The Federal Government will Become America's Model Employer for the 21st Century.
Recruit, Retain and Honor a World-Class Workforce to Serve the American People.
Find out more about Federal compensation throughout your career and around the world.
Staffing to align with your agency's mission
Review the Federal Employees Group Life Insurance (FEGLI) Handbook
Answering your questions about Healthcare and Insurance
Manage your retirement online.
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.
OPM’s Human Resources Solutions organization can help your agency answer this critically important question.
Developing senior leaders in the U.S. Government through Leadership for a Democratic Society, Custom Programs and Interagency Courses.
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The content available is no longer being updated and as a result you may encounter hyperlinks which no longer function. You should also bear in mind that this content may contain text and references which are no longer applicable as a result of changes in law, regulation and/or administration.
Jack Zigon, writing in Training (June 1994), recommends five keys to designing a measurement system that supports and improves the performance of teams and their individual members:
Christopher Meyer agrees that teams should develop their own measures based on commonly understood team goals. He states in the May/June 1994 Harvard Business Review: "When a group of people builds a measurement system, it also builds a team. One benefit of having a team create its own measurement system is that members who hail from different functions end up creating a common language, which they need in order to work as an effective team."
The way measures are used to appraise team performance will depend on the team's location in the organizational structure. For example, a high-level management team might use measures that determine program effectiveness or the success of the organization's strategic plan, whereas teams at lower levels in the organization would be more concerned with measuring quality, cycle time, waste, or delivery.
Another factor to consider when setting up team measures is the type of team to be measured. A temporary, problem-solving team would probably want to measure results, such as the effectiveness of the solution they developed. On the other hand, a permanent work team will want to measure work processes as well as results. If work teams only measure results and they don't reach their goal, they won't know why. Measuring the work process will show the team where improvement can be made.
Helping teams establish effective measurements will provide them with the information they need to improve their performance. As Jack Zigon states, "Measuring team performance is difficult but not impossible. And it can pay off in better quality, shorter cycle times, and improved customer satisfaction."