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We are pleased to present this Report to the President's Management Council on Managing Performance in the Government. This is in response to your mandate for actions and recommendations to address the issue of employee performance management.
Our work group of human resources management executives concluded that a report that could be shared with all Federal agencies would demonstrate top-level commitment to excellent performance. The inclusion of concrete recommendations and information on best practices provides practical assistance for achieving excellence throughout the Federal Government.
Paul D. BarnesSocial Security Administration
Carolyn CohenDepartment of the Interior
Tim DirksDepartment of Energy
Kay Frances DolanDepartment of the Treasury
Sharlyn A. GrigsbyDepartment of State
Carol HarveyNational Partnership for Reinventing Government
Vicki A. NovakNational Aeronautics and Space Administration
Evelyn M. WhiteDepartment of Health and Human Services
Henry RomeroOffice of Personnel Management
Steve CohenOffice of Personnel Management
Joyce EdwardsOffice of Personnel Management
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These premises and principles are reflected in three major themes. For each theme, this report identifies opportunities and challenges, offers substantiating evidence where appropriate, and makes recommendations for action.
Appendices summarize the report's recommendations and offer examples of agency innovations and resources for immediate application to improving performance management in agencies throughout the Government.
What employees tell us: In the 1999 NPR Employee Survey, only one out of four respondents reported that they had a clear understanding of how "good performance" is defined in their agency.
What employees tell us: In the 1999 NPR Employee Survey, only two out of five respondents were satisfied with the recognition they receive for doing a good job.
What employees tell us: In the 1999 NPR Employee Survey, only half of the respondents reported that their immediate supervisor or team leader was doing a good or very good job.
What employees tell us: In the 1999 NPR Employee Survey, only 28 percent of respondents reported that corrective actions were taken with poor performers.
What managers tell us: In the 1999 SES Survey, nearly one out of three respondents cited lack of upper management support as the reason they had not terminated a poor performer.
This report carries a simple message about performance management - in the Federal Government, leaders, managers, and employees have a mutual obligation to provide value and excellence to America.
The answers are within our grasp:
Leadership is the key!
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