2.b: Coordination

Require a formal mechanism for internal agency coordination of alignment and accountability for performance management at the organizational and employee levels.

Other Information:

Alignment of employee goals to an agency’s objectives alone will not suffice. Valid methodologies must be used for appraising employee performance. In that regard, caution must be exercised to avoid creating undesirable incentives or unintended consequences when applying metrics to employees. Both Congressional intent and the manner in which agency or programmatic “success” is defined by the Office of Management and Budget must be taken into account. Moreover, when evaluating employee performance, it is important to recognize factors that may be beyond an employee’s control. For programs, as well as employees, this requires a “balanced scorecard” approach rather than the mere mechanical application of measures. For further discussion, see, for example, CRS Report, Obama Administration Agendas for Government Performance: Evaluation and Related Issues for Congress by Clinton T. Brass, January 19, 2011.

Stakeholder(s):

• Performance Management Integration Board: Agencies may choose to establish a new agency Performance Management Integration Board (Appendix C) or vest authority in existing governance processes to implement this mechanism. This will provide oversight of the employee performance management program and inform reviews at the President’s Management Council (PMC) and White House levels.


• President’s Management Council (PMC)

Indicator(s):

Indicator:1

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