Office of the Director of National Intelligence IC Performance Standards

Version 1
April 23, 2009

Download

This document contains the following sections.

– Occupational Structure – Primary components of the occupational structure as defined in ICD 652. These components include the Work Categories and Work Levels.

– Performance Element Model – Definitions of each performance element and the key work behaviors that comprise each element. These work behaviors are the building blocks of the performance standards.

– Performance Standards – A separate set of standards has been defined for the Professional, Supervision/Management, and Technician/Administrative Support Work Categories. Within each of these categories, the performance standards define expectations for each Work Level (i.e., Entry/Developmental, Full Performance, Senior, and Expert). Within each Work Level, standards are anchored at two levels of performance: “Successful” and “Outstanding.”

…

Example Indicators of “Outstanding” Performance

Demonstrates ability to interact effectively with a wide range of individuals under varying circumstances in a manner that far exceeds expectations.
Proactively strives to improve work unit and organizational performance through innovative methods.
Demonstrates unusual creativity – comes up with new products, services, or work products that break new ground and/or greatly improve the organization’s reputation, effectiveness, or efficiency.
Outcomes have broad and significant impact beyond what would ordinarily be expected for his/her band.
Generally performs at a level more consistent with the band above his or her current level.
Operates more independently than would be expected at his/her band level.
Is proactive rather than reactive: anticipates obstacles and actively plans to overcome them; persists in overcoming obstacles or solving problems when others typically give up.
Achieves outcomes and results that are far superior in quality and depth to what would be expected ordinarily at the individual’s band level; work quality is recognized by peers and customers for excellence; work submitted for review requires few, if any, substantive revisions.
Serves as a model performer for peers; is sought out by others for advice and guidance and to handle highly visible, difficult, sensitive, complex, or ambiguous tasks.
Seeks out new responsibilities and assignments outside immediate area of responsibility, leading to additional contributions to the work unit or organization at large.
Puts forth extra effort to accomplish work assignments in the most efficient and effective manner possible – even when demands are very heavy and it is personally inconvenient.
Productivity is above what would be expected normally for the individual’s band level.
Continually strives to improve his or her performance by seeking feedback and through self-directed learning opportunities.
Demonstrates ability to handle more complex, subtle, or unusual problems than would be expected for his/her pay band.
Demonstrates a higher level of knowledge and skill than what would be expected for his/her band.
Recognizes patterns and trends in information or data and pulls together seemingly disparate pieces of information to develop new insights or solve problems.

…