1 / 18

SES Performance Management

SES Performance Management. SES Performance Management. Reasons for change Key revisions Balanced measures Reaction/comments Related initiatives. Framework for Improving the SES. Outline of ideas for addressing 21st century leadership challenges.

vala
Download Presentation

SES Performance Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. SES Performance Management

  2. SES Performance Management • Reasons for change • Key revisions • Balanced measures • Reaction/comments • Related initiatives

  3. Framework for Improving the SES • Outline of ideas for addressing 21st century leadership challenges. • Is the way we select, develop, and manage SESers producing leaders to meet these challenges? • Discussions with senior executives, HR community, Senior Executives Association, and other stakeholders about change. • Stakeholders agreed on several improvement strategies, including performance management.

  4. Need for Systemic Change • Current regulations discourage results-oriented performance management. • Annual performance appraisal process and recertification focus on paperwork and procedures. • Need to improve links between pay and performance.

  5. Need for Culture Change • Systemic change won’t fix everything. • Culture change required -- for agency management and senior executives. • Manage performance on ongoing basis. • Improve communications about performance expectations.

  6. Related Performance Initiatives • Revised Presidential Rank Award criteria for 2001 to address balanced measures. • Developed legislation: • raise aggregate pay • repeal recertification • provide annual leave enhancements

  7. Survey Results • NPR-OPM survey of Federal employees • 26% understood how good performance is defined in their organizations. • 28% said corrective actions are taken when employees don’t meet standards. • OPM survey of the SES • 48% said SES bonuses are merit-based. • 57% don’t think poor performing execs are removed.

  8. Leadership Commitment • PMC interest in improving performance management governmentwide. • PMC Task Force Report on Managing Performance: expect excellence, establish accountability; take action. • Workforce Improvement Goals for PMC-member agencies.

  9. Current Regulations • Many current requirements are not based on statute. • Regs were designed when “one size fits all” was the norm. • Performance appraisal systems at all levels were parallel.

  10. Proposed Regulations • Pare requirements to statute. • Recognize agency leader responsibility for communicating expectations. • Reinforce link between performance management and strategic planning, with focus on results. • Require agencies to use balanced measures when evaluating senior executive performance.

  11. Key Changes • Prescribe systemic framework that identifies key components -- agencies decide how to implement components. • Broaden focus from annual appraisal to ongoing performance management. • Modify rating level requirements. • Modify minimum appraisal period.

  12. Key Changes • Require agencies to appraise senior executive performance, using measures that balance organizational results with customer and employee perspectives. • Give agencies flexibility to decide how to implement balanced measures.

  13. Comments on Proposals -- General • General reaction positive. • Most questions and comments are on balanced measures -- what does it mean? How do agencies implement them?

  14. Balanced Measures • Public and private sector trend to measure individual and organizational performance using methods that balance the achievement of business/operational results with needs and views of customers, stakeholders, employees, and others. • Influenced by Kaplan/Norton balanced scorecard.

  15. Comments on Balanced Measures • “Anxiety themes” -- • Factoring in employee perspectives will be a popularity contest. • Executives often serve multiple customers, many with conflicting interests. • Using balanced measures will require investing in expensive surveys and sophisticated measurement tools.

  16. Next Steps • Sharing information, best practices, and lessons learned. • NPR-OPM 1-day forum in September. • Tool kit under development. • Continue conversations with senior executives

  17. Timetable • Proposed regulations published on June 21st -- comment deadline August 21st. • Target for final regulations -- October 1st. • Agencies use balanced measures in evaluation cycles that begin in 2001, e.g., July, October 2001.

  18. OPM Contacts • SES Management Center, Office of Executive Resources Management • 202-606-0530 • E-mail: SESmgmt@opm.gov • Fax: 202-606-0557

More Related