Senior Communications and Public Affairs Associate
Sarah McCann : smccann@natcadc.org ; 202 - 220 - 9813
Multimedia Specialist
Jordan Thielker : jthielker@natcadc.org ; 202 - 266 - 9875
Communications Specialist
Sarah Zilonis : szilonis@natcadc.org ; 202 - 266 - 9844 .
WEEKLY MESSAGE FROM ATO COO TERI L. BRISTOL
ATO COO Weekly Message: Closing the Performance Management Loop
Hi everyone. As we approach the end of the fiscal year, I'd like to talk about
p erformance management. It's an important component to building the FAA's Workforce
of the Future . It should be a consistent, dynamic conversation where timely feedback is
provided throughout the year.
Of cour se, end of year close outs are an important part of this process. In FY14,
95% of ATO employees received a close out. In addition, 94.7% had credible measures
in their FY15 performance plans. These numbers show that the vast majority of our
employees are g etting a close out, and getting clear direction from managers about how
their performance is being measured. But it still leaves out around 1,500 ATO
employees. Let's improve these numbers.
For the FY15 close outs, let's make sure we're doing a few key thi ngs. Managers
should note all of the ways, big and small, where your employees are adding value. Be
sure your employee knows how their work contributes to one or more of the FAA's
strategic initiatives . Offer guidance and coaching, including referring them to
professional development opportunities that may apply like the Career
Planning and Succession Planning programs, and the Technical Operations and Air
Traffic Leadership Development programs.
Final ly, and just as importantly, we have to offer constructive feedback so that
our employees can make improvements. For some, this is challenging. But it's important
if we're going to raise the performance level in the ATO. Managers should conduct
thoughtful performance write - ups for their employees. For their part, employees should
think through their own performance, complete candid self - assessments, and complete
Individual Development Plans.
For a list of performance closeout items to be accomplished and th eir deadlines,
refer to the page we posted this week. For managers using Valuing Performance (VP),
you can find guidance and tools here . If you're using the Performance Management
System (PMS), there is guidance and tools here , which include s links for VP as well.
Everyone has a role and responsibility in successful performance management.
By continually sharpening our performance management process, and our performance
culture, we'll remain the best in the world at what we do.
Teri L. Brist ol
ATO Chief Operating Officer
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