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 A Handbook for MeasuringEmployeePerformance
 ALIGNING EMPLOYEE PERFORMANCE PLANS WITH ORGANIZATIONAL GOALS 
Workforce Compensationand Performance Service
Performance Management and Incentive Awards Division
s
PMD–013
s
September 2001
 
Text Version
 
 A HANDBOOK FOR MEASURING EMPLOYEE PERFORMANCE 
1
FOREWORD
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2
CHAPTER 1
PERFORMANCE MANAGEMENT: BACKGROUNDAND CONTEXT
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4
EmployeePerformancePlans
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7
CHAPTER 2
DISTINGUISHING ACTIVITIESFROM ACCOMPLISHMENTS
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12
The Beekeepers and Their Bees
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12
Using Balanced Measures
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Categories of Work
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CHAPTER 3
DEVELOPING EMPLOYEE PERFORMANCE PLANS
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Step 1: Look at the Overall Picture
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Step 2: Determine Work Unit Accomplishments
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Method A: Goal Cascading Method
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Method B: Customer-Focused Method
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Method C: Work Flow Charting Method
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Step 3: Determine Individual AccomplishmentsThat Support Work Unit Goals
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Step 4: Convert Expected AccomplishmentsInto Performance Elements, Indicating Type and Priority
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Step 5: Determine Work Unit and Individual Measures
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Step 6: Develop Work Unit and Individual Standards
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Step 7: Determine How To Monitor Performance
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Step 8: Check the Performance Plan
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GuidingPrinciples for Performance Measurement
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CHAPTER 4
LEARNING AIDS
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Performance Measurement Quiz
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Quick Reference: The Eight-Step Process
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APPENDIX A:
Five-Level Appraisal—Examples
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APPENDIX B:
Three-Level Appraisal—Examples
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APPENDIX C:
Two-Level Appraisal—Examples
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table of contents
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2
 A HANDBOOK FOR MEASURING EMPLOYEE PERFORMANCE 
foreword
his handbook is designed for Federal supervisors and employeesand presents an eight-step process for developing employee per-formance plans that are aligned with and support organizationalgoals. It also provides guidelines for writing performance elementsand standardsthat not only meet regulatory requirements, but also maximize the capabilitythatperformance plans have for focusing employee efforts on achievingorganizationaland group goals.The methods presented here are designed to develop elements and standards that mea-sure employee and work unit accomplishments rather than to develop other measuresthat are often used in appraising performance, such as measuring behaviors orcompetencies. Although this handbook includes a discussion of the importance of balancing measures, the main focus presented here is to measure accomplishments.Consequently, much of the information presented in the first five steps of this eight-step process applies when supervisors and employees want to measure results. However,the material presented in Steps 6 through 8 about developing standards, monitoringperformance, and checking the performanceplan apply to all measurement approaches.
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