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The content available is no longer being updated and as a result you may encounter hyperlinks which no longer function. You should also bear in mind that this content may contain text and references which are no longer applicable as a result of changes in law, regulation and/or administration.
OPM Deputy Director Dan Blair presented the 2002 OPM Director's PILLAR Awards on August 28th at OPM's Strategic Compensation Conference in Alexandria, VA. The OPM Director's PILLAR Award is an honorary award established in 2000 to recognize and publicize effective employee performance management programs, processes, and practices that support alignment of employee performance management practices with organizational strategic goals. These practices should support the President's Management Agenda initiative to create a Government that is citizen-centered, results-oriented, and market-based, and they should align employee performance with organizational strategic goals. The name of the award stands for Performance, Incentives, and Leadership Linked to Achieve Results. The pillar represents effective performance management because it is the foundation that supports a structure, just as performance management is the foundation that supports good management.
OPM solicited nominations for the award in an April 11 memorandum for heads of executive departments and agencies. We received 30 nominations from 14 agencies. A panel of human resources experts reviewed the nominations and made recommendations to Director James, who made the final selections.
We recognize the National Energy Technology Laboratory (NETL) for its Performance Management and Awards System. This employee performance management program is based on organizational goals and performance measures that cascade through all levels of the Laboratory. Senior management reviews the metrics annually and gathers input from employee teams. Each NETL component ties employees' work goals to those metrics and tracks organizational progress quarterly. Offices that meet 60 percent or more of their target goals are eligible for cash awards divided among Office staff. This reinforces for employees the link between organizational success and personal effort.
NETL evaluates this program regularly based on an annual employee satisfaction survey and other input. This has helped the program to evolve periodically to meet the needs of a dynamic organization.
We recognize the Office of the Associate Administrator for Research and Acquisitions (ARA) for its Performance Management Program (PMP). The core design of ARA's Performance Management Pro-gram requires managers and employees to collaborate on individual performance plans that include results-based, measurable expectations and indicate how achievement of each result links to larger organizational goals. The PMP enhances productivity and performance by requiring managers and employees to include monitoring strategies that specify a method for tracking assignments and a provision for feedback discussions in which expected and actual performance are compared and evaluated. Annual evaluations monitor not only how the program is being used, but also whether ARA achieved its target against annual organizational performance goals.
The Federal Aviation Administration has modeled its new corporate performance management program after the PMP. In addition, the National Academy of Public Administration has positively cited a number of PMP's benefits, in particular, its focus on mission results, feedback, and coaching.
We want to acknowledge all the organizations throughout Government who took the time to nominate a performance management practice that contributes to achieving their mission and strategic goals.
5th Bomb WingMinot Air Force Base, ND
11th Space Warning SquadronSchriever Air Force Base, CO
20th Air Force/LGKF.E. Warren Air Force Base, WY
90th Operations GroupF.E. Warren Air Force Base, WY
846th Test SquadronHolloman Air Force Base, NM
Landing Gear Engineering BranchHill Air Force Base, UT
Ogden Air Logistics CenterHill Air Force Base, UT
Quality Assurance BranchHill Air Force Base, UT
Space and Missile Systems CenterLos Angeles Air Force Base, CA
280th Base Support BattalionSchweinfurt, Germany
417th Base Support BattalionKitzingen, Germany
U.S. Army ReservePersonnel CommandSt. Louis, MO
Defense Contract Audit AgencyEastern RegionFort Belvoir, VA
Defense Threat Reduction AgencyResource Management DirectorateFort Belvoir, VA
National Imagery and Mapping AgencyBethesda, MD
Department of Energy
Bonneville Power AdministrationPortland, OR
National Energy Technology LaboratoryPittsburgh, PA
Office of Surface MiningDenver, CO
Department of Labor
Assistan Secretary for Administration and ManagementWashington, DC
Department of the Navy
Naval Undersea Warfare Center DivisionNewport, RI
Washington Navy YardWashington, DC
Federal Aviation AdministrationAssociate Administrator for Research and AcquisitionsWashington, DC
Federal Aviation AdministrationOffice of Human Resource ManagementWashington, DC
Federal Aviation AdministrationNew England RegionHuman Resource Management DivisionBurlington, MA
Bureau of Alcohol, Tobacco and FirearmsDemo ProjectWashington, DC
Bureau of Alcohol, Tobacco and FirearmsAudit Services DivisionWashington, DC
Internal Revenue ServiceWashington, DC
Board of Veterans AppealsWashington, DC
Public Buildings ServiceWashington, DC
Human Capital OfficeWashington, DC
Back to Top