Welcome to the
Writing Performance Plan
Elements & Standards Workshop
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Workshop Objectives
Clarify the supervisor’s responsibilities under the revised Performance Appraisal System
Develop skill in writing performance plans that – include elements that are tied to the Institution’s
strategic goals– include a clear description of the Successful
level of performance, including meaningful, achievable, measurable, and fair standards
– as an option, include a clear description of the Outstanding level of performance
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Ground Rules
Willingness to listen and participate Agree to maintain confidentiality of issues
discussed Ask questions if unclear Cell phones and Blackberries off or on
vibrate Any Others?
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Background
Changes reflect Smithsonian desire to make performance appraisal program meaningful Changes reflect the direction that the Federal government is taking (President’s Management Agenda) Changes reflect recommendations of SI’s Performance Appraisal Committee
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Plans: Sets Goals & Measures
Monitors: Measures and Provides
Feedback
Develops: Trains;Addresses
Poor PerformanceRates: SummarizesPerformance
Rewards: RecognizesAnd Rewards Good
Performance
Performance Management’s Five Key Components
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Supervisor Responsibilities
Include employee in the development of their Performance Plan
Ensure completion of Performance Plans and Appraisals within specified timeframes
Provide specific and fair feedback based on the performance standards
Provide employees with opportunities to enhance skill and knowledge
Encourage employees to stretch to perform at higher levels
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All Elements of Performance Plans Must Link to the Smithsonian Institution’s Strategic Goals
Goal 1: Increased Public Engagement: Diffusion of Knowledge
Goal 2: Strengthen Research: Increase of Knowledge
Goal 3: Enhanced Management Excellence Goal 4: Greater Financial Strength
Employees see the connection between their work and the goals and mission of the Institution
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A Performance Element is a major task, goal or responsibility of an employee’s position
A Critical Element is defined as being a work task or responsibility of such importance that unacceptable performance would result in a performance rating of Unacceptable.
Critical elements must describe work that is within the employee’s control.
Critical elements cannot describe a group’s performance.
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Good Elements
Tie to Strategic GoalsTie to Position DescriptionAre succinct (usually not more that
one line)Are clear and understandableDo not include measures or
standards
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Sample Elements
Supervision and Guidance Funds Management Customer Service Designs for Capital Improvements and
Operation Changes Liaison to U.S. Congress and Executive
Branch
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Accurate and Fair Appraisals Help Ensure High Performance
Employee appraisals are used to Recognize top performers Identify developmental needs Identify and address deficiencies in performance
The basis of fair and accurate appraisals is meaningful, achievable, measurable, and fair standards
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Performance Rating System Changed to Four Rating Levels
Successful: Meets Expectations
Highly Successful: Frequently Exceeds Expectations
Outstanding: Consistently Exceeds Expectations
********************************************************************* Unacceptable: Does not perform at acceptable level
on one or more elements
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Successful—Meets Expectations
Tasks and accomplishments are completed in a successful manner and reflect considerable skill and efficiency
Timeframes are met or occasionally exceeded.
Accomplishments directly contribute to meeting organizational goals.
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Highly Successful—Frequently Exceeds Expectations
Tasks and accomplishments are often completed in advance of timeframes.
Due to the individual’s initiative and foresight, accomplishments regularly extend beyond the described element or assignment and significantly contribute to exceeding organizational goals.
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Outstanding--Consistently Exceeds Expectations
Performance requirements are consistently surpassed and completed in advance of timeframes.
Due to individual’s leadership, initiative, and/or creativity, accomplishments consistently extend beyond the expected outcomes and results.
Accomplishments have a direct and significant impact on exceeding organizational goals and establishing new directions, priorities, or work processes
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Unacceptable
Does not perform at acceptable level on one or more elements
Work at this level of performance should be discussed with the employee as soon as possible and steps taken to improve performance
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A Performance Standard is a work requirement that identifies the measures that will be used to evaluate performance.
Performance standards must be objective, measurable, and clearly describe and communicate the results that must be achieved in order to meet expectations. .
At a minimum, every performance element must have performance standards written at the “Successful” level.
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Good Standards
Are credible, balanced, and fair Are verifiable: describe how the element is going to be
measured Measures relate to quantity, timeliness, quality, cost
effectiveness, customer satisfaction, innovation, or initiative
Are clearly written, using bullets where possible Are succinct (not more that 10-15 words) Equitable and reflect the level of position description Achievable and are within the control of the employee Include objectives and activities of the current year Limited to 5-7 per element
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Example of Standards: SuccessfulElement: Customer Service
Usually communicates clearly, courteously, and effectively with customers (quality)
Routinely responds to customers requests with the most accurate and complete information available (completeness)
Telephone calls are returned within 3 business days; emails are responded to within 5 business days; formal written correspondence is prepared within 10 business days (time)
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Example of Standards: SuccessfulElement: Customer Service
Whenever possible, elicits customer feedback to improve service (initiative)
If cannot immediately answer question, provides follow-up within 3 business days (time)
If question requires additional research, keeps customer apprised of progress (quality)
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Example of Standard: OutstandingElement: Customer Service
Exceeds Successful Standard plus two of the following occur
Frequently receives praise and/or written commendations from customers
On own initiative, assumes and accomplishes a significant amount of work beyond the normal load of assigned duties to achieve customer satisfaction
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Example of Standard: OutstandingElement: Customer Service
Proactively communicates with customer to establish good working relationship and assess customer needs
Consistently demonstrates in-depth knowledge of customer programs
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Group Practice
Select one of the elements previously discussed
Using the criteria and descriptions above, work together to generate a description of ‘Successful’ performance for this element
Work together to generate a description of ‘Outstanding” for this element
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Group Practice
Use Element: Supervision and Guidance
Work together to generate a description of ‘Successful’ performance and then Outstanding performance
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Example of Standards: SuccessfulElement: Supervision and Guidance
60-80% of employees achieve the goals and objectives established in their performance plans
Requires little intervention in carrying out daily responsibilities
Ensures that employees follow required regulations
PAS is executed within established timeframes and according to policy
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Example of Standards: OutstandingElement: Supervision and Guidance
Exceeds Successful Standards plus 2 of the following
Over 90% of employees achieve the goals and objectives established in their performance plans
Provides mentoring to peers or new supervisors Often identifies and implements suggestions for
process improvement Assists another group in achieving its goals
without lessening own group’s achievements
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Writing Standards Practice
Work with another person to write a description of the Successful and Outstanding level for an element of one of your employees.
The partners should assist each other by asking the “Questions to Consider” and helping to explore the position and element from different perspectives
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Questions to Consider
What does ‘doing’ the job look like? What are the customer’s expectations? What are some examples of the expected behavior? How could someone improve on a process? What’s an example of extraordinary service or an
outstanding product? What would ‘wow’ a customer? What could someone do to contribute to the
exceeding of the Institution’s goals? What’s an example of when someone did this? How can you measure and capture these results?
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Supervisor Steps to a Successful Performance Plan Conversation
Find a comfortable and neutral setting Clearly state the intent of the conversation: to
include their input into the Plan Make the employees feel heard and respected Use active listening skills Seek to understand employee’s point of view Be engaged in the process Be open to feedback….ask for it Use specific examples to support positions Identify specific actions and timeframes for the future
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Elements of an Appraisal Conversation
Clear statement and understanding of purpose of meeting
Clear description of current performance level for each element as it relates to the Performance Standards
Specific examples that support rating Constructive suggestions for
development Reinforcement of positive contribution
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Development Requirement
As part of performance summary
Rating officials must note at least two constructive suggestions or strategies to assist the employee in enhancing current performance or reaching new goals.
This can include identifying goals for individual development or milestones for potential career growth
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Summary of Key Points
Supervisors are responsible for completing Performance Plans and Appraisals within specified timeframes
Performance Plans Must – include elements that are tied to the
Institution’s strategic goals– include a clear description of the Successful
level of performance, including meaningful, achievable, measurable, and fair standards
– as an option, include a clear description of the Outstanding level of performance
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Supervisor Support
What resources would help you in writing Performance Plan elements and standards?
What follow-up training would be useful?
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Any Questions?
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Please Complete the Evaluation Form
Thank You
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