Performance Vector. CAPT Tom Broderick, Program Manager LCDR Mark Bourne, Project Officer. Navy Personnel Command, Millington TN 1
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1 Performance Vector CAPT Tom Broderick, Program Manager LCDR Mark Bourne, Project Officer Navy Personnel Command, Millington TN 1
2 Performance Vector: Mission I need a personnel system that is able to compete in the 21st century marketplace. CNO, 9 May 03 2
3 Performance Vector: Strategy CNO Transformational Task: Navy s Organizational Foundation: - Cultural values define acceptable behaviors, values and organizational norms. - These values were defined by the Fleet Not HQ. - Culture needs to link all HR activities: Counseling Performance Management Fitrep / Evals Performance Appraisal Advancement Reward System Promotion 3
4 What is Performance Management? Manage Careers Plan Succession Observe Adjust Plan Performance Management Coach Assess Develop Distribute Reward Develop Talent 4
5 Human Performance System Model I. Define Requirements Periodic Review Establish Performance Standards & Requirements II. Define Solutions Performance Analysis Design Human Performance Solutions Integrate, Validate Implement & Test Intervention; Evaluate Product of Process IV. Execute & Measure Develop Tools Develop, Build, & Integrate Tools III. Develop Components The The fundamental process that underlies the the Revolution in in Training 5
6 Performance Vector: Methods Assembled team of five doctoral level Research Psychologists with nationally recognized publications in performance appraisal. Conducted 24 water-front focus groups with over 190 personnel to identify job dimensions. Sorted dimensions into similar categories. Psychologists then used statistical methods to refine dimensions. Result was 9 general areas for Non-Supervisory and 9 general areas for Supervisory jobs: 6
7 Performance Vector: Results Non-Supervisory Job-Dimensions Cooperation Task Proficiency Adaptability Knowledge / Support of Command Objectives Problem Solving Work Ethic Communicating Effectively Integrity / Honesty Initiative and Self- Development 7
8 Performance Vector: Results Supervisory Job-Dimensions Mission Accomplishment Coaching / Mentoring Embracing Personal & Professional Development Resource Stewardship Communication Skills Displaying Integrity & Professionalism Leading Change Leading People Organizational Savvy 8
9 Performance Vector: Results Validation study reproduced same results with 97.4% accuracy for Non-Supervisory job dimensions. Validation study reproduced same results with 99.2% accuracy for Supervisory job dimensions. A menu of Targeted Areas for Performance will help define each job dimension. - This is not a check-list - Defines behaviors as standards - Clear expectation for future performance - Facilitates dialog & feedback 9
10 Benchmarking Study Industry and DoD / DoT Best Practices: - Performance Counseling - Performance Appraisal - Promotion Systems - Cultural Change Management Air Force, Army, Marine Corps & Coast Guard Alaris Medical Systems, Gateway Computers, QualComm & Cymer 10
11 Select Employees 11
12 HPFD Document Sections 12
13 Create HPFD Document 13
14 HPFD Supervisor Behaviors 14
15 HPFD Non-Supervisor Behaviors 15
16 HPFD Behavior Description 16
17 Target Behaviors 17
18 Annual Performance Appraisal Document Sections 18
19 Performance Appraisal Average Document 19
20 Performance Appraisal Comments on Average Document 20
21 Rating Descriptions 21
22 Rater Statistical Summary 22
23 Rater Statistics by Grade 23
24 Rater Statistics by Job Code/Designator 24
25 Performance Vector: Tactics Performance Management: - Human Performance Feedback and Development (HPFD) - NSIPS/PeopleSoft e-performance Implementation Jul 03 Performance Appraisal: - Supervisor & Non-Supervisor Documents - Uses HPFD Behavioral Performance Dimensions - NSIPS/PeopleSoft e-performance Implementation Jul 04 Reward System: - Create standardized measure of Performance - Implementation Oct 03 25
26 Performance Vector: Reward System Current System Enlisted Evals use Forced Distribution rating as data source not average of traits like Officers. * Subjective vs. Objective rating systems. * Measure of performance or index of organizational tenure? Hard vs. Easy graders throughout career. * Relative position to reporting senior s average. * Promotion Boards try to interpret meaning to this pattern. * What is the Reporting Senior trying to say? Is the current system the most accurate portrait of performance throughout a career? 26
27 Performance Vector: Reward System Future System Employ use of Standardized Scores on trait average. * Long history of use in education and testing Defining characteristics: * Defines distance between grade and reporting senior s average. * Ignores relative position of high vs. low scores. * Evens-out effect of hard vs easy graders. More accurate measure of performance over time. * Improvement in Navy s HR reward system Increases trust that the system is fair and unbiased. 27
28 CREATES STANDARD SCORE FOR LAST 5 YEARS FOR ALL SAILORS NORMALIZES SCORE ACROSS ALL YEARS AND DIFFERENT REPORTING SENIORS CONVERTS SCORE TO A PERCENTILE FOR EASY INTERPRETAION 28
29 COMPARES INDIVUAL SAILOR AGAINST PEER GROUP CREATES GRAPHIC OF COMPARISON FOR FUTURE SELECTION BOARD SELECTS SAILOR TO CREATE PERFORMANCE VECTOR SCORE FOR 5 VECTOR MODEL AVERAGES PERFORMANCE OVER LAST FIVE YEARS FOR SELECTED SAILOR 29
30 30
31 Promotion Algorithm Study Professional Development Personal Development Leadership Certifications & Qualifications Performance Order of Advancement Vector Quotient Performance Mark Average Advancement Potential
32 Promotion Algorithm Study Vector Enlisted Level 1 Recruit to Apprentice (Percent) 1 Enlisted Level 2 Apprentice to Journeyman (Percent) 2 Enlisted Level 3 Journeyman to Master (Percent) 3 Professional Development Personal Development Leadership Certifications/Qualifications Performance
33 Promotion Algorithm Study SYSTEM REQUIREMENTS NSIPS / PeopleSoft needs a statistical engine. * One-time purchase of software for entire personnel system about 53 cents a Sailor. NSIPS only contains data on E5 and above. * Data mandate for E4 and below for AG, IT, & MS pilots for quick win. Develop strategic communication plan with NPDC. * Let Sailors know this is an improvement in the Navy s HR system. * Promotion algorithm is next step. 33
34 Promotion Algorithm Study Data Call from all 5 Vectors. - Vector definitions, metrics and strategic direction. Policy Capturing Study with Senior Leadership. Develop scoring algorithm with SMEs at Centers. - Requires KSAs, professional milestones, certifications and qualifications and career path. Final validation using statistical modeling from past Service Records. 34
35 TFE Performance Vector 35
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