Performance Management Program - Overview

Performance management is a continuous, systematic process by which commanders, managers, and supervisors integrate the planning, directing, and execution of organizational work with civilian performance appraisal, pay, awards, promotion, and other systems. The performance management process includes five phases:
  1. Planning performance and assigning work
  2. Monitoring performance
  3. Developing performance
  4. Appraising performance
  5. Rewarding performance

Law and the Office of Personnel Management (OPM) regulations mandate that each agency has a performance management system approved by OPM. The Department of Defense system, of which Army's performance managementprogram is in compliance with, is found at Volume 430 (DoD Civilian Personnel Management System: Performance Management) of DoDI 1400.25-M. OPM's approval of the DoD system is Enclosure 3 to the volume. OPM's approval of Army's program is located in the reference section below.

Army's program is described in AR 690-400, Chapter 4302 (Total Army Performance Evaluation System, or TAPES), dated May 22, 1993, and Change 1, dated October 16, 1998. TAPES requires employees be given written objectives/responsibilities at the beginning of the rating period (phase 1 of the process described above). The assignment of objectives/responsibilities, along with periodic performance discussions, lets employees know what work they are going to be rated on and the standard of performance they must meet to be satisfactory.

Within Army, all objectives/responsibilities are "critical," therefore at any time during the rating period that an employee's performance fails to meet 1 or more of the objectives/responsibilities, the supervisor shall place the employee on a performance improvement plan (PIP) (one dimension of phase 3 as listed above). Failure to bring the performance up to a satisfactory level at the conclusion of the opportunity period shall result in the employee being reassigned, demoted, or removed from Federal service.

On the opposite end of the spectrum, employees who meet or exceed the objectives/responsibilities may be considered for recognition under the incentive awards program (phase 5 in the list above).

Throughout the performance rating period, the supervisor should review the employee's work and communicates expectations (phase 2, monitoring performance, as listed above). However, at least once during the rating period the supervisor shall conduct and document an in-progress review (typically at mid-point).

At the end of the rating period, there is the formal evaluation or assessment, the written evaluation and formal discussion that comprise the employee's rating of record (phase 4 of the above list). This formal evaluation or assessment is conducted at the end of a rating period and is often referred to as the appraisal.

Content last reviewed: 4/10/2014-BWR