Measuring Performance
- S&T Reinvention Lab Personnel Demo –

Aviation & Missile Research, Development, and Engineering Center

William H. Leonard, Ph. D.
University of Alabama in Huntsville

OPM Strategic Compensation Conference 2002

Overview

• AMRDEC Challenge and Vision
• Pay-for-Performance Management System
• Performance Management Model
• Individual and Organizational Linkages
• Is AMRDEC A Better Organization?

AMRDEC Challenge and Vision

Provide a CONUS-Based Airliftable Force with the Platform and Weapon Technology to Ensure High Survivability and Lethality to Enable
Swift Decisive Victory

These words Affordable, Deployable, Flexible, Lethal and Survivable have an arrow pointing to AMRDEC’sVision "Weapon System Technology for Swift Decisive Victory Without Casualties"

VIA:Focused Technology Base/ Demonstrations
System Modeling and Simulation
Real / Virtual Prototyping

Pay-for-Performance Management System

Management

• Assessment Tools
  • Formal Assessment Chain
  • Individual Objectives
  • Evaluation Elements (Weighted)
  • Universal Evaluation Criteria
• Employee Feedback

Employee

• Joint Development of Objectives
• Provide Achievements Details
• Provide Supervisor Feedback

Union

• Member PMB & Design Teams
• Participate in Focus Groups &
  Surveys

Annual Assessment

• 12 Month Cycle
• 120 Day Minimum
• General Increases at Risk

• Awards < 10k
• Extraordinary Pay 0.5%*
• Salary 2.4%**
• Bonus 1.3%***
  • Assessment Compensation (Annual)
  • Organizational Objectives (Annual)
  • Organization Mission & Goals (Annual)

* Highest Extraordinary Pay 18%
**Highest Individual Pay 5.4%
***Highest Individual Bonus 5.4%

Performance
Management Model The Job Environment

[ Graphic showing The Job Environment, The Performace Appraisal and Performance Appraisal are linked together. ]

The Job Environment

Performace Objectives

• Job Responsibilities Based on Mission/Goals
• Benchmark Position Descriptions
• Joint Effort During Performance Conference
• Deals with Outputs andThe Performance Appraisal

The Performance Appraisal

Performance Elements

• Generic Attributes of Job Performance
  • Technical(15-50)
  • Working Relations(5-15)
  • Communications(5-15)
  • Resource Management(15-50)
  • Customer Relations(10-50)
• Characteristics of Performance
• Evaluation Assisted By Use of Benchmark Performance Standards

Performance Incentives

Example Performance Elements

1. Technical Competence:Exhibits and maintains current technical knowledge, skills, and abilities to produce timely and quality work with the appropriate level of supervision.Makes prompt, technically sound decisions and recommendations that add value to mission priorities and needs.For appropriate career paths, seeks and accepts developmental and/or special assignments.Adaptive to technological change.
(Weight range:15 - 50)

4. Resource Management:Meets schedules and deadlines, and accomplishes work in order of priority; generates and accepts new ideas and methods for increasing work efficiency; effectively utilizes and properly controls available resources; supports organization’s resource development and conservation goals.(Weight range:15 - 50)

Science & Technology Reinvention Laboratory Personnel
Demonstration Program

Performance Management System Attributes
-- Factors/Elements --

Benchmark Performance Standards
(Measuring Performance)

Adapted from NIST Demo

B86 - B100 = A

B85 - B71 = B

1. Quality of job performance serves mostly as a benchmark for others within the Center
2. Job performance has a major impact on mission
3. Most work completed ahead of schedules and deadlines
4. Sought after within the Center for knowledge and skills of job techniques and processes
5. Usually seeks, easily grasps, and effectively applies new technology, methods, and tools
6. Demonstrates consistent initiative, leadership, versatility, originality, and creativity
7. Job performance highly effective and efficient and guidance rarely required
   

B51 - B70 = C

BU = U (Unsatisfactory

Individual and Organizational
Linkages

Strategic Plan FY97-02

• Goal 4: Develop a Superior Workforce and a Quality Environment
• Strategy C: Develop and Implement Innovative Personnel System
• Outcome: Workforce Satisfaction with Equity Between Performance & Pay

Business Plan FY02

• Extension of S&T Personnel Demo for an Additional 5 Years
• Favorable Union Vote and Signed MOA Extending Demo

Individual Performance Objective FY02

• Communicate Demo Attributes and OPM Evaluation Data to Union Officials & Bargaining Unit Employees to Achieve Union Acceptance

Performance Elements

Individual and Organizational
Linkages

Strategic Plan FY97-02

• Goal 2: Broaden the Marketplace and Increase Market Share
• Strategy D:
• Provide Integrated System Development Support
• Outcome: Better Capabilities for the Army

Business Plan FY02

• Respond to USAF Need to Arm Predator UAV with HELLFIRE Missiles
• Capability Successfully Demonstrated
• Outcome: Capability Successfully Demonstrated

Individual Performance Objective FY02

• Launch HELLFIRE from the Predator by modifying launch rail and providing loading information to another element to modify wing
• Outcome: Performance Elements:

Is AMRDEC
A Better Organization?

PM Customer Satisfaction Rating (out of 5)

FY98 = 4.44
FY99 = 4.48
FY00 = 4.49
FY01 = 4.51

Number of Employees with Graduate Degrees

FY98 = 439
FY99 = 470
FY00 = 604
FY01 = 606

OPM 2001 Survey Results

Awards

• 2001 DA R&D Organization of the Year
• 2000 DA R&D Excellence Award
• 2001 Vice President Gore’s Hammer Award (NRTC)
• 2002 DoD S&T Transition for Affordability Award
• 1999 / 2001 DoD Value Engineering Award
• 2001 Software Engineering Institute Level 4
  • Only 4 in U.S. Government Rated 4 or Higher
  • In Top 7% Worldwide
    
    

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