Performance Appraisal System Manual: Behaviorally Anchored ... - Archive

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TABLE OF CONTENTS

Section I II

III

IV v VI VII VII Append ix A

How and Why the System was Developed

Overview of the Performance Appraisal System

The Appraisal Process Job Planning Job Staffinq Performance Planning Performance Monitoring End-of-Assignment Performance Appraisal Career and Assignment Review Session

Task Standards

BARS Performance Standards

Assessment Guides

Preparation of the End-of-Assignment Performance Appraisal (GAO Form 563)

How to Prepare an Effective Appraisal

GAO Form 563

Paqe

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7 11 11 14 14 16 18 20 23 28 34

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SECTION I HOWAND WHY THE SYSTEM WAS DEVELOPED

Background

Over the past several years, GAO has been conducting a

thorough reexamination of its entire human resources manage-

ment system. Such a systematic study is unparalleled

anywhere

in the government.

A major force behind GAO's commitment to the review of

its management system was the realization

that the agency had

undergone tremendous changes during the early 1970s. This

period saw a dramatic increase in the size of the agency and

a substantial

increase in the number and types of personnel

who did not possess the traditional

auditing background.

These developments occured in response to GAO's rapidly

evolving responsibilities

in the program evaluation area.

This new environment in which GAO was operating necessitated

many adjustments to the personnel system.

On June 17, 1975, the Comptroller General appointed a 9-

member Career Management Committee (CMC). Their task was to

provide top-level policy guidance and help integrate the

variety of personnel-related

projects that were underway into

a cohesive whole.

The main elements of the CMC's work plan, finalized on

February 13, 1976, included review of policies, procedures,

and objectives concerning personnel management in GAO, and

collection

and analysis of staff perceptions about career

management. It was decided that the most immediate issue

requiring attention was the promotion system. In May 1976,

the Comptroller General announced that career ladder would

be lowered to GS-12. Effective October 1, 1976, the Compe-

titive Selection Process (CSP) was established to govern all

selections (usually involving promotions) to positions graded

at the GS-13, 14 and 15 levels and all Overseas selections

regardless of grade.

After CSP had been in operation for several months, during

which it was closely monitored, the CMC again took an inven-

tory of on-going activities.

This review revealed that the

Office needed more effective performance appraisal and coun-

seling systems. vJork was begun on these components in mid-

1977.

The counseling component of the Career Management System

was implemented in 1979. This involved the presentation

of

a $-day workshop entitled "Skills for Performance and Career

Development" (SPCD) to all audit staff personnel.

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