable, observable, or verifiable, and
results oriented
Communicated in a timely fashion Key in fostering continual improvement in
productivity.
Compliance Indicators
Agency managers plan and communicateperformance elements (expectations) andstandards linked with strategic planninginitiatives in accordance with the ExecutivePerformance and Accountability Interim Rule(5 CFR 430 and 1330) or applicable agencydirectives.
In accordance with 5 CFR 430 subparts b andc, performance plans must:
Be issued at the beginning of the appraisalperiod
Include at least one critical element
For SES, must include balanced measures of
business results, employee, and customerperspectives.
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
Senior employee ratings (as well as subordinateemployees expectations and ratings for thosewith supervisory responsibilities) appropriatelyreflect the employees performance elements(performance expectations), relevant programperformance measures, and any other relevantfactors in accordance with the ExecutivePerformance and Accountability Interim Rule(5 CFR 430 or applicable agency directives and1330).
As stated in 5 CFR 430 or applicable agencydirectives, the agency has establishedemployee performance plans, including, but notlimited to, critical elements and performancestandards.
Makes meaningful distinctionsin levels of performance
Effectiveness Indicators
The agency performance appraisal system forsenior executive and senior professionalemployees provides for meaningful distinctionsbased on relative performance. These systems
include multiple levels against which toappraise employees. The rating levelsidentified are appropriate to the employeescovered by the system (e.g., four or five levelsfor systems certified by the Office of PersonnelManagement (OPM) covering Senior ExecutiveService (SES) employees.
Agency performance appraisal systems forother thansenior executive and seniorprofessional employees provide for adequatelydistinguishing between levels of performance
(i.e., include multiple performance levelsagainst which to appraise employees, with atleast one summary rating level above FullySuccessful). A review of performance plansindicates performance standards are clear andunderstandable and are an effective tool
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
for distinguishing between levels ofperformance.
A high number of outstanding performanceratings or large cash awards is supported byachievement of strategic goals and objectivesand/or program goals as reflected in theagencys annual performance report.
Compliance Indicators
Performance information is used to adjust payor reward, reassign, develop, and remove
senior executives or make other personneldecisions in accordance with 5 CFR 430.304;and for all other employees in accordance with5 CFR 430 or applicable agency directives.
To satisfy the requirements of the ExecutivePerformance and Accountability Interim Rule (5CFR 430 and 1330 or applicable agencydirectives), the agencys certified performanceappraisal system for senior employees providesfor performance differentiation so its annual
ratings, pay adjustments, and awards result inmeaningful distinctions based on relativeperformance.
Provides a process for dealingwith poor performance
Effectiveness Indicators
Policies and procedures, including delegation ofauthority, for addressing poor performancehave been developed and communicated tosupervisors.
Analysis is performed to identify the cause ofany organizational or individual performance
shortfalls, and appropriate performanceimprovement strategies are identified andimplemented.
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
Compliance Indicators Managers and supervisors receive training in
the appropriate use of performanceimprovement strategies (e.g., coaching,mentoring, training, reassignment, providingeffective feedback) in accordance with theFederal Workforce Flexibility Act.
Supervisors affirmatively assist, evaluate, and,if appropriate, separate probationaryemployees during their probation period in
accordance with 5 CFR 315. Managers and supervisors take appropriate
action (e.g., downgrade, within-grade increasedenial, reassignment, removal) in cases ofminimally successful or unsatisfactoryperformance where performance improvementstrategies are not successful, in accordancewith 5 CFR 432, 752, and 531.
Involves employees in thedevelopment of their
performance plans Requires employees receive
feedback on their performance
Effectiveness Indicator
The agency performance appraisal systemencourages employee participation inestablishing performance plans.
Compliance Indicators
Employees are covered by recordedperformance plans, which are communicated toemployees at the beginning of each appraisalperiod. Plans include critical elements andperformance standards, in accordance with 5CFR 430 or applicable agency directives.
Employee performance is monitored by thesupervisor and discussed with the employee onan ongoing basis during the designatedappraisal period, with one or more progressreviews conducted and documented, inaccordance with 5 CFR 430 or applicableagency directives.
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
Employees are given ratings of record at theend of each appraisal period and/or at otherappropriate times during the appraisal period inaccordance with 5 CFR 430 or applicableagency directives.
The agency encourages employee participationin establishing performance plans as stated in 5CFR 430.206 or applicable agency directives.
Provides for training toexecutives, managers, and
supervisors to ensure they havethe knowledge, skills, andabilities to effectively manageperformance
Holds executives, managers,and supervisors accountable intheir performance plans for therigorous appraisal of theirsubordinates
Effectiveness Indicators
Performance elements (performanceexpectations) for senior executives, managers,and supervisors are:
Aligned with organizational goals Clear, specific, and understandable Reasonable and attainable Measurable, observable, or verifiable, and
results oriented
Balanced between expected results andother indicators such as leadership
behaviors and employee and stakeholderfeedback
Communicated in a timely fashion Key in fostering continual improvement in
productivity.
All supervisors, managers, and executivesreceive training on performance managementand coaching/feedback techniques.
Sources of data (e.g., Federal Human CapitalSurvey, upward feedback, multi-raterassessment) indicate supervisors, managers,and executives demonstrate effectiveperformance management andcoaching/feedback skills.
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
Reviews of performance plans for all levels ofthe agency indicate supervisors, managers, andexecutives are held accountable for theperformance management of theirsubordinates.
Compliance Indicator
The agency has established and implemented aspecific training program for managers inaccordance with the Federal WorkforceFlexibility Act that provides training on actions,
options, and strategies a manager may use in: Communicating with employees whose
performance is unacceptable
Mentoring employees and improvingemployee performance and productivity.
Establishes a process forperiodically evaluating theeffectiveness of the appraisalsystem so the agency can usethe evaluation data to improve
the system.
Effectiveness Indicators
The agency regularly tracks performance andreports results.
Survey results and/or interviews indicateemployees understand their performanceelements (performance expectations), considerthem to be fair, and understand how theirefforts contribute to mission accomplishment.
Workforce survey results indicate employeesperceive a linkage between high performanceand recognition and awards. Employees alsobelieve creativity and innovation are rewardedand their own performance evaluations properlyreflect their level of performance.
Statistical data related to actions for poorperformance (including separations forperformance, number of removals anddowngrades, and number of denials of within-grade increases) indicate these remedies arebeing used appropriately.
Statistical data for performance ratings andawards, in the context of an empirical review of
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Section IV: Results-Oriented Performance Culture System
PERFORMANCE APPRAISAL
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a performanceappraisal system that:
the performance decision-making process,show appropriate distribution and meaningfuldistinctions.
Compliance Indicator
The agencys performance appraisal system(s)and program(s) are evaluated in accordancewith 5 CFR 430 or applicable agency directives.
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented Performance CultureSystem
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
RESULTS:AWARDS When the key elements of the critical success factor Awardsare effectively implemented, agencies will realize the followingresults:
Effectiveness Results
Employees have a direct line of sight betweenperformance elements (performance expectations) andaward systems and the agency mission. These links havebeen communicated to and are understood by employees,enabling them to focus their work effort on those activitiesmost important to mission accomplishment. All employeesare held accountable for achieving results that support theagencys strategic plan goals and objectives.
The agency has created a reward environment, beyondcompensation and benefits, that contributes to attracting,retaining, and motivating employees.
Compliance Result
The agency has developed one or more awards programsfor its employees that obligates funds, and documentsawards justifications in accordance with 5 CFR 451.
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Section IV: Results-Oriented Performance Culture System
The following page provides key elements and suggestedperformance indicators for this critical success factor.
RELATED
TOOLS
The following tool supports Awards. Refer to Appendix A for
the tool.
ToolAppendix APage Number
Federal Human Capital Survey (FHCS): Questions Related to theResults-Oriented Performance Culture System
121
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Section IV: Results-Oriented Performance Culture System
AWARDS
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has an awards systemthat:
Is aligned with organizationalgoals and values Has clear criteria for awards,
communicated effectively soemployees understand thepurpose of the awards
Includes a variety of types ofawards (e.g., formal, monetary,nonmonetary, time-off), givingsupervisors have a wide range
of tools available to recognizeperformance
Provides incentives forperforming at an exemplarylevel
Recognizes top performersappropriately
Establishes a process forperiodically evaluating theeffectiveness of the awards
system so the agency can usethe evaluation data to improvethe system.
Effectiveness Indicators The agency has designed, communicated, and
implemented an awards program aligned withorganizational goals, based on clear criteria,and tailored to the interests and priorities of theagencys workforce.
The agency uses a variety of monetary andnonmonetary awards (e.g., certificates,recognition in agency publications, awardceremonies).
Executives, managers, and supervisors receivetraining on available awards and how to usethem to attract, retain, and motivateemployees.
Surveys and/or interviews indicate employeesfeel valued and appropriately recognized forperformance.
Compliance Indicator
The agency communicates with employees andsupervisors about awards programs, evaluatesits programs, documents awards appropriately,and gives due weight to awards in qualifyingand selecting employees for promotionpromoting employees in accordance with 5U.S.C. 3362.
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented Performance CultureSystem
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
RESULTS: PAY FORPERFORMANCE
When the key elements of the critical success factor Pay forPerformance are effectively implemented, agencies will realizethe following results:
Effectiveness Results
The pay-for-performance system, where authorized by lawand regulation, is results-driven, producing a distributionof pay adjustments and bonuses based on individualcontribution, organizational performance, and/or teamperformance.
The pay-for-performance system, where authorized by lawand regulation, ensures employee and supervisory
accountability with respect to individual performance andorganizational results.
Employees pay is linked to their performance ratings.
Supervisors and managers make meaningful distinctions inperformance ratings.
Compliance Result
Pay adjustments, cash awards, and levels of pay based onthe results of the appraisal process accurately reflect and
recognize individual performance and/or contribution tothe agencys performance in accordance with applicableagency directives.
The following pages provide key elements and suggestedperformance indicators for this critical success factor.
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Section IV: Results-Oriented Performance Culture System
PAY FOR PERFORMANCE
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
When authorized, the agency has apay-for performance system that:-
Makes pay distinctions basedon performance Includes a transparent process
for making pay adjustments
Requires clear and frequentcommunications about the paysystem and how it operates.
Effectiveness Indicators An understandable pay pool structure (e.g.,
roles and responsibilities) and process formaking timely pay determinations have beencommunicated across the agency using avariety of methods (e.g., Web sites, handbooks,policies, announcements).
Managers, supervisors, and employees areoriented and/or trained at the beginning of theperformance cycle on the relationship between
their performance and salary adjustments andawards at the end of the cycle.
Data on pay pool determinations/discussionsindicate:
The budget is effectively managed. Top performers are getting the highest pay
increases and/or awards.
Employees perceive the process to be fairand credible.
Pay adjustments correlate with performanceratings.
Compliance Indicators
For senior employees, individual pay rates andpay adjustments reflect meaningful distinctionsbased on relative contribution to agencyperformance in accordance with the ExecutivePerformance and Accountability Interim Rule (5CFR 430 or applicable agency directives and1330).
Pay-for-performance systems, authorized byOPM as part of Demonstration Projects, areevaluated periodically to determine compliancewith the Project Plan in accordance with 5 CFR470.317.
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Section IV: Results-Oriented Performance Culture System
PAY FOR PERFORMANCE
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
When authorized, the agency has apay-for-performance system that:
Pay-for-performance systems authorized byCongress are in compliance with their enablinglegislation, regulations, and operating guidance(e.g., DHS HRM system in chapter 97 of title 5,U.S. Code and part 9701 of 5 CFR; and theprovisions of the National Security PersonnelSystem, chapter 99 of title 5, U.S. Code andpart 9901 of 5 CFR).
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented Performance CultureSystem
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
RESULTS: DIVERSITYMANAGEMENT
When the key elements of the critical success factor DiversityManagement are effectively implemented, agencies will realizethe following results:
Effectiveness Results
The agency has implemented a diversity managementprogram and has shown positive results in creating adiverse workforce.
The agency is responsive to the needs of diverse groups,resulting in a positive work environment conducive to allemployees achieving their potential without fear or abuse.
Compliance Result
The agency ensures equal opportunities for employeeswithout discrimination as prescribed in 5 U.S.C. 7201.
The following pages provide key elements and suggestedperformance indicators for this critical success factor.
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DIVERSITY MANAGEMENT
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a diversi ymanagement system that:
t
Tracks and analyzes workforcediversity trends Develops and implements
diversity outreach plans as partof the agencys overall outreachefforts.
Effectiveness Indicators The agencys diversity program intent and
processes are communicated to all employees.
Surveys and/or interviews show the workforceis aware of, and generally supports, diversityprogram efforts.
The agency develops and implements diversityprograms to improve diversity within theagency including:
A recruitment strategy to reach diversepopulations at colleges/universities,minority-focused professional organizations,and other organizations representingwomen, veterans, people with disabilities,and other groups, as part of the agencysoverall outreach strategy
Encouragement of the participation ofdiverse groups in occupation-focused andleadership training and developmentprograms
Family-friendly policies relating to workschedules, telework, and other workplaceflexibilities.
The agencys diversity program is inclusive ofall groups and is based on analysis ofrepresentation of various groups includingpeople with disabilities, various minoritygroups, and women.
The diversity program is actively endorsed andsupported by agency senior leadership throughpolicy, budget allocation, and personal
endorsements.The agency supports forums and activities forrecognized interest groups to provide ways tocommunicate with the workforce about theimportance of diversity.
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Section IV: Results-Oriented Performance Culture System
DIVERSITY MANAGEMENT
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a diversitymanagement system that:
Managers, supervisors, and employees receivetraining from an agency-developed, diversity-related training curriculum.
The respect for diversity index score fromOPMs Federal Human Capital Survey indicatesemployees perceive their organization respectsand welcomes the diversity that makes up theFederal workforce.
Data on human resources program and systemdecisions/actions (e.g., complaints; personnelactions such as selections, promotions, and
disciplinary actions) are analyzed in the contextof empirical information about the agencysemployment practices, to verify discriminationis not occurring.
The agency provides resources in accessibleformats.
Compliance Indicators
The Federal Equal Opportunity RecruitmentProgram (FEORP) [5 CFR 720.205], theDisabled Veterans Affirmative Action Program
(DVAAP) [5 CFR 720.304], and other outreachprograms are implemented in accordance with5 U.S.C. 7201 and the following Federal EqualEmployment Opportunity (EEO) laws:
Title 7 of the Civil Rights Act of 1964 (Title7)
Equal Pay Act of 1963 (EPA) Age Discrimination in Employment Act of
1967 (ADEA)
Title 1 and title 5 of the Americans withDisabilities Act of 1990 (ADA)
Sections 501 and 505 of the RehabilitationAct of 1973
Civil Rights Act of 1991.[Note: The Equal Employment OpportunityCommission is the jurisdictional authority forthe EEO laws listed immediately above, not
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Section IV: Results-Oriented Performance Culture System
DIVERSITY MANAGEMENT
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a diversitymanagement system that:
OPM. These legal citations are listed forhuman capital practitioners referencebecause agencies are subject to them.]
The agency has published up-to-date policiesindicating zero tolerance for sexual harassmentand discrimination in the workplace inaccordance with EEOC guidelines, including 29CFR 1604. [Note: This indicator is also underthe jurisdiction of the EEOC.]
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Section IV: Results-Oriented Performance Culture System
The Results-Oriented Performance CultureSystem
Communication
Performance Appraisal
Awards
Pay for Performance
Diversity Management
SECTION IV
Results-OrientedPerformance Culture
System
Labor/Management Relations
RESULTS:LABOR/MANAGEMENTRELATIONS
When the key elements of the critical success factorLabor/Management Relations are effectively implemented,agencies will realize the following results:
Effectiveness Result
Managers effectively administer contractual and statutoryprovisions to accomplish agency goals; workplace conflictsare resolved fairly, promptly, and effectively; andmanagers, union officials, and employees work together toaccomplish the agencys mission through effectivecommunication and problem solving.
Compliance Result
The agency recognizes the right of employees to organize,bargain collectively, and participate through labororganizations in accordance with 5 U.S.C. chapter 71.
The following page provides key elements and suggestedperformance indicators for this critical success factor.
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Section IV: Results-Oriented Performance Culture System
LABOR/MANAGEMENT RELATIONS
KEYELEMENTS SUGGESTED PERFORMANCE INDICATORS
The agency has a labor/managemenrelations sys em that:
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Provides a process encouraginglabor and management tojointly develop successful plansto accomplish organizationalgoals and to develop effectivesolutions to workplacechallenges
Sets the stage for effectivelyworking through human capitalissues
Ensures management is awareof and properly appliescollective bargainingagreements and satisfiesstatutory labor-managementrelations obligations.
Effectiveness Indicators Data on complaints, grievances, and unfair
labor practices are gathered, analyzed, andacted upon as appropriate. Data indicateproblems are usually resolved at the lowestpracticable level and management is complyingwith contractual and statutory requirements.
Management works to resolve conflictspromptly and in a manner that enhancesagency performance.
The agency implements an alternative disputeresolution program to resolve employee/laborrelations issues. The program achievesdocumented results in resolving problemsituations.
Compliance Indicator
Recognized labor organizations are afforded therights established in 5 U.S.C. 7101 or othercongressionally-mandated enabling legislation.