GLENDA YELLOWHORSE

1
435th Air Base Wing
CITUS ET CERTUS
NSPS Performance Management (PM)October 2007

• GLENDA YELLOWHORSE
• HR SPECIALIST
• 480-9339

I n t e g r i t y - S e r v i c e - E x c e l
l e n c e
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Why NSPS?
Flexibility To respond to mission changes To
realign, reorganize, and reshape the workforce To
assign work To set pay
Results To attract and retain top talent To
promote high performance
Accountability Employee Supervisor Leadership
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Aligning Work to Mission

• Objectives draw a line of sight between the
  employees work, the work units goals, and the
  organizations success
• When work is aligned to the mission, from any
  perspective you choose, everyone is working
  together towards shared goals
• Look to
• Your organizations mission
• Your organizations strategic goals
• Your work units objectives

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Mission PSEUDO Statements

• Mission Support Group
• Train and deploy combat ready forces and provide
  superior support to Team Ramstein in the defense
  of the United States of America
• Mission Support Squadron (MSS)
• Provide quality military/civilian personnel
  support ensuring readiness for worldwide war
  fighting missions
• MSS Civilian Personnel Flight
• Effective execution of HR programs to provide a
  quality workforce in support of the war fighter

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GUIDANCE

• NSPS
• 5 CFR Ch XCIX and Part 9901
• DOD 1400.25-M, Subchapter 1940
• http//www.cpms.osd.mil/nsps/

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PM Process


Notify Emp
End
Payout

1st pay period of Jan

Pay Pool Process
Beginning Appraisal Period

Payout Recommendations
At Completion of Rating

Rating
End of PM Cycle 01 OCT 30 SEP

Accomplishments
Throughout the Appraisal Period
Performance Plan
Beginning Appraisal Period
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Supervisors Responsibilities

• Analyze Job
• Align Performance Expectation
• Write Job Objectives
• Periodic Performance Reviews/discussions
• Evaluate/Rate Performance
• Work behaviors
• Recognize employees

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Performance Expectations

• Must align with and support the DoD mission and
  goals and may include
• Goals or objectives that set performance targets
  at the individual, team, and/or organizational
  level
• Standard operating procedures, manuals, internal
  rules and directives, etc.
• Competencies an employee is expected to
  demonstrate or the contributions an employee is
  expected to make
• Work assignments can be used to amplify
  performance expectations and may specify quality,
  quantity, accuracy, and/or timeliness
• Conduct and/or behavior

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Communication

• Communication drives performance by doing all of
  the following
• Creating shared understanding
• Building mutual trust and confidence
• Promoting a common sense of purpose and direction
• Encouraging teamwork and cooperation
• Cultivating personal accountability and
  excellence
• Feed back session 1 per cycle
• Mid-term and as needed

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Required Conversations

• Performance Plan October
• Interim Review
• End-of-Cycle Review (optional)
  September/October
• Discuss accomplishments and contributions
• Provide additional information regarding
  performance
• Offer feedback for continuing success and
  development
• Annual Appraisal December/January

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Feedback Discussion

• Significant performance issues
• Progress towards meeting duties/standards/job
  objectives
• Progress towards special project work
• Areas which need improvement
• Ways to improve performance
• Assistance which employee needs from supervisor
• Be constructive and supportive
• Keep it confidential
• Requirement 1 per PM cycle

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Job Objectives
At least 1, normally 3 to 5 Able to measure linked to the mission -S.M.A.R.T. Involve the employee At least 1 supervisory objective (applies to supervisor only) -addressing poor performers -communicating with employees
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Preparing Objectives

• EMPLOYEE
• Draft job objectives for current (new) rating
  cycle
• Review Performance Indicators and relevant
  Contributing Factors
• Consider stretch goals and developmental needs

• MANAGER/SUPERVISOR
• Communicate organizational goals to employee in
  advance
• Review employees previous performance plan and
  current salary
• Review Performance Indicators and relevant
  Contributing Factors

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Contributing Factors

• Choose factors most pertinent to the objective
• Set of work behaviors that are related to and
  impact the performance of a job objective
• Tied to objective rather than employee
• At least one for each job objective usually no
  more than three
• Leadership must be selected for the supervisory
  job objective
• Optional for non-supervisory objectives

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Contributing Factors How
Technical Proficiency

• Attributes of job performance that are
  significant to the accomplishment of individual
  job objectives
• Standard across DoD
• Described at the Expected and Enhanced level
• Further defined by work behaviors and
  benchmark descriptors

Critical Thinking
Cooperation Teamwork
Communication
Customer Focus
Resource Management
Leadership
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Adjusting Performance Plans

• The performance plan may be changed during the
  year
• Objectives and contributing factors may be
  changed together or separately
• An employee should have sufficient time before
  the end of cycle to work toward the new
  performance plan
• Best practice Make no changes to the performance
  plan after the mid-cycle review
• No bait and switch

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Rating Process
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Levels of Performance
5 Employee exceeded the assigned job objective at a level of performance equal to, or above, the Level 5 performance indicator.
4 Employee exceeded the assigned job objective at a level of performance above the Level 3 indicator, but below the Level 5 performance indicator.
3 Employee met the assigned job objective at a level of performance equal to the Level 3 indicator.
2 Employee met the assigned job objective at a level of performance below the Level 3 Performance indicator or needed guidance and assistance beyond that described in the Level 3 indicator.
1 Employee failed to achieve the assigned job objective or failed in the performance of a single assignment where such failure had a significant negative impact on accomplishment of the mission or where a single failure resulted in or could result in death, injury, breach of security, or great monetary loss.
NR Employee did not have an opportunity to perform the job objective because it became obsolete or could not be accomplished due to extenuating circumstances.
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Rating Contributing Factors

• Contributing Factors are evaluated using
  benchmark descriptors appropriate for the
  employees pay schedule and pay band
• Benchmarks are described at the Expected
  performance and Enhanced performance levels for
  each contributing factor
• Job objective ratings can be adjusted by one
  point in either direction, based on all
  Contributing Factors for each objective

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Reward Employee Performance

• Employees with ratings from 3 to 5 are eligible
  for performance-based shares
• Supervisor recommends payout method

Performance Rating Shares Employees are eligible to receive
Role Model 5 5 or 6 Performance-based pay Rate range adjustments Local market supplement increases
Exceeds Expectations 4 3 or 4 Performance-based pay Rate range adjustments Local market supplement increases
Valued Performance 3 1 or 2 Performance-based pay Rate range adjustments Local market supplement increases
Fair 2 0 Rate range adjustments Local market supplement increases
Unacceptable 1 0 No increases
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Rating Process
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Performance Tools (NSPS)

• DD Form 2918, NSPS Position Description
• DD Form 2906, NSPS Performance Plan, Interim
  Review(s), Closeout Assessment, Annual
  Performance Appraisal
• My Biz/My Workplace
• Obtain signatures w/in 30 days (new employee or
  beginning of cycle)
• If changed, 90 days minimum to evaluate
• Provide copy to employee

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General Rules

• Requirements
• Minimum of 90 days performance in appraisal
  period
• Rating period may be extended in limited
  circumstances
• Special Situations
• Closeout assessment - if an employee moves
  positions or supervisor changes during the cycle
• Early annual recommended rating - if a manager or
  employee leaves a position within 90 days of the
  end of the cycle
• Special purpose rating

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Reconsiderations
Employees can challenge Their rating Employees cannot challenge Performance payout Number of shares Value of shares Distribution of payout
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Review
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Applicable Guidance

• Non-NSPS
• AFI 36-1001, 1 Jul 99

• NSPS
• 5 CFR Ch XCIX and Part 9901
• DOD 1400.25-M, Subchapter 1940
• http//www.cpms.osd.mil/nsps/

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Performance Tools (Non-NSPS)

• AF Form 1378, Position Description (PD)
• Major duties, skill level, position
  classification
• AF Form 860, Performance Plan
• Elements and standards
• OR
• AF Form 1003, Core Document
• Combines duties of PD with standards of
  performance plan
• Obtain signatures w/in 30 days (new employee or
  beginning of cycle)
• If changed, 90 days minimum to evaluate
• Provide copy to employee

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Performance ToolsEvaluating Performance

• Non-NSPS
• AF Form 860a
• Complete at end of cycle
• 1 Apr to 31 Mar

• NSPS
• DD Form 2906
• Complete at end of cycle
• 1 Oct to 30 Sep
• Complete when rating official changes

• 90-day minimum to evaluate
• Provide copy of form to employee

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Supervisor Responsibilities

• Analyze job
• Write performance elements/standards/job
  objectives
• Conduct periodic performance reviews
  discussions
• Evaluate rate performance and work behaviors
• Recognize employees

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Employee Responsibilities

• Create performance plan with supervisor/manager
• Develop clear, specific and meaningful
  performance objectives
• Modify performance plan with supervisor as
  necessary
• Clearly, concisely and accurately document
  accomplishments during the rating cycle
• Seek out performance feedback throughout the year
• Respond appropriately to performance feedback
• Adopt stance of engaged value contributor rather
  than entitled subject

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Performance Feedback

• Non-NSPS
• 1 per cycle
• Oct
• Also as needed
• Document
• AF Form 860B

• NSPS
• 1 per cycle
• Apr
• Also as needed
• Document
• DD Form 2906/My Workplace

• Positive negative feedback
• Provide meaningful dialogue and
• exchange of concerns
• Be honest
• Avoid surprises

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Clear Guidance (Non-NSPS)

• What is it?
• Describes what is required to exceed the critical
  elements in the employees performance plan/core
  document
• Provided in writing to employee
• Receipt acknowledged by employee
• Retain copy in the Supervisors Employee Work
  Folder (971 Folder)

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Additional Element (Non-NSPS)

• Purpose Focus employees on productivity
  (outcomes) rather than activities and link
  highest awards to meeting organizational goals
• Not used in the overall performance rating
• If new or revised, must allow employee/union
  input

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Rating Performance (Non-NSPS)

• Supervisor is required to indicate which elements
  were exceeded
• Use AF Form 860A, Part C
• Exceeded all elements met additional element
• Exceeded all elements
• Exceeded elements (1, 2, 4 5 etc)
• Met all elements
• Route through QCRO
• Discuss with employee
• Provide employee a copy

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Performance Awards (Non-NSPS)

• Level 2 award Exceeds all elements and meets
  the additional element will receive
• Level 1 award
• All elements exceeded will receive
• Half or more elements exceeded should receive
• All elements met may receive
• Level 2 cash award must be greater than Level 1
  cash award

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Resources

• DoD website
• http//www.cpms.osd.mil/nsps/
• AF website
• http//www.af.mil/library/nsps-af/index.asp
• Ramstein NSPS CoP
• https//afkm.wpafb.af.mil/ASPs/CoP/OpenCoP.asp?Fil
  terOO-DP-AA-C1
• Civilian Personnel, 435 MSS/DPCS-A, 480-9339
• Civilian Personnel, 435 MSS/DPCS-B, 480-2019

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Questions
Glenda Yellowhorse Human Resource Specialist 435
MSS/DPCS-A 480-9339 glenda.yellowhorse_at_us.af.mil