United States      Off ice of Administration   July 1981
         Environmental Protection   Personnel Management
         Agency        Division
4>EPA    Performance
         Management
         System
         Developing Critical Job
         Elements and
         Performance Standards:

         An Employee Workbook

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             DEVELOPING CRITICAL JOB ELEMENTS AND
                    PERFORMANCE STANDARDS:

                     AN EMPLOYEE WORKBOOK
     The Civil Service Reform Act requires Federal agencies
to establish new employee performance appraisal systems.
Unlike previous systems that frequently based ratings on
indirect measures of performance (such as character traits),
the new systems enable supervisors to give employees feedback
about their accomplishment of specific job tasks.  Critical
Job Elements and performance standards serve as the basis
for appraisals under the new system.

     The Environmental Protection Agency has developed the
Performance Management System (PMS) to meet the new
requirements and to improve Agency management.  The new
system is based upon the belief that employees are more
likely to perform effectively when they:

          Clearly understand what is expected of them;
       -  Participate in setting personal performance
          objectives; and
          Know how personal objectives relate to unit and
          Agency goals.

     You have now attended the first PMS Workshop.  The
Workshop explains PMS to you and prepares you to develop
your own Performance Agreement, which will contain your
Critical Job Elements and performance standards.  The
important thing to remember is that PMS provides for
meaningful communication between you and your supervisor
about the purpose and direction of your job.

     Before you begin the process of drafting your elements
and standards, you and your supervisor should review your
position description, discuss the responsibilities you will
have for the coming year, and define the expectations which
should be reflected in your Performance Agreement.  Ideally,
you and your supervisor will agree on the content of your
Performance Agreement.  However, if agreement cannot be
reached, your supervisor has the final responsibility to
decide the elements and standards for your job.

     This Workbook provides the step-by'-^step guidance on
how to analyze your job, identify the results for which you
will be held responsible, and establish ways of measuring
your accomplishments.  It gives you the skills you will need
to tackle the challenging process of drafting your elements
and standards, in compliance with the EPA format.

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     Part I of the Workbook provides instructions for analyzing
your job and identifying Critical Job Elements.   Part II
takes you through the development of your performance standards
Part III explains how to complete the necessary  EPA forms.
The Appendix contains examples of Critical Job Elements
and performance standards,  including contrasts between "good"
ones and "poor" ones; information on Changing the Performance
Agreement; a glossary of PMS terms;  Questions and Answers to
many of the common PMS concerns raised by employees as
they draft their Performance Agreements;  and a complete set
of blank EPA forms.

     If you have any questions or problems, contact your
servicing Personnel Office.  Each Personnel Office has key
staff trained to assist you in this  process.

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                      TABLE OF CONTENTS
SUBJECT                                                    PAGE
I.    IDENTIFYING CRITICAL JOB ELEMENTS:                     1

      What do I do?                                          1
      Combining into clusters                                4
      Writing Critical Job Elements                          6
      Why do I do it?                                       10
II.   DEVELOPING PERFORMANCE STANDARDS:                     13

      Performance Objectives: Identifying results           14
                              Adding a verb                 16
                              Link to Critical Job Elements 17

      Measuring Performance:  Have I done a good job?       19
                              Timeliness                    22
                              Quality                       24
                              Quantity                      27

      Performance Standards:  Assumptions                   29
                              Assigning Weights             29
                              Critical Review               31
III.  THE PERFORMANCE AGREEMENT                             32

      Completing the form                                   32



APPENDICES:

      A.  Examples - Critical Job Elements

      B.  Examples - Performance Standards

      C.  Changing the Performance Agreement

      D.  Glossary of Terms

      E.  Questions and Answers

      F.  EPA Performance Agreement Forms

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            Part I: Identifying Critical Job Elements
     What is a Critical Job Element?  The Civil Service Reform
Act of 1978 defines a Critical Job Element as "any requirement
of the job which is sufficiently important that inadequate
performance of it outweighs acceptable or better performance in
other aspects of the job."  A Critical Job Element represents an
important cluster of related activities that enables you to
fulfill your job function.
              A CRITICAL JOB ELEMENT HAS TWO PARTS:
        MAJOR FUNCTION
       GOAL
      CLUSTER OF RELATED
     ACTIVITIES REFLECTING
    A MAJOR RESPONSIBILITY

        (WHAT DO I DO?)
  THE PURPOSE OF
PERFORMING THE MAJOR
     FUNCTION

 (WHY DO I DO IT?)
     The identification of Critical Job Elements is the first
step in the development of performance standards.  It is an
important step; it forms the cornerstone of the entire process.
Step 1.  What do I do?
     In order for each of you to begin the identification
process, you must first think about what you do in your job.
It is important to remember here that probably no one knows your
job as well as you do.  stop for a moment and think about what
you do.  Consider three things:

           -  any duties you may have been assigned
           -  new or special projects
              the duties in your position description
                               -1-

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     Think of your normal workday.  Try to answer the question
"What do I do?"  Study the following example:

     EXAMPLE;   Juanita is an Administrative Officer.  Juanita
has thought about what she does in her job and has come,up with
the following  list of activities:

             Juanita's Job Activities and Duties
             Prepare SF 52s for division

             Maintain FTE ceilings

             Compile ZBB report

             Prepare plan for contract expenditures

             Make space arrangements

             Verify Financial Management reports

             Maintain various allowances

             Advise on personnel procedures

             Serve as liaison with Personnel Division

             Maintain Document Control Register

             Assure PCB funds not exceeded

             Serve on the Safety Committee

             Counsel employees on personnel matters

             Order equipment and supplies

             Maintain inventory of equipment and supplies

             Plan initiation of contracts

             Check progress against contract plan

             Serve as Designated Agent for timekeeping,
                  leave, travel, etc.

             Keep all manuals current and accurate

             Report on on-board personnel strength

             Order phones, electrical outlets, etc.


                               -2-

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     As you can see, Juanita's first step was to brainstorm,  and
then list all the tasks of her position,  as she thought of them.

     Take a few minutes to brainstorm about your job.  Like Juanita,
write down your job tasks.  Do not try to prioritize them or
categorize them, or even to think about whether or not they are
important.  Just simply  list everything that you can think of
that you do on your job, as part of your normal duties.
                      List Your
dti/Mdb
_,_
                                           A^
                                            _ ,_
     Stop and think for a moment about whether you have covered
everything you do in your job.  As a test, ask yourself the
following questions:

         Have I covered all the things that I normally do
         in a day's work?

      -  Do the activities listed above suggest other
         activities I haven't listed?

      -  What has my supervisor asked me to do recently?

      -  What was I doing when I was last interrupted?

                               -3-

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Step 2.  Combining into Clusters

     The next step in determining Critical Job Elements is to
divide the list you developed in step 1 into groups or "clusters"
of similar activities.  Similar activities are those that are the
same, are almost the same, or are closely related to one another.
This is important since it allows us to think of groups of
activities as functions that we perform.

     Continuing our example, you can see how Juanita has clustered
her activities by grouping similar tasks:        .
              Prepare SF 52s for division
              Advise on personnel procedures
              Serve as liaison with Personnel Division
              Counsel employees on personnel matters
              Report on on-board personnel strength
              Serve as Designated Agent for
                  timekeeping,  travel, leave, etc.
              Maintain Document Control Register
              Verify Financial Management Reports
              Maintain FTE ceilings
              Maintain various allowances
              Assure PCB fu.ids not exceeded
              Compile ZBB report
              Plan initiation of contracts
              Prepare plan for contract expenditures
              Check progress against contract plan
              Order phones, electrical outlets, etc.
              Order equipment and supplies
              Make space arrangements
              Maintain equipment and supply inventory
                             LEFTOVERS
1
1
1

Serve on


Safety Committee

1
1
1

1
1

Keep all

manuals current and accurate
1
1
                               -4-

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     After Juanita clustered all of her activities into similar
groupings, she had two miscellaneous tasks left over.  Juanita
then went back to review her clusters to see whether her
"leftovers" should have been included in other clusters.  When
she determined that membership on the Safety Committee did not
fall into one of her major clusters, Juanita decided that this
was not a "critical" part of her job.  She then decided to drop
this responsibility from her list of Critical Job Elements.   On
the other hand, she decided that keeping manuals current and
accurate was similar to the activities in her first cluster.  She
then added this activity to that cluster.

Now review the list you wrote in Step 1 and ask yourself the
gues t ion:

              Which activities seem to go together?
          List similar activities in the cluster boxes,
                               -5-

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     As Juanita did, you should review your clusters and
remember to look at any ""leftovers" to be sure that you have
included them or deleted them, as appropriate.  At this point,
you should have about 4-7 clusters of activities for your job.
Step 3.  Writing Critical Job Elements

     The next step is to write a brief statement which summarizes
or describes the major function described by each cluster.  The
statement will have three parts: DO,  WHAT,  and WHY.   Most employees
find it easier to begin by asking themselves WHAT they do in each
of the clusters they wrote in step 2.

     Juanita examined her clusters to answer the question:

                  WHAT do I do in each cluster?
  Prepare SF 52s for division
  Advise on personnel procedures
  Serve as Liaison with Personnel
  Counsel employees on personnel matters
  Report on on-board personnel strength
  Serve as Designated Agent for
     timekeeping, travel, leave, etc.
  Keep all manuals current and accurate
  Maintain Document Control Register
  Verify Financial Management Reports
  Maintain FTE ceilings
  Maintain various allowances
  Assure PCB funds not exceeded
  Compile ZBB report
  Plan initiation of contracts
  Prepare plan for contract expenditures
  Check progress against contract plan
        WHAT?
Administrative support
 Budget process
 Contracts oversight
   Order phones and electrical parts
   Order equipment and supplies
   Make space arrangements
   Maintain inventory of equipment and
       supplies
 Facilities & equipment
                               -6-

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     Like Juanita, list your job clusters in the boxes below.
For each of your clusters, write a concise statement of only a
few words to describe WHAT you do in each cluster.
                                      WHAT do I do?
T"

                             T

                               -7

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      Now that she  answered the question WHAT for  each of her
clusters,  Juanita  turned her attention to finding a verb which
would describe what she "does" in  each of her clusters.  Juanita1s
addition of a verb now becomes the DO portion of  her Critical Job
Element statement.   Below you can  see how Juanita's list looked:
                        Major Function
           DO?
         Provide
         Control
         Perform
         Monitor
             WHAT?
       administrative suppor
       budget process
       contracts oversight
                                   resources
     Notice that for  each cluster, Juanita used one,  single
word (an  "action" verb)  to answer the  question DO.   It  is
important  that you too  find a single verb for each of your
clusters,  since the verb is the key to good Critical  Job
Elements.   Although there are many good action verbs  which
can be  used,  you may  find the following list helpful:
          DATA
                                 PEOPLE
                                                          THINGS
audit    corre_si_^x^ (jcf
check    /TTetermineJ review
classify iSfralualTg^ revise
collect  (Tnterpret.) summarize
compare  obtajji—-'  supply
compile  prepare    trace
compute  program    verify
conduct  XYecord"^    write
advise
assign
direct
hire
identify
inform
instruct
interview
     I

notify
persuade
provide
represent
select
speak
1
assemble
complete
construct
control
create
decide
deliver
find
vfprmulate
/give VfvttU
^handle
implement
inspect
install
issue
make
1
operate $\fV'
organize^^
plan AYMMI*-
process
recommend
schedule
set up
terminate
                                 -8-

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     On the diagram  below,  transfer your WHAT statements  front
page 7, and then,  using  the list of action verbs as a guide,
find a verb which  best  describes what you DO.
                     Major Function
          DO?
  WHAT?
1.
6.
7.
- -—. — -»- - T - ^ , »«rr • . ^ T "~" •" tr ^^^ ™ A^** J^* * ' y
/?b * p»et4iJrtK .*o /A6f^  <
r/?(s ^. p»ct4Urts. .^
M\0»(&(jA *i*^ncAl
                                -9-

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     You have now completed the first part of your Critical Job
Element.  As you recall, the second part of the CJE is the goal:


            A CRITICAL JOB ELEMENT HAS TWO PARTS:
     MAJOR FUNCTION

   CLUSTER OF RELATED
  ACTIVITIES REFLECTING
 A MAJOR RESPONSIBILITY
                               GOAL

                           THE PURPOSE OF
                        PERFORMING THE MAJOR
                             FUNCTION
     In trying to determine her goal, Juanita asked herself the
question:

                     "WHY do I do it?"
Juanita then listed the reason for doing what she was doing.  The
WHY is particularly important, since it points toward the results
you could expect to see from your work on that particular cluster,
Study Juanita's example:
         MAJOR FUNCTION
                                   GOAL
   DO?
  WHAT?
        WHY?
Provide
Control
Perform
Monitor
administrative
support


budget process



contracts oversight



resources
to communicate timely
and accurate information
on policies & procedures

to assure resource
allocations are not
exceeded

to monitor expenditures
and progress toward  ""\
established goals

to meet facilities
and equipment needs
required to support
the division
                               -10-

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     As you can see, Juanita's goals have all become the reason
for her functions, the reason WHY she does the activities in her
clusters.  Below  is space for you to add your goal to your function
statement.  Carry forward your DO and WHAT statements from page 9,
and for each one, ask yourself the question:

                         WHY do I do it?
         MAJOR FUNCTION
    DO
     In writing your Critical Job Elements, remember the
importance of using a single action verb (DO), a succinct
statement of the activities listed in the cluster box (WHAT),
and the reason for each of your clusters (WHY).  You should have
4-7 Critical Job Elements, reflecting the number of clusters you
have. You should also number your Critical  Job Elements  for
future reference.   At this point, you might want to transfer
your Critical Job Elements to the Final  Performance Guide found
on page F-3 of the Appendix.
                               -11-

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     Before you go on to the next phase of the performance
standards process, stop for a moment and review what you have
written.  Think about the meaning of a Critical Job Element
again.  It is a major job function,  and not merely a statement
of activities.  Each Critical Job Element represents a major
cluster of related activities to be performed (the DO and the
WHAT), plus the expected result of that performance (the WHY).

     In completing your Critical Job Elements, keep in mind the
meaning of "critical."  Consider only major clusters of activities.
Be sure you have focused on the important,  and not the trivial.
Remember these job functions should be so critical that unacceptable
accomplishment of one outweighs acceptable accomplishment of all
others.  You may find the following questions helpful in your
review:

     1.  Does each WHAT statement cover all the activities in
         the cluster?

     2.  Do the verbs under DO mean exactly what I want them
         to mean?  If not,  what other verb would be more
         precise?

     3.  Does any WHY lead me to discover that I can write a
         better  more accurate statement?

     4.  Does each statement cover all the activities in the
         cluster?

     5.  Do all of my Critical Job Elements tie together to
         accurately and completely reflect my job responsibilities?
         Have I forgotten any major job functions?
                               -12-

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          Part II:  Developing Performance Standards
     Congratulations 1  You have now completed drafting your
Critical Job Elements.  This will enable you to develop your
performance standards.
     Critical Job Element


DO
( major


1 i
; «
rt- WHAT *-
if unction) '
i i
i 1
i _. L


*• WI
(goc




iY
ii)


                                     Performance Standard
                                     Objective
          > Measures
                                     Performance Standard
                                     Objective ••• |>Measures
     As you learned in Part I, Critical Job Elements represent
major functions of your job.  What you expect to accomplish
by performing those functions are called your objectives.
Objectives are results-oriented actions which can be measured.
Measures tell you how well you produce those results.  Objectives
and measures are the two parts of a performance standard.
            A PERFORMANCE STANDARD HAS TWO PARTS:
     OBJECTIVE:

        RESULTS-ORIENTED
        ACTION
MEASURES:
     TIMELINESS
     QUALITY
     QUANTITY
                             -13-

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Step 1.  Performance Objectives;  Identifying Results
     Begin writing performance standards by developing your
objectives.  First focus on what results you expect to
achieve, keeping in mind that results can appear in several
different forms.  Each employee performs a number of tasks or
activities each day.   Some tasks and activities lead directly
to end products, such as a report, a typed manuscript, or a
request for a proposal.   Other tasks and activities lead
indirectly to results or accomplishments, such as better
service to the public, accurate technical assistance,  or
telephone courtesy.

     Think about the job you will be performing during the
next year.  What results will you be expected to achieve?
Your results might include:
       a specific product, such as a draft regulation; or

       an increase or decrease in output,  such as
       processing grants more rapidly; or

       an increase in the level of quality of your work,
       such as a reduction in typing errors
     Consider Juanita's initial attempt at listing the
end-products/results she expects to achieve:
              Juanita's pnd-Products or Results;
    Smooth operation of payroll and timekeeping functions
    'Lijttle or no disruption of work activity resulting from
       facilities problems
    Resource/personnel ceilings kept within bounds
    Corrections in accounts/reports etc. made promptly
    Accurate, and timely status reports
    Better personnel services for the division
    Management provided with alternatives to operational
        problems
    Space utilization analysis, diagrams, alternatives
    Financial records accurately, properly maintained
    Position descriptions up-to-date
                             -14-

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     Keeping this in mind,
job and make a list of all
expect you to achieve by September
brainstorm for a
the resul ts your
        30 of next
                                           minute about your
                                           supervisor will
                                             year.
  END-PRODUCTS OR RESULTS YOU EXPECT TO ACHIEVE THIS YEAR:
(Think of these in terms of accomplishments or work outputs)
                            -15-

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Step 2.  Performance Objectives;  Adding  a  Verb
     The list you just created represents  the  end-products/
results you expect to achieve during  the next  year.   To convert
these results into objectives, add  a  verb  which  clearly states
your role in accomplishing that  result.  For example,  if a
certain report is one of your end-products, you  must  decide
whether your role is to write the report,  type the  report,
edit the report, etc.  Your choice  of a strong verb will
clarify your specific responsibilities in  accomplishing the
result.

     Juanita added verbs to her  end-products and results,
as follows:
      VERB
     DIRECT
     DELIVER
   END-PRODUCTS/RESULTS

the smooth operation of the
payroll and timekeeping
functions in the division

improved personnel services
to employees and managers
in the division
      Go back to your list on the previous page  and  add  a
verb whic-h best describes your role  in achieving  each  of the
results.  You may find the following  list of  verbs helpful:
          DATA
                                PEOPLE
                                                        THINGS
audit
check
classify
collect
compare
compile
compute
conduct
correct
determine
evaluate
interpret
obtain
prepare
program
record
report
review
revise
summarize
supply
trace
verify
write
advise
assign
direct
hire
identify
inform
instruct
interview
notify
persuade
provide
represent
select
speak
supervise
train
assemble
complete
construct
control
create
decide
deliver
find
formulate
give
handle
implement
inspect
install
issue
make
operate
organize
plan
process
recommend
schedule
set up
terminate
                                - 16-

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Avoid weak verbs such as these that could mean almost anything;
*  Administer
*  Analyze
*  Arrange
*  Assure
*  Collaborate
*  Cooperate
*  Coordinate
*  Develop
*  Discuss
*  Ensure
*  Examine
*  Expedite
*  Facilitate
*  Follow up
*  Investigate
*  Manage
*  Observe
*  Participate
*  Promulgate
*  Search
*  Study
Avoid waffle words and phrases
*  Improve efficiency
*  Increase morale
*  Communicate with other departments
*  Maintain good employee relations
                *  Be sensitive to
                *  Provide assistance
                *  Develop awareness
                *  Streamline procedures
Step 3. Performance Objectives:   Link to Critical Job Elements
     Once you have defined your objectives, you must match them
to the Critical Job Elements you wrote on page 11.   For
example, one of Juanita's Critical Job Elements is  to "provide
administrative expertise to communicate timely and  accurate
information on policies and procedures."  Among her objectives,
Juanita expects to "direct the smooth operation of  the payroll
and timekeeping functions in the division."  Juanita's expected
result matches her Critical Job Element in the following way;
     CRITICAL JOB ELEMENT
   1.  Prdvide administrative
   support to communicate
   timely and accurate
   information on policies
   and procedures.
              END-PRODUCT/RESULT
              TO BE ACCOMPLISHED
            1.   Direct the smooth
            operation of the payroll
            and timekeeping functions
            in the division.

            2.   Deliver improved
            personnel services to
            employees and managers in
            the division.
                             -17-

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      Like  Juanita,  you  should  list  at  least  one objective  for
 each  Critical  Job Element.   If you  cannot, re-evaluate .the
 importance of  the Critical Job Element.   Is  it truly  "critical"
 if  performing  that  function  leads to no  result?  On the
 other hand,  if you  have an objective for which there  is no
 corresponding  Critical  Job Element, consider whether  you have
 overlooked an  important function of your job.

      As  the example on  page  17 illustrates,  many people find
 that  they  have more than one objective for the same Critical
.Job Element.   This  is perfectly acceptable since some job
 functions  can  easily encompass more than one objective.
 Keep  in  mind that each  objective becomes a performance standard,
 and that you should not have more than ten performance standards
 in  your  final  Agreement.  Normally, employees have six to
 ten performance standards.

      Using Juanita  as an example, review your objectives and
 try to match them to the  Critical Job  Elements you wrote on
 page  11.


    CRITICAL JOB ELEMENT               OBJECTIVES
                                    TO  BE ACCOMPLISHED
                                 -18-

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Step 4.  Measuring Performance;  Have I done a good job?
     Once you have matched your objectives to your Critical Job
Elements, think about how to measure your performance on
each of your objectives.  Remember that a performance standard
consists of an objective PLUS measures:
                   A PERFORMANCE STANDARD =
    I  OBJECTIVE;
    I
    I  RESULTS-ORIENTED
    I       ACTION
    I
                      plus
                        +
                                MEASURES:
Timeliness
Quality
Quantity
     A good way to begin thinking about measures is to ask
yourself the questions:  "How do I know when I've done a
good job?" and "How do I know when I've done a poor job?"
Juanita brainstormed several possible ways to measure how
well she performs her work:
       1
         Lack of complaints
       (^Actions taken within deadlines
       I  No problems reaching management
       (•^Accuracy of information
       I  No procedural errors on timecards or payroll
       (^Complete records
       I^Higher level staff members rarely have to
       I     become involved in problems
       [^Anticipates problems
       I  Resolves problems independently
       I /Keeps current on policies and procedures
| ^Management has confidenc
          6t$Mfiy.l&\\L 4&r ell Sa
            "     I     A
                                   in advice given
                             -19-

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     Now look at  your first  objective  and  list  the  things  that
you and your supervisor would discuss  in answering  the  questions
"How do I know when I've  done a  good job?   or a  poor  job?"
     You shoulUTfind €hat
categories:  timelines
these measures are incompTete by thems^TveltT
                                  sures^fa;
                                  and xauantij
                     into three
                         However,
                      They only
become meaningful when you write them clearly and specifically
and when you use them to define different levels of
performance.

     As you can see from the following diagram, measures of
timeliness, quality, and quantity are established for each
of the three levels of performance:  Outstanding, Satisfactory,
and Unsatisfactory.

                   A PERFORMANCE STANDARD
                                      MEASURES
 •BJECTIVE
TIMELINESS
QUALITY
QUANTITY

TIMELINESS
QUALITY
QUANTITY

TIMELINESS
QUALITY
QUANTITY
                                           OUTSTANDING LEVEL
                                           SATISFACTORY LEVEL
                                           UNSATISFACTORY LEVEL
                             -20-

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Although you
    EQ nn a nce
are required
establish
                                                  meas-u-p-e-s— a-fe
                                                  five. levels
  t a nd in
    and
                                      ectations,
                         in s a 11 s f actoffiV  Once—-
                    and OTsirtfsTactory, it
                                             satisfacto

will be possible to decide whether your performance  actually
meets the measures at  those  levels,  falls  short,  or  somewhat
exceeds them.  For instance, if you  exceed  some or all  of  your
Satisfactory-level measures  but fall  short  of  the Outstanding
ones, you could be given an  Exceeds  Expectations  rating on that
standard .

     That is why it is important to  set your Outstanding level
measures high enough that you can truly distinguish  them from
both Satisfactory and Exceeds Expectations  levels.   Likewise,
it is important to set your  Unsatisfactory-level  measures
low enough that you can truly distinguish them from  Satisfactory
and Minimally Satisfactory levels.

     These definitions of the five rating  levels  are useful
in targeting your measures:
     Outstanding represents  that  level of performance  that
far exceeds Satisfactory requirements and deserves  special
cominendat ion.
     Exceeds Expectations  reflects  results  achieved
that are clearly beyond those that  could be  reasonably
expected at the Satisfactory level.
     Satisfactory represents performance  that can be  reasonably
expected of a qualified and experienced employee in completing
ass ignments.
     Minimally Satisfactory performance  falls below that  of
Satisfactory.  Tt implies that there are areas where
improvement  is expected and required.
     Unsatisfactory represents performance where  there  are
no results, or results are consistently  far below the
Satisfactory level.
                             -21-

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Step 5.  Measuring Performance;  Timeliness

     To begin setting measures, ask yourself whether timeliness
is an applicable measure for your first objective.  If so,
how exactly does it apply?  Standards establishing time
requirements answer questions such as "when", "how soon",
and "within what period."  VThen workloads vary,  a time per
unit requirement may be a practical means of measurement.
Consider these examples:

   Proposed changes submitted X days before established deadline,
   Suggestions evaluated within X days after receipt.
   One-page mernos typed within X period of time.

     Once you have decided how timeliness applies to this
result, turn your attention to the three performance levels.
Most people find it easier to start with Satisfactory, but
in some cases, you may find that it is better to begin with
either Outstanding or Unsatisfactory.

     Our instructions use Satisfactory as a baseline for
writing measures.  For your first objective,  what do you
think is Satisfactory performance in terms of timeliness?
Study the following example of Satisfactory measures for
Juanita's objective:
   I   -  T&A card submissions consistently
   I      on time according to Agency requirements.
   I   -  All reported errors investigated and
   I      employee notified on the same day.
     Defining Satisfactory performance gives you a baseline
from which to define the other two performance levels.  How
much better than Satisfactory would you have to perform for
the result to be Outstanding in terms of timeliness?  What
would your supervisor consider to be Outstanding?  On the
other hand, how much worse than Satisfactory would you have
to perform for the result to be Unsatisfactory?

     In distinguishing the three levels of performance, keep
in mind that Satisfactory performance should be that level
normally expected of an employee in your job.  It is not
intended to indicate "perfection".,  since Outstanding performance
for all three types of measures is expected to represent the
highest possible level of achievement.  There may be certain
instances, however, in which the measure is the same for several
performance levels.  For instance,  an attorney must meet a
deadline for submitting a brief.  If the brief is late, it would
not be accepted; if it is early, it would not further the
case.  Therefore, the same due date would be used at the
Outstanding,  the Satisfactory and the Unsatisfactory levels.

                             -22-

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To continue Juanita's example:
  Satisfactory;
Outstanding;     T&A cards always submitted on time.
                All complaints of payroll or leave
                problems investigated and employee
                notified within two hours of the
                complaint.

                Consolidated division T&A card submission
                consistently on time according to Agency
                requirements.  All reported errors
                investigated on the same day and
                employee notified within 24 hours.

Unsatisfactory; T&A cards consistently late.  Initiation
                of investigations consistently delayed by
                more than 24 hours and no explanation
                given to employee within 24 hours of
                complaint.
     Following the preceding example, develop  timeliness
measures  for  the  first objective you listed on page 18.  Include
all three levels of performance, as discussed on pages 20-21.
                                  TIMELINESS MEASURES

                          OUTSTANDING:
OBJECTIVE:
                          SATISFACTORY:
                          UNSATISFACTORY:
     Now that you have defined timeliness at all three
performance levels, the next step is to measure quality,
                             -23-

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Step 6.  Measuring Performance;  Quality

     Measuring quality is the most important and the most
difficult part of constructing a performance standard.
Quality is a measure applicable to every result—unli'k'e
timeliness and quantity, which you may find apply only to
some of your results.  A quality measure describes  "how well"
or "how thorough" the result must be.  It^jrefers to_agcuracyf
appearance, usefulness, or effectiveness.                ^

     Quality of work can be Measured in terms of results
desired.  This type of measurement may be best expressed
in terms of the desired result to be obtained.  In  writing
a measure of this type, phrases beginning with "so  that",
 jrder that", "(in=orderto", " as^shgym^y", etc.
            method==oT*T!ieasurement can be used when  results are
not easily quantifiable.  Two examples ara listed below:

  -  Decisions on supply needs made with sufficient accuracy
so that no supply items remain in short supply more than X days.
     The clarity and information content of written reports
is such that X% are accepted without question.

     Quality performance may also be measured in terms of manner
of performance.  This type of measurement is often  helpful.
in establishing standards of performance for positions in
which personal contacts are an important factor, or when the
employee's personal attitude, mannerisms, and behavior have
an effect on performance.  Standards of this type answer the
question "in what manner."  For example:

  -  There will be no complaints from any source about
     telephone courtesy.
  -  Speaks clearly and with sufficient volume to be heard.

     Another measure of quality often used is method of doing.
This type of measurement is used when there is a standard
procedure or method for accomplishing a task and when the
use of other than the prescribed procedure is unacceptable.
An example of this could be:

     Forms completed in accordance with office standard
operating procedure.   Rejections by Reviewing Officials do not
exceed X% on procedural grounds.

     Measures of quality can also be historical,  based upon
results achieved in the past, and are frequently set as a
percentage higher or lower than results achieved for a previous
period of the same duration.  For example:

     Rejections will be X% fewer than last year.
  -  The completion rate for processing vouchers will be
     increased by X%.

                             -24-

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     The measures can likewise be comparative, i.e., based upon
the performance or goals of other people or organizations.
Consider these examples:
     The number of awards granted to employees will be
within the guidelines established by the EPA.
     Turnover rate will not exceed the overall rate for
X Division.
     Review your list of measures on page 20.  How many
types of quality measures did you include?  Are there other
quality measures which you can add to your list?  Remember
that your own job experience gives you the basis for knowing
whether you have done a good or a bad job.  Study Juanita's
example:
  Outstanding;
 Satisfactory;
Avoids problems by being well-informed
and anticipating potential problems
in advance.  Review and control procedures
allow no opportunity for fraud and
abuse in overtime, leave, etc.
Alerts Payroll and Branch timekeepers of
changes or problems in advance
so that employees do not experience adverse
impact.  Identifies fraud and abuse by time
card control and careful review. Routine
problems and timekeeping questions responded
to immediately with no follow-up complaints
as to accuracy.
 Unsatisfactory; Major problems generally not anticipated in
                 advance.  Fraud and abuse result from poor
                 control procedures and/or carelessness.
                 Advice frequently causes problems.
                             -25-

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     Now use the same procedure for writing quality measures
that you used for measuring timeliness.  Using the same
objective that you listed on page 23, establish a quality
measure for Satisfactory.  Then, using that as a baseline,
write quality measures for the Outstanding and Unsatisfactory
levels of performance, as discussed on pages 20-21.
                                   QUALITY MEASURES
                        OUTSTANDING:
OBJECTIVE:
                        SATISFACTORY:
                        UNSATISFACTORY:
     Writing good quality measures is a challenging task.  Most
supervisors consider quality measures to be the most important
measure of your accomplishment.  Therefore, you may find that
you will come back to this step of the process many times to
refine your quality measures.
                             -26-

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Step 7.  Measuring Performance;  Quantity
      A quantity measure specifies how many work units must
be completed within a specific period of time.  For example:

        Conducts X surveys per Y period.
     -  Processes X number of vouchers per Y period.

     A quantity measure may also be expressed as an error
rate, such as the number or the percentage of errors allowable
per unit of work, or as a general result to be achieved.
Consider the following examples:

        Not more that X customer complaints received in Y period.
        X% of typed materials submitted are accepted without
        correction.
        All reports reflect division views.

     The quantity measure can also be used when performance can
be assessed in terms of cost effectiveness, i.e.,  the amount
of money saved,  earned,  or expended in the accomplishment of
the work being performed.  An example of this would be:

       Travel costs will not exceed X% of previous year's
       expenses.


     As you did for the timeliness and quality measures, you
will first define your quantity measure, and then set it at three
levels of performance.  Study Juanita's example:
 r
   Outstanding:
   Satisfactory;
   Unsatisfactory;
Submissions procedurally complete so that
no payroll or leave problems are
attributable to tirnecard errors.

Submissions procedurally complete so that
less than 10% of the serious problems are
attributable to timecard errors.

More than 20% of the problems are
attributable to timecard errors.
                              -27-

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     Using the objective on page 23 for which you have now
written timeliness and quality measures, ask yourself whether
quantity is another measure of your result.  If so, decide
how it applies, and proceed to write a  quantity measure  for
Satisfactory performance.  Again, using Satisfactory as  a
baseline, write quantity measures for Outstanding  and
Unsatisfactory performance, as discussed on pages 20-21.
                                   QUANTITY MEASURES
                           OUTSTANDING

OBJECTIVE:
                           SATISFACTORY:
                           UNSATISFACTORY:
     Congratulations 1   You have now completed your first
performance standard.   Following these same procedures should
enable you to write timeliness, quality,  and quantity
measures for each of your results.  Your final standard
for each level should include as many measures of performance
as possible at each of the three performance levels.  The
example on page 30 shows how Juanita completed her first
performance standard,  using the official form.  Notice how
she combined the three types of measures at each performance
level.
                             -28-

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Step 8.  Performance Standards;  Assumptions

     In a performance standard, you should list any assumptions
that may influence your ability to do your job.  If appropriate,
these may include major things that can go wrong in your work,
over which you have little or no control.  It is not necessary
to complete the assumptions box unless you feel that there are
major obstacles which may influence your ability to perform
your performance standard, and about which you feel that
Management needs to be informed in advance.

     For example, if you must travel in order to accomplish
your objective,, you may wish to add an assumption that there
are sufficient Agency travel fu'nds available for you to do so.

     Review each of your standards to deter mine whether any
of them requires assumptions.  Do not list "excuses" for
why you can't do something. Concentrate only on areas where
you are dependent on an outside source to enable you to
achieve your result.

Step 9.  Performance Standards;  Assigning Weights

     When you have completed writing all of your performance
standards,  you should assign weights to them.  The weights
assigned to your standards will add up to a total of 100 points.
The 100 points are divided among your six to ten performance
standards in a manner which reflects the relative importance of
each standard, but not necessarily the amount of time you spend
on each standard.  Thus,  your most important standard would have
the heaviest weight.  Each standard should have a minimum weight
of 10 points.  The following example of a weighted set of
standards illustrates how to distribute the weights:

CRITICAL JOB             STANDARD              HEIGHT
  ELEMENT

  CJE 31                 STD #1-1                10
                         STD #1-2                10

  CJE ff2                 STL) #2-1                15

  CJE #3                 STD #3-1                20
                         SPO #3-2                10
                         STD #3-3                10

  CJE *4                 STD #4-1                15
                         STD #4-2                10
                                      TOTAL     100

     Review your o.vn draft performance standards to determine the
appropriate weight for each one, within a total of 100 points.

                               -29-

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                  Once you  identify an objective and  a  set  of measures,
            add  assumptions  (if necessary),  and assign  weights,  you  have
            completed a performance  standard.   Below is Juanita's first
            standard  properly completed on the  official form:
CRITICAL JOB ELEMENT:
      (Circle One)
 TYPE OF STANDARD:
  (Check One)

   OBJECTIVE:
    Direct sipoth operation
    of payroll and timekeeping
    functions in the division
Q
                            ONGOING
   ASSUMPf/ONS:
              CURRENT YEAR
                                                                  .PERSONAL GROWTH
                                                                           RAJIN
                                       MEASURES:
               OUTSTANDING:    •;& car^  submission always on time.  All
             complaints o^ payroll and leave problems investigated within 2 hours
             of complaint. Submissions procedurally complete so that no payroll/
             leave problems are attributable to timecard errors.  Avoids problems
             by being well-informed and anticipates potential problems or
             procedures in advance.  Revit*/  and control procedures allow no
             opportunity for fraud and abuse in overtime, leave, etc.


               SATISFACTORY:   Consolidated Division T&A card submission
             consistently on time according  to Agency requirements.  All reported
             errors investigated and employee notified same day.  Submissions
             procedurally complete so that less than 10% of the serious problems
             are attributable to timecard errors.  Alerts Payroll and Branch
             timekeepers of changes or problems in advance so Mint: employees do
             not experience adverse impact.  Identifies fraud and abuse by
             timecard control and careful review.  Routine problems and
             timekeeping questions responded to immediately with no follow-up
             COrnnlai ntr.g as t-fi accuracy.
               UNSATISFACTORY:
                                  T&A cards consistently late.  Initiation
              of investigations consistently delayed by more than 24 hours; and
              no explanation given to employee within 24 hours of complaint.
              More than 20% of the problems  attributable to timecard errors.
              Major problems generally not anticipated in advance.  Fraud and
              abuse result from poor control procedures'and/or carelessness.
              Advice frequently causes problems.
                                                                                      WEIGHT   RATING   VALUE
2


1
PERFORMANCE HIGHLIGHTS:—
                                                        -30-

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Step 10.  Performance Standards;  Critical Review
     Have you written good standards?  A test of good standards
is that they are specific; that they are measurable; that you
can attain them; and that they are within your control.   Now
that you have drafted your performance standards, ask yourself
the following questions about each one:


Specificity

*  Does it begin with a verb?
*  Does the verb suggest "results" will spring from it?
*  Is the meaning of each word clear?
*  Have I avoided waffle words?
*  Have I used unnecessary jargon?  If so, how can I restate
   the jargon in language that communicates more specifically?
*  Would a stranger understand what I mean?

Measurability

*  Does the statement represent a truly measurable result or
   an activity in disguise?
*  Have I indicated measures of results for wnicn I should be
   held accountable^
*  Can the means of measurement be tracked at intervals during
   the performance period?
*  Is the objective worth measuring?  Do the standards call
   for truly significant results?
*  Have I been careful not to substitute an easily measurable
   but unimportant objective tor one that is more important?

Attainability

*  Are the objectives and measures realistic?
*  Do they cover a single end result rather than a number of
   commitments?

Controllability

*  Which assumptions, if any, should be stated?  Which
   assumptions are implied?
*  Are they legitimate assumptions or do I really have some
   control over them?
*  Do I have the authority and control of resources to carry
   out the intended performance?
*  Do my objectives and measures interlock with those of
   other employees in my job-related network?


                               -31-

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Part III.   Performance Agreement;  Completing the Forms
     Your final step is to complete your Performance
Agreement (EPA Form 3110-24), v^hich consists of the Final
Performance Guide and the performance standards.  A copy of
each form is included in Appendix F.

     First, list your numbered Critical Job Elements on the
Final Performance Guide.  You will find a section of the
form entitled "Basic Job Function".  In that section, enter
a brief statement that broadly defines your job.

     Next;  complete a performance standard form for each of
your performance standards.  Be sure to do the following:

     1.  Circle the number of the Critical Job Element to
which each standard refers.

     2.  Check whether each standard is ongoing, current
year, or personal growth. (See Appendix D for definitions
of these terms).

     3.  Make sure that each objective contains an accurate
statement of an end-product to be achieved plus an action verb.

     4.  Be sure that you have appropriate multiple quality,
timeliness,  and quantity measures established at all three
performance levels, and that the levels are realistic.

     5.  Enter assumptions, if any, for each standard.

     6.  Enter weights that reflect relative importance for
each standard.
CONGRATULATIONS 1  You have completed drafting your
Performance Agreement.  You are now ready to meet with your
supervisor to discuss and complete your package.  Remember,
this is only a draft.  You and your supervisor will discuss
the suitability of each of your Critical Job Elements and
performance standards, as well as their measures and weights^
Although the goal is to achieve mutual agreement, the
supervisor makes the final determination on all issues
relating to the final establishment of Critical Job Elements
and performance standards.
                             -32-

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                                                   Appendix A
                 EXAMPLES OF CRITICAL JOB ELEMENTS
Critical Job Elements
needing improvement
 Improvements  needed
Improved Critical
Job Element
Coordinate^Dranch
reports^to monitor
branch accomplish-
ments.
 "Coordinate"  is  a
 waffle  word;  use a
 more  precise,
 action-oriented  verb
 to  describe what you
 11 do. "<§)Specify what
 kind  of reports.
Compile branch
activity reports ,
to monitor bra,nch
accomplishments.
Type reports and
documents  xerox
necessary materials,
and update files to
support the
activities of the
team.
"This  is  more'of  an
          *''
 activity list  than
 a Critical  Job
 Element  statement;
 use a single action
 verb  to  describe the
 function that  is
 performed.
Provide clerical
assistance to
support the
activities of the
team.
Examine travel
vouchers.®
 There  is  no  indica-
 tion of "why"  this
 function  is  performed;
 add a  reason for why
 you examine  travel
 vouchers.
Examine travel
vouchers to
authorize
payment.
Prepare effluent
guidelines and
supporting
documentation^to
support Agency
activities.
 Specify the  particu-
 lar  guidelines  and
 documentation  for
 which  you-have
 responsibility.^The
 "why"  portion of the
 Critical Job Element
 statement  should
 specify your respon-
 sibility;  indicate
 why  you perform this
 function.
Prepare effluent
guidelines and
supporting
documentation
for the leather
tanning and
finishing industry
to reduce pollutants
entering waterways.
                             A-l

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        ENVIRONMENTAL SCIENTIST GS -1301-12
CRITICAL JOB ELEMENT:
      (Circle One)
TYPE OF STANDARD:
  (Check One)
.ONGOING _^L_CURRENT YEAR
   OBJECTIVE:
Conduct inspections of field
laboratories
   ASSUMPTIONS:
     Sufficient travel funds
    available
                                                              6
                                                          .PERSONAL GROWTH
PERFORMANCE HIGHLIGHTS:
                                                              MEASURES:
                                           OUTSTANDING:

                                                11 labs by June 1
                                           SATISFACTORY:

                                               10 labs by July 1
                                           UNSATISFACTORY:

                                               6 labs by September 1
                                                                         RATING
                                                                         —	~HM«


                                                                            5



                                                                            4



                                                                            3


                                                                            2



                                                                            1
                                                                                 WEIGHT   RATING   VALUE
                                                                                   Q   x   D  -     .
                                                                                                   3
                                                                                                   Q,

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        ENVIRONMENTAL SCIENTIST GS-1301-12
CRITICAL JOB ELEMENT:
      (Circle One)
TYPE OF STANDARD:
  (Check One)
                             .ONGOING
.CURRENT YEAR
.PERSONAL GROWTH
   OBJECTIVE:

    Conduct inspections of field
    laboratories
   ASSUMPTIONS:
    "Sufficient travel funds available
                                                                          MEASURES:
                                                OUTSTANDING:  All major problems and many minor problems in
                                                laboratory operation identified during on-site inspections. Recom-
                                                mendations for corrections of major problems reflect sensitive
                                                issues and are made at the conclusion of the inspection.  Minor
                                                problems addressed within one week. All scheduled labs  inspected
                                                on agreed-upon timetable, and time is made available for  inspection
                                                                   RATING
                                                                   aS  a result of Sood  planning.
                                                                 Major problems in laboratory operation identified
                                                 during on-site inspection. Recommendations on corrections  of major
                                                 problems presented to  management within one week of completion of
                                                 inspections. All scheduled labs inspected on agreed-upon time
                                                 schedule.


                                                 UNSATISFACTORY: Several major problems left unaddressed.
                                                 Report submitted more  than 2 weeks late.  Poor planning results in
                                                 fewer than half the scheduled labs being inspected.
                                                                                                                     4


                                                                                                                     3
                                                                                            WEIGHT   RATING    VALUE
                                                                                               E   x    D   =
PERFORMANCE HIGHLIGHTS:.

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          BRANCH SECRETARY GS-318-5
CRITICAL JOB ELEMENT:
       (Circle One)
                                             6
 TYPE OF STANDARD:
  (Check One)
.ONGOING
.CURRENT YEAR
.PERSONAL GROWTH
   OBJECTIVE:

     Type letters, reports, tabulated data,
     memoranda,  and other routine correspondence
     in support  of the technical  and adminis-
     trative functions of the branch
ta
i
    ASSUMPTIONS:
                    OUTSTANDING:
                                              MEASURES:
                   Types all-^forms  of correspondence  in final form
                                                                  RATING
                    without typographical errors.   Finds and corrects^all errors in
                    grammar, spelling, capitalization, and punctuation. (7)
                                                 SATISFACTORY: Types all  forms of correspondence, reports, and
                                                 other documents in final form with na more  than two typographical
                                                 errors per  page.  Finds and  corrects*ferrors in grammar,  spelling,
                                                 capitalization, and punctuation.
                                                 UNSATISFACTORY:  Types correspondence  and documents in  final
                                                 form with more than five  typographical errors per page and frequent
                                                 errors in grammar, spelling, capitalization, or punctuation.
PERFORMANCE HIGHLIGHTS:	
                                                                                            WEIGHT   RATING    VALUE

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          BRANCH SECRETARY GS-318-5
CRITICAL JOB ELEMENT:           1
       (Circle One)

TYPE OF STANDARD:   x     ONGOING
  (Check One)

   OBJECTIVE:
      Type letters, reports, tabulated data,
      memoranda, and other  routine correspondence
      in support of the technical and adminis-
      trative functions of  the branch
   ta
   i
   -ts
ASSUMPTIONS:

  * Resources may be exceeded  in special
  circumstances upon authorization of
  the branch chief
  * Adequate typing support  available in
  the branch
                                            .CURRENT YEAR
                                                                        6
                     _PERSONAL GROWTH
                                                                                                               RATING
                           MEASURES:
OUTSTANDING: Types all forms of documents and correspondence
in final form without typographical errors.  Finds and corrects
all errors in grammar, spelling, capitalization, and punctuation.
All typing conforms with Agency style and  format and division
requirements.   Coordinates typing support  within the branch so that!
all typing requests are satisified within  deadlines and resources.

SATISFACTORY: Types most forms of documents and correspondence
in final form with no more than five typographical errors per page.
Typed materials occasionally contain errors in grammar, spelling,
capitalization,  and punctuation.  Completes all typing within one
day of deadlines and on time in all emergency situations.


UNSATISFACTORY: Types documents and correspondence in final
form with more  than five typographical errors per page.  Typed
materials frequently contain errors in grammar, spelling, capi-
talization,  or  punctuation.  Excessive delays in turnaround time
for typing assignments.
                                                                                              WEIGHT   RATING    VALUE
                                                                                                                       4


                                                                                                                       3
PERFORMANCE HIGHLIGHTS:.

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          VOUCHER EXAMINER GS-540-4
CRITICAL JOB ELEMENT:           1
       (Circle  One)
                                                                 6
TYPE OF STANDARD:
  (Check One)
                   .ONGOING
.CURRENT YEAR
.PERSONAL GROWTH
   OBJECTIVE:

     Verify legality and  accuracy.
                           laims,
bd
 I
[''NOTE: In this case,  it  is
 appropriate to have the  same
 measure at both the Outstanding
 and  Satisfactory levels, since
 all  claims must be legally correct
 in order to receive a rating of
 Satisfactory or better.]
   ASSUMPTIONS:
                            MEASURES:                           HATING
  OUTSTANDING:A11 claims" verified are found on post audit  to  be
  legal;  all questionable claims are  referred to supervisor;  all
  reviews Conducted within one day; all computations completed  withirt
  one dayKno  computational errors  found; reviews more than 50
  vouchers-^per day.


  SATISFACTORY: All claims" verified are found on post audit to be
  legal;  all questionable claims are  referred to supervisor;  90% of
  reviews are  conducted within one  day and 10% take one to three day
  90% of  computations on vouchers completed in one day with 10% takii
  24 to 48 hours;p^50 vouchers^reviewed per day.


  UNSATISFACTORY: Three or more claims verified on post audit are
  found to be  illegal;  not all questionable claims referred to  super-
  visor for guidance; 80% or less reviews conducted in one day  with
  30% or  more  taking one to three days or longer; 80% or less of
  computations are completed in one day with 30% taking 24 to 48 hour 3
  or longerp^less than 50 vouchers^reviewed per day.


                                              WEIGHT   RATING    VALUE

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          VOUCHER EXAMINER GS-540-4

CRITICAL JOB ELEMENT:           1
       (Circle One)

TYPE OF STANDARD:    v    ONGOING
  (Check One)

   OBJECTIVE:
                                                         0
                                              .CURRENT YEAR
                          6
                      .PERSONAL GROWTH
     Verify legality and accuracy of  claims
                            *
 F
   ASSUMPTIONS:
                                                                                                                 RATING
                          MEASURES:
OUTSTANDING: All claims verified are found on post audit to be
legal; all questionable claims  are referred to supervisor; all
reviews conducted within one day; all computations  completed withi
one day;  no computational errors  found; reviews 65  vouchers per
day.


SATISFACTORY: All claims verified are found on post audit to be
legal; all questionable claims  are referred to supervisor; 90% of
reviews are conducted within one  day and 10% take one to three day;
90% of computations on vouchers completed in one day with 10%
taking one to  three days; 50 vouchers reviewed per  day.


UNSATISFACTORY: Three or more claims verified on post audit art
found to be illegal; not all questionable claims referred to super-
visor for guidance; 80% or less reviews conducted in one day with
30% or more taking one to three days or longer; 80% or less of
computations are completed in one day with 30% taking one to three
days; 35 or less vouchers reviewed per day.
                                                                                            WEIGHT   RATING    VALUE
                                                                                                          n
PERFORMANCE HIGHLIGHTS:.

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          PROJECT ASSISTANT GS-303-7
CRITICAL JOB ELEMENT:
      (Circle One)
TYPE OF STANDARD:
  (Check One)
.ONGOING
   OBJECTIVE:
     'Progress information provided to
      project manager.
   ASSUMPTIONS
.CURRENT YEAR
                                             6
.PERSONAL GROWTH
                                             MEASURES:
                    OUTSTANDING:  Quarterly reports  submitted within 14 working
                                                                  RATING
  days of  the end of the  quarter.
  without  additional material.
                                                   Project manager can  follow progre
                                                SATISFACTORY:
                                                days of  the end of the  quarter.  InformatiorK611ows project manage
                                                to follow progress with additional material on an as needed basis.
                                    Quarterly reports  submittecL^yithin 21 working
                                    if the quarter.   Informations-allows proiect mar
                    UNSATISFACTORY: Quarterly reports submitted 28  working days or
                    later  after the end of the quarter.  Reports generally require
                    further support material or project manager re-write  to allow
                    senior managers to  follow progress.
                                                                     4


                                                                     3

                                                                     2


                                                                     1
                                                                                           WEIGHT   RATING    VALUE
                                                                                             0    *   D   =	

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           PROJECT ASSISTANT GS-303-7
CRITICAL JOB ELEMENT:
       (Circle One)
TYPE OF STANDARD:
  (Check One)
                         x
.ONGOING
.CURRENT YEAR
.PERSONAL GROWTH
   OBJECTIVE:

      Provide progress  information
      to project manager.
                                              MEASURES:                           RATING
                    OUTSTANDING: Quarterly reports  submitted to project manager
                    within 14 working days of the end of  the quarter.   Information is
                    presented clearly, concisely so that  the project manager can folloi
                    progress without additional material  and can forward  to senior
                    managers as  is  to keep them informed.  Information shows depth,
                    awareness of sensitive issues,  and  strategies for resolving probleiis.

                    SATISFACTORY: Quarterly reports  submitted to project manager
                    within 21 working days of the end of  the quarter.   Information allcfws
                    project manager to follow progress  with additional material on an
                    as needed basis and submit to senior  managers with only minor changes.   3
                    Reports include suggestions for resolving problems.
  w
  oo

   ASSUMPTIONS:
                    UNSATISFACTORY: Quarterly reports consistently  submitted later
                    than 28 working days of the end  of  the quarter.   Reports generally
                    require further support material or project manager re-write to
                    allow senior managers to follow  progress.
                                                                                            WEIGHT   RATING   VALUE
                                                                                               EO]   x    n   -
PERFORMANCE HIGHLIGHTS:.

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      COMPUTER SYSTEMS ANALYST GS-334-12
CRITICAL JOB ELEMENT:           1
       (Circle One)

TYPE OF STANDARD:     x    ONGOING
  (Check One)

   OBJECTIVE:
      EstablisIr'ADP  systems for      ,
      assigned areas within deadlines^*
   ASSUMPTIONS:
      "No major  changes requested
      by user once  program design
      and deadlines are agreed upon
                                               .CURRENT YEAR
                                                                           6
                      .PERSONAL GROWTH
                                                                           MEASURES:       ~                   RATING
OUTSTANDING: General designs  are  efficient:  Designs  require
less than 10% modifications for other than requirement  revisions.
Designs completed by agreed-upon  deadlines, with all user specifi-
cations accommodated.
                                                 SATISFACTORY: General designs are generally efficient^-and requii
                                                 less  than  20% modifications  for other than requirement  revisions.
                                                 Designs  completed within ten working days of agreed-upon deadlines
                                                 with  all user specifications accommodated whenever  possible.
UNSATISFACTORY: General designs  are consistently inefficientY'
Designs require  30% or more modifications for other than require-
ment revisions.  Designs completed  twenty working days or more  aft*
agreed-upon deadlines.  Users frequently complain that specificatii ns
have not been met.
PERFORMANCE HIGHLIGHTS:
                                            WEIGHT   RATING
                                               Q   *   n
                                                                                                                   VALUE

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           COMPUTER SYSTEMS ANALYST GS-334-12
CRITICAL JOB ELEMENT:
       (Circle One)
TYPE OF STANDARD:
  (Check One)
ONGOING
   OBJECTIVE:
       Design ADP systems for assigned areas.
 to
 t
   ASSUMPTIONS:
       *
       No major changes requested
       by user once program design
       and deadlines are agreed upon.
.CURRENT YEAR
                                              6
.PERSONAL GROWTH
                                                                                                                  RATING
                                              MEASURES:
                   OUTSTANDING: General designs are efficient,  as  evidenced by
                    the most eost-effective approach possible;  all  data  requirements
                    streamlined; all unnecessary  functions eliminated.   Designs requir
                    less than 10% modifications for other than  requirement revisions.
                    Designs completed by agreed-upon deadlines, with all user specifi-
                    cations accommodated.	

                   SATISFACTORY: General designs are generally  efficient (as defin
                    above) and require less than  20% modifications  for other than
                    requirement revisions.   Designs completed within ten working days
                    of agreed-upon deadlines,  with all user specifications accommodatec
                    whenever possible.


                   UNSATISFACTORY: General designs are consistently inefficient
                    (as defined above).   Designs  require 30% or more modifications for
                    other than requirement  revisions.  Designs  completed twenty workin
                    days or more after agreed-upon deadlines.  Users frequently compla
                    that specifications  have not  been met.
                                                                                             WEIGHT   RATING   VALUE
                                                                                                                      4


                                                                                                                      3
                                                                                                           n   =
PERFORMANCE HIGHLIGHTS:.

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          PROGRAM ANALYST GS-345-9
CRITICAL JOB ELEMENT:
      (Circle One)
TYPE OF STANDARD:
  (Check One)
.ONGOING
_x	CURRENT YEAR
                                         6
.PERSONAL GROWTH
   OBJECTIVE:
                                         MEASURES:
                                                               RATING
Automate office tracking
systems to integrate workplans,
budget, and Jmployee performance
^
^'. '
V ^ $ -
S -^0^ **** .*
^g^**-* ^»r.*
^^^^Y*v^>^^ a C^- -o£ \"0-
^H^^^^^ vtf=^ x t^ ^ e^^°. e *^\ -
*\ &* ^ ^
\K\ °^\ ^o^^V^. „ ^B Oi tV^e ^
\(i) ^o^ ^e
-------
        PROGRAM ANALYST GS-345-9

CRITICAL JOB ELEMENT:
       (Circle  One)
             0
TYPE OF STANDARD:
  (Check One)
.ONGOING
CURRENT YEAR
.PERSONAL GROWTH
   OBJECTIVE:
        Automate office tracking
        systems to integrate workplans,
        budget, and employee performance
        data.             _<(-
 ta
  I
   ASSUMPTIONS:
                            MEASURES:
 OUTSTANDING: System design complete and Director briefed  by Jul
   1,  with cost comparisons and implementation instructions  prepared
   and included in the briefing.   All sub-systems are ready  for
   implementation upon approval.   Planning is coordinated  witli all
   functional areas and results in a process that is simple, cost-
   effective, and useful to program/project officers.  System  result
        _•   ^ .....__ ,_.. c™  in  comparls0n lo olcj HySLems.
                                                                                      RATING
                                      System design complete and ready  for  Director's
                      review by July 1>.   Planning  is coordinated with all  functional
                      areas and results  in a process that is simple,  cost-effective,
                      and useful to program/project officers and supervisors.  System
                      reduces total input time by  30Z.   Implementation plans are
                      outlined .	
                    UNSATISFACTORY:   System design is  not  complete and not  ready
                     for Director's  review  until August 15  or  later.  Incompletely
                     accounts  for  needs  of  office and  users.   No plans developed for
                     implementation.  System  not likely to  result in  decreased input
                     time.
                                                                       3

                                                                       2
                                                                                              WEIGHT   RATING    VALUE
                                                                                                            D   =
PERFORMANCE HIGHLIGHTS:.

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                                                    Appendix  C
              CHANGING THE PER ORMAMCE AGREEMENT
Groundrules
     1.  Weights for all ongoing and current-year performance
standards must always equal 100, regardless of what changes
need to be made.

     2.  The integrity of the  original Performance Agreement
must be maintained, i.e., the  agreement must be modified  in
such a way as to provide a complete audit trail of all changes
occurring during the entire performance year.

     3.  The determination of  vhat changes need to be made
should consider the following  • -rder or priorities:

          a).  Leave the standards the same - reallocate
               resources
          b).  Revise weightings to reflect changes in
               priorities
          c).  Decrease or extend measures of quality,
               quantity, or timeliness
          d).  Add, delete, or revise performance standards
               and/or Critical Job Elements

     4.  Each change must be dated and initialed by the
employee, the Rating Official, and the Reviewing Official.
Process

     1.  When a completely new performance standard  is added,
an additional page is prepared to record the Critical Job
Element to which the standard is related, the type of
standard added, the objective and related measures,  any
appropriate assumptions and the? appropriate weight assigned
to the performance standard.  Remember that the weight
assigned to the new standard must be obtained by reducing
weights previously assigned to other performance standards,
or by eliminating other perfonaance standards in order to
retain a total weight of 100.  Se*3 page C-3 for an
example of an added standard.

     2.  When a standard is cc-'ipletely, deleted, simply place
an X across the entire page to reflect this deletion.
Remember that the weight previously assigned 4_o the  deleted
                             C- 1

-------
performance standard must be reallocated to other performance
standards in order to retain a total weight of 100.  See
page C-4 for an example of a deleted standard.

     3.  When modifications, rather than additions or deletions,
are required, those modifications should be recorded directly
on the original performance standard whenever possible, by way
of pen-and-ink changes.  Page C-5 contains an example of
a performance standard that has been modified to reflect a
significant decrease in emphasis, while page C-6 contains
an example of a performance standard that has been modified
to reflect a significant increase in emphasis to be given to
the original performance standard.

     4.  Frequently, one or more of the above changes will
necessitate renegotiation of performance standards that have
already been completed.  Since the accomplishment of these
standards cannot be ignored in the final evaluation of
performance, the only renegotiation that can occur is in the
weight assigned to the completed performance standard.  In
this case, the supervisor and the employee must reconsider
the weight of the completed standard in light of the new
changes required, and re-evaluate the relative importance
of the completed standard.   Page C-7 contains an example of
such a change.
                             C-2

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       CJRITtCAL JOB ELEMENT:
             (Circle One)
       TYPE OF STANDARD:
         (Check One)
ONGOING	K   CURRENT YEAR
                     ^PERSONAL GROWTH
          OBJECTIVE:
       Affective state and local government and
         general public  Involvement
O
I
          ASSUMPTIONS:
                          MEASURES:
                   Plan  to proactlvely involve  key constituents
 approved by Dec.  15,  1980; ANPRM by Dec.  15,  1980; inquiry
 response tracking system in place by Dec.  150  1980.  80% or
 better involvement plan  completed by April IS,  1981; average
 turnaround of inquiry response of 5-7 work days.


SAT8SFACTQRY:    Involvement plan approved  anJ  tracking
 system in place by Dec.  15, 1980; ANPRM by Jan.  150 1981.  50%
 or better of involvement plan by April 15, 1981 or 80% by
 June 15, 1981; average inquiry turnaround  of  11-14 work days.
                                                       UNSATBSFACTOBY:  Less than  25% of involvement plan  by April
                                                        15,  1981 or less than 50% by June 15, 1981.  Inquiry response
                                                        average greater than 14 work days.
                                                                                                   WE8GHT   RATBNG

                                                                                                     [20!    X
       PERFORMANCE HIGHLIGHTS:

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    CniTICAlsJOB ELEMENT:
          (CifcKOne)
    TYPE OF STANDARD:  	ONGOING
      (Chock One)
       OBJECTIVE:
     f.cclive state  and  local government
      general public involvement
n
i
       ASSUMPTIONS:
CURRENT YEAR	PERSONAL GROWT
 OUTSTANDING:    plan to proxtlvely Involve key  constituents
  approved  by Dec. 15, 1980;^WPRM by Dec.  15,  1980;  Inquiry
  response  tracking system J-h place by Dec. 15, 1980.   80%  or
  better  involvement plajj'completed by April 15, 1981;  average
  turnaround of  inqulj>y response of 5-7 work days.
                                                        TISFACTOR^:   Involvement plan approved  and  tracking
                                                             in i»^jce by Dc-c. 13.  1980;  ANPRM  by  Jan.  15,  )s81.  50t
                                                      or bcHvle*'ot Involvement plan by April  15,  1981  or  802 by
                                                      June >5?vl981; average inquiry turnaround of  11-14  work  days.
 UNSATISFACTORY:  Less than 252 of involvement plan  by  April
  15,  1981  or  less tha^a 50% by June 15, 1981.  Inquiry  response
  average  greater than fVyWork days.
                                                                                                  WEIGHT    RATING    V/
     ERFORMANCrE HIGHLIGHTS:

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 a
 i
Ul
         CRITICAL JOB ELEMENT:
               (Circle One)
         TYPE OF STANDARD:
           (Chock One)
.ONGOING _.
            OBJECTIVE:
         Effective Btate  and  local government and
           general public Involvement
CURRENT YEAR
.PERSONAL GROWTH
                                              MEASURES:
                    OUTSTANDING:    plan  to  proactive
                    approved by Dec.  15,  1980;  ANPRM by
                    response tracking system in place by
                                                                                                  at
                                        involve
                                       .£1
                    better involvement plan completed by 3lpcf£jf'15 ,  1981;  average
                    turnaround of inquiry response of •§•—?• work days.
                    SATISFACTORY:    Involvement plan approved e«d — e-eaelii^g
                     uyutt.i» in ylaeo by Dec.  15,  1980; ANPRM by^An  15,  1981.
                     or better of involvement plan by April 15; 1Q01  or COT. by
                                                                                                                   50Z
            ASSUMPTIONS:
                                                          June 15, 1981;  average  Inquiry turnaround of 11-14  work. days.
                                                          UNSATISFACTORY:   Less  than 25% of Involvement plan
                                                           15, 1Q81 og-luaa than 50% -by June 15, 1981.  Inquiry response
                                                           average greater than 14  work days.
                                                                                                      WEIGHT   RATING
                                                                                                                    D   -
         PERFORMANCE HIGHLIGHTS:

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n
i
      CRITICAL  JOB fil EMENT:
            (Cucie One)

      TYPE OF STANDARD:
        (Check One)

         OnJt'CTIVH:
ONGOING  __
                state  and  local government and
                public luvoiveinent
         ASSUMPTIONS:
CURRENT YEAR
                      .PERSONAL GROWTH
                          MEASURES:
OUTSTANDING:    Plan to proactlvely  Involve key constituents
 approved by Dec. 15,  1980; ANPRM  by  Dec. 15, 1980; Inquiry
 response tracking gyutera In place by Dec. 15, 198Q/  ffiftm «»
 iiMhfcitp Involvement plan completed by aprfj.  15, 1981;  average
 turnaround of Inquiry response  of 4—f" work  days, /^r/*  **?  •
                                                       SATISFACTORY:    Involvement  plan  approved and tracking  -><~
                                                        system In pl.-ict by Dec.  15,  1980;  ANPKM by Jan. .'5. 1981.  4^
                                                        or better of Involvement plan by^A?Tl5, 1981^' or 80% by
                                                            AS, «lQ81t average Inquiry  turnaround of 41 l^1 work days.
UNSATISFACTORY:   LeSs tna
 15,  198?. sf iMi.-tf t'.ian 50r< by
                             au"55# of Involvement  plan by April
                                        QUl
  average  greater  than -i-^work days. Alo
                      '
                                                                                                    Inoulry response
                                                                  RA
                                                                                                   WEIGHT   RATING    V>
      PERFORMANCE HIGHLIGHTS:

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         CRITICAL JOB ELEMENT:
               (Circle  One)
         TYPE OF STANDARD:
          (Check One)
	ONGOING
CURRENT YEAR
.PERSONAL GROWTH
            OBJECTIVE:
         Effective Btate and  local government  and
           general public Involvement
o
i
            /iSSU/WPT/OA/S:
                                                    MEASURES;
                          OUTSTANDING:    Plan to proactlvely involve key  constituents
                           approved  by Dec. 15, 1980; ANPRM by Dec. 15, 1980;  inquiry
                           response  tracking system in place by Dec. 15, 1980.   802 or
                           better involvement plan completed by April 15, 1981;  average
                           turnaround of inquiry response of 5-7 work days.


                          SATISFACTORY:   Involvement plan approved and  tracking
                           system in place by Dec. 15,  1980; ANPRM by Jan. 15,  1981.  502
                           or better of involvement plan by April 15, 1981 or  802 by
                           June 15,  1981; average inquiry turnaround of 11-14  work days.
                                                        UNSATISFACTORY:   Less  than 252 of involvement plan by April
                                                         15,  1981 or less than 502  by June 15, 1981.   Inquiry response
                                                         average greater than 14 work days.
                                                                                         *•*>
                                                                      WEIGHT   RATING
                                                                               x   I—i
        PERFORMANCE HIGHLIGHTS:

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                                                    Appendix D
                      GLOSSARY OF TERMS
Assumptions are factors over Which an employee has little, if
      any, control, but which might exert a significant
      impact on the employee's performance, or ability to
      achieve an objective.  Assumptions are noted on the
      final performance standard form as a kind of
      "qualifier" - that is, to reflect the fact that
      acceptable performance of the objective is dependent
      on events, resources, or actions of other persons
      that are beyond the employee's control.

Basic Job Function is a brief umbrella statement that
      describes the overall purpose of your job.

Critical Job Element is "any requirement of the job which
      is sufficiently important that inadequate performance
      of it outweighs acceptable or better performance in
      other aspects of the job".  In short, a Critical Job
      Element represents an important cluster of related
      activities that enable you to fulfill your Basic
      Job Function.  The Critical Job Elements are recorded
      on the Performance Guide, signed by the employee,
      the supervisor, and the reviewing official,  and
      become part of the Performance Agreement.

Current-Year Standards are specific results or accomplish-
      ments that are targeted for the current year only.
      They primarily relate to those special assignments
      that are of short duration and are one-time projects.

Measures are the indication of quality, quantity,  and
      timeliness against which the accomplishment of an
      objective is assessed.  Measures are established in
      the performance standard at three levels: outstanding,
      satisfactory, and unsatisfactory.  An objective
      combined with these three levels of measures becomes
      a performance standard.

Objectives are specific descriptions of intended,  measurable,
      results derived from your Critical Job Elements.

On-Going Standards are specific results expected of you in
      your routine job performance during every performance
      period.  They primarily relate to those responsibilities
      reflected in your position description.
                             D-l

-------
Performance Agreement is the document in which the Critical
      Job Elements and all performance standards are
      incorporated.  It is drafted by the employee, signed
      by the supervisor, and reviewed and approved by the
      reviewing official.

Performance Evaluation is the formal comparison of an
      employee's performance against the results which he
      or she committed at the beginning of the performance
      period.

Performance Highlights are notes written on the Performance
      standard which provide a brief, running history of
      significant events pertaining to the rating of an
      objective.  Observations,  occurrences,  or accomplish-
      ments are recorded as Performance Highlights in
      order to substantiate and  facilitate the final rating
      for each objective.

Performance Period is the time span (generally one year)
      covered by the performance standards.

Performance Planning is the process through which employee
      and supervisor jointly identify the Critical Job
      Elements of the employee's position and determine and
      commit themselves to performance standards by which
      the employee's performance will be evaluated at the
      close of the performance period.  Briefly put,  it
      is the clarification of performance expectations;
      setting down on paper specifically what it is the
      employee is to be held accountable for.

Performance Reinforcement is anything given to,  or done
      for,  or with,  the employee which msy be perceived
      as recognition or reward in order to encourage that
      employee to continue to achieve better  and better
      results.   The  best reinforcement is simple acknowledgement
      of valuable contributions  and successful performance,
      recognition of good work,  and additional responsibility,
      if merited.  Other reinforcers are salary increases,
      cash  awards, etc.

Performance Score is the sum of  all performance values.
      (See  definition of performance values on page D-3).
                             D-2

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Performance Tracking  is  the  process  of monitoring  progress
      toward achievement of  objectives.   The  goal  of this
      process is to provide  the  supervisor  with an awareness
      of the performance of  the  employee's  accomplishments:
      what has been done, what has not, how,  when, and  why.
      Effective performance  tracking will provide  the
      supervisor with an overall perspective  of the year's
      work and also with valuable data jieeded for  an
      objective and meaningful performance  appraisal.  It
      should also signal the need for  supervisory  guidance
      and assistance, and help to make the  Performance
      Agreement a working document.

Performance Value is  the figure  which  equals  the Weight of
      a performance standard times the Rating assigned  to  it.

Personal Growth Standards are specific descriptions of
      results desired for the employee's performance
      improvement or  personal development.  Personal develop-
      ment needs and  improvement opportunities are discussed
      with the employee's supervisor,  and personal growth
      objectives are  then formulated to address the
      identified needs.  They are not  weighted.

Ratings reflect the relative merits of performance against
      standards according to this scale:

                   5  Outstanding
                  . 4  Exceeds Expectations
                   3  Satisfactory
                   2  Minimally  Satisfactory
                   1  Unsatisfactory

Weights for all on-going and current-Year performance
       standards in any performance period  equal 100 points.
       Each objective is assigned the  number  of points
       that reflect its relative importance within the
       total of 100 points.
                             D-3

                                       US'EpA Headquarters Library
                                       10nn_ Matl code 3201
                                       1200 Pennsylvania Avenue NW
                                         Washington DC 20460

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                                                Appendix E
                    QUESTIONS AND ANSWERS
    What is PMS?

    PMS is a systematic approach to achieving desired
    results.  It is not a program, but a system for
    Management to plan and obtain results,  while meeting
    the goals and promoting the satisfaction of its
    participants.  Simply, it is blending the individual
    plans and needs of employees with the objectives and
    goals of the organization.
Q.  What's wrong with the old-fashioned job description?

A.  The job description generally catalogues what the
    organization requires of the job, not of the employee
    in the job.  Furthermore, the job description is a
    statement about activities rather than goals and
    outputs.  Reliance on the job description alone can
    lead people and departments to do things without
    anyone evaluating whether or not they should be done,
    or if others are already doing them.
Q.  Does PMS demand a lot of paperwork?

A.  At first there may seem to be more that you would prefer.
    But once you limit your objectives to the critical few
    and become more comfortable with the system,  paperwork
    dwindles and shortcuts develop.  Remember, however,
    that although it's easy to complicate matters,  it takes
    time and effort to simplify.
Q.  Isn't the purpose of each Critical Job Element to
    "get the work done"?

A.  The focus of traditional performance appraisal systems
    has been on inputs, rather than on goals or outcomes.
    Completion of the Performance Guide causes a change
    in thinking about work responsibilities.  Rather than
    stating what goes into "getting the work done",
    properly written Critical Job Elements reflect what
    purpose the completion of the work serves, or what
    goal is to be attained.
                             E-l

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Q.   What if my supervisor and I disagree on the Critical
    Job Elements and performance standards of my position?

A.   Ideally, disagreement will be minimal.  If agreement
    cannot he attained, however, your supervisor has the
    responsibility and the authority to decide the
    critical elements and standards of your job.  The
    important thing to remember is that this performance
    appraisal system provides for meaningful communication
    between supervisor and employee about the job's purpose
    and direction prior to the evaluation of performance.
    This way, everyone knows in advance what the ground
    rules for performance will be.
    Can every job element be measured?

    Yes.  But it may take time to change perceptions in
    order to discover how it can be measured.  Moreover,
    it may be necessary to reorganize or redefine the
    job element in order to make it measurable.
Q.  My position description lists numerous responsibilities.
    How can I include all facets of my job in 4-7 statements?

A.  If you think in terms of goals or direction, you will
    find that a number of the day-to-day responsibilities
    enumerated in your position description can be combined
    into one Critical Job Element.
Q.  Why is it important to start each statement with an
    action verb?

A.  Beginning with an action verb should assist the writer
    to focus on a goal or outcome,  and this in turn should
    make the statement very specific in describing exactly
    what is done, and why.


Q.  What happens if any employee doesn't have the
    authority to accomplish an objective?

A.  PMS helps solve that problem.  Delegation of authority,
    and the removal of obstacles, become more clearly
    defined as everyone works to achieve individual as well
    as unit objectives.
                             E-2

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Q.   What happens if some objectives are not achieved because
    of circumstanees beyond everyone's control?

A.   First, consider the circumstances.  If they significantly
    and legitimately affected an employee's> performance, then
    the employee should not be arbitrarily penalized.  Instead,
    he or she should be evaluated on the basis of what was
    accomplished, how well, and when,  considering the
    circumstances.  Work plans are invaluable here in checking
    actual results against established timetables and goals.
    Second, this type of "failure" can teach an invaluable
    lesson for setting objectives in subsequent performance
    periods.  It will point to the need for anticipating
    and stating assumptions.
Q.  Do objectives tend to change from year to year?

A.  Yes.  Objectives set during any given rating period
    should represent the few objectives that will have a
    positive, significant impact on the achievement of
    annual organizational goals.  To the extent overall
    yearly goals change, individual objectives should
    reflect those modifications.
Q.  Why do we write the Basic Job Function statement
    once we have identified our Critical Job Elements?

A.  Once you have identified your Critical Job Elements,
    you have identified why you do the individual things
    you do.  The Basic Function identifies the overall
    purpose of why you do/everything you do.   It focuses
    on the results you are expected to produce by
    fulfilling all your Critical Job Elements.  In this
    sense, it serves as a test to assure that all your
    Critical Job Elements make an integrated unit -
    your position.
                             E-3

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                                                          Appendix F
          PERFORMANCE AGREEMENT  AND  APPRAISAL
                                                          Performance Period

                                                                      To
EMPLOYEE
Last Name                        First Name              Title            Grade/Level



                                    Organization

SUPERVISOR


Last Name                        First Name              Title

     This  document is a key part  of  the Performance Management System (PMS),  which,  to a
larse extent, aims ac compensating employees in relation to  the specific, measurable  con-
tributions they aake to the Environmental Protection Agency's success.  Effective  use of
this document helps the EPA motivate and retain valuable employees and obtain maximum
return on  its investment in them.


                               MAKING  THE AGREEMENT

     The first part of this document should be completed by  adding your approved
Performance Guide immediately behind this cover page.

     The second part of this document consists of those performance standards to which
you commit yourself for the coining performance period.   The  pages that follow should  be
completed  by filling in one page  per standard and by indicating at the top of each page
one of the following types of standards:

         o On-going Standard     o Current Year Standard    o Personal Growth Standard

     When  youi? Performance Guide  has been added and your standards are filled in,
acknowledged, and/or approved,  they'make up your Performance Agreement.  The  Agreement
covers the performance period cited  above.  At the end  of that period, your job perform-
ance will  be evaluated and rewarded  as measured against the  objectives, measures,  and
weightings to which you commit  yourself.


                              INSTRUCTIONS  TO THE  EMPLOYEE

     1.  Refer to your Final Performance Guide for use  in keying your standards to your
         critical job element.   If you do not have a copy of the Guide, see your
         supe visor.
     2.  Fill in the spaces above.
     3.  Complete the sections  that  make up your Performance Agreement.

                                      F-l

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                        PERFORMANCE  AGREEMENT
 My signature indicates  that  I have reviewed and discussed with my supervisor the
performance objectives,  measures, and weightings set  forth on  the following pages.
Employee's Signature                                        Date

COMMENTS:
I have also reviewed  the same pages, and I approve  the  objectives, measures, and
weightings for this Performance Period.
Supervisor's Signature                                  Date
Reviewing  Official's Signature (AAs and ?As  will       Date
be both Supervisor and  Reviewing Official for those
subordinates reporting  directly to them.')

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CRITICAL JOB ELEMENT:
      (Circle One)
 TYPE OF STANDARD:
  (Check One)
   OBJECTIVE:
•n
tn
   ASSUMPTIONS:
.ONGOING
.CURRENT YEAR
                                         OUTSTANDING:
                                         SATISFACTORY:
.PERSONAL GROWTH
                                      MEASURES:
                                         UNSATISFACTORY:
                                                       RATING
                                                                          3


                                                                          2
                                                                             WEIGHT  RATING    VALUE
                                                                               D
 PERFORMANCE HIGHLIGHTS:.

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CRITICAL JOB ELEMENT:
     (Circle One)
TYPE OF STANDARD:
  (Check One)
   OBJECTIVE:
   ASSUMPTIONS:
.ONGOING
.CURRENT YEAR
                                     6
.PERSONAL GROWTH
                                     MEASURES:
                                       OUTSTANDING:
                                       SATISFACTORY:
                                       UNSATISFACTORY:
                                                      RATING
                                                                           WEIGHT  RATING    VALUE
                                                                             D   *
PERFORMANCE HIGHLIGHTS:.

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CRITICAL JOB ELEMENT:
     (Circle One)
TYPE OF STANDARD:
  (Check One)
   OBJECTIVE:
   ASSUMPTIONS:
ONGOING
.CURRENT YEAR
                                        OUTSTANDING:
                                        SATISFACTORY:
                                     6
.PERSONAL GROWTH
                                     MEASURES:
                                        UNSATISFACTORY:
                                                       RATING
                                                                                                3


                                                                                                2
                                                                            WEIGHT  RATING    VALUE
                                                                             n
PERFORMANCE HIGHLIGHTS:.

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 CRITICAL JOB ELEMENT:

       (Circle One)
  TYPE OF STANDARD:

   (Check One)
    OBJECTIVE:
i
00
    ASSUMPTIONS:
.ONGOING
.CURRENT YEAR
                                         OUTSTANDING:
                                         SATISFACTORY:
.PERSONAL GROWTH
                                     MEASURES:
                                         UNSATISFACTORY:
                                                      RATING
                                                                             WEIGHT  RATING    VALUE
                                                                              D
 PERFORMANCE HIGHLIGHTS:.

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CRITICAL JOB ELEMENT:
     (Circle One)
TYPE OF STANDARD:
  (Check One)
   OBJECTIVE:
   ASSUMPTIONS:
.ONGOING
.CURRENT YEAR
                                        OUTSTANDING:
                                        SATISFACTORY:
.PERSONAL GROWTH
                                      MEASURES:
                                        UNSATISFACTORY:
                                                       RATING
                                                                         4


                                                                         3
                                                                            WEIGHT  RATING    VALUE
                                                                              n
PERFORMANCE HIGHLIGHTS:.

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CRITICAL JOB ELEMENT:
      (Circle One)

TYPE OF STANDARD: _
  (Check One)

   OBJECTIVE:
ONGOING
   ASSUMPTIONS:
.CURRENT YEAR
                                         OUTSTANDING:
.PERSONAL GROWTH
                                      MEASURES:
                                         SATISFACTORY:
                                         UNSATISFACTORY:
                                                       RATING
                                                                                                  3


                                                                                                  2
                                                                             WEIGHT  RATING    VALUE
                                                                               D
PERFORMANCE HIGHLIGHTS:.

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CRITICAL JOB ELEMENT:
     (Circle One)
TYPE OF STANDARD:
  (Check One)
   OBJECTIVE:
   ASSUMPTIONS:
.ONGOING
.CURRENT YEAR
                                        OUTSTANDING:
                                        SATISFACTORY:
                                      6
.PERSONAL GROWTH
                                      MEASURES:
                                        UNSATISFACTORY:
                                                       RATING
                                                                         4


                                                                         3


                                                                         2
                                                                            WEIGHT  RATING    VALUE
                                                                              D
PERFORMANCE HIGHLIGHTS:.

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CRITICAL JOB ELEMENT:
     (Circle One)
TYPE OF STANDARD:
  (Check One)
   OBJECTIVE:
   ASSUMPTIONS:
ONGOING
.CURRENT YEAR __
.PERSONAL GROWTH
                                     MEASURES:
                                        OUTSTANDING:
                                        SATISFACTORY:
                                        UNSATISFACTORY:
                                                       RATING
                                                                                                 3


                                                                                                 2
                                                                            WEIGHT  RATING   VALUE
                                                                              n
PERFORMANCE HIGHLIGHTS:

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                                      OVERALL
                          PERFORMANCE  APPRAISAL
                                 CERTIFICATION
            SCORE BY CRITICAL JOB ELEMENT
                                                      NAME OF EMPLOYEE
 Critical
 Job
 Element
 (note
 number of
 CJE
 that
 corres-
 ponds to
 each Per-
 formance
 Standard)
Performance
 Standards
                Performance Stds.
                    Ratings
             (Weight x Rating-Value)
 CJE Subtotals
Weights  Values
  CJE Average
    Rating
(Values 4 Welch
                 1
                 2
                 3
                 4
                 5
                 6
                 7
                 8
                 9
                10
                                                      Overall Score:
SUMMARY ADJECTIVE RATING RECOMMENDATION (Outstanding, Exceeds Expectations, Satisfactory, Minimall
                                    Satisfactory, Unsatisfactory)
COMPENSATION REODM-IENrATIONS  (Include Salary Increases an^/or Other Incentives, as appropriate):
OTHER PERSONNEL ACTION RECSEMENDATIONS;
                                          F-15

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           ACKNOWLEDGEMENT  AND APPROVAL OF  THE PERFORMANCE APPRAISAL
IMPLDYIZ
     My signature Indicates that my supervisor  and I have conferred about ay
     performance as evaluated against  the  standards set for the performance period
     cited on the cover of this document.
     Signature                                          Date


SUPERVISOR

     I have held a performance appraisal  interview with th£ employee who signed above.
     Signature                                          Date
REVIEWING OFFICIAL (AAs and RA will  be  both Supervisor and Reviewing Official for
                    all subordinates reporting directly to them)

     I have reviewed the appraisal,  and  I concur with it.
      Signature                                         Date




POOL MANAGER  (RA, DM, or Staff Office Director)
                                   <%
     I hereby approve the compensation decision for this employee,
      Signature                                           Date
                                     F-16

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