Covering well-trodden ground, Berry called for a new performance appraisal system, saying that one is needed with agency, manager and worker buy-in, and that it should be backed up with training and resources to make it work.
However, he offered a simpler model for a mandatory six-month or year-end review where all employees are placed in one of three categories:
"In good standing" — for 80 – 90 percent of workers doing well, comes "with a pat on the back and the regular COLA."
"Outstanding" — top 5 – 10 percent, comes with "meaningful rewards."
"Not in good standing" — for 5 percent "in need of improvement or removal," and these employees receive no COLA, but would have access to a "timely appeals process."
Removing employees could be accomplished with a "jury trail" type system.
"With a panel with representatives from labor, management, and other stakeholder groups that would review your file, hear your case, and get you a quick decision," Berry said, cautioning against "frivolous complainers" because the panel could move ratings up, or down, and for managers too, resulting in discipline.
Training would underpin any such reforms and should be formalized and ongoing in the civil service, including courses and a culture of mentorship, Berry said.
