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The National Guard Performance Appraisal
Application (PAA)
Supervisor Training
This briefing is UNCLASSIFIED
Joint Force Headquarters - NY National Guard Federal Human Resource Office
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Overview
This brief outlines Supervisor/Rater responsibilities for:
– Establishing and approving the Performance Plan, Interim Review and Appraisal from within the PAA
• Employee or Rating Official creates the Performance Plan• Rating Official reviews & approves the Performance Plan• Rating Official transfers to Higher Level Reviewer for approval • Employee creates an Interim Review Self Assessment• Rating Official reviews and approves the Interim Review• Employee creates a Self Assessment• Rating Official reviews, approves, and rates the employee• Rating Official documents communication to the employee
(Note: Terms “Supervisor” and “Rating Official “ mean the same thing)
– Writing Effective Critical Elements/Job Objectives• Develop SMART Job Objectives to convey performance
expectations, and objectively assess job performance
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Supervisors: Getting Started in PAA…
• Write the Organization’s Mission Goal Statement • Should state the overarching goal of the organization• Broad enough to align to each employee’s job objective
• Determine if you, or the employee, will initiate the Performance Plan in PAA
• Collaborative approach between employee & supervisor• Supervisor , not the employee, makes the final determination
on Job Objectives in the Performance Plan
• Understand the Summary Rating• Summary Ratings are: 1, 2, 3, 4, or 5 (no longer 1 thru 100)• Be Objective; a “3” or “4” are good ratings; not everyone is a
“5”• Critical Elements should provide objective means to distinguish
“Fully Acceptable” 3-rating from an “Excellent” 4-rating
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Getting Started
• Log into MyWorkplace: https://compo.dcpds.cpms.osd.mil
– Note: If unable to log into MyWorkplace, contact:– SMSgt Ed Warnerat (518) 786-4666, or
[email protected] , or:
• View “My Employee Info” ; ensure all of “your” employee names/records are linked to you
• In MyWorkplace, Select the PAA Tab• Takes you to PAA Main Page
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PAA Main Page
The Need Help link will give you information on what is available on the
page where you are located.
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Tab Interface
Tabs guide you through the process. The tabs are the same for employees, Rating Officials and Higher Level Reviewers. Below are the primary tabs.
Select this tab to create, update and view a Performance Plan
Select this tab to input your job objectives
Select this tab to view and print selected portions or the Performance Plan Select this tab to
approve a plan
Select this tab to input your Mission Goals
Select this tab to update or view your Plan Details
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Mission Goals
This page provides information regarding your Organization’s goals and priorities. The Supervisor/Rater should provide this information. Select the Next button to continue.
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DMNA Mission Goal Statement
Relevant Team Mission AlignmentExample: HRO
Example “Mission Goal Statement”
"Provide forces to execute global missions across full spectrum operations as directed in support of our communities, civil authority, and the National Military and Homeland Security Strategies."
“Professionally manage and deliver a full spectrum of Human Resource programs to assure NYNG Technician and AGR employees have the proper placement, career life-cycle support and training, prepared & ready to execute military missions in support of the nation, state, and community."
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Establishing a Performance Plan
From the Main Page the Supervisor or employee can create and review the Performance Plan, transfer a plan in progress to the Rating Official, view and print the entireplan after it is created and track the status of the plan.
The Need Help link will give you information on what is available on the
page where you are located.
To create a new Performance Plan:Select Choose a Plan Type
Select National Guard (Title 32)Select Go
This table includes information on the status of existing plans. From this screen you can view and update existing plans.
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Job Objectives
This page provides details about the status of the job objectives. The employee may add, update and view the job objectives. Select Add Job Objective button.
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Job Objectives
On this page the supervisor or employee may copy and paste from another application or type a job objective. When done, you can Save it, Save and Add Another Job Objective, or Save and Return to the Job Objectives Tab. Repeat this process until all of the job objectives are created. When complete select Save and Return to Job Objectives Tab.
You can change the start date to reflect the period of performance
The Job Objective Number auto populates
You may copy and paste or type your Job Objective
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Job Objectives
From this page the supervisor or employee can add weights to the job objectives, update, add or delete a job objective. When Job Objectives are complete click on the Next button.
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Approvals and Acknowledgments
This page displays information regarding the status of the Performance Plan. From this page the employee may complete a step if it is highlighted, transfer the plan to the Rating Official, track progress or return to the Main Page. Select the Transfer to Rating Official button to continue.
This screen details the status of the approval and acknowledgment process.
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Transferring to Rating Official
From this page the employee will transfer the Performance Plan to the Rating Official for review and approval. If the employee sends it using the Transfer to Rating Official with Email Notification option, the text box appears in the body of an email delivered to his/her email. The email address must be updated in My Biz or My Workplace for this functionality to work.
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Approving Performance Plan-Rating Official
From the Main Page, the Rating Official can create, update and review the employee’s Performance Plan, transfer a plan to the employee, view and print the entire plan after it is created and track the status of the plan.
To review and approve a performance plan:
Select the employee plan.
Select Update from the drop down menu.
Select the Go button.
This table includes information on the status of existing plans. From this screen you can view and update existing plans.
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Approving Performance Plan-Rating Official
From this page the Rating Official would begin to review the plan. Select the Next button to continue.
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Approving a Performance Plan–Rating Official
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From this page the Rating Official would review the Mission Goals. Select the Next button to continue.
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Approving a Performance Plan–Rating Official
From this page the Rating Official can add weights to the employee’s job objectives. The Rating Official can also update, add or delete a job objective. Select the Update button to continue.
60
40
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Approving a Performance Plan–Rating Official
On this page the Rating Official may copy and paste or type a job objective. When the Rating Official is done he may Save it, Save and Update Another Job Objective, or Save and Return to the Job Objectives Tab. The process is repeated until all job objectives have been reviewed. Select the Save and Return to Job Objectives Tab to continue.
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Approving a Performance Plan–Rating Official
From the Approvals and Acknowledgments tab, using Option A, the Rating Official can transfer the plan to the Higher Level Reviewer for review.
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Approving a Performance Plan–Rating Official
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Using Option B, the Rating Official can document Higher Level Reviewer concurrence. The Rating Official completes this step once they have reviewed the plan and are ready for second-level review.
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Track Progress
This page displays the status of the Performance Plan throughout the cycle.
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Approving a Performance Plan-Rating Official
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From the Main Page, the Rating Official can now begin to approve the plan. Select the Go button to continue.
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Approving a Performance Plan-Rating Official
The Approvals and Acknowledgments Tab displays details about the approval steps of the employee's Performance Plan. Select the Start button to continue.
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Approving a Performance Plan–Rating Official
At this point the Rating Official can document communication to the employee and the acknowledgment, or transfer the plan to the employee to acknowledge.
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Approving a Performance Plan–Rating Official
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Select the Yes button to continue to step 4.
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Approving a Performance Plan–Rating Official
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The Approvals and Acknowledgments Tab displays details about the approval steps of the employee's Performance Plan. Select the Start button to continue.
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Approving a Performance Plan–Rating Official
At this point the Rating Official is documenting the acknowledgment of the plan. Select the Save button then transfer the plan to the employee.
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• Critical elements must be linked to the mission
• Minimum of 2 critical elements; key responsibilities must be captured as critical elements to define performance expectations
• Supervisors must have one Critical Element addressing Supervisory Responsibilities
• Critical elements must be in either the SMART or MARST format
• Critical elements may be weighted
Requirements for Performance Plan - Critical Elements
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Critical Elements are not Task Descriptions
Critical Elements:• Focus on the results
and contribution
• Describe “what” the person will accomplish
• Employee responsible for outcome
Task Descriptions:• Focus on the tasks or activities completed
• Describe “how” the person will do the work
• Manager ultimately responsible for the outcome
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• SMART is a framework for developing (and evaluating) Critical Elements
Specific
Measurable
Aligned
Realistic/Relevant
Timed
Develop Critical Elements for Employee Using the “SMART” Format
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Provides accurate and timely advice and guidance on an “as needed basis” to headquarters staff and managerial accountants in the field – resolving normal issues/inquiries in 5 – 7 business days, for more complex situations an initial response should be given in 5 – 7 business days and updated until resolved. Provides responses to questions and inquiries covering a variety of policies and directives that require the correct application of accounting principals, theories, concepts and practices to financial processes to produce accurate results and meet legal requirements.
Example: “Specific” Critical Element
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Example:“Measurable”Critical Element
• Provides accurate and timely advice and guidance on an “as needed basis” to headquarters staff and managerial accountants in the field – resolving normal issues/inquiries in 5 – 7 business days, for more complex situations an initial response should be given in 5 – 7 business days and updated until resolved. Provides responses to questions and inquiries covering a variety of policies and directives that require the correct application of accounting principals, theories, concepts and practices to financial processes to produce accurate results and meet legal requirements.
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NGB Financial Management Mission GoalStatement
ARNG/G8 or ANG/FM Mission
(State NG) G8 or FM Vision/Mission
Relevant Team Mission Alignment
“Aligned” Critical ElementProvides accurate and timely adviceand guidance on an “as needed basis”to headquarter staff and managerialaccountants in the field – resolvingnormal issues/inquiries in less than 7business days, for more complexsituations an initial response should be given within 7 business days andupdated until resolved. Providesresponses to questions and inquiriescovering a variety of policies and directives that require the correctapplication of accounting principals, theories, concepts and practices tofinancial processes to produce accurate results and meet legalrequirements.
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• GS07 – Under limited supervision provides accurate and timely advice and guidance on an “as needed basis” to headquarters staff and managerial accountants in the field – resolving normal issues/inquiries in 5 – 7 business days. Prepares responses for supervisor’s review, to questions and inquiries covering a variety of policies and directives that require the correct application of accounting principals, theories, concepts and practices to financial processes to produce accurate results and meet legal requirements.
• GS11 – Provides accurate and timely advice and guidance on an “as needed basis” to headquarters staff and managerial accountants in the field – resolving normal issues/inquiries in 5 – 7 business days, for more complex situations an initial response should be given in 5 – 7 business days and updated until resolved. Independently prepares responses to questions and inquiries covering a variety of policies and directives that require the correct application of accounting principals, theories, concepts and practices to financial processes to produce accurate results and meet legal requirements.
“Realistic/Relevant” Examples
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“Timed” Example
• Provides accurate and timely advice and guidance on an “as needed basis” to headquarters staff and managerial accountants in the field – resolving normal issues/inquiries in 5 – 7 business days, for more complex situations an initial response should be given in 5 – 7 business days and updated until resolved. Provides responses to questions and inquiries covering a variety of policies and directives that require the correct application of accounting principals, theories, concepts and practices to financial processes to produce accurate results and meet legal requirements.
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• Complete the installation of 150 new computers in the DOIM Office, by the second week of September.
• Provide a monthly progress report, with information on completed work and anticipated obstacles, in the last week of each month.
• Ensure that the DA Form 2062 issuing the new computer to the PC user is signed by the user and forwarded to the Property Book Officer in 2-3 workdays of signature.
Example - SMART Critical Elements
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• Critical Element 1 — 35%
• Critical Element 2 — 20%
• Critical Element 3 — 15%
• Critical Element 4 — 15%
• Critical Element 5 — 15%
Total Weighting = 100%
• Each critical element may be weighted to indicate importance and effort
• Weighting is entered as a percentage in increments of 5%
• At the end of the performance cycle, the percentages are multiplied to the individual objectives’ rating to produce the overall performance rating
• If values aren’t entered, all critical elements are weighted equally
Weighting Critical Elements
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Weighted Critical ElementsEmployee 1 rating for each
CE Employee 2 rating for each
CEWeight
Employee 2 Rating after weighted.
Ex1 Rating Rating Weight Adj. Rating
1 3 3 10.00% 0.30
2 3 3 25.00% 0.75
3 3 3 65.00% 1.95
3.00 100.00% 3.00
Ex2 Rating Rating Weight Adj. Rating
1 4 4 10% 0.40
2 2 2 25% 0.50
3 5 5 65% 3.25
3.67 100% 4.15
Ex3 Rating Rating Weight Adj. Rating
1 4 4 10% 0.40
2 4 4 25% 1.00
3 2 2 65% 1.30
3.33 100% 2.70
Ex4 Rating Rating Weight Adj. Rating
1 3 3 10% 0.30
2 3 3 25% 0.75
3 2 2 65% 1.30
2.67 100% 2.35
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• Are the critical elements vague?• Can the critical elements be measured or
verified?• Are the critical elements too complex or
unnecessarily long?• Does each critical element have a timeline?• Do the critical elements emphasize
appropriate aspects of the work?• Are there too many or too few critical
elements?
Consider These Questions When Reviewing the Performance Plan
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Track Progress
This page displays the status of the Performance Plan throughout the cycle.
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Interim Review- Employee
53From this page the employee can create an Interim Review by selecting the Create Interim Review button.
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Interim Review- Rating Official
55From the Main Page the Rating Official selects Update from the drop down and then the Go button to begin the Interim Review process.
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Interim Review- Rating Official
56From the Plan Details page the Rating Official would click on the Interim Reviews Tab to view the Self Assessments.
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Interim Review- Rating Official
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From this page the Rating Official can update or delete the Interim Review, transfer to the employee, track progress or return to the Main Page. Select the Update button to continue.
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Interim Review- Rating Official
58This is where the Rating Official would put in the Interim Review Assessment and then select the Return to Interim Reviews Tab at the top of the page.
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Interim Review- Rating Official
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The Approvals and Acknowledgments Tab displays details about the approval steps of the employee's Interim Review. Select the Start button to continue.
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Interim Review- Rating Official
From the Approvals and Acknowledgments tab, using Option A, the Rating Official can transfer the plan to the Higher Level Reviewer for review.
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Interim Review- Rating Official
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Using Option B, the Rating Official can document Higher Level Reviewer concurrence. The Rating Official completes this step once they have reviewed the plan and are ready for second-level review.
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Interim Review- Rating Official
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The Approvals and Acknowledgments Tab displays details about the approval steps of the employee's Interim Review. Select the Start button to continue.
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Interim Review- Rating Official
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At this point the Rating Official can document communication to the employee and the acknowledgment, or the Rating Official can transfer it to the employee to acknowledge the Interim Review.
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Interim Review- Rating Official
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The Rating Official would select Yes if they are ready to document the employee’s acknowledgment.
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Interim Review- Rating Official
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The Approvals and Acknowledgments Tab displays details about the approval steps of the employee's Performance Plan. Select the Start button to begin.
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Interim Review- Rating Official
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The Rating Official is documenting the employee’s acknowledgment of the Interim Review. Once documented, click Save to continue.
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Interim Review- Rating Official
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The Rating Official selects the Return to Interim Reviews Tab button.
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Interim Review- Rating Official
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The Rating Official selects Transfer to Employee after the Interim Review is complete.
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Track Progress
69This page displays the status of the Performance Plan throughout the cycle.
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Reports and Forms
85From this Main Page the employee, Rating Official, or Higher Level Reviewer can select the Reports/Forms option to begin viewing or printing selectable reports and forms.
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Reports and Forms
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These are the different areas of the form available to print. Until the Annual Appraisal is complete the Form 430 will be a working copy.
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Reports and Forms
87In order to view or print completed appraisals, select Show Completed Plans and Appraisals from the Main Page. From this area you can search by Appraisal Year and print by selecting the printer icon.
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Summary• Start using MyBiz and MyWorkplace• Prep for PAA – Get old appraisals done and ensure correct links in MyWorkplace• Same management principles, greater opportunity for employee input & outcome• Effective Critical elements will be key• Begin building Performance Plans into PAA
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Questions
