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Description:

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Task Instructions:

Workgroups continuously improve the alignment of performance among individuals and across the workgroup.

1. 1. Workgroups define their methods for evaluating performance alignment, including adjustments to Quantitative Performance Management practices required to evaluate performance alignment, analyses to be conducted, methods for using the results, and additional performance data required to support the analyses.
   2. Workgroups analyze performance data to identify misaligned performance among individuals or across the workgroup.
   3. The root causes of misaligned performance are identified.
   4. Measurable objectives for aligning performance are included in the performance objectives of misaligned individuals and workgroups.
   5. Improvement actions for aligning performance among individuals or within the workgroup are identified and implemented.
   6. Performance data are monitored and evaluated to determine if performance has become more aligned, satisfies the alignment objectives, or requires additional actions to improve alignment.

Units align performance among individuals, workgroups, and other entities within the unit.

1. 1. Units define their methods for evaluating performance alignment, including adjustments to Quantitative Performance Management practices required to evaluate performance alignment, analyses to be conducted, methods for using the results, and additional performance data required to support the analyses.
   2. Units analyze performance data to identify misaligned performance among individuals, workgroups, or other entities composing the unit.
   3. The root causes of misaligned performance are identified through methods that involve all misaligned individuals, workgroups, and units.
   4. Measurable objectives for aligning performance are included in the performance objectives of misaligned individuals, workgroups, and units.
   5. Actions for aligning performance among individuals, workgroups, or units
      are identified and implemented. These actions may involve improving the performance of one or more individuals, workgroups, or units, improving coordination among several individuals, workgroups, or units, tailoring existing processes or defining new processes to improve alignment in the performance of several workgroups or units, changing or adjusting performance objectives or commitments at the individual, workgroup, or unit level, or clarifying confusing or conflicting processes or objectives.
   6. Performance data are monitored and evaluated to determine if performance has become more aligned, satisfies the alignment objectives, or requires additional actions to improve alignment.

The organization aligns performance across units and with the organization’s business objectives.

1. 1. Responsible individuals define methods for evaluating performance alignment at the organizational level, including adjustments to Organizational Capability Management practices required to evaluate performance alignment, analyses to be conducted, methods for using the results, and additional performance data required to support the analyses.
   2. Organizational performance data is analyzed to identify misaligned performance among units.
   3. The root causes of misaligned performance are identified through methods that involve all misaligned units and other affected parties.
   4. Actions for aligning performance among units and with organizational business objectives are identified and implemented. These actions may involve improving the performance of one or more units, improving coordination among several units, tailoring existing processes or defining new processes to improve alignment in the performance of units, changing or adjusting performance objectives or commitments at the unit or organizational level, clarifying confusing or conflicting processes or objectives.
   5. Performance data are monitored and evaluated to determine if performance has become more aligned, satisfies the alignment objectives, or requires additional actions to improve alignment.

The impact of the organization’s workforce practices and activities on aligning performance is understood quantitatively.

1. 1. Performance alignment results at the workgroup, unit, and organizational levels are quantified and recorded, based on analyses of performance data.
   2. Trends in the impact of workforce activities on aligning performance at the individual, workgroup, unit, and organizational levels are established quantitatively.
   3. Results of these analyses are made available for use in managing and improving performance-related workforce activities.

The impact of workforce practices and activities on performance alignment is managed quantitatively.

1. 1. Responsible individuals use quantitative analyses of the impact of workforce
      practices and activities to evaluate the impacts of workforce practices and activities on aligning performance across individuals, workgroups, units, and the organization, conditions under which the impacts of workforce practices and activities vary, and needs for corrective action.
   2. Corrective actions are taken when quantitative evaluations indicate that the actual impact of workforce practices and activities on performance alignment deviates significantly from expectations or performance objectives. These actions may include correcting problems in the performance of workforce activities, redesigning or adjusting workforce practices to improve their impact on alignment, altering the performance of workforce practices and activities under different conditions to improve their impact, or altering the performance or capability objectives that workforce practices
      and activities were intended to support.

Evaluations of the impact of workforce practices and activities on performance alignment are used in performing other business and workforce activities.

1. 1. Evaluation results are used in strategic business and workforce planning to evaluate or predict such factors as the potential of workforce practices and activities to improve performance alignment at the individual, workgroup, unit, or organizational levels, the rate at which the organization can approach and achieve strategic performance objectives for the business, or the return-on-investment for expenditures of time or financial resources on performance alignment activities.
   2. Evaluation results are used to guide such actions as designing more effective workforce practices for aligning performance, redesigning, replacing, or eliminating workforce practices that cause misaligned performance, or setting or allocating more realistic or effective quantitative performance objectives.