Managing individual employee performance in the federal civil service is a full-time job. Getting the best and the most out of federal employees requires constant attention to setting goals and standards, monitoring performance, providing feedback, appraising performance, and creating good and bad consequences for performance achievements and failures.
This book covers the cycle of managing performance, starting with planning performance, setting goals, and creating standards. The author then turns to the process of tracking and monitoring these benchmarks and shows the supervisor how and when to give feedback. The book also discusses the final performance appraisal and how to complete the necessary documentation. The last step in the cycle is rewarding top performance with either monetary or non-monetary recognition.
The author also devotes a section to showing the supervisor how to deal with poor performers, starting with analyzing performance problems and ending with the two main options for removing poor performers. This guide also includes a special section for supervisors who work in agencies that have pay-banding systems, including the new DoD system.
The following topics are included:
- Principles of managing performance—what you can and cannot change
- Setting performance standards and other performance goals—what to cover and how to write them
- Monitoring systems—from the sophisticated to the simple
- Feedback to employees—when and how to give it
- Performance appraisal—what your agency requires
- Awards—Non-monetary and monetary awards for top performers
- Analyzing performance problems—how to find the sources of poor performance
- Counseling poor performers and dealing with their defenses
- Removing poor performers—the two options for getting rid of the poor performer
- “Reasonable Accommodation” and medical issues in dealing with performance problems
- Managing performance under pass/fail systems
- Pay-banding systems, including the new DoD system
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