Senior Executive Service (SES) Performance Appraisal System Training 1 Background 2 ECQ-Based SES Performance Appraisal System The interagency-designed basic SES appraisal system provides for the uniform administration of executive performance management systems within the Federal Government by promoting consistency, clarity, and transferability of performance processes, standards, feedback, and ratings across agencies, and Being rooted in the Executive Core Qualifications (ECQs) that enable a lifecycle approach to managing the Executive cadre a balanced emphasis on strategic leadership and results enhanced equity and mobility of SES members within and across agencies greater flexibility for agencies to develop performance metrics 3 A Basic SES Performance Appraisal System In 2011, a workgroup created through the Presidents Management Council SES Initiative recommended the design of a standard SES Appraisal System. A broad and diverse group of Federal agencies and organizations collaborated to develop a single performance appraisal system applicable to all organizations and their SES members. OPM also consulted with a broad group of stakeholders throughout the process to ensure the new system incorporates leading practices and reflects all interests and needs, including: the Presidents Management Advisory Board; SES members; and the Senior Executives Association. 4 5 Guiding Principles and Foundational Benefits Guiding PrinciplesFoundational Benefits to SES ConsistencyCreated with a common language; promotes consistent evaluations across agencies IntegrityDeveloped with Governmentwide collaboration and agreement FairnessPromotes equitable evaluation across Government Leadership-FocusedSES members are accountable for demonstrating executive-level leadership, using the Executive Core Qualifications (ECQs) as a basis. 6 Guiding Principles and Foundational Benefits Guiding PrinciplesFoundational Benefits to SES ClarityFacilitates a clearer path to full certification FlexibilityAgencies can customize performance metrics while maintaining the systems overall consistency Best Demonstrated Practice Informed by best practices What Are the Major Improvements Provided by the SES Appraisal System? 7 Previous ApproachKey Features of the Basic SES Appraisal System 1. Wide range of performance elements and definitions across agencies Five performance elements based on the five ECQs, with Governmentwide performance requirements. DoD will use a sixth as well. 2. Mix of four- and five- level rating systems, inconsistent derivation formulas Five-level rating system in all agencies Established performance standards for each rating level Standard numerical rating derivation formula 3. Varying emphasis on leadership competencies Minimum weighting for all ECQs, ensuring accountability for demonstrating leadership skills What Are the Major Improvements Provided by the SES Appraisal System? 8 Previous ApproachKey Features of the Basic SES Appraisal System 4. Wide disparity in distribution of ratings by agency Clear, descriptive performance standards and rating score ranges that establish mid-level ratings as the norm and top- level ratings as truly exceptional 5. Different agency appraisal forms, complicating mobility and cross-Govt. comparisons Standard performance appraisal form with flexibility for limited customization by agencies 6. No requirement for summary narrative to explain ratings Mandatory summary rating narrative, promoting richer feedback for SES How Does the New System Affect You? 9 Feature of the New SES Appraisal System How Change May Affect How You Do Performance Management 1. Six standardized performance elements Old performance elements and competencies fit well under new elements, so you can still use similar standards. (See Crosswalk Handout) 2. Five-level rating system & standardized derivation formula All SES will be rated on the same five- level system. 3. Minimum weighting for all ECQs Minimum weighting still allows customizability, as agencies will still be able to adjust weightings to correlate with their respective missions. How Does the New System Affect You? 10 Feature of the New SES Appraisal System How Change May Affect How You Do Performance Management 4. Normalized rating distributions Makes executive ratings and awards more fair. 5. Standard performance appraisal form with flexibility Most of you use EPAT, and it will be adjusted to capture what is required, while a few others will use the new standardized form 6. Mandatory summary rating Potentially more work for rating officials, but better feedback for SES. Training Objectives After completing this training, you will Understand the key Performance Management Processes. Understand, within the new system, how to write and use your Performance Plan Understand the importance of Performance Feedback. Understand requirements for Executive Development. Understand, within the new system, how Summary Ratings are Derived. 11 SECTION 1: Performance Management Processes Overview 12 Section 1 Objectives 13 After completing this lesson, you will be able to Describe the five key processes of performance management. Describe the associated time frames of the performance management process. Key Performance Management Processes 14 Developing Performance Monitoring Performance Planning Performance Rating Performance Rewarding Performance Performance Management Process Timelines Appraisal Period: October 1 through September 30 Minimum Period: 90 days. Approve Performance Plan: on or before the first day of the appraisal period. Progress Review: roughly at the midpoint of the appraisal period. Initial Summary Rating: within one month of the closing of the appraisal period. Final Annual Rating PRB rating 15 SECTION 2: Planning Performance 16 Planning Performance 17 Developing Performance Monitoring Performance Planning Performance Rating Performance Rewarding Performance Section 2 Objectives 18 After completing this lesson, you will be able to Describe the criteria for senior executive performance plans: critical elements, performance requirements, and performance standards. Align performance requirements with agency goals. Distinguish between activities and results. Develop a performance plan by writing measurable, results-focused performance requirements. Planning Performance Three important aspects to planning performance include - 1.Link performance plan to organizational goals. 2.Develop Results Driven performance requirements. 3.Consult with executives on the development of their performance plans. 19 Align and Plan Work Performance plans must clearly link to: Presidential Orders and Initiatives Mission Statements Strategic Plans Organizational Goals Budgetary Priorities Get these documents in front of you when you write your plans. 20 Develop the Performance Plan Overview Critical Elements Performance Requirements Applying the basic Performance Standards Developing the Results-Driven Requirements 21 Develop the Performance Plan Definitions Activities-actions taken to produce results. Competencies- the personal and professional attributes that are critical to successful performance in the SES. Critical element-a key component of an executives work that contributes to organizational goals and results and is so important that unsatisfactory performance of the element would make the executives overall job performance Unsatisfactory. Outcome -describes the intended result or consequence that will occur from carrying out a program or activity..22 Develop the Performance Plan Definitions (contd) Outputs-goods and services produced by a program or organization and provided to the public or to other programs or organizations. Performance requirements- statement of the performance expected for a critical element. Performance standards- the description of performance expected at a given level of performance. Result-Consequence(s) of activities, accomplishments and outputs (can be short term, annual or long term). 23 Develop the Performance Plan Critical Elements Critical elements- components of an executives work that contribute to the accomplishment of organizational goals and results. Unsatisfactory performance in one or more of the five critical elements results in overall Unsatisfactory (Level 1) performance. 24 Develop the Performance Plan Critical Elements The five critical elements are based on the Executive Core Qualifications (ECQs) Leading Change. Leading People. Business Acumen. Building Coalitions. Results Driven. 25 Develop the Performance Plan Weighting Critical Elements The basic SES appraisal system description requires that all critical elements be weighted. Results Driven = at least 20%. All other Critical Elements = at least 5%. No single critical element can weigh more than the Results Driven element. Sum of the weights = 100%. 26 Develop the Performance Plan Weighting Critical Elements How will the Department of Defense weight the critical elements? The Secretary of Defense may determine the weights annually. The system gives flexibility to agencies. Officials have not made final decision yet. 27 Develop the Performance Plan Performance Requirements The basic SES appraisal system description has language addressing Governmentwide performance requirements for all critical elements except the Results Driven critical element. 28 Develop the Performance Plan Performance Requirements The basic systems performance requirements comply with regulations for system approval and certification and include - Balanced measures of customer and employee perspectives. Accountability for the performance management of subordinates, including alignment of performance plans. 29 Develop the Performance Plan Performance Standards The basic SES appraisal system establishes performance standards for each performance level and are part of the performance plan. The performance requirements and standards are used together to rate executive performance. 30 Develop the Performance Plan Results Driven Element Executives must develop the performance requirements for their Results Driven element that are clearly linked to organizational goals. The Results Driven performance requirements must be comprised of measurable results. Results Driven performance requirements can be stated as either outcomes or outputs. Outcomes are more meaningful (to customers, stakeholders and the public) than outputs, which tend to be more process-oriented or means to an end. 31 Develop the Performance Plan Results Driven Element Agency or Governmentwide performance results are found in Presidential Orders and Initiatives. Agency High Priority Goals. Strategic Plans. Organizational Goals. Budgetary Priorities. 32 Develop the Performance Plan Alignment of Results Driven Element 33 Strategic Goals/Governmentwide Goals Optimized Customer Engagement Increased Financial Capability Annual Goals/Agency Priority Goals (Near term) Annual customer satisfaction rating Achieve 30% cost savings Outputs (Short Term goals) Customer feedback collected to inform strategy Projects on time/on budget Develop the Performance Plan Results Driven Element Everyday Example 34 Join a health club New knowledge and different practices Improved Health Situation Activity Interim result Outcome (final result) Develop the Performance Plan Results Driven Element Agency Example 35 Decrease the time to hire Implement action plan to Decrease Time to Hire Decreased application processing time by 40% Customers Satisfied with Agency Time to Hire Agency Goal Activity Annual Goal/High Priority goal (Interim result) Strategic Goal (Outcome) Develop the Performance Plan Results Driven Element Results Driven performance requirements must include credible measures with targets of performance. Performance measures are the indicators or metrics that are used to gauge program performance. Performance measures can either be output or outcome measures. 36 Develop the Performance Plan Results Driven Element General measures include Quantity Quality Timeliness and/or Cost-Effectiveness 37 Develop the Performance Plan Results Driven Measures Effective performance measures can indicate How well the executive is doing. If the executive is meeting goals. If customers are satisfied. If processes are within statistical controls. If and where improvements are needed. 38 Develop the Performance Plan Results Driven Measures Quantity Number of products or services provided, or a production quota to be met, or percent to be achieved. Consider the customer/stakeholder needs for numbers achieved or produced. Examples Backlog reduced by 50-55% An average of 100 cases resolved per month over the year A 60-75% increase in stakeholder use The percentage of lead in the water is reduced by 10-15% 39 Develop the Performance Plan Results Driven Measures Quality Addresses the level of excellence of the achievement, to include accuracy, appearance, customer satisfaction, relevance, usefulness, functionality, and/or effectiveness. Consider whether the customer/stakeholder cares about the quality of the result. Examples The agency has a 95-97% accuracy rate in case completion Program policy supports the Administrations initiative Policy incorporates stakeholder feedback 70-80% customer satisfaction rate with agency service 40 Develop the Performance Plan: Results Driven Measures Timeliness Timeframe or deadline for the result. Consider whether customers/stakeholders care when a result is achieved. Consider whether it is important to accomplish a result by a certain time or date. Examples Result achieved by June 1 Project meets quarterly milestones 41 Develop the Performance Plan Results Driven Measures Cost-Effectiveness How much savings or cost controls. Important for Government accountability. Must be able to document and measure. Consider whether it is important to complete work or produce results within certain cost constraints. Examples Reduced expenses by 1-3%, maintaining quality Reduced waste by at least 5%, maintaining quality Completed project within 5% of budget, without exceeding budget 42 Develop the Performance Plan Results Driven Measures For each result identified for the Results Driven element (output and/or outcome), ask How can the [quantity, quality, timeliness, or cost- effectiveness] of the result be measured? Is there a number or percent that can be tracked? If not, who can determine that the performance result met expectations and what are the factors that person would look for? Pre-determined agency High Priority and Strategic Goals can help answer these questions. 43 Develop the Performance Plan Results Driven Measures If the measure is more descriptive than numeric, the performance result should include Person or group that could judge performance. E.g. customers, stakeholders, supervisor. Factors that the judge would expect in performance. What the judge can observe and report to verify the performance level achieved. 44 Develop the Performance Plan Results Driven Measures Key points when developing performance requirements for the Results Driven element: DONT list tasks and activities (e.g., hold five meetings; visit eight field locations). DO identify the desired outputs, outcomes. If youre having difficulty turning an activity into a measureable output or outcome, try this trick to getting your thoughts moving in the right direction Just fill in the blanks in the following: I will _(do what?)___ by _(when?) resulting in _______________, and my success can be verified using _____________. 45 Develop the Performance Plan Results Driven Element Pitfalls to Avoid Focusing on processes Focus on more than process (operational) data. Focus on the longer-term measures of customer satisfaction, employee satisfaction, product/service quality, and public responsibility. Failing to base business decisions on the dataYou have the dataso use it. Dumbing down the data - Sometimes data can be summarized so much that it becomes meaningless. If business decisions are going to be based on the data, then the data needs to be meaningful and useful. 46 Develop the Performance Plan Results Driven Element Writing Requirements and Guidance Measurable standards must be written at the fully successful level. Avoid writing standards that have no room to exceed expectations. In addition, for each measure OPM and DoD suggest: Developing stretch goals (what does performance look like at the outstanding level) Developing a description of what minimally successful performance would look like so that executives have a better idea when their performance dips to that level. 47 Quality Check the Performance Plan Results Driven Element S.M.A.R.T. Framework Performance Measures should be: Specific Measurable Aligned Realistic Timeframe-bound 48 Develop the Performance Plan Results Driven Measures Performance measure example from the past: Benefits to national defense and security by achieving 85% percent of planned technology transitions. 49 Develop the Performance Plan Results Driven Measures Performance measure example from the past: Attends all team meetings as needed. 50 Develop the Performance Plan Results Driven Measures Performance measure example from the past: Manages development of HQ Navy PE 27574F and 27593F funding requirements to integrate EM wartime and peacetime concepts of operations and field the tools utilized to enable installation worldwide to prepare for, respond to, and recover from attacks, accidents, and disasters. Manages the above resources by executing 100% of available Emergency Management funding not later than 30 September of each year with zero violations of the Federal Acquisition Regulation. Compiles all requirement shortfalls and conducts annual programming execution meetings at least twice (one month prior to Close-Out and 1 week prior to Close-Out) during the FY. Execution decisions are approved 100% of the time by the Director of Readiness Support, HQ Navy, and DOD Program Element Manager for PE 27574F and 27593F prior to close-out on 30 September. 51 Develop the Performance Plan Results Driven Element Improve Standards Exercise 52 SECTION 3: Monitoring Performance 53 Monitoring Performance 54 Developing Performance Monitoring Performance Planning Performance Rating Performance Rewarding Performance Section 3 Objectives After completing this lesson, you will Understand the importance of monitoring performance. Understand the purpose of the mandatory progress review..55 Monitoring Performance Establish a strategy for regular collaboration between executives and rating officials to discuss performance expectations throughout the appraisal period and to provide feedback. If priorities change, discuss how the changes impact the work and revise the performance plan, if needed..56 Monitoring Performance (contd) When meeting with the rating official, executives share their own assessment of their accomplishments to date. It is important to have an honest assessment of successes and strengths, developmental needs, and performance against requirements and established standards. 57 Importance of Feedback Meetings Rating Officials -- Use these opportunities to gain insight and enhance executive performance. Executives -- If you are not having regularly scheduled discussions with your supervisor, ASK for them! You deserve to receive feedback and learn about opportunities to improve. 58 Mandatory Progress Review Performance feedback should be given on a regular basis throughout the appraisal period, but at least one progress review is required. Typically occurs at mid-point of the period. Must be documented on the Executive Performance Agreement. If an employee is failing to meet expectations, he or she must receive specific feedback on what needs to be improved in order to meet expectations. 59 LESSON 4: Developing Performance 60 Developing Performance 61 Developing Performance Monitoring Performance Planning Performance Rating Performance Rewarding Performance Lesson 4 Objectives After completing this lesson, you will be able to Define Executive Development Understand how Executive Development fits into the performance management process. Understand the use of the Executive Development Plan in the performance management process 62 Executive Development 63 64 Executive Development An ongoing activity aimed at systematically assessing, developing, and enhancing an executives ability to carry out top-level roles in the organization. Within the performance management process, executive development: Is informed by performance reviews. Promotes individual and organizational achievement. Is aligned with organizational performance. Executive Development (contd) Achieving EDP goals can contribute to the achievement of individual and agency goals. 65 66 Executive Development Requirements Executive Development Plans (EDPs) An Executive Development Plan (EDP) is a key tool in assisting executives in their continued development. Every executive must establish and regularly update an EDP for continued learning (5 CFR ). Executive Development Requirements (contd) EDPs : Function as a detailed guide of developmental opportunities. Address enhancement of existing executive competencies. Should be reviewed at least annually by an ERB or similar body. 67 68 Executive Development Resources Strategic Executive Onboarding Hit the Ground Running. Establishing a Model Executive Onboarding ProgramPM/training/Hit_the_Ground_Running_Establishi ng_a_Model_Executive_Onboarding_Framework _2011.pdf Executive Development Resources (contd) Executive Development OPMs Executive Development Wiki PageDevelopment.ashx OPMs Executive Development Webpagendex.asp OPMs SES Website69 LESSON 5: Rating Performance 70 Rating Performance 71 Developing Performance Monitoring Performance Planning Performance Rating Performance Rewarding Performance Lesson 5 Objectives After completing this lesson, you will be able to Describe the importance of the rating process. Describe how initial summary ratings are derived. Define the five summary rating levels. Explain the role of a DoD Rating Official, Higher Level Reviewer, Performance Review Board (PRB), and Appointing Authority (i.e. the Secretary of Defense). 72 Importance of Rating Employees Why does it matter? 73 Importance of Rating (contd) Establishes current level of performance and the desired level of performance. Ensures some level of collective. understanding between the supervisor and the employee. Ensures that performance that adds value to the organization is being rewarded. Establishes future career possibilities for the employee. The new SES appraisal system helps ensure standardized ratings. 74 Rating Employees Rating means evaluating an employees performance against pre-set standards and quantifying that evaluation. Performance appraisal must be based upon: Individual and organizational performance. The degree to which the employee accomplished his or her Performance Elements and Requirements. 75 Rating Critical Elements Element Rating Levels Element Derivation Final Elemental Rating Score Outstanding Overall, the performance requirements in the element were performed at the Outstanding level, with none below the Exceeds Fully Successful level, as defined by Level 5 in Section 6 of this document. 5 Exceeds Fully Successful Overall, the performance requirements in the element were performed at least at the Exceeds Fully Successful level, with none below the Fully Successful level, as defined by Level 4 in Section 6 of this document. 4 Fully Successful Overall, the performance requirements in the element were performed at least at the Fully Successful level, with no more than one performed at the Minimally Satisfactory level, and none performed at the Unsatisfactory level, as defined by Level 3 in Section 6 of this document. 3 Minimally Satisfactory Two or more of the performance requirements in the element were performed at the Minimally Satisfactory level, with no more than one performed at the Unsatisfactory level, as defined by Level 2 in Section 6 of this document. 2 UnsatisfactoryTwo or more of the performance requirements in the element were performed at the Unsatisfactory level, as defined by Level 1 in Section 6 of this document. 1 76 Deriving the Initial Summary Rating 1.Appraise each Critical Element and assign the corresponding points for the performance level. Level 5 = 5 points Level 4 = 4 points Level 3 = 3 points Level 2 = 2 points Level 1 = 0 points (Note: if any Critical Element is rated Level 1, the overall Summary Rating is Level 1.) 77 Deriving the Initial Summary Rating 2.Derive the initial point score for each Critical Performance Element by multiplying the performance level point value by the assigned weight. E.g., Leading People assigned Level 4 (4 points) and is weighted 20% initial point score = Derive the total point score by adding the initial point score from each Critical Element. 78 Deriving the Initial Summary Rating 4.Assign the Initial Summary Rating using these ranges. 475 500 = Level 474 = Level 399 = Level 299 = Level 2 Any Critical Element rated Level 1 = Level 1 79 Deriving the Initial Summary Rating Example 80 Critical Element Element Appraisal Weight Score Initial Element ScoreInitial Point Score 1. Leading Change4204 x 20 = Leading People5105 x 10 = Business Acumen3103 x 10 = Building Coalitions4104 x 10 = Results Driven4504 x 50 = 200 Total 100%400 A total point score of 400 yields a Level 4 Summary Rating Deriving the Initial Summary Rating Example 81 Critical Element Element Appraisal Weight Score Initial Element ScoreInitial Point Score 1. Leading Change3153 x 15 = Leading People x 20 = Business Acumen5155 x 15 = Building Coalitions2152 X 15 = Results Driven5355 X 35= 175 Total 100%385 A total point score of 385 yields a Level 3 Summary Rating Rating Official Responsibilities Encourage executives to provide a narrative of accomplishments. Appraise executives realistically and fairly. Make meaningful distinctions in performance. Discuss overall performance and Initial Summary Rating. Do not discuss performance payout information (i.e. pay adjustments or performance awards) until approved by the Appointing Authority 82 Rating Official Responsibilities (contd) Provides a Summary Rating Narrative Includes information that helps justify the Initial Summary Rating 83 Higher Level Reviewer Responsibilities Within 7 calendar days of receiving the Initial Summary Rating, but prior to review by the Performance Review Board (PRB), an executive may request, in writing, Higher-Level Review of the Initial Summary Rating. Higher Level Reviewer must respond, in writing, within 7 calendar days. Higher Level Reviewer provides findings and recommendations to the executive, Rating Official, PRB, and Authorizing Official. Higher Level Reviewer cannot change the Rating Officials Initial Summary Rating but may recommend a different rating to the PRB and Appointing Authority. An executive may not grieve any performance plan, appraisal, final performance rating, performance score, shares or percentage allocation, adjustment in basic pay, the non-receipt of a performance bonus, or the amount of a performance bonus. The higher level reviewer may not change the initial rating but may recommend a different rating to the PRB and the appointing authority. This is an executives only opportunity for higher review. 84 Performance Review Board (PRB) Responsibilities Review and evaluate the Executives accomplishment narrative (if provided) and Initial Summary Rating (i.e. the overall rating and written assessment). If applicable, review Executives request for Higher-Level Review and Higher Level Reviewers findings and recommendations. 85 Performance Review Board (PRB) Responsibilities (contd) Make written recommendations to the Appointing Authority on: Annual summary ratings. Pay increases and performance awards (bonuses). Ensure meaningful distinctions in Executive performance and payout decisions are made based on individual and organizational performance. 86 Appointing Authority Responsibilities Establishes PRB and selects Chairperson. Considers PRB recommendations to assign Annual Summary Ratings. Considers PRB recommendations for pay adjustments and performance awards (bonuses). Ensures pay increases and performance awards (bonuses) accurately reflect and recognize individual performance and contribution to the DoD mission. 87 Appointing Authority Responsibilities (Contd) Works with the Performance Improvement Officer to understand the assessment of the organizational performance (overall and with respect to each of its particular missions, components, programs, policy areas, and support functions). Communicate assessment results and evaluation guidelines. 88 Accomplishment Narrative What is an Accomplishment Narrative? A self assessment of an employees narrative description of accomplishments related to the job objectives and associated contributing factors identified on the employees performance plan. Allows for a two-way performance discussion When writing a self assessment, be as objective as possible. 89 Seven Tips for Writing an Accomplishment Narrative 1.Address each performance element individually and focus on results achieved. 2.Use key words (but not jargon) to clearly link to the level of performance demonstrated. 3.Focus and prioritize achievements. Describe the conditions under which you achieved your accomplishments. If you overcame challenges, describe them. 4.Write in the past tense. 5.Write in first person (e.g., I, me, my). 6.Describe why your accomplishments matter. 7. Be succinct. 90 Rating Process Summary Approximate Timeline 91 StepActivity Step 1 Sep. 30 Oct. 15 Executives complete Accomplishment Narrative and provide to Rating Official. Step 2 Oct. 15 Oct. 30 Rating Officials evaluate executive performance on each Critical Performance Element. Step 3 Oct. 15 Oct. 30 Rating Officials assign a performance rating level to each Critical Performance Element. Step 4 Oct. 15 Oct. 30 Rating Officials derive Initial Summary Ratings. Rating Process Summary Approximate Timeline 92 StepActivity Step 5 Oct. 15 Oct. 30 Rating Officials discuss overall performance and initial Summary Rating with executives. Step 6 Within 7 working days of receiving initial summary rating Executives may request a higher level review (optional). Higher Level Reviewer provides recommendations to PRB and Appointing Authority. Step 7 Oct. 30 Nov. 30 PRB reviews and evaluates executives accomplishment narrative, Initial Summary Rating, higher level reviews (if applicable). Step 8 Nov. 30 Jan. 1 Rating Officials communicate executive Annual Summary Ratings once approved by the Secretary of Defense. LESSON 6: Rewarding Performance: Pay and Awards Policy 93 Rewarding Performance The Departments Executives like all Federal Career executives have been under Presidential mandated pay freeze since The only form of compensation currently available to DoD executives is performance based awards. In FY 11, an effort to have greater flexibility on how performance bonuses are awarded, the Department used a percentage based system of award calculation based on rating. The percentage ranges are established by the USD (P&R) in cooperation with Component input. 94 Concluding Thoughts 95 Developing Performance Monitoring Performance Planning Performance Rating Performance Rewarding Performance Concluding Thoughts (contd) Understand the key Performance Management Processes. Understand how to write and use your Performance Plan. Understand the importance of Performance Feedback. Understand requirements for Executive Development. Understand how Summary Ratings are Derived 96 Concluding Thoughts (contd) Five performance elements based on the five ECQs, with Governmentwide performance requirements. DoD will incorporate its OPM validated ECQ Enterprise-wide Perspective within the standards of the existing five. Five-level rating system in all agencies Established performance standards for each rating level Standard numerical summary rating derivation formula Minimum weighting for all ECQs, ensuring accountability for demonstrating leadership skills 97 Concluding Thoughts (contd) Clear, descriptive performance standards and rating score ranges that establish mid-level ratings as the norm and top-level ratings as truly exceptional Standard performance appraisal form with flexibility for limited customization by agencies Mandatory summary rating narrative, promoting richer feedback for SES 98 Key Takeaways The quality of standards impacts the performance appraisal process. Focus on identifying measures and being specific. Only measure what is truly critical to the job. Use the Critical Incidents method to get started. Use SMART framework as a quality check guide. An Executive Development Plan (EDP) is a key tool in assisting executives in their continued development. 99 Points of Contact for New SES Appraisal System Alyson Grant: (571) Ashley Rahim: (571) 100 Questions? 101