How do federal employees see their performance appraisal process working? Are they measured against specific expectations? Are they accurately rated? More than 2000 readers sent in their views and here are the results.
Why do so many agencies make upper management responsible for the contents and accuracy of letters of reprimand? the author says that this policy undermines a supervisors’ authority to lead.
Pay-for-performance may prove a boon to government, but experiences to date indicate much groundwork must be laid before assumptions translate into proven successes. “As someone who looks forward to Director Berry’s tenure at OPM, I urge him and his staff to temper their enthusiasm for PFP with the cool-but-conclusive data at hand.”
As someone who teaches seminars relating to Federal performance appraisals, it’s become clear we don’t have a clue how to evaluate/appraise supervisors. It’s just as clear to me that their performance has everything to do with an agency’s success or failure. This article proposes both a starting point and how their performance can be improved.
An MSPB report explains how the GS pay system was designed as a type of pay-for-performance system.
A decision needs to be made as to whether pay-for-performance for federal employees should be expanded or concluded.
Federal pay for performance systems have run into opposition and mixed reviews. This article considers awards, cost of administering the programs, inflated ratings, and distinguishing between the pay-banding aspects of pay for performance and the appraisal processes upon which they rely.
There is no perfect compensation system. If the Obama administration and the Democratic congress want to extend pay-for-performance experiments to the rest of government, they would do well to consider several factors – some of which may be overlooked by good-government think tanks, high-price consultants, and agency human resources officers. Here are some of the issues that need to be addressed.
How do you deal with “Cants” in the federal government? These are people who are not necessarily devious, lazy or malevolent but they are incompetent and cannot do all of what they are being paid to do–but may still cost $100,000 a year or more in salary and overhead. Here are tips for agencies on where to begin.
There are some people working in government who are good people and you may like them–they just don’t do the work they are being paid to do. Management often avoids dealing with them. So, how should you deal with these nice people who are not doing their jobs?
