In addition to seeking out and attracting motivated and skilled employees to fulfill current requirements, you must also consider how you will help your organization live up to future ones. Effective strategic planning and talent management are essential, but those systems cannot stand on their own. The next step is determining how to cultivate a work environment that supports and sustains a culture of superior performance that drives success both now and in the future.

Building a performance culture goes far beyond an agency's performance management system. The performance management system provides a framework for setting objectives, documenting performance standards, and assessing employee results. A performance culture refers to the agency's holistic approach to performance (i.e., ongoing, timely feedback; emphasis on continuous learning; strong employee engagement; and accountability for results). Timely feedback and continuous learning provide a mechanism for ongoing improvement. A well-rounded and high-performing workforce with a broad range of skills and experiences strengthens the Federal Government’s ability to serve the public effectively and fosters innovation. Work-Life programs support the employee thereby enhancing productivity, engagement with the agency, and sense of well-being.

Performance Culture Definition

A system that engages, develops, and inspires a diverse, high-performing workforce by creating, implementing, and maintaining effective performance management strategies, practices, and activities that support mission objectives.

Standards

The standards for the Performance Culture System require an agency to have—

1. Strategies and processes to foster a culture of engagement and collaboration;
2. A diverse, results-oriented, high-performing workforce; and
3. A performance management system that differentiates levels of performance of staff, provides regular feedback, and links individual performance to organizational goals.

Outcomes

A valued diverse and inclusive workforce and environment

Executives, managers, and employees share unique insights based on their diverse backgrounds, experience, and knowledge in order to achieve mission related goals, objectives, and expected outcomes.

A sustainable Work-Life balance

Agency leadership and employees undertake Work-Life policies, practices and approaches as a way to achieve mission related goals, objectives, and expected outcomes.

Efficient and effective Labor/Management relations

Labor/Management agreements are designed in true partnership and focused on ways of building and maintaining efficient and effective operations at all levels of the organization (strategic, operational, and employee).

Motivated workforce operating at highest potential

Employees are engaged and have a clear understanding of the goals, objectives, and expected outcomes of the agency and their office.

Increased customer, managerial, and employee satisfaction

Fostering and sustaining performance-related activities and enhancements leads to higher satisfaction levels within the agency and throughout the stakeholder community.

An aligned, trusted performance management system based on empowerment and accountability

Elements, standards, recognition, and rewards are all founded on what and how to accomplish the mission.

Valued rewards and recognition

The foundation of the agency's performance management system is viewed as fair and implemented with integrity.

Successful program actions, activities, and outcomes

Key program activities and measures align with, and reflect, mission-related performance goals, objectives, and expected outcomes.

Increased external awareness for mission-related outcomes

Agency strategic, program, and employee goals and objectives achieve expected outcomes and are recognized by key stakeholders as innovative and successful.