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-
-------
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-
-------
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-
-------
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-
-------
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-
-------
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-
-------
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-
-------
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
-------
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,
-------
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:.
-------
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
-------
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:.
-------
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
-------
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:.
-------
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 =
-------
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:.
-------
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
-------
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:.
-------
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:.
-------
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
-------
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:
-------
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:
-------
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:
-------
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:
-------
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:
-------
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
-------
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
-------
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
-------
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
-------
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
-------
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
-------
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.')
-------
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:.
-------
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:.
-------
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:.
-------
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:.
-------
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:.
-------
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:.
-------
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:.
-------
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:
-------
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
-------
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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