HOWARD RISHER<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” global_colors_info=”{}”]Howard Risher has 40 years of experience as a consultant and HR executive with clients in every sector.\u00a0He has published frequently in HR journals and websites.\u00a0 He is the author or co-author of six book and a growing list of ebooks. The most recent is\u00a0Building the Workforce Government Needs.\u00a0\u00a0He is associated with Grahall Consulting Partners.<\/i>[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _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=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” custom_padding=”||0px|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\nThe June 17 memo from OPM\u2019s Acting Director, Charles Ezell, \u201cPerformance Management for Federal Employees\u201d, reflects an important development for managing employee performance. The new approach is the use of S.M.A.R.T \u2013 Specific, Measurable, Achievable, Relevant, and Time-bound \u2013 goals to plan and monitor employee performance. The goal is building \u201ca high-performance Federal workplace culture . . .\u201d<\/p>\n
Management textbooks include exhibits showing interlinked level by level individual goals aligned with agency goals. \u00a0Everyone can understand how their work efforts are expected to contribute to their department\u2019s and their employer\u2019s success. It\u2019s a common practice in successful companies.<\/p>\n
The new policy also provides for rewarding high performers with \u201cmeaningful bonuses and awards.\u201d The promise of limited year-end awards will not drive employee motivation throughout the year but there is definitely a sense of accomplishment followed by recognition when they receive the awards. That is if the process is not tainted by favoritism and distrust.<\/p>\n
The memo was silent on a core issue \u2013 employees need to be empowered to tackle problems. If employees are to be accountable for achieving goals, they need to have the discretion to make decisions and act in new ways. In the NPR \u2018reinventing government\u2019 era one of operating principles was: \u201cEmpowering employees to get results.\u201d It contributed to the largest performance gains in decades. In moving to goal-based management, the potential for gains is significant but agencies should start by assessing the culture to learn if managers are ready.<\/p>\n
As a caution, where workers have been expected to comply with established practices, the transition will not be quick or easy.<\/p>\n
Agencies will also need to assess how this will change manager\/employee relationships.\u00a0 Where the use of employee goals is new, it will redefine their relationships, requiring new skills and behaviors. That makes it important to approach this as culture change and provide adequate training.\u00a0<\/p>\n
Goal-based Management Is Proven<\/h4>\n
This is essentially the same strategy the state of Tennessee initiated in 2011 as the basis for civil service reform.\u00a0 It was a solid success. The state went further and adopted a pay-for-performance salary increase policy. Agencies realized notable performance gains and today state agencies are recognized as \u201cbest places to work.\u201d\u00a0 Writers have posted articles wondering if \u201c. . . Other states can tap Tennessee\u2019s secret sauce for government efficiency?\u201d<\/p>\n
Several years ago Steve Goodrich brought Tennessee\u2019s human resource commissioner, Rebecca Hunter, to Washington and had her meet with several groups to discuss what they accomplished. Unfortunately the COVID crisis intervened and her story was quickly forgotten. (The ebook I co-authored with Tennessee\u2019s CLO, Trish Holliday, \u201cPreparing Managers for Tomorrow’s Government\u201d, may be useful. It\u2019s available here.)<\/p>\n
If the transition is managed effectively, \u201cfully successful\u201d ratings are to be limited to managers and employees who achieve their goals. It will be important to define the performance levels needed to be rated as \u2018Outstanding\u2019 or \u2018Great.\u2019 To influence employee motivation, high ratings have to be realistic.<\/p>\n
It\u2019s relevant that goal-based management has a long history in government – the Government Performance and Results Act introduced the practice two decades ago \u2013 but the focus was and has been on agency goals, almost dissociated from agency leaders. In contrast to business, agency leaders have not been accountable for agency performance. In business, when a company succeeds, its executives are richly rewarded; when results do not satisfy the stockholders, they are quickly replaced.<\/p>\n
Again in business as well as healthcare, year-end incentive awards are based on weighted metrics; there is minimal subjectivity. In both sectors, executives are accountable and rewarded as a \u2018team\u2019 for their organization\u2019s success.<\/p>\n
Defining Goals That Are Mutually Accepted<\/h4>\n
In a traditional management environment, employees were told what to do and supervised closely to confirm their efforts satisfy expectations. Historically the focus has been on the few poor performers.<\/p>\n
Goal-based management requires a very different philosophy. Engaged employees are known to perform at higher levels, and managers are the keys to creating a supportive environment that builds employee commitment. Managers and employees need to work closely in defining goals and reacting to developments that affect goal achievement. That requires a good working relationship.<\/p>\n
It also requires a relationship where employees are not afraid to fail, knowing they can look for advice or help to tackle problems.<\/p>\n
Employees always know have a good sense of what they can expect to accomplish, the barriers likely to affect their performance, and what for them is unacceptable performance. Research shows people define life goals that are challenging but achievable. Here they want to make a contribution but they also want to be treated fairly. As with life goals, their commitment is important. That means goal setting works best when employees are involved in the goal setting process.<\/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\/2025\/07\/2-1-scaled-1.jpg” alt=”A man sits at a desk talking to a woman seated in front of him in a computer lab. Both employees appear to be smiling and engaged in conversation, surrounded by computers and office chairs.” title_text=”A man sits at a desk talking to a woman seated in front of him in a computer lab. Both employees appear to be smiling and engaged in conversation, surrounded by computers and office chairs.” 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|||||” animation=”off” global_colors_info=”{}”][\/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\/2025\/07\/3-1-scaled-1.jpg” alt=”Four employees sit around a table in an office, discussing documents and charts. One woman is smiling as she hands a paper to another person. A laptop, glasses of water, and papers are on the table.” title_text=”Four employees sit around a table in an office, discussing documents and charts. One woman is smiling as she hands a paper to another person. A laptop, glasses of water, and papers are on the table.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.25.1″ animation=”off” global_colors_info=”{}”][\/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” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}”]<\/p>\n
Agencies have very different management problems, making one-size-fits-all edicts on how to proceed suspect.<\/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” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
Performance Goals Define Accountability<\/h4>\n
The word \u2018accountability\u2019 seems to be omnipresent today. Significantly, it\u2019s rare to see the word \u201caccountable\u201d in discussions of business results.\u00a0 It\u2019s understood, of course.\u00a0 It\u2019s apparently never been studied – a search failed to find studies – but in agreeing to performance goals, employees in business understand they are expected to achieve the goals.<\/p>\n
In their year-end evaluations, managers evaluate employee performance relative to goals. But more importantly, throughout the year, the goals and metrics provide a basis for managers and employees to discuss what\u2019s unfolding. The data enables managers to provide ongoing coaching and advice. As circumstances change, goals often need to be revised. If that\u2019s accountability, it works.<\/p>\n
That\u2019s true for team goals as well. Working to achieve team goals builds camaraderie.<\/p>\n
Performance Goals Do Not Fit Every Occupation<\/h4>\n
The work of specialists in the knowledge occupations is different; they may have personal development or life goals but their roles defy planned \u2018production\u2019 goals. They generate \u201cvalue for the organization with their expertise, critical thinking and in some cases interpersonal skills.\u201d \u201cThey think for a living.\u201d \u00a0Many have graduate degrees although there are many exceptions.<\/p>\n
They include the specialist in technology fields, engineers, architects, lawyers, physicians, and scientists, along with occupations where individual work assignments and year end goals cannot be planned. An example would be nurses where daily activities cannot be anticipated. Often the best are assigned to deal with the toughest problems. It\u2019s their knowledge and skills that determine their value. Seniority or years of experience are not relevant although that may be difficult to accept.<\/p>\n
The proven management framework for knowledge workers is competency-based pay where pay increases are based on an assessments of progress in developing their knowledge and skills. At each career stage, developing key skills is a requisite for moving to a higher band.<\/p>\n
The first demonstration project, China Lake in 1980, was based on what was then a new program model – salary banding – that is now proven and accepted as the basis for managing knowledge worker salaries. The success of the \u201cdemos\u201d confirms the acceptance of the program model.<\/p>\n
Managers Play a Vital Role<\/h4>\n
Studies by Gallup and others show managers play a vital role in supporting good performance. Government unfortunately has a history of promoting workers based on seniority or good technical skills to manager positions. That may have been OK when workers were only expected to do what they were told.\u00a0 Now, experts argue workers are capable of performing at much higher levels when they are empowered and coached with feedback to improve performance.<\/p>\n
Ezell\u2019s memo defines the new role for managers and sets forth lengthy standards for evaluating supervisors but is largely silent on preparing supervisors for the new role.<\/p>\n
The memo is also silent on the implications for agency leaders. Where this will be culture change, the leadership should start at the highest levels.\u00a0 That was an advantage in Tennessee where the governor and several agency heads had been executives in large companies. Too often appointees do not have experience managing large employee groups. A fallback is the appointment of a chief operating officer supported by executives with program management experience.<\/p>\n
The key point is that managers are too important. They need adequate training and time to develop new skills. In Tennessee, the rollout took place over three years; the first two were \u2018practice\u2019. It was not until the 3rd<\/sup> year that managers and their performance ratings were linked to salary increases.<\/p>\nToday several companies market software to record goals and metrics to help managers and employees track progress over the year.\u00a0 Goal management is more powerful when everyone can follow progress.<\/p>\n
It\u2019s not an HR problem; it\u2019s a leadership problem. Agencies have very different management problems, making one-size-fits-all edicts on how to proceed suspect. Culture change takes time. There are likely to be setbacks and resistance. But after decades of announced plans to raise performance levels, focusing on the management of employee performance has the best chance of succeeding.<\/p>\n
Looking back over the history of the civil service system, this is the first broad scale attempt to transform the work culture of federal agencies. The demos and agencies with \u2018alternative personnel systems\u2019 successfully transitioned away from the traditional civil service rules and regulations. But this will be the largest attempt at organizational change ever undertaken.<\/p>\n
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Agencies have very different management problems, making one-size-fits-all edicts on how to proceed suspect. <\/p>\n","protected":false},"author":3346,"featured_media":50060,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[13],"tags":[35],"class_list":["post-50009","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-gov","tag-government-trends"],"acf":[],"yoast_head":"\n
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