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NETL’s Performance Management and Awards System

Ellen Harris Baliker
Human Resources Division

Strategic Compensation Conference 2002
August 27, 2002

 

NETL PMAS Process

[This slide is divided into three sections.]

Section 1:

[There is a picture of a target.]

Goal Setting

  • January-March:Institutional Plans
  • April-beginning of May:Annual Operating Plans
  • May:Individual Work Goals
  • November-December:Mid-year updates of plans and goals

Section 2:

[There is a picture of a basketball player.]

Performance Measurement

  • July:1st quarter high-level metrics summary
  • October:2nd quarter high-level metrics summary
  • November-December:Individual Work Goal progress review
  • January:3rd quarter high-level metrics summary
  • April-May:Individuals’ 360 feedback reports
  • May-June:Divisional OPA Scorecards

Section 3:

[There is a picture of fireworks.]

Rewarding for Results

  • October-November:Employee Survey
  • December-January:PMAC recommendations to LMPC
  • April:Revised PMAS approved
  • July:Award pools decided by Director
  • July-March:Special recognition awards
  • May-June:QSI nominations and awards
  • July:OPA approvals and awards

National Energy Technology Laboratory

  • One of DOE’s 17 national labs
  • Government owned / operated
  • Sites in:
    • Pennsylvania
    • West Virginia
    • Oklahoma
    • Alaska
  • More than 1,100 federal and support contractor employees

Our Mission

  • Resolve the environmental, supply, and reliability constraints of producing and using fossil resources
  • Support development and deployment of environmental technologies to remediate DOE’s weapons complex

What We Do

  • Shape, fund, and manage extramural RD&D
  • Conduct onsite research
  • Support energy policy development

Shape, Fund, and Manage Extramural RD&D

  • 1,100 research activities in all 50 states and several foreign countries
  • Total award value $6.6 billion
  • Private sector cost-sharing of $2.2 billion
    • Leverages DOE funding
    • Ensures relevance
    • Accomplishes missionthrough commercialization

Number of Projects

  • Industry - 468
  • Academia - 262
  • Not for Profit Labs - 117
  • National Labs - 125
  • Other - 53

A Well-Trained Workforce

  Other B.S. M.S. Ph.D.
Contractor
314
142
65
21
Federal
135
175
176
110

  Other Professional Administrative Technical Engineers Scientists
Contractor
82
109
50
195
74
32
Federal
23
65
117
66
204
121

 

New Challenges, New Opportunities

[There is a graphic of people having a conference and a professional looking through a microscope.]

METC logo & PETC logo points to the FETC logo. The FETC logo points to the NETL logo.

The Journey

  • In 1993, part of our organization, implemented a formal 360 feedback system with the five-level performance system
  • This system was designed by a process improvement team during the TQM initiative
  • This process improvement team became thePerformance Management and Award Committee (PMAC) which oversees performance management and award policy
  • The PMAC is sponsored by the Labor Management Partnership Council (LMPC)

Performance Management and Award Committee (PMAC)

John Augustine, Contract Specialist, Office of Business & Logistics

Ellen Harris Baliker, Human Resources Specialist, Office of Business & Logistics

Gary Covatch, Project Manager, Office of Project Management

Jan Hogler, Director Financial Management Division, Office of Business & Logistics

Rich Killmeyer, Research Scientist, Office of Science & Technology

Dale Schmidt, Technical Advisor, Office of Strategic Center for Natural Gas

Advisor:

Donna Tamilia, Human Resources Specialist

Sponsors:

Larry Kisner, Union President, AFGE Local 1995, Office of Science & Technology

Ann Dunlap, Paralegal Specialist, Office of Chief Counsel

Design and Implementation

  • Merger of the two centers motivated a much-needed improvement in cross-organizational teaming
  • The PMAC pioneered an employee-driven Team Award
  • In September 1995, NETL was one of the first organizations to implement a pass/fail rating system with 360 degree feedback

Revolution in Accountability

  • NETL has shifted its focus to the challenges of the Government Performance and Results Act (GPRA)
  • Establish accountability at the employee level
  • Measure results achieved not only in programmatic responsibility but also key administrative requirements
  • Establish an operating plan scorecard
  • Spotlight link between employee and productivity

Organizational Success

  • Performance Incentive Leadership
  • Results

NETL’s PMAS

  • Goal setting
  • Performance measurement
  • Rewarding results

An Integrated Planning Process

In the center of the slide, there is a graphic of a pyramid that includes the following labels:

  • Work Goals of Individuals
  • Operations Plans and Product Plans
  • Institutional Plan and Business Plan

Outside of the pyramid, there are two labels that connect with double-sided arrows.

  • Motivation
  • Leadership

Align Employee Performance with
Strategic Goals

  • Improve the link between individual performance and organizational results
  • NETL has a schedule for cascading from Institutional and Business Plans, to Office Operation Plans, to Division Operation Plans
  • Employees must align their Individual Work Goals (IWG) with these formal Plans

Align Employee Performance with
Strategic Goals

  • Each Individual Work Goals (IWG) will identify the primary stakeholder (leader, sponsor, manager, supervisor, etc.)
  • Employees must choose 1-5 IWGs, with a minimum of two different stakeholders; supervisors will be on the rating team whether they are a stakeholder or not

Elements and Standards

  • Element 1 – JOB PERFORMANCE
    • Achievement of Work Results
    • Quality of Work Results
    • Responsibility and Accountability
    • Integrated Safety Management

Elements and Standards

  • Element 2 – ORGANIZATIONAL VALUES
    • Focus on Stakeholders
    • Commitment to NETL Excellence
    • Working Together

Elements and Standards

  • Element 3 – INTERPERSONAL SKILLS
    • Professionalism
    • Communication

Elements and Standards

  • Element 4 (SUPV. ONLY) – SUPERVISORY RESPONSIBILITY/LEADERSHIP
    • Management
    • Leadership

Performance Measurement

  • In 2002, NETL changed from a formal software-driven 360-feedback system to an informal feedback system
  • Uses the back of the work goal form to gather feedback at the individual level

High-Level Metrics

  • Performance measurement parameter are incorporated into a "dashboard" to improve focus on the most critical performance trends
  • The instrument panel is used for steering the organization
    • Green indicates expectations are being met
    • Yellow raises caution
    • Red triggers management attention

Performance Measurement
"Dashboard" Improves Focus on Most Critical Performance Trends

Customer Satisfaction (Yellow)

  • Funding (Green)
  • Information Products (Red)

Investment Results (Green)

  • DOE/OMB Scorecard (Green)
  • GPRA/Joule Performance (Yellow)
  • Public Benefits (Red)

Human and Physical Resources (Yellow)

  • Safety (Green)
  • Employees (Red)
  • Infrastructure (Yellow)
  • Assessments and Surveys (Yellow)

Organizational Effectiveness

  • Strategic Focus (Yellow)
  • Projects (Green)
  • Science and Technology (Red)
  • Cost Control (Yellow)

Organizational Performance Report

  • Year-end results of Organization’s performance towards set metrics
  • Documentation used by AD to determine if metric was met or not
  • The report:
    • Documents how metrics were met
    • Allows organizations to present extenuating circumstances which precluded them from meeting a metric
    • Compilation of required quarterly reports from Intranet

Rewarding for Results

  • Organizational Performance Award
  • Special Recognition Award
  • Time Off Award
  • Quality Step Increase

Summary

  • NETL PMAS features:
    • Balance, simplicity, flexibility, fairness, inclusiveness, opportunity, defined roles
  • Resulted in:
    • Improved goal setting and accomplishment, organizational discipline, employee satisfaction, accountability, tangible rewards
  • "THAT WHICH GETS MEASURED, GETS DONE!"

 
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