Department of Defense Executive Performance Workshops

Department of Defense

Executive Performance Workshops

Communicating and Planning1

Driving Organizational Results


Communicating and Planning Slide 1-2

Module Objectives

• Introducing a New Day in Executive Leadership!

• Today’s Workshop will cover:– Why a new Performance Management System and why now?– What’s new in Performance Management?– How to align your results with organizational results.– How to develop SMART-Q Performance Requirements.– Tips to build a strong career. – How to obtain financial rewards that reflect your results.– How to develop the future leaders of DoD.



Regulatory Drivers

• Chapter 43 of Title 5, United States Code– Provides for performance management for the Senior Executive

Service (SES), the establishment of SES performance appraisal systems, and appraisal of senior executive performance.

– Executive performance management systems must hold senior executives accountable for their individual and organizational performance.

• Under this guidance, DoD establishes a pay for performance system, defined in Subchapter (SC)920, with focus on strong principles of performance management.– A performance culture that encourages a results-driven

executive workforce by creating a direct link between the results you achieve and your pay and rewards.



What’s New in Performance Management?

• New system provides an equitable method for appraising and compensating executives.

• A critical component in developing a high performance workforce.

• Provides you with the authority, control, and flexibility you need to accomplish the organization’s mission and strategic goals.

• Reinforces the value of joint-duty, enterprise-wide experience among the executive cadre.



New Pay-for-Performance System

• A new way to reward superior performance!

• A system designed to help you get the most out of your career with DoD.

• Recognizes that our most important asset is senior leadership.

• You drive the organization to accomplish extraordinary results.

• It is under your leadership that DoD remains a high performance organization.



New Features

• Align your performance requirements with the QDR and focus on organizational results.

• Developing your Performance Plan is a collaborative effort between you and your Rating Official.

• Because your Performance Plan is based on your results, you know you will be properly evaluated and rewarded.

• Meaningful performance discussion will occur throughout the performance cycle and focus on executive development.

• Achieving executive performance requirements is a ‘high-bar’ standard.

• Makes meaningful distinctions in performance base upon individual and organizational results.



Benefits to You

• Tools to showcase your results.

• Means to reward your top performers.

• Recruit new talent and retain valuable employees motivated to work for an organization that rewards top performance.

• Showcase your projects to build support for future funding.



Executive Performance Management Cycle

At a GlancePlan

Aug/OctPlan

Aug/Oct

MonitorOngoingMonitorOngoing

RateOct/NovRate

Oct/Nov

RewardDec/JanRewardDec/Jan

CommunicateAnd

Develop



Performance Plan Meeting

Old Way New Way



Performance Elements for SES

• Leadership/Supervision (Mandatory) – Mandatory Performance Requirements

Subordinate employee Performance Plans are aligned with organizational goals; appraised realistically against clear, measurable standards of performance.

Employee views are considered in achieving organizational results. Executive achieves results in promoting equal opportunity,

affirmative action, and diversity in the performance of responsibilities.

• Contribution to Mission Accomplishment (Mandatory)

• Customer Care (Mandatory)



Performance Elements for SESContinued

• Communications

• Cooperation/Teamwork

• Resource Management

• Technical Competence/Problem-Solving



Performance Elements forSenior Professionals

• Technical Competence/Problem-Solving (Mandatory)

• Contribution to Mission (Mandatory)

• Customer Care (Mandatory)

• Leadership/Supervision– Mandatory when position is Supervisory– Must include the 2 mandatory Performance Requirements

Employee Alignment and Workforce Diversity

• Resource Management

• Communications

• Cooperation/Teamwork



Performance Requirements

• Written statement of results you expect to achieve during the Performance Appraisal period.

• Typically between one and four Performance Requirements per Performance Element.

• Describe what is expected and how it is to be accomplished.

• Written to an Achieves Expectation level of performance.– “Achieved Expectations” is a high-bar standard for those who

deliver expected, customary results of high quality and creativity.– Higher performance standards are reserved for breakthroughs in

performance; uncommon, extraordinary or unexpected results.



Performance Rating Levels

Performance Rating Level Benchmark

Exceptional Results Far exceeds expected results

Exceeds Expected Results Surpasses expected results

Achieved Expectations Fully meets expected results

Minimally Satisfactory Partially meets expected results

Unsatisfactory Fails to meet expected results



SMART-Q Framework

Elements of the SMART-Q Framework

• Specific

• Measured

• Aligned

• Realistic

• Timeframe

• Quality



SMART-Q Framework “S”

• Specific– Clear, concise statement of what is being measured.– Observable outcome or achievement.

• Ask yourself – What am I responsible for accomplishing?– What will be achieved?– What is the expected result?– How will this drive organizational success?



SMART-Q Framework “M”

• Measurable– Result is observable or verifiable.– Does a method, procedure or standard exist to assess and

record the result of the requirement?– If no standard of measurement exists, you need to create one.

Consider how you will know if you are closer to attaining your desired result.

• Ask yourself– How is my work measured?– What standard is being used to determine if the requirement has

been achieved?



SMART-Q Framework “A”

• Aligned– A clear, direct connection exists between my requirements and

the QDR.

• Ask yourself– Does this requirement support the QDR and/or my

organizational goals?– If this requirement is not met, what is the impact to the

organization? – What priority or objective is my work aligned with?



SMART-Q Framework “R”

• Realistic– The outcome must be achievable with the resources and

personnel available.– Is it within your control and responsibility?

• Ask yourself– Do I need to plan on additional resources to meet this

requirement?– Is this a realistic goal given the organization’s mission?– Is the achievement of this goal under my control?



SMART-Q Framework “T”

• Timed– Timeframe needed to complete the requirement

• Ask yourself– Have I included a realistic timeframe for all variables identified at

this time?– Have I included time to resolve potential obstacles?– Did I specify when the outcomes will be achieved?– Do I need to break the project into milestones to identify an

appropriate timeframe?



SMART –Q Framework “Q”

• Quality– Assesses how well you completed the requirement

• Ask yourself– How do I know how well I completed the work?– Is there a governing body that can identify the quality of my

work?– Are there functional experts that can attest to the quality of my

results?



Sample Requirement – Policy Development

Develop policy within area of responsibility that is technically sound, legally compliant, fiscally responsible, completed within the defined timeframe, supports the mission of DoD, and includes input from appropriate stakeholders.

• Add specifics to make it SMART-Q. Ask yourself– Is policy development separate from policy approval?– Is policy approval separate from policy implementation?– What am I responsible for during this rating cycle?– How will this contribute to organizational success?



Sample Requirement – Ad Hoc Responsibilities

As issues arise within areas of responsibility design technically sound, legally compliant, fiscally responsible solutions as agreed to by the rating official and other key programmatic stakeholders that support the mission of DoD. Specific quality measures and timelines will be defined as issues are presented.

• Add specifics to make it SMART-Q. Ask yourself– Is this a day-to-day ad hoc issue or is this a substantial aspect

of my work.– What am I responsible for during this rating cycle?– How will this contribute to organizational success?



ExerciseDefine Your Requirements

• Specific – Clear, concise statement of what is being measured

• Measured – Standard being used to measure the outcome

• Aligned – Your requirements support organizational goals

• Realistic – Attainable result within the timeframe

• Timeframe – When the result will be accomplished

• Quality – Standard being used to identify the quality of the result



Requirements Writing Discussion

• What was easy?

• What helped?

• What are the lessons learned?



Resources

• SES Website (Includes SC 920)– www.cpms.osd.mil/sespm

• Executive Performance in the 21st Century: A Guide to Driving Organizational Results

• Executive Management Development Office



Questions

Department of Defense Executive Performance Workshops

Business

performance base

superior performance

performance culture

performance ofresponsibilities

onorganizational results

statement of results

planning slide

new system