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The content available is no longer being updated and as a result you may encounter hyperlinks which no longer function. You should also bear in mind that this content may contain text and references which are no longer applicable as a result of changes in law, regulation and/or administration.
TRANSFORMATIONS '98 participants had an opportunity to hear Gloria Snowden from the Federal Aviation Administration's (FAA) Office of the Associate Administrator for Research and Acquisitions (ARA) discuss the implementation of ARA's results-based employee performance management program.
By focusing performance measurement on results, the performance management program supports shared responsibility, stresses individual accountability, and drives organizational success. Measuring results also provides an excellent base for rewarding performance.
The core design of ARA's appraisal program requires employee performance plans to:
Results statement(s) must be written for each employee. A result must be an intended product, outcome, accomplishment, or objective for which measures are established.
Ms. Snowden gave session attendees a model for creating results statements, with some examples. ARA results statements include a verb, a "what," and a "how." The "how" portion of the results statement includes the measures. The measures describe in numeric or descriptive terms how the result should be tracked. Measures are written in terms of:
For example, a results statement for an office clerk that includes appropriate measures might be:
Both the employee and the rating official are responsible for developing the performance plan. If the employee and rating official disagree about a results statement, the second-level manager makes the final determination. The employee or the rating official may request changes to the performance plan during the appraisal period if expectations change.
The program was put into effect in October 1997 and the first cycle ended on September 30, 1998. Part of the evaluation of the first cycle includes reviewing two hundred anonymous employee performance plans selected at random. Evaluators will assess the percentage of established expectations and standards that actually measure results.
Even though employee satisfaction data are not available yet, Ms. Snowden was able to share her own opinion of the program. When asked if she would like to return to the generic standards that ARA used previously, she replied, "No way! I use my performance plan now as an everyday working document that I keep pasted to the wall in front of my desk. Now I know exactly what's expected of me and what I have to do to exceed expectations. I like it much better this way!"
Ms. Snowden reminded attendees that change is difficult, but, as the old adage observes: "If you always do what you always did, you will always get what you always got."
You may contact Ms. Snowden at 202-267-8884 for more information about ARA's program.
Back to Top