Performance Management Systems
IRS's Systems for Frontline Employees and Managers Align with Strategic Goals but Improvements Can Be Made Gao ID: GAO-02-804 July 12, 2002The Internal Revenue Service (IRS) established critical job responsibilities for group managers and frontline employees that align with each of the agency's three strategic goals. In the group managers' performance management system, all of the supporting behaviors clearly align with the critical job responsibilities. However, for frontline employees, the supporting behaviors do not always align with IRS's description of the critical job responsibilities. Misalignments occur when (1) supporting behaviors reflect concerns not expressed in the description, (2) supporting behaviors that relate to a responsibility are located under other responsibilities, or (3) no supporting behavior exists to support the description. Raters provided feedback on the three critical job responsibilities related to IRS's organizational goals in 90 percent or more of evaluations and provided feedback on leadership and equal employment opportunity in 70 percent of the evaluations. IRS senior executives have no firm plans to monitor how well the group managers' and frontline employees' systems are being implemented or to assess whether changes need to be made, even though IRS's management processes call for obtaining data on how well programs are achieving their goals.
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Director: Team: Phone:GAO-02-804, Performance Management Systems: IRS's Systems for Frontline Employees and Managers Align with Strategic Goals but Improvements Can Be Made
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United States General Accounting Office:
GAO:
Report to Congressional Requesters:
July 2002:
Performance Management Systems:
IRS‘s Systems for Frontline Employees and Managers Align with Strategic
Goals but Improvements Can Be Made:
GAO-02-804:
Contents:
Letter:
Results in Brief:
Background:
Critical Job Responsibilities Align with Strategic Goals but Do Not
Always Align with Other Elements of the Frontline Employee Performance
Management System:
Enforcement Group Managers‘ Commitments Align with IRS‘s Strategic
Goals but Are Not Always Written So that Raters Can Hold Managers
Accountable:
Raters Generally Provided Feedback to Enforcement Group Managers on
Meeting Critical Job Responsibilities and Commitments but Provided More
Extensive Feedback on Some Critical Job Responsibilities Than Others:
IRS Has Made Progress but Could Further Enhance Its New Managers‘ and
Frontline Employees‘ Performance Management Systems:
Conclusions:
Recommendations for Executive Action:
Agency Comments and Our Evaluation:
Appendix I: Objectives, Scope, and Methodology:
Objectives:
Scope and Methodology:
Appendix II: GAO Sampling Methodology:
Sample Designs:
Sample Disposition:
Sampling Error:
Nonsampling Error:
Appendix III: Samples of Manager and Frontline Employee Evaluation
Forms:
Appendix IV: Examples of Evaluations Addressing Group Managers‘
Responsibilities:
Appendix V: Distribution of Raters‘ Comments for Each Supporting
Behavior:
Appendix VI: Examples of Group Managers‘ Commitments:
Commitments that Were Specific, Outcome or Output Oriented, or Easily
Monitored:
Commitments that Were Not Specific, Outcome or Output Oriented, or
Easily Monitored:
Appendix VII: Comments from the Internal Revenue Service:
Appendix VIII: GAO Contacts and Staff Acknowledgments:
GAO Contacts:
Acknowledgments:
Tables:
Table 1: Examples of Enforcement Group Managers‘ Commitments that Align
with IRS‘s Strategic Goals:
Table 2: Percentage of Commitments Reflecting Critical Job
Responsibilities for Fiscal Years 2000 and 2001:
Table 3: Percentage of Commitments Not Specific, Outcome/Output
Oriented, or Easily Monitored for Fiscal Years 2000 and 2001:
Table 4: Estimated Percentage of Fiscal Years 2000 and 2001 Written
Evaluations in Which Raters Assessed Critical Job Responsibilities by
Number of Responsibilities:
Table 5: Estimated Percentage of Enforcement Group Managers Reporting
Verbal Feedback by Number of Critical Job Responsibilities for Fiscal
Year 2001:
Table 6: Estimated Percentage of Fiscal Year 2000 and 2001 Evaluations
Assessing Enforcement Group Managers‘ Performance in Each Critical Job
Responsibility:
Table 7: Estimated Percentage of Enforcement Group Managers Reporting
Feedback to a Great or Very Great Extent for the Critical Job
Responsibilities for Fiscal Year 2001:
Table 8: Estimated Percentage of Enforcement Group Managers Reporting
that the Respective Critical Job Responsibilities Are Very Important or
Important to Their Raters for Fiscal Year 2001:
Table 9: Disposition of Sample Cases for Our Review of Group Manager
Evaluations:
Table 10: Disposition of Sample Cases for Our Survey of Group Managers‘
Perceptions of Raters‘ Feedback:
Table 11: Examples of Critical Job Responsibilities, Supporting
Behaviors, and Evaluation Narratives for Group Managers:
Table 12: Distribution of Raters‘ Comments:
Figures:
Figure 1: Alignment of Strategic Goals, Critical Job Responsibilities,
and Supporting Behaviors for Enforcement Group Managers:
Figure 2: Misalignment of Critical Job Responsibility, Narrative
Description, and Supporting Behaviors for Revenue Agents:
Abbreviations:
CQMS: Collections Quality Management System:
IDPs: Individual Development Plans:
IRM: Internal Revenue Manual:
IRS: Internal Revenue Service:
NTEU: National Treasury Employee Union:
RRA 98: Restructuring and Reform Act of 1998:
TFRP: Trust Fund Recovery Penalty:
[End of section]
United States General Accounting Office:
Washington, DC 20548:
July 12, 2002:
The Honorable Bill Thomas:
Chairman, Committee on Ways and Means:
House of Representatives:
The Honorable Amo Houghton:
Chairman, Subcommittee on Oversight:
Committee on Ways and Means:
House of Representatives:
Performance management systems can be powerful tools in helping an
agency achieve its mission and ensuring employees at every level of the
organization are working toward common ends. Performance management
systems should help employees understand their responsibilities and how
their day-to-day work contributes toward meeting their agency‘s
strategic goals as well as providing a mechanism for giving employees
candid, specific feedback on how well they are meeting their rater‘s
expectations. For agencies like the Internal Revenue Service (IRS)
that are undergoing a cultural change, performance management systems
help reinforce behaviors and actions that support the agency‘s mission.
[Footnote 1]
In February 2000, IRS implemented a new performance management
system for its executives and managers and in October 2001 implemented
a new performance management system for frontline employees. These
systems were built upon IRS‘s three strategic organizational goals”“top-
quality service to each taxpayer in every interaction,“ ’top-quality
service to all taxpayers through the fair and uniform application of
the law,“ and ’productivity through a quality work environment“”and the
corresponding balanced performance measures of customer satisfaction,
business results (quality and quantity), and employee satisfaction that
are applied to all organizational units, from IRS-wide down to the
group level. IRS executives and managers are evaluated on five critical
job responsibilities (customer satisfaction, business results, employee
satisfaction, leadership, and equal employment opportunity) and on
written commitments they develop on the specific actions they will take
to support IRS‘s strategic goals over the course of the evaluation
period. [Footnote 2] Frontline employees are evaluated against five
critical job responsibilities, (customer satisfaction”knowledge,
customer satisfaction”application, business results”quality, and
business results”efficiency, and employee
satisfaction”employee contribution).
Because of the challenging nature of implementing a new performance
management system, you asked us to assess how well IRS is aligning its
performance management systems with its strategic goals and is using
these systems to hold managers and employees accountable for meeting
those goals. Specifically, as agreed with your office, our objectives
were to determine (1) the extent to which group managers‘ and frontline
employees‘ critical job responsibilities and other elements of the
employee performance management systems are structurally aligned with
IRS‘s strategic goals and organizational unit performance measures, (2)
the extent to which group managers‘ commitments align with IRS‘s
strategic goals and are written so that raters can hold managers
accountable for meeting their commitments, (3) the extent to which
raters provide feedback to enforcement group managers on their
performance in meeting critical job responsibilities and commitments,
and (4) whether IRS has adequate plans to monitor and assess the
implementation of its performance management systems.
To address these objectives, we reviewed documents related to IRS‘s
performance management systems and discussed the systems with officials
responsible for developing and implementing them. We performed
qualitative analyses of the extent to which the critical job
responsibilities and supporting behaviors for enforcement group
managers and frontline employees [Footnote 3] align with IRS‘s
strategic goals and organizational unit performance measures. We
performed a content analysis of a representative sample of the written
evaluations for 126 enforcement group managers for fiscal years 2000
and 2001. We also surveyed the enforcement group managers about their
perceptions of the verbal and written feedback they received on their
performance. [Footnote 4] We used information contained in IRS
documents and guidance given to group managers and frontline employees
as criteria for assessing those systems.
We did our work between April 2001 and July 2002 in accordance with
generally accepted government auditing standards. A more detailed
description of our methodology is provided in appendix I and information
on our sampling methodology is provided in appendix II.
Results in Brief:
IRS has established critical job responsibilities for group managers and
frontline employees that align with each of the agency‘s three strategic
goals. In the group managers‘ performance management system, all the
supporting behaviors”those actions and competencies that the
enforcement group manager is expected to demonstrate during the
performance cycle”clearly align with the critical job responsibilities.
However, for frontline employees, the supporting behaviors do not always
align with IRS‘s description of the critical job responsibilities.
Misalignments occur when supporting behaviors reflect concerns not
expressed in the description, when supporting behaviors that relate to a
responsibility are located under other responsibilities, or when no
supporting behavior exists to support the description. For example, the
description of the customer satisfaction–application responsibility for
revenue agents states that employees should communicate with taxpayers
in a clear, user-friendly manner. However, the supporting behaviors
focus more on IRS‘s procedural requirements, such as the quality of
internal work products, than on whether taxpayers received
understandable audit reports. In addition to the misalignments in
evaluating supporting behaviors, IRS has not fully aligned its
frontline employee performance management system with its
organizational unit performance measures. These misalignments can
reduce the new system‘s ability to promote frontline employees
behaviors that would help IRS achieve its mission.
During both fiscal years 2000 and 2001, almost all of the enforcement
group managers‘ commitments that we reviewed were aligned with IRS‘s
strategic goals. However, commitments were not always well written.
About 85 percent of the commitments did not meet IRS‘s criteria of being
specific, outcome or output oriented, or easily monitored, although
almost all met IRS‘s criteria of being clear and achievable. Thus, even
though these commitments may encourage desired behaviors, raters may
have difficulty holding managers accountable for meeting the majority
of their commitments because of the way they were written.
Our review of enforcement group managers‘ evaluations showed that
raters generally provided feedback to managers on their performance in
meeting critical job responsibilities and commitments. For example,
during fiscal year 2000 and 2001, we estimate that more than 80 percent
of the written performance evaluations assessed managers‘ performance in
meeting four or more of the five critical job responsibilities. In
addition, about 76 percent of managers‘ commitments were addressed in
the written evaluations. In our survey of enforcement group managers,
more than an estimated 60 percent of managers reported receiving verbal
feedback in all five of the critical job responsibilities, and about
half of managers said they received verbal feedback on how well they
met most or all of their commitments.
According to our analysis of written evaluations, raters provided
feedback on the three critical job responsibilities related to IRS‘s
organizational goals in 90 percent or more of evaluations and provided
feedback on leadership and equal employment opportunity in about 70
percent of the evaluations. In our survey, enforcement group managers
reported that raters addressed business results more often than
employee satisfaction or customer satisfaction during both verbal and
written feedback. IRS senior executives said the relative emphasis
raters were placing on the critical job responsibilities was in line
with their expectations, and noted that a heavy emphasis on a subset of
critical job responsibilities could lead managers away from the
balanced behaviors IRS seeks to achieve.
IRS senior executives have no firm plans to monitor how well the group
managers‘ and frontline employees‘ systems are being implemented or to
assess whether changes need to be made, even though IRS‘s management
processes call for obtaining data on how well programs are achieving
their goals. As IRS continues to implement its performance management
systems, IRS can ensure the systems continue to meet its needs by
monitoring how well the systems provide useful feedback to managers and
employees about their performance and assessing whether the systems
encourage activities and behaviors consistent with its goals. Although
IRS senior executives are currently satisfied with the implementation
of the new systems, if the difference in raters‘ emphasis on critical
job responsibilities grows over time, IRS could find that enforcement
group managers are receiving a skewed perception of the behaviors that
IRS values. In addition, IRS can begin planning for a more thorough
assessment of how well the systems are achieving their overall
objectives, such as improving communications, encouraging performance
that actually leads to organizational goals, and ensuring fair and
consistent performance evaluations.
We are making recommendations to the Commissioner of Internal
Revenue that IRS improve the alignment between strategic goals and
elements of the frontline employee performance management system and
ensure the new performance management systems are working as
intended. In a July 5, 2002 letter, the Commissioner agreed with the
recommendations contained in this report. (See agency comments and
our evaluation section and app. VII.)
Background:
The enactment of the IRS Restructuring and Reform Act of 1998 (RRA 98)
signaled congressional concern that the IRS had been emphasizing
revenue production at the expense of fairness and consideration of
taxpayers. In response, the Commissioner of Internal Revenue sought to
transform the agency‘s culture to one that more equally embraced
responding to legitimate taxpayer needs, ensuring compliance with tax
laws, and considering employee needs as core organizational values. IRS
has undertaken a number of long-range initiatives to make this
transformation a reality, including:
* establishing three strategic goals of ’top-quality service to each
taxpayer in every interaction,“ ’top-quality service to all taxpayers
through the fair and uniform application of the law,“ and ’productivity
through a quality work environment;“
* developing a strategic planning and budgeting process that provides a
framework for operating units to develop goals and action-oriented
business plans that support the strategic goals;
* using balanced performance measures corresponding to each of the three
strategic goals”customer satisfaction, business results in terms of
quality and quantity, and employee satisfaction”to measure the
performance of every organizational unit in achieving those strategic
goals; and;
* establishing new performance management systems [Footnote 5] designed
to promote employee behaviors and actions that support IRS‘s strategic
goals and the operational business plans that lay out each operating
division‘s strategy for achieving IRS‘s strategic goals.
IRS‘s goal in redesigning, or modernizing, its performance management
systems was to make the process more meaningful for all participants.
The new managers‘ and frontline employee performance management systems
were required to include goals and objectives at the organizational,
group, or individual level, and a retention standard [Footnote 6] to
ensure that managers and frontline employees administer the tax laws
fairly and equitably, protect taxpayers‘ rights, and treat taxpayers
with honesty, integrity, and respect. The systems were intended to
provide a framework for managers and employees to improve
communications, coordinate planning activities, align individual
performance to organizational performance, and ensure fair and
consistent performance evaluations. Further, the performance management
systems were intended to accurately reflect employees‘ performance,
facilitate their development, and improve and enhance their work.
As part of the new process, IRS establishes performance expectations at
the beginning of the performance cycle that serve as the basis for the
group managers‘ and frontline employees‘ annual performance
evaluations. Beginning in fiscal year 2000, IRS began implementing its
new performance management system for executives and managers. The key
components of the new system for group managers are the critical job
responsibilities (behaviors) and commitments (actions). The critical job
responsibilities, which represent the new core values of IRS, replaced
the general standards for group managers that had been in effect since
1984. They apply to all IRS executives and managers and are further
defined by supporting behaviors–broad actions and competencies that IRS
expects its executives and managers to demonstrate during the
performance cycle. The commitments, which are specific to and developed
by each manager, are distinct actions or desired results to be achieved
during the performance period. Each commitment should relate to, and
support, one or more of the critical job responsibilities.
For group managers, the performance management process includes an
annual performance evaluation”an assessment of performance supported
by written narrative commentary. While there is no current IRS
requirement that raters address managers‘ performance in each critical
job responsibility or each commitment individually in the written annual
evaluation, raters are expected to provide a summary of managers‘
performance that accurately describes how well managers performed in
meeting both their critical job responsibilities and commitments.
IRS began implementing the performance management system for
frontline employees in fiscal year 2001. The frontline employees‘
system is conceptually similar to that for executives and managers but
there are some differences. As with managers, frontline employees are
evaluated on how well they met their critical job responsibilities.
However, the responsibilities are tailored to reflect the activities
and behaviors that employees with direct contact with taxpayers are
expected to display. Each responsibility consists of a brief
description of the key behaviors related to the responsibility and
supporting behaviors, which IRS calls performance aspects, that further
define the responsibility and demonstrate the expected level of
performance. In addition, frontline employees are not required to
develop written commitments about the specific actions they will take
to support IRS‘s strategic goals.
IRS has not completed the redesign of its performance management
systems. For example, IRS envisions that its performance management
system for frontline employees will eventually include a requirement to
develop commitments, mirroring the system for executives and managers.
In addition, IRS expects to integrate the new performance management
systems with its overall human resource systems. This integration would,
for example, link evaluations to decisions about developmental needs,
rewards and recognition, and compensation. IRS expects the complete
redesign and implementation of both managers‘ and frontline employees‘
performance management systems to take about five years.
Critical Job Responsibilities Align with Strategic Goals but Do Not
Always Align with Other Elements of the Frontline Employee Performance
Management System:
IRS has established critical job responsibilities for managers and
frontline employees that align with each of the agency‘s three
strategic goals. However, supporting behaviors described in the
frontline employees‘ performance management system do not always align
with critical job responsibilities or with their organizational unit‘s
performance measures.
Enforcement Group Managers‘ Critical Job Responsibilities and
Supporting Behaviors Align with Strategic Goals:
IRS has established critical job responsibilities and supporting
behaviors for group managers that align with the agency‘s strategic
goals. These responsibilities and supporting behaviors, described on
the evaluation form as shown in appendix III, provide managers with a
consistent message about how their daily activities are to reflect the
organization‘s core values. IRS‘s performance management system for
group managers assesses performance in five critical job
responsibilities: customer satisfaction, business results, employee
satisfaction, leadership, and equal employment opportunity. Of these
five responsibilities, three align directly to IRS‘s strategic goals,
as shown in figure 1. For example, by establishing a critical job
responsibility and supporting behaviors in customer satisfaction, IRS
aligns managers‘ performance to its strategic goal of ’top-quality
service to each taxpayer in every interaction.“
Figure 1: Alignment of Strategic Goals, Critical Job Responsibilities,
and Supporting Behaviors for Enforcement Group Managers:
[See PDF for image]
This figure illustrates the alignment of Strategic Goals, Critical Job
Responsibilities, and Supporting Behaviors for Enforcement Group
Managers, as follows:
Strategic goal: Top-quality service to each taxpayer in every
interaction;
Critical job responsibility: Customer satisfaction;
Example of supporting behavior: Listen to customers, constantly
gathering their feedback, actively seeking to identify their needs and
expectations.
Strategic goal: Top-quality service to all taxpayers through the fair
and uniform application of the law;
Critical job responsibility: Business results (quality and quantity);
Example of supporting behavior: Develops and executes plans to achieve
organizational goals, leveraging resources (human, financial) to
maximize efficiency).
Strategic goal: Productivity through a quality work environment;
Critical job responsibility: Employee satisfaction;
Example of supporting behavior: Promotes cooperation and teamwork among
employees. Coaches and develops employees so that they realize their
full potential.
Source: GAO analysis of IRS‘s group manager performance management
system.
[End of figure]
The other two critical job responsibilities, leadership and equal
employment opportunity, support the agency‘s strategic goals not because
they directly address IRS‘s strategic goals but because they reinforce
behaviors that IRS considers necessary for organizational change and an
open and fair work environment.
Frontline Employees‘ Critical Job Responsibilities Align with Strategic
Goals but Not Always with Supporting Behaviors and Organizational Unit
Performance Measures:
As with enforcement group managers, the critical job responsibilities
for frontline employees, shown on the evaluation form in appendix III,
align with the agency‘s strategic goals. IRS evaluates frontline
employees against five critical job responsibilities: customer
satisfaction”knowledge, customer satisfaction”application, business
results”quality, business results”efficiency, and employee
satisfaction”employee contribution. All five responsibilities directly
align with IRS‘s strategic goals. For example, the two critical job
responsibilities addressing customer satisfaction (customer
satisfaction”knowledge and customer satisfaction”application) align
with IRS‘s strategic goal of ’top-quality service to each taxpayer in
every interaction.“ Similarly, the two critical job responsibilities
addressing business results (business results”quality and business
results”efficiency) align with IRS‘s strategic goal of ’top-quality
service to all taxpayers through the fair and uniform application of
the law.“ Finally, the critical job responsibility addressing employee
satisfaction”employee contribution aligns with IRS‘s strategic goal of
’productivity through a quality work environment.“
Although the framework for IRS‘s frontline employee performance
management system supports the agency‘s strategic goals, the description
of the critical job responsibility given to IRS employees and the
accompanying supporting behaviors do not always align with one another.
This misalignment occurs when supporting behaviors reflect concerns not
expressed in the description, when supporting behaviors that relate to a
responsibility are located under other responsibilities, or when no
supporting behavior exists to support the description.
For example, under the customer satisfaction”application responsibility
for revenue agents, IRS‘s description states that employees should
communicate with taxpayers in a clear, user-friendly manner. However,
the related supporting behaviors focus more on IRS‘s own procedural
requirements and internal work products, such as the quality of audit
workpapers, than on whether taxpayers received understandable reports
of their audit, as shown in figure 2. These supporting behaviors would
better align with the business results”quality critical job
responsibility, which covers how well employees accomplish tasks within
IRS‘s procedures and established guidelines.
Figure 2: Misalignment of Critical Job Responsibility, Narrative
Description, and Supporting Behaviors for Revenue Agents:
[See PDF for image]
This figure is an illustration of the misalignment of critical job
responsibility, narrative description, and supporting behaviors for
revenue agents, as follows:
Strategic goal: Top-quality service to each taxpayer in every
interaction;
Critical job responsibility: Customer satisfaction - Application;
Description of critical job responsibility in the area of written
communication: Communication to the customer is appropriate for the
issue and encourages voluntary compliance;
Example of supporting behaviors: Aligned: Written Communication:
Produces written products that are complete, accurate, understandable
and presented in a logical manner according to procedures and
guidelines;
Example of supporting behaviors: misaligned: Prepares workpapers that
are sufficiently detailed, easy to follow and clearly reflect tasks
completed and conclusions reached.
Source: GAO analysis of IRS‘s frontline employee performance management
system.
[End of figure]
Also, for the customer satisfaction”knowledge responsibility for both
revenue agents and revenue officers, the description states that
’correct interpretation of laws, rules, and regulations“ is a key
component of the critical job responsibility. However, for revenue
agents, the supporting behaviors that address ’correct interpretation
of laws“ can also be found under two other responsibilities, customer
satisfaction”application and business results”quality, even though
correctly interpreting laws is not explicitly described as a key
component of those responsibilities. For revenue officers, correctly
interpreting laws is not directly addressed under any of the critical
job responsibilities.
In addition to assessing frontline employees individually using its
performance management system, IRS uses organizational unit performance
measures to assess how well frontline employees are collectively
achieving the agency‘s strategic goals. Unit performance measures
provide aggregated feedback at different organizational levels on how
well employees are achieving IRS‘s strategic goals. For example,
customer satisfaction surveys measure the quality of service employees
provided to taxpayers and quality measurement systems assess whether
employees followed IRS standards and procedures. In many cases, the
activities addressed on these organizational unit performance measures
align with the behaviors assessed in the frontline employee performance
management system. However, in some cases, the unit performance
measures and the frontline performance management system‘s supporting
behaviors do not align. We found seven activities relating to informing
taxpayers of their rights, explaining the audit process, and being
courteous that were addressed in organizational unit performance
measures but not in the performance management system. For example, IRS
does not explicitly evaluate revenue agents on whether they explained
the audit process to taxpayers, an activity addressed on its
examination customer satisfaction survey. During discussions with IRS
senior executives, they agreed that the frontline employee performance
management system should better align with organizational unit
performance measures.
Enforcement Group Managers‘ Commitments Align with IRS‘s Strategic
Goals but Are Not Always Written So that Raters Can Hold Managers
Accountable:
According to our analysis of a sample of enforcement group managers‘
evaluations during both fiscal years 2000 and 2001, almost all of the
commitments managers developed aligned with IRS‘s strategic goals but
these commitments were not always written so that managers could be
held accountable for meeting them because they were not specific,
outcome or output oriented, or easily monitored.
Commitments Align with Strategic Goals:
Almost all of the commitments written by our sample of enforcement
group managers aligned with their critical job responsibilities and thus
ultimately with IRS‘s strategic goals. Table 1 provides examples of
commitments that align with strategic goals.
Table 1: Examples of Enforcement Group Managers‘ Commitments that Align
with IRS‘s Strategic Goals:
Strategic goals: Top-quality service to each taxpayer in every
interaction;
Commitments: ’I will ensure employees are prompt and professional in
their dealings with taxpayers by being directly involved in
examinations through observations and visits.“ (improves customer
satisfaction)
Strategic goals: Top-quality service to all taxpayers through the fair
and uniform application of the law;
Commitments: ’I will review quality measurement system results to
identify deficient areas, address deficiencies at group meetings and
take corrective actions as needed.“ (improves business results)
Strategic goals: Productivity through a quality work environment;
Commitments: ’I will perform evaluative reviews, such as case reviews,
on-the-job visits and workload reviews, on each employee and provide
immediate feedback on their performance.“ (improves employee
satisfaction)
Source: GAO analysis of fiscal year 2000 and 2001 enforcement group
managers‘ commitments in the written performance evaluation.
[End of table]
Although commitments align with IRS‘s strategic goals, our analysis of
fiscal year 2000 and 2001 written performance evaluations shows that
enforcement group managers‘ commitments were not evenly distributed
among the five critical job responsibilities. [Footnote 7] Employee
satisfaction and business results were each addressed in more than a
third of commitments each year, while a quarter addressed customer
satisfaction. Leadership and equal employment opportunity were each
addressed by fewer than 10 percent of the commitments in each year.
Although these critical job responsibilities do not directly align with
IRS‘s strategic goals, IRS senior executives believe that effective
leadership is an important component of changing organizational culture
and supporting equal employment opportunity principles is important to
establishing a fair work environment. Table 2 shows the percentage of
commitments that focused on each responsibility.
Table 2: Percentage of Commitments Reflecting Critical Job
Responsibilities for Fiscal Years 2000 and 2001:
Critical job responsibility: Customer satisfaction;
Percentage of commitments, FY 2000: 24;
Percentage of commitments, FY 2001: 25.
Critical job responsibility: Business results;
Percentage of commitments, FY 2000: 34;
Percentage of commitments, FY 2001: 42.
Critical job responsibility: Employee satisfaction;
Percentage of commitments, FY 2000: 37;
Percentage of commitments, FY 2001: 40.
Critical job responsibility: Leadership;
Percentage of commitments, FY 2000: 7;
Percentage of commitments, FY 2001: 6.
Critical job responsibility: Equal employment opportunity;
Percentage of commitments, FY 2000: 7;
Percentage of commitments, FY 2001: 4.
Note: Because managers‘ commitments might apply to more than critical
job responsibility, percentages do not add to 100.
Source: GAO analysis of fiscal year 2000 and 2001 enforcement group
managers‘ commitments in the written performance evaluation.
[End of table]
IRS senior executives were generally pleased with the distribution of
enforcement group managers‘ commitments among the critical job
responsibilities. They said that the distribution of commitments among
the three responsibilities aligned most directly with IRS‘s strategic
goals was relatively equal and that it was more difficult for managers
to develop commitments for the other two responsibilities.
Raters May Have Difficulty Holding Managers Accountable:
In an attempt to assist managers in developing their commitments and
hold them accountable for meeting commitments, IRS issued guidance in
November, 2000 regarding criteria for well-constructed commitments.
According to the guidance, well-constructed commitments should be
clear, specific, achievable, outcome or output oriented, and easily
monitored. Appendix I provides an explanation of how we used these
criteria to assess enforcement group managers‘ individual commitments.
In keeping with the guidance for well-written commitments, we found that
almost all of the enforcement group managers‘ commitments in our sample
of evaluations met two of IRS‘s five criteria”being clear and
achievable. For example, we concluded that the following commitments
would be understood by both the manager and the rater, did not include
jargon unfamiliar to IRS employees, and described actions that could
realistically be accomplished within the normal work environment.
’I will provide resources where necessary to ensure an effective filing
season.“
’I will encourage and support the development of employees through the
use of individual development plans, as submitted, and the assignment
of appropriate details whenever possible.“
’I will work with my group members to ensure that our jointly developed
FY 2000 action plan objectives are met or exceeded.“
In contrast, our analysis showed that about 85 percent of the
enforcement group managers‘ commitments, for both rating years, did not
meet the remaining three IRS criteria for well-written commitments of
being specific, outcome or output oriented, or easily monitored. We
found that the majority of commitments were broad, vague statements
that did not give a relatively clear indication of the action that
would be taken, and did not include relevant information such as the
frequency of the action or what would be accomplished. Moreover, there
was little focus on expected outcomes, such as the potential impact of
actions on employees or taxpayers, or outputs, such as the number of
activities to be accomplished, for which the manager‘s performance in
meeting the commitment could be assessed or measured. In IRS‘s
performance management system, raters and managers share responsibility
for ensuring that commitments meet the criteria for well-written
commitments”managers initially develop the commitments and raters
review and, if necessary, revise them. The majority of group managers
reported in our survey that their raters were actively involved in
revising their commitments.
Table 3: Percentage of Commitments Not Specific, Outcome/Output
Oriented, or Easily Monitored for Fiscal Years 2000 and 2001:
Criteria: Specific;
Percentage of commitments not meeting criteria, FY 2000: 84;
Percentage of commitments not meeting criteria, FY 2001: 85.
Criteria: Outcome/output oriented;
Percentage of commitments not meeting criteria, FY 2000: 84;
Percentage of commitments not meeting criteria, FY 2001: 85.
Criteria: Easily monitored;
Percentage of commitments not meeting criteria, FY 2000: 85;
Percentage of commitments not meeting criteria, FY 2001: 86.
Source: GAO analysis of fiscal year 2000 and 2001 enforcement group
managers‘ commitments in the written performance evaluation.
[End of table]
The commitments that were not specific, outcome or output oriented, or
easily monitored could, nevertheless, be encouraging desired behaviors.
However, because so many commitments did not meet these criteria,
raters may have difficulty holding enforcement group managers
accountable for meeting the majority of their commitments because of
the way they were written. The following two commitments illustrate a
vague commitment and a specific, outcome/output oriented and easily
monitored commitment:
* ’I will provide leadership by increased managerial involvement in my
employees‘ casework.“
* ’I will conduct quarterly reviews of casework focusing on IRM
(Internal Revenue Manual) requirements and CQMS (Collections Quality
Management System) to ensure timely closing of cases.“
It would be difficult to definitively judge whether a manager met the
first commitment because the statement is vague about what the manager
intends to do. In contrast, the second commitment is explicit about the
type of managerial involvement, the frequency of the reviews, the
standards to be applied during the reviews, and the potential impact of
the manager‘s involvement. A rater could monitor and assess whether the
manager conducted these types of reviews as often as promised, and use
timeliness statistics to assess the manager‘s performance in actually
closing cases in less time. Although performance management systems are
inherently subjective to some degree because raters have to assess how
well employees carry out their duties, raters also must make subjective
judgments about whether commitments are met when those commitments are
vague. When commitments are more explicit, there is a greater
likelihood that both managers and raters will know and agree whether
managers have met their commitments, and that commitments are specific,
outcome or output oriented, and easily monitored. Appendix VI provides
additional examples of commitments.
Raters Generally Provided Feedback to Enforcement Group Managers on
Meeting Critical Job Responsibilities and Commitments but Provided More
Extensive Feedback on Some Critical Job Responsibilities Than Others:
According to our review of fiscal year 2000 and 2001 written evaluations
and our survey of enforcement group managers, raters generally provided
feedback to managers on how well they met their critical job
responsibilities and commitments by addressing them in written or verbal
feedback. However, raters provided more extensive written and verbal
feedback for some critical job responsibilities than for others. In
addition, for each critical job responsibility, raters provided more
extensive feedback on certain supporting behaviors than on others. In
our survey, enforcement group managers reported receiving more
extensive written and verbal feedback on business results than on the
other critical job responsibilities and because of that they believed
that business results was more important to their raters than the other
critical job responsibilities. Additionally, half of the enforcement
group managers we surveyed reported receiving verbal feedback on how
well they met most or all of their commitments.
Raters Provided Feedback to Enforcement Group Managers on Meeting Most
Critical Job Responsibilities and Commitments in Evaluations and Verbal
Feedback:
Our review of enforcement group managers‘ performance evaluations
showed that raters provided written and verbal feedback to managers on
their performance in meeting most critical job responsibilities and
commitments. However, raters provided more extensive written and
verbal feedback for some critical job responsibilities and for certain
supporting behaviors than for others. As shown in table 4, our sample of
performance evaluations for IRS employees who were managers in both
fiscal years 2000 and 2001 showed that more than 80 percent of the
written evaluations assessed managers‘ performance in meeting four or
more of the five critical job responsibilities.
Table 4: Estimated Percentage of Fiscal Years 2000 and 2001 Written
Evaluations in Which Raters Assessed Critical Job Responsibilities by
Number of Responsibilities:
Number of critical job responsibilities assessed: 5;
Percentage of written evaluations, FY 2000: 54;
Percentage of written evaluations, FY 2001: 47.
Number of critical job responsibilities assessed: 4;
Percentage of written evaluations, FY 2000: 29;
Percentage of written evaluations, FY 2001: 41.
Number of critical job responsibilities assessed: 3 or fewer;
Percentage of written evaluations, FY 2000: 17;
Percentage of written evaluations, FY 2001: 12.
Number of critical job responsibilities assessed: Total;
Percentage of written evaluations, FY 2000: 100;
Percentage of written evaluations, FY 2001: 100.
Source: GAO analysis of fiscal year 2000 and 2001 enforcement group
managers‘ written performance evaluations.
[End of table]
As noted in the previous section, commitments were not always written in
a way that was conducive for raters to hold enforcement group managers
accountable. This fact notwithstanding, raters provided feedback to
managers on how well they met their commitments. Specifically, raters
provided written feedback on managers‘ performance in meeting most of
their commitments. Our sample of fiscal year 2000 and 2001 written
performance evaluations indicates that raters addressed 76 percent of
commitments in employee evaluations, discussing each commitment
separately. Raters addressed 6 percent of commitments by providing
summary feedback such as ’you met or exceeded your commitments“ and
provided no feedback on 18 percent of commitments. According to senior
executives, IRS is considering new guidance that would require raters to
assess managers‘ performance in meeting each commitment, with the
intent of holding managers more accountable for achieving the
commitments they make.
In our survey, most enforcement group managers reported receiving
verbal feedback about their performance in meeting critical job
responsibilities and commitments. We estimate that for more than 60
percent of the managers, raters discussed all five responsibilities in
the verbal feedback that occurs with the delivery of the written
performance evaluation, and in ongoing verbal feedback throughout the
year. Table 5 below shows the percentage of enforcement group managers
who reported receiving verbal feedback throughout the year in each of
the critical job responsibilities.
Table 5: Estimated Percentage of Enforcement Group Managers Reporting
Verbal Feedback by Number of Critical Job Responsibilities for Fiscal
Year 2001:
Number of critical job responsibilities covered during feedback: 5;
Verbal feedback with written performance evaluation: 63;
Ongoing verbal feedback: 73.
Number of critical job responsibilities covered during feedback: 4;
Verbal feedback with written performance evaluation: 6;
Ongoing verbal feedback: 7.
Number of critical job responsibilities covered during feedback: 3 or
fewer;
Verbal feedback with written performance evaluation: 31;
Ongoing verbal feedback: 20.
Number of critical job responsibilities covered during feedback: Total;
Verbal feedback with written performance evaluation: 100;
Ongoing verbal feedback: 100.
Source: GAO survey of IRS enforcement group managers.
[End of table]
In addition, an estimated half of the enforcement group managers in our
survey reported receiving verbal feedback on how well they met most or
all of their commitments.
Raters Provide More Extensive Feedback on Some Critical Job
Responsibilities and Supporting Behaviors Than on Others:
In our review of enforcement group managers‘ written evaluations, we
found that raters were more likely to assess a manager‘s performance in
terms of customer satisfaction, business results, and employee
satisfaction, and less likely to assess performance in leadership and
equal employment opportunity. As shown in table 6, about 72 percent of
written performance evaluations in fiscal years 2000 and 2001 assessed
leadership or equal employment opportunity responsibilities. The
employee satisfaction responsibility was the only critical job
responsibility that was assessed in all evaluations and in both fiscal
years.
Table 6: Estimated Percentage of Fiscal Year 2000 and 2001 Evaluations
Assessing Enforcement Group Managers‘ Performance in Each Critical Job
Responsibility:
Critical job responsibility: Customer satisfaction;
Percentage of written evaluations, FY 2000: 92;
Percentage of written evaluations, FY 2001: 96.
Critical job responsibility: Business results;
Percentage of written evaluations, FY 2000: 96;
Percentage of written evaluations, FY 2001: 99.
Critical job responsibility: Employee satisfaction;
Percentage of written evaluations, FY 2000: 100;
Percentage of written evaluations, FY 2001: 100.
Critical job responsibility: Leadership;
Percentage of written evaluations, FY 2000: 72;
Percentage of written evaluations, FY 2001: 71.
Critical job responsibility: Equal employment opportunity;
Percentage of written evaluations, FY 2000: 72;
Percentage of written evaluations, FY 2001: 71.
Source: GAO analysis of fiscal year 2000 and 2001 enforcement group
managers‘ written performance evaluations.
[End of table]
Furthermore, for each critical job responsibility, certain key
supporting behaviors were emphasized more than others in the written
performance evaluations, as shown in appendix V. For example, IRS has
identified certain key behaviors that support the critical job
responsibility of employee satisfaction. Of these behaviors, we found
that ’effectively uses ongoing feedback, coaching, and timely
evaluations of performance to promote cooperation, teamwork,
knowledge/skill sharing and goal accomplishment“ was a key behavior
that raters discussed in about 80 percent of written performance
evaluations. In contrast, our sample indicated that a key supporting
behavior that was discussed in less than 40 percent of evaluations was
’creates an environment for continuous learning, pursuing development
opportunities for self and others, with the intent to increase
individual and organizational effectiveness.“ During our discussions,
IRS‘s senior executives said they were comfortable with the relative
emphasis placed on each of the supporting behaviors.
Group Managers Report Raters‘ Feedback Focused More on Business
Results:
As shown in Table 7, the evidence from our study is that enforcement
group managers believed that their raters emphasized business results
the most and emphasized equal employment opportunity the least in the
written performance evaluation and ongoing verbal discussions. In
addition, we estimate that equal employment opportunity was emphasized
the least in the verbal feedback occurring when the written evaluation
was delivered.
Table 7: Estimated Percentage of Enforcement Group Managers Reporting
Feedback to a Great or Very Great Extent for the Critical Job
Responsibilities for Fiscal Year 2001:
Critical job responsibility: Customer satisfaction;
Type of feedback: Written evaluation: 51;
Type of feedback: Verbal feedback with written performance evaluation:
31;
Type of feedback: Ongoing verbal feedback: 31.
Critical job responsibility: Business results;
Type of feedback: Written evaluation: 60;
Type of feedback: Verbal feedback with written performance evaluation:
36;
Type of feedback: Ongoing verbal feedback: 43.
Critical job responsibility: Employee satisfaction;
Type of feedback: Written evaluation: 51;
Type of feedback: Verbal feedback with written performance evaluation:
33;
Type of feedback: Ongoing verbal feedback: 33.
Critical job responsibility: Leadership;
Type of feedback: Written evaluation: 49;
Type of feedback: Verbal feedback with written performance evaluation:
34;
Type of feedback: Ongoing verbal feedback: 30.
Critical job responsibility: Equal employment opportunity;
Type of feedback: Written evaluation: 31;
Type of feedback: Verbal feedback with written performance evaluation:
23;
Type of feedback: Ongoing verbal feedback: 13.
Source: GAO survey of IRS enforcement group managers.
[End of table]
As shown in table 8, we found that managers believed raters conveyed
that business results was the most important to them and equal
employment opportunity the least, when they took all forms of feedback
into consideration.
Table 8: Estimated Percentage of Enforcement Group Managers Reporting
that the Respective Critical Job Responsibilities Are Very Important or
Important to Their Raters for Fiscal Year 2001:
Critical job responsibility: Customer satisfaction;
Perception of which respective critical job responsibilities are very
important or important to their raters: 69.
Critical job responsibility: Business results;
Perception of which respective critical job responsibilities are very
important or important to their raters: 87.
Critical job responsibility: Employee satisfaction;
Perception of which respective critical job responsibilities are very
important or important to their raters: 68.
Critical job responsibility: Leadership;
Perception of which respective critical job responsibilities are very
important or important to their raters: 74.
Critical job responsibility: Equal employment opportunity;
Perception of which respective critical job responsibilities are very
important or important to their raters: 58.
Source: GAO survey of IRS enforcement group managers.
[End of table]
IRS officials explained that while they do not intend that equal
emphasis be always given to all five critical job responsibilities, or
to all commitments, they believe that an over emphasis on one or just a
few of the job responsibilities would be inappropriate. Overall, they
were satisfied with the emphasis given to each of the five critical job
responsibilities in both the evaluations and the commitments. However,
they noted that a heavy emphasis on some critical job responsibilities
could lead managers away from the balanced behaviors that IRS seeks to
achieve through its new performance management system.
IRS Has Made Progress but Could Further Enhance Its New Managers‘ and
Frontline Employees‘ Performance Management Systems:
IRS has made progress in the challenging task of redesigning its
performance management systems to help reinforce behaviors and actions
that support the agency‘s mission. IRS senior executives were generally
satisfied with the implementation of the new performance management
systems but expect that the systems will continue to evolve as the
agency gains more experience in implementing the new culture and
processes. However, IRS has not established mechanisms to monitor how
well the systems provide useful feedback to group managers and frontline
employees about their performance and whether feedback aligns with
IRS‘s strategic goals. For example, IRS does not have plans to
determine if raters are over-emphasizing one critical job
responsibility during written and verbal feedback and when managers
develop commitments. Further, IRS does not have plans to assess at an
appropriate time whether the new performance management systems are
achieving their objectives. Such an assessment would be consistent with
IRS‘s guidance for implementing strategic initiatives.
IRS Has Made Progress in Making Its Managers‘ and Frontline Employees‘
Performance Management Systems an Effective Management Tool:
IRS has implemented a number of initiatives to support its performance
management systems, and set the stage for the reform of its entire
performance management system over the coming years. According to
officials, in response to RRA 98 and as part of its overall
modernization efforts, IRS realized it needed to redesign its
performance management process to better communicate the behaviors
constituting customer satisfaction, business results, and employee
satisfaction, and to ensure managers and employees adopt the newly
desired behaviors in their day-to-day activities.
In an attempt to make managers more familiar with the new system, IRS
has undertaken several initiatives, with similar actions also planned
for its frontline employees, such as:
* providing interim guidance and templates of sample commitments, self-
assessments, and summary evaluations;
* distributing computer discs with user-friendly access to information
on performance management and added performance management information
to the IRS intranet website, where it is constantly being updated;
* conducting an interactive videoconference for all managers on the new
performance management system.
Further, IRS has started its implementation of a pay-for-performance
system, which emphasizes performance instead of longevity in
determining compensation. IRS is also experimenting to see whether the
manager evaluation forms might also be suitable for making decisions
about developmental needs, rewards and recognitions, and compensation.
IRS has already placed senior managers in a senior pay-band, and expects
that other managers, including those at the group manager level, will be
placed in pay-bands by October 2002. Ultimately, IRS plans to rollout
the pay-for-performance system to include all managers as well as
frontline employees.
IRS Officials Generally Satisfied with Implementation of Managers‘ and
Frontline Employees‘ Performance Management Systems but Realize
Implementation Challenges Remain:
IRS recognizes that revamping its employee performance management
systems is a major effort that presents significant implementation
challenges. IRS senior executives were generally satisfied with the
implementation of the managers‘ performance management system given
that it has only been in place for two years. They expect that
implementation of both systems will improve as raters gain more
experience in implementing the new culture and processes. For example,
they believe it will take some time for raters of group managers and
frontline employees to fully interpret the new critical job
responsibilities and become comfortable with how to apply them.
However, senior executives believe that IRS‘s plans to expand its pay-
for-performance system underscore the need to ensure verbal and written
feedback are consistent with the message IRS wants to deliver to its
managers and employees about the activities and behaviors it values.
They believe the validity of pay and bonus decisions will depend
heavily on how well the performance management systems clearly
communicate what managers and employees are expected to do as well as
provide comprehensive feedback on how well they performed in carrying
out their responsibilities and meeting their commitments. IRS senior
executives are concerned that if misunderstandings about performance
expectations creep into the system, for example because commitments are
vaguely worded, managers and employees will begin to discredit the
performance management system and the pay-for-performance decisions.
IRS senior executives believe that raters have to be clear about their
expectations so that managers know in advance what they need to do to
be successful and receive bonuses or salary increases.
Monitoring and Assessment Mechanisms Would Help Ensure IRS‘s Employee
Performance Management Systems Are Implemented as Intended:
IRS has not established a monitoring mechanism to ascertain whether
raters are implementing the new employee performance management systems
as intended and has no plans to assess whether the new systems are
achieving their objectives. IRS senior executives said they have done a
limited assessment of the evaluations for executives and senior managers
because they are the only group currently under the pay-for-performance
system. IRS senior executives said they have not established a
monitoring mechanism or a plan to assess the managers‘ or frontline
employees‘ systems due to resource constraints.
A monitoring mechanism could provide useful information on whether
IRS‘s processes for evaluating employees are being followed. A
monitoring system could include, for example, an employee survey to
obtain information on whether raters are involved in the development of
their subordinates‘ commitments, giving appropriate emphasis to each of
the critical job responsibilities and supporting behaviors, and are
providing useful feedback. Also, content analyses of commitments and
written performance evaluations could help senior executives monitor
whether the systems are encouraging the kinds of behaviors and
activities that support IRS‘s strategic goals. Active monitoring could
give IRS senior executives a sense of how the systems are working in
practice and whether any modifications are needed to provide more
useful feedback to managers and employees about their performance and
better align the systems with IRS‘s strategic goals.
Although we have not estimated the costs to perform such monitoring,
costs likely could be minimal. Relatively small statistical samples of
performance evaluations and of employees to survey likely would be
sufficient, and once a monitoring methodology is developed it could be
used for several years. Further, to the extent such monitoring could
prevent potential problems, IRS would avoid the costs associated with
employee performance that is not well-balanced and aligned with IRS‘s
goals.
In addition to active monitoring of the employee performance management
systems, a more thorough future assessment of whether the systems are
achieving their various goals and objectives could provide IRS
assurance that the systems are properly designed and implemented, or
identify whether changes are needed. For example, IRS could assess
whether the systems are providing a framework for improving
communications between raters and their subordinates, coordinating
planning activities, aligning individual performance to organizational
performance, and ensuring fair and consistent performance evaluations.
Although it would be premature to perform an assessment now”since the
systems are not fully implemented”planning now for such an assessment
could better ensure that IRS will have the necessary data to assess the
performance management systems‘ performance in the future. Such upfront
planning is, for instance, part of IRS‘s guidance for planning and
implementing reorganizations. That guidance requires that a plan for
assessing the results of a reorganization be developed at the same time
that the reorganization is proposed.
Monitoring and assessing IRS‘s new performance management systems
also would be in line with the expectations IRS has established for the
strategic initiatives being carried out by its operating divisions. In
March 2000, IRS implemented a new strategic planning, budgeting, and
performance management process intended to provide a more structured
format for establishing strategic direction, identifying the resources
needed to accomplish the operational activities supporting the strategy,
and assessing performance results. [Footnote 8] IRS recognizes that
conducting assessments of operational activities at all levels of the
organization is essential to ensuring its programs are achieving their
goals. As IRS‘s strategic plan points out, regular, structured feedback
on program performance is essential if managers are to recognize and
react to successes or failures and ensure programs are adhering to the
agency‘s strategic intent.
Although IRS would incur costs to assess whether its employee
performance management systems achieve their objectives, IRS‘s strategic
planning, budgeting and performance management guidance implicitly
recognizes that such costs are properly part of a sound management
system. Further, planning ahead for such assessments can help ensure
that costs are minimized. Finally, as with monitoring, to the extent
that an assessment results in further improvements to IRS‘s performance
management systems, costs due to unbalanced or misaligned employee
behaviors would be avoided.
Conclusions:
IRS is in the midst of a cultural change that requires group managers
and frontline employees to better balance taxpayer needs, business
results, and employee needs in carrying out their day-to-day
responsibilities. By aligning its new performance management systems
with its strategic and operational goals, IRS has made progress in
supporting this cultural change and providing guidance to managers and
employees on how to prioritize their activities and carry out their
responsibilities. In addition, most enforcement group managers received
written or verbal feedback on how well they met their critical job
responsibilities and commitments. However, we identified several
opportunities to enhance IRS‘s performance management systems for
managers and employees. IRS could better align employee performance
with strategic goals by establishing greater consistency within the
frontline employee performance management system. When misalignment
exists between the unit performance measures and the frontline employee
performance management system, IRS is emphasizing different behaviors
at the unit level than at the employee level. As a result, IRS is not
consistently communicating its strategic goals to employees.
Commitments could be developed to be more specific, outcome or output
oriented, and easily monitored so that group managers can be held
accountable for actions they intend to take to support IRS‘ goals. IRS
is considering new guidance that would require raters to assess
managers‘ performance in meeting each commitment, with the intent of
holding managers more accountable. Such guidance on providing more
comprehensive feedback would further reinforce use of IRS‘s new
performance management system for managers to encourage behaviors
and actions that support IRS‘s strategic goals.
Further, if unequal emphases in written and verbal feedback grow over
time, the performance management systems might not adequately align
with strategic goals and provide the intended message about how
managers and employees should conduct their daily activities. If so,
managers could receive a skewed perception of the behaviors that IRS
values. Misusing even a well-designed performance management system
can drive dysfunctional behaviors, such as an overemphasis on certain
activities to the detriment of the balanced approach IRS is trying to
achieve and maintain. Accordingly, it is important for IRS to monitor
and assess its progress in fully implementing the systems and position
itself to take corrective action if and when needed.
Recommendations for Executive Action:
To better hold managers accountable for meeting strategic goals and
ensure the new performance management systems are working as intended,
we recommend that the Commissioner of Internal Revenue take steps to:
* improve the linkage between frontline employees‘ critical job
responsibilities, the supporting behaviors, and organizational unit
performance measures and;
* develop plans for monitoring and assessing whether the new employee
performance management systems are operating as intended and take the
necessary actions to resolve any identified problems.
Agency Comments and Our Evaluation:
On July 5, 2002, we received written comments on a draft of this report
from the Commissioner of Internal Revenue (see app. VII). The
commissioner agreed with the recommendations contained in this report
and said they would be included as IRS works to continuously improve
its performance management system. In his comments, the Commissioner
noted that IRS currently uses performance review boards to ensure
executives‘ and senior managers‘ performance agreements and evaluations
align with and reflect IRS‘s strategic goals but this approach is less
practical at lower levels of the organization due to the larger numbers
involved. Therefore, IRS is going to explore other means of ensuring
alignment. In addition, the Commission said IRS will continue to monitor
the overall efficacy of its performance management system.
As agreed with your office, unless you publicly announce its contents
earlier, we plan no further distribution of this report until 30 days
from the date of this letter. At that time, we will send copies to the
Ranking Minority Member of the Committee on Ways and Means; the Ranking
Minority Member of the Subcommittee on Oversight; the Secretary of the
Treasury; and the Commissioner of Internal Revenue. We will also make
copies available to others on request. In addition, the report will be
available at no charge on the GAO Web site at [hyperlink,
http://www.gao.gov].
Please contact me at (202) 512-9039, Ralph Block at (415) 904-2150, or
Jonda Van Pelt at (415) 904-2186 if you or your staff have any
questions. Key contributors to this report are acknowledged in appendix
VIII.
Signed by:
Michael Brostek:
Director, Tax Issues:
[End of section]
Appendix I: Objectives, Scope, and Methodology:
Objectives:
Our objectives in this report were to determine (1) the extent to which
group managers‘ and frontline employees‘ critical job responsibilities
and other elements of the employee performance management systems are
structurally aligned with IRS‘s strategic goals and organizational unit
performance measures, (2) the extent to which group managers‘
commitments align with IRS‘s strategic goals and are written so that
raters can hold managers accountable for meeting their commitments, (3)
the extent to which raters provide feedback to enforcement group
managers on their performance in meeting critical job responsibilities
and commitments, and (4) whether IRS has adequate plans to monitor and
assess the implementation of its performance management systems.
Scope and Methodology:
To determine the extent to which the critical job responsibilities for
group managers and frontline employees align with IRS‘s strategic
goals, we performed separate qualitative analyses of both performance
management systems to assess whether the critical job responsibilities
align with IRS‘s goals and whether supporting behaviors were consistent
with the critical job responsibilities. Our analysis of the frontline
employee system also included reviewing organizational unit performance
measures to determine if these measures were being reflected in the
performance management system‘s supporting behaviors. We only included
those components of the unit measures that deal with employee behaviors
and actions, not those measures that address how well IRS‘s procedures
and systems function or that set organizational performance goals.
To determine the extent to which group managers‘ commitments align with
IRS‘s strategic goals and are written so that managers can be held
accountable for meeting those commitments, we analyzed the commitments
of a statistically valid random sample of group managers in IRS‘s Small
Business/Self-Employed Division. [Footnote 9] We selected this IRS
division because it included managers in key enforcement positions who
supervise employees dealing directly with taxpayers when auditing tax
returns or collecting unpaid taxes. To determine whether commitments
aligned with IRS‘s strategic goals, we assessed whether the objective of
the commitment was to improve customer satisfaction, business results,
employee satisfaction, leadership or equal employment opportunity.
[Footnote 10] To determine the extent to which managers could be held
accountable for meeting their commitments, we applied IRS‘s criteria
for formulating well-constructed commitments, which included that they
are clear, specific, achievable, outcome or output oriented, and are
easily monitored. As we applied the criteria to individual commitments,
we found interrelationships between certain criteria. For example,
commitments that are specific also tend to be outcome or output
oriented and easily monitored. Similarly, commitments that include
explicit outcomes or outputs tend to be easier to monitor. As agreed
with IRS officials, we addressed the following questions in determining
whether commitments met the criteria:
* Clear: Is the commitment easy to understand? Does it contain jargon
that might make it unfamiliar to managers or their supervisors?
* Specific: Does the commitment include details, such as the specific
actions to be taken, when the actions are to be taken, whether other IRS
employees are involved, the expected result, or a numeric target? Is the
commitment specific enough so that a third party can understand the
actions and timeframes to which the manager is committing?
* Achievable: Can the manager accomplish the task in the normal work
environment? To what extent does the manager control the resources
necessary to accomplish the commitment?
* Outcome or output oriented: Does the commitment include an expected
result, the type and level of activity to be accomplished, or a program
impact?
* Easily monitored: Does the commitment include a deadline, an expected
result, a numeric target, or some other means of measurement?
To determine the extent to which raters provided feedback to group
managers on how well they met their critical job responsibilities and
commitments, we performed a content analysis of the narrative portion of
the evaluation that discussed managers‘ performance. To assess the
extent to which managers were given feedback on meeting their critical
job responsibilities, we assessed whether the evaluation narrative
described behaviors that were consistent with the key supporting
behaviors for each critical job responsibility as laid out on the
managers evaluation form (see app. III for a sample of the evaluation.)
We also reviewed the narrative to determine whether the rater assessed
how well the managers met their commitments. In addition, we surveyed
the managers for information they received on their performance during
verbal feedback sessions held with their raters. [Footnote 11]
To determine whether IRS has adequate plans to monitor and assess the
implementation of its employee performance management systems, we
talked to IRS officials about initiatives taken to date and reviewed IRS
guidance for strategic planning.
Our review was subject to some limitations. Our assessment of group
managers‘ commitments and our content analysis required us to make
judgments that were, in part, subjective. To maximize the objectivity of
our analyses, we had our reviewers conduct separate and independent
assessments of (1) whether commitments met IRS‘s criteria and (2) the
narrative discussions of each sampled evaluation. When differences arose
between the two reviewers, a collaborative approach was used to resolve
them.
[End of section]
Appendix II: GAO Sampling Methodology:
This appendix discusses the sampling methodology we used to determine
(1) to what extent group managers‘ commitments aligned with IRS‘s
strategic goals and were written so that raters can hold group managers
accountable for meeting their commitments and (2) to what extent raters
provided feedback to group managers on how well they met their
commitments and critical job responsibilities.
Sample Designs:
We randomly selected a probability sample of 150 from the study
population of 1,374 group managers with enforcement responsibilities
working in IRSs Small Business/Self-Employed Division. These managers
were identified from a database of IRS personnel information current as
of January 2001. With this statistically valid probability sample each
member of the population had a nonzero probability of being included,
and that probability could be computed for any member. Each manager
selected in the sample was subsequently weighted in the analysis to
account statistically for all the members of the population, including
those that were not selected.
For the objective of determining to what extent group managers‘
commitments aligned with IRS‘s strategic goals and were written so that
raters can hold managers accountable for meeting their commitments, we
reviewed fiscal year 2000 and fiscal year 2001 written annual employee
evaluations. For this objective, we found that 126 group managers in our
sample had enforcement responsibilities in fiscal years 2000 and 2001.
We therefore estimate that about 1,154 group managers in the study
population had enforcement responsibilities in fiscal years 2000 and
2001.
For the objective of determining to what extent raters provided feedback
to group managers on how well they met their commitments and critical
job responsibilities, we reviewed fiscal year 2000 and fiscal year 2001
employee evaluations. For this objective, we found that 120 group
managers in our sample had enforcement responsibilities in fiscal year
2002. We therefore estimate that about 1,099 group managers in the study
population had enforcement responsibilities in fiscal year 2002. We also
administered a web-based survey to obtain information from current,
fiscal year 2002, managers on the verbal feedback that raters provided
to them.
As we received evaluations from IRS we found that some of the managers
in our sample were temporary, acting group managers who were not
assessed using the same evaluation form as permanent group managers.
We were unable to use these evaluations in our analysis and deleted
temporary, acting group managers from our sample.
Sample Disposition:
For our review of written annual performance evaluations, we received
112 usable evaluations (those that indicated the employee was an
enforcement group manager for both, complete fiscal years and included
both commitments and summary narrative) out of 126 eligible respondents
for a response rate of approximately 89 percent. We eliminated 24
ineligible group managers, including those for whom we did not have two
complete evaluations as a group manager or who functioned in a special
capacity such as training specialist.
For our survey of enforcement group managers‘ perceptions of the amount
and type of feedback they received from raters, we received 84 usable
responses (those who completed the survey and indicated that they were
currently a group manager with enforcement responsibilities) out of 120
eligible respondents for a response rate of 70 percent. We eliminated 30
ineligible employees, including those who were no longer a group manager
due to job reassignment or retirement.
The disposition for the sampled cases for our review of group manager
evaluations and for our group manager survey is shown in table 9 and
table 10, respectively.
Table 9: Disposition of Sample Cases for Our Review of Group Manager
Evaluations:
Total number of initially sampled elements: 150;
Sampled elements outside the study population (i.e., ’ineligibles“):
Not a group manager with enforcement responsibilities for FY 2000 and
2001: 24;
Subtotal of ineligible elements: 24.
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: Provided unusable evaluation(s): 6.
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: No evaluation(s) available: 8.
Respondents (provided usable evaluations): 112.
Subtotal of eligible elements: 126.
Evaluation response rate (respondents/subtotal of eligible elements):
89%.
Source: IRS data and GAO sample.
[End of table]
Table 10: Disposition of Sample Cases for Our Survey of Group Managers‘
Perceptions of Raters‘ Feedback:
Total number of initially sampled elements: 150.
Sampled elements outside the study population (i.e., ’ineligibles“):
Not a current group manager with enforcement responsibilities for FY
2002: 30.
Subtotal of ineligible elements: 30.
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: Refused: 2;
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: Unable to respond: 1;
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: No response after contact: 26;
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: Unable to contact due to missing or incorrect contact
information: 2;
Sampled elements in the study population (i.e., ’eligibles“):
Nonrespondents: Returned unusable survey: 5;
Respondents (returned usable surveys): 84.
Subtotal of eligible elements: 120.
Evaluation response rate (respondents/subtotal of eligible elements):
70%.
Source: IRS data and GAO sample.
[End of table]
Sampling Error:
Because we followed a probability sampling procedure based on random
selections, our sample is only one of a large number of samples that we
might have drawn. Since each sample could have provided different
estimates, we express our confidence in the precision of our particular
sample‘s estimates by providing a sampling error (for example, +/- 10
percentage points) with a specified confidence level, for example, the
95-percent confidence level. The confidence interval (i.e., the
estimate plus or minus its sampling error) would contain the actual
population value for 95 percent of the samples we could have drawn. As
a result, we are 95-percent confident that a confidence interval
includes the true value in the study population. In this report, all
percentage estimates dealing with our review of evaluations have
sampling errors of +/- 11 percent or less of the value of those
numerical estimates, unless otherwise stated. All percentage estimates
dealing with the group manager survey have sampling errors of +/- 12
percent or less, unless otherwise stated.
Nonsampling error:
In addition to the reported sampling errors, the practical difficulties
of conducting any survey may introduce other types or ’nonsampling“
errors. For example, differences in how a particular question is
interpreted or the types of individuals that do not respond can
introduce unwanted variability into the survey results. To minimize
such nonsampling errors, we pre-tested the survey with four enforcement
group managers and incorporated their feedback into the survey design.
We did not analyze the survey non-respondents or employee evaluations
non-respondents to determine whether the non-response was random. We
assumed that the survey and employee evaluations non-respondents had
the same characteristics as group managers who responded to the survey
and provided usable evaluations, respectively.
[End of section]
Appendix III: Samples of Manager and Frontline Employee Evaluation
Forms:
The following six-page form is used to evaluate performance for
managers.
IRS Performance Management System:
Manager Performance Agreement:
Form 12450-A (Rev. 10-2000):
Catalog Number 28621D:
Department of the Treasury-Internal Revenue Service:
Managers in the Internal Revenue Service are accountable for supporting
the Service's mission to "provide America's taxpayers top quality
service by helping them understand and meet their tax responsibilities,
and by applying the tax laws with integrity and fairness to all." This
Agreement is intended to establish annual performance expectations in
this regard. As described below, those critical expectations consist of
three parts: Responsibilities that are common to all IRS managers,
Commitments that are specific to each, and a Retention Standard for
fair and equitable treatment of taxpayers. These performance
expectations (set at the beginning of each fiscal year) serve as the
basis for a manager's annual performance evaluation.
Starting date for the Performance Agreement:
Ending date for the Performance Agreement:
Name:
Social Security Number:
Position title:
Series and grade:
Organization segment (Office code symbols):
Part I: Critical Performance Expectations:
A. Responsibilities:
All IRS managers share certain, critical responsibilities for achieving
performance excellence. Set forth below, these responsibilities reflect
the core values of the Service - what is important to us as an
organization - and they are shared by all IRS executives and managers.
These responsibilities guide achievement of the incumbent's commitments
in Part I-B. Equal weight should be given to both the responsibilities
and commitments in the summary narrative and evaluation. The incumbent
and immediate supervisor jointly review these responsibilities to
ensure mutual understanding.
Leadership: Demonstrates integrity and the highest ethical standards of
public service. Develops, prioritizes and aligns strategies, objectives
and goals, taking into account key influences on organizational
performance. Successfully leads organizational change, effectively
communicating the Service's mission, core values, and strategic goals
to employees and other stakeholders and responding creatively to
changing circumstances. Creates and sustains a positive workplace that
inspires others to support the IRS mission and goals. Shows a
commitment to public service and citizenship. Uses sound judgment to
make effective and timely decisions.
Employee Satisfaction: Ensures that a safe, healthy work environment is
maintained. Motivates employees to achieve high performance through
empathetic, open and honest communication, by involving them in
decision making, and ensuring that they have the tools and training to
perform their jobs. Creates an environment for continuous learning,
pursuing development opportunities for self and others, with the intent
to increase individual and organizational effectiveness. Develops and
recognizes employees so that they realize their full potential as
members of the Service. Effectively uses ongoing feedback, coaching,
and timely evaluations of performance to promote cooperation, teamwork,
knowledge/skill sharing and goal accomplishment. Acts on employee
concerns and values ideas and perspectives of people from diverse
backgrounds. Ensures all employees are treated in a fair and equitable
manner.
Customer Satisfaction: Communicates to employees the importance of
customer focus as a critical component of the Service's mission.
Constantly listens to customers, analyzes their feedback to identify
their needs and expectations, and acts to continuously improve products
and services. Identifies and utilizes policies, and economic,
political, and social trends in an effort to improve organizational
performance. Builds strong alliances, involving stakeholders (for
example NTEU, internal customers, suppliers, etc.) in making decisions,
and gaining cooperation to achieve mutually satisfying solutions.
Initiates actions and manages risks to develop new products and
services within or outside the organization. Shares innovations with
others.
Business Results: Pursues business excellence through effective process
management and the application of balanced measures. Develops and
executes plans to achieve organizational goals, leveraging resources
(human, financial, etc.) to maximize efficiency and produce high
quality results. Takes steps to prevent waste. fraud and abuse and
instill public trust. Identifies and analyzes problems to resolve
individual and organizational issues in accordance with law,
regulations and Service policy. Learns about current and emerging
issues/developments in own field of expertise and applies knowledge to
make technically sound operational decisions. Understands and uses
organizational realities, networks, and accepted practices to achieve
desired results.
Equal Employment Opportunity: Takes steps to implement the EEO and
affirmative employment goals established by the bureau. Supports staff
participation in special emphasis programs. Promptly responds to
allegations of discrimination and/or harassment and initiates
appropriate action to address the situation. Cooperates with EEO
counselors, EEO investigators, and other officials who are responsible
for conducting inquiries into EEO complaints. Assigns work and makes
employment decisions in areas such as hiring, promotion, training and
developmental assignments without regard to sex, race, color, national
origin, religion, age, disability, sexual orientation or prior
participation in the EEO process. Monitors work environment to prevent
instances of prohibited discrimination and/or harassment.
B. Commitments:
In the space below, the incumbent and his or her immediate supervisor
should describe a limited number of critical actions, objectives,
and/or results that the incumbent will be expected to accomplish during
the upcoming evaluation year. These Commitments should be derived from,
and directly contribute to, the program priorities and objectives
established by the organization's annual business or operations plan;
they should also be balanced, based on the Service-wide
responsibilities described above, and may include personal
developmental objectives relating to those responsibilities. Generally,
Commitments should be qualitative in nature, but they can (and should)
be guided and informed by the organization's quantitative performance
measures. Commitments may be modified during the evaluation period if
circumstances warrant. Changes should be made at least 60 days before
the end of the evaluation period to prevent having to extend the
evaluation period.
C. Retention Standard - Fair and Equitable Treatment of Taxpayers:
Consistent with the incumbent's official responsibilities, administers
the tax laws fairly and equitably, protects taxpayers' rights, and
treats them ethically with honesty, integrity, and respect. The
incumbent and supervisor jointly review to ensure mutual understanding.
D. Acknowledgement:
By signature, the incumbent and his or her rating and reviewing
officials acknowledge that they have discussed the critical performance
expectations set forth above, and that the discussion included examples
of behavior that would/would not meet those standards, as well as the
consequences of each. The discussion occurs at the beginning of the
evaluation period. The incumbent is given a copy of the agreement, and
the original is placed in the incumbent's Employee Performance File.
Employee's signature:
Date:
Rating official's signature:
Date:
Reviewing official's signature:
Date:
Part II: Midyear Progress Review:
This mandatory review generally takes place in April of the evaluation
year. The rating official and the incumbent are required to discuss the
incumbent's progress toward expectations (Responsibilities,
commitments, Retention Standard) set forth in Part I. That discussion
should be summarized below.
Date review conducted:
Rating official's signature:
Employee's signature:
Part III: Summary Evaluation:
A. Summary Narrative (The incumbent is to provide the supervisor a self-
assessment of no more than two pages):
Limited to the space provided below the supervisor must describe the
incumbent's achievements during the past evaluation year, as compared
against the Critical Performance Expectations (Responsibilities,
Commitments, Retention Standard) established in Part I. Emphasize areas
of significant accomplishment that may meet or exceed expectations, and
where appropriate, indicate opportunities for personal and professional
development. Any performance problem resulting in a rating of "Not Met"
must also be addressed in the Summary Narrative. Performance on the
Retention Standard need only be addressed if the incumbent did not meet
that standard.
B. Expectations - Ratings:
Reason for Rating:
- Annual rating:
- Departure rating:
- Other:
Retention Standard:
- Not met:
- Met:
- Not applicable:
Responsibilities:
- Not met: Placed insufficient emphasis on one or more sets of
Responsibilities. Actions taken were inappropriate, ineffective, or
undermined strategic goals or annual business plan accomplishment.
- Met: Placed appropriate emphasis on each of the five sets of
Responsibilities. Appropriate actions were taken to support
accomplishment of the annual business plan and strategic goals.
- Exceeded: In addition to placing appropriate emphasis on the five
sets of Responsibilities, served as a role model in one or more of the
five sets. Actions taken were exemplary in promoting accomplishment of
the annual business plan and strategic goals.
Commitments:
- Not met: Did not achieve or make substantial progress toward
achievement of desired results.
- Met: Achieved or made substantial progress toward achievement of
desired results.
- Exceeded: Overcame significant obstacles, such as insufficient
resources, conflicting demands, or unusually short timeframes, in
achieving or exceeding desired results.
C. Summary Evaluation:
Not met[A]: The incumbent failed to meet the retention standard,
responsibilities and/or commitments. Repeated observations of
performance indicated negative consequences in key outcomes (e.g.,
quality, timeliness, business results, morale, etc.). Immediate
improvement is essential.
Met: The incumbent met the retention standard and the responsibilities
and commitments in his or her Agreement with solid, dependable
performance. Incumbent consistently demonstrates the ability to meet
the requirements of the job. Challenges encountered and resolved are
part of the day to day operation and are generally routine in nature.
Exceeded: The incumbent met the retention standard and generally
exceeded both the responsibilities and commitments in his or her
Agreement. However, he or she may have met the retention standard and
demonstrated exceptional performance in either responsibilities or
commitments and met the expectations of the other. He or she may have
overcome significant organizational challenges such as coordination
with external stakeholders (NTEU, Congress, etc.) or insufficient
resources. His or her effectiveness and contributions may have had
impact beyond his or her purview.
Outstanding: The incumbent met the retention standard and performed as
a model of excellence by exceeding the responsibilities and commitments
in his or her Agreement, despite constantly changing priorities,
insufficient or unanticipated resource shortages, and externally driven
deadlines. He or she consistently demonstrated the highest level of
integrity and performance in promoting the annual business plan and the
Service's strategic goals and objectives. His or her contributions had
impact beyond his or her purview.
[A] The IRS is requesting demonstration authority to eliminate the
statutory requirement for a minimally satisfactory rating level for SES
positions. To maintain rating consistency between executives, managers,
and management officials, an amended rating form, containing the
minimally satisfactory rating level, will be issued prior to the end of
the evaluation period if the request is not approved.
Rating official's signature:
(I certify that records of tax enforcement results were not used in
preparing this evaluation):
Date:
Approving official's signature:
(I certify that records of tax enforcement results were not used in
preparing this evaluation):
Date:
This evaluation has been discussed with me and I have been given a
copy. I am aware that if I decide to submit a narrative response and/or
request a review by a higher official, one or both must he submitted in
writing within 15 workdays of receipt of my evaluation.
Employee's signature:
Date:
Privacy Act Notice:
The Privacy Act of 1974 requires that when we ask you to provide
information about yourself, we must tell you: our legal right to ask
for the information; the principal purpose(s) for which the information
is intended to be used; what could happen if we do not receive any or
all of the information; and whether your response is voluntary or
mandatory. This statement is being provided pursuant to the Privacy Act
of 1974, as amended, for individuals who have been requested to submit
a statement of accomplishment/self-assessment. The authority to solicit
this information is derived from 5 USC 4301, et seq., and 5 CFR Part
430, Performance Management. In order to allow you the opportunity to
provide input into the evaluation process, management will request this
information from you. Your supervisory officials will consider the
information you furnish in preparing an evaluation of your performance
or conducting periodic progress reviews.
The information contained in your performance evaluation may be
disclosed to IRS employees who have a need for the record in their
official duties. Disclosures may also be made when appropriate, under
routine uses published in the Federal Register for Privacy Act system
of records, Treasury/IRS 36.003, General Personnel and Payroll Records.
Under the appropriate circumstances, disclosure may be made to the
Office of Personnel Management, the Equal Employment Opportunity
Commission, the General Accounting Office and others. Failure to
furnish any or all of this information may result in your supervisors
preparing your evaluation, or conducting a progress review, without
considering information you may feel is relevant or significant.
[End of form]
The following two-page form is used to evaluate performance for IRS
frontline employees, including revenue agents and revenue officers.
Performance Appraisal and Retention Standard Rating:
(Review instructions on the reverse before completing form):
1. Name of employee (Last, first, middle):
2. POI:
3. Period covered: From: To:
4. Reason for Appraisal:
- Annual Rating:
- Departure Rating:
- Merit Promotion:
- Other:
5. SSN:
6. Organization code:
7. Position title:
8. SPD or PD#:
9. Pay plan, series/grade:
10. Critical Job Elements: (Job Element Rating: N/A; 5; 4; 3; 2; 1):
I. Employee Satisfaction - Employee Contribution:
II. Customer Satisfaction - Knowledge:
III. Customer Satisfaction - Application:
IV. Business Results - Quality: Measured; Unmeasured:
V. Business Results - Efficiency: Measured; Unmeasured:
11. Retention Standard Rating:
- Not applicable:
- Met:
- Not Met:
12. Average of Critical Elements:
13. Summary Level:
- Outstanding:
- Exceeds Fully Successful:
- Fully Successful:
- Minimally Successful:
- Unacceptable:
14. Annual Rating:
Rater:
Name/title/signature/date (I certify that records of tax enforcement
results were not used to prepare this appraisal):
Reviewing Official:
Name/title/signature/date (I certify that records of tax enforcement
results were not used to prepare this appraisal):
This appraisal has been discussed with me and I have been given a copy.
Employee signature/date:
15. Revalidation of Rating of Record: (See instructions for
revalidation).
Period covered: From: To:
Rater:
Name/title/signature/date (I certify that records of tax enforcement
results were not used to prepare this appraisal):
16. Merit Promotion Revalidation (See instructions for Merit Promotion
revalidation).
Name/title/signature/date of revalidation:
Instructions:
Appraise the employee against the critical job elements of his/her
position for the rating period. Information is available online at
[hyperlink, http://shr.web.irs.qov/cje].
Blocks 1 and 3 to 9 - Self-explanatory.
Block 2. POI (Personnel Office Identifier) - Contact your Transactional
Processing Branch for the correct number.
Block 10. Critical Job Elements:
The five (5) critical job elements for all employees are listed. If
performance of the duties/responsibilities reflected by a critical job
element has not been observed, identify the critical job element as Not
Applicable (NA). Reasons for not appraising critical job element must
be documented as part of the appraisal. Indicate as applicable, if
performance is measured by TEPS or unmeasured (critical job elements IV
and V).
The rating for each critical job element will be based upon a review
and consideration of all aspects of the critical job element, using the
following scale:
* Outstanding - Exceeds all performance aspects of the critical job
element: (5);
* Exceeds Fully Successful - Exceeds more than half of the performance
aspects of the critical job element and meets the remaining performance
aspects: (4);
* Fully Successful - Meets all performance aspects of the critical job
element: (3);
* Minimally Successful - Fails one performance aspect of the critical
job element: (2);
* Unacceptable - Fails two or more performance aspects of the critical
job element: (1);
Block 11. Retention Standard Rating - Narrative is mandatory if rating
is Not Met.
Block 12. Average Of Critical Job Elements - Used to determine
performance awards.
Block 13. Summary Level - On the basis of the rating on the individual
critical job elements and the Retention Standard, assign an overall
Rating using the following scale:
* Outstanding - Employee is rated Outstanding in more than half of the
critical job elements and exceeds Fully Successful in the remainder of
the critical job elements.
* Exceeds Fully Successful - Employee is rated Exceeds Fully Successful
or above in more than half of the critical job elements and Fully
Successful in the remainder of the critical job elements.
* Fully Successful - Employee is rated Fully Successful or above in all
of the critical job elements.
* Minimally Successful - Employee is rated Minimally Successful in one
or more critical job element but not Unacceptable in any critical job
element.
* Unacceptable - Employee is rated Unacceptable in one or more critical
job elements or receives a "Not Met" on the Retention Standard.
Block 14. Annual Rating - Signatures as indicated. The rater and
reviewing official must certify that records of tax enforcement results
were not used to prepare the appraisal.
Block 15. Revalidation Of Rating Of Record - If a manager determines
that a journey level or above employee, in at least the second year of
their position, would receive a Rating of Record for the current
appraisal period identical to the Rating of Record for the most
previous period, the manager may certify that the most recent Rating of
Record is valid for performance in the current appraisal period. A
manager may revalidate a Rating of Record only once.
Block 16. Merit Promotion Revalidation - Place a check in the box if
you are revalidating a Rating of Record that is more than six (6)
months old but less than 12 months old on or before the opening date of
the vacancy announcement. This applies to bargaining unit employees
only. Narratives are required with all Merit Promotion evaluations.
Privacy Act Statement:
The Privacy Act of 1974 requires that when we ask you to provide
information about yourself, we must tell you: our legal right to ask
for the information; the principal purpose(s) for which the information
is intended to be used, what could happen if we do not receive any or
all of the information and whether your response is voluntary or
mandatory.
Our legal right to ask you to acknowledge receipt of performance
appraisal is derived from 5 USC 9508, General Workforce Performance
Management System and 26 CFR Part 801, Balanced System for Measuring
Organizational and Employee Performance within the Internal Revenue
Service. Your signature will acknowledge that you received the
performance appraisal and it was discussed with you. Your supervisory
officials will consider the information you furnish in preparing an
assessment of your performance or conducting periodic progress reviews.
The information contained in your performance assessment may be
disclosed to IRS employees who have a need for the record in their
official duties. Disclosures may also be made when appropriate, under
routine uses published in the Federal Register for Privacy Act system
of records, Treasury/IRS 36.003, General Personnel and Payroll Records.
Under the appropriate circumstances, disclosure may be made to the
Office of Personnel Management, the Equal Employment Opportunity
Commission, the General Accounting Office and others. Failure to
furnish any or all of this information may result in your supervisors
preparing your appraisal or conducting a progress review without
considering information you may feel is relevant or significant.
[End of form]
[End of section]
Appendix IV: Examples of Evaluations Addressing Group Managers‘
Responsibilities:
This appendix provides examples of critical job responsibilities,
supporting behaviors, and statements from narratives that we found in
our review of the enforcement group managers‘ evaluations.
Table 11: Examples of Critical Job Responsibilities, Supporting
Behaviors, and Evaluation Narratives for Group Managers:
Critical job responsibility: Leadership;
Key supporting behavior: Uses sound judgment to make effective and
timely decisions.
Behavior described in evaluation narrative: ’As a leader, you have
demonstrated sound judgment in your decisions organizing the second
group offer.“
Critical job responsibility: Leadership;
Key supporting behavior: Develops, prioritizes and aligns strategies,
objectives and goals, taking into account key influences on
organizational performance.
Behavior described in evaluation narrative: ’He led his employees to
develop realistic personal and group goals that easily meshed into the
needs of the service and the general public.“
Critical job responsibility: Customer satisfaction;
Key supporting behavior: Constantly listens to customers, analyzes their
feedback to identify their needs and expectations, and acts
continuously to improve products and services.
Behavior described in evaluation narrative: ’You take the time to speak
with the taxpayers and their representative about their concerns and
try to accommodate their needs.“
Critical job responsibility: Customer satisfaction;
Key supporting behavior: Ensures that employees do the same (as
immediately above) and that they are prompt, fair, and responsive to
the circumstances of individual customers to the extent permitted by
law and regulation.
Behavior described in evaluation narrative: ’He insists his employees
take the same approach with their customers and that they address each
case with the rights of the taxpayers up front.“
Critical job responsibility: Employee satisfaction;
Key supporting behavior: Effectively uses ongoing feedback, coaching,
and timely evaluations of performance to promote cooperation, teamwork,
knowledge/skill sharing and goal accomplishment.
Behavior described in evaluation narrative: ’Throughout the year you
provided employees with regular, specific performance feedback geared
to improve and enhance performance, in both verbal and written
form.“
Critical job responsibility: Employee satisfaction;
Key supporting behavior: Acts on employee concerns, values, ideas and
perspectives of people from diverse backgrounds.
Behavior described in evaluation narrative: ’He heartily endorsed
Survey 2000 participation and was rewarded by increased levels of
employee satisfaction as reflected in survey results.“
Critical job responsibility: Business results;
Key supporting behavior: Develops and executes plans to achieve
organizational goals, leveraging available resources (e.g., human,
financial, etc.) to maximize efficiency and produce high-quality
results.
Behavior described in evaluation narrative: ’In addition to your
responsibilities to the offer program, you have ensured your employees
have supported the walk-in program when needed.“
Critical job responsibility: Business results;
Key supporting behavior: Learns about current and emerging
issues/developments in own field of expertise and applies knowledge to
make technically sound operational decisions.
Behavior described in evaluation narrative: ’Because of his recognized
technical expertise, he took an active part in training during the year
and his employees and peers relied upon him to clarify, explain,
and reinforce complicated or newly enacted tax law.“
Critical job responsibility: Equal employment opportunity;
Key supporting behavior: Promptly responds to allegations of
discrimination and/or harassment and initiates appropriate action to
address the situation.
Behavior described in evaluation narrative: ’You are also sensitive to
the work environment and bring any potential problems or issues to the
attention of the appropriate people.“
Critical job responsibility: Equal employment opportunity;
Key supporting behavior: Supports staff participation in special
emphasis programs.
Behavior described in evaluation narrative: ’He makes sure that his
employees have the opportunity to participate in EEO and diversity
programs, and demonstrates his commitment by attending himself.“
[End of table]
[End of section]
Appendix V: Distribution of Raters‘ Comments for Each Supporting
Behavior:
This appendix provides information on the distribution of raters‘
comments among the behaviors supporting each critical job
responsibility. The supporting behaviors listed for each critical job
responsibility are taken directly from IRS‘s evaluation form, shown in
appendix III.
Table 12: Distribution of Raters‘ Comments:
Critical job responsibilities and supporting behaviors:
Customer satisfaction: Communicates to employees the importance of
customer focus as a critical component of IRS‘ mission;
Percentage of managers evaluated on each supporting behavior, FY 2000:
25;
Percentage of managers evaluated on each supporting behavior, FY 2001:
19.
Customer satisfaction: Constantly listens to customers, analyzes their
feedback to identify their needs and expectations, and acts to
continuously improve products and services;
Percentage of managers evaluated on each supporting behavior, FY 2000:
46;
Percentage of managers evaluated on each supporting behavior, FY 2001:
56.
Customer satisfaction: Insures employees do the same (as immediately
above) and that they are prompt, professional, fair, and responsive to
the circumstances of individual customers to the extent permitted by
law and regulation;
Percentage of managers evaluated on each supporting behavior, FY 2000:
47;
Percentage of managers evaluated on each supporting behavior, FY 2001:
47.
Customer satisfaction: Identifies and utilizes policies, and economic,
political and social trends in an effort to improve organizational
performance;
Percentage of managers evaluated on each supporting behavior, FY 2000:
1;
Percentage of managers evaluated on each supporting behavior, FY 2001:
0.
Customer satisfaction: Builds strong alliances, involving stakeholders
(for example NTEU, internal customers, suppliers, etc.) in making
decisions, and gaining cooperation to achieve mutually satisfying
solutions;
Percentage of managers evaluated on each supporting behavior, FY 2000:
37;
Percentage of managers evaluated on each supporting behavior, FY 2001:
55.
Customer satisfaction: Initiates actions and manages risks to develop
new products and services within or outside the organization;
Percentage of managers evaluated on each supporting behavior, FY 2000:
9;
Percentage of managers evaluated on each supporting behavior, FY 2001:
7.
Customer satisfaction: Shares innovations with others;
Percentage of managers evaluated on each supporting behavior, FY 2000:
0;
Percentage of managers evaluated on each supporting behavior, FY 2001:
1.
Business results: Pursues business excellence through effective process
management and the application of balanced measures;
Percentage of managers evaluated on each supporting behavior, FY 2000:
78;
Percentage of managers evaluated on each supporting behavior, FY 2001:
87.
Business results: Develops and executes plans to achieve organizational
goals, leveraging available resources (human, financial, etc.) to
maximize efficiency and produce high-quality results;
Percentage of managers evaluated on each supporting behavior, FY 2000:
68. 64;
Percentage of managers evaluated on each supporting behavior, FY 2001:
Business results: Identifies and analyzes problems to resolve
individual and organizational issues in accordance with law,
regulation, and IRS policy;
Percentage of managers evaluated on each supporting behavior, FY 2000:
18;
Percentage of managers evaluated on each supporting behavior, FY 2001:
15.
Business results: Continuously seeks to improve business processes,
sharing those efforts with other units to better overall IRS
performance;
Percentage of managers evaluated on each supporting behavior, FY 2000:
21;
Percentage of managers evaluated on each supporting behavior, FY 2001:
25.
Business results: Takes steps to prevent waste, fraud and abuse and
instill public trust;
Percentage of managers evaluated on each supporting behavior, FY 2000:
3;
Percentage of managers evaluated on each supporting behavior, FY 2001:
7.
Business results: Learns about current and emerging issues/developments
in own field of expertise and applies knowledge to make technically
sound operational decisions;
Percentage of managers evaluated on each supporting behavior, FY 2000:
3;
Percentage of managers evaluated on each supporting behavior, FY 2001:
2.
Business results: Understands and uses organizational realities,
networks and accepted practices to achieve desired results;
Percentage of managers evaluated on each supporting behavior, FY 2000:
2;
Percentage of managers evaluated on each supporting behavior, FY 2001:
3.
Employee satisfaction: Ensures that a safe, healthy work environment is
maintained;
Percentage of managers evaluated on each supporting behavior, FY 2000:
8;
Percentage of managers evaluated on each supporting behavior, FY 2001:
16.
Employee satisfaction: Demonstrates importance of employee satisfaction
in accomplishing IRS‘ mission;
Percentage of managers evaluated on each supporting behavior, FY 2000:
7;
Percentage of managers evaluated on each supporting behavior, FY 2001:
2.
Employee satisfaction: Motivates employees to achieve high performance
through empathetic, open and honest communication, by involving them in
decision making, and ensuring that they have the tools and training to
perform their jobs;
Percentage of managers evaluated on each supporting behavior, FY 2000:
82;
Percentage of managers evaluated on each supporting behavior, FY 2001:
85.
Employee satisfaction: Effectively uses ongoing feedback, coaching, and
timely evaluations of performance to promote cooperation, teamwork,
knowledge/skill sharing and goal accomplishment;
Percentage of managers evaluated on each supporting behavior, FY 2000:
78;
Percentage of managers evaluated on each supporting behavior, FY 2001:
81.
Employee satisfaction: Develops and recognizes employees so that they
realize their full potential;
Percentage of managers evaluated on each supporting behavior, FY 2000:
62;
Percentage of managers evaluated on each supporting behavior, FY 2001:
80.
Employee satisfaction: Acts on employee concerns, values, ideas and
perspectives of people from diverse backgrounds;
Percentage of managers evaluated on each supporting behavior, FY 2000:
65;
Percentage of managers evaluated on each supporting behavior, FY 2001:
63.
Employee satisfaction: Ensures all employees are treated in a fair and
equitable manner;
Percentage of managers evaluated on each supporting behavior, FY 2000:
11;
Percentage of managers evaluated on each supporting behavior, FY 2001:
12.
Employee satisfaction: Creates an environment for continuous learning,
pursuing development opportunities for self and others, with the intent
to increase individual and organizational effectiveness;
Percentage of managers evaluated on each supporting behavior, FY 2000:
38;
Percentage of managers evaluated on each supporting behavior, FY 2001:
38.
Leadership: Demonstrates integrity and the highest ethical standards of
public service;
Percentage of managers evaluated on each supporting behavior, FY 2000:
11;
Percentage of managers evaluated on each supporting behavior, FY 2001:
7.
Leadership: Develops, prioritizes and aligns strategies, objectives and
goals, taking into account key influences on organizational
performance;
Percentage of managers evaluated on each supporting behavior, FY 2000:
10;
Percentage of managers evaluated on each supporting behavior, FY 2001:
5.
Leadership: Successfully leads organizational change, effectively
communicating IRS‘ mission, core values, and strategic goals to
employees and other stakeholders and responding creatively to changing
circumstances;
Percentage of managers evaluated on each supporting behavior, FY 2000:
52;
Percentage of managers evaluated on each supporting behavior, FY 2001:
57.
Leadership: Creates and sustains a positive workplace that inspires
others to support IRS‘ mission and goals;
Percentage of managers evaluated on each supporting behavior, FY 2000:
15;
Percentage of managers evaluated on each supporting behavior, FY 2001:
12.
Leadership: Shows a commitment to public service and citizenship;
Percentage of managers evaluated on each supporting behavior, FY 2000:
3;
Percentage of managers evaluated on each supporting behavior, FY 2001:
3.
Leadership: Uses sound judgment to make effective and timely decisions;
Percentage of managers evaluated on each supporting behavior, FY 2000:
6;
Percentage of managers evaluated on each supporting behavior, FY 2001:
3.
Equal employment opportunity: Takes steps to implement EEO and
affirmative employment goals established by IRS;
Percentage of managers evaluated on each supporting behavior, FY 2000:
32;
Percentage of managers evaluated on each supporting behavior, FY 2001:
28.
Equal employment opportunity: Supports staff participation in special
emphasis programs;
Percentage of managers evaluated on each supporting behavior, FY 2000:
31;
Percentage of managers evaluated on each supporting behavior, FY 2001:
34.
Equal employment opportunity: Promptly responds to allegations of
discrimination and/or harassment and initiates appropriate action to
address situation;
Percentage of managers evaluated on each supporting behavior, FY 2000:
7;
Percentage of managers evaluated on each supporting behavior, FY 2001:
5.
Equal employment opportunity: Cooperates with EEO counselors,
investigators, and other officials responsible for conducting inquires
into EEO complaints;
Percentage of managers evaluated on each supporting behavior, FY 2000:
8;
Percentage of managers evaluated on each supporting behavior, FY 2001:
9.
Equal employment opportunity: Assigns work and makes employment
decisions in areas such as hiring, promotion, training and
developmental assignments without regard to sex, race, color, national
origin, religion, age, disability, sexual orientation or prior
participation in EEO process;
Percentage of managers evaluated on each supporting behavior, FY 2000:
26;
Percentage of managers evaluated on each supporting behavior, FY 2001:
25.
Equal employment opportunity: Monitors work environment to prevent
instances of prohibited discrimination and/or harassment;
Percentage of managers evaluated on each supporting behavior, FY 2000:
18;
Percentage of managers evaluated on each supporting behavior, FY 2001:
14.
Note: Percentages are rounded to the nearest percent.
Source: GAO analysis of fiscal year 2000 and 2001 enforcement group
managers‘ written performance evaluations.
[End of table]
[End of section]
Appendix VI: Examples of Group Managers‘ Commitments:
This appendix provides examples of commitments written by enforcement
group managers in our sample. We found that almost all commitments met
IRS‘s criteria of being clear and achievable, but about 85 percent did
not meet the criteria of being specific, outcome or output oriented, or
easily monitored. The examples of commitments are grouped into two
categories, those that were specific, outcome or output oriented, and
easily monitored, and those that were not.
Commitments that Were Specific, Outcome or Output Oriented, or Easily
Monitored:
We judged that the following commitments were specific, outcome or
output oriented, or easily monitored.
’Use of Balanced Measures Matrix will be demonstrated on one case or
situation each quarter.“
’I will meet on a quarterly basis with the Office Assistant to discuss
issues relevant to his job performance.“
’I will have monthly group meetings to discuss case issues, Survey 99
updates, RRA updates, FY 2000 Operating Plan activities, and group
concerns.“
’I will review and update IDPs (Individual Development Plans) on a semi-
annual basis to monitor accomplishments and modify the existing
development plans.“
’I will give a presentation to Group __ and/or Branch II managers about
what I have learned about organizing.“
’By 03/31/2000 I will conduct refresher training/briefings for my
employees in Group __ on TFRP (Trust Fund Recovery Penalty)
procedures.“
’I will continue to conduct monthly meetings with the employees to
communicate changes and any impact.“
’I will conduct quarterly reviews of casework focusing on IRM (Internal
Revenue Manual) requirements and CQMS (Collection Quality Measurement
System) measures to ensure timely closing of cases.“
’To improve employee satisfaction, I will keep employees informed of
their performance by preparing timely mid-year and annual appraisals
supported with sufficient recordation.“
’Walk-in customer service will be provided at four outreach sites;
Sioux City, IA, Storm Lake, IA, O‘Neill, NE and Columbus, NE. These
sites will be staffed for one day every other week from January through
April 2000.“
To improve Employee Satisfaction, I will ensure I provide timely and
constructive feedback to employees. I will do sample case reviews
semimonthly and quarterly bundle reviews and/or other written
recordation concerning individual performance and timely completion of
mid-year and annual appraisals.“
Commitments that Were Not Specific, Outcome or Output Oriented, or
Easily Monitored:
The following commitments were determined not to be specific, outcome
or output oriented, or easily monitored.
’Support and develop employees in a manner which encourages
participation by all.“
’Provide leadership to my group in achieving organizational goals by
the use of effective group meetings, effective review and evaluation
practices, and the Individual Development process.“
’I will work with the municipal governments within the State.
Relationships built here will continue to homogenize State employment
tax administration efforts.“
’I will provide leadership by increased managerial involvement in my
employee‘s casework.“
’I will use required group meetings to provide guidance on relevant
issues.“
’I will support the partnership with NTEU [National Treasury Employees
Union] so that positive employee relations are maintained.“
’The identification and development of fraud cases will be encouraged
in my work group by creating an environment of fraud awareness.“
’Provide leadership and direction to the field staff to regain
appropriate levels of compliance on a case by case basis by conducting
reviews, timely entity queries and follow ups.“
’I will support the Field Branches as needed.“
’I will ensure sufficient resources and managerial attention to support
the walk-in program in my post of duty.“
’I will continue to have open and honest communications with all
employees.“
’I will continue to be supportive of employees‘ efforts to advance
their careers.“
’I will lead Field Group #__ through the organizational changes
demanded by the modernization of the IRS by providing leadership,
planning, and support to effectively transition the work and human
resources of the current district structure to the new operating
units.“
[End of section]
Appendix VII: Comments from the Internal Revenue Service:
Department Of The Treasury:
Commissioner:
Internal Revenue Service:
Washington, D.C. 20224:
July 5, 2002:
Mr. Michael Brostek:
Director, Tax Issues
U.S. General Accounting Office:
441 G Street, NW:
Washington, DC 20548:
Dear Mr. Brostek:
Thank you for the opportunity to review and comment on your draft
report entitled "Performance Management Systems: IRS's Systems for
Front-line Employees and Managers Align with Strategic Goals but
Improvements Can Be Made." Upon review, we were pleased the report
recognized the great strides the IRS has made in redesigning and
modernizing its Performance Management System to complement strategic
goals and objectives. This is nothing short of a major cultural change
for IRS.
While your study was underway, we implemented many improvements. For
example, as part of recently completed negotiations with the National
Treasury Employees Union (NTEU) over a new Servicewide collective
bargaining agreement, we dramatically reduced the administrative burden
associated with the employee appraisal process and provided a
streamlined dispute resolution mechanism for appraisal grievances.
Beginning with the FY 2002 appraisal cycle, we established new Critical
Job Elements for every IRS employee that align directly with our
Balanced Measures System and implemented a new National Performance
Awards Agreement that eliminates over 100 local awards agreements
negotiated over the last decade. In addition, we issued a new guide to
managers on writing commitments and self-assessments and established an
electronic "Performance Management Resource Center" on the Service's
Intranet that includes detailed guidance on all of the above
initiatives.
Your report cites two primary recommendations. First you suggested that
we improve the linkage between front-line employees' critical job
responsibilities, the supporting behaviors, and organizational unit
performance measures. Second, you recommended that we establish a plan
for monitoring and assessing whether the new employee performance
management systems are operating as intended and take the necessary
actions to resolve any identified problems.
As a general matter, we concur with your recommendations and will
include them as we continuously improve our Performance Management
System. In this regard, we currently use Performance Review Boards to
ensure that the performance agreements and evaluations of our
executives and senior managers align with and reflect the Service's
strategic goals, annual business plans, and organizational performance
measures. While the numbers involved make a comparable process less
practical at lower levels of the organization, we will explore other
means of insuring this alignment. As you know, any impact on bargaining
unit employees will require negotiations with the NTEU.
In addition, you can rest assured that we will continue to monitor the
overall efficacy of our Performance Management System to determine what
works and what needs refinement. For your information, this assessment
occurs as a matter of course, as part of the Service's comprehensive
annual Strategic Planning and Budgeting process (that process includes
a strategic human capital assessment), as well as in the regular and
recurring Business Performance Reviews of our corporate and operating
division strategic human resources functions. By providing for such
oversight and continuous program improvement, we believe that we are
well on our way to developing and deploying a "best practice"
Performance Management System that truly distinguishes between high and
low performers at all levels of the organization.
If you have any further questions, you should feel free to contact
Ronald P. Sanders, the Service's Chief Human Resource Officer at (202)
283-9200.
Signed by:
[Illegible] for:
Charles O. Rossotti:
[End of section]
Appendix VIII: GAO Contacts and Staff Acknowledgments:
GAO Contacts:
Michael Brostek (202) 512-9039:
Ralph Block (415) 904-2150:
Jonda Van Pelt (415) 904-2186:
Acknowledgments:
In addition to those named above, Michelle Bowsky, Maya Chakko,
Elizabeth Fan, Tre Forlano, Diana Hu, Ann Lee, and Samuel Scrutchins
made key contributions to this report.
[End of section]
Footnotes:
[1] The mission of IRS is to ’provide American taxpayers top quality
service by helping them understand and meet their tax responsibilities,
and by applying the tax laws with integrity and fairness to all.“
[2] See Appendix IV for examples of evaluations addressing group
managers‘ critical job responsibilities.
[3] Enforcement group managers are those managers in IRS‘s field
offices that supervise frontline employees, such as revenue agents who
directly deal with taxpayers when auditing tax returns and revenue
officers who deal with taxpayers when collecting unpaid taxes.
[4] We express the precision of the results of our analysis of group
managers‘ commitments and evaluations, and the survey (that is, the
sampling errors associated with these estimates) as 95 percent
confidence intervals. All percentage estimates dealing with our review
of evaluations have sampling errors of +/- 11 percentage points or
less, unless otherwise stated. All percentage estimates dealing with
the group manager survey have sampling errors of +/- 12 percentage
points or less, unless otherwise stated.
[5] Office of Personnel Management regulations define performance
management as the integrated processes agencies use to (1) communicate
and clarify organizational goals, (2) identify accountability for
accomplishing organizational goals, (3) identify and address
developmental needs, (4) assess and improve performance, (5) measure
performance for recognizing and rewarding accomplishments, and (6)
prepare appraisals.
[6] In July 1999 IRS incorporated into the evaluation process a new
retention standard relating to the fair and equitable treatment of
taxpayers that managers and frontline employees must meet at a passing
level to retain their jobs. When assessing managers and employees,
raters are to first determine whether employees met the standard and,
if the employees did, then proceed to prepare a written evaluation of
how the employees met their critical job responsibilities.
[7] In our analysis, we only counted the number of commitments that
aligned with each of the critical job responsibilities. We did not try
to assess the significance or relative importance of each commitment.
[8] IRS‘s strategic guidance calls for periodic evaluations. For the
purposes of this report, we are using the term assessment.
[9] We express the precision of the results of our analysis of group
managers‘ commitments and evaluations (that is, the sampling errors
associated with these estimates) as 95 percent confidence intervals.
[10] Our assessment was limited to a count of the number of
commitments, not the significance or the relative challenge of
accomplishing them.
[11] As with our analysis of managers‘ commitments and performance
evaluations, we express the precision of the results of our survey
(that is, the sampling errors associated with these estimates) as 95
percent confidence intervals.
[End of section]
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