1. Lesson 2: Engaged Employees
Instruction: Welcome to DPMAP, Lesson 2
DPMAP Rev.2 July 2016

2. Performance Management is a COLLABORATIVE EFFORT
Instructor Notes: These words represent the key messages that embody what is most important about New Beginnings: performance, mission, communication, excellence, etc.
Display the New Beginnings slide at the beginning of each instructional day and during breaks.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

3. Upon completion of this lesson, you will be able to:
Learning Objectives
Upon completion of this lesson, you will be able to:
Define the relationship between organizational effectiveness and performance management
Define employee engagement’s connection to the DoD culture of high performance
Identify activities that can improve supervisor-employee relationship
Identify strategies to enhance employee engagement
Transition Message: Before we begin, let’s review the learning objectives for this lesson.
Instruction: The purpose of Lesson 2 is to define employee engagement in terms of the DoD culture of high performance; show supervisors and employees the importance of employee engagement at work, and identify activities that can foster and improve supervisor-employee engagement.
Upon completion of this lesson, you will be able to accomplish the learning objectives listed here. Take a minute to read through them. This lesson will take approximately 2 hours to complete.
Interactivity: Ask the participants to think about their careers and to envision the co-worker that exhibited the highest level of employee engagement.
How did that person show his or her high level of employee engagement?
What was it like to work with that person?
What do you need to reach that level of employee engagement?
Keep that answer in mind as we work through this lesson. If you don’t have an actionable answer, see if this lesson can spark some ideas to increase your employee engagement.
Instructor Notes: Leave this slide up while you discuss the concepts that will be covered in this lesson. It is not necessary to read the learning objectives verbatim—participants can do that while the slide is up.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

4. Organizational Effectiveness and Performance Management
Performance management is the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals
Organizational effectiveness is defined as how well an organization is able to meet its goals
Credibility, transparency, equity, and accountability enhance organizational effectiveness
Effective performance management can significantly improve organizational success
Transition Message: If we can agree that collaborative work environments sustain effective organizations, we start to understand how we can improve our organizational effectiveness.
Instruction: Performance Management is defined as the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals. So, what exactly is organizational effectiveness? Organizational effectiveness is how well an organization is able to meet its goals.
Performance management is centered on supervisors engaging with their employees to plan, monitor, and evaluate employee performance. This includes but is not limited to providing constructive feedback, address training and development needs, and recognize and reward performance when appropriate. It involves more “soft” concepts such as building trust throughout the workforce; establishing credibility, transparency, and equity in the processes; treating employees fairly; and increasing accountability. When executed properly, performance management practices can greatly increase employee commitment, engagement, and performance. Effective performance management significantly improves organizational performance.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

5. Employee Engagement and High-Performance Environments
COLLABORATIVE
DIRECTIVE
Two-way
Supervisors provide instruction, but employees are encouraged to provide feedback
Upward feedback
Top-down thinking
Supervisors provide instruction, employees carry out the task
HIGH-
PERFORMANCE
ENVIRONMENT
Transition Message: Employee engagement is the foundation for a high-performing work environment. What do I mean when I say a “high-performing work environment”?
Instruction: In addition to having the values we discussed previously, a high-performing work environment is a place where success and achievement are a priority. This kind of organization focuses on employee engagement, development, performance, and fosters personal accountability.
Generally speaking, there are two types of high-performance environments: directive and collaborative. Directive high performance is based upon supervisors giving instructions and employees carrying them out effectively. Collaborative high performance goes in both directions—the supervisors provide instructions and manage their employees while employees provide feedback (often known as “upward feedback”).
Both types have their use in the workplace.
Interactivity: Ask: When is it appropriate to use the directive style?
Possible answers:
During a crisis
When the supervisor has direct experience with the task and the employees do not
The directive environment is suitable for short-term, situational circumstances
Ask: By a show of hands, how many people work in a directive environment? Okay. In terms of employee engagement, is this sustainable? Think about the last time you worked in a directive environment. Were you engaged over the long term?
Ask: Now, by a show of hands, how many people work in a collaborative environment? Do you feel engaged? Why?
Ask: Which environment creates an organization that can meet its goals?
Instructor Notes: There may be some discussion about directive environments being able to meet goals. This is a valid argument, but emphasize how a collaborative approach is more sustainable over the long term. Explore with the group how directive environments may meet short-term performance goals but fail to create sustainable cultures of high performance.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

6. Video – Greatness Performance Management is a COLLABORATIVE EFFORT
Transition Message: Okay, now that we have an idea about high-performing organizations, let’s listen to what David Marquet has to say by watching his video titled “Greatness.”
Instructor Notes: This video can be downloaded from the DCPAS collaboration site or can be accessed on the internet at:
Interactivity: After the video, discuss how David’s findings apply to DPMAP and Employee Engagement.
Ask:
What did you like?
What did you not like?
How does your organization empower its employees?
Does watching this video change your mindset at all regarding employee engagement and empowerment?
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

7. What Is Employee Engagement?
U.S. Merit System Protection Board research identified six themes important to Federal employees. They are:
1. Pride in one’s work or workplace
4. Satisfaction with leadership
2. Opportunity to perform well at work
5. Satisfaction with the recognition received
3. Prospect for future personal and professional growth
6. A positive work environment with a focus on teamwork
A heightened connection among employees, their work, their organizations, and the people with whom they work, including supervisors
Transition Message: So let’s further define what is employee engagement is.
Instruction: Employee engagement is a heightened connection among employees, their work, their organizations, and the people with whom they work, including their supervisors. Employee engagement includes a high level of motivation to perform well at work combined with passion for the work. When employees are engaged, they are absorbed intellectually and emotionally in their work and vigorously invest their best efforts to achieve the outcomes needed by the organization to achieve its goals.
The U.S. Merit Systems Protection Board has done a lot of research into engaging Federal employees. They identified six themes that are important to Federal employees. When employees perceive the organization’s culture embodies these themes, they perform at high levels, believe their work is important, and derive personal satisfaction from a job well done. The greater the employees’ engagement, the more likely it is they will choose to spend time improving their performance and the overall performance of the organization. This choice is vital to a culture of high performance.
Therefore, a performance management program that facilitates employee engagement will naturally help create and support a culture of high performance.
In contrast, disengaged employees do not commit enough attention and effort to perform at their best. In addition to lower levels of performance, the results of low employee engagement can include high turnover, grievances, Equal Employment Opportunity (EEO) complaints, disciplinary actions, performance-based adverse actions, absenteeism, negative attitudes, and low morale.
Employee engagement is the foundation of DPMAP. The DoD culture of high performance is one that fosters employee engagement and personal accountability in maintaining high performance.
Interactivity: Ask participants to consider the question: Are you an engaged employee? What about your co-workers/supervisors/direct reports? They don’t have to answer out loud, but should consider this question throughout the lesson.
MSPB Source: The Power of Federal Employee Engagement by the U.S. Merit Systems Protection Board
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

8. Supervisor-Employee Engagement
DoD core values
Organizational goals
Work assignments and accountability
Time, resources, and changing mission requirements
Career goals and interests
Focus on performance planning
Skill development and learning opportunities
Supervisors and employees should
MEET FREQUENTLY
to discuss:
Transition Message: As previously mentioned, supervisor-employee engagement is key to a high-performance work environment.
Instruction: For employees to be engaged, they must be able to communicate openly with their supervisors. This provides a powerful opportunity to actively engage in frequent communication between employee and supervisor about accomplishments, current work, and future goals.
Employees should arrange a time to meet with their supervisor to discuss the following topics:
DoD core values
Organizational goals
Work assignment and accountability
Time, resources, and changing mission requirements
Career goals and interests
Focus on performance planning
Skill development and learning opportunities
Both supervisors and employees have a responsibility to ensure they are having continuous, meaningful two-way discussions related to current performance and progress in meeting performance goals.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

9. Supervisor-Employee Roles and Responsibilities
Supervisors and employees, when effectively collaborating, can greatly impact organizational effectiveness
Open communication is beneficial to building employee engagement
Three keys roles for employees to help their supervisors:
Team Empowerment
Upward Coaching
Upward Feedback
Maintain team cohesion
Understand what others on the team do
Share their sense of the team’s strengths and areas for improvement
Share their understanding of the team’s biggest challenges
Understand both the team’s and their responsibilities
Share the best informal ways of getting things done
Share the team’s long-term work goals
Teach their supervisors a new skill, concept, process, or procedure
Give their supervisors constructive feedback
Give feedback on their supervisors’ ideas
Sharing their understanding of the supervisors’ strengths and areas for improvement
Transition Message: Employees can help their supervisors be more effective when they feel a sense of ownership in the organization and engage in open communication about how to improve organizational effectiveness and employee engagement.
Instruction: Supervisors need to understand how employees accomplish work, which provides information on how to best support them. There can be differences between how supervisors perceive the strengths and areas for improvement of employees versus how employees perceive their own performance. To increase mutual understanding of the different perceptions related to performance, supervisors and employees can engage in a collaborative communication.
Three key roles:
Team Empowerment: Sharing the load of team management with the supervisor by being an active partner in the team. Employees can help a supervisor manage the team by:
Helping to maintain team cohesion
Understanding what others on the team do
Sharing their sense of the team’s strengths and areas for improvement
Sharing their understanding of the team’s biggest challenges
Upward Coaching: Transparency into how the work gets done.
Helping the supervisor understand both the team’s and their responsibilities
Sharing the best informal ways of getting things done
Sharing the team’s long-term work goals
Teaching their supervisor a new skill, concept, process, or procedure
Upward Feedback: Communicating about the supervisor’s effectiveness in engaging employees:
Giving their supervisors constructive feedback
Providing feedback on their supervisors’ ideas
Sharing their understanding of supervisors’ strengths and areas for improvement
This collaborative engagement by employees has the potential to increase the effectiveness of the supervisor and the productivity of the work unit. It is important for supervisors to facilitate the process of employees engaging in these activities. For example, supervisors can ask employees for their feedback and discuss with them how the feedback will be used. This open communication, in addition to increasing supervisory effectiveness, has the added benefit of building employee engagement because employees feel a sense of ownership in the organization when they see that their input is valued.
Regardless of the specific method used, it is most effective if there is a trusting supervisor-employee relationship in place.
Notes: The target audience contains both supervisors and employees. Be sure to engage both audiences on this slide and not deliver this message to fault any audience.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

10. Small Group Activity: Employee Engagement Scenarios
Break into groups of 3 or more
In each group, assign a:
Note taker
Time keeper
Spokesperson
Group 1 reviews Employee Engagement Scenario #1
Group 2 reviews Employee Engagement Scenario #2
Group 3 reviews Employee Engagement Scenario #3
Transition Message: Now we’re going to break into small groups and look at a few employee engagement scenarios.
Exercise Objective: Assess level of employee engagement and offer feedback for improvement.
Instructions: Instruct participants to break into groups of 3 or more and assign a note taker, a time keeper, and a spokesperson. Have each group review the assigned scenario and answer the accompanying questions. Group 1 will review Employee Engagement Scenario #1, group 2 will review Employee Engagement Scenario #2, and group 3 will review Employee Engagement Scenario #3.
Instruct the groups to take 10 minutes to review the scenario and answer the questions, then have the spokesperson report out by describing the scenario to the class and providing the group’s answers. To finish the exercise, facilitate a follow-up Q&A session.
Instructor Notes: Document answers to the questions on a whiteboard or easel pad as groups report out. Refer back to the list during the discussion later in this lesson to help participants generate ideas for engaged and disengaged employee behaviors.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

11. Employee Engagement Scenario #1
Betty is a supervisor who loves her job and is very passionate about what she does and how she does it. She takes advantage of opportunities to learn more about her field, attending an annual conference and signing up for seminars when they are offered. Her personal values align well with those of the agency, and she emphasizes the importance of their mission to her employees. She ensures that her team is prepared to take advantage of developmental opportunities. Her employees always know her expectations for their work because she meets with them regularly to discuss their work.
Her employees always give her their best and follow her lead in looking for opportunities to grow professionally. They take great pains with their work to ensure it’s the best they can do. They often collaborate with each other, reaching out to help each other achieve their goals.
Betty has never thought to nominate her team for the agency’s annual Outstanding Department of the Year award for exceptional performance, even though supervisors often tell her how much they enjoy working with her team. They often praise the team’s professionalism and say that the team’s work is first-rate. Betty takes great pride in receiving these compliments and believes it is because of the high standards she has instilled in the team.
Transition Message: Let’s look at Employee Engagement Scenario #1.
Exercise Objective: Assess level of employee engagement and offer feedback for improvement.
Instructor Notes: If it comes up, indicate that both Betty and her team have been rewarded for good performance or otherwise indicate that compensation is not the problem. Document answers to questions on whiteboard or easel pad as groups report out. Refer back to the list during the discussion later in this lesson to help participants generate ideas for engaged and disengaged employee behaviors.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

12. Employee Engagement Scenario #1 Debrief
On a scale of 1 to 5, where 1 is being disengaged and 5 is being highly engaged, how engaged do you think Betty is? Why?
What are some of the positive results of Betty's level of employee engagement in her job?
How would your employees respond to Betty's style and level of employee engagement? Why?
Transition Message: Let’s discuss Scenario #1.
Instructions: Have group 1 go through and discuss these questions. Instruct the group to document answers on a whiteboard or chart paper and be prepared to report out to the class.
Ask: On a scale of 1 to 5, where 1 is being disengaged and 5 is being highly engaged, how engaged do you think Betty is? What is the basis for your judgment?
Answer: Betty is clearly very involved in her own work and expects her team to meet her high standards.
Ask: What are some of the positive results of Betty's level of employee engagement in her job?
Potential Answers:
Betty has a high performing team.
Her employees are also engaged.
Betty can be a role model for other supervisors looking to improve their team’s performance.
Ask: How would your employees respond to Betty's style and level of employee engagement? Why?
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

13. Employee Engagement Scenario #2
Sam was promoted to supervisor almost a year ago, partly because of his strong technical skills, but also because he so clearly loved what he was doing. His values closely matched the mission of the organization, which made him work harder than many of his counterparts. He is highly competent in his team’s technical area, and often prefers to solve problems himself rather than delegating appropriately to his employees or ask their opinions on how to proceed.
Although Sam is courteous and respectful to his employees, he does not spend much time talking with them to find out about their career goals or professional interests. He is very reserved and his team seems to be reluctant to initiate conversations with him about topics such as his expectations for their performance, opportunities for growth, or offering to take more responsibility for decision making.
Sam received feedback during his performance review that suggested he should focus on his interpersonal skills as a way to help his employees become more engaged with their work and the agency. Since he received this feedback, Sam has become less enthusiastic and involved in his work. He often leaves work early and avoids having one-on-one conversations with his team. He knows that this is having a negative effect on his team’s engagement and motivation, but he does not know what to do.
Transition Message: Let’s look at Employee Engagement Scenario #2.
Exercise Objective: Assess level of employee engagement and offer feedback for improvement.
Instructor Notes: If it comes up, indicate that both Sam and his team have been rewarded for good performance or otherwise indicate that compensation is not the problem. Document answers to questions on whiteboard or easel pad as groups report out. Refer back to the list during the discussion later in this lesson to help participants generate ideas for engaged and disengaged employee behaviors.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

14. Employee Engagement Scenario #2 Debrief
Sam was highly engaged at the time of his promotion, but the performance elements of his job that require supervision and one-on-one interaction with employees make him uncomfortable. As a result, he is becoming less engaged. What effect will this have on his team's level of engagement?
If you were Sam's supervisor and you noticed this change in behavior, what would you do?
If Sam really wants to change things and get his team engaged in their work, what could he do?
Transition Message: Let’s discuss Scenario #2.
Instructions: Have group 2 go through and discuss these questions. Instruct the group to document answers on a whiteboard or chart paper and be prepared to report out to the class.
Ask: What effect will Sam's diminishing engagement have on his team's level of engagement?
Ask: If you were Sam's supervisor and you noticed this change in behavior, what would you do?
Potential Answers
Through conversations and coaching, try to determine the root cause of Sam’s disengagement.
Offer to help Sam find a mentor who can help him discover his strengths as a supervisor and a leader.
Ask: If Sam really wants to change things and get his team engaged in their work, what could he do?
Recognize the impact his disengagement is having on his team and his own performance
Find a coach or a mentor who could help him make the transition from technical expert to supervisor
Take his supervisor’s offer to attend training to improve his interpersonal skills
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

15. Employee Engagement Scenario #3
Francine is an experienced supervisor who absolutely loves her job. She enjoys both the technical work and, particularly, being in a position to assist and influence others in their career development. She feels that working with her team is one of the most important things she does, and looks forward to opportunities to mentor them and share her knowledge. Francine also acts as a conduit for information from other parts of the organization. Last month, her supervisor told her that several budget-cutting actions were coming within the next two months. These included cutting training classes and cuts in awards programs for the rest of the fiscal year. Depending on how much money is saved through these cuts, leadership is considering reorganizing some departments to improve efficiency.
Her employees seemed to appreciate her interest and they came to her for advice and, following her example, they worked very collaboratively. After she told her team about the upcoming budget cutting measures, she has noticed that they seem to be working more on their own rather than seeking out others to share ideas or discuss problems. In addition, they are not communicating with her in person, often choosing to her rather than call or come to her office. So far, performance has not decreased, but Francine is concerned that the cuts are causing her team to feel less engaged with the agency.
Transition Message: Let’s look at Employee Engagement Scenario #3.
Exercise Objective: Assess level of employee engagement and offer feedback for improvement.
Instructor Notes: If it comes up, indicate that both Francine and her team have been rewarded for good performance or otherwise indicate that compensation is not the problem. Document answers to questions on whiteboard or easel pad as groups report out. Refer back to the list during the discussion later in this lesson to help participants generate ideas for engaged and disengaged employee behaviors.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

16. Employee Engagement Scenario #3 Debrief
What are some potential causes for the change within the team?
What can Francine do to help improve the team’s engagement level?
What effect might her employees’ lower level of employee engagement have on Francine’s own attitude and engagement?
What could the team do to help her?
What could she do to re-energize herself?
What could her supervisor do to help her?
Transition Message: Let’s discuss Scenario #3.
Instructions: Have group 3 go through and discuss these questions. Instruct the group to document answers on a whiteboard or chart paper and be prepared to report out to the class.
Ask: What are some potential causes for the change within the team?
Potential Answers
The reduction in training and award budget is making her team feel less appreciated and engaged
Her team is worried about the impact of a potential re-organization
Ask: What can Francine do to help improve the team’s engagement level?
Help the team focus on the present work and minimize worry about future actions over which they have no control
Encourage her team to take the training that is currently offered so they can improve their skills and knowledge ahead of the budget cuts
Ask: What effect might her supervisors’ lower levels of employee engagement have on Francine’s own attitude and engagement? What could she do to re-energize herself?
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

17. Employee Engagement Scenarios Exercise
What are some strategies that supervisors can implement to enhance employee engagement?
Write down 3 ideas that would work in your workplace on 3 different sticky notes
Transition Message: Well, that was fun. Lets explore further. What are some strategies that supervisors can implement to enhance employee engagement immediately upon returning to the workplace?
Exercise Objective: Brainstorm ideas for enhancing employee engagement in the workplace. Review and compare all ideas, leading a group discuss on what is considered best ideas and discuss.
Sticky note idea activity: Participants spend 3 minutes brainstorming 3 ideas for enhancing employee engagement that they think could work in their office. They write these ideas on separate sticky notes and stick them to chart paper pages hung on the wall. The participants then spend 5 minutes reviewing all of the other sticky note ideas. The class then chooses the ones they believe would be the most effective in their workplace.
Instructions: Give participants 3 minutes come up with 3 ideas for enhancing employee engagement that would work in their office. Have them write the ideas on separate sticky notes and then stick the notes on chart paper pages on the wall. Once everyone has put their sticky notes on the wall, select a few suggestions from the group having a member explain. Foster discussion from other groups
Instructor Notes: Wherever possible, map these strategies to the engaged and disengaged employee behaviors discussed previously. If participants are having a hard time coming up with ideas, refer to the following examples that supervisors can use to engage employees:
Create a “morale committee”(e.g., promoting health and wellness activities, providing non-monetary rewards)
Off-site functions: Work focused discussions or entertaining, “fun” activities (e.g., bowling, scavenger hunt, movie or game day) to promote team-building. Bring food into the equation.
Group activity; personality assessments to better know co-workers
Civilian Employee of the Month; special parking spot for winner
Recognize other employees: Encourage employees to nominate coworkers for good work. Employees select who wins the awards, which promotes a sense of pride by being nominated by their peers
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

18. Additional Employee Engagement Strategies
Fostering culture of continuous feedback
Sharing time with employees
Give employees opportunity to provide input
Encourage and model work-life balance
Take opportunities to provide positive feedback
Encourage and promote professional growth and learning
Encourage employees to find a mentor
Instruction:
In addition to the items just discussed, the following are other activities that supervisors can use to enhance employee engagement:
Sharing their time with employees: This shows they support and validate them and their work, and that they are accessible and interested in them. This can be done by simply walking around and having informal conversations with employees.
Fostering a culture of continuous, ongoing two-way feedback.
Give employees the opportunity to provide input. Encourage employees to express interest in and have their names proposed to work on specific projects.
Encourage and model work-life balance: Supervisors walk around and talk to employees in their environment. Supervisors can also publicly support work-life programs such as telework, compressed-work schedules, EAP, or health and fitness programs, as appropriate.
Take opportunities to provide positive feedback. Give positive reinforcement and feedback.
Encourage and promote professional growth and learning.
Encourage employees to find a mentor.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

19. What have you seen in your own workplace that... Engages people?
Wrap-up Discussion: Engaging and Disengaging Behaviors In Your Workplace
What have you seen in your own workplace that...
Engages people?
Disengages people?
Transition Message: Okay. You now have some strategies for enhancing employee engagement and lets not forget that whether you are a supervisor or not, WE ARE ALL EMPLOYEES. Lets wrap this lesson up by discussing your workplace.
Instruction:
Ask: In your workplace experience, what have you seen that engages people? What disengages them?
Instructor Notes: The goal here is to get participants to discuss examples of engaging and disengaging behaviors from their own work experience. On a whiteboard or easel pad, write down engaging behaviors in one column and disengaging behaviors in another column. Have participants shout out the answers or raise hands if it is a large class. Refer to this list in later modules as a reference point when there is a need for a list of methods to engage employees.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

20. You should now be able to:
Learning Objectives
You should now be able to:
Define the relationship between organizational effectiveness and performance management
Define employee engagement’s connection to the DoD culture of high performance
Identify activities that can improve supervisor-employee relationship
Identify strategies to enhance employee engagement
Transition Message: Let’s review the learning objectives for this lesson.
Instruction: You should now be able to:
Define the relationship between organizational effectiveness and performance management
Define employee engagement’s connection to the DoD culture of high performance
Identify activities that can improve supervisor-employee relationship
Identify strategies to enhance employee engagement
Instructor Notes: Leave this slide up while you discuss the topics covered in this module. Paraphrase the learning objectives; it is not necessary to read them verbatim.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

21. Are there any questions?
Transition Message: Before we break, are there any last questions?
Instructor Notes: Collect any Parking Lot questions. If there is time, do a quick review of any burning questions captured during introductions. If you captured a list of burning questions, you should reference the list periodically to see when the questions were addressed. The goal would be to have all burning questions addressed by the end of your training event. Any that remain unaddressed can be referred to an appropriate authority and answered individually.
Performance Management is a COLLABORATIVE EFFORT
Between Supervisors and Employees
DPMAP Rev.2 July 2016

22. Additional Resources Performance Management is a COLLABORATIVE EFFORT
DODI , Volume 431, DoD Civilian Personnel Management System: Performance Management and Appraisal Program.
DODI , Volume 451, DoD Civilian Personnel Management System: Awards.
U.S. Department of Defense, Report of the New Beginnings Design Teams: Proposals and Recommendations for the Design of Personnel Authorities in Section 1113(d) of the National Defense Authorization Act for Fiscal Year 2010 (Washington D.C.: November 2011)
U.S. Government Accountability Office, Additional Analysis and Sharing of Promising Practices Could Improve Employee Engagement and Performance GAO (Washington D.C.: Government Printing Office, 2015).
U.S. Merit Systems Protection Board, Managing for Engagement – Communication, Connection, and Courage (Washington D.C: Government Printing Office, 2009).
U.S. Merit Systems Protection Board, The Power of Federal Employee Engagement (Washington D.C: Government Printing Office, 2008).
DCPAS Resources and References web site:
DCPAS HR Toolkit:
Relations/Performance-Management/Pages/PM-Guides-TipSheets-Checklists.aspx
DCPAS LERD web site
Transition Message: Here are some additional resources and learning tools.
Instructor Notes: Give participants a chance to look over the list of resources.
You are now ready for Lesson 3: Performance Planning
Performance Management is a COLLABORATIVE EFFORT
between Supervisors and Employees
DPMAP Rev.2 July 2016