# Presentation: 223068

## Supervisory Skills Training Managing For Success(FAA30200029)

**Carmen Taylor & Charlie DePoalo **

## Reminder - Union Agreements

**This presentation may be supplemented or superseded by union agreements **
**Review applicable union contracts, MOU’s and MOA’s prior to initiating performance management action/practices**
**Consult your HR Employee/Labor Relations Specialist**

## Program Comparisons

_**PMS **_
**Cycle 10/1 – 9/30 (Flexible)**
**Plan signed within 30 days; Minimum 90 days under performance plan **
**Outcomes [clearly] link to FAA Flight Plan thru LOB/SO Business Plan **
**3 mandatory discussions:  initial, mid-cycle and end**
**Copy of final to employee**
**Provide feedback **
**Summary evaluation**

_**PPRS**_
**Same**
**Same**
**Link not [always] part of plan**
**Same**
**Same**
**Same**
**“****Meets” or “Does Not Meet” **

## Objectives

**Understand purpose and benefits of FAA Performance Management System (PMS)**
**Explain the one-year performance cycle**
**Understand manager and employee roles and responsibilities in PMS**

## Objectives (Cont’d)

**Steps to develop performance standards (outcomes, expectations and performance indicators)**
**Tools and resources for managing poor performance**
**Basic structure and application of an Opportunity to Demonstrate Performance (ODP) **

## Performance Management

- 	**“****The process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.” **

## Manager’s Responsibility

**#1: Achieving Results**
**Expectation #1: Managing Organizational Performance**
**Performance Indicator #1: Sets key individual and organizational performance objectives. **
**Performance Indicator #2: Effectively addresses individual and organizational performance issues.**

## PMS Purpose

**Assist agency, LOB’s and staff offices   meet their goals and objectives by:**
**Having in place a systematic process**
**Helping employees reach their full performance potential**
**Helping prepare employees to progress **
**	**

## PMS Philosophy

**Improve performance**** **
**Developmental **
**Non-punitive **
**Positive**
**Shared responsibility**** **
**Simple**** **

## PMS Performance Cycle

**PMS Performance Cycle**

**Performance Summary**
**  **1. Manager’s Assessment
-   2. Self Assessment
**New Performance Plan**

**October**

**Upward Feedback**
-  Employee to Manager
-  Manager to Manager

**Mid-Cycle Meeting**
-  Face-to-Face
-  Manager’s Assessment
-  Self-Assessment

**July**

**April**

**Check-In-Meeting**
- 1. Initiated by Manager
-     or Employee
- 2. Adjust Plan

**  ****December**

## PMS Overview

**Accurate and objective observations**
**Monitor performance in typical “8 hour day”**
**Manager and employee involvement**
**Provide timely feedback throughout the cycle**
**                **_***Action***_***	******	******               ***_***When***_
**Performance Planning****	****Start of performance cycle ****	****	****	****	****	****	****(mandatory face-to-face)**
**Check-In ****	****	****	****3 months (optional)**
**Mid-Cycle   ****	****	****6 months (mandatory face-to-face)**
**Upward Feedback ****	****9 months (optional)**
**Performance Summary****	****12 months (mandatory face-to-face)**

## PMS Performance Plan

**Between employee and manager**** **
_*Part 1*_
**Outcomes - What has to be done?  **
**Expectations - How well does it have to be done?  **
**Performance Indicators - How will it be measured?**
_*Part 2*_
**Identify development tools (IDP****)**
**Clearly defined and communicated outcomes and expectations**
**Developed during first 30 days of cycle**

## Linking Performance Plans

**Clear linkage to Flight Plan and Organizational Business Plans**
**Cascaded and Line-of-Sight objectives**

## Types of Performance Plans (Part 1)  

**Common (Generic) **
**Repetitious work**
**Consistent processes**
**Standardized results**
**Developed by teams **
**Enhance for local application**
**Part of management's right/responsibility to assign work**

## Types of Plans (Part 1) (Cont’d)

**Individualized (Customized)**
**Programmatic work**
**Unique processes**
**Diverse results**
**Developed by manager **
**Employee input**
**Final decision is management's right/responsibility to assign work**

##  Steps in Developing Standards

**Set the content**
**Identify major job responsibilities (MJR).  What are the primary duties of the position?**
**Outcomes**
**What is the intended result of the MJR?**
**Product, result, accomplishment or objective**

## Steps in Developing Standards (Cont’d) 

**Expectations**
**For each outcome identify measures defining successful accomplishment**
**Quality, quantity, cost, timeliness, or manner of performance**
**Performance Indicators**
**Identify how you and employee will know employee meeting expectations**

## Practice Exercise:  Developing a Performance Standard 

**Reference Documents**
**Guides**
**Manager Instructional Guide**
**Pages 26 & 27, Writing Performance Standards**
_**[https://employees.faa.gov/org/staffoffices/ahr/perf_management](https://employees.faa.gov/org/staffoffices/ahr/perf_management/)**__**[/](https://employees.faa.gov/org/staffoffices/ahr/perf_management/)**_

## Performance Standards Summary

**Represents work assignments**
**Obvious link to organizational goals**
**Understood performance indicators**
**Clearly defined **
**Effectively communicated**
**Understood by the employee!**

## Shared Responsibility - Planning

**Manager**
**Initiate the plan**
**Assure link to LOB/SO Business Plan & FAA Flight Plan**
**Communicate expectations**
**Identify meaningful training**
**Implement the plan, timely**
**Maintain official copy**

**Employee**
**Review previous plan and  summary**
**Review LOB/SO Business Plans**
**Understand what will be measured and how**
**Communicate needs**
**Maintain employee’s copy**

## Individual Development Plan (IDP)

**Identify and pursue personal development training and learning experiences**
**All employees have opportunity to create IDP**
**Standardized forms ensure developmental activities and needs are determined and completed  **
**Take advantage of eLMS courses**

## Shared Responsibility – Development

**Manager**
**Identify developmental needs required to be successful**
**Afford employees opportunity to create an IDP**
**Ensure skills developed are an improvement to org**
**Provide time for training**
**Ensure resources available to cover training cost**

**Employee**
**Identify needs**
**Make desires known to manager**
**Apply skills acquired to improve organization**
**Share new skills with others**
**Work with peers and manager to adjust work schedule to accommodate training**

## Monitoring Performance 

**Manager**
**Part of your “8-hour day”**
**Conduct face-to-face meetings (min. 2)**
**Conduct and provide observations/feedback**
**Utilize feedback to adjust performance**
**Recognize performance**
**Provide upward feedback**

**Employee**
**Prepare for face-to-face meetings**
**Utilize feedback to adjust performance**
**Provide upward feedback**
**Conduct and provide self-observations to manager**

## PMS Performance Summary

**Minimum 90 days under the plan**
**Assessment of actual achievements based on the plan**
**Synopsis of formal feedback**
**Highlights of developmental activities accomplished**
**Should be discussed within 30 days of cycle end**
**Standardized forms**** ****ensure documentation and discussion takes place**

## PMS Performance Summary – Additional Information

_**Teams**_
**Can receive a performance summary**
**Performance cannot be primary or secondary of individual**
**Doesn’t eliminate the individual performance plan or summary**
_**Performance Based Pay Systems**_
**One factor**
**May have different criterion**
**High achievers in performance summary**

## Shared Responsibility -  Performance Summary

**Manager**
**Consolidate data from entire cycle**
**Identify developmental needs for next cycle**
**Communicate summary to employee**
**Prepare to initiate next performance plan**

**Employee**
**Provide meaningful self-assessment**
**Identify developmental needs for next cycle**
**Prepare to discuss summary**
**Review feedback and begin to formulate ideas for next plan**

## PMS Performance Summary – Application

_**May be**_** used for:**
**Identifying developmental needs**
**Determining compliance with performance plan**
**Analyzing performance**
**Basis for determining recognition**
**Tool to consolidate feedback**
_**Not**_** used for:**
**Merit promotion**
**Reductions in force (RIF’s)**
**Automatic triggers for base pay adjustments**

## PMS Recognition 

**Types:**
**Time-off, Monetary, Non-Monetary**
**Reward for sustained outstanding performance**
**Clearly define what it takes to be recognized**
**Linked to performance outcomes**
**Daily work & highly visible projects**

## Shared Responsibility - Recognition

**Manager**
**Recognize performance/ service in a timely manner**
**Ensure adequate resources exist for recognition**
**Ensure recognition is fair and objective**
**Make use of all types of recognition**
**Recognize teams, when appropriate**

**Employee**
**Recommend others for recognition**
**Perform to the best ability**
**Be objective in accepting**
**Share preferences with manager**
**Teams – work together to be recognized**

## Identifying Poor Performers

**Determine if problem is conduct or performance**
**If ****Conduct**** = “Won’t” Do**
**May require discipline**
**Consult your HR ER/LR Specialist**
**If ****Performance**** = “Can’t” Do**
**Provide employee with documented examples**
**Coach and Counsel employee**
**Consult your HR ER/LR Specialist**
**If personal issues, refer employee to EAP**

## Conduct vs. Performance

**Conduct = “WON’T”**
**Behaviors which occur as result of choice**
**Failure to exercise good judgment**
**Failure to follow workplace rule(s)**
**Generally, has a negative impact on workplace**

**Performance = “CAN’T”**
**Competencies which can be learned**
**Individual does not perform at an acceptable level**
**Skills or behavior compared to established standards**
**Typically measured by  quality and quantity **

## Consequences of Not Dealing with Poor Performers

**Employee not fully productive**
**Additional costs associated with lower productivity**
**Possible customer complaints**
**Lower morale among good employees**
**Inhibits success of an organization to meet its goals**

## Preventing Poor Performers

**Identify position-essential training**
**Ensure performance standards are **
**Attainable**
**Measurable**
**Observable**
**Understandable (by the employee)**
**Clearly communicated**
**  **

## Counseling Poor Performers

**Practice the session [with yourself]**
**Don’t “preach” – Discuss what the employee is doing well and what the employee needs to improve **
**Focus on the performance, not on the person**
**Conduct the meeting in a private place**
**Choose the right time **

## Counseling Poor Performers (Cont’d) 

**Allow adequate time – don’t rush**
**Be calm, professional; focus on the topic**
**Seek cooperation, not confrontation **
**Ask for confirmation to ensure employee understands expectations**
**End on a positive note**
**Make a memo of the counseling session;  provide signed copy to employee**

## Representation Rights – Bargaining Unit Employees

**Counseling sessions not disciplinary or investigative; employees not entitled to union representation  **
**At your discretion, union rep may attend at employee’s request  **
**Consult your HR LR Specialist for guidance**

## When Counseling Doesn’t Work 

**Opportunity to Demonstrate Performance (ODP)**
**Normally 90 days**
**Mandatory, except for: **
**Temporary employees**
**Employees on a first-year probationary period**
**Employees in a managerial probationary period**
**Review ER-4.8 and collective bargaining agreements **
**Consult with your HR ER/LR Specialist**

## ODP - Manager’s Responsibilities

**Provide the assistance you agreed to**
**Keep copies of documentation for any adverse action if employee not successful**
**Extend ODP period to allow for leave situations if for more than two weeks**
**Core Compensation employees on ODP at end of rating cycle (Sep 30****th****) are ineligible for OSI or SCI**

## ODP Content

**What **_***primary (critical)***_** outcomes are not being met?**
**Specific examples of performance deficiencies**
**What needs to be accomplished to bring performance up to an acceptable level?**

## Alternative Simulated ODP

**When safety is an issue**
**Determined by management**
**Employee still must demonstrate successful performance**
**Examples**
**Inspectors ****	****	**
**Technicians                   **
**Engineers**

## ODP Outcomes

**Successful**
**Organization has gained a valuable resource**
**Provide employee with verbal encouragement **
**Written feedback - letter to employee**
**Unsuccessful**
**Due process – Consult with HR ER/LR Specialist**
**Reassignment, Reduction in Pay, Demotion, or Removal**

## PMS Homepage 

_**[https://employees.faa.gov/org/staffoffices/ahr/perf_management/](https://employees.faa.gov/org/staffoffices/ahr/perf_management/)**_
**Managing performance**
**Reference documents**
**Awards and recognition**
**Annual increases**
**Contact us**

## Available PMS Resources

**Your **
**Manager**
**LOB/SO PMS POC**
**Servicing HR Office**
**PMS Module in Front Line Managers Course Phase I (FMC-1)**
**Manager Instructional Guide**
**Employee Instructional Guide**