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Hello,

I'm a relatively new supervisory (GS-14) contracting officer (since March 2013) responsible for a team of three GS-13 contract specialists. I'm interested in hearing about ways other, more experienced supervisors have developed to evaluate their specialists performance.

We have access to the typical data: Procurement Administrative Lead Time (PALT), actions completed, and dollars obligated. All of those statistics are flawed in that they don't necessariliy tell the full story--PALT can be skewed by a bad project team; actions completed doesn't take into account complexity, and dollars obligated is a poor stand in for complexity.*

How does one quanitfy things like poor document quality and iterative revisions because changes are not being captured? On the other hand, how does one quanitfy a star specialist who leans forward on projects, communicates effectively with the project team, and finishes complex procurements ahead of schedule?

It is rating time at my small, civilian agency so any advice is greatly appreciated.

*Particularly at my agency where we have several routine but high dollar actions that we always assign to a jr. specialist.

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In our office, we do internal reviews of completed contract actions. These reviews are based upon our agency's Program Management Review (PMR) checklist and are a way to assist in determining quality of work completed. We review a random sampling of contract awards, modifications and options exercised.

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What does the position description require? If you have established rating criteria - are they being exceeded, met or not met? We use metrics, customer surveys, observations and inspection/review of workload to determine ratings. Also, if the GS-13's are supervisory in nature, they are rated on how well they supervise, lead, manage, mentor, and how well those employees under their supervision are performing. A supervisor is ultimately responsible for the actions and inactions of those over which they are appointed.

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  • 2 months later...

Directly related to how to evaluate our employees is how to ensure continuous improvement in customer support and contract quality. Does anyone have some nifty ideas their agency uses to constantly improve. We had an OIG audit and they told us we needed to figure out how to provide continuous improvement for the fee we charge. My job to put a plan together. Any help is appreciated.

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  • 2 weeks later...

This is very tough to address in a short posting. In essence, you always want to try and achieve a balance between objective metrics and any qualitative factors impacting them. One starts with the 1st in order to create baselines: (1) consistent measurements across your staff; & (2) as starting points for each individual's level of performance. Then adjust based upon qualitative factors. Example: are PALT issues due to slow 1102 performance, challenging customers, outside circumstances, etc.

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