Original Date: 04/07/1997
Revision Date: 04/14/2003

Performance Reviews for government personnel traditionally have not been linked to top management objectives. Rock Island Arsenal (RIA) is employing a new approach, presently restricted to the Resource Management Directorate, of linking strategic plans, officer evaluation reports, senior system civilian evaluation reports, and base system civilian evaluation reports. Recent reorganization has eliminated branch, section, and unit level supervisors and replaced them with team leaders. As a result, a high degree of management participation exists. RIA is unique in its strong community feeling, and its insular approach stems in part from having low turnover. People are individually productive but somewhat reluctant to change. There was skepticism for merit pool payouts of performance awards which formed the initiative for interlocking the Directorate's performance objectives.

The attributes of the old system were independent performance standards, usually written by the last supervisor, with 30 of 31 (97%) employees rated exceptional. The new approach takes advantage of positive forces in the workforce well-trained, motivated, teamed, and individually productive. The major categories of performance elements are cost savings, improved customer relations, assurance of adequate internal controls, improved resource management systems, and human resource management. An open book approach exists, and midpoint results are shared with division chiefs and evaluated by the group. The distribution of ratings is now 70% exceptional, 20% highly satisfactory, and 10% satisfactory. Additionally, more cross training is performed to facilitate meeting higher standards and improved personal productivity.

For more information see the Point of Contact for this survey.