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Show HILL TOP TIMES Page 10 Merit Promotion Questions Answered by AFLC AFLC PRESS SERVICE Questions still exist in the minds of many civilian employees about the Air Force Logistics Command civilian appraisal system. "We answer approximately 15 to 20 questions a week on the system," stated Harry D. Wilfong, Civilian Personnel staff psychologist at Headquarters AFLC. To answer some of the more common misconceptions of the system, Mr. Wilfong cited seven of the most frequent queries: Q. I understand that it is illegal to rate people with any predetermined statistical distribution. Does this new AFLC appraisal system violate this requirement? A. It is most important that 1 EL'S IVI 1 SHOPPING civilian employees and supervisors understand that the AFLC appraisal system does not require supervisors to conform to any forced rating disall performance. Q. My superior rated all of his employees with high tribution. scores, ranging from 70 to 98. I have heard this is imThe supervisor can use the entire appraisal range from proper and we will have to be rerated. Is this true? zero to 100 and can rate his A. In this situation it is most employees anywhere along this range. All that he needs to do unlikely that the supervisor is spread his ratings and idenwould be asked to reconsider tify his better workers. If all his evaluations and perhaps employees are given the same any or all of his employees. rating, he has failed to differ- High ratings are not prohibited entiate sufficiently among his as long as the endorsing offipeople. The standard scoring cial builds sufficient spread into the appraisals. method, performed by computer, is a ranking, and not a ratOn the other hand, if the ing, technique. supervisor failed to differentiIt simply adjusts ratings ate between his employees and made by different supervisors assigned them all the same, or to a common scale and in no very close to the same, scores, he probably should be asked to reconsider the ratings. This should be done because lack of spread wou'd result in most of the ratings being closely dispersed around a standard score re-ra- te Repairl Shoe of 70. In most cases, rerating would improve a superior worker's chance of appearing on a promotion profile. Q. Why isn't thte rating scale at the top of the civilian appraisal form followed, with 50 per cent of all employees rated as 'sati- PPntPl-stf- J 8 JCXXXSS3SSSX3WRRB33K CHRIS & DICK'S sfactory"? 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It is not to be used as a prescribed distribu tion into which all final ap- praisal scores must fall. Q. Of what use is Part II, the narrative portion, of the Career Appraisal, when it is not used in promotion ranking? A. Although the narrative evaluation of employee performance is not being used to determine rank order on promotion certificates, it will shortly be used in connection with civilian promotion board activities. Boards will be established to screen and rank candidates on career registers for promotion to GS-1- 2 through GS-1- 4 positions. $2.99, other ht grade urder $10 1st iV" Hardwoods, seconds 4x8 grade vinyl coated walnut, reg. $4.93 Ash paneling, $3.99 $2.89 316-4x- 7 316-4xGolden Elm. reg. $4.95 1st grade-Sie- rra Ash, Maltese Ash, reg. $4.95. White e!m Platinum, Parchment accented with gold Ash $3.79 grooves, our newest $3.98 516-4x- 8 Ru;tic cedar $4.79 316-4f- t vinvl r rwit a "I Oft -- Jdifferent type, '$2.85ic"4x8 lnst.. to reflect the effectiveness past selections nor is u posed to be used as a mo3 improvement technique Tf basic purpose of the app is to effectively identify tW employees highly qualified fol future promotion. Only by spreading the score, can the best talent in each or ganization he identified andfo assured a reasonable chance to compete with one another fot promotion. The narrative evaluation may also be used as a merit factor by the selecting supervisor when considering eligibles for promotion to grade levels below GS-1- 2. Q. Could the Annual Performance Rating categories, Outstanding, Satisfactory and Unsatisfactory, be used in place of the supervisory appraisal for merit promotion? No, because most employees, about 97 per cent, would have tied scores by virtue A. Q. Since appraisals so controversial, can be done away with of their having received a satisfactory performance rating, thereby eliminating the ability of the rating to differentiate between promotion candidates. Additionally, the two rating programs have quite different objectives. The Annual Performance Rating is required by statute as a formalized once yearly evaluation and is used as a merit and not a ranking factor in merit promotion. The Supervisor's Appraisal provides a basic technique for the identification and ranking of employees highly qualified for merit promotion. As such, it is necessary that the appraisal differentiate effectively between candidates and that it be reported in numeric values. Q. As an endorsing official, I feel that I actually have the better workers on the base within my organization. Why should I spread my ratings out when I hbnestly believe my employees all should be rated between 95 and 100? A. This supervisor must be commended on his faith in, and loyalty to, his employees. There are, however, several drawbacks to this argument which need to be understood. First, it is extremely unlikely that any endorsing official is in a position to say that he has cornered the market on talent because no one person can possibly be intimately acquainted with all employees, base-wid- e, in any specified skill area. Secondly, a supervisor may like to point to high appraisal scores and say, "Look how happy my employees are and how effective I have been in my selection." The appraisal is not supposed gether? A. The effect of doing witV out the appraisal has actually been tried in various expert mental situations by the Command personnel research staff j In each instance the appraisal was found to be essential tc the merit promotion process,? not only because it was provea valid but also for various l i reasons. was found that with--' First, it out an appraisal, selecting off. cials searched for the same i formation by calling the eIogi-ca- in-- mployee's present supervisor. Since human memory is extremely selective, this is a very unreliable way to obtain per-formance information. It was further discovered that the appraisal continues 1 " ; ap-- this information, adjusts ! ) em-- que-- ( spective Civilian Personnel fices." Implementation of appraisal! using the standard scorinfj method with be effective Jan. Of-- 1 26, 1970. ttm 'A-- 48 '"Mti 8 MOLDINGS AMD COLORED NAH.S D Emerald HlllS W. 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WASTCB r tXO Ml (1 tZZi, v 2644122 "- privocy. -" o.V 1 merct id JUL 12 Mil ot of th commit, of cond .l.ctrlcolly h.ofd conditioning ond humidity p.m. till dark ..plain o.r lolot .oml.rt Now e;K HONORED hrin Open House daily Com., 1.1 v, CHRIS & DICK'S ISM W .winding 13.19 1 having further tions cm the Merit Promotion System shou'd contact their re. ployees Is COMPLETE LINE diffe- between various endors-- i officials and permits the ing best talent within each organi-zation to compete equitably for promotion. "Practically all of the ques-- j tions deal in one way or another with these seven," W3-fong asserted. "Civilian rences n: Georgia Pacific, Brasillia, reg. $9.95 SM wood, 1st gr. $4 95 Suntan, fawn, dr.ftwood, !.4xl0 Panels from $3 29 Midnight, Avocodo $6,49316-4xHoneysuckle $3.9? to be the best measure of current work proficiency available. Other promotion factors, teste : and training and experience, alone or collectively simply do not measure employee skills and performance as well as the f praisal. The new standard scorings method, in turn, simply takes: 8 V, y4-4- art they alto, .nviro-m.n- l. tvlpr fcvy direct from CLAY 4 WESTENSKOW PNw 3H-3M- 1 Ltw 2S-4-S Bnton M. "Bud" Wttmkw Cly Offk mvsu John Browning Armory, 5400 Sotk 8 SO Eort j |
