NAF HR for SUPERVISORS

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

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

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

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 215-3 establishes that an evaluation is an entitlement for these employees.

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

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

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

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)

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.

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.

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.

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.

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.

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

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.

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

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

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

Performance Improvement Plan LET’S EXERCISE !!

EMPLOYEE RECOGNITION AWARDS AR 215-3, Chapter 9

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

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 230-1 supersedes IMA Policy Memorandum #17, dated 25 October 2005.

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

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

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

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

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

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 10- 50 years in 5-yr increments.

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

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

Awards LET’S EXERCISE !!