TOTAL ARMY PERFORMANCE EVALUATION SYSTEM TAPES

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TOTAL ARMY PERFORMANCE EVALUATION SYSTEM (TAPES)
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TAPES

• APPLICABLE REGULATIONS/STATUTE
• 5 U.S.C. CHAPTER 43
• AR 690-400, CHAPTER 4302
• DA PAM 690-400
• COLLECTIVE BARGAINING AGREEMENTS

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TAPESBASE SYSTEM

• COVERED EMPLOYEES
• GS/WS EMPLOYEES GRADES 1-8
• ALL WG EMPLOYEES
• ALL WL EMPLOYEES
• RATING CYCLE
• 1 MAY - 30 APRIL
• DA FORM 7223 AND 7223-1

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TAPESSENIOR SYSTEM

• COVERED EMPLOYEES
• GS/WS 9-12
• RATING CYCLE
• 1 NOVEMBER - 31 OCTOBER
• DA FORM 7222 AND 7222-1

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TAPESSENIOR SYSTEM(CONTINUED)

• COVERED EMPLOYEES
• SES, ST, SL, GS, WS, GM 13 ABOVE
• RATING CYCLE
• 1 JULY - 30 JUNE
• DA FORM 7222 AND 7222-1

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COUNSELINGPREPARATION

• Schedule the session and notify the ratee
• Get a copy of the ratees position description,
  counseling checklist and a blank evaluation form
• Think how each value and responsibility applies
• Decide what you consider necessary for success

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INITIAL COUNSELING

• Explain rating chain
• Discuss the position description
• Discuss areas of special emphasis
• Discuss each value/responsibility
• Review any ratee written input
• Discuss what tasks you expect
• Discuss different views until you both are clear
  on requirements
• Give examples of excellence
• Ask the ratee about career goals and training
  needs

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DA RESPONSIBILITIES AND PERFORMANCE STANDARDS

• TECHNICAL COMPETENCE Has knowledge, skills, and
  abilities to do the work. Produces expected
  quality and volume. Meets deadlines. Works with
  right amount of supervision. Gets desired
  results.
• ADAPTABILITY/INITIATIVE Can work under pressure
  or during changing conditions. Is willing to try
  new ways. Suggests better ways to do business.
  Seeks/accepts developmental opportunities.

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• WORKING RELATIONSHIPS/COMMUNICATIONS As a team
  member, works well with group and helps others
  get the job done. Expresses ideas clearly.
  Follows instructions or asks for clarification.
  Shows respect and is courteous. Shows concern
  for customer.
• RESPONSIBILITY/DEPENDABILITY Accepts
  responsibility for own actions. Keeps work area
  in order and equipment maintained. Uses
  supplies, equipment and time as intended.
  Complies with DA emphasis programs, e.g. Total
  Army Quality (TAQ), safety/ security, internal
  control, inventory management, quality assurance,
  EEO/AA. Schedules nonemergency leave in advance
  to avoid adverse impact to work unit
  effectiveness.

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MIDPOINT COUNSELING

• Discuss job requirements and areas of special
  emphasis and priorities that have changed or that
  are new
• Tell how the ratee is doing. Talk specific
  examples of observed actions/results
• Give examples of excellence
• Discuss the ratees career goals, the
  effectiveness of training

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AFTER COUNSELING

• Summarize key points
• Rater and ratee initial and date form
• Forward checklist to senior rater who should
  initial and date and return to rater
• Give ratee a copy and keep the original

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POINTS TO REMEMBER

• Ratee must be on an approved Performance Plan
  for at least 120 days before a rating can be
  rendered.
• Performance Plan becomes effective (approved)
  with the signature of the Senior Rater.
• If ratee or rater depart within 120 days of the
  end of the rating cycle, an annual rating should
  be prepared prior to the departure.

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RESPONSIBILITIES/OBJECTIVE RATINGS

• EXCELLENCE Consistently exceeds level described
  by standards and documented expectations
  frequently produces more and/or better than
  expected.
• SUCCESS Usually performs at the level described
  by the standards and documented expectations.
  Quality/quantity of accomplishments are generally
  at expected levels. Strengths clearly outweigh
  weaknesses.
• NEEDS IMPROVEMENT Sometimes performs at level
  described by standards and documented
  expectations. However, fails enough so that
  weaknesses slightly outweigh strengths.
• FAILS Frequently fails to perform at levels
  described by standards and documented
  expectations. Rarely achieves expected results.
  Weaknesses outweigh strengths.

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POSITIVE MOTIVATORS

• Standards of performance and conduct established
  and clearly stated
• Setting example
• Monitor behavior /performance and give frequent
  oral/written feedback
• Reward deserving employees
• Maintain good working atmosphere
• Make use of probationary period
• Maintain open communication lines with Union

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DEALING WITHPOOR PERFORMERS

• Discuss performance problem
• Warning letter (30 days) if required by contract
• Performance Improvement Period (PIP) (30 to 90
  days) (notify in writing)
• Action during opportunity period
• Deciding what comes next
• Notice of proposed reduction in grade,
  reassignment or removal
• Documentation
• Decision on proposed reduction in grade,
  reassignment or removal
• Decision not to take action because performance
  improves

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TAKING PERFORMANCE BASED ACTIONS

• Does the performance plan contain clearly defined
  performance expectations?
• Are the results measurable and does the ratee
  know what constitutes success?
• Have you discussed examples of work at the
  Success level?
• Has the ratee received all required training?
• Having specific instances of performance below
  the Success level been brought to the ratees
  attention?

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