1. DoD Performance Management Appraisal Program
New Beginnings:
DoD Performance Management Appraisal Program
Heather Baxter

2. Agenda Air Force Implementation Plan Training Program Comparison
Roles and Responsibilities
Performance Management Model
Performance Rating Levels
My Performance Tool
Resources
Questions

3. Air Force Implementation Plan
Single, one-time implementation phase
Apr 2017 (Cycle: 1 Apr Mar 18)
Develop AF policy/guidance to DoDI Vol 431
Training strategy in partnership with AF/A1D & Air University
Develop a culture of employee engagement and continuous feedback
Communication, training, and commitment are key

4. Training Training Content - DoD developed 8 lessons
DoD Developed Course Material
Training is mandatory for employees and supervisors
14 hr Instructor-Led Training (ILT) /6 hr Web-based Training (WBT) or a combination of both may be used in AF
DoD WBT is available via Joint Knowledge on line (JKO) at:
Air University is developing a supplemental Interactive Learning-Skills sessions (More to Follow)
1 – Introduction to the Performance Management and Appraisal Program
2 – Engaged Employees
3 – Continuous Feedback
4 – Performance Planning
5 – Monitoring Performance
6 – Evaluating Performance
7 – Recognizing and Rewarding Performance
8 – Addressing Performance Issues
34 AF employees participated in DoD T3 training in January We are focusing on an additional T3 course in the late summer/early Fall. This training will equip specialists to train employees and supervisors.
The instructor-led training and web-based training contain the same core information. The difference in the ILT is that it includes exercises and videos and it takes longer to speak the material than to read it.
When taking the WBT it can easily be stopped and resumed where the student left off.
JKO tracks course enrollment and completion. Employees will receive a certificate of completion.
Updates from JKO to DCPDS are being developed….more to follow.
In the future, training will be sustained in NEO/supervisor courses.
Tutorials and help are built within myPerformance tool and DoD is providing short training videos.
Emphasis on writing SMART performance elements and standards.
Air University is developing an Interactive Learning-Skills course to augment current DoD training. (More to Follow).

5. Civilian Performance Program Comparison
Defense Performance Mgmt and Appraisal Program
Air Force Civilian Performance Program
Covered Employees:
All DoD appropriated fund civilian employees (i.e., GS, FWS, GL, GP, AD) except those:
1) excluded under applicable laws or
2) covered by other performance mgmt systems as established through applicable regulations (i.e., DCIPS, AcqDemo, LabDemo, Senior Execs)
GS and FWS employees
Appraisal Cycle
(No Change)
1 April through 31 March
Rating Pattern
3-Level, 5-3-1
“Outstanding,” “Fully Successful,” “Unacceptable”
2-Level, 3-1
“Acceptable,” “Unacceptable”
Performance Elements:
All performance elements must be critical;
A minimum of one critical element is required; maximum of 10;
The number of supervisory critical performance elements will equal or exceed the number of non-supervisory (technical) performance elements
Performance elements are critical;
Minimum of 1 critical element req’d;
Supervisors, managers, and personnel with EEO responsibility shall have a critical element on EEO
SELF-EXPLANATORY
There are some mechanical differences between the current AF performance management program and the new DoD performance management program but overall you find it is very similar to what we have been doing.
The non-mechanical change is the focus on two-way communication and employee participation in a continuous process. Performance management is a program all employees participate in throughout the performance cycle rather than something your supervisor does at set points in during the year.

6. Civilian Performance Program Comparison (Cont)
Defense Performance Mgmt and Appraisal Program
Air Force Civilian Performance Program
Performance Discussions:
(No Change)
Minimum of 3 documented performance discussions during the appraisal cycle
Initial performance plan meeting,
Minimum of one progress review, and
Final performance appraisal discussion
Three documented performance discussions during the appraisal cycle
At least one progress review, and
Rating Levels/Criteria:
Level 5 – “Outstanding”: The average score of all critical element performance ratings  is 4.3 or greater, with no element rated a ‘1’ (Unacceptable)
Level 3 – “Fully Successful”: The average score of all critical element performance ratings is less than 4.3, with no element being rated a ‘1’ (Unacceptable)
Level 1 – “Unacceptable”: Any critical element rated as ‘1’  
Level 3 – “Acceptable”: All critical elements are rated “Meets”
Level 1 – “Unacceptable”: Any critical element is rated “Did not meet”
SELF-EXPLANATORY

7. Civilian Performance Program Comparison (Cont)
Defense Performance Mgmt and Appraisal Program
Air Force Civilian Performance Program
Narrative Summary:
Must be provided for each element rated “Outstanding” or “Unacceptable”
Encouraged for each rated performance element
Not required
“Impact on Mission Accomplishment” is mandatory for GS14s/15s
“Award Justification” required if award recommended
Automated performance appraisal tool:
The MyPerformance appraisal tool is the only automated tool authorized to
create, review, and approve performance plans, document modifications, progress reviews, employee input, and performance appraisals
No AF-wide automated appraisal tool.
Form(s):
DD Form 2906, “DoD Performance Plan, Progress Review, and Appraisal”
Documents the Employee Performance Plan, Progress Reviews, and the Final Performance Appraisal
AF Form 860, “Civilian Performance Plan” or
AF Form 1003, “Core Personnel Document” documents the employee’s Performance Plan
AF Form 860B, “Civilian Progress Review Worksheet” documents the Progress Review
AF Form 860A, “Civilian Rating of Record” documents the Performance Evaluation and Rating of Record
SELF-EXPLANATORY
User guides and training videos on the My Performance tool are available on the DoD New Beginnings website.
Access to the tool will be available approximately 30 days prior to implementation.
Performance awards will not be documented using the DD Form Alternative documentation methods are being considered by AF Senior Leadership….more to follow.

8. ROLES AND RESPONSIBILITIES
Supervisor/Rating Official
Develops performance plan with employee input, based on duties/responsibilities and linked to organizational mission and goals
Communicates outcomes and expectations to employees
Monitors performance and adjusts plan as required
Provides feedback and assists employees in improving performance
Prepares rating record with narrative justification
Provides timely recognition of high-quality performance
Addresses early any decline in performance
Immediately addresses a probationary employee’s unsuccessful performance/conduct
Employee
Participate in and provide input to the development of the performance plan and any revisions
Gain clear understanding of supervisor’s expectations and request clarification
Manage performance to attain performance elements and standards
Prepare/participate in performance discussions
Higher Level Reviewer
Reviews and approves any rating of record of “Unacceptable”
AF Senior Leaders are considering HLR for all Ratings of Record
Ensures subordinate rating officials execute the performance management process within established guidelines and timelines
Employees.
(1) Participate in and provide input to the development of the performance plan and any revisions to the performance plan.
 (2) Gain a clear understanding of supervisor's expectations and request clarification, if necessary.
 (3) Manage individual performance to attain performance elements and standards identified in the performance plan; bring to supervisor’s attention circumstances that may affect accomplishment of performance expectations and request feedback.
 (4) Prepare for and participate in performance discussions.
 (5) Initiate discussion and engage with supervisor to improve workplace effectiveness or personal performance.
Supervisor/Rating Official.
 (1) Develops performance plans with employee input, based on duties and responsibilities and linked to org mission/goals.
 (2) Communicates performance outcomes and expectations to employees.
 (3) Monitors employee performance and adjusts in the performance plan as change in duties and mission requires.
 (4) Provides performance feedback and assists employees in improving performance throughout the rating period as needed and considers training or developmental opportunities to further employee performance.
 (5) Prepares the rating of record with narrative justification; meets with employees to discuss the rating.
 (6) Provides timely recognition of high-quality performance.
 (7) Takes action early if performance declines or fall below the “Fully Acceptable” level in any performance element.
 (8) Takes immediate action to address a probationary employee’s unsuccessful performance or conduct.
 (9) Ensures mandatory supervisory training requirements are completed within the required time frame.
 (10) Maintains their supervisory hierarchy; reviews MyBiz+ Suspense Folder and takes timely action on personnel notices and actions.
 Higher Level Reviewer (HLR).
Reviews and approves any rating of record of “Unacceptable.”
AF Senior Leadership is considering HLR for all ratings of record.
Ensures subordinate rating officials execute the performance management process within established guidelines and timelines.
Pending Decision on Higher Level Reviewer

9. Performance Management Model
MONITORING
EVALUATING
PLANNING
Performance Plan
Performance Elements
Performance Standards
Develop and Communicate Performance Expectations
Modifying the Plan
Continuous Monitoring of Performance
Performance Discussions
Progress Reviews
Planning Phase - During the Planning Phase, supervisors set performance expectations for the performance year and meet with their employees to ensure understanding of the performance plan.
Employee and supervisor engagement that provides opportunity for employee input is the first step in establishing ongoing communication and understanding of performance expectations and organizational goals throughout the appraisal cycle. This results in effective performance planning. Specific performance measures will be used to determine whether expectations and goals are being met. Each employee must have a written performance plan established and approved normally within 30 calendar days of the beginning of the appraisal cycle or the employee’s assignment to a new position or set of duties. The supervisor will communicate the performance plan to the employee after it has been approved in accordance with DoD Component procedures.
Monitoring Phase - The Monitoring Phase is all about providing ongoing, timely, and constructive feedback to employees related to the performance elements in their plan.
Monitoring performance consists of ongoing assessment of performance compared to the stated expectations and ongoing feedback to employees on their progress toward reaching their goals. By monitoring performance throughout the appraisal cycle, supervisors can provide timely feedback on meeting expectations and identify unacceptable performance during the appraisal cycle in order to provide assistance to improve performance, rather than waiting until the end of the cycle when a rating of record is assigned. Additionally, while monitoring performance, supervisors may identify an employee’s need for training or developmental opportunities in order to enhance the knowledge, skills, or abilities related to the employee’s job performance in his or her current position.
Evaluating Phase – The Evaluating Phase is the end of the appraisal cycle, and requires supervisors to rate employee performance against the elements and standards in an employee’s performance plan and assign a rating of record.
The supervisor will evaluate employee performance by assessing performance against the elements and standards in the employee’s approved performance plan and assigning a rating of record based on work performed during the appraisal cycle. A written rating of record must be provided at the end of the appraisal cycle for each employee who has been under an approved performance plan for 90 calendar days during the cycle.
Preparation and Submission of Performance Appraisal
Descriptions of Performance Rating Levels
Rating Employee Performance

10. Performance Rating Levels
Outstanding
Fully Successful
Unacceptable
Produces exceptional results or exceeds expectations
Handles roadblocks/issues exceptionally well
Widely seen as an expert
Exhibits the highest standards of professionalism 5
Effectively produces the specified outcomes and sometimes exceeds them
Consistently achieves targeted metrics
Proactively informs supervisor of potential issues or roadblocks
Achieves goals with appropriate level of supervision 3
A performance rating pattern of was chosen so meaningful distinctions in levels of performance could be made. Rating patterns are defined in regulation 5 CFR The performance rating assigned should reflect the level of the employee’s performance as compared to the standards established. Some samples that may be useful in developing standards for an employee are provided in the following subparagraphs. These samples are intended to be illustrative only, do not apply to all work situations, and must be tailored to each particular situation.
(1) Level 5 – Outstanding
(a) Produces exceptional results or exceeds expectations well beyond specified outcomes.
(b) Sets targeted metrics high and far exceeds them (e.g., quality, budget, quantity).
(c) Handles roadblocks or issues exceptionally well and makes a long-term difference in doing so.
(d) Is widely seen as an expert, valued role model, or mentor for this work.
(e) Exhibits the highest standards of professionalism.
(2) Level 3 – Fully Successful
(a) Effectively produces the specified outcomes, and sometimes exceeds them.
(b) Consistently achieves targeted metrics.
(c) Proactively informs supervisor of potential issues or roadblocks and offers suggestions to address or prevent them.
(d) Achieves goals with appropriate level of supervision.
(3) Level 1 – Unacceptable
(a) Does not meet expectations for quality of work; fails to meet many of the required results for the goal.
(b) Is unreliable; makes poor decisions; misses targeted metrics (e.g., commitments, deadlines, quality).
(c) Lacks or fails to use skills required for the job.
(d) Requires much more supervision than expected for an employee at this level.
Does not meet expectations for quality of work; fails to meet many of the required results for the goal
Is unreliable; makes poor decisions
Lacks or fails to use skills required
Requires much more supervision than expected 1

11. Recognizing Performance
Cash Award
Salary Increase
Promotion
Time-Off Award
Appreciative Feedback
Public Recognition
“Thank you”
Challenge Coin
Non-Monetary Recognition
The DoD Performance Management Program allows the flexibility to create recognition and reward programs at the Component level to suit the organizational differences across the Department. Rather than a single action at the end of the performance year, on the 365th day, recognition should be timely to the event during the year.
The broad framework of recognition and rewards is found in DODI , Volume 451, DoD Civilian Personnel Management Program: Awards. This instruction indicates recognition and rewards may take the form of both monetary and non-monetary awards.
Some examples of awards and recognition are: a one-time cash award, a salary increase, a promotion, a time-off award, a token of appreciation such as a plaque, a public acknowledgement of an achievement at a staff meeting, challenge coins and medals, non-monetary recognition such as regular meetings for public recognition of achievements, and even a simple “thank you” for a job well done—any acknowledgement that reinforces that the employee’s recognized act was observed and desirable.
As always, we must stay within the guidelines under 5 CFR 2635 and DoDI , Volume 451.
Compare different methods to appreciate and recognize performance on a daily and weekly basis.
Must adhere to ethical spending limit guidelines, 5 CFR 2635 and DoDI , V451.

12. for Managers & Supervisors
MyBiz+
for Managers & Supervisors
The myPerformance tool for creating the performance plan and appraisal will be located in DCPDS under MyBiz+
The DoD New Beginnings website (link provided on the resources slide) includes screen shots with text descriptions. DoD has also provided short training videos that provide detailed steps for executing functions within the myPerformance tool (e.g. How to Create a Performance Plan).
An accurate supervisory hierarchy is key to using the myPerformance tool. Supervisors should verify in MyBiz+ all of the employees supervised are in their hierarchy. Employees can also verify they are linked to their supervisory in their MyBiz+ record.

13. KEYS TO SUCCESS Patience, we are in this together
Communication
Open, two-way dialogue between employees and supervisors
Labor-management collaboration
Share information as it is known
Ask questions
Training
Actively participate in mandatory performance management training
Allow time to gain new knowledge, understanding and skills
Leadership Support
Maximize the program features, linking performance to mission
Support visible, active involvement from all levels of leadership
Support DPMAP implementation
Contact your HR team
Model your personal commitment
Self-explanatory
Patience, we are in this together
This change to our culture will take time

14. What’s Next? Performance Plan & Elements
Engage with your supervisor & provide input
Develop elements based on the SMART objective principals
Training
Read available material
Take JKO Training
Sign-up for info briefs and encourage your supervisor
Attend future SMART objective writing training
System Access
Ensure you have access to MyBiz+ (handouts available)
Ensure your supervisor is accurately reflected in MyBiz+
If you are a supervisor, ensure your MyTeam is accurate

15. Resources DoD New Beginnings
DoDI Vol 431, DoD CPMS: Performance Management and Appraisal Program
MyPers New Beginnings Article and FAQs:
Web-Based Training – JKO
Self-explanatory

16. Questions
Questions/Concerns