| Comment Number: | OL-10507642 |
| Received: | 3/14/2005 1:36:08 PM |
| Subject: | Notice of Proposed Rulemaking, Request for Comment |
| Title: | National Security Personnel System |
| CFR Citation: | 5 CFR Chapter XCIX and Part 9901 |
| No Attachments |
Comments:
I've read through a large portion of the proposed regulation and, as I see it, the NSPS system is set up to allow the flexibility to reward those employees who do their job well and to not reward those people who do not perform well. It also provides the flexibility necessary to get rid of those who are consistent underperformers. No more employment protection provided to the deadweight while all the performers get as reward is more work. What this system is trying to achieve is a good thing. However, to make the system work, we have to identify the problems that this system could give rise to. We need to be wary of these problems and address them. Some of the critical issues that I see are: 1. Take a good look at the supervisory staff. All supervisors must be trained and they must be able to demonstrate ability to direct, encourage, document, reprimand, and counsel. If they are not capable of managing this system, they need to be placed in a position where they are not managing people. 2. Supervisors must be given time to manage their employee. I observe numerous supervisors that spend very little time managing and at least 90+% of their time doing outreach, attending conferences, meetings, training, heading up new initiatives, etc. But not MANAGING. We must take a hard look at our supervisory staff and their responsibilities and senior management must allow supervisors the time to do what they are supposed to do: manage their staff. Currently, supervisors don't implement TAPES and IDP the way they are supposed to. NSPS will require significantly more documentation and consideration. Supervisors must have this rating system be their priority (right up there with accomplishing the mission) and Senior Management MUST ensure that the appropriate time and consideration is taken by each supervisor for this evaluation process. 3. The only way to fairly and accurately implement this system is to have everybody devise MEASURABLE goals. When system constraints occur throughout the evaluation period, those measurable goals must be revised (ex: funding pulled for a project and the project team cannot complete the current phase of work by the published milestone date as a result. Project team must re-evaluate schedule and provide a new milestone completion date based upon when new funding is available. This becomes the new goal so employees aren't penalized on their evalution because of something beyond their control.) This will also go a long way in eliminating the fear that so many people have regarding the potential for supervisors to play favorites. Either you perform or you don't perform. 4. Goals should be consistent with the overall mission goal. Each member of a project team should have consistent goals (team goals like schedule and budget should be identical for each member). My goals should be consistent with my program's goals, and on up the line. I see this system as a step in the right direction. How it is implemented and carried out will determine if it will reap the potential benefit of building and maintaining a great workforce.