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October 1996 Keys to Implementing Pass/Fail Programs Early and continuing employee involvement, frequent communications, and top management support are among the key tools to use when implementing two-level (pass/fail) appraisal programs. Representatives of the Departments of Education, Energy, and the Interior stressed these important factors when they spoke at the conference about their experiences in implementing pass/fail appraisals within their respective agencies. Each speaker stressed the need to pay close attention to employee involvement, good communications, and gaining top management support. Investing time and resources in these factors, although it may seem difficult, is critical in laying the groundwork for a two-level appraisal program. Because these pass/fail programs are fairly new, the speakers' presentations focused on implementation issues. In addition to the common themes cited above, each speaker provided additional information and specifics about the particular programs at his agency. Department of Education. John Allen, Department of Education, highlighted the Department's extensive internal communications and training activities conducted during the program planning stage. Examples included briefings at headquarters and field offices, telephone conferences with regional staff, establishment of a "help desk," and frequent items in the agency newsletter and electronic bulletin board. Training on pass/fail appraisals and accepting feedback was provided to all employees, and training on how to give feedback was conducted for supervisors. Sessions were videotaped for those who missed the "in-person" training.
Department of Energy. Department of Energy representatives John Segvich, Bonneville Power Administration (BPA), and Andy Gonzalez, Albuquerque Operations Office, outlined their pass/fail programs which have delinked awards from appraisals and shifted the focus to employee development. Each location is using 360-degree feedback to provide employees with more complete information about their skills and developmental needs. BPA uses 360-degree feedback for developing and improving employee performance only, while Albuquerque also factors it into the process of determining performance ratings.
Department of Interior. Brian Bennett, Department of the Interior, included reductions in time, less paperwork, and fewer requests for reconsiderations of performance ratings as some of the benefits the Department has observed after implementing pass/fail appraisals. All of the speakers commented that pass/fail appraisals allow them to increase emphasis on organizational goals and efforts to improve both individual and organizational performance. All of their agencies have deemphasized rating-based awards and used more special act awards that recognize the accomplishment of organizational results. They also acknowledged the special challenges presented by the potential for reductions-in-force within the next few years. Despite that, they have pressed ahead. One speaker noted that his agency considered pass/fail such an excellent opportunity to improve the overall performance management process, that it was worth putting it into place during a time of overall Government downsizing. The need to evaluate appraisal program effectiveness was acknowledged as well. Interior plans an internal assessment of its pass/fail program within the next few months. Education discussed its plans to conduct focus groups to determine employee perceptions and reactions to mid-year progress reviews. These and many more practical tips provided attendees with valuable information about the implementation of pass/fail appraisals.
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