全球智库信息集成服务系统

Develop supervisors

• The volume of training resources can overwhelm supervisors, and authoritative sources are not always clear.
• Specialized supervisory training is not always timely or sufficiently focused on the immediate concern.
• Desired training outcomes are not always clear, and outcome measures are limited.

Support supervisors

• Supervisors neither consistently nor effectively use policies and procedures, such as probationary periods, Performance Improvement Plans, and legal authorities governing employee dismissals.
• Human resources (HR) professionals are not consistently involved in a timely manner, potentially because supervisors perceive HR resources as insufficient.
• New technology tools to support supervisors are on the rise and show promise.

Professionalize supervisors

• Some organizations are establishing supervision as a discipline, but this approach does not appear to be implemented fully across DoD.
• Supervisory probationary periods are an underutilized tool now receiving greater emphasis in some DoD demonstration projects.

Implement institutional monitoring and evaluation

• Measures related to managing poor performers do not appear to be consistently collected and are not clearly part of an overall strategy.
• Decentralized tracking and evaluation make it difficult for leadership to accomplish its implementation and monitoring or identify organizational trends.

Enact institutional communications and transparency

• Many supervisors perceive organizational culture and their leaders as obstacles to removing poor performers.
• Employees tend to have negative views about how organizations handle poor performers, in part because actions are viewed as sensitive and are not communicated to respect individual rights.
• Some organizations share outcomes widely at long intervals or a high level of aggregation (strategies to protect individual privacy).