GOALS - ENGAGEMENT - ACCOUNTABILITY - RESULTS: GETTING IN GEAR FOR EMPLOYEE PERFORMANCE MANAGEMENT
Start: 2011-11-30, Publication: 2012-10-23
After discussing the full scope of our recommendations, the group decided upon the Goals-Engagement-Accountability-Results
(GEAR) model as a way to describe our philosophy. It is important to understand that the recommendations found in this report
are not sequential steps. Instead, they are a set of interrelated processes that will improve employee and organizational
performance. The workgroup believes that every successful organization must have clear, aligned goals, engaged employees and
supervisors, and accountability for every employee at every level. These elements combine to produce results.
Name:EMPLOYEE PERFORMANCE MANAGEMENT WORKGROUP
Beginning in late May 2011, workgroup members representing various Federal agencies, labor unions, and management organizations
from the LMR Council and the CHCO Council discussed ways to strengthen the existing system of employee performance management.
The group members consistently asked, What will make this effort different than previous attempts?
- National Council on Federal Labor-Management Relations: President Obama created the National Council on Federal Labor-Management Relations (LMR Council) as “[a] nonadversarial forum
for managers, employees, and employees’ union representatives to discuss Government operations [that] will promote satisfactory
labor relations and improve the productivity and effectiveness of the Federal Government.” Office of Personnel Management
(OPM) Director John Berry and Office of Management and Budget (OMB) Deputy Director for Management Jeffrey Zients co-chair
the LMR Council. At the LMR Council’s April 2011 meeting, they raised the prospect of the Council, in conjunction with the
Chief Human Capital Officers Council (CHCO Council), examining the Federal Government’s performance management accountability
framework and making recommendations for improvements.
- Chief Operating Officers (COO): The workgroup realized that to be successful, the organizational performance processes typically managed by the Chief Operating
Officer (COO), Performance Improvement Officer (PIO), and the Chief Financial Officer (CFO) must be brought together with
the individual performance management processes that are heavily influenced by employee and labor relations and led by the
Chief Human Capital Officer in consultation with the Chief Learning Officer (CLO), or equivalent, and individual supervisors.
- Performance Improvement Officers (PIO)
- Chief Financial Officers (CFO)
- Chief Human Capital Officers (CHCO)
- Chief Learning Officers (CLO)