Get documents about "Employee Performance Management Model
Description
Employee Performance Management Model document sample
Document Sample
PERFORMANCE MANAGEMENT MODEL
Naval Intelligence
DCIPS Implementation Team
TABLE OF CONTENTS
Background and Model Objectives ....................................................................... 3
Community Mission through Individual Performance Objectives .................... 4
Aligning Individual Performance Objectives to Organizational Mission and
Goals ......................................................................................................................... 5
Building Blocks of DCIPS Performance Management ....................................... 6
Performance Management Standards .................................................................. 7
Performance Elements............................................................................................ 8
Performance Objective Standards ........................................................................ 9
Sample Performance Objectives..........................................................................10
Performance Standards ........................................................................................12
Rating Process .......................................................................................................13
Evaluation of Record Descriptors .......................................................................14
Mock Performance Management Review...........................................................15
Performance Management Worksheet ...............................................................16
Version 1.1 2
Background and Model Objectives
Background
The impetus of the Defense Civilian Intelligence Personnel System (DCIPS) is to transform
Defense Intelligence by driving performance to achieve the mission. The goals are:
Flexibility to respond to mission changes; realign, reorganize, and reshape the
workforce; assign work; and set pay.
Accountability to employee, supervisor, and leadership.
Results to attract and retain top talent and promote high performance.
The DCIPS performance management process is designed to create a performance culture in
which the performance and contribution of the workforce are linked to mission. Making
meaningful distinctions between levels of performance and rewarding performance according to
those distinctions helps drive performance.
Reinforcing effective behaviors through the performance management process helps the
organization adapt better and quicker to new challenges. The ability to realign organizational
and individual goals is an integral part of the system. Organizational flexibility makes it easer to
assign work and set appropriate pay levels. The process makes it easer for the organization to
respond to changes in mission or goals.
To achieve that purpose, performance management must be a priority for all executives,
managers, supervisors and employees. Organizational and senior leadership goals and objectives
link to the National Intelligence Strategy, applicable executive departments and component
strategies, and also must cascade down into the performance expectations of their subordinate
managers, supervisors and employees. In turn, compensation determinations, career
opportunities, and other rewards will be based on individual, team and organizational
performance.
Model Objectives
The DCIPS Navy Implementation Team developed this model to introduce you to the DCIPS
performance management process. After completing this model, you will be able to:
1. Describe the performance management process
2. Differentiate between performance objectives and performance elements
3. Write SMART performance objectives
4. Explain the performance evaluation process
Version 1.1 3
Community Mission through Individual Performance Objectives
Cascading Objectives (2008)
Performance Management under DCIPS is founded on aligning individual performance objectives to organizational and Intelligence Community related objectives. It is important to
develop individual performance objectives that measure results contributing to the community and organizations’ overall success. Each activity within the Naval Intelligence should have
established objectives and goals that align with the overall National Intelligence mission.
Below you will find a chart detailing the mission and objectives as they apply to a NAVINTEL employee from the National Intelligence level through the command level.
Please take a look at the example of the cascading objective chart below and begin to consider how your everyday work supports the overarching mission and objectives in your activity.
The job duties and objectives associated with your position service the overall mission, and it is important to draft performance objectives aligned with your organization’s objectives.
I. National Intelligence Mission
To provide accurate and timely intelligence and conduct intelligence programs and activities directed by the President, in an effort to predict, penetrate, and preempt threats to our national
security and to assist all who make and implement US national security policy, fight our wars, protect our nation, and enforce our laws in the implementation of national policy goals.
II. Naval Intelligence (NAVINTEL) Mission
Integrate intelligence with operations, to defend our nation and enable Naval and joint forces to dominate the battlespace.
III. Director, Naval Intelligence Guidance
1. Win today’s fight 2. Shape the Future 3. Invest in our People
Expand Naval Intelligence capability to meet 21st Align Naval Intelligence resources to support the Promote increased professionalism of the Naval
Century Demands and win the GWOT Maritime Strategy, the Naval Operations Concept and Intelligence Total Force
the Director of National Intelligence’s 500-Day
Transformation Plan
IV. Office of Naval Intelligence (ONI) Mission
To provide products and services to meet Navy, Department of Defense, and national maritime intelligence requirements, and to perform such other functions and tasks as may be
assigned by higher authority
V. Commander, Naval Intelligence (COMONI) Objectives
Win today’s fight Shape the Future Invest in our People
1.1 Defeat terrorists at home and abroad 2.1 Build an integrated intelligence capability to 3.1 Attract, engage, and unify an innovative and results-
1.2 Prevent and counter the spread of WMDs address threats at home focused community workforce
1.3 Bolster the growth of democracy and sustain 2.2 Strengthen analytic expertise, methods, and
peaceful democratic status practices to explore alternative analytic views
1.4 Develop innovative ways to penetrate and analyze 2.3 Re-balance, integrate, and develop collection
the most difficult targets capabilities to meet customer and analytic
1.5 Anticipate developments of strategic concern and priorities
identify opportunities and vulnerabilities for 2.4 Establish new and strengthen existing foreign
decision-makers intelligence relationships to help us meet global
1.6 Build an integrated intelligence capability, to security challenges
address threats at home 2.5 Learn from our successes and mistakes to
1.7 Ensure that Intelligence Community members and anticipate and be ready for new challenges
customers can access ONI’s intelligence when they 2.6 Eliminate redundancy and programs and direct
need it savings to national priorities
1.8 Create clear, uniform, security practices and rules 2.7 Exploit path-breaking scientific research
that allow us to work together, protect our nations’ advances to maintain and extend intelligence
secrets, and enable aggressive counterintelligence advantages against emerging threats
activities
Version 1.1 4
Aligning Individual Performance Objectives to Organizational Mission and Goals
The overall performance management rating will encompass how well individual accomplishments fit within the overall National Intelligence strategic framework. Using the above
sample framework, take some time to develop your individual performance objectives and map them to the mission of your activity, and the National Intelligence Mission
Individual tasks, daily communications and team goals will organize into higher level primary objectives. Working from the bottom of the cascade up should provide focus to the
objective and how it supports the strategic framework of the Community. If the objective as written does not fully lead to the higher level mission, it may be necessary to clarify and
provide greater detail that will effectively articulate your support of the mission.
Below you will find a sample Individual Performance Objective path created for an employee who works a country analyst desk in ONI-2. Follow the path from top to bottom to see how
the Individual Performance Objective listed at the bottom serves the greater National Intelligence mission. In creating your own objectives, consider the path each might take in support
of the greater National Intelligence mission.
I. National Intelligence Mission
To provide accurate and timely intelligence and conduct intelligence programs and activities directed
by the President, in an effort to predict, penetrate, and preempt threats to our national security and to
assist all who make and implement US national security policy, fight our wars, protect our nation, and
enforce our laws in the implementation of national policy goals
II. Naval Intelligence (NAVINTEL) Mission
Integrate intelligence with operations, to defend our nation and enable Naval and joint forces to dominate the
battlespace
III. Director, Naval Intelligence Guidance
1. Win today’s fight: Expand Naval Intelligence capability to meet 21st Century Demands and win the GWOT
IV. Office of Naval Intelligence (ONI) Mission
To provide products and services to meet Navy, Department of Defense, and national maritime intelligence
requirements, and to perform such other functions and tasks as may be assigned by higher authority
V. Commander, Office of Naval Intelligence (COMONI) Objectives
Win today’s fight
Expand Naval Intelligence capability to meet 21st Century Demands and win the GWOT
1.1 Defeat terrorists at home and abroad
1.5 Anticipate developments of strategic concern and identify opportunities and vulnerabilities for decision-makers
1.7 Ensure that Intelligence Community members and customers can access ONI’s intelligence when they need it
Sample Directorate Objectives for 2008
Enable the Global War on terror
Maximize combat support
Develop access to more deeply penetrate the Navy’s highest priority targets
Provide analysts with required training, tools & technology to maximize effectiveness
Sample Individual Performance Objective
To penetrate highest priority targets, the employee will actively participate in the Joint Country Force Assessment (JCOFA)
for [country]. He is responsible for planning and carrying out research, updating all Naval Intelligence Division (NID) ship
records for [country] prior to semi-annual pull from JCOFA, collaborating on projections of force levels and ship
characteristics, and meeting the interim suspense dates for each tasking as established by NGIC and ONI-22
Version 1.1 5
Building Blocks of DCIPS Performance Management
Many building blocks are essential for a solid performance management process:
Leadership: The foundation for organizational performance. Under DCIPS leaders are called upon to
leverage their leadership skills to ensure employees understand how their work aligns with organizational
goals and that they are treated with fairness and respect.
Organizational Goals: Mission and goals are the focal point for setting individual performance
expectations. Performance expectations support and align with the mission and goals of the Defense
Intelligence Strategy, the Defense Intelligence Guidance (DIG), the National Intelligence Strategy, your
organization, annual performance plans and other performance measures.
Performance Objectives: Express performance expectations. They are the what of job performance.
They communicate major individual, team, and organizational responsibilities or contributions and related
outcomes and accomplishments that are expected of an employee. They capture the large buckets of your
work and are essentially what needs to be accomplished.
Performance Elements: Attributes of job performance that are significant to accomplishing individual
performance, objectives. They are the how of job performance. The DCIPS performance management
process uses six performance elements.
Under DCIPS, how you accomplish your work is just as important as what you accomplish. You are rated
on both.
Individual Development Plans (IDPs): IDPs are tailored action plans for employees to use to identify
short- and long-term goals and the training and development needed to achieve them. IDPs provide a
roadmap for the supervisor and employee to develop skills.
Pay-for-Performance: DCIPS links the individual's accomplishments with a reward payout.
Feedback: Communication is an essential element in the performance management process.
Recognition of Performance: Paramount to DCIPS. Although pay for performance and the opportunity
to increase one's salary are important in driving performance, the importance and benefit of recognizing
strong performers is key.
Now that we have the building blocks of performance management, let's look at Performance Objectives and
Performance Elements.
Version 1.1 6
Performance Management Standards
Performance Objectives and Performance Elements
Performance objectives and performance elements are the spine of the DCIPS performance management process.
Performance Objectives:
Essential to aligning work with mission and organizational goals
Form the basis for ratings, communicate the major work to be accomplished, help to measure work and set
baselines for performance
Large-bucket items and not the small daily tasks of the job
Differ from task descriptions in that task descriptions focus on activities, while objectives focus on results
Describe future situations
Employee is responsible for the outcome
Performance Elements:
Significant attributes of job performance
Describe the behavior used to achieve the performance objectives
Standardized throughout DCIPS
Each element is rated separately
List of Performance Elements: (description of each provided on following page)
– Accountability for Results
– Communication
– Critical Thinking
– Engagement and Collaboration
– Personal Leadership
– Technical Expertise
Attributes for all Managers:
– Integrity/Leadership (vice Personal Leadership)
– Management Proficiency (vice Technical Expertise)
Performance Management Standard - two evaluations:
1) Performance Objectives, and
2) Performance Elements
Performance objectives measure WHAT the employee is expected to accomplish
-Results Oriented
Performance elements measure HOW the employee completes those objectives
-Mission Focused
Version 1.1 7
Performance Elements
Descriptions
All employees are rated against six behaviorally-based performance elements as defined by ODNI and USD(I) policy.
Performance elements include certain behavioral expectations that are related to an employee’s conduct in the workplace and
his/her approach to accomplishing specific performance objectives. The performance elements are listed below. Please see
the Performance Element Content document posted on the DCIPS website for further policy definitions.
1. Accountability for Results
IC employees takes responsibility for work while setting and/or meeting priorities. The employee organizes and utilizes time
and resources efficiently and effectively to achieve the desired results, consistent with the organization’s goals and
objectives.
2. Communication
IC employees are expected to effectively comprehend and convey information with and from others in writing, reading,
listening, and verbal and non-verbal action. Employees are expected to use a variety of media in communicating and making
presentations appropriate to the audience. In addition, IC supervisors and managers are expected to use effective
communication skills to build cohesive work teams, develop individual skills, and improve performance.
3. Critical Thinking
IC employees are expected to use logic, analysis, synthesis, creativity, judgment, and systematic approaches to gather,
evaluate and use multiple sources of information to inform decisions and outcomes. In addition, IC supervisors and
managers are expected to establish a work environment where employees feel free to engage in open, candid exchanges of
information and diverse points of view.
4. Engagement and Collaboration
IC employees are expected to recognize value, build and leverage collaborative and constructive networks of diverse
coworkers, peers, customers, stakeholders, and teams, within an organization and/or across the IC to share knowledge and
achieve results. In addition, IC supervisors and managers are expected to create an environment that promotes engagement,
integration, and knowledge sharing.
5a. Personal Leadership and Integrity (Employees)
IC employees are expected to demonstrate personal initiative, honesty, openness, and respect in their dealings with
coworkers, peers, customers, stakeholders, teams, and collaborative networks across the IC. In addition, IC employees are
expected to demonstrate core organizational and IC values, including the courage and conviction to express their professional
views.
5b. Leadership (Supervisors)
Defense Intelligence supervisors and managers are expected to exhibit the same individual personal leadership behaviors
as all Defense Intelligence employees. In their supervisory or managerial role, they also are expected to achieve
organizational goal sand objectives by creating shared vision and mission within their organization; establishing a work
environment that promotes equal opportunity and diversity (of both persons and points of view), critical thinking,
collaboration, and information sharing; mobilizing employees, stakeholders and networks in support of their objectives;
and recognizing and rewarding individual excellence, enterprise focus, innovation, and collaboration.
6a. Technical Expertise (Employees)
IC employees are expected to acquire and apply knowledge, subject matter expertise, tradecraft, and/or technical competency
necessary to achieve results.
6b. Management Proficiency (Supervisory)
Defense Intelligence supervisors and manager are expected to possess the technical proficiency in their mission area
appropriate to their role as supervisor or manager. They also are expected to leverage that proficiency to plan for,
acquire, organize, integrate, develop, and prioritize the human, financial, material, information, and other resources to
accomplish their organization’s mission and objectives. In so doing, all supervisors and manager also are expected to
focus on the development and productivity of their subordinates by setting clear performance expectations, providing
ongoing coaching and feedback, evaluation the contributions of individual employees to organizational results, and
linking performance ratings and rewards to the accomplishment of those results.
Version 1.1 8
Performance Objective Standards
"SMART" FRAMEWORK
Now that you know what performance objectives and performance elements are under DCIPS, there is a useful framework
for writing performance objectives that elicit the best performance, called SMART.
Before looking at Performance Objective examples it is important for you to become familiar with the SMART framework.
Performance objectives provide the basis for evaluating employee performance and are the critical elements of DCIPS
performance management. The acronym SMART is the standard for determining the quality and appropriateness of the
performance objectives. Performance Objectives must be Specific, Measurable, Achievable, Relevant, and Time-bound.
Writing “SMART” Performance Objectives
S Specific describes an observable or verifiable accomplishment. For some jobs, it may not be easy to describe a
specific result. However, strive for specificity if at all practical, because it ensures that both you and your manager
share the same expectations
Ask yourself:
What is the result, product or deliverable from the work?
M Measurable a method or procedure is in place to assess and record that a specific outcome has occurred.
Ask yourself:
What does success look like?
What is most meaningful to accomplishing the mission?
A Achievable performance objective should be appropriate for the individual’s experience, skill and work level.
Ask yourself:
Do I have the skills and resources to accomplish this objective?
Is the ability to achieve this objective within my control?
R Relevant performance objective draws a ling of sight between the employee’s job, the work unit’s goal, and the
organization’s mission. Relevant means that your performance objectives are connected to the organizational goals.
Ask yourself:
For the sake of what am I doing this?
T Time-bound (or timely) there is a point in time when the performance objective starts and when it ends.
Ask yourself:
When is the deliverable due?
Version 1.1 9
Example Performance Objectives
Individual performance objectives should align with the Organization’s mission and should be measurable. The
examples below were derived from three different positions that exist within the Naval Intelligence community.
These examples are designed to give you insight to the level of detail required in writing performance objectives.
1.0 Sample Objective
Planning/Research
To penetrate highest priority targets, the employee will actively participate in the Joint Country Force Assessment
(JCOFA) for [country]. He is responsible for planning and carrying out research, updating all Naval Intelligence
Division (NID) ship records for [country] prior to semi-annual pull from JCOFA, collaborating on projections of
force levels and ship characteristics, and meeting the interim suspense dates for each tasking as established by
NGIC and ONI-22.
Metric (Measurable)
1.1 All suspenses met within required timeframes 90% of the time
1.2 Products meet customer specifications and require minimal edits and changes in accuracy and technical
correctness
1.3 Products reflect a clear understanding of the ONI position on significant issues as defined by ICD 27.2
2.0 Sample Objective
Administrative
Upon receipt of requests, provide accurate responses in the agreed-upon timeframes, as defined by ICD 24.8, using
the appropriate format identified in SOP25 during the evaluation period ending September 30, 2009. This supports
the organization’s commitment to be responsive to customers and clients.
Metric (Measurable)
2.1 Met suspenses 90% of the time
2.2 Accurate responses provided with no more than 2 errors per request
3.0 Sample Objective
Intelligence Production
The employee produces both scheduled and unscheduled intelligence products such as MIRs, baseline
Assessments, briefings, NID records, responses to taskings, and other written products within determined
timeframes and in accordance with SOP27. Coordinates and integrates the work of relevant individuals, functions,
or agencies into a comprehensive intelligence product. Interacts with customers on a pre-determined basis
throughout the discovery process to ensure their needs are understood and requirements are met.
Metric (Measurable)
3.1 All products submitted are deemed appropriate by SME for the subject matter and the intended audience
3.2 All written products are technically correct, requiring only minor, cosmetic changes by SME
3.3 All written products are fully coordinated, have been staffed through the Web Production process, and
comply with the Analytical Tradecraft SOP3
3.4 Establishes timelines for products, with supervisor and/or SME, and meets deadlines at least 90% of the time
Version 1.1 10
4.0 Sample Objective
Analysis and Revision
The employee performs geospatial analysis and production using Geographic Information Systems (GIS)
technology with wide latitude for the exercise of independent judgment. Based on analysis of gathered
information, the employee revises agency cartographic standards and specifications and applies standard
cartographic practices to new situations to solve novel or obscure problems related to intelligence or the maritime
environment.
Metric (Measurable)
4.1 Development of new practices is relevant and timely.
4.2 Problems identified fit within current event requirements and the overall mission of the organization.
4.3 Analysis is technically correct, requiring only minor, cosmetic changes.
5.0 Sample Objective
Organization of duties
The employee ensures alignment of Instructions, SOPs and Desk Procedures to Command Objectives. The
employee coordinates efforts with Command Offices and facilitates and attends meetings while drafting work to
final copy and making it available via the Command Intranet, Northstar, and work centers.
Metric (Measurable)
5.1 Standard practices are technically and procedurally accurate, while remaining relevant to the audience
5.2 Practice documentation is delivered within required timeframes.
6.0 Sample Objective
Effects Analysis of U.N. Iraqi Sanctions
The employee shall complete by 31 August an analysis of the effects of U.N.-imposed sanctions on the Iraqi
industrial sector and present the results of that analysis in a finished and appropriately coordinated intelligence
report for release to the policy-making community. The completed product will:
Metric (Measurable)
6.1 Make use of available intelligence from all relevant sources
6.2 Reflect engagement with other analysts and stakeholders in the subject of the analysis
6.3 Incorporate the coordinate views of those other analysts and collectors through the IC
6.4 Be presented in the product style appropriate to the question
6.5 Be timely
Version 1.1 11
Performance Standards
How will I be rated?
Your Performance Objectives are WHAT describe the results of your work. They do not describe the activity.
They are descriptions of further situations. Only the major responsibilities of your job should be captured in the
performance objectives. At the end of the rating period your supervisor will rate you on each performance
objective using the scale detailed below.
Performance Objective Descriptors
Rating
OUTSTANDING (5) Employee far exceeded expected results on the objective, such that organizational
goals were achieved that otherwise would not have been.
EXCELLENT (4) Employee surpassed expected results in a substantial manner on the objective.
SUCCESSFUL (3) Employee achieved expected results on the assigned objective. It is expected that
the majority of employees will achieve this level of performance.
MINIMALLY Employee only partially achieved expected results.
SUCCESSFUL (2)
UNACCEPTABLE (1) Employee failed to achieve expected results on the performance objective.
NOT RATED (NR) Employee did not have the opportunity to complete the objective because it
became obsolete or could not be accomplished due to extenuating circumstances
(e.g. circumstances beyond the control of the employee and supervisor: resources
diverted to higher priority programs, employee in long-term training, deployed,
on LWOP, etc.).
Performance Element Standards
The Performance Elements describe HOW you achieved your performance objectives over the course of the
rating period. At the end of the rating period your supervisor will rate you on each performance element using the
scale detailed below.
Performance Element Descriptors
Rating
OUTSTANDING (5) Employee consistently performed all key behaviors at an exemplary level on the
element.
EXCELLENT (4) Employee demonstrated mastery-level performance of the key behaviors on the
element.
SUCCESSFUL (3) Employee fully demonstrated effective, capable performance of key behaviors for
the performance element.
MINIMALLY Employee’s performance required improvement on one or more of the key
SUCCESSFUL (2) behaviors for the performance element.
UNACCEPTABLE (1) Employee failed to adequately demonstrate key behaviors for the performance
element.
NOT RATED (NR) Employee did not have the opportunity to complete the objective because it
became obsolete or could not be accomplished due to extenuating circumstances
(e.g. circumstances beyond the control of the employee and supervisor: resources
diverted to higher priority programs, employee in long-term training, deployed,
on LWOP, etc.).
Version 1.1 12
Rating Process
How will I be rated?
Once each individual Performance Objective and Performance Element has been evaluated and rated by your
supervisor, the overall Evaluation of Record is determined. Performance objectives and performance elements are
rated individually, and then combined together to form the final evaluation of record. The Evaluation of Record is
computed by calculating the arithmetic average of the overall performance objectives rating, and the overall
performance elements rating, except where an employee received an overall rating of “1” for accomplishment of
performance objectives. In that case, the employee shall receive an overall Evaluation of Record of “1” or
“Unacceptable”. Below you will find an example of record calculated from the sample performance objectives
above.
Performance Objectives Score
1. Planning/Research 3
2. Enhance financial operations 3
3. Intelligence Production 4
4. Analysis and Revision 3
5. Organization of duties 3
6. Effects Analysis of U.N. Iraqi Sanctions 5
Total 21
/Number of Objectives /6
Performance Objective Summary Level 3.50
Performance Elements Score
1. Accountability for Results 3
2. Communication 5
3. Critical Thinking 3
4. Engagement and Collaboration 3
5. Personal Leadership and Integrity (Leadership for Managers) 4
6. Technical Expertise (Management Proficiency) 4
Total 22
/Number of Elements /6
Performance Element Summary Level 3.67
Evaluation of Record Score
Overall Performance Objective Score 3.50
Overall Performance Element Score 3.67
/2 /2
Overall Evaluation of Record 3.6
(rounded to one decimal point)
Version 1.1 13
Evaluation of Record Descriptors
What does it mean?
Once the Overall Evaluation of Record has been determined by your Supervisor, it will be presented to the
Reviewing Official, most likely your supervisor’s manager. Once approved by the Reviewing Official the
Evaluation of Record is final. The table breaks down the evaluation of record into the five Evaluation of Record
levels.
Performance
Overall Evaluation of Record
Rating
OUTSTANDING Employee’s overall contribution, both in terms of results achieved and the manner in
4.51-5.00 which those results were achieved, has extraordinary effects or impacts on mission
objectives that would not otherwise have been achieved.
Only a few employees achieve this level of exemplary, benchmark performance.
EXCELLENT Employee’s overall contribution, both in terms of results achieved and the manner in
3.51-4.50 which those results were achieved, has significant impact on mission objectives.
SUCCESSFUL Employee’s overall contribution, both in terms of results achieved and the manner in
2.51-3.50 which those results were achieved, has made a positive impact on mission objectives.
MINIMALLY Employee’s overall contribution to mission, although positive, has been less than what
SUCCESSFUL was expected.
2.00-2.50
UNACCEPTABLE Employee received an unacceptable rating on one or more performance objectives.
<1 – 1.99
Version 1.1 14
Mock Performance Management Review
This tool is to help prepare you for the DCIPS performance management process. This example is
derived directly from the USD(I) DCIPS Performance Management Policy/Guidance and represents
what is expected of employees under DCIPS
1. Before drafting your individual performance objectives it is important to familiarize yourself with
Naval Intelligence Objectives. This will help you align your individual performance objectives to
the larger mission of the NAVINTEL community.
2. Begin drafting your Performance Objectives. Each objective should include a Title, Description
and Metric by which the objective can be measured. Please refer to the Sample Performance
Objectives for an example. We have included a chart with rating scales for each performance
objective so you will know how you will be scored on each objective. (For now, leave the
Employee and Supervisor Narrative fields and scoring blank)
3. Become familiar with the standard Performance Elements on which each IC employee will be
evaluated. Each performance element includes a Title and Description. Please see the Performance
Element sheet for the required elements. The chart with rating scales for each performance
element will give you an idea of how you might perform in order to achieve your desired rating.
4. Meet with your Supervisor to discuss your objectives and how your work best aligns to and
supports the mission. Make any necessary changes and start performing.
5. Over the course of the mock rating period (recommend 1-3 months), keep track of your
achievements towards each Objective and Element in the Employee Narrative.
If for some reason your job responsibilities and/or agreed upon performance objective(s) is/are
longer a good measure of your duties, and/or if the metric(s) chosen do not enable an accurate
reflection of your performance, meet with your supervisor immediately to discuss a change in your
performance objectives.
6. At the end of the rating period, you will submit a Self-Report of Accomplishments to your
Supervisor for review.
7. Your supervisor will fill in the Supervisor Narrative portion of the document and give a rating for
each Performance Objective and Element, and then calculate your Overall Evaluation of Record.
Check the Evaluation of Record Scale to determine the descriptor for your overall Evaluation.
Version 1.1 15
Performance Management Worksheet
Performance Objectives
Objective Number Objective Title
1.0
Performance Objective
Metric (Measurable)
1.1
1.2
Employee Performance Narrative
Supervisor Performance Narrative
Performance Objective Score
Objective Number Objective Title
2.0
Performance Objective
Metric (Measurable)
1.1
1.2
Employee Performance Narrative
Supervisor Performance Narrative
Performance Objective Score
Objective Number Objective Title
3.0
Performance Objective
Metric (Measurable)
1.1
1.2
Employee Performance Narrative
Supervisor Performance Narrative
Performance Objective Score
Version 1.1 16
Performance Management Worksheet
Performance Elements
Element Number Element Title
1.0 Accountability for Results
Performance Element Description
The employee takes responsibility for work while setting and/or meeting priorities. The employee organizes
and utilizes time and resources efficiently and effectively to achieve the desired results, consistent with the
organization’s goals and objectives.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Element Number Element Title
2.0 Communication
Performance Element Description
The employee effectively comprehends and conveys information with and from others in writing, reading,
listening, and verbal and non-verbal action. The employee uses a variety of media in communicating and
presents information in a format appropriate to the audience.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Element Number Element Title
3.0 Critical Thinking
Performance Element Description
The employee uses logic, analysis, synthesis, creativity, judgment, and systematic approaches to gather and
evaluate information, and uses multiple sources of information to provide informed decisions and outcomes.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Version 1.1 17
Element Number Element Title
4.0 Engagement and Collaboration
Performance Element Description
The employee recognizes, values, builds and leverages collaborative and constructive networks of diverse coworkers,
peers, customers, stakeholders, and teams, within an organization and/or across the IC to share knowledge and achieve
results. In addition, IC supervisors and managers are expected to create an environment that promotes engagement,
integration, and knowledge sharing.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Element Number Element Title
5.0 Personal Leadership and Integrity
Performance Element Description
The employee demonstrates personal initiative, honesty, openness, and respect in dealings with coworkers, peers,
customers, stakeholders, teams, and collaborative networks across the IC. In addition, the employee demonstrates core
organizational and IC values, including the courage and conviction to express professional views.
Employee Performance Narrative
Supervisor Performance Narrative
In support of the stated Performance Element…
Performance Element Score
Element Number Element Title
6.0 Technical Expertise
Performance Element Description
The employee acquires and applies knowledge, subject matter expertise, tradecraft, and/or technical competency
necessary to achieve results.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Version 1.1 18
Element Number Element Title
5.0b [Supervisory] Leadership for Managers
Performance Element Description
Defense Intelligence supervisors and managers are expected to exhibit the same individual personal leadership
behaviors as all Defense Intelligence employees. In their supervisory or managerial role, they also are expected to
achieve organizational goals and objectives by creating shared vision and mission within their organization;
establishing a work environment that promotes equal opportunity and diversity (of both persons and points of view),
critical thinking, collaboration, and information sharing; mobilizing employees, stakeholders and networks in
support of their objectives; and recognizing and rewarding individual excellence, enterprise focus, innovation, and
collaboration.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Element Number Element Title
6.0b [Supervisory] Management Proficiency
Performance Element Description
Defense Intelligence supervisors and manager are expected to possess the technical proficiency in their mission area
appropriate to their role as supervisor or manager. They also are expected to leverage that proficiency to plan for,
acquire, organize, integrate, develop, and prioritize the human, financial, material, information, and other resources to
accomplish their organization’s mission and objectives. In so doing, all supervisors and manager also are expected to
focus on the development and productivity of their subordinates by setting clear performance expectations, providing
ongoing coaching and feedback, evaluation the contributions of individual employees to organizational results, and
linking performance ratings and rewards to the accomplishment of those results.
Employee Performance Narrative
Supervisor Performance Narrative
Performance Element Score
Version 1.1 19
Mock Review Scoring
Performance Objectives Score
1.
2.
3.
4.
5.
6.
Total
/Number of Objectives
Performance Objective Summary Level
Performance Elements Score
1. Accountability for Results
2. Communication
3. Critical Thinking
4. Engagement and Collaboration
5. Personal Leadership and Integrity/Leadership for Managers
6. Technical Expertise/Management Proficiency
Total
/Number of Elements /6
Performance Element Summary Level
Evaluation of Record Score
Overall Performance Objective Score
Overall Performance Element Score
/2 /2
Overall Evaluation of Record
Version 1.1 20
Related docs
