A Useful Tool When Writing My Annual “Self Report of Accomplishments” This is personal property and will only be used by me to keep a record of my accomplishments and achievements during this perfor by obm18412

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									A Useful Tool When Writing My Annual “Self-Report of Accomplishments”
This is personal property and will only be used by me to keep a record of my
accomplishments and achievements during this performance cycle. The
information I write in this journal has no bearing on my performance and/or my
performance rating.

                           EMPLOYEE INFORMATION

Employee Name:

         Job Title:


             Date:           to            Period:           to
                 The following pages offer highlights of
                 performance management under DCIPS.

Internet resources include:



USD(I) iSuccess and DCIPS 101
The Three Phases of the Performance
Management Cycle
1 October – 30 September
     Roles and Responsibilities of the Key
     Participants in the Performance Management

        Employee                     Rating                    Reviewing            Performance Review
                                     Official                   Official                 Authority

                                       Phase 1: Plan Performance

 Collaborate with the        Define employee roles     Approve employee           Not Applicable
  rating official (usually     and responsibilities       performance objectives
  your supervisor) to         Collaborate with the       and Individual
  develop 3 – 6 SMART          employee to develop 3      Development Plan
  performance                  – 6 SMART
  objectives and               performance
  Individual                   objectives and
  Development Plan             Individual
 Provide perspective          Development Plan
  and input on                Communicate
  assignments                  organizational mission
 Be fully committed to

                                      Phase 2: Manage Performance

 Maintain personal           Document                  Ensure Rating Officials    Not Applicable
  records of                   achievements               provide employees
  achievement                 Engage employee in         feedback and have
 Complete midpoint            ongoing performance        completed a midpoint
  self assessment              feedback discussions       review
 Engage Rating Official      Provide employee with
  in ongoing                   a midpoint review
  performance feedback

                                     Phase 3: Evaluate Performance

 Complete final Self-        Complete employee         Review and approve         Review employee
  Report of                    Rating of Record           employee Rating of          Ratings of Record for
  Accomplishments              (performance               Record (performance         consistency
 Provide input on             appraisal)                 appraisal)                 Return out of scope
  accomplishments             Discuss final             Ensure consistency          ratings to Reviewing
                               performance feedback       between and among           Official for second
                                                          rating officials            review
                                                                                     Resolve employee
                                                                                      requests for
Plan Performance

 In the planning phase, I collaborate with my manager to
develop three to six SMART performance objectives and an
      Individual Development Plan (IDP) outlining my
developmental goals for the performance appraisal period.

   My supervisor and I also discuss the six performance
elements and how they relate to my overall performance.
Performance Objectives
Performance objectives are a set of three to six SMART performance goals that
relate my job assignments and position responsibilities. They are also linked to
IC and organizational goals.

Performance Objectives should always be SMART.

    Specific describes an observable action, behavior, or achievement.

    Measurable (or observable or verifiable) describes a method or procedure
     to assess and record the quality and/or quantity of the outcomes.

    Achievable examines capacity and conditions required to accomplish an

    Relevant examines significance, value and applicability.

    Time-bound describes the performance objective start and end points.

Performance Elements
Performance elements are a set of standards or behaviors that describe how my
work is accomplished. They are:
    Performance                                 For All
      Element                                  Employees
Accountability for      Take responsibility for work. Organize and utilize time
Results                 and resources efficiently and effectively.

Communication           Effectively comprehend and convey information.

Critical Thinking       Use logic, analysis, synthesis, creativity, judgment, and
                        systematic approaches to complete their work.

Engagement and          Recognize, value, build and leverage collaborative and
Collaboration           constructive networks.

  Performance             Non-Supervisory                     Supervisory
    Element                 Employees                         Employees
Personal             Demonstrate personal             Create a shared vision and
Leadership and       initiative, honesty, openness,   mission, establish a diverse,
Integrity or         and respect. Demonstrate         equal opportunity
                     personal initiative, honesty,    environment, and mobilize,
Leadership and       openness, and respect.           recognize, and reward
Integrity                                             employees.

Technical            Acquire and apply                Possess the technical
Expertise or         knowledge, subject matter        proficiency in their mission
                     expertise, tradecraft, and/or    area appropriate to their
Managerial           technical competence.            role.
Manage Performance

The managing phase consists of monitoring and developing
 my performance. During this phase, I engage in frequent
      performance discussions with my supervisor.

I also complete a self-assessment of my performance at the
     midpoint of the appraisal period. My supervisor also
         provides me with a formal midpoint review.
Guidelines when preparing for my Midpoint review with my

                  Midpoint Review
Discuss my mid-year accomplishments and how they
correlate to my goals in your IDP.

Discuss any job-related barriers/obstacles that prevent
me from living up to my potential.

Discuss possible add-on responsibilities I can take on to
help my career development.

Discuss upcoming training opportunities that interest me
and align to my IDP goals.

Guidelines when preparing for Midpoint reviews with employees:

                  Midpoint Review
Last year’s reviews – Identify and discuss any
applicable comments or disciplinary acts.

Ongoing feedback – Revisit the feedback given and
determine if the employee has acted upon it.

Honest assessment – The only way an employee
knows they are doing a good job is if they receive honest
criticism and encouragement.

Performance focus – I rate employee based on
observed facts, not abstract conclusions or assumptions
based on personality.
Evaluate Performance
                                                    Keeping track of my
                                                    accomplishments in
                                                      My Performance
                                                       Journal makes
                                                      writing the Self-
                                                         Report of
                                                     that much easier.

        During the evaluating phase, I complete a
             Self-Report of Accomplishments.

       Using a five-point scale, my supervisor rates my
achievement towards each performance objective and each
 of the six performance elements. The average score of my
performance objectives and performance elements form my
                  Overall Performance Rating.
Documenting my Accomplishments
The Midpoint and Final Reviews offer me the opportunity to highlight my
accomplishments and point out how they contributed to the achievement of my
organization’s goals. When I explain the significance of my contributions, the
STAR approach can help:

                    Situation. What was the situation I faced?

                    Task. What was the overall task in that situation?

                    Action. What specific action did I take?

                    Result. What result did my action produce?

Receiving Feedback
The act of receiving feedback requires careful listening, consideration and
evaluation in order to do something positive with it. Receiving critical
performance feedback can sometimes be difficult to hear. However, listening to
valid critical feedback is important to help me learn from my mistakes and make
adjustments in my performance and behavior. Here are some tips for receiving
       Self-Report of Accomplishments Checklist
       At the end of the year, I am required to formally document my accomplishments
       and how I went about achieving them. After writing my narrative, the following
       checklist is useful to review when ensuring I effectively represent my

       Does my Self-Report of Accomplishments:

           Match my performance objectives?
           Include clear references to each performance element?
           Make the connection between what I did and why it helps my

           Note challenges I faced and how I fared?
           Include any additional accomplishments?

Effective self-reporting enables an
accurate and full representation of
accomplishments and behaviors.
Keep these points in mind:

                                                       … my accomplishments.
Self-Report of Accomplishments – More Tips
The Self-Report of Accomplishments is an important tool in telling my story. It
helps my supervisor understand what I did and how my actions/performance
contributed to the overall success of the organization's mission.

This is my opportunity to prepare a strong, well thought out report that helps my
supervisor fully recognize my accomplishments.

A few additional things to keep in mind:

      My report will be more effective if it is specific, concise, and outcome

      Give myself adequate time to prepare my report; this is not a ten minute

      Restate my understanding of my performance objectives

      Identify my most significant accomplishments for each performance
       objective; stick with what I believe mattered most

      Tie my accomplishment to my organization’s mission

      Address how I incorporated each of the Performance Elements

      Draft my report in a word processing program so I can use the character
       count, check for spelling and grammatical errors, and incorporate any
       feedback I may have sought from my supervisor (copy and paste final
       version into the Performance Appraisal Application (PAA) online tool)

      Review USD(I)’s iSuccess for DCIPS interactive training module at
       http://dcips.dtic.mil/index.html for a step-by-step approach to writing
       performance objectives and the Self Report of Accomplishments
Calculating my Evaluation of Record
As depicted below, performance appraisals include:

    Performance Objectives — Three to six SMART objectives unique to
     me that describes what is expected of me.

    Performance Elements — Standard behavioral descriptors that describe
     how I am to successfully perform my job.

The overall rating on my performance appraisal is calculated as an average of
the performance objective rating and the performance element rating.
Use these pages to write down my accomplishments towards
  each of my performance objectives. Also keep in mind –
and cite specific examples – how my performance elements
      were demonstrated in achieving those objectives.

                 This journal is just for me.

 I will use this journal in a way that benefits me when I sit
down to write my Self-Report of Accomplishments at the end
                   of the performance cycle.

     There is no right or wrong way to use this journal.
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