DPMAP: Continuous Feedback Welcome Back everyone for more DPMAP training, BUT this time it’s on Continuous Feedback! Before we get started, I just want to introduce your Employee Relations Staff from Civilian Personnel

This is a flow chart/roadmap of DPMAP. Everyone should have an approved Performance Plan signed by your rater and HLR We are currently at the Monitoring/Progress Review stage which consist of Continuous Performance Feedback

What is Performance Feedback ? Performance feedback is the two-way, meaningful exchange of information between supervisors and employees regarding performance expected and performance exhibited What is a Performance Feedback? Performance Feedback is a two-way dialogue BETWEEN supervisor AND employee regarding performance expectations and performance displayed. Feedback is an important part of DPMAP and can be done at ANYTIME, But there is a REQUIREMENT for supervisors to hold 3 documented performance discussions (Communicating the Performance Plan; Progress/Mid-year Review; AND the Annual Appraisal) BUT per Union Agr, Bargaining Unit Employees, a progress review must be accomplished on a quarterly basis. Supervisors if you do not know if your employees are bargaining employees, please let us know and we will look into it. It’s NOT about the 365th day DPMAP Rev.2 July 2016

It’s NOT about the 365th day Trust Behaviors Trust between supervisor and employees is essential in high-performing organizations and a key part of effective performance management Trust behaviors to consider: Engaging and Motivating Sharing of Information Planning Work Assigning and Managing Work Finding Solutions and Removing Barriers Providing Continuous Feedback Appraising Performance Managing Talent Trust between supervisor and employees is essential in high-performing organizations and a key part of effective performance management. Whether you are an employee or a supervisor, utilizing effective trust behaviors is a critical element of performance feedback. Here are some trust behaviors to consider: Engaging and Motivating – Supervisors should verbally thank employees for jobs well done, provide informal recognition when warranted. These small gestures of appreciation can mean a lot to employees Sharing of Information – Making sure information is being pushed down to the employee keeping them inform on what’s going on in the organization Planning Work – Setting priorities.. Which job should come first in order to meet suspenses and/or mission requirements Assigning and Managing Work – Making sure that you are fair and equitable in assigning work and not just to one employee Finding Solutions and Removing Barriers – communicating with each other on what is working and what is not working Providing Continuous Feedback – Supervisors should solicit input on issues, showing the employee that you value their opinions Appraising Performance – Be open and honest on how he/she is doing Managing Talent – by providing developmental and promotional opportunities It’s NOT about the 365th day DPMAP Rev.2 July 2016

It’s NOT about the 365th day Relationship Between Effective Performance Management and Performance Feedback PERFORMANCE FEEDBACK Continuous Timely Frequent Meaningful Two-Way It’s NOT about the 365th day

It’s NOT about the 365th day Feedback Approaches FEEDBACK Is my feedback intended to help, not control or manipulate? Is my feedback based on facts, not assumptions or judgments? Am I presuming innocence rather than attributing negative motives? Am I authentic – candid, yet compassionate, to build trust and respect? Do I have positive intent? Will my feedback stimulate mutual learning and inspired action? It’s NOT about the 365th day

Feedback Guidelines for the Feedback“ee” Just Listen Don’t interrupt Don’t get defensive If things get awkward or too emotional, don’t respond and ask for a break. But be sure to re-connect with person giving feedback Transition Message: And here are some guidelines for the person receiving the feedback? Instruction: Receiving feedback can be difficult. But here are some guidelines to consider: Just listen Don’t interrupt Don’t get defensive. If things get emotional or awkward, ask for a break, and be sure to re-connect with person giving feedback. “Thank you for the feedback.” It’s NOT about the 365th day DPMAP Rev.2 July 2016

It’s NOT about the 365th day Additional Resources National Defense Authorization Act for Fiscal Year 2010 Section 1113(d) (Washington D.C.: November 2011) DODI 1400.25, Volume 431, DoD Civilian Personnel Management System: Performance Management and Appraisal Program. DODI 1400.25, Volume 451, DoD Civilian Personnel Management System: Awards. DCPAS Resources and References web site: https://www.cpms.osd.mil/Subpage/NewBeginnings/ResourcesReferences/ DCPAS HR Toolkit: https://dodhrinfo.cpms.osd.mil/Directorates/HROPS/Labor-and-Employee- Relations/Performance-Management/Pages/PM-Guides-TipSheets-Checklists.aspx DCPAS LERD web site https://dodhrinfo.cpms.osd.mil/Directorates/HROPS/Labor-and-Employee-Relations/Pages/Home1.aspx Center for Creative Leadership (CCL) with Karen Kirkland and Sam Manoogian. Ongoing Feedback: How to Get It, How to Use It (1st Edition) (Greensboro: Pfeiffer, 2007) Center for Creative Leadership (CCL) with Raoul J. Buron and Dana McDonald-Mann. Giving Feedback to Subordinates (1st Edition) (Greensboro: Pfeiffer, 2007) Corporate Leadership Council. Building the High-Performance Workforce: A Quantitative Analysis of the Effectiveness of Performance Management Strategies (Washington D.C.: Corporate Executive Board, 2002) Crane, Thomas G. The Heart of Coaching (4th Edition) (San Diego: FTA Press, 2007) Transition Message: Here are some additional resources and learning tools. Instructor Notes: These resources are also found in the Instructor Guide and the Participant Guide. Give participants a chance to look over the list of resources. DPMAP Rev.2 July 2016 It’s NOT about the 365th day