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Representatives from three different agencies presented an overview of their appraisal program design strategies at two conference sessions. Although each agency has developed unique ways to implement its appraisal programs, the objectives they shared were:
Health and Human Services (HHS). HHS has a flexible appraisal system that allows its components to design their own programs. Although three of HHS' components decided to adopt a two-level appraisal program, the programs are being implemented very differently.
These strategies show HHS' commitment to allow its components to develop and adopt appraisal programs that meet their needs.
Department of the Treasury. Department of the Treasury components (i.e., bureaus) also have the flexibility to design their own appraisal programs, addressing organizational concerns and taking into account the bureau's culture and employee needs. The Customs Service, the U.S. Mint, and the U.S. Secret Service each use a two-level appraisal program. The Bureau of Alcohol, Tobacco and Firearms and the Financial Management Service are considering two-level appraisal programs. The Bureau of Engraving and Printing is using a three-level appraisal program. Other bureaus have either decided not to change or are still considering change.
The National Aeronautics and Space Administration (NASA). NASA's appraisal system allows only one program to operate at a time. It is currently using a two-level appraisal program. NASA wanted a simple, streamlined appraisal program that fosters communication and less paperwork. Its program requires:
Most of NASA's field centers have transitioned to the two-level appraisal program and the first ratings were completed in January 1997.
One lesson NASA learned during the program's implementation was the importance of communicating the new program to employees to help them understand what will and will not change. Also, NASA found that everyone needs time to understand the new program before implementation.
Originally published on June 1997