Effective Date: October 19, 2016
Expiration Date: April 19, 2028
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The Administrator is responsible for holding senior management officials accountable for ensuring that all covered employees receive timely performance plans and appraisals in accordance with the requirements of this directive.
2.2.1 The CHCO is responsible for:
a. Establishing an Agency-wide performance management system.
b. Developing Agency-wide supervisory training on performance management and awards.
2.3.1 Center Directors and OICs are responsible for:
a. Establishing and communicating annual performance organizational goals before the beginning of the appraisal period.
b. Communicating the organization's performance in achieving the annual performance goals before the end of the appraisal period and providing guidance to subordinate managers and supervisors on how the organization's performance will be considered when assessing the performance of individual employees.
c. Holding subordinate managers and supervisors accountable for ensuring that all covered employees receive timely performance plans and appraisals in accordance with the requirements of this directive.
d. Developing local EPCS procedures, including processes where employee and customer perspectives (if applicable) are considered when creating performance plans and evaluating/appraising supervisory employees.
e. Ensuring fairness and consistency in the appraising and rewarding of employees.
2.4.1. The Executive Director, NSSC is responsible for:
a. Maintaining performance rating information in the Agency's HR data system, i.e., the Federal Personnel Payroll System (FPPS) to support the timely and accurate processing of Within-Grade Increases (WGIs) and other personnel actions.
b. Facilitating the collection of employee performance ratings for employees who transfer into the Agency from other Federal agencies and ensuring employee performance appraisal data is obtained in a timely manner and properly coded into the FPPS.
c. Transferring employee performance records for employees who leave the Agency in accordance with this directive.
2.5.1 HR Directors are responsible for:
a. Communicating these procedural requirements to all covered employees. This may be accomplished through a variety of means (e.g., briefings, training, Web-based information).
b. Administering the EPCS on behalf of the Center Director/OIC, ensuring the program is conducted in accordance with these procedural requirements and Center policies and procedures.
c. Supporting management in the performance of program oversight responsibilities to ensure the EPCS is implemented efficiently and effectively across the Center/MSEO/Organization.
d. Facilitating the delivery of supervisory and employee training on performance management and awards.
e. Providing guidance to supervisors/rating officials at any time during the appraisal period when an employee's performance fails to meet the Meets Expectations (Level 3) performance standard for any performance element.
2.6.1 Reviewing officials are responsible for:
a. Holding rating officials accountable for conducting EPCS activities for covered employees in a timely, fair, and consistent manner and in accordance with regulatory requirements and this directive.
b. Reviewing ratings in their organization annually to assess trends, consistency of ratings, apparent inconsistencies between rating officials, potential disparity in ratings between groups of employees, and other appropriate factors. Communicate feedback from this process to rating officials and/or correct any issues and concerns found during this review.
c. Reviewing and approving performance summary ratings at the Unacceptable level (Level 1) in accordance with regulatory requirements.
2.7.1 Rating officials (usually the first level supervisor) are responsible for:
a. Establishing performance plans for each employee at the beginning of the appraisal period or upon an employee's assignment to a position or to an unclassified set of duties, in accordance with the requirements of this directive.
b. Conducting meaningful performance discussions with employees when establishing or modifying performance plans, conducting mid-point progress reviews, and issuing performance appraisals. Discussions will include how the individual performance elements and standards are aligned with and support the Agency strategic plan and the organization's goals and objectives, when identified.
c. Providing the employee an advanced opportunity to provide input/feedback to their performance plan/appraisal and considering the employee's input before finalizing the plan/appraisal.
d. Making the final decision on the critical performance elements, standards, and indicators after consideration of the employee's input.
e. Conducting at least one progress review each year, normally at the mid-point of the appraisal period and a progress review when they or an employee leaves their position before the end of an appraisal period. In connection with the progress review, providing the employee an advanced opportunity to provide input on their performance before conducting such review.
f. Appraising each employee at the end of the appraisal period. Ensuring that employees are appraised and recognized fairly and consistently based on their accomplishments and contributions.
g. Taking appropriate action, with the assistance of HR, to promptly address the performance of an employee that is below the Meets Expectations (Level 3) rating level in one or more elements.
h. When an employee is detailed or assigned to matrixed duties for 90 days or more of the appraisal period: ensuring the duties of the assignment are reflected in the employee's performance plan, requesting performance input from the detail supervisor or matrix project manager, and considering the input in progress reviews and ratings.
i. When serving as a supervisor or project manager to an employee that is matrixed or detailed, providing input requested by the employee's rating official.
j. Obtaining approval from the reviewing official or other appropriate higher level official for summary ratings at the Unacceptable level.
To facilitate communication and meaningful performance discussions, employees are encouraged to provide input to their performance plans, performance status updates during the rating period, and self-assessments of their performance at both the mid-point review and at the end of the appraisal period.
| TOC | ChangeHistory | Preface | Chapter1 | Chapter2 | Chapter3 | Chapter4 | Chapter5 | Chapter6 | AppendixA | AppendixB | ALL |
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