1. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. PERFORMANCE APPRAISAL AND PLANNING 2011-2012 Performance Cycle Cheryl Rosanova Lead HR Specialist Performance Management Office of Human Capital Management

2. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Agenda Performance Management Overview Performance Awards Guidance Reconsideration Guidance Important Dates 2012-2013 Performance Planning EPF Review 2

3. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

4. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Performance Management Overview Effective organizations : Plan work and set expectations Monitor performance Develop the capacity to perform Rate performance Improve poor performance Reward good performance 4

5. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. 5 Who’s Covered SES/ST/SL employees are not covered under this performance process. Rate all permanent, temporary, term, student educational employment program, and NASA excepted (NEX) appointment employees. Detailed or Matrixed Employees Detail/Matrix supervisors must provide written performance assessments to the supervisor of record when the detail is in excess of 90 days (60 days for employees represented by GESTA). The written summary provided by the detail/matrix manager must be provided to the employee.

6. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Who’s Covered (con’t) The rating official will summarize feedback provided from matrix assignments and details that are less than 90 days (60 days for employees represented by GESTA) when the feedback has been relied upon to determine the performance rating. The Rating Official should utilize NF 17-121/122 Addendum to identify individuals who provided performance feedback. 6

7. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Pre-rating Preparations Determine if all employees have plans on which they can be rated. Review intra-Directorate process for review of Distinguished and Fails to Meet ratings. Adhere to internal deadlines for: Higher level review Completion of all ratings Completion of new plans Awards including QSI recommendations 7

8. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Performance Assessment Offer employees the opportunity to provide a “balanced assessment”. Gather information from other appropriate sources:  Team Leads, detail supervisors, customers, etc. Rate each element The summary rating cannot be higher than the lowest element rating. Write a narrative summary. 8

9. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Performance Assessment (con’t ) Meet with employee to discuss:  Overall performance  Element and summary ratings  Areas for improvement (if applicable)  Training, development, growth opportunities  Employee signs for receipt of rating. Keep original rating in EPF and give copy to employee. Upload rating into NOPS. 9

10. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. * Letter of Counseling (LOC) must be given to AFGE covered employee prior to issuing level "2”. LOC recommended by OHCM for non-AFGE employees at level "2" but not required. Note: Level "1" rating may be assessed at any point throughout the year when performance is consistently "fails to meet" expectations on any individual critical element; supervisors do NOT have to wait until the annual appraisal to issue a Performance Improvement Plan.

11. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. 2012 Performance Award Percentages 11 Fully Successful0.00-0.75% Accomplished0.76%-1.50% Distinguished1.51%-2.5% Note: Percentages provide greater flexibility to make meaningful rating distinctions Performance Rating-Based Awards Cash Time Off** Combination of Cash and Time Off **Note: A Time Off Award (TOA) cannot exceed 40 hours per achievement. Not more than 80 hours total TOA may be granted per leave year.

12. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Do’s and Don’ts Avoid Common Rating Errors: Halo Effect (overrating performance) Horns Effect (underrating performance) Central Tendency/Leniency (to avoid conflict) Narrow Focus (one/two events drive overall rating) Length of Service Personal bias 12

13. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Do’s and Don’ts (con’t) Ensure Objective Ratings: Rate performance against the performance elements and standards. Consider performance over the entire rating period. Give appropriate consideration to all work outcomes – negative and positive. Consider whether outcomes were within employee’s control. 13

14. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Performance Rating Disagreements Reconsideration requests An employee who disagrees with his/her rating of record may submit a request of reconsideration. Employee deadline to request reconsideration is 15 days or 30 days for employees represented by GESTA after receipt of rating. Employee will be given opportunity to present supporting information. Rating (or Reviewing) Official must reconsider and issue a decision within a reasonable time (normally within 10 days). 14

15. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. 15 Performance Appraisal Close-Out Key Dates TIMEFRAMEACTIVITIES April 30 Performance appraisal cycle ends for the 2011-2012 period. Request employee submit a “balanced self-assessment”. Request feedback from customers and matrix/detail supervisors. May 21 Submit completed worksheets to EOPO. May 22- June 1 EOPO/OHCM conducts review of preliminary performance data to ensure that each Directorate continues to implement the performance appraisal process with consistent levels of integrity and fairness. June 2– June 21 Complete narrative summary and assign element and overall summary ratings. Complete and attach NF 17-121/122 – Addendum for matrix/detail feedback. Have OHCM review narrative summaries for Needs Improvement Ratings. Hold appraisal discussions and ensure the performance appraisal form has been signed in all appropriate places. NLT June 22 Directorates upload ratings into NASA Org Profile Sys (NOPS) (http://nasapeople.nasa.gov/nops/default.htm). Ensure past ratings entered are correct.http://nasapeople.nasa.gov/nops/default.htm

16. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Performance Appraisal Close-Out Key Date NLT June 29 Issue performance plans for 2012-2013. NLT July 6 Directorates provide copies of “Distinguished” supervisory performance appraisals and copies of “Needs Improvement” and “Unacceptable” performance appraisals for all employees to Cheryl Rosanova, OHCM, Code 115, Building 1, Room 141. July 15 – Aug 10 Performance Rating-Based Awards (both monetary and time off, or a combination thereof) may be “effected” only between this period. July 29 – Aug 28 QSI's may be “effected” only during this period. 16

17. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. 2012-2013 Performance Planning Begin 2012-2013 performance cycle Agency Performance Management Review Proposals Have performance plans in place by June 29, 2012 Contact detail supervisors to ensure the performance plan form will accommodate evaluation of the work that will be performed while on detail. If necessary, add additional elements needed to assess performance Focus on programmatic expectations 17

18. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Reviewing official signing after employee on Distinguished Ratings (24%) Mid-Year not done or done after deadline (36%) Missing Employee Task-Specific Training Requirements Form - GSFC 17-112 (32%) Individual elements not rated (20%) PY 2012 EPF Review Common Findings

19. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. OHCM Points of Contact Cheryl Rosanova Performance Management Lead (301) 286-4832 Christina Lafountain Employee Relations Officer (301) 286-3729 Khrista White Awards Officer (301) 286-9059 19

20. Goddard Space Flight Center Office of Human Capital Management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence. Panel Discussion 20 Thank You!