performance management model naval intelligence dcips ....doc.doc

PERFORMANCE MANAGEMENT MODEL

Naval Intelligence DCIPS Implementation Team

TABLE OF CONTENTS

Background and Model Objectives.......................................................................3Community Mission through Individual Performance Objectives....................4Aligning Individual Performance Objectives to Organizational Mission and Goals.........................................................................................................................5Building Blocks of DCIPS Performance Management........................................6Performance Management Standards..................................................................7Performance Elements............................................................................................8Performance Objective Standards........................................................................9Sample Performance Objectives.........................................................................10Performance Standards.......................................................................................12Rating Process.......................................................................................................13Evaluation of Record Descriptors.......................................................................14Mock Performance Management Review..........................................................15Performance Management Worksheet...............................................................16

Version 1.1 2

Background and Model ObjectivesBackground

The impetus of the Defense Civilian Intelligence Personnel System (DCIPS) is to transform Defense Intelligence by driving performance to achieve the mission. The goals are:

Flexibility to respond to mission changes; realign, reorganize, and reshape the workforce; assign work; and set pay.

Accountability to employee, supervisor, and leadership. Results to attract and retain top talent and promote high performance.

The DCIPS performance management process is designed to create a performance culture in which the performance and contribution of the workforce are linked to mission. Making meaningful distinctions between levels of performance and rewarding performance according to those distinctions helps drive performance.

Reinforcing effective behaviors through the performance management process helps the organization adapt better and quicker to new challenges. The ability to realign organizational and individual goals is an integral part of the system. Organizational flexibility makes it easer to assign work and set appropriate pay levels. The process makes it easer for the organization to respond to changes in mission or goals.

To achieve that purpose, performance management must be a priority for all executives, managers, supervisors and employees. Organizational and senior leadership goals and objectives link to the National Intelligence Strategy, applicable executive departments and component strategies, and also must cascade down into the performance expectations of their subordinate managers, supervisors and employees. In turn, compensation determinations, career opportunities, and other rewards will be based on individual, team and organizational performance.

Model Objectives

The DCIPS Navy Implementation Team developed this model to introduce you to the DCIPS performance management process. After completing this model, you will be able to:

1. Describe the performance management process2. Differentiate between performance objectives and performance elements3. Write SMART performance objectives4. Explain the performance evaluation process

Version 1.1 3

Community Mission through Individual Performance ObjectivesCascading Objectives (2008)

Performance Management under DCIPS is founded on aligning individual performance objectives to organizational and Intelligence Community related objectives. It is important to develop individual performance objectives that measure results contributing to the community and organizations’ overall success. Each activity within the Naval Intelligence should have established objectives and goals that align with the overall National Intelligence mission.

Below you will find a chart detailing the mission and objectives as they apply to a NAVINTEL employee from the National Intelligence level through the command level.

Please take a look at the example of the cascading objective chart below and begin to consider how your everyday work supports the overarching mission and objectives in your activity. The job duties and objectives associated with your position service the overall mission, and it is important to draft performance objectives aligned with your organization’s objectives.

I. National Intelligence MissionTo provide accurate and timely intelligence and conduct intelligence programs and activities directed by the President, in an effort to predict, penetrate, and preempt threats to our national

security and to assist all who make and implement US national security policy, fight our wars, protect our nation, and enforce our laws in the implementation of national policy goals.

II. Naval Intelligence (NAVINTEL) MissionIntegrate intelligence with operations, to defend our nation and enable Naval and joint forces to dominate the battlespace.

III. Director, Naval Intelligence Guidance1. Win today’s fight

Expand Naval Intelligence capability to meet 21st Century Demands and win the GWOT

2. Shape the Future

Align Naval Intelligence resources to support the Maritime Strategy, the Naval Operations Concept and the Director of National Intelligence’s 500-Day Transformation Plan

3. Invest in our People

Promote increased professionalism of the Naval Intelligence Total Force

IV. Office of Naval Intelligence (ONI) MissionTo provide products and services to meet Navy, Department of Defense, and national maritime intelligence requirements, and to perform such other functions and tasks as may be

assigned by higher authority

V. Commander, Naval Intelligence (COMONI) ObjectivesWin today’s fight

1.1 Defeat terrorists at home and abroad1.2 Prevent and counter the spread of WMDs1.3 Bolster the growth of democracy and sustain

peaceful democratic status1.4 Develop innovative ways to penetrate and analyze

the most difficult targets1.5 Anticipate developments of strategic concern and

identify opportunities and vulnerabilities for decision-makers

1.6 Build an integrated intelligence capability, to address threats at home

1.7 Ensure that Intelligence Community members and customers can access ONI’s intelligence when they need it

1.8 Create clear, uniform, security practices and rules that allow us to work together, protect our nations’

secrets, and enable aggressive counterintelligence activities

Shape the Future

2.1 Build an integrated intelligence capability to address threats at home

2.2 Strengthen analytic expertise, methods, and practices to explore alternative analytic views

2.3 Re-balance, integrate, and develop collection capabilities to meet customer and analytic priorities

2.4 Establish new and strengthen existing foreign intelligence relationships to help us meet global security challenges

2.5 Learn from our successes and mistakes to anticipate and be ready for new challenges

2.6 Eliminate redundancy and programs and direct savings to national priorities

2.7 Exploit path-breaking scientific research advances to maintain and extend intelligence advantages against emerging threats

Version 1.1 4

Invest in our People 3.1 Attract, engage, and unify an innovative and results-focused community workforce

Version 1.1 5

Aligning Individual Performance Objectives to Organizational Mission and GoalsThe overall performance management rating will encompass how well individual accomplishments fit within the overall National Intelligence strategic framework. Using the above sample framework, take some time to develop your individual performance objectives and map them to the mission of your activity, and the National Intelligence Mission

Individual tasks, daily communications and team goals will organize into higher level primary objectives. Working from the bottom of the cascade up should provide focus to the objective and how it supports the strategic framework of the Community. If the objective as written does not fully lead to the higher level mission, it may be necessary to clarify and provide greater detail that will effectively articulate your support of the mission.

Below you will find a sample Individual Performance Objective path created for an employee who works a country analyst desk in ONI-2. Follow the path from top to bottom to see how the Individual Performance Objective listed at the bottom serves the greater National Intelligence mission. In creating your own objectives, consider the path each might take in support of the greater National Intelligence mission.

I. National Intelligence MissionTo provide accurate and timely intelligence and conduct intelligence programs and activities directed by the President, in an effort to predict, penetrate, and preempt threats to our national security and to assist all who make and implement US national security policy, fight our wars, protect our nation, and enforce our laws in the implementation of national policy goals

II. Naval Intelligence (NAVINTEL) MissionIntegrate intelligence with operations, to defend our nation and enable Naval and joint forces to dominate the battlespace

III. Director, Naval Intelligence Guidance1. Win today’s fight: Expand Naval Intelligence capability to meet 21st Century Demands and win the GWOT

IV. Office of Naval Intelligence (ONI) MissionTo provide products and services to meet Navy, Department of Defense, and national maritime intelligence requirements, and to perform such other functions and tasks as may be assigned by higher authority

V. Commander, Office of Naval Intelligence (COMONI) ObjectivesWin today’s fightExpand Naval Intelligence capability to meet 21st Century Demands and win the GWOT1.1 Defeat terrorists at home and abroad1.5 Anticipate developments of strategic concern and identify opportunities and vulnerabilities for decision-makers1.7 Ensure that Intelligence Community members and customers can access ONI’s intelligence when they need it

Sample Directorate Objectives for 2008Enable the Global War on terror Maximize combat support Develop access to more deeply penetrate the Navy’s highest priority targets Provide analysts with required training, tools & technology to maximize effectiveness

Sample Individual Performance ObjectiveTo penetrate highest priority targets, the employee will actively participate in the Joint Country Force Assessment (JCOFA) for [country]. He is responsible for planning and carrying out research, updating all Naval Intelligence Division (NID) ship records for [country] prior to semi-annual pull from JCOFA, collaborating on projections of force levels and ship characteristics, and meeting the interim suspense dates for each tasking as established by NGIC and ONI-22

Building Blocks of DCIPS Performance Management

Many building blocks are essential for a solid performance management process:

Leadership: The foundation for organizational performance. Under DCIPS leaders are called upon to leverage their leadership skills to ensure employees understand how their work aligns with organizational goals and that they are treated with fairness and respect.

Organizational Goals: Mission and goals are the focal point for setting individual performance expectations. Performance expectations support and align with the mission and goals of the Defense Intelligence Strategy, the Defense Intelligence Guidance (DIG), the National Intelligence Strategy, your organization, annual performance plans and other performance measures.

Performance Objectives: Express performance expectations. They are the what of job performance. They communicate major individual, team, and organizational responsibilities or contributions and related outcomes and accomplishments that are expected of an employee. They capture the large buckets of your work and are essentially what needs to be accomplished.

Performance Elements: Attributes of job performance that are significant to accomplishing individual performance, objectives. They are the how of job performance. The DCIPS performance management process uses six performance elements.

Under DCIPS, how you accomplish your work is just as important as what you accomplish. You are rated on both.

Individual Development Plans (IDPs): IDPs are tailored action plans for employees to use to identify short- and long-term goals and the training and development needed to achieve them. IDPs provide a roadmap for the supervisor and employee to develop skills.

Pay-for-Performance: DCIPS links the individual's accomplishments with a reward payout.

Feedback: Communication is an essential element in the performance management process.

Recognition of Performance: Paramount to DCIPS. Although pay for performance and the opportunity to increase one's salary are important in driving performance, the importance and benefit of recognizing strong performers is key.

Now that we have the building blocks of performance management, let's look at Performance Objectives and Performance Elements.

Version 1.1 14

Performance Management StandardsPerformance Objectives and Performance Elements

Performance objectives and performance elements are the spine of the DCIPS performance management process.

Performance Objectives: Essential to aligning work with mission and organizational goals Form the basis for ratings, communicate the major work to be accomplished, help to measure work and set

baselines for performance Large-bucket items and not the small daily tasks of the job Differ from task descriptions in that task descriptions focus on activities, while objectives focus on results Describe future situations Employee is responsible for the outcome

Performance Elements: Significant attributes of job performance Describe the behavior used to achieve the performance objectives Standardized throughout DCIPS Each element is rated separately

List of Performance Elements: (description of each provided on following page) – Accountability for Results– Communication– Critical Thinking– Engagement and Collaboration– Personal Leadership– Technical Expertise

Attributes for all Managers: – Integrity/Leadership (vice Personal Leadership)– Management Proficiency (vice Technical Expertise)

Performance Management Standard - two evaluations: 1) Performance Objectives, and 2) Performance Elements

Performance objectives measure WHAT the employee is expected to accomplish -Results Oriented

Performance elements measure HOW the employee completes those objectives-Mission Focused

Version 1.1 15

Performance Elements Descriptions

All employees are rated against six behaviorally-based performance elements as defined by ODNI and USD(I) policy. Performance elements include certain behavioral expectations that are related to an employee’s conduct in the workplace and his/her approach to accomplishing specific performance objectives. The performance elements are listed below. Please see the Performance Element Content document posted on the DCIPS website for further policy definitions.

1. Accountability for ResultsIC employees takes responsibility for work while setting and/or meeting priorities. The employee organizes and utilizes time and resources efficiently and effectively to achieve the desired results, consistent with the organization’s goals and objectives.

2. CommunicationIC employees are expected to effectively comprehend and convey information with and from others in writing, reading, listening, and verbal and non-verbal action. Employees are expected to use a variety of media in communicating and making presentations appropriate to the audience. In addition, IC supervisors and managers are expected to use effective communication skills to build cohesive work teams, develop individual skills, and improve performance.

3. Critical ThinkingIC employees are expected to use logic, analysis, synthesis, creativity, judgment, and systematic approaches to gather, evaluate and use multiple sources of information to inform decisions and outcomes. In addition, IC supervisors and managers are expected to establish a work environment where employees feel free to engage in open, candid exchanges of information and diverse points of view.

4. Engagement and CollaborationIC employees are expected to recognize value, build and leverage collaborative and constructive networks of diverse coworkers, peers, customers, stakeholders, and teams, within an organization and/or across the IC to share knowledge and achieve results. In addition, IC supervisors and managers are expected to create an environment that promotes engagement, integration, and knowledge sharing.

5a. Personal Leadership and Integrity (Employees)IC employees are expected to demonstrate personal initiative, honesty, openness, and respect in their dealings with coworkers, peers, customers, stakeholders, teams, and collaborative networks across the IC. In addition, IC employees are expected to demonstrate core organizational and IC values, including the courage and conviction to express their professional views.

5b. Leadership (Supervisors) Defense Intelligence supervisors and managers are expected to exhibit the same individual personal leadership behaviors as all Defense Intelligence employees. In their supervisory or managerial role, they also are expected to achieve organizational goal sand objectives by creating shared vision and mission within their organization; establishing a work environment that promotes equal opportunity and diversity (of both persons and points of view), critical thinking, collaboration, and information sharing; mobilizing employees, stakeholders and networks in support of their objectives; and recognizing and rewarding individual excellence, enterprise focus, innovation, and collaboration.

6a. Technical Expertise (Employees)IC employees are expected to acquire and apply knowledge, subject matter expertise, tradecraft, and/or technical competency necessary to achieve results.

6b. Management Proficiency (Supervisory)Defense Intelligence supervisors and manager are expected to possess the technical proficiency in their mission area appropriate to their role as supervisor or manager. They also are expected to leverage that proficiency to plan for, acquire, organize, integrate, develop, and prioritize the human, financial, material, information, and other resources to accomplish their organization’s mission and objectives. In so doing, all supervisors and manager also are expected to focus on the development and productivity of their subordinates by setting clear performance expectations, providing ongoing coaching and feedback, evaluation the contributions of individual employees to organizational results, and linking performance ratings and rewards to the accomplishment of those results.

Version 1.1 16

Performance Objective Standards"SMART" FRAMEWORK

Now that you know what performance objectives and performance elements are under DCIPS, there is a useful framework for writing performance objectives that elicit the best performance, called SMART.

Before looking at Performance Objective examples it is important for you to become familiar with the SMART framework. Performance objectives provide the basis for evaluating employee performance and are the critical elements of DCIPS performance management. The acronym SMART is the standard for determining the quality and appropriateness of the performance objectives. Performance Objectives must be Specific, Measurable, Achievable, Relevant, and Time-bound.

Writing “SMART” Performance Objectives

S Specific describes an observable or verifiable accomplishment. For some jobs, it may not be easy to describe aspecific result. However, strive for specificity if at all practical, because it ensures that both you and your manager share the same expectations Ask yourself:What is the result, product or deliverable from the work?

M Measurable a method or procedure is in place to assess and record that a specific outcome has occurred. Ask yourself:What does success look like?What is most meaningful to accomplishing the mission?

A Achievable performance objective should be appropriate for the individual’s experience, skill and work level. Ask yourself:Do I have the skills and resources to accomplish this objective?Is the ability to achieve this objective within my control?

R Relevant performance objective draws a ling of sight between the employee’s job, the work unit’s goal, and theorganization’s mission. Relevant means that your performance objectives are connected to the organizational goals. Ask yourself:For the sake of what am I doing this?

T Time-bound (or timely) there is a point in time when the performance objective starts and when it ends.Ask yourself:When is the deliverable due?

Version 1.1 17

Example Performance Objectives

Individual performance objectives should align with the Organization’s mission and should be measurable. The examples below were derived from three different positions that exist within the Naval Intelligence community. These examples are designed to give you insight to the level of detail required in writing performance objectives.

1.0 Sample ObjectivePlanning/ResearchTo penetrate highest priority targets, the employee will actively participate in the Joint Country Force Assessment (JCOFA) for [country]. He is responsible for planning and carrying out research, updating all Naval Intelligence Division (NID) ship records for [country] prior to semi-annual pull from JCOFA, collaborating on projections of force levels and ship characteristics, and meeting the interim suspense dates for each tasking as established by NGIC and ONI-22.

Metric (Measurable)1.1 All suspenses met within required timeframes 90% of the time 1.2 Products meet customer specifications and require minimal edits and changes in accuracy and technical correctness1.3 Products reflect a clear understanding of the ONI position on significant issues as defined by ICD 27.2

2.0 Sample ObjectiveAdministrativeUpon receipt of requests, provide accurate responses in the agreed-upon timeframes, as defined by ICD 24.8, using the appropriate format identified in SOP25 during the evaluation period ending September 30, 2009. This supports the organization’s commitment to be responsive to customers and clients.

Metric (Measurable)2.1 Met suspenses 90% of the time2.2 Accurate responses provided with no more than 2 errors per request

3.0 Sample ObjectiveIntelligence ProductionThe employee produces both scheduled and unscheduled intelligence products such as MIRs, baseline Assessments, briefings, NID records, responses to taskings, and other written products within determined timeframes and in accordance with SOP27. Coordinates and integrates the work of relevant individuals, functions, or agencies into a comprehensive intelligence product. Interacts with customers on a pre-determined basis throughout the discovery process to ensure their needs are understood and requirements are met.

Metric (Measurable)3.1 All products submitted are deemed appropriate by SME for the subject matter and the intended audience 3.2 All written products are technically correct, requiring only minor, cosmetic changes by SME 3.3 All written products are fully coordinated, have been staffed through the Web Production process, and comply with the Analytical Tradecraft SOP3 3.4 Establishes timelines for products, with supervisor and/or SME, and meets deadlines at least 90% of the time

Version 1.1 18

4.0 Sample ObjectiveAnalysis and RevisionThe employee performs geospatial analysis and production using Geographic Information Systems (GIS) technology with wide latitude for the exercise of independent judgment. Based on analysis of gathered information, the employee revises agency cartographic standards and specifications and applies standard cartographic practices to new situations to solve novel or obscure problems related to intelligence or the maritime environment.

Metric (Measurable)4.1 Development of new practices is relevant and timely.4.2 Problems identified fit within current event requirements and the overall mission of the organization.4.3 Analysis is technically correct, requiring only minor, cosmetic changes.

5.0 Sample ObjectiveOrganization of dutiesThe employee ensures alignment of Instructions, SOPs and Desk Procedures to Command Objectives. The employee coordinates efforts with Command Offices and facilitates and attends meetings while drafting work to final copy and making it available via the Command Intranet, Northstar, and work centers.

Metric (Measurable)5.1 Standard practices are technically and procedurally accurate, while remaining relevant to the audience5.2 Practice documentation is delivered within required timeframes.

6.0 Sample ObjectiveEffects Analysis of U.N. Iraqi SanctionsThe employee shall complete by 31 August an analysis of the effects of U.N.-imposed sanctions on the Iraqi industrial sector and present the results of that analysis in a finished and appropriately coordinated intelligence report for release to the policy-making community. The completed product will:

Metric (Measurable)6.1 Make use of available intelligence from all relevant sources6.2 Reflect engagement with other analysts and stakeholders in the subject of the analysis6.3 Incorporate the coordinate views of those other analysts and collectors through the IC6.4 Be presented in the product style appropriate to the question6.5 Be timely

Version 1.1 19

Performance StandardsHow will I be rated?

Your Performance Objectives are WHAT describe the results of your work. They do not describe the activity. They are descriptions of further situations. Only the major responsibilities of your job should be captured in the performance objectives. At the end of the rating period your supervisor will rate you on each performance objective using the scale detailed below.

Performance Rating

Objective Descriptors

OUTSTANDING (5) Employee far exceeded expected results on the objective, such that organizational goals were achieved that otherwise would not have been.

EXCELLENT (4) Employee surpassed expected results in a substantial manner on the objective. SUCCESSFUL (3) Employee achieved expected results on the assigned objective. It is expected that

the majority of employees will achieve this level of performance.MINIMALLY SUCCESSFUL (2)

Employee only partially achieved expected results.

UNACCEPTABLE (1) Employee failed to achieve expected results on the performance objective. NOT RATED (NR) Employee did not have the opportunity to complete the objective because it

became obsolete or could not be accomplished due to extenuating circumstances (e.g. circumstances beyond the control of the employee and supervisor: resources diverted to higher priority programs, employee in long-term training, deployed, on LWOP, etc.).

Performance Element StandardsThe Performance Elements describe HOW you achieved your performance objectives over the course of the rating period. At the end of the rating period your supervisor will rate you on each performance element using the scale detailed below.

Performance Rating

Element Descriptors

OUTSTANDING (5) Employee consistently performed all key behaviors at an exemplary level on the element.

EXCELLENT (4) Employee demonstrated mastery-level performance of the key behaviors on the element.

SUCCESSFUL (3) Employee fully demonstrated effective, capable performance of key behaviors for the performance element.

MINIMALLY SUCCESSFUL (2)

Employee’s performance required improvement on one or more of the key behaviors for the performance element.

UNACCEPTABLE (1) Employee failed to adequately demonstrate key behaviors for the performance element.

NOT RATED (NR) Employee did not have the opportunity to complete the objective because it became obsolete or could not be accomplished due to extenuating circumstances (e.g. circumstances beyond the control of the employee and supervisor: resources diverted to higher priority programs, employee in long-term training, deployed, on LWOP, etc.).

Version 1.1 20

Rating ProcessHow will I be rated?

Once each individual Performance Objective and Performance Element has been evaluated and rated by your supervisor, the overall Evaluation of Record is determined. Performance objectives and performance elements are rated individually, and then combined together to form the final evaluation of record. The Evaluation of Record is computed by calculating the arithmetic average of the overall performance objectives rating, and the overall performance elements rating, except where an employee received an overall rating of “1” for accomplishment of performance objectives. In that case, the employee shall receive an overall Evaluation of Record of “1” or “Unacceptable”. Below you will find an example of record calculated from the sample performance objectives above.

Performance Objectives Score1. Planning/Research 32. Enhance financial operations 33. Intelligence Production 44. Analysis and Revision 35. Organization of duties 36. Effects Analysis of U.N. Iraqi Sanctions 5

Total 21/Number of Objectives /6

Performance Objective Summary Level 3.50

Performance Elements Score1. Accountability for Results 32. Communication 53. Critical Thinking 34. Engagement and Collaboration 35. Personal Leadership and Integrity (Leadership for Managers) 46. Technical Expertise (Management Proficiency) 4

Total 22/Number of Elements /6

Performance Element Summary Level 3.67

Evaluation of Record ScoreOverall Performance Objective Score 3.50Overall Performance Element Score 3.67

/2 /2Overall Evaluation of Record

(rounded to one decimal point)3.6

Version 1.1 21

Evaluation of Record DescriptorsWhat does it mean?

Once the Overall Evaluation of Record has been determined by your Supervisor, it will be presented to the Reviewing Official, most likely your supervisor’s manager. Once approved by the Reviewing Official the Evaluation of Record is final. The table breaks down the evaluation of record into the five Evaluation of Record levels.

Performance Rating

Overall Evaluation of Record

OUTSTANDING 4.51-5.00

Employee’s overall contribution, both in terms of results achieved and the manner in which those results were achieved, has extraordinary effects or impacts on mission objectives that would not otherwise have been achieved.

Only a few employees achieve this level of exemplary, benchmark performance.

EXCELLENT 3.51-4.50

Employee’s overall contribution, both in terms of results achieved and the manner in which those results were achieved, has significant impact on mission objectives.

SUCCESSFUL 2.51-3.50

Employee’s overall contribution, both in terms of results achieved and the manner in which those results were achieved, has made a positive impact on mission objectives.

MINIMALLY SUCCESSFUL 2.00-2.50

Employee’s overall contribution to mission, although positive, has been less than what was expected.

UNACCEPTABLE <1 – 1.99

Employee received an unacceptable rating on one or more performance objectives.

Version 1.1 22

Mock Performance Management Review

This tool is to help prepare you for the DCIPS performance management process. This example is derived directly from the USD(I) DCIPS Performance Management Policy/Guidance and represents what is expected of employees under DCIPS

1. Before drafting your individual performance objectives it is important to familiarize yourself with Naval Intelligence Objectives. This will help you align your individual performance objectives to the larger mission of the NAVINTEL community.

2. Begin drafting your Performance Objectives. Each objective should include a Title, Description and Metric by which the objective can be measured. Please refer to the Sample Performance Objectives for an example. We have included a chart with rating scales for each performance objective so you will know how you will be scored on each objective. (For now, leave the Employee and Supervisor Narrative fields and scoring blank)

3. Become familiar with the standard Performance Elements on which each IC employee will be evaluated. Each performance element includes a Title and Description. Please see the Performance Element sheet for the required elements. The chart with rating scales for each performance element will give you an idea of how you might perform in order to achieve your desired rating.

4. Meet with your Supervisor to discuss your objectives and how your work best aligns to and supports the mission. Make any necessary changes and start performing.

5. Over the course of the mock rating period (recommend 1-3 months), keep track of your achievements towards each Objective and Element in the Employee Narrative.

If for some reason your job responsibilities and/or agreed upon performance objective(s) is/are longer a good measure of your duties, and/or if the metric(s) chosen do not enable an accurate reflection of your performance, meet with your supervisor immediately to discuss a change in your performance objectives.

6. At the end of the rating period, you will submit a Self-Report of Accomplishments to your Supervisor for review.

7. Your supervisor will fill in the Supervisor Narrative portion of the document and give a rating for each Performance Objective and Element, and then calculate your Overall Evaluation of Record. Check the Evaluation of Record Scale to determine the descriptor for your overall Evaluation.

Version 1.1 23

Performance Management WorksheetPerformance Objectives

Objective Number Objective Title1.0Performance Objective

Metric (Measurable)1.11.2

Employee Performance Narrative

Supervisor Performance Narrative

Performance Objective Score











Version 1.1 24

Performance Management WorksheetPerformance Elements

Element Number Element Title1.0 Accountability for ResultsPerformance Element DescriptionThe employee takes responsibility for work while setting and/or meeting priorities. The employee organizes and utilizes time and resources efficiently and effectively to achieve the desired results, consistent with the organization’s goals and objectives. Employee Performance Narrative


Performance Element Score

Element Number Element Title2.0 CommunicationPerformance Element DescriptionThe employee effectively comprehends and conveys information with and from others in writing, reading, listening, and verbal and non-verbal action. The employee uses a variety of media in communicating and presents information in a format appropriate to the audience. Employee Performance Narrative



Element Number Element Title3.0 Critical ThinkingPerformance Element DescriptionThe employee uses logic, analysis, synthesis, creativity, judgment, and systematic approaches to gather and evaluate information, and uses multiple sources of information to provide informed decisions and outcomes. Employee Performance Narrative



Version 1.1 25

Element Number Element Title4.0 Engagement and CollaborationPerformance Element DescriptionThe employee recognizes, values, builds and leverages collaborative and constructive networks of diverse coworkers, peers, customers, stakeholders, and teams, within an organization and/or across the IC to share knowledge and achieve results. In addition, IC supervisors and managers are expected to create an environment that promotes engagement, integration, and knowledge sharing.Employee Performance Narrative



Element Number Element Title5.0 Personal Leadership and IntegrityPerformance Element DescriptionThe employee demonstrates personal initiative, honesty, openness, and respect in dealings with coworkers, peers, customers, stakeholders, teams, and collaborative networks across the IC. In addition, the employee demonstrates core organizational and IC values, including the courage and conviction to express professional views.Employee Performance Narrative

Supervisor Performance NarrativeIn support of the stated Performance Element…


Element Number Element Title6.0 Technical ExpertisePerformance Element DescriptionThe employee acquires and applies knowledge, subject matter expertise, tradecraft, and/or technical competency necessary to achieve results.Employee Performance Narrative



Version 1.1 26

Element Number Element Title5.0b [Supervisory] Leadership for Managers

Performance Element DescriptionDefense Intelligence supervisors and managers are expected to exhibit the same individual personal leadership behaviors as all Defense Intelligence employees. In their supervisory or managerial role, they also are expected to achieve organizational goals and objectives by creating shared vision and mission within their organization; establishing a work environment that promotes equal opportunity and diversity (of both persons and points of view), critical thinking, collaboration, and information sharing; mobilizing employees, stakeholders and networks in support of their objectives; and recognizing and rewarding individual excellence, enterprise focus, innovation, and collaboration.




Element Number Element Title6.0b [Supervisory] Management Proficiency

Performance Element DescriptionDefense Intelligence supervisors and manager are expected to possess the technical proficiency in their mission area appropriate to their role as supervisor or manager. They also are expected to leverage that proficiency to plan for, acquire, organize, integrate, develop, and prioritize the human, financial, material, information, and other resources to accomplish their organization’s mission and objectives. In so doing, all supervisors and manager also are expected to focus on the development and productivity of their subordinates by setting clear performance expectations, providing ongoing coaching and feedback, evaluation the contributions of individual employees to organizational results, and linking performance ratings and rewards to the accomplishment of those results.Employee Performance Narrative



Version 1.1 27

Mock Review Scoring

Performance Objectives Score1.2.3.4.5.6.

Total/Number of Objectives

Performance Objective Summary Level

Performance Elements Score1. Accountability for Results2. Communication3. Critical Thinking4. Engagement and Collaboration5. Personal Leadership and Integrity/Leadership for Managers6. Technical Expertise/Management Proficiency

Total

/Number of Elements /6Performance Element Summary Level

Evaluation of Record ScoreOverall Performance Objective ScoreOverall Performance Element Score

/2 /2Overall Evaluation of Record

Version 1.1 28

performance management model naval intelligence dcips ....doc.doc

Business