1. NAF HR for SUPERVISORS

2. EMPLOYEE PERFORMANCE STANDARDS & EVALUATION AR 215-3, Chapter 6

3. LEARNING OBJECTIVES Supervisors will be able to:
Briefly explain why evaluating performance is necessary
Properly establish Performance Standards
List the different levels of performance ratings

4. WHY EVALUATE PERFORMANCE?
Increases efficiency
Basis for training, retention, pay adjustments, awards, promotion, reassignment, removal & Business Based Action (BBA) ranking
Keeps employees informed of expected levels of performance (standards)
Affords opportunity to improve performance
Fosters employee/management relationship
Not evaluating performance increases turn over

5. WHO MUST BE RATED Employees serving on regular appointments:
Regular Full-Time
Regular Part-Time
Regular Seasonal
NF & CY employees serving on Flexible appointments
Probationary Employees
New Supervisors
Section 2-19
All NAF employees should be rated
AR establishes that an evaluation is an entitlement for these employees.

6. PERFORMANCE STANDARDS
Measures whether employee met, exceeded, or failed performance expectations
Must be established by supervisor in writing for each position
Must be quantifiable, reasonable and achievable
Must discuss/get input from employee
Collective bargaining agreements supersede the provisions of AR 215-3
Bullet 2: Recommended: issue within 30 days of beginning of rating period
Standards should reflect organizational goals and priorities

7. PERFORMANCE STANDARDS (Continued)
Should be signed/dated by supervisor, second level supervisor & employee
Performance standards are the basis for annual rating
May call NAF HRO for assistance with developing standards
Suggest that they recommend that the employee sign the standard

8. Aspects of Performance
Quality/Quantity of Work Product
Adaptability
Working Relationships
Timeliness
Cost Effectiveness
Goal Achievement
Leadership & Initiative
Utilization of Knowledge & Skill
Customer Service
Accountability
Stewardship of Responsibility
Elements for performance standards:
Adaptability to new assignments and to changes in instructions, work methods, work situations, organization, or staff
Relationships with employees inside and outside organization
Ability to use professional, technical, mechanical, clerical, or supervisory knowledge and skills pertinent to the position
Customer service: courtesy to the public

9. Aspects of Performance (Continued)
Managers
Internal Controls & Responsibilities
Supervisors
Participation in EEO Programs & Administration
Fairness in Decision Making
Encouragement & Recognition of Achievements
Treatment of Minorities and Women
Discipline: equal penalties for equal situations
Performance elements for Managers
Internal controls and responsibilities (AR 11-2, para 2-10)

10. SMART Criteria Specific: focus on outcomes not intentions
Measurable/Verifiable: use tangible outcomes to determine success
Attainable: ensure the average employee can reasonably meet the standard
Result Oriented: focus on tasks resulting in value for the organization
Time Bound: use timeframes and deadlines whenever possible
EXAMPLES
Specific: Reduce the average processing time for XYZ from 15 to 10 days NLT 31 December 07
Measurable/Verifiable: Create adequate training materials which costs no more than $100 for the 15 employees in our office which will serve as a desk guide on ARMIS NLT 15 Sept 07
Attainable: WRONG: Ensure all purchase requests are received by close of business on the first day of each month…this is beyond the employee’s control. ALTERNATE: Send a monthly reminder of the due date for purchase requests NLT the 15th day of each month. Follow-up with the appropriate points of contact and/or notify the supervisor if you are unable to obtain a needed purchase request NLT 5 days before the required date.
Result Oriented: Standards should reflect the mission and goals of the activity, division, garrison, region, IMA, and/or DA.
Time bound: Respond to telephonic inquiries ASAP but NLT 3 working days after receipt. Issue responses to written customer inquires NLT 5 calendar days after receipt. You should always contact the customer within these timeframes to provide an update on the status of the request if you are unable to obtain the requested information before the deadline.

11. FEEDBACK TO EMPLOYEES
Supervisor must ensure employees understand their standards and what is expected for success
Discuss performance with employees during rating period to clarify expectations and address problems
Counsel to correct poor performance and or motivate with positive feedback
Prepare written record of counseling session & give copy to employee
This is a continuous process. Be sure to discuss deficiencies and achievements throughout the rating period. The employees should not be surprised or caught off guard when the rating is finally issued.

12. PROBATIONARY PERIOD AR 215-3 CH 2-19
Each employee must serve a probationary period during the first year of his/her regular appointment to evaluate fitness for continued employment.
Those who are hired into Limited Tenure Positions are not required to serve a probationary period.

13. PROBATIONARY PERIOD EVALUATIONS
Applicability
New Employees
New Supervisor
Supervisor observes conduct, character traits, and performance
Unacceptable performance or conduct
Written warning
Improvement Period
Contact NAF HRO as soon as possible
Separation requires 7 day written advance notice
NAF HRO notifies supervisor 30 days prior to end of probationary period
Emphasize/Reinforce to class, the importance of the “Improvement Period” and giving the employee an opportunity to improve, prior to taking action.
Reference AR215-3, Ch 2-19.
Continually evaluate the employee's job performance and work behavior, as well as his/her character, conduct, and attitude that directly affect job performance
If an employee is failing to successfully complete the probationary period, then management must take action early and consult with the NAF HRO
Failure to complete the probationary period at a satisfactory level must result in separation.

14. PROBATIONARY PERIOD EVALUATIONS (Continued)
Supervisor completes DA Form 3612
recommend/not recommend retention
If retention is not recommended
take action to separate employee
separations are not grievable
Separation must be effective prior to end of probationary period
Para 2-19
DO NOT wait until the end of the probationary period to request separation during prob period.

15. ANNUAL RATING PERIOD Due on a specific date
NAF HRO will notify supervisors
Appraisal due within 30 days of rating period end date
New supervisor (less than 120 days) may consult with previous supervisor & rate or delay rating
Use DA Form 3612
Employee must be on standards 120 days before being rated

16. LEVELS OF PERFORMANCE Outstanding Excellent Satisfactory
Minimally Satisfactory
Unsatisfactory
Outstanding – all aspects of performance exceed expectation; clearly deserving of recognition. Rating must be justified and approved by second level supervisor. Employee receives DA Commendation certificate and may receive incentive award.
Excellent – majority of performance standards are exceeded; clearly exceeds satisfactory performance.
Satisfactory – meets, but does not exceed a majority of the performance standards.
Minimally Satisfactory – marginally meets performance standards; often below satisfactory in one or more non-critical areas. Supervisor should counsel, provide opp and training for improvement.
Unsatisfactory – fails to meet standards…see next slide.

17. UNSATISFACTORY PERFORMANCE
Employee fails to meet one or more
critical elements
Must be given a written warning
Performance Improvement Plan (PIP)
Provide opportunity to improve
If fails to improve, employee will be rated unsatisfactory and reassigned, demoted, or separated

18. PERFORMANCE IMPROVEMENT PLAN
Identify each element that is unsatisfactory
Cite standard for satisfactory performance
Inform how you will assist
Give time to improve
minimum 30 days
Identify consequences if employee fails to improve
If performance still unsatisfactory – take action

19. UNSATISFACTORY RATING
Supervisor prepares written proposal to reassign, demote, or separate, with assistance from NAF HRO
Employee has opportunity to reply
Final decision notice issued

20. Performance Improvement Plan LET’S EXERCISE !!

21. EMPLOYEE RECOGNITION
AWARDS
AR 215-3, Chapter 9

22. LEARNING OBJECTIVES Supervisors will be able to:
Explain the various types of awards available
Understand the criteria for granting awards
Identify how Incentive/Performance Awards are funded

23. PRINCIPLES Employees may be recognized as individuals or groups
Operating budget should include provisions for incentive awards and should be covered under the Commander’s Pay Policy
Awards may not be submitted when disciplinary actions are pending
IMCOM Reg supersedes IMA Policy Memorandum #17, dated 25 October 2005.

24. INCENTIVE AWARDS Sustained Superior Performance Special Act or Service
Cash Award (All Employees)
Performance Based Pay Adjustment (NF & CY)
Special Act or Service
On-the-Spot
Length of Service
Time off

25. SUSTAINED SUPERIOR PERFORMANCE (SSP)
12-months of continuous service of superior performance
Outstanding performance - NTE 15%
Excellent performance – NTE 5%
Satisfactory or above performance required
IAW command policy

26. AWARDS BASED ON SPECIAL ACT OR SERVICE
Special Act or Service Award: Consists of meritorious non-recurring personal effort, an act, or a service performed within or outside assigned job responsibilities, which contributes to the efficiency, economy, profitability or other improvement of NAF operations. Included are acts of heroism or other deeds that reflect credit on NAFI operations.
Certificates of commendation
Cash
Time off
Merchandise
Note: Justification must be included
The amount of the cash award will depend on the significance of the contribution

27. ON-THE-SPOT AWARDS
Designated for spontaneity, and to reward employees for acts or services at a less significant level than that required for a special act award
The award must be for actions clearly recognizable as beyond what should normally be expected of the employee

28. ON-THE-SPOT AWARDS (Continued)
Cash award
Activity Manager - up to $250
Fund Manager - $251- $500 (maximum)
Maximum total - $2,000 in any 12 month period
Not authorized for the same accomplishments during the same period
Award will be processed as close in time to the act or service being recognized as practicable
On-the-spot is designated for spontaneity, and to reward employees for acts or services at a less significant level than that required for a special act award
The award must be for actions clearly recognizable as beyond what should normally be expected of the employee

29. LENGTH OF SERVICE AWARDS
Creditable service = all Federal,
Military, and NAF service
The last full year of service must have been as a NAF civilian employee of DA
Length of Service certificates are issued in 5-year increments
Certificates: 5 – 50 years in 5-yr increments.
Emblems & Certificates for years in 5-yr increments.

30. TIME OFF AWARD Time-off with no charge to leave
Indicate “Time-off-award” on the timecard.
Hours used are recorded as administrative leave
Maximum single award - 40 hours
Maximum 12 month period - 80 hrs
Must be scheduled and used within one year of the approval date
Time-off award may not be converted to a cash payment under any circumstances

31. OTHER INCENTIVE AWARDS
Revenue Sharing
Management Incentives
Alternative Incentives
Suggestion
Revenue Sharing
Commanders may establish a Revenue Sharing Program that includes all regular NAF employees in an activity
A copy of the Revenue Sharing Program will be provided to HQDA
Management Incentives:
Commanders may establish management incentive plans for category “C” activities
To be eligible a manager must have full program responsibility, including man power and budget authority, and must maintain a satisfactory level of performance throughout the specific period of the plan
Management incentive awards may not exceed $25,000 in a 12-month period
Commanders may authorize an alternative to a cash award for special acts or services
Merchandise such as TVs, VCRs, jewelry, travel packages etc. may be substituted for cash awards
The cash value of the merchandise must be entered on a DA Form 5167 and it is considered income, subject to income tax and FICA

32. Awards LET’S EXERCISE !!