DoDI 1400.25, Volume 431, "DoD Civilian Personnel Management

DOD INSTRUCTION 1400.25, VOLUME 431

OD CIVILIAN PERSONNEL MANAGEMENT SYSTEM:

ERFORMANCE MANAGEMENT AND APPRAISAL PROGRAM

Originating Component: Office of the Under Secretary of Defense for Personnel and Readiness

Effective: February 4, 2016

Change 3 Effective: January 10, 2022

Releasability: Cleared for public release. Available on the Directives Division Website

at https://www.esd.whs.mil/DD/.

Approved by: Robert O. Work, Deputy Secretary of Defense

Change 3 Approved by: Gilbert R. Cisneros, Jr., Under Secretary of Defense for Personnel and

Readiness

Purpose: This instruction is composed of several volumes, each containing its own purpose. In

accordance with the authority in DoD Directive 5124.02:

• This instruction establishes and implements policy, establishes procedures, provides guidelines and

model programs, delegates authority, and assigns responsibilities regarding civilian personnel

management within the DoD.

• This volume, in accordance with DoD Directive 1400.25:

o Pursuant to Volumes 410, 430, and 451 of this instruction, implements policy, assigns

responsibilities, and establishes procedures for the DoD Performance Management and Appraisal

Program.

o Implements the requirements of Section 9902 of Title 5, United States Code (U.S.C.).

o Establishes a DoD performance appraisal program in accordance with Section 430.205 of Title 5,

Code of Federal Regulations (CFR).

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TABLE OF CONTENTS 2

TABLE OF CONTENTS

SECTION 1: GENERAL ISSUANCE INFORMATION .............................................................................. 4

1.1. Applicability. .................................................................................................................... 4

1.2. Policy. ............................................................................................................................... 4

1.3. Summary of Change 3. ..................................................................................................... 4

SECTION 2: RESPONSIBILITIES ......................................................................................................... 5

2.1. Assistant Secretary of Defense for Manpower and Reserve Affairs (ASD(M&RA)). ..... 5

2.2. Deputy Assistant Secretary of Defense for Civilian Personnel Policy (DASD(CPP)). .... 5

2.3. Director, Department of Defense Human Resources Activity. ......................................... 5

2.4. DoD Component Heads. ................................................................................................... 5

SECTION 3: PROCEDURES ................................................................................................................ 6

3.1. General Provisions. ........................................................................................................... 6

a. Purpose. .......................................................................................................................... 6

b. Coverage. ....................................................................................................................... 6

3.2. Basic Requirements of the Program. ................................................................................ 6

a. Appraisal Pattern. ........................................................................................................... 6

b. Appraisal Cycle. ............................................................................................................. 7

c. Effective Date of the Appraisal. ..................................................................................... 7

d. Minimum Period of Performance. ................................................................................. 7

e. Performance Discussions. .............................................................................................. 7

f. DoD Core Values. ........................................................................................................... 7

g. MyPerformance Appraisal Tool. ................................................................................... 7

h. Retention Schedule for Employee Performance Files. .................................................. 8

i. Transfer of Employee Performance Files. ...................................................................... 8

3.3. Planning Performance. ...................................................................................................... 8

a. Employee Performance Plan. ......................................................................................... 8

b. Performance Elements. .................................................................................................. 8

c. Performance Standards. .................................................................................................. 9

d. Developing and Communicating Performance Expectations. ....................................... 9

e. Modifying the Plan During the Appraisal Cycle. ......................................................... 10

3.4. Monitoring Performance. ................................................................................................ 10

a. Continuous Monitoring of Performance. ..................................................................... 10

b. Performance Discussions. ............................................................................................ 10

c. Progress Reviews. ........................................................................................................ 11

3.5. Evaluating Performance. ................................................................................................. 11

a. Preparation and Submission of Performance Appraisals. ............................................ 11

b. Descriptions of Performance Rating Levels. ............................................................... 12

c. Rating Employee Performance. ................................................................................... 13

d. Reconsideration of a Performance Appraisal. ............................................................. 14

3.6. Recognizing and Rewarding Performance. ..................................................................... 14

3.7. Linkage of Performance Management to Other Personnel Actions. .............................. 14

a. Promotion. .................................................................................................................... 14

b. Within-Grade Increase (WGI). .................................................................................... 14

c. QSI. .............................................................................................................................. 15

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TABLE OF CONTENTS 3

d. Reassignment, Reduction in Grade, or Removal Based on Unacceptable Performance.

..................................................................................................................................... 15

e. Performance-Based Awards. ........................................................................................ 15

3.8. Specially- Situated Employees. ...................................................................................... 15

a. Employees on Detail or Matrixed Employees. ............................................................ 15

b. Employees Performing Union Representational Responsibilities. .............................. 15

c. Employees Absent for Military Service. ...................................................................... 16

d. Employees on Leave Without Pay or Extended Paid Leave. ....................................... 16

e. Employees on Long-Term Full-Time Training. ........................................................... 16

f. Employees Who Transfer or Supervisors Who Leave During the Appraisal Cycle. ... 16

3.9. Identifying and Improving Unacceptable Performance. ................................................. 16

a. Addressing Performance Issues Early. ......................................................................... 16

b. Addressing Unacceptable Performance. ...................................................................... 17

APPENDIX 3A: EXCLUSIONS FROM COVERAGE ............................................................................. 19

GLOSSARY ..................................................................................................................................... 21

G.1. Acronyms. ...................................................................................................................... 21

G.2. Definitions. ..................................................................................................................... 21

REFERENCES .................................................................................................................................. 25

TABLES

Table 1. Performance Rating Levels .............................................................................................. 7

Table 2. Rating Criteria ................................................................................................................ 13

Table 3. Exclusions from Coverage ............................................................................................. 19

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SECTION 1: GENERAL ISSUANCE INFORMATION 4

SECTION 1: GENERAL ISSUANCE INFORMATION

1.1. APPLICABILITY. This volume applies to OSD, the Military Departments, the Office of

the Chairman of the Joint Chiefs of Staff and the Joint Staff, the Combatant Commands, the

Office of Inspector General of the Department of Defense, the Defense Agencies, the DoD Field

Activities, and all other organizational entities within the DoD (collectively referred to in this

volume as the “DoD Components”).

1.2. POLICY. The DoD will:

a. Provide a fair, credible, and transparent performance appraisal program for linking

bonuses and other performance-based actions to employee performance in accordance with

Section 9902 of Title 5, U.S.C.

b. Develop and maintain a results-oriented performance culture that links individual

performance to organizational goals.

1.3. SUMMARY OF CHANGE 3. The changes to this volume are administrative and:

a. Make procedural language in Paragraph 3.9.b.(2)(c) of this volume compliant with

Section 3(c) of Executive Order 14003.

b. Update references for accuracy.

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SECTION 2: RESPONSIBILITIES 5

SECTION 2: RESPONSIBILITIES

2.1. ASSISTANT SECRETARY OF DEFENSE FOR MANPOWER AND RESERVE

AFFAIRS (ASD(M&RA)). Under the authority, direction, and control of the Under Secretary

of Defense for Personnel and Readiness (USD(P&R)), the ASD(M&RA) has overall

responsibility for the development of DoD civilian personnel policy covered by this volume.

2.2. DEPUTY ASSISTANT SECRETARY OF DEFENSE FOR CIVILIAN PERSONNEL

POLICY (DASD(CPP)). Under the authority, direction, and control of the ASD(M&RA), the

DASD(CPP) supports the development of civilian personnel policy covered by this volume and

monitors its execution by DoD Components, ensuring consistent implementation and application

throughout DoD.

2.3. DIRECTOR, DEPARTMENT OF DEFENSE HUMAN RESOURCES ACTIVITY.

Under the authority, direction, and control of the USD(P&R), the Director, Department of

Defense Human Resources Activity, provides support to the DASD(CPP), as appropriate, in

execution of duties and responsibilities assigned in this volume.

2.4. DOD COMPONENT HEADS. The DoD Component heads:

a. Oversee the implementation, application, and evaluation of performance management

programs within their respective Components.

b. Ensure that the DoD Performance Management and Appraisal Program procedures and

requirements are applied properly within their respective Components.

c. Ensure that new supervisors and employees, as well as those transferred or promoted,

receive information and are properly oriented to the DoD Performance Management and

Appraisal Program.

d. Ensure performance management training for supervisors and employees is provided.

e. Actively promote a high-performance culture within their respective Components.

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SECTION 3: PROCEDURES 6

SECTION 3: PROCEDURES

3.1. GENERAL PROVISIONS.

a. Purpose. The DoD Performance Management and Appraisal Program:

(1) Provides a framework for supervisors and managers to communicate expectations

and job performance.

(2) Links individual employee performance and organizational goals.

(3) Facilitates a fair and meaningful assessment of employee performance.

(4) Establishes a systematic process for planning, monitoring, evaluating, and

recognizing and rewarding employee performance that contributes to mission success.

(5) Nurtures a high-performance culture that promotes meaningful and ongoing dialogue

between employees and supervisors and holds both accountable for performance.

(6) Supports and is consistent with merit system principles in Section 2301 of Title 5,

U.S.C.

b. Coverage.

(1) DoD Component Coverage. The DoD Performance Management and Appraisal

Program applies to all DoD employees, except those employees in positions identified in

Appendix 3A.

(2) Savings Provision. No employee may be concurrently covered by more than one

performance appraisal program in accordance with the savings provision established in Volume

430 of this instruction. Accordingly, the requirements of this volume will not apply to

employees subject to performance improvement plans (PIPs), or subsequent actions resulting

from having failed a PIP, taken in accordance with Chapter 43 of Title 5, U.S.C., that initiated

prior to the effective date of implementation of the DoD Performance Management and

Appraisal Program with respect to the employee.

3.2. BASIC REQUIREMENTS OF THE PROGRAM.

a. Appraisal Pattern. The DoD Performance Management and Appraisal Program uses a

three-level rating pattern, Summary Level Pattern B, as identified in Section 430.208(d)(1) of

Title 5, CFR, and the performance rating levels (also known as “summary levels”) listed in Table

1 must be used.

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Table 1. Performance Rating Levels

Level 5 – Outstanding

Level 3 – Fully Successful

Level 1 – Unacceptable

b. Appraisal Cycle. The appraisal cycle for employees covered by the DoD Performance

Management and Appraisal Program is April 1 through March 31 of each calendar year.

Components operating academic institutions may elect to apply an appraisal cycle based on their

academic year to some or all of the employees of these academic institutions.

c. Effective Date of the Appraisal. A rating of record is final when it is signed by the

employee’s supervisor, in his or her capacity as rating official and, where required by

Component policy, by a higher-level reviewer (HLR). A rating of record finalized before June 1

will be effective June 1.

d. Minimum Period of Performance. The minimum period of performance is 90 calendar

days. Employees who perform under an approved performance plan for a minimum of 90

calendar days will be rated based on the period of demonstrated performance.

e. Performance Discussions. To foster a culture of high performance, supervisors and

employees should engage in two-way performance feedback throughout the appraisal cycle.

Supervisors are required to hold a minimum of three formal documented performance

discussions during the appraisal cycle. These required discussions will include the initial

performance plan meeting to discuss performance expectations, one progress review, and the

final performance appraisal discussion to communicate the rating of record. Additional progress

reviews are highly encouraged throughout the appraisal cycle.

f. DoD Core Values. In order to develop common awareness of and reinforce a high-

performance culture, DoD core values will be discussed with employees at the beginning of the

appraisal cycle and will be annotated on all performance plans. The DoD core values, which

form the foundation of the DoD performance culture, are: leadership, professionalism, and

technical knowledge through dedication to duty, integrity, ethics, honor, courage, and loyalty. In

addition to the DoD core values that will be annotated on performance plans and discussed with

employees, DoD Components may include organizational values and may include organizational

mission statements or goals that apply to the employee’s performance elements. This aids in

developing a common awareness and reinforcing the individual contribution to the overall

success of both the DoD and organization’s mission. Employees will only be assessed on the

DoD core values or organizational values to the extent applicable to the assessment of a

performance element.

g. MyPerformance Appraisal Tool. The MyPerformance appraisal tool provides an

automated system to create, review, and approve performance plans; document modifications to

performance plans; document progress reviews; document employee input on his or her

individual performance; and document performance appraisals.

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(1) The MyPerformance appraisal tool is the only automated appraisal tool that has been

authorized for use in administering and documenting activities under the DoD Performance

Management and Appraisal Program, and MyPerformance generates a completed DD Form

2906, “Department of Defense Civilian Performance Plan, Progress Review, and Appraisal.”

(2) When supervisors or employees do not have access to the electronic MyPerformance

appraisal tool, they must use the paper copy of DD Form 2906 to document the performance

plan, progress review(s), and rating of record. The DoD Components will develop any needed

processes for completing appraisals using a blank DD Form 2906.

h. Retention Schedule for Employee Performance Files. Performance ratings of record,

including the performance plans on which they are based, will be retained for 4 years or as

otherwise required by Section 293.404 of Title 5, CFR. Since the MyPerformance tool maintains

performance records for 4 years, supervisors and employees are advised to print performance

records they wish to maintain beyond the 4-year period. Where any performance-related

document is needed in connection with an ongoing administrative, negotiated, quasi-judicial, or

judicial proceeding, the rating of record must be retained for as long as necessary.

i. Transfer of Employee Performance Files. When an employee transfers to another DoD

Component or is assigned to another organization within the Component, the organization, in

accordance with Sections 430.209 and 293 of Title 5, CFR, will transfer with the employee:

(1) The most recent ratings of record as required by Paragraph 3.2.h. of this volume.

(2) Any subsequent performance ratings.

3.3. PLANNING PERFORMANCE. Employee and supervisor engagement that provides

opportunity for employee input is the first step in establishing ongoing communication and

understanding of performance expectations and organizational goals throughout the appraisal

cycle. This results in effective performance planning. Specific performance measures will be

used to determine whether expectations and goals are being met. Each employee must have a

written performance plan established and approved normally within 30 calendar days of the

beginning of the appraisal cycle or the employee’s assignment to a new position or set of duties.

The supervisor will communicate the performance plan to the employee after it has been

approved in accordance with DoD Component procedures.

a. Employee Performance Plan. The performance plan will clearly document for each

employee how the expected outcomes and results are linked to the organization’s goals and

objectives and how his or her performance will be measured throughout the appraisal cycle. The

performance plan includes the employee’s performance elements and performance standards for

the appraisal cycle. Changes to mission, organizational goals, work unit priorities, or assigned

duties that occur during the appraisal cycle may necessitate revisions to the performance plan.

b. Performance Elements. Performance elements describe the expectations related to the

work being performed. All performance elements must be critical elements and clearly align

with organizational goals. For ratings of record, each ratable element will be assigned a

performance element rating. For assistance with alignment of performance elements to

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organizational goals, supervisors should review organizational plans and may consult with their

performance improvement officer, or equivalent, as necessary. The USD(P&R) must approve

DoD-wide performance elements for groups of employees, as needed. The two types of

performance elements are:

(1) Critical Element. Performance plans must have a minimum of one critical

performance element, and each element must have associated performance standards that define

expectations. A critical element is a work assignment or responsibility of such importance that

unacceptable performance on the element would result in a determination that an employee’s

overall performance is rated as “Unacceptable.” Critical elements are only used to measure

individual performance; supervisors must not establish critical elements for team performance.

(2) Supervisory Element. All performance elements related to supervisory duties are

critical elements. The number of supervisory performance elements on performance plans for

supervisors will equal or exceed the number of non-supervisory (technical) performance

elements. The requirement for the number of supervisory performance elements to exceed the

number of non-supervisory elements does not apply to employees coded as Supervisor Civil

Service Reform Act code “4” in the Defense Civilian Personnel Data System.

c. Performance Standards. Performance standards describe how the requirements and

expectations provided in the performance elements are to be evaluated. Performance standards

must be provided for each performance element in the performance plan and must be written at

the “Fully Successful” level. The standards should include specific, measureable, achievable,

relevant, and timely (SMART) criteria, which provide the framework for developing effective

results and expectations. SMART standards objectively express how well an employee must

perform his or her job to achieve performance at the “Fully Successful” level by providing

standards that are:

(1) Specific. Goals are sufficiently detailed in describing what needs to be

accomplished.

(2) Measurable. The accomplishment of the performance element is clear and can be

quantified or substantiated using objective criteria.

(3) Achievable. Goals are realistic, yet challenging and can be accomplished with the

resources, personnel, and time available.

(4) Relevant. The critical element aligns with or links to organizational mission and

success.

(5) Timely. Goals will be completed within a realistic timeframe.

d. Developing and Communicating Performance Expectations. Written performance

plans must be developed and approved by supervisors, clearly communicated to employees, and

acknowledged by employees.

(1) Normally within 30 days of the beginning of each appraisal cycle, supervisors and

employees should discuss performance goals for the upcoming cycle. Supervisors must allow

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employees the opportunity to provide input into their performance elements and standards.

While employees have the opportunity to provide input into their performance plans, supervisors

must develop and approve the performance elements and standards.

(2) Supervisors must communicate each approved performance plan and how the

performance expectations link to any organizational goals with their employees. This also

provides an opportunity for the supervisor and employee to achieve a common understanding of

the performance required for mission success.

(3) The date of the meeting or communication will be documented in the

MyPerformance appraisal tool or on the DD Form 2906 and acknowledged by the employee.

e. Modifying the Plan During the Appraisal Cycle. A performance plan is a flexible,

living document and should be reviewed and discussed throughout each appraisal cycle. Plans

may be modified as organizational goals and priorities or employee responsibilities change. All

approved modifications to performance elements or standards must be discussed with and

communicated to the employee, and the employee should acknowledge the revisions in the

MyPerformance appraisal tool or on the DD Form 2906. If considering a change to an element

or standard within 90 calendar days of the end of the appraisal cycle when work requirements

change or new duties are assigned, the supervisor may:

(1) Revise the element or standard at the beginning of the next appraisal cycle;

(2) Update the plan. If the employee does not have an opportunity to perform the new

element(s) for the minimum 90-calendar-day period, do not rate the revised element(s); or

(3) Extend the appraisal cycle by the amount of time necessary to allow 90 calendar days

of observed performance under the revised element or standard. Extending the appraisal cycle

will affect the start date of the employee’s subsequent appraisal cycle; however, the subsequent

appraisal cycle should still end March 31 of the following calendar year.

3.4. MONITORING PERFORMANCE. Monitoring performance consists of ongoing

assessment of performance compared to the stated expectations and ongoing feedback to

employees on their progress toward reaching their goals.

a. Continuous Monitoring of Performance. By monitoring performance throughout the

appraisal cycle, supervisors can provide timely feedback on meeting expectations and identify

unacceptable performance during the appraisal cycle in order to provide assistance to improve

performance, rather than waiting until the end of the cycle when a rating of record is assigned.

Additionally, while monitoring performance, supervisors may identify an employee’s need for

training or developmental opportunities in order to enhance the knowledge, skills, or abilities

related to the employee’s job performance in his or her current position.

b. Performance Discussions. The supervisor and employee will discuss the employee’s

work performance and its link to organizational effectiveness. The discussions may consist of

verbal feedback sessions, regular one-on-one meetings, or impromptu recognition or

acknowledgement of performance. Supervisors or employees may initiate performance

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discussions at any time during the appraisal cycle to foster ongoing engagement and

understanding. Performance discussions help ensure that the performance plans accurately

reflect the work being evaluated. Effective communications include ongoing, constructive

feedback to contribute to overall employee and organizational success.

c. Progress Reviews. Progress reviews may only be initiated by supervisors. They are

performance discussions that must be documented in the MyPerformance appraisal tool. While

employees must have at least one documented progress review, providing additional progress

reviews throughout the appraisal cycle is encouraged. Employees are not given a performance

narrative or performance element ratings on progress reviews. The supervisor and employee

should engage in meaningful communications throughout the appraisal cycle to review and

convey:

(1) Organizational goals and priorities.

(2) Performance elements and standards, including ensuring the performance plan

accurately reflects the work being evaluated.

(3) Supervisor’s expectations.

(4) Employee’s accomplishments and contributions.

(5) Employee’s level of performance, including any areas that need improvement.

(6) Barriers to success.

(7) Employee’s developmental needs and career goals.

3.5. EVALUATING PERFORMANCE. The supervisor will evaluate employee performance

by assessing performance against the elements and standards in the employee’s approved

performance plan and assigning a rating of record based on work performed during the appraisal

cycle. A written rating of record must be provided at the end of the appraisal cycle for each

employee who has been under an approved performance plan for 90 calendar days during the

cycle.

a. Preparation and Submission of Performance Appraisals. Performance appraisals will

be prepared consistent with this volume and documented in the MyPerformance appraisal tool.

(1) Employee Input. Employees can provide written input about their performance

accomplishments for supervisors to consider in evaluating each of the performance elements and

overall performance accomplishments.

(a) Employee input, while not mandatory, is highly encouraged and valuable for

progress reviews during and at the end of the appraisal cycle where the employee input becomes

a part of the employee performance file.

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(b) The absence of employee input does not relieve the supervisor of the

responsibility for writing a narrative statement assessing the employee’s performance standards

and contributions.

(2) Performance Narrative. Supervisors will write a performance narrative that

succinctly addresses the employee’s performance measured against the performance standards

for the appraisal cycle.

(a) The performance narrative justifies how an employee’s ratings are determined

and provides support for recognition and rewards (or any administrative or adverse action, if

necessary).

(b) Performance narratives are required for each element rated “Outstanding” and

“Unacceptable.” Additionally, performance narratives are highly encouraged for each element

rated “Fully Successful” as a means of recognizing all levels of accomplishments and

contributions to mission success.

b. Descriptions of Performance Rating Levels. The performance rating assigned should

reflect the level of the employee’s performance as compared to the standards established. Some

samples that may be useful in developing standards for an employee are provided in the

following subparagraphs. These samples are intended to be illustrative only, do not apply to all

work situations, and must be tailored to each particular situation.

(1) Level 5 – Outstanding.

(a) Produces exceptional results or exceeds expectations well beyond specified

outcomes.

(b) Sets targeted metrics high and far exceeds them (e.g., quality, budget, quantity).

difference in doing so.

(d) Is widely seen as an expert, valued role model, or mentor for this work.

(e) Exhibits the highest standards of professionalism.

(2) Level 3 – Fully Successful.

(a) Effectively produces the specified outcomes, and sometimes exceeds them.

(b) Consistently achieves targeted metrics.

suggestions to address or prevent them.

(d) Achieves goals with appropriate level of supervision.

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(3) Level 1 – Unacceptable.

(a) Does not meet expectations for quality of work; fails to meet many of the

required results for the goal.

(b) Is unreliable; makes poor decisions; misses targeted metrics (e.g., commitments,

deadlines, quality).

(d) Requires much more supervision than expected for an employee at this level.

c. Rating Employee Performance.

(1) The supervisor will assign an individual performance element rating of either 5, 3, or

1 to each critical element. All performance element ratings are averaged to calculate the rating

of record, which reflects the employee’s overall job performance during the appraisal cycle

based on the rating criteria outlined in Table 2.

Table 2. Rating Criteria

Rating Level Rating Criteria

Level 5 – Outstanding

The average score of all critical element

performance ratings is 4.3 or greater, with no

critical element being rated a ‘1’ (Unacceptable),

resulting in a rating of record that is a ‘5’

Level 3 – Fully Successful

The average score of all critical element

performance ratings is less than 4.3, with no

critical element being rated a ‘1’ (Unacceptable),

resulting in a rating of record that is a ‘3’

Level 1 – Unacceptable

Any critical element rated as ‘1’

(2) In accordance with Section 430.208(c) of Title 5, CFR, the DoD Performance

Management and Appraisal Program does not establish a forced distribution of performance

rating levels.

(3) A rating of record of “Unacceptable” (Level 1) must be reviewed and approved by a

HLR.

(4) If an employee does not have an opportunity to perform work associated with a

performance element for 90 calendar days during the appraisal cycle, no performance element

rating will be assigned for that performance element. An unratable performance element cannot

be used as a factor in deriving a rating of record.

(5) The rating of record or individual performance element rating assigned to a critical

element for a disabled veteran will not be lowered because the veteran has been absent from

work to seek medical treatment, as provided in Section 430.208(f) of Title 5, CFR.

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d. Reconsideration of a Performance Appraisal. Employees may seek reconsideration of

issues related to the performance appraisal process (e.g., individual performance element ratings,

ratings of record) through the administrative grievance system or, where applicable, negotiated

grievance procedures. Employees may not challenge contents (e.g., performance elements or

standards) of an employee performance plan and decisions to grant or not grant a performance

award or quality step increase (QSI) through the administrative grievance system or, where

applicable, negotiated grievance procedures.

3.6. RECOGNIZING AND REWARDING PERFORMANCE. Supervisors recognize and

reward performance by providing incentives to and recognition of employees for individual and

team achievement and for their contributions to the organization’s mission. DoD Components

will develop recognition and rewards programs that embody strong business principles through

the development of policies and rules. Supervisors can strengthen the performance culture and

influence employee engagement by using recognition throughout the appraisal cycle. It is

important to recognize performance and achievements as they occur, preferably as close as

possible to the act(s) being recognized. Policy and procedures for awarding performance are

covered in Volume 451 of this instruction as well as in Component-specific policy and guidance.

a. When a supervisor publicly recognizes employee or team efforts, he or she communicates

the types of activities and accomplishments the organization values in a meaningful way.

Recognition and reward programs are valuable tools to increase employee performance, morale,

and commitment to support the organization’s mission.

b. Recognition and rewards are not entitlements. Achievements or contributions should be

related to organizational mission and goals and to exceeding expectations.

c. Rewards should be an integral part of performance management.

3.7. LINKAGE OF PERFORMANCE MANAGEMENT TO OTHER PERSONNEL

ACTIONS. Employee performance may impact other personnel actions, and the DoD

Performance Management and Appraisal Program links the following employee personnel

actions to performance appraisals for employees:

a. Promotion. To be eligible for a promotion under a merit promotion plan pursuant to

Section 335.103 of Title 5, CFR, an employee must meet minimum qualification standards and

other promotion criteria. Due weight will be given to performance appraisals and incentive

awards. To be eligible for a career ladder promotion under a merit promotion plan pursuant to

Section 335.104 of Title 5, CFR, an employee must be performing at the “Fully Successful”

level, or higher. However, the fact that employees are rated “Fully Successful” or higher at the

time they are eligible for promotion does not mean promotions are automatic.

b. Within-Grade Increase (WGI). A WGI or periodic step increase is an increase in an

employee’s rate of basic pay from one step of the grade of his or her position to the next higher

step of that grade pursuant to Sections 531.404 and 532.417 of Title 5, CFR and 5335 of Title 5,

U.S.C. A WGI is not an entitlement; a supervisor may approve, delay, or deny a WGI, based on

an employee’s performance.

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(1) As part of ongoing communication with employees, the supervisor will discuss an

upcoming WGI with the employee and may document the date of this conversation in the section

designated for progress reviews in the MyPerformance appraisal tool.

(2) The decision to grant or deny a WGI is based on the employee’s most recent rating of

record issued within the WGI waiting period. To receive a WGI, the employee must be

performing at the “Fully Successful” level or higher with a rating of record of “3” or higher.

When a WGI decision is not consistent with the employee’s most recent rating of record, a more

current rating of record must be prepared. When considering denying a WGI, supervisors should

contact their servicing human resources office for further information and assistance in following

the requirements in Sections 531.409 and 531.411 of Title 5, CFR.

c. QSI. The purpose of a QSI is to recognize excellence in performance by granting an

accelerated step increase. A QSI is a permanent salary increase for General Schedule employees

only, and careful consideration should be given before granting a QSI. QSIs must be limited to

those cases where exceptional performance has extended over a significant period of time and is

expected to continue into the future. To be eligible for a QSI, an employee must:

(1) Currently be paid below step 10 of his or her grade.

(2) Have a most recent rating of record of Level 5 (“Outstanding”).

(3) Have demonstrated sustained performance of high quality for a significant period of

time.

(4) Have not received a QSI (or QSI-equivalent under a personnel system other than the

General Schedule) within the preceding 52 consecutive calendar weeks.

d. Reassignment, Reduction in Grade, or Removal Based on Unacceptable

Performance. Consistent with the requirements in Section 432.105 of Title 5, CFR, employees

who fail to demonstrate performance at the “Fully Successful” level may be reduced in grade or

removed from federal service. The employee may also be subject to reassignment at the DoD

Component’s discretion.

e. Performance-Based Awards. See Volume 451 of this instruction and DoD Component

policy and collective bargaining agreements, if applicable, for more information on

performance-based awards.

3.8. SPECIALLY- SITUATED EMPLOYEES. There are a number of special circumstances

that may affect an employee’s eligibility for a performance rating.

a. Employees on Detail or Matrixed Employees. When an employee is detailed or

matrixed, it remains the responsibility of the supervisor of record to seek input from the detail or

matrix supervisor for use in developing the performance plan, conducting progress reviews, and

completing the rating of record.

b. Employees Performing Union Representational Responsibilities. When an employee

is engaged in union representational responsibilities, the time spent performing union

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

SECTION 3: PROCEDURES 16

representation does not constitute work of the agency and does not count toward the minimum

period of performance of 90 calendar days under an approved performance plan. If an employee

performs agency work to meet the 90 calendar day requirement under an approved performance

plan, that employee is eligible to receive a rating of record.

c. Employees Absent for Military Service. Employees who are absent for military service

(Absent-US) will be rated provided they have performed work under an approved performance

plan for a minimum of 90 calendar days. If employees performing military service do not meet

the 90 calendar day requirement, then the employee is not eligible to receive a rating of record

and the supervisor cannot assign the most recent rating of record for the current appraisal cycle.

d. Employees on Leave Without Pay or Extended Paid Leave. If an employee is absent

during the appraisal cycle because he or she was on leave without pay or extended paid leave

(including disabled veterans seeking medical treatment), the employee is eligible to receive a

rating of record if he or she has performed work under an approved performance plan for a

minimum of 90 calendar days. However, if an employee does not meet the 90 calendar day

requirement, then he or she is not eligible to receive a rating of record.

e. Employees on Long-Term Full-Time Training. Employees attending a program of

long-term full-time training greater than 90 calendar days may have a performance plan

developed related to the training. The plan could include elements related to the achievement of

specific training objectives. In this situation, supervisors may wish to contact the respective

training activity for assistance and recommended input to the performance plan.

f. Employees Who Transfer or Supervisors Who Leave During the Appraisal Cycle.

The length of time an employee serves under an approved performance plan determines what is

required when an employee or supervisor leaves the organization.

(1) If a supervisor leaves the organization, a performance narrative statement is required

when an employee has performed under an approved performance plan for 90 calendar days and

there are more than 90 calendar days left in the appraisal cycle. This narrative statement will be

considered by the incoming supervisor.

(2) A rating of record is required when an employee has performed under an approved

performance plan for 90 calendar days and the employee or supervisor leaves the organization

with fewer than 90 calendar days remaining in the appraisal cycle. If circumstances preclude the

departing supervisor from carrying out this responsibility, the higher-level management official

may serve as the rating official, subject to Component policy.

3.9. IDENTIFYING AND IMPROVING UNACCEPTABLE PERFORMANCE.

Supervisors who communicate their expectations and provide constructive, timely, and

meaningful feedback to their employees on a regular basis about performance may more readily

identify and reduce instances of performance deficiencies and prevent issues from becoming

serious performance problems.

a. Addressing Performance Issues Early. At any point during the appraisal cycle, when a

supervisor detects a decline in performance, early intervention is imperative. Assistance should

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

SECTION 3: PROCEDURES 17

be provided to the employees early on, whenever there is a need for improvement or any time

there is a decline in performance. The supervisor should take the following actions, as

appropriate:

(1) Clearly communicate to the employee that current performance fails to meet the

performance standards described in the performance plan; provide clear guidance as to what is

needed in order for the employee to improve; and provide specific examples of what and how

work has not met expectations, as well as examples of work that would meet expectations.

(2) Offer appropriate assistance.

(3) Provide ideas of where the employee may go to obtain additional assistance or

training, if applicable.

(4) Provide closer supervision and feedback. This might include more frequent

reporting, special assignments, or on-the-job training.

(5) If performance issues persist, use a more formal approach to help employees improve

and seek assistance from the human resources office.

b. Addressing Unacceptable Performance. If the employee’s performance declines to less

than “Fully Successful” in one or more performance elements, the supervisor, in consultation

with the servicing human resources office, will determine whether action is more appropriate

under Section 432.105 or Part 752 of Title 5, CFR, and must provide notice of the performance

deficiencies. The supervisor, or other appropriate management official, must follow the

procedures contained in Sections 432.104 and 432.105 of Title 5, CFR and this section if action

is being taken under Sections 432.105 of Title 5, CFR. The procedures are:

(1) Provide notice to the employee by issuing a rating of record of “Unacceptable.” A

rating of record of “Unacceptable” will be effective the day it is communicated to the employee.

The time spent improving performance to the “Fully Successful” level will not count toward the

completion of the necessary waiting period for a WGI (referred to in this volume as the “WGI

delay offset period”). The effective date of the rating of record will establish the start date of the

WGI delay offset period.

(2) The supervisor must identify in writing (i.e., in a PIP):

(a) Element(s) in which performance is “Unacceptable” and a description of the

unacceptable performance.

(b) What standards the employee must attain in order to demonstrate “Fully

Successful” performance.

performance. This amount of time must be reasonable and commensurate with the duties and

responsibilities of the position. Generally, this should typically be 30 to 90 calendar days, except

when it is determined that a longer period is necessary to provide sufficient time to evaluate an

employee’s performance.

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

SECTION 3: PROCEDURES 18

(d) Statement of the possible consequences of failure to raise performance to the

“Fully Successful” level during the PIP period.

(3) The supervisor must provide assistance designed to help the employee improve his or

her performance during the period of the PIP.

(4) If the employee succeeds in demonstrating acceptable performance at the “Fully

Successful” level by the end of the PIP, a new rating of record will be recorded. The date the

employee is eligible for a WGI will be reset to accommodate the WGI delay offset period. The

“Fully Successful” rating of record will establish the end date of the WGI delay offset period.

(5) If the employee fails to demonstrate performance at the “Fully Successful” level

despite the PIP, the employee may be reduced in grade or removed from federal service pursuant

to Section 432.105 of Title 5, CFR. The employee may also be subject to reassignment at the

DoD Component’s discretion. In cases of voluntary or management-directed personnel actions,

such as change to lower grade, reassignment, resignation, separation, or removal, the effective

date of the action will establish the end date of the WGI delay offset period.

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

APPENDIX 3A: EXCLUSIONS FROM COVERAGE 19

APPENDIX 3A: EXCLUSIONS FROM COVERAGE

Table 3. Exclusions from Coverage

Position

Authority

Acquisition Demonstration Projects

Pages

(FR)

1426-1492 of Volume 64, Federal Register

Academic Faculty members of an

accredited college or university with

specialized qualifications in positions of a

scientific, professional, or analytical

nature who are not employed for more

than 130 working days per year.

Covered by Volume 430 of this instruction

Section 4301(2)(D) of Title 5, U.S.C.;

Administrative Law Judge Section 942 of Title 10, U.S.C.;

Section 7105 of Title 41, U.S.C.

Defense Civilian Intelligence Personnel

System

Section 1601 of Title 10, U.S.C.

Defense Intelligence Senior Executive

Service

Section 1606 of Title 10, U.S.C.

Defense Intelligence Senior Level

Section 1607 of Title 10, U.S.C.

Employees outside the United States who

are paid in accordance with prevailing Section 4301(2)(A) of Title 5, U.S.C.

rates for local nationals in that area

Experts and Consultants including

Section 3109(b) of Title 5, U.S.C.;

members of advisory committees

Section 129b of Title 10, U.S.C.

Highly Qualified Experts

Section 9903 of Title 5, U.S.C.

Mariners

The exclusion is provided in the February 24, 1981

Office of Personnel Management Memorandum

Nonappropriated fund employees

Section 2105(c) of Title 5, U.S.C.

Persons Without Pay

Section 1588 of

Section 3111 of

Title

10, U.S.C.;

5, U.S.C.

Presidential Appointees

Section 4301(2)(F) of Title 5, U.S.C.

Science and

Laboratory

Technology Reinvention

Air Force Research Laboratory

Pages 53076-53126 of Volume 75, FR

Naval Research Laboratory

Pages 33970-34046 of Volume 64, FR

Office of Naval Research

Pages 77380-77447 of Volume 75, FR

NAVSEA,

Center and

Naval Surface Warfare

Undersea Warfare Center

Pages 64050-64071 of Volume 62, FR

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

APPENDIX 3A: EXCLUSIONS FROM COVERAGE 20

Table 3. Exclusions from Coverage, Continued

Position

Authority

NAVAIR, Aircraft Division and

Weapons Division

Pages 8530-8570 of Volume 76, FR

SPAWAR, Systems Center-Atlantic

and SPAWAR, Systems Pages 1923-1964 of Volume 76, FR

Center-Pacific

Army Research Laboratory

Pages 10680-10711 and 13458 of Volume 63, FR

Aviation and Missile Research,

Pages 53142-53143 of Volume 65, FR;

Development and Engineering Center

Pages 34876-34903 of Volume 62, FR

Engineer

Center

Research and Development

Pages 14580-14599 of Volume 63, FR

Communications-Electronic Research,

Development and Engineering Center

Pages 54872-54899 of Volume 66, FR

Armament Research, Development

and Engineering Center

Pages 3744-3787 of Volume 76, FR

Edgewood Chemical Biological

Center

Pages 68936-68966 of Volume 74, FR

Natick Soldier Research,

Development and Engineering Center

Pages 68448-68475 of Volume 74, FR

Tank and Automotive Research,

Pages 12508-12548 and 56406-56407 of Volume

Development and Engineering Center

76, FR

Medical Research and

Command

Materiel

Pages 10439-10462 of Volume 63, FR

Scientific or Professional Employees

Section 3104 of Chapter 31 of Title 5, U.S.C.

Senior Executive Service

Section 4301(2)(E) of Chapter 43 of

U.S.C.

Title 5,

Senior Level Employees

Section 430.302 of Title 5, CFR

Temporary Employees (serving under a

temporary appointment for less than 1

year who agree to serve without a

performance evaluation and who will not Section 4301(2)(H) of Title 5, U.S.C.

be considered for a reappointment or for

an increase in pay based in whole or in

part on performance)

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

GLOSSARY 21

GLOSSARY

G.1. ACRONYMS.

ASD(M&RA) Assistant Secretary of Defense for Manpower and Reserve Affairs

CFR Code of Federal Regulations

DASD(CPP) Deputy Assistant Secretary of Defense for Civilian Personnel Policy

FR Federal Register

HLR higher-level reviewer

NAVAIR Naval Air Systems Command

NAVSEA Naval Sea Systems Command

PIP performance improvement plan

QSI quality step increase

SMART specific, measurable, achievable, relevant, and timely

SPAWAR Space and Naval Warfare Systems Command

U.S.C. United States Code

USD(P&R) Under Secretary of Defense for Personnel and Readiness

WGI within-grade increase

G.2. DEFINITIONS. These terms and their definitions are for the purposes of this volume.

acceptable performance. Performance that meets an employee’s performance requirements or

standards in the elements being assessed.

appraisal. The process by which performance is reviewed and evaluated.

appraisal cycle. A 1-year period (April 1 – March 31) established by the DoD Performance

Management and Appraisal Program in which an employee’s performance will normally be

reviewed, and a rating of record will be assigned.

approved performance plan. A performance plan written, reviewed, and approved in

accordance with DoD Component procedures, which communicates expectations and

requirements of employee performance for the appraisal cycle.

critical element. A type of performance element in which a work assignment or responsibility is

of such importance that unacceptable performance on the element would result in a

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

GLOSSARY 22

determination that the employee’s overall performance is unacceptable. Critical elements are

only used to measure individual performance.

detail. A temporary assignment to a different position or a set of duties for a specified period.

The employee is expected to return to his or her permanent position of record at the end of the

assignment.

employee performance file. A record containing copies of employees’ performance ratings of

record, including the performance plans on which the ratings are based. It also includes all

performance-related records, such as forms or other documents, maintained as a system of

records within the meaning Section 552a of Title 5, U.S.C., also known as the “Privacy Act of

1974,” as amended.

HLR. A senior-level management official, normally above the level of a rating official.

matrixed employee. An employee hosted by an organization at a location apart from his or her

permanent supervisor or organization of record and who is performing work for his or her

organization of record. The employee may receive taskings from the host organization but he or

she remains under the authority, direction, and control of his or her organization of record.

minimum period of performance. The minimum appraisal cycle for the DoD Performance

Management and Appraisal Program is 90 calendar days on an approved performance plan.

MyPerformance. The DoD automated appraisal tool authorized for use by both supervisors and

employees to document the performance management process of the DoD Performance

Management and Appraisal Program.

opportunity to demonstrate acceptable performance. A reasonable period for the employee

whose performance has been determined to be unacceptable in one or more elements to

demonstrate acceptable performance in the element(s) at issue.

performance. Accomplishment of work assignments or responsibilities.

performance discussion. Joint communication between the supervisor and employee about the

employee’s work performance and its link to organizational effectiveness. The discussions may

consist of verbal feedback sessions or formal progress reviews.

performance element rating. The written, or otherwise recorded, appraisal of performance

compared to the performance standards for each element on which there has been an opportunity

to perform for the minimum period of performance.

performance improvement officer. A senior-level organizational leader with responsibility to

supervise agency performance management activities; advise agency leaders about measuring

organizational performance; and assist with integrating performance information into an

agency’s employee performance appraisal process.

performance management. The integrated process by which an agency involves its employees

in improving organizational effectiveness in the accomplishment of agency mission and strategic

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

GLOSSARY 23

goals. Performance management consists of: performance planning, monitoring employee

performance, evaluating employee performance, and recognizing and rewarding employee

performance.

performance plan. All of the written, or otherwise recorded, performance elements and

standards that set expected performance. A plan must include critical elements and their

performance standards.

performance rating. An ordered category of performance from Level 1 through Level 5, with

Level 1 as the lowest and Level 5 as the highest. Level 1 is “Unacceptable”; Level 3 is “Fully

Successful”; and Level 5 is “Outstanding.”. Also known as “summary level.”

performance standard. The management-approved expression of the performance threshold,

requirement, and expectations that must be met to be appraised at a particular level of

performance. A performance standard may include, but is not limited to, quality, quantity,

timeliness, and manner of performance.

PIP. A strategy developed for an employee at any point in the appraisal cycle when

performance becomes unacceptable in one or more elements. This plan affords an employee the

opportunity to demonstrate acceptable performance and is developed with specific guidance

provided by the servicing human resources office.

progress review. A type of formal performance discussion in which the supervisor

communicates with the employee about the employee’s performance compared to his or her

performance standards. Supervisors are required to conduct at least one formal progress review

during the appraisal cycle.

promotion. A change of an employee, while serving continuously within the same agency,

either to a higher grade when both the old and the new positions are under the General Schedule

or under the same type graded wage schedule, or to a position with a higher rate of pay when

both the old and the new positions are under the same type of ungraded wage schedule, or are in

different pay method categories.

QSI. Defined in Section 531.502 of Title 5, CFR. Only an employee who receives a rating of

record of “Outstanding” or equivalent is eligible.

rating of record. The performance rating level assigned at the end of an appraisal cycle for

performance of agency-assigned duties over the entire cycle.

rating official. The person responsible for informing the employee of the duties of his or her

position, establishing performance standards, providing feedback, appraising performance, and

assigning the performance rating. Normally, this is the employee’s immediate supervisor.

reassignment. The change of an employee, while serving continuously within the same agency,

from one position to another without promotion or demotion.

reduction in grade. The involuntary assignment of an employee to a position at a lower

classification or job grading level. A reduction in grade is also referred to as a demotion.

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

GLOSSARY 24

removal. The involuntary separation of an employee from federal service.

SMART. An acronym for criteria that can be used in writing and evaluating performance

standards: specific, measurable, achievable, relevant, and timely.

supervisor (Civil Service Reform Act). Position meets the definition of “supervisor” in Section

7103(a)(10) of Title 5, U.S.C., but does not meet the minimum requirements for application of

the General Schedule Supervisory Guide.

unacceptable performance. Performance that fails to meet the established performance

standards in one or more elements of an employee’s position. It is referred to as a Level 1 rating

under the DoD Performance Management and Appraisal Program.

WGI. A periodic increase in an employee’s rate of basic pay from one- step of the grade of his

or her position to the next higher step within that grade. The employee’s rating of record must

be at the “Fully Successful” level to be eligible for a WGI.

DoDI 1400.25-V431, February 4, 2016

Change 3, January 10, 2022

REFERENCES 25

REFERENCES

Code of Federal Regulations, Title 5

DoD Directive 1400.25, “DoD Civilian Personnel Management System,” November 25, 1996

DoD Directive 5124.02, “Under Secretary of Defense for Personnel and Readiness

(USD(P&R)),” June 23, 2008

DoD Instruction 1400.25, Volume 410, “DoD Civilian Personnel Management System: Training,

Education, and Professional Development,” September 25, 2013, as amended

DoD Instruction 1400.25, Volume 430, “DoD Civilian Personnel Management System:

Performance Management, “August 5, 2014

DoD Instruction 1400.25, Volume 451, “DoD Civilian Personnel Management System:

Awards,” November 4, 2013

Executive Order 14003, “Protecting the Federal Workforce,” January 22, 2021

Federal Register, Volume 62, Pages 34876-34903, June 27, 1997

Federal Register, Volume 62, Pages 64050-64071, December 3, 1997

Federal Register, Volume 63, Pages 10439-10462, March 3, 1998

Federal Register, Volume 63, Pages 10680-10711, March 4, 1998

Federal Register, Volume 63, Page 13458, March 19, 1998

Federal Register, Volume 63, Pages 14580-14599, March 25, 1998

Federal Register, Volume 64, Pages 1426-1492, January 8, 1999

Federal Register, Volume 64, Pages 33970-34046, June 24, 1999

Federal Register, Volume 65, Pages 53142-53143, August 31, 2000

Federal Register, Volume 66, Pages 54872-54899, October 30, 2001

Federal Register, Volume 74, Pages 68448-68475, December 24, 2009

Federal Register, Volume 74, Pages 68936-68966, December 29, 2009

Federal Register, Volume 75, Pages 53076-53126, August 30, 2010

Federal Register, Volume 75, Pages 77380-77447, December 10, 2010

Federal Register, Volume 76, Pages 1923-1964, January 11, 2011

Federal Register, Volume 76, Pages 3744-3787, January 20, 2011

Federal Register, Volume 76, Pages 8530-8570, February 14, 2011

Federal Register, Volume 76, Pages 12508-12548, March 7, 2011

Federal Register, Volume 76, Pages 56406-56407, September 13, 2011

Office of Personnel Management Memorandum, “Military Sealift Command Exclusions,”

February 24, 1981

Office of Personnel Management, “General Schedule Supervisory Guide,” current edition

United States Code, Title 5

United States Code, Title 10

United States Code, Title 41, Section 7105

Available on the Internet at https://www.dcpas.osd.mil/.