Wall Street Journal <\/em>focused on an issue that follows from the Project 2025 report:<\/p>\n\u201cThe civil service certainly needs an overhaul\u2014as former Federal Reserve Chairman Paul Volcker argued for decades\u2014to establish accountability from top to bottom. The point, however, isn\u2019t to inject a sense of terror in government employees but to instill trust that everyone is held to the same standards. Near-zero accountability is like pouring acid over public culture, eroding trust and pride.\u201d<\/p>\n
There have been calls for government reform as far back as Truman.\u00a0 Reagan sought to \u201cdrain the swamp\u201d when he created the Grace Commission, composed of more than 150 business executives.\u00a0 The Clinton\/Gore \u201cReinventing Government\u201d was intended to \u201cmake government cool again.\u201d\u00a0 Obama\u2019s Simpson-Bowles Commission also focused on making government more efficient. \u00a0Both sides agree government needs to change but today\u2019s divided government is a high barrier.<\/p>\n
The New Management Model of the 90s<\/h4>\n
The federal government took a step as far back as 1993 to reinforce agency accountability with passage of the Government Performance and Results Act (GPRA), requiring agencies to adopt the widely used business practices – setting goals, measuring results, and reporting progress.\u00a0 Obama \u201cmodernized\u201d the required practice in 2010 with legislation that created a \u201cmore defined performance framework\u201d.\u00a0 The subject has been a recurring subject on the President\u2019s Management Agenda.<\/p>\n
Despite the laws and White House commitment, it\u2019s now three decades since the passage of GPRA, and writers continue to discuss the problems the law was intended to address.\u00a0 The website GovExec frequently has columns focused on performance.\u00a0 One of the most recent posts in October highlights a key omission from the legislation, \u201cHolding poor performers accountable can lead to better government.\u201d\u00a0 As if the few poor performers are responsible for the public\u2019s dissatisfaction with the government.<\/p>\n
Businesses once had similar problems. However, the Total Quality Management movement in the 1980s prompted new attention to frontline workers and their role in \u201ccontinuous improvement.\u201d That was followed by the 1990\/91 recession and the elimination of layers of management to cut costs. \u2018Knowledge workers\u2019 became a popular new phrase. \u2018Reengineering\u2019 became a buzzword.\u00a0 Delayering meant managers had more employees to supervise, triggering the transition to goal setting. Together, the changes became a new model for workforce management. However, civil service systems remained rigid and unchanged in the public sector.<\/p>\n
Today, accountability means \u201cmaking each employee accountable for the success or failure of the expected contribution to the work effort.\u201d\u00a0 With effective leadership, \u201c. . . employees are not just accountable for their tasks but are motivated to exceed expectations, contributing to a high-performing team . . .\u201d\u00a0 \u201c. . . a culture of accountability serves as the thread that holds everything together.\u201d<\/p>\n
In the business literature, the word \u2018accountability\u2019 or \u2018accountable\u2019 is rarely found in performance management discussions.\u00a0 Those concepts are deeply entrenched and effectively taken for granted in the thinking and practices of every successful business.<\/p>\n
The Missing Element<\/h4>\n
The common government practices are silent on a virtually universal practice that reinforces goal achievement.\u00a0 It\u2019s the use of financial incentives that link organizational performance to the compensation of executives and managers. They are rewarded as a \u201cteam\u201d for the organization’s success. Similar incentive plans are often used with teams at lower levels. That reinforces accountability.<\/p>\n
The difference is apparent in the columns on websites like the Center for Accountability and Performance. Discussions of using goals and metrics appear frequently, but it\u2019s rare to find statements suggesting individual or team accountability.<\/p>\n
No company focuses only on individual performance.\u00a0 Except for sales commissions, the incentives at all levels are tied with metrics to company, division or team performance. \u00a0Metrics-based group incentives are virtually universal in business. \u00a0There are added payroll costs but those are more than offset by better results, including improved efficiency.<\/p>\n
Profit sharing was used in France for roughly two centuries. It\u2019s still used widely by smaller companies, frequently to fund retirement benefits. Gainsharing, based on cost savings, was conceived by a union leader in the 1930s. Its use in government to reduce costs was discussed in the 2016 book Peak Performance<\/em>, the story of Denver’s Peak Academy and how small teams of city workers saved millions.<\/p>\nInterest in rewarding performance goes back decades. At the federal level, the first real change was the passage of the Civil Service Reform Act of 1978. The law created the Senior Executive Service, providing cash awards to the best performers as high as $20,000. The law also created a true \u201cmerit pay\u201d system for managers and supervisors, but the design was flawed, and the policy was terminated 40 years ago.<\/p>\n
Merit salary increase systems exist in several federal agencies and a number of state governments, but the differences make them hard to compare. There are many critics, but surprisingly, there has been no initiative to document \u2018best\u2019 practices. There have been no studies on the linkage between pay policies and performance. It\u2019s as if worker performance is unrelated to agency performance.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ background_color=”#f7f7f4″ custom_margin=”-641px|||||” custom_padding=”0px||0px|||” global_colors_info=”{}”][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”4.16″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2024\/12\/2-2.jpg” alt=”A person types on a laptop, surrounded by floating icons representing budget-related themes like graphs, charts, and targets. The word %22BUDGET%22 is prominently highlighted among the icons, capturing the attention of employers seeking financial insights.” title_text=”A person types on a laptop, surrounded by floating icons representing budget-related themes like graphs, charts, and targets. The word %22BUDGET%22 is prominently highlighted among the icons, capturing the attention of employers seeking financial insights.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.25.1″ custom_margin=”-1px|||||” hover_enabled=”0″ animation=”off” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2024\/12\/3-5.54.18\u202fPM.jpg” alt=”A person in a plaid shirt holds a magnifying glass, focusing on a digital document icon with a checkmark and graph. The blurred background enhances the magnified area, symbolizing detailed scrutiny often seen in government processes.” title_text=”A person in a plaid shirt holds a magnifying glass, focusing on a digital document icon with a checkmark and graph. The blurred background enhances the magnified area, symbolizing detailed scrutiny often seen in government processes.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.25.1″ hover_enabled=”0″ animation=”off” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.25.1″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”5.7%|10%||10%||” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n
Workers at all levels want to work for successful, highly regarded organizations.\u00a0 They want to feel valued and members of a \u2018winning team.\u2019\u00a0<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”]HOWARD RISHER[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.25.1″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”19px||0px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n
The Centrality of Performance Appraisal<\/h4>\n
That\u2019s a side heading in the Project 2025 report. \u00a0True \u201cmerit pay\u201d is effective only when it\u2019s based on a credible year-end performance appraisal process and managers have adequate training.\u00a0\u00a0<\/p>\n
The problem in government \u2013 and it\u2019s often true in the business world — is the failure to invest in the skills managers need to manage, coach, and at year-end evaluate staff performance.\u00a0 That\u2019s combined with performance appraisal systems based on vague, subjective rating levels.\u00a0 It\u2019s not uncommon to see 95 percent or more of government employees rated fully successful or above. The Project 2025 reports only 0.1 percent \u2013 that\u2019s one in 1,000 — of federal employees were rated as \u201cunacceptable.\u201d<\/p>\n
That should be unacceptable. There are proven practices. It requires leadership and periodic assessments to confirm better practices are emerging. \u00a0For many occupations, performance planning and year-end evaluations are best when based on S.M.A.R.T. goals. \u00a0Goal setting has to start with executives and cascade down so everyone knows how their work efforts contribute to their agency\u2019s \u2018success\u2019.<\/p>\n
A common mistake is focusing on the few poor performers.\u00a0 The best performers \u2013 those whose performance exceeds expectations- should be recognized and rewarded.\u00a0 In the private sector, the poor performers are addressed privately.\u00a0 They need to understand where they need to improve.\u00a0 No one starts a new job expecting to perform poorly; it may be the manager\u2019s fault.\u00a0 When managers have the skills to provide feedback and coaching to help employees grow and perform at expected levels, many problems can be avoided.\u00a0<\/p>\n
The Tennessee Success Story<\/h4>\n
Tennessee is the most recent state to switch to pay-for-performance. When Bill Haslam was elected Governor in 2010, one of his goals was to build a \u201cwinning\u201d workforce.\u00a0 As he said in a speech, \u201cWhether in business, government, or sports, the team with the best players wins. Unfortunately, in Tennessee state government . . . the rules don\u2019t allow us to go out and recruit great players.\u201d \u00a0He succeeded; Forbes now rates the state\u00a0as one of the best employers in the state.<\/p>\n
Haslam\u2019s career was in the private sector until he was elected Mayor of Knoxville in 2003.\u00a0 He was re-elected in 2007. \u00a0He was also re-elected as Governor and served until 2019.\u00a0 While in office, the state was recognized as a national leader in education, economic development, and effective government.\u00a0<\/p>\n
One of Haslam\u2019s early steps was to ask agency heads to do a top-down review of the changes needed to improve their departments.\u00a0 Every cabinet member concluded, \u201cWe have to do something about our HR practices.\u201d\u00a0 The deputy governor and HR commissioner went on an employee listening tour to hear how to recruit and retain the best employees. Many of the practices addressed in reform surfaced in the meetings.<\/p>\n
It was clear the governor was the champion for reform. Here, the primary change was transitioning to pay for performance, based on a new approach to performance management with S.M.A.R.T. goals linked with department goals. Previously, the appraisal process was subjective with little accountability; 85% of the employees were rated as 4s or 5s. The new approach switched to words\u2014\u2018Unacceptable,\u2019 \u2018Marginal,\u2019 \u2018Valued,\u2019 \u2018Advanced\u2019, and \u2018Outstanding.\u2019 The best also earn cash bonuses.<\/p>\n
The state invested almost three years of training and practice with goal setting – 12 to 15 hours a year – before merit pay was kicked off.\u00a0 The \u201ckey to success is training all supervisors to coach employees to succeed.\u201d<\/p>\n
Accountable for Results is the Key\u00a0<\/h4>\n
This is a proven model for improving organizational performance. The Tennessee strategy was based solidly on the model and the practices common to high-performance organizations. It\u2019s an investment, and any increases in payroll are more than offset by improved results.<\/p>\n
This is a culture change, and as Tennessee learned, it will require several years. The focus should be on annual incremental performance gains based on continuous improvement. It pays to start at the top, where accountability intuitively should begin. For unknown reasons, the focus has been on front-line workers. Starting with executives and managers avoids many of the us-vs-them, worker-management disagreements. Annual results should be posted to the public.<\/p>\n
Workers at all levels want to work for successful, highly regarded organizations.\u00a0 They want to feel valued and members of a \u2018winning team.\u2019\u00a0 It helps with recruiting and retention as it did for Tennessee.\u00a0 The changes are a win-win for elected officials, employees, and the public.<\/p>\n
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Accountability: A Proven Strategy to Improve Government Performance - Careers in Government<\/title>\n<meta name=\"description\" content=\"Workers at all levels want to work for successful, highly regarded organizations. They want to feel valued and members of a \u2018winning team.\u2019\" \/>\n<meta name=\"robots\" content=\"noindex, nofollow\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Accountability: A Proven Strategy to Improve Government Performance - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"Workers at all levels want to work for successful, highly regarded organizations. 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