Find out more about Federal compensation throughout your career and around the world.
Staffing to align with your agency's mission
Review the new 2014 Federal Employees' Group Life Insurance (FEGLI) Handbook
Answering your questions about Healthcare and Insurance
Human Resources and Security Specialists should use this tool to determine the correct investigation level for any covered position within the U.S. Federal Government.
Visit this federal site to search for our regulatory notices, proposed and final rules.
See the latest tweets on our Twitter feed, like our Facebook pages, watch our YouTube videos, and page through our Flickr photos.
The content available is no longer being updated and as a result you may encounter hyperlinks which no longer function. You should also bear in mind that this content may contain text and references which are no longer applicable as a result of changes in law, regulation and/or administration.
Effective team management is key to the success of any team, whether the team is leader centered or self-directed, cross-functional or function specific, permanent or temporary. A team manager from the Internal Revenue Service's (IRS) Brookhaven Service Center in New York was recently recognized as the "Outstanding Manager of the Year" by the New York Federal Executive Board for his exemplary team management. This manager's leadership principles and management techniques would benefit any team situation.
The Brookhaven Service Center embraced the concepts of quality and continuous improvement several years ago. In March 1994, John D'Ambrosio of the Adjustments/Correspondence Branch volunteered to train with and lead the first quality team in the service center. Under his guidance, the team concentrated its effort on analyzing and working on all incoming adjustment cases relating to tax penalties.
D'Ambrosio believed wholeheartedly in the team concept from the beginning. He helped mold 18 individuals, who were used to working independently, into a team that put the needs of the Service and the taxpayers first.
The team created a new process for distributing and tracking cases within its unit. It has proven so successful that all the other units in the section have now adopted it. Units using this new system have been able to process 20 percent more cases during the peak period of yearly receipts than units using the traditional workload distribution system. In addition, the team's overdue receipts were between 15 percent and 20 percent less than other units with comparable staffing.
During August 1995, a second quality unit was formed and trained. This unit had difficulty working as a team, and the unit caseload was not being processed timely. On October 1, 1995, D'Ambrosio was reassigned to be manager of this unit. Currently, this second unit's inventory is comparable to or better than all other section units. The team's volume of overdue cases is the lowest in the branch.
What are D'Ambrosio's secrets to creating and successfully managing effective teams? The following practices can strengthen any team situation, no matter the level of autonomy or type of work.
By ensuring that the above principles are practiced, John D'Ambrosio maintains a climate in which teams can successfully operate and flourish.
Back to Top