DCIPS Employee Performance Management Closeout Brief September 2019

Performance Management Timeline Event Who When Establish and Approve Performance Plans All Employees 01 Oct 2018 Individual Developmental Plans (IDPs) 18 Oct 2018 Complete Mid-Point Self-Assessment 15 Mar 2019 Complete Mid-Point Assessment Rating Officials 29 Mar 2019 Approve Mid-Point Assessment HLR’s 12 Apr 2019 Conduct Mid-Point Performance Conversations 19 Apr 2019 Deadline for Performance Objective Changes 01 Jul 2019 Complete Final Self-Assessments 13 Sep 2019 Complete Final Assessments and Ratings 27 Sep 2019 End of Performance Cycle 30 Sep 2019 Review Performance Appraisal 04 Oct 2019 Performance Review Board (PRB) Convenes PRB Panel Members 16 Oct 2019 Approve Appraisal after PRB Provides Approval 06 Nov 2019 Conduct Performance Conversations 15 Nov 2019 Bonus Pool Convenes Bonus Pool 20 Nov 2019 DCIPS Performance Management runs from October to September every year. Employees who enter the rating cycle mid-year should have plans completed within 60 days. Any employee with over 90 days of observed performance will get a performance appraisal.

DCIPS Performance Period Per DCIPS policy the performance period runs 1 Oct - 30 Sep annually Assess/rate performance only within the current performance period Assessing/writing to long-term projects that cross performance periods Details do not have to be spelled out in the objective, but… In the beginning of the performance year: Establish and document expectations with employees on these types of projects if they are going to be part of performance assessment Define expected and successful performance i.e. For the 2018 performance year, employee XXX will spend 6 months working on XXX project/product and meet X, Y, Z milestones to be considered successful Cannot write to work they did or did not outside of the current performance year

Single Block Assessment One block of text, 6000 character limit each for Employee and RO narratives Recommendations: Employees write in first person PO1: (Assessment text), PO2: (Assessment text) and so on… Reference performance elements by calling them out or putting in parenthesis after… (PE1) or (Accountability for Results) Highlight most significant achievements Connect results to impact on/for organization Give examples of significance Quantify when possible Avoid jargon language and acronyms ROs and HLRs use employees name, not “SNI” etc. Include special assignments

Helpful Self-Assessment Questions What challenges, obstacles and hurdles did I face and overcome? Were they prevalent during the performance year or one-time? How did I get through them to accomplish objectives? How was what I did beyond successful? What was the impact of my accomplishments to MCIA or the MCISRE? Were there saved resources (time and money), did I streamline something for a customer, improve processes and what was the impact? Did I collaborate internally and externally? With who and what purposes? Is that expected for my grade? Where have I demonstrated personal initiative and innovation, openness, honesty and respect in dealing with coworkers, peers, customers, leadership, stakeholders or teams and collaborative networks? What knowledge, SME, tradecraft or technical competencies have I applied to my objectives and outcomes? What skills have I maintained or acquired? Did I receive any awards or recognition?

Single Block Assessment Format This is saying “3” (successful) performance. PO 1. I met the requirements of this objective. I worked with the Deputy ADIRINT for Workforce Development on implementing the Enterprise level Career Services Program. I participated in the planning team for Career Services and leading the effort of developing the Enterprise Career Services Policy. I coordinated existing MCI workforce development policy, researched best practices in the IC for workforce development, captured gaps in policy and solicited input from both the Senior Leaders and the planning team, then consolidated the information and worked through multiple revisions getting the policy to final draft. This included assisting in the facilitation of reoccurring meetings, capturing meeting minutes, final draft to the Career Services Seniors. (PE: Engagement and Collaboration) In overseeing the MCISRE performance management (PM) process, I pulled reports on creating performance plans, midpoint completion, and objective adjustments for the Enterprise and communicated with employees and supervisors to work through challenges in completing each of the PM milestones on time. I attended train the trainer sessions with Navy on the conversion to single block evaluations and communicated this change and new info to the workforce via in person, phone and email communications to ensure they are prepared for the closeout season. (PE: Accountability for Results) I completed a Strategic Workforce Planning (SWP) course with Graduate School USA so that I would have a basic understanding of the SWP process and reviewed and became familiar with the USMC SWP planning policy. I served as the Marine Corps Intel Strategic Workforce Planning contact and have been working with Intel Department and MCIA manpower on the USMC SWP tasker for the MCI HQ and subordinate Commands. This required applying SWP processes and logic to the existing MCI civilian structure and then completing a gap analysis and coming up with mitigation strategies for the gaps along with manage to payroll strategies. I acted as the Enterprise coordinator and rep to the IC Climate Survey working group with ODNI for the Marine Corps Intel participation in the annual IC climate survey, of which the results, just received in September of this year, will be used to aide in the SWP process. (PE: Critical Thinking) For the elements, this employee is indicating “3” (successful) performance, there is no additional IMPACT statement or explanation of beyond successful. Additional impact and detail would need to be provided on how the element performance was more than expected to justify higher ratings. Stating, “my performance on (name of element) exceeded expectations….” and including more details would be better justification if seeking higher ratings.

Don’t Forget - Performance Elements

Performance Elements

Common Terms and Consistency

Human Capital Specialist Points of Contact Matt Kelhart 703-614-3373 Matthew.Kelhart@usmc.mil Mike Benavidez Human Capital Specialist 703-571-3911 John.Benavidez@usmc.mil