Senior Executive Service employees have had several changes take place regarding their roles and responsibilities over the past year but a recent memo delivered to the organization may be music to some folk’s ears. Senior Executives have been tasked with identifying poor –performing programs, eliminate some of the reporting requirements placed on agencies and maintain new requirements of the Government Performance and Results Act, all while seeing smaller pay raises. A recent study by the Office of Personnel Management (OPM) found SES members received an average 2.7 percent increase in pay, the lowest in the five years since a pay-for performance system began.
All this may push someone to throw in the towel. However, good news came in the form of a memo to SES members on Friday from Jeff Zients, Office of Management and Budget Deputy Director for Management and John Berry, Office of Personnel Management Director outlining proposals developed by the President’s Management Council to streamline the performance appraisal process and certification system, boost recruitment for SES jobs and improve executive engagement and career development opportunities.
Key initiatives include:
• Stronger links between employee appraisal systems and agency performance goals, as well as improved personnel performance planning, assessment and recognition.
• More engagement of senior agency leaders in SES issues through coordination with the PMC, the Chief Human Capital Officers Council and the Performance Improvement Council, along with agency-specific SES forums.
• Additional opportunities for SES career development, including a one-year onboarding program for new executives; government wide leadership development curricula and events; networking programs; and a pilot project offering rotational opportunities for upper-level GS employees.
• Improved recruitment for SES jobs through a resume-based hiring pilot project, external talent searches and a cross-agency effort to market and recruit for open positions.
Carol Bonosaro, president of the Senior Executive Association was very happy with the efforts of the organization to collaborate with the government on improving opportunities for SES employees. Such opportunities can increase employee passion and dedication to the organization. Scott Blanchard and Drea Zigarmi of the Ken Blanchard Companies conducted a study on what kind of leadership has the greatest impact on performance. The team discovered that employee success included things like employee satisfaction, employee loyalty, employee productivity, perceptions of one’s relationship with his or her manger and the team environment, and more tangible measures, like absenteeism, tardiness, and vandalism.
What are other positive results that can be created from this opportunity?
Find out what Blanchard believes are the 8 factors that lead to employee passion.