Presentation on theme: "Performance Appraisal System Update"— Presentation transcript:
1 Performance Appraisal System Update Welcome to thePerformanceAppraisalSystem Update
2 PurposeTo present and explain changes to the Smithsonian Institution’s Performance Appraisal System by focusing on Four Key MessagesFor copy of slides and related documentation:
3 Key Message One: We are Changing the Performance Management System to Ensure that the Smithsonian Institution Excels in Achieving its Mission:Create a results oriented performance culture that helps employees understand and carry out their role in the achievement of the organization’s strategic goalsCreate a process for managers and employees to receive accurate and constructive feedback on their performance in order to develop the skills and knowledge needed to successfully excel in carrying out their assignments and responsibilities
4 Key Message One ImpactAllows individual units to establish milestones and measures to track their progress on program performance goals that contribute toward achievement of the Institution’s mission and strategic goalsHolds supervisors accountable for administration of the Performance Appraisal System by basing their rating on how successful they are in completing the plans of their employeesClearer understanding of how an employee’s effort contributes to the achievement of unit and Institution’s strategic goals
5 Key Message Two: All Elements of Performance Plans Must Link to the Smithsonian Institution’s Strategic GoalsGoal 1: Increased Public Engagement: Diffusion of Knowledge: Enlarge the Smithsonian’s audience and improve the quality of its impact on its audienceGoal 2: Strengthen Research: Increase of Knowledge: Pursue scientific advances, discovery, and scholarship in the natural and physical sciences, arts, humanities, and social sciencesGoal 3: Enhanced Management Excellence: Modernize management systems by bringing each of them to a level of quality and sophistication appropriate to an organization of the size and complexity of the InstitutionGoal 4: Greater Financial Strength: Provide financial support essential to achieving the Institution’s goals
6 Key Message Two More about Performance Plans Elements of Performance Plans describe primary dutiesElements are appropriate to description and level of positionNon-critical elements are no longer in Performance PlansPlans reviewed annually to note any changes in element expectationsPlans include measures or standards that are credible, achievable, and fairPlans clearly describe the Successful level of performanceManagers are encouraged to also write a description of the Outstanding level of performanceAll manager and supervisor plans include an element addressing managerial or supervisory responsibilities, including accountability for the performance of their employees
7 Key Message Three: Accurate and Fair Appraisals Help Ensure High Performance Employee appraisals are used as a basis forRecognizing top performersIdentifying developmental needsIdentifying and addressing deficiencies in performance
8 Key Message Three Linking plans to goals and creating more measurable standards will result in the following:“Successful” level seen as a positive ratingEmployees will receive feedback that will lead to growth in job-related skillsIncreased motivation to perform at higher levelPoor performance will be addressedIncreased morale based on realistic ratings and connection to Smithsonian goals
9 Key Message Four: System provides for formal and informal communication between employees and supervisors throughout the yearEmployees are involved in the development of their PlansEmployees must receive at least one progress review during the performance appraisal periodIf at any time during the rating cycle an employee’s performance on any element is in danger of falling below the Successful level, the rating official must take remedial action to assist the employee in improving his/her performanceUnit performance expectations are communicated through performance plans and employee ratings impact overall unit performanceManagement exercises accountability and oversight for individual and organizational performance
10 Successful: Meets Expectations Key Message Four Performance Rating System Changed to Four Rating LevelsSuccessful: Meets ExpectationsHighly Successful: Frequently Exceeds ExpectationsOutstanding: Consistently Exceeds Expectations*********************************************************************Unacceptable: Does not perform at acceptable level on one or more elements
11 Key Message Four Successful—Meets Expectations Tasks and accomplishments are completed in a successful manner and reflect considerable skill and efficiencyTimeframes are met or occasionally exceeded.Accomplishments directly contribute to meeting organizational goals.
12 Key Message Four 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.
13 Key Message Four 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
14 Key Message Four Unacceptable Does not perform at acceptable level on one or more elements
15 Appraisal ProcessAppraisal period begins October 1 and ends September 30 of the following yearThe supervisor rates each performance element based on the level of accomplishmentRatings reflect consistent performance of standardsEach of the four performance levels is assigned a weight of 0-3The average weight of all elements is the summary rating, unless any element is rated “Unacceptable”If any element is rated “Unacceptable”, then the summary rating must be “Unacceptable” regardless of numeric average
16 Summary Rating Example Numeric value of ratings Summary Conversion Table0 – Unacceptable – 1.5 = Successful1 – Successful – 2.5 = Highly Successful2 – Highly Successful – 3.0 = Outstanding3 – OutstandingEmployee receives the following appraisal:Performance Element #1 – Successful (1 point)Performance Element #2 – Highly Successful (2 points)Performance Element #3 – Highly Successful (2 points)Performance Element #4 – Successful (1 point)Numeric score is 6. This score is divided by the number of performance elements (4) which gives the summary rating of This converts to a summary rating of Successful.
17 Development Requirement As part of performance summaryRating 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
18 Employee Responsibilities Participate in the development of their Performance PlanPerform assignments in a skillful and efficient mannerSeek opportunities to enhance skill and knowledgeStretch to perform at higher levels
19 Supervisor Responsibilities Include employee in the development of their Performance PlanProvide specific and fair feedback based on the performance standardsProvide employees with opportunities to enhance skill and knowledgeEncourage employees to stretch to perform at higher levels
20 Frequently Asked Questions Q: How will the changes affect Cost-of-Living, Within-Grade, or Quality Step increases?A: All employees will receive a Cost-of-Living increase. Within-Grade increases will be approved if an employee’s performance is Successful or above. Quality Step increases require that the most recent rating of record is an Outstanding
21 Frequently Asked Questions Q: How will the changes affect Cost-of-Living adjustments and Merit Salary Increases for Trust employees?A: Trust employees will receive the Cost-of-Living adjustment as approved by the Smithsonian. Employees will be eligible to receive Merit Salary Increases based on a rating of Successful or above and the availability of funding. Two step Merit Salary Increases require that the most recent appraisal rating is an Outstanding
22 Frequently Asked Questions Q: How will Performance Awards be affected by these changes?A: A Performance Award is a one-time lump sum cash award based on an employee’s performance and may be given to an employee whose summary rating is at the Highly Successful level or above
23 Frequently Asked Questions Q: What happens if an employee’s performance falls below acceptable?A: If at any time during the performance cycle, the supervisor determines that the employee’s performance is unacceptable for any element, a Performance Improvement Plan (PIP) must be prepared and communicated to the employee. The PIP must allow 30 days for the employee to demonstrate acceptable performance.
24 Frequently Asked Questions Q: How will I be evaluated for 2006A: Employees will be evaluated using the performance plan that was established in the outgoing performance appraisal system.
25 Frequently Asked Questions Q: When will the Performance Plans for 2007 be due?A: Supervisors are responsible for having the 2007 Performance Plans in place within 60 days of doing the 2006 appraisal.
26 Next StepsHalf day training workshops will be offered to all supervisors throughout the Smithsonian Institution beginning in October.For further information on performance management:
27 SummaryChanges to the Performance Appraisal System will help ensure the Institution achieves its missionPerformance elements link to Strategic GoalsClear measurable standards and accurate and fair appraisals help ensure high performanceEmployee-Supervisor communication is critical to a successful implementation of these changes