Report - Government Executive

they achieve their goals. Given the importance of the DoD intelligence mission, the nature and
complexity of intelligence work, and the large population of high performers in the intelligence
components, a more tailored methodology for creating individual objectives is needed to
motivate employees and meaningfully distinguish levels of performance.
Additionally, new supervisors need guidance to craft appropriate objectives tailored to the
positions for which they are responsible. OUSD(I) already has developed a useful guide to
writing performance objectives, and it is investing in an online database of “exemplar” objectives
expected to improve the consistency and appropriateness of performance objectives. These steps
should prove helpful, though additional training and guidance is needed for developing
administrative and support employee objectives. 73
Performance Elements
Under DCIPS, performance elements—also known as “behaviors”—measure attributes of job
performance significant to accomplishing individual performance objectives. They ensure that
managers and supervisors can measure not only what work is performed, but also how well it is
performed. Consistent with NICCP policy, DCIPS uses four standardized elements for both
supervisory and non-supervisory employees, with two additional elements tailored to either the
supervisory or nonsupervisory position. Table 3-2 shows the standard performance elements.
Element
1. Accountability
for Results
Table 3-3. DCIPS Performance Elements
Definition
Nonsupervisory Employee
Supervisory/Managerial
Employee
Measures the extent to which the In addition to the requirements for
employee takes responsibility for the nonsupervisory employees,
work, sets and/or meets priorities, supervisors are expected to use the
and organizes and utilizes time and same skills to accept responsibility
resources efficiently and effectively for and achieve results through the
to achieve the desired results, actions and contributions of their
consistent with the organization’s subordinates and the organization as
goals and objectives.
a whole.
2. Communication Measures the extent to which an
employee is able to comprehend and
convey information with and from
others in writing, reading, listening,
and verbal and nonverbal action.
Employees also are expected to use a
variety of media in communicating
and making presentations appropriate
to the audience.
3. Critical Thinking Measures an employee’s ability to
use logic, analysis, synthesis,
In addition to the expectations for
nonsupervisory employees, DCIPS
supervisors are expected to use
effective communication skills to
build cohesive work teams, develop
individual skills, and improve
performance.
In addition to the requirements for
nonsupervisory employees,
73 OUSD(I) has acknowledged the need to review performance standards to determine whether employees in support
occupations are rated lower than those in mission-oriented ones.
37