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Writing the Original Workplan |
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Step 2:
Writing Results Expectations
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| Key Responsibilities / Results |
Result Expectations |
Tracking Source / Frequency |
Actual Results |
Rating |
Comments |
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Steps and Directions
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Under the second column of page 1 of the form highlighted above (Result Expectations),
write 1 or more Results Expectations for each Key Responsibility / Result listed in column 1. Often, no more than 3 Result Expectations are needed for each KRR.
Include more if necessary, but try to limit the entire workplan to no more than one-and-a-half pages to keep it manageable for yourself and your employee.
Keep the following information in mind when you write the Result Expectations:
- Results Expectations must be
- Measurable,
- Realistic,
- Tied to specific timeframes,
- Easily understood by the employee, and
- Within the control, knowledge, and skills of the employee to accomplish.
- Results Expectations must specify at least one measurement of
- Time,
- Cost,
- Quality, or
- Quantity.
- Results Expectations are written at the "Good" level. See NC Rating Scale for an explanation of the scale.
You should also discuss what would be considered "Outstanding" and "Below Good" performance for each expectation.
- While writing expectations at the "Good" level, make sure that you also provide challenging opportunities for employees that will support the agency's goals.
- Focus on the final outcome rather than a single task when you write the expectations.
- In making sure that all
of your work unit's goals and outcomes are reflected in the sum of
all of your employees' workplans, look at all of your employees' expectations to make sure that (if accomplished) all of them would add up to meeting those overall goals.
Important Notes:
- Workplans should be written at the "Good" level. In recent years, supervisors have written expectations to ensure that employees receive "very good" or
"outstanding" ratings to qualify for legislative pay increases. This practice results in overall reduced productivity of the work unit.
- All employees, supervisors, and managers must have a KRR for customer service. See example below
for the type of Results Expectations that may be listed under the "customer service" KRR.
- All supervisors and managers must have a KRR for supervision. See example below
for the type of Results Expectations that may be listed under the "supervision" KRR.
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Examples:
(The following examples are for illustration only and may not reflect actual assigned work.)
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The following are examples of Results Expectations for different types of employees' KRRs. (Only the first two columns of the form are shown.)
Examples of Well Written and Poorly Written Expectations:
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Supervisory Result Expectations
All DHHS supervisors and managers must have a supervision KRR that includes at least the following Results Expectations:
| Key Responsibilities / Results |
Result Expectations |
Supervision |
- Follow DHHS performance management policy and guidelines and meets related deadlines.
- Follow DHHS and division EEO requirements and goals.
- Follow DHHS safety and health policies.
- Meet DHHS and division customer service goals on time.
Note: These are quality measurements.
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Examples of Expectations that Support Unit Goals:
The following examples illustrate that what employees do as well as
how they do it affects the overall work unit’s ability to meet mandated goals.
 Marcia and Charles both work for the Division of Medical Assistance in the Medicaid Fraud office.
Their unit is charged with reducing fraudulent claims by 15% this year.
Successfully reducing fraud by this percentage will result in a savings of
millions dollars to the State of North Carolina. The results they achieve
directly impact the State's budget.
 Marcia, a processing assistant logs data about possible fraud cases into the unit’s database. Her job of accurately logging the data can help the unit
meet it's goals by making sure that the reports are accurate and timely as well as sharing any identified case assignment problems with her supervisor.
| Key Responsibilities / Results |
Result Expectations |
| Intake Data |
- Reports to Legislature’s Fiscal Research Branch and to the Federal Medicaid office are completed by the deadlines, are accurate, and follow established format.
- Tracks cases assigned to individual investigators using the Unit case management database.
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 Charles, a fraud investigator, reviews cases with claimants, physicians, and insurance companies.
| Key Responsibilities / Results |
Result Expectations |
| Case Management |
- Reduce incidence of fraud by 15% by case review and claimant restitution.
- Interview assigned caseload claimants within 7 days of assignment.
- Resolution of cases follows Federal report requirements.
- Criminal charges are initiated against claimants when restitution is not made within established time frame.
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