As the Departments of Defense and Homeland Security
transition to their new personnel systems and set the
example for broad government-wide reforms, agencies
should continue to transition to performance-based
cultures as well as “provide adequate training and
resources on performance management,” the Government
Accountability Office has said.
It said an effective performance management system
creates a clear linkage between individual performance
and organizational success, and provides managers with
objective information on which to make meaningful
performance distinctions to deal with employees
accordingly.
While new personnel rules at DHS hold supervisors and
managers accountable for making meaningful performance
distinctions among employees, surveys of supervisors and
employees have revealed problems across agencies with
taking action against poor performance, according to
GAO-05-812R.
It said the time and complexity of formally responding
to poor performance are prohibitive, and noted a “lack
of training in performance management, and communication,
including the dislike of confrontation.”
OPM’s 2004 federal human capital survey indicates poor
performance is not always dealt with. GAO cited one
question asking respondents if steps are taken to deal
with poor performers in their workgroups who are unable,
or who refuse to improve, to which 27 percent agreed,
and 41 percent disagreed.
The report cited tools and approaches available to deal
with poor performance, such as “candid and constructive
feedback,” as well as the “effective use of probationary
periods to rigorously review employee performance,”
prior to permanent appointment.
Some agencies have taken alternative approaches such as
“denying pay increases to employees with unacceptable
performance ratings, streamlining the appeals processes,
and increasing the use of alternative dispute resolution
to address workplace disputes that involve disciplinary
or adverse actions,” said GAO.
