1

National Security Personnel System (NSPS) - Making It Work For You

2009 ASMC PDI 28 May 20091530-1645

Josephine L. (Jodie) Davis, DirectorSAF/FMP Process Improvement and IntegrationPhone: 703 588-8544 (DSN 425)Email: josephine.davis@pentagon.af.mil

2

Session Ground Rules

This session is NOTNOT to discuss NSPS program

- status

- changes

- updates

- payouts

- lessons learned

- effectiveness

- satisfaction

- fairness

- challenges

3

Session Ground Rules

I believe that NSPS allows each us the opportunity to directly influence our performance evaluation and resulting pay increase

The purpose of this session ISIS to discuss my approach for writing objectives and accomplishments to maximize that opportunity

4

Topics of Discussion

- The Beginning

- The Approach

- The NSPS Basics

- The Relationship- Mission/Vision- Strategic Goals- Key Initiatives- Performance Indicators- Documentation

- The Assessment- Interim- Successful- Poorly

5555

Start at the Beginning

SS Specific

MM Measurable

AA Aligned

RR Realistic/Relevant

TT Timed

Understand the NSPS approach to writing job objectives

6666

NSPS Approach

Specific - Clearly state the expected observable accomplishmentexpected observable accomplishment. To be specific, must define an observable action, behavior, or achievement; link to a level of performance, frequency, percentage, or other number. Specific is related to the result, not the related to the result, not the activitiesactivities to achieve that result.

Measurable - State the criteria for measuring accomplishmentscriteria for measuring accomplishments. Provide a method to allow tracking, recording, and validation of quality of a specific behavior, action, or outcome. Define quantity (how many), quality (how good), resources (how much), and time (how long, how often).

Aligned - Draw a line of sight between the work of the employee, the goals of the work unitgoals of the work unit, and mission of the organization. Job objectives ensure all employees are working toward shared goals

7777

NSPS Approach (cont.)

Realistic - The expected results can be achieved with available achieved with available resources and timeresources and time and are under the employee’s control. The objective should be sufficiently complex to challenge the individual but not so complex that it cannot be accomplished.

Relevant - Expected accomplishments should be commensurate commensurate with the major responsibilities and salary of employeewith the major responsibilities and salary of employee.

Timed - State the timeline for expected resultstimeline for expected results. For long-term projects that require more than one rating cycle to accomplish, job objectives should identify what results are expected within the rating cycle. The time component can be specific (by 1 July, end of 4th quarter), relative to another event (six months after…), or recurring (quarterly).

88

My Personal Approach

InterimInterim

Link and BuildLink and Build

AssessmentAssessment

Manage, Track, and Report

Manage, Track, and Report

UnderstandUnderstand

NSPS basics and tools Top down relationship Your boss’s focus

Tasks Actions Results

Enterprise-level goals to the organization Objectives and measures with supervisor

Self-assessment Adjustments

Performance evaluation

9

Understand NSPS Basics

http://ask.afpc.randolph.af.mil/nsps/

10

NSPS Keyword Tree Tool

http://www.resume-place.com/nspstree/login.html

11

NSPS Keyword Tree Tool

12

Its a Top Down Relationship

Establish future aspirations

Identify tactical activities that must be achieved to accomplish strategic goals

Determine and link enterprise-level objectives /goals for next 3 – 5 years

Establish success measures

Vision & Mission

Statements

Strategic Goals

Key Performance Indicators

Key Initiatives

- Each component supports the achievement of the one above

it – all components are ultimately linked together closely

It All Begins at the Highest Level

13

Vision & Mission Statements

- Define the purpose of the organization and the value propositioned to the customer

- Describe what the organization aspires to be or achieve

Air Force MissionAir Force Mission… … organized, trained, and equipped … fly, fight and … fly, fight and win … in Air, Space, and Cyberspace.win … in Air, Space, and Cyberspace.

Air Force Vision. Air Force Vision. … trusted, reliable joint partner with sister services known for integrity. … provide compelling air, space, and cyber capabilities. … excel as stewards of all Air Force Resources, … providing precise and reliable Global Vigilance, Reach and Power for the Nation.

Vision Statement

14

Strategic Goals

- Broad statements that define high-level priorities for the next 3 – 5 years

- Identify what the organization must accomplish if its vision and mission are to be achieved

Strategic Goals

Vision Statement

15

16

Key (Tactical) Initiatives

- Essential activities that must be accomplished if the strategic goals are to be achieved

- Translation of strategic thought into action items

- Associated with owners, timeframes, and critical success factors

Key Initiatives

Strategic Goals

Vision Statement

17

18

Link Enterprise-Level Goals to Your Organization

Determine what keeps your boss awake at night and agree on NSPS objectives and and resultsresults that address those concerns

- Specific objectives

- Results

- Timeframes

- Measures (minimum and stretch)

19

Key Performance Indicators

Vision & Mission

Statements

Strategic Goals

Key Performance Indicators

Key Initiatives

- Convert agreed upon measures

- Meaningful, action-oriented, simple, quantitative measures of achievement against the strategic goals

- Means for clearly and objectively assessing progress

- Consist of both metrics (e.g. attrition % per year) and targets (e.g. 7%)

20202020

Key Performance Indicators

- Examples- Vendor pay and Prompt Payment Act Interest

Penalties- Percent of travel vouchers paid within 10 days- Military pay problem cases open over 45 days- DEAMS AF functionality and implementation

status- Costs and time saved/avoided through CPI

initiatives- GAO, DoD IG, AFAA Audit Finding Status

21212121

Document Agreement with Supervisor

Vision & Mission. Modernize air and space inventories, organizations and training

Enterprise-Level Goal. Ensure an accountable, credible, and transparent Institution

Organization Goal. Drive transparency, improve effectiveness, and reduce costs through standardization and continuous process improvement at all levels

Supervisor’s Goal. Drive transparency through standardization and continuous process improvement (CPI)

NSPS Objective. By 30 Sep 09, lead directorate workforce to plan and facilitate at least 5 CPI events and save the Air Force /avoid at least $50 million through the reduction of process steps, time, and/or man hours; implementation of standard work; or cost savings and/or cost avoidance

Performance Indicators: ROI, Cost Savings/Avoidance, and number of CPI events

22

Document Agreement with Supervisor (cont.)

-

10

20

30

40

50

Cost of FMPIOperations

0.5 1.2 2.0

Cost Savingsand/or Avoidance

34.9 46.9 9.3

FY07 FY08 FY09

Metrics/Measures

Return on CPI Investment

23232323

Manage, Track, and Report

ActionGoal/Task

3 requests in research. CF-Leadership

Objective 1. By 30 Sep 09, lead directorate workforce to plan and facilitate at least 5 CPI events and save the Air Force at least $50 million through the reduction of process steps, time, and/or man hours; implementation of standard work; or cost savings and/or cost avoidance

Result

FY09 cost of operations is $2M. To date, $9.3M cost savings/avoidance validated by FMC.

Exceeded. 11 requests received and researched. 6 events completed; 5 requests declined.

$6M submitted to FMC for validation. CF-Leadership

ROI/Cost Savings

CPI Events

24242424

Manage, Track, and Report (cont.)

ActionGoal/Task

Document drafted. Gap analysis and validation being performed. CF-Cooperation & Teamwork

Result

WIP Produce standard FMP change management and integration guidance by 15 Jun 09

Objective 2. Play a leading role in development, execution, and oversight of FM change management by implementing a standardized change management approach across to promote consistency of application and alleviate redundancies by 30 Sep 09

Standardized CM in at least two orgs by 30 Sep 09

Identifying orgs for pilot.

CF-Cooperation & Teamwork

TBD

25

Interim Self Assessment

- A self assessment is your description of accomplishments related to the job objectives and contributing factors identified in your performance plan. The self assessment should provide the supervisor with a clear picture of your performance and contributions

-This is not the place to be modest!

26

Success With Self Assessments

Do the optional self assessment Draft and save as a “Word” document, then cut and paste to

automated tool Make sure grammar and spelling are correct

Use the CCAR approach: Context, Challenge, Action, Result

Emphasize how you overcame challenges

Assessment should be numbered and labeled in accordance with the job objectives

Address all aspects of the job objectives.

Don’t sell yourself short. If you exceeded the objective, say so and then prove it!

27

Success With Self Assessments

Focus on outcome and results…not tasks. Show the impact of the action! Tie to the mission!

Clearly show where you exemplified contributing factors!

Tie your assessment directly to the performance indicators for each objective and the contributing factor benchmarks

Provide supporting stats/examples From your log kept throughout the year!!

Avoid acronyms. Assume reader knows little about your job

Don’t minimize the significant by including the trivial

28

Poor Examples for Self Assessments

“Objective #1 is being met fully with satisfactory results.”This SCREAMS rate me a “3”

“Worked issue with MAJCOM to resolve.”What was the impact!?!

“Represented my organization at meetings”Wonderful…so what did you accomplish?!

“Served as office historian”What does this have to do with the objective?

29

Sample Self-Assessment

Objective 1.

By 30 Sep 09, lead directorate workforce to plan and facilitate at least 5 CPI events and save the Air Force at least $25 million through the reduction of process steps, time, and/or man hours; implementation of standard work; or cost savings and/or cost avoidance.

Self-Assessment.

Across 11 projects, my team identified approximately $47M in cost avoidance/savings to the Air Force, exceeding the annual goal by 88 percent. These combined efforts also reduced the touch time by an average of 65% and processing time by an average of 72%. The primary focus of the action plans for these efforts is to implement training and enabling technology to standardize processing AF-wide. To accomplish these objectives, I worked cross functionally, to include other 2 digit

30

Sample Self-Assessment (cont.)

organizations. My ability to transfer knowledge, use various communication techniques, and incorporate the voice of the customer was essential to the review and analysis of these projects. To ensure the AF realizes the gains identified in these projects, I facilitated development and implementation of action plans that identified steps needed to transition from the current to the future state environment. My leadership abilities ensured the effectiveness of these high performing teams. I often had to bring together organizations with sharp operational and cultural differences into agreement and reconciliation for the greater good of the Air Force. I further established program working papers, and metrics that were consistent with FMP mission, vision and goals. I ensure that every project FMPI undertook quantified its contributions to the FMP strategic plan. The working papers ensure compliance with AFSO21 and internal AF audit standards and ensure the proper tracking of continuous process improvement initiatives.

3131

My Personal Approach

InterimInterim

LinkLink

AssessmentAssessment

Manage, Track, and Report

Manage, Track, and Report

UnderstandUnderstand

Tasks Actions Results

Enterprise-level goals to the organization Objectives and measures with supervisor

Self-assessment Adjustments

Performance evaluation

NSPS basics and tools Top down relationship Your boss’ focus

32323232

Questions?