There’s been a lot of consternation about the government’s impending performance evaluation system, commonly referred to as “pay-for-performance.”  For sure, there will continue to be considerable coverage and discussion about this. 

Why?

Simply because it represents change — not only mere change – and alters (to an undetermined degree) how people receive money to put food on their tables, clothes on their backs, and shelter over their heads.  This is big stuff, and will remain so for quite a while.  So, sit back, and stay tuned to the numerous articles that will be coming your way in the next several months (years?).

Today’s offering describes how those in the Senior Executive Service (SES) view this system.  Surprise!  They don’t particular care for it either.  Some of this may be due to the fact that many details haven’t been completely – and perfectly – worked out yet.  Of course, they’ll never become perfect.  Today’s performance evaluation systems are far from perfect, too.  Ask any government employee.

Government execs (members of the Senior Executive Service, SES) were among the first two years ago to be placed on this system.  Karen Rutzick’s article in Government Executive uncovers some foibles of the new system, which closely resemble evaluation and compensation issues that have been long-standing in government, and in overall society, for that matter. 

You’ll find one particular comment amusing.  An executive laments that his decision to financially recognize one subordinate was overridden by his boss “because it just wasn’t his ‘turn’ to get an outstanding” rating.  [I don’t cite this case to mock one of our higher-ups.  I mention it to expose the inherent shortcomings in any pay system.  During my federal career, I heard that excuse many times, either affecting my pay or that of one of my workers.]  Officially, that executive’s manager ‘was not supposed to’ withhold an award for that reason; however, we know, and this is the “real” problem, that people don’t always do what they are supposed to do.

Read Karen’s article, and tell us what you think.  Can anyone devise a universally accepted performance evaluation system?

Fred Apelquist, contributing editor

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