1. Writing Performance Elements and Standards

2. What is Performance Management?  It is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of an agency’s mission and goals.  Employees must know what specific tasks they’re expected to perform and how well the task must be accomplished to meet a desired level of performance.  It’s the responsibility of the supervisor to develop the performance plan. The performance plan consist of performance elements and standards.

3.  Agency Policy and Procedure (P&P) found: www.afm.ars.usda.gov/hrd/performance/pp-list.htm www.afm.ars.usda.gov/hrd/performance/pp-list.htm  HRD website: www.afm.ars.usda.gov/hrd/performance/index.htm www.afm.ars.usda.gov/hrd/performance/index.htm  OPM Performance Management Address: www.opm.gov/perform/index.htm www.opm.gov/perform/index.htmwww.opm.gov/perform/index.htm Guidance on Performance Elements and Standards RESOURCES

4. What Is A Performance Element?  A performance element is a major duty or responsibility assigned to an employee. This duty or responsibility can be pulled from the position description.

5. How Can I Identify Performance Elements?  How important is the individual task to the employee’s overall job?  Is the task part of another function of duty?  Can it be combined and categorized by most important duties?  Decide whether elements are critical or non-critical? Answer the below questions

6. The 2 Types of Performance Elements A. Critical - An assignment or responsibility so important that unacceptable performance in that element would result in a determination that the employee’s overall performance is unacceptable Not used to measure group performance, only work within the employee’s control Not used to measure group performance, only work within the employee’s control B. Non-Critical – An aspect of individual, team, or organizational performance exclusive of a critical element, that is used in assigning a summary level

7. How to Determine if An Element is Critical? 1. Is it a major component of the work? 2. Does it address individual performance only? 3. Does it require a significant amount of time? 4. Is the consequences of performing unacceptably? 5. Are there statutory/regulatory requirements? Answer the below questions

8. Performance Elements Should Contain: A. Alignment Statement -- plans must align with the Department, Agency, and/or Staff Office goals and objectives. -- plans must align with the Department, Agency, and/or Staff Office goals and objectives. -- include at least one results-oriented performance element linked to the strategic goals and objectives of the organization (for example, Mission Results; Mission Support; Executions of Duties; and Program Management) -- include at least one results-oriented performance element linked to the strategic goals and objectives of the organization (for example, Mission Results; Mission Support; Executions of Duties; and Program Management) B. Balanced, credible measures -- should be included in each element and identify accomplishment of organizational objectives -- should be included in each element and identify accomplishment of organizational objectives

9. Performance Elements Must Contain: C. At least three but no more than seven performance elements D. At least one element that is critical, but not all E. At least one critical element that is results focused F. Non-Supervisors must have EEO/CR objectives incorporated into a new or existing critical element G. Agency-wide Peer Review (OSQR) objectives must be incorporated in ARS Cat 1 and Cat 4 scientist plans H. Health and safety elements should be used where job related Continued

10. Supervisory Performance Elements Must Also Contain: A. Employee and Customer Perspectives -- employee perspective focuses attention on the performance of key internal processes that drive the organization, including employee development and retention. -- employee perspective focuses attention on the performance of key internal processes that drive the organization, including employee development and retention. -- customer perspective considers the organization’s performance through the eyes of its customers, so that the organization retains a careful focus on customer needs and satisfaction. -- customer perspective considers the organization’s performance through the eyes of its customers, so that the organization retains a careful focus on customer needs and satisfaction. B. A critical leadership/management and /or supervision element that addresses accountability for performance management duties C. “Official” supervisors must have a separate critical EEO/CR element

11. What are Performance Standards? A description of the duties and tasks an employee is expected to performance and how well they must accomplish them and what level they must meet. A description of the duties and tasks an employee is expected to performance and how well they must accomplish them and what level they must meet.

12. Performance Standards Must Include: A. A Fully Successful standard established for critical elements and placed in the employee performance plan. B. Balanced, credible measures 1. Qualitative - accuracy, appearance, usefulness or effectiveness of product 2. Quantitative - addresses how much is produced and/or error rate 1. Qualitative - accuracy, appearance, usefulness or effectiveness of product 2. Quantitative - addresses how much is produced and/or error rate 3. Timeliness - addresses how quickly, when or by what date the work product 3. Timeliness - addresses how quickly, when or by what date the work product 4. Cost-Effectiveness – addresses dollar savings to the Government or working with a budget. 4. Cost-Effectiveness – addresses dollar savings to the Government or working with a budget. 5. Manner of Performance 5. Manner of Performance

13. A. Decide which general measurer is important to the performance of the element: A. Decide which general measurer is important to the performance of the element: - Is quality important? - Is quality important? - Is quantity important? - Is quantity important? - Is it important that the element be accomplished by a certain date or time? - Is it important that the element be accomplished by a certain date or time? - Is it important that the element be done within certain cost limits? - Is it important that the element be done within certain cost limits? B. Specific Measurers - to help determine the specific measurers, for each B. Specific Measurers - to help determine the specific measurers, for each general measurer, ask: general measurer, ask: 1) How could (quality, quantity, timeliness, and/or cost effectiveness) be 1) How could (quality, quantity, timeliness, and/or cost effectiveness) be measured? measured? 2) Is there some number or percentage that could be tracked? If there’s no number, and the element can only be judged, ask: Who could judge that the element was done well? What factors would they look for? 2) Is there some number or percentage that could be tracked? If there’s no number, and the element can only be judged, ask: Who could judge that the element was done well? What factors would they look for? How to include Balanced, Credible Measures in Performance Standards?

14. How are Performance Standards Written?  Performance Standards are written to describe the “Fully Successful” level.  Must describe expectations of work in terms of quality, quantity, timeliness, method of work, and/or required savings.  They must be accurate, measurable, attainable and reasonable.  They must be consistent, equitable and objective in the development of plans.  Specific Goals are included and identified to add clarity and specificity to performance standards.  The goals may or may not be synonymous to the “fully successful” standard.  The goals need to be reasonable and attainable.

15. What to Avoid When Writing Standards? 1. Retention Standard – is a standard that describes the level of performance necessary to retained in a job (i.e., on above Unacceptable level). 2. Absolute Retention Standard – is one that allows for no errors are only acceptable in very limited circumstances. You are requiring perfections at the retention level. 3. Backward Standard – explains unacceptable and poor performance instead of explaining what duties the employee is supposed to perform and at what level.

16. What to Avoid When Writing Standards? 4. Avoid using conduct-related issues as a performance standard. 4. Avoid using conduct-related issues as a performance standard. i.e. “The incumbent will not use more than 5 days of sick leave during the year.” i.e. “The incumbent will not use more than 5 days of sick leave during the year.” Appropriate use: Appropriate use: “The incumbent must initiate and complete five or more projects during the rating period.” “The incumbent must initiate and complete five or more projects during the rating period.” 5. Avoid using a standard that is objective but not practical to measure. 5. Avoid using a standard that is objective but not practical to measure. i.e. “Audits travel vouchers in order to track travel expenses.” i.e. “Audits travel vouchers in order to track travel expenses.” Appropriate use: Appropriate use: “25 travel vouchers will be audited each day and no more than 3 of these travel vouchers will be returned because of errors.” “25 travel vouchers will be audited each day and no more than 3 of these travel vouchers will be returned because of errors.”

17. Check Yourself?  Do elements and standards align with strategic plan and other work plan goals?  Are there at least 3 but no more than 7 elements?  Are applicable EEO/CR objectives included?  Is Supervisory element necessary?  Is a health and safety element necessary?  Do you have at least one critical element?  Are standards clear and specific? Are standards written at a Fully Success and not above?  Do standards describe expectations in terms of quality, quantity, timeliness, etc. And not duty statement? Do they focus on results?  Are standards measurable? If #s and %s are used, if there a mechanism to measure them?  Are standards attainable and reasonable?  Is the plan consistent with and equitable to other plans?  Are specific goals needed? (This is where you can describe the specific task/projects that need to be accomplished during the rating cycle especially those that align with the strategic plan or other work plans).

18. For Assistance Call The Employee Development Performance Recognition Staff!!  Casandra Butler, (301) 504-1470  Theresa Bailey, (301) 504-1452  Mary Oxner, (301) 504-1368  Kimberly McGregor, (301) 504-1458  Maggie Franklin, (301) 504-1436  Charlene Brown, (301) 504-1523  Ashley Magill, (301) 504-1476  Suzanne Suchecki, (301) 504-1465  Address: GWCC, 5601 Sunnyside Ave., Room 3- 1282D, Beltsville, MD 20705-5107