Monitoring Performance July 2016

Monitoring Performance The ongoing assessment of performance compared to the stated expectations and ongoing feedback to employees on their progress toward reaching their goals DODI Instruction 1400.25, Vol. 431 July 2016 IT’S NOT ABOUT THE 365 TH DAY

Monitoring Performance Monitoring Phase Two-Way Communication Emphasize Organizational Goals Frequent Performance Discussions Focus on Performance Timely Recognition and Rewards Early Detection of Performance Issues July 2016 IT’S NOT ABOUT THE 365 TH DAY

Monitoring Phase Roles and Responsibilities Supervisors Continuously communicate; provide encouragement, meaningful feedback, and recognize accomplishments Provide employees an opportunity to highlight their successes relative to the performance elements and standards Identify needed changes to performance elements as appropriate Review IDPs to identify development opportunities Identify employee’s skills and abilities, and look for opportunities to further develop them Document performance discussions Recognize and reward performance throughout the performance appraisal cycle July 2016 IT’S NOT ABOUT THE 365 TH DAY

Monitoring Phase Roles and Responsibilities Employees Ask questions Engage in self-development Keep supervisor informed on outcomes Provide input during performance discussions Identify changes to performance elements as appropriate Identify challenges impeding ability to be successful Work with supervisor to find solutions to barriers to success Keep a record of their accomplishments so that they are able to discuss them throughout the cycle Show Informal Feedback Session Gone Wrong Video Then Show informal Feedback Session Gone Right July 2016 IT’S NOT ABOUT THE 365 TH DAY

Revise when: IT’S NOT ABOUT THE 365 TH DAY Revise the Performance Plan in the Monitoring Phase Revise when: Organizational goal or mission changes Assignment(s), position, or duties change Outside influences beyond an employee’s control make the original performance standards unachievable Assumptions about what can be reasonably achieved during the performance appraisal cycle changed NOTE: Minimum 90 day employee monitoring period for new/changed elements per DOD 1400.25 Vol 431, 3.2.d July 2016 IT’S NOT ABOUT THE 365 TH DAY

Communicating Achievements Employee input is strongly encouraged to ensure supervisors have a full range of information when evaluating employee accomplishments Employee input should: Identify accomplishments in a clear, concise manner Describe how accomplishments relate to the performance elements and standards Demonstrate how accomplishments contributed to organizational goals July 2016 IT’S NOT ABOUT THE 365 TH DAY

Addressing Issues: Informal Feedback First step in addressing performance issues Informal feedback may take several forms State what has been observed using facts, not emotions Describe how the performance fails to meet standards Wait for a response (let them talk) Ask for a solution; give suggestions if needed Agree on a solution together Set a follow-up date and time Steps for effective informal feedback are: Transition Message: Even if measures have been taken to prevent a performance problem from occurring, performance may still fail to meet expectations. Let’s talk about what to do when there are performance issues. Instruction: The first step in addressing performance issues is to provide employees with informal feedback. Informal feedback may take several forms (e.g., telephone, private office, e-mail) and, in order to have the maximum benefit, should be given as soon as the supervisor identifies performance deficiencies. Let’s look at the steps involved in providing informal feedback: State what has been observed using facts, not emotions Describe how the performance fails to meet standards Wait for a response (let them talk) Ask for a solution; give suggestions if needed Agree on a solution together Set a follow-up date and time Make sure you document everything! Make sure you document everything! DPMAP Rev.2 July 2016 IT’S NOT ABOUT THE 365 TH DAY

Checklist: Communicating Performance Expectations Are you sure the issue is primarily a performance problem (as opposed to misconduct)? Have you communicated performance standards to the employee? Are the standards clear and reasonable? Have you asked the human resources staff to review the standards for any possible problems? Have you given the employee specific examples of when their work did not meet the standards? Transition Message: Supervisors should use this checklist when informally communicating performance issues to employees. Instruction: It’s imperative that the supervisor communicate expectations and performance issues. Supervisors should use the following checklist and ask themselves the following questions: Are you sure the issue is primarily a performance problem (as opposed to misconduct)? Have you communicated performance standards to the employee? Are the standards clear and reasonable? Have you asked the human resources staff to review the standards for any possible problems? Have you given the employee specific examples of when their work did not meet the standards? DPMAP Rev.2 July 2016 IT’S NOT ABOUT THE 365 TH DAY

Steps to Addressing Performance Issues 1. Clearly identify unacceptable performance 2. Offer assistance 3. Provide an opportunity to improve Play Videos What would you do? Parts 1 and 2 July 2016 IT’S NOT ABOUT THE 365 TH DAY

Steps to follow for Addressing Performance Issues Provide scheduled performance discussions; Identify and document performance deficiencies; Counsel employee on performance deficiencies; Provide time for improvement *If still unacceptable, consider a PIP If still unacceptable, personnel action may result * Show What would you do Part 3 Video Transition Message: On the other side of the coin, supervisors may need to deal with employees who are not performing up to their standards. Instruction: Although the vast majority of DoD employees work hard and do their jobs very well, there may be times when supervisors must counsel an employee whose performance is unacceptable. Performance that deviates from an acceptable level must be immediately addressed. Supervisors should conduct counseling sessions with the employee as soon as they think there is a problem; do not wait until a scheduled progress review or when the final performance appraisal discussion is due. Performance issues rarely correct themselves without action. Steps for supervisors to follow when addressing performance issues. They are: 1. Provide scheduled performance discussions; 2. Identify and document performance deficiencies; 3. Counsel employee on performance deficiencies; 4. Provide time for improvement 5. If performance remains unacceptable, consider use of a performance improvement plan (PIP) – be sure to consult your HR Professionals for assistance; 6. If performance remains unacceptable, personnel action may result; (personnel actions include reassignment, demotion, or termination) The goal is to not go through all of these steps – the point here is to head off performance issues before it gets to the level that requires a personnel action. Note that employees should receive counseling during the three required formal performance discussions in DPMAP or when performing poorly but also whenever the employee does something well. Counseling and feedback are part of a supervisor’s responsibilities to all employees and should be frequent. Effectively dealing with performers with performance issues, means recognizing employees’ training needs early, identifying deficiencies that can be corrected, and providing the most effective assistance to employees. Note that PIPs can be given during the performance appraisal cycle (and not just at the end or after) if deficiencies have occurred AFTER the employee has been working under an approved performance plan for a minimum of 90 days. *NOTE: refer to Collective Bargaining Agreements, and contact HR before taking this step DPMAP Rev.2 July 2016 IT’S NOT ABOUT THE 365 TH DAY

Communication and Clarification Communicate Clarify July 2016 IT’S NOT ABOUT THE 365 TH DAY

Formal Feedback: 8 Tips for Effective Counseling Sessions 1. Clearly communicate what acceptable performance looks like 2. Conduct the counseling session in an appropriate setting 3. Plan for enough time and document the session 4. Make sure the employee understands performance expectations 5. Focus on the performance issues 6. Leave emotions out of the conversation 7. Seek cooperation, NOT confrontation 8. The mutual goal is to improve the employee's performance Transition Message: If it comes to a formal feedback, supervisors should start with a formal counseling session and ensure that everything is documented. Instruction: Formal feedback often comes in the form of meetings or counseling sessions with employees. The purpose of counseling is to let employees with performance issues know that their performance is not meeting expectations and to help them raise their performance to the expected level. Counseling aims to assist, not punish, the employee. The following 8 tips will help supervisors prepare for and conduct effective counseling sessions.   Clearly communicate what acceptable performance looks like Conduct the counseling session in an appropriate setting Plan for enough time and document the session Make sure the employee understands performance expectations Focus on the performance issues Leave emotions out of the conversation Seek cooperation, NOT confrontation The mutual goal is to improve the employee's performance DPMAP Rev.2 July 2016 IT’S NOT ABOUT THE 365 TH DAY

Formal Feedback – Writing the PIP The Performance Improvement Plan (PIP) must include, in writing: Element(s) in which performance is “Unacceptable” and a description of the unacceptable performance A description of what acceptable performance looks like The time allowed for the opportunity to improve A statement of the possible consequences of failure to improve during the opportunity period The assistance the Agency is offering the employee to improve unacceptable performance If the employee fails to demonstrate performance at the “Fully Successful” level despite the PIP, the employee may be reduced in grade or removed from Federal service CALL EMPLOYEE RELATIONS FOR GUIDANCE PRIOR TO INITIATING A PIP July 2016 IT’S NOT ABOUT THE 365 TH DAY

Importance of Taking Immediate Action Failure to take immediate action with employee issues could mean: Damaging Office Morale Creates issues with other employees; projects image of ineffective leadership from supervisor Disciplinary Issues Discipline issues are usually symptoms of performance issues July 2016 IT’S NOT ABOUT THE 365 TH DAY

IT’S NOT ABOUT THE 365 TH DAY Preventative Actions Communicate clear performance standards and expectations to employees Provide continuous, meaningful feedback on performance Reward and recognize good performance, informally and formally Make full use of the probationary period for new employees July 2016 IT’S NOT ABOUT THE 365 TH DAY

Questions? July 2016