Under the agreements with National Treasury Employees Union (NTEU), the employee relations aspect of any management position becomes increasingly important in meeting the Government's responsibilities in both the terms and spirit of such contracts.

The National Agreement can be found online at http://shr.web.irs.gov/workfce/na/. It is also available on a searchable CD–ROM. The agreement is in a PDF format. Follow the directions for "Running the CD–ROM for Windows" and the directions on the back of the CD case to properly search the agreement. To order the CD version of the National Agreement, please call the Area Distribution Center. The Document Number is 11678 LR and the catalog number is 34690Y. Customers must provide their order point numbers and the catalog number listed above.

One of the most important areas of responsibility is to ensure that subordinates receive quality training.

Be directly involved with trainees throughout their classroom and on-the-job training period. Ensure that performance checkpoints are established so that trainees receive feedback on performance from you and the on-the-job instructor (OJI) at regular and frequent intervals.

Keep your immediate manager involved in the training process throughout the training period.

Stay informed of all aspects of the training program. Encourage employees to utilize available research tools (such as IRM OnLine, Lexis Nexis, SERP and IRWeb) and through contacting Learning and Education within your organization for periodic updates on training materials. See IRM 1.4.6, Corporate Tax Administration Tools for detailed information on corporate research tools.

Seasoned employees need training to stay up to date and be more effective in their jobs. The Service has implemented a comprehensive ongoing training program – Continuing Professional Education (CPE) - to meet this need.

Be aware of the need for instruction in specific areas that may not be included in CPE or other formal training. This may include technical training for specific areas of tax law or procedural matters. Feedback for determining these needs may come from various sources including work reviews and other managers and employees in the division. When it is apparent that instruction/training is necessary, consider the most effective method for conveying the message, such as memorandum, group meeting, inclusion in CPE, or other formal training. If formal training is necessary, discuss the matter with your immediate manager and the training coordinator. Learning and Education can help coordinate the training.

Managers must take an active role in making sure that all technical employees are developed and that training is directed toward improving skills for use in their present position and developing potential. Make sure that technical training be made available to employees assigned new projects that require specialized technical skills to meet specific business objectives.

Recognizing and developing potential is a responsibility of all managers. Continuously look for individuals with potential for higher level and more responsible work. When such individuals are identified, their abilities should be cultivated. This can be accomplished in many ways including working a developmental case at the next grade level, team examination work, acting managerial details, instructing, OJI coaching, or other details.

The Front Line Readiness program is targeted at interested and motivated employees who have demonstrated a serious interest in becoming future IRS Leaders. When considering additional and/or developmental assignments, ensure that you are operating within the constraints of the National Agreement. If you are unsure, you should contact your supervisor and/or your local Workforce Relations Specialist for assistance.

Improving clerical skills and developing the potential of clerical employees is as much a part of group responsibilities as it is for technical employees. Provide developmental opportunities to clerical employees who are motivated and have the ability to advance.

Planning and scheduling work must become a team effort of managers and employees for groups to achieve an orderly, timely, and effective operation. Employees who fail to plan and schedule their work will contribute less than their share toward the achievements of the group. Utilizing workload reviews help determine if employees are planning effectively.

Many ineffective work practices or breakdowns in performance occur because of poor work planning and scheduling. Hold pointed individual discussions, identify causes and underlying needs, and reach mutual agreements on specific corrective actions. Timely follow up on corrective actions is essential for success.

Your greatest challenge is to control workload and to meet deadlines. For technical employees, most planning is on a case-by-case basis. Encourage employees to prioritize their workload and to share solutions to problems with others. Unforeseen internal decisions may change priorities.

Periodically review and validate your planning decisions. Update your plans as needed and check on your progress toward more effective management of your group.

Practical experience serves as a prime means for effective training and development. Assign work and activities which will put each employee's knowledge, skills and abilities to practical use. For example:

While practical experience plays a major role in training and development, it cannot replace the need for formal refresher training or continuing professional education (annual technical review). Offer additional training as needed to improve work performance, to prepare employees for new assignments, or to enhance their career development. Also, encourage outside study and self-development by employees. Do not recommend training that will serve little purpose in improving an employee's performance or advancement.

Managers can be an effective catalyst to help employees achieve. Attitude is important: remember that enthusiasm is contagious. Strive to implement the following strategies:

Create a climate that supports the person with praise and encouragement. At the same time, challenge the person's potential by encouraging excellence and growth. Encourage risk-taking and treat failure as an opportunity for growth and learning.

Your evaluation of employee performance must conform to IRS policies and procedures and the National Agreement. Find specific program guidance at http://shr.web.irs.gov/pers/pmr.htm. The information on this website and the National Agreement, Article 12, Performance Appraisal System, outlines the policies to be followed by the IRS.

Look to your manager, labor relations specialists and personnel specialists for direction and guidance in initiating formal personnel actions resulting from performance evaluations.

You share responsibility with others not only to understand and apply uniform evaluation approaches but also to suggest improvements in the performance evaluation system.

Efficient and effective employee job performance depends on timely direction. This direction encompasses continuous involvement, instruction and evaluation of each employee's work. Positive feedback is essential to maintain and improve strengths and by being involved, you will be able to develop each employee's skills to improve job performance.

Timely direction, including recognition of good performance, demands that you direct your attention to each employee to ensure that he/she is contributing to the goal of a quality program.

Keep an employee's overall performance in mind when you discuss work and activities. Let the employee know when some aspect of performance may influence the next performance rating, a promotion or other personnel action. This information gives the employee an opportunity to correct weaknesses in performance and will avoid future misunderstandings.

In summary, in your role as instructor and evaluator, you decide if the quality of an employee's work would improve by providing guidance and assessments in writing. Recordation also serves as a snapshot of employee performance. Adequate documentation will remind you of changes over the rating period.

Ensure that each employee receives the necessary training and guidance for successful performance in the group. Use a guide for development and self-assessment, for evaluating your own performance as well.

Awards are opportunities for managers to recognize and reinforce positive behavior. Used correctly, awards contribute to establishing an engaged workforce. Managers must maintain a working knowledge of all awards. Working closely with your immediate supervisor and administrative support staff is key to successful application of award procedures.

Complete information regarding awards is found on the Performance Management and Recognition web site (http://shr.web.irs.gov/pers/pm/NPAindex.htm) and IRM 6.451.1, Awards and Recognition, Policies, Authorities, Categories, and Approvals.

The Official Personnel File (OPF) is the employee's official record of Federal employment. This file is kept in the National Archives and Records Administration 's (NARA) Federal Records Center in Lee Summit, Missouri and consists of all Notifications of Personnel Actions (SF52) for an employee. This file is the basic source of information by which rights and benefits under the Federal and Civil Service systems are determined. The following link will access the Servicing Personnel Contacts - http://awss.web.irs.gov/PersonnelServices/PersonnelOfficeListing.htm.

An Employee Performance File (EPF) is a required file for all employees.

Managers are responsible for assuring effective use of the EPF system by:

Recordation is defined as a manager's written record evaluating an employee in a positive or negative manner. For bargaining unit employees, recordation must be furnished to an employee within 15 calendar days of being developed or received by the manager. If it is not furnished within 15 calendar days, it cannot become part of the EPF.

The EPF is maintained in addition to and separate from the Employee Drop File. Placing performance related documents in a physically separate file provides more protection of the employees' privacy. For additional information regarding the specific items to be placed in the EPF folder and retention periods, refer to the EPF Guide for Managers located on the IRWeb at http://awss.web.irs.gov/PersonnelServices/EPFGuideforManagers.htm.

Form 10544 - Employee Personnel Folders, can be used to manage the proper filing of the required documentation. This form can be ordered through the IRS Published Products Catalog, Document 7130.

Document 9698A, Employee Conduct and Security Tabs, can help to organize the information in the EPF and drop files. They are available through the Area Distribution Centers using catalog number 23109S.

If you are unsure of the type of documents and retention periods needed for the EPF, consult your supervisor or Workforce Relations Specialist for guidance.

Performance evaluation forms and guidelines provide a uniform means for a written evaluation and rating of each employee’s proficiency. Before attempting to rate an employee carefully review all documented information in the EPF.

The "summary evaluation" or "overall rating" provides one rating for the combined performance against the Retention Standard; and, the Responsibilities and Commitments; or the CJEs and Performance Aspects. Additional information on the performance management evaluation process is available at http://shr.web.irs.gov/pers/pmr.htm and the National Agreement, Article 12, Performance Appraisal System.

When a manager is actively involved with an employee's work, the employee should not be surprised at his/her performance evaluation. Always give employees an opportunity to ask questions to obtain clear work guidelines. Therefore managers can be certain that the employees know what is expected of them long before evaluation time.

As the end of the performance period approaches, you should request that your employees’ prepare a written summary of their performance not to exceed two pages. A resource available for your employees’ is the Performance Appraisal Self-Assessment Tutorial at http://shr.web.irs.gov/pers/SA/index.htm.

Above all, fulfill the responsibility to process any awards for employees who earn them and initiate action as required when an employee's work becomes marginal or unsatisfactory. You must be able to fully support and sustain any action you initiate. When the action is adverse to the employee, you must be able to show that you have made every reasonable effort to help improve his/her performance.

It is the managers' responsibility to become familiar with the union contract as it pertains to the evaluation process.

There are two key elements to good communications: expressing and listening. They are equally important. Managers are in a unique position to foster and enhance a positive image with each customer interaction; your communications establish the way the Service is perceived. Therefore, expressive and receptive communication skills must be continually developed to maintain a consistent connection to all customers.

The ability to communicate effectively within the organization will have a major impact on your overall success and effectiveness as a manager.

Many times, you approach higher levels of management to provide a factual basis for taking actions or considering proposals. Supply clear, concise, and accurate information. Your credibility with superiors rests, in large part, with how well you are able to clearly and precisely communicate essential facts.

Another important factor is knowing when, and in what instances, superiors need to be briefed or informed. For example, inform your superior about difficulties in meeting program objectives, trends that may require a change in emphasis, and events that may have a positive or negative effect on any facet of the Service's operations.

Lateral communication with peers is an invaluable resource and should be cultivated. The old adage that there is strength in numbers is appropriate when it comes to interactions and sharing among managers. There is no need to reinvent the wheel when there is knowledge to draw from among peers. A free exchange among all members of our management core enhances our team effort and overall effectiveness.

Clear communication to employees is necessary to effectively communicate expectations and the overall objectives of the organization. As in all communication, you must come across in a clear and concise manner and exhibit confidence and support. As a manager, you can only accomplish goals through the efforts of others. Hence, team building through positive, reinforcing, communicative interaction is vital.

Communicating expectations and procedures to your group is just as important as communication with upper management. Establish yourself as the leader but at the same time maintain an atmosphere of flexibility so that you will not be perceived as rigid, thereby stifling valuable employee ideas. Discuss ideas in an open forum and once a decision is reached, solicit mutual agreement on the direction to be taken.

As new procedures and programs are implemented, communicate these new practices to employees. If you are not receptive to these new ideas, the eventual success of the program will be hampered. To keep group morale high, exhibit a positive approach to changes.

Once you establish and communicate your expectations, set up monitoring devices to assess progress. Depending on what area you are monitoring, the devices may be specific, written, or informal. Areas such as morale cannot be monitored via a chart. This type of area is assessed by visiting the work area and talking to employees. Areas such as timeliness and accuracy of reports and memos and adherence to level guidelines are monitored on a day to day basis.

Do not over monitor. Occasionally review your monitoring system to determine if it is still needed. Ask yourself how much time it takes to compile monitoring data and how important it is.

After expectations have been set and monitoring devices are in place, establish follow up procedures to make the action more effective. The formality and structure of the follow up procedures will depend on the area involved.

As you prepare to set and communicate the expectations for your group, think about managers you have worked for and their styles in communicating expectations. A manager who sits down with employees to discuss expectations, encourages input, ensures mutual understanding, and solicits their support stands the best chance of gaining a commitment to the organization's goal.

Most employees perform, at a minimum, at a "met" or "fully successful" level. In cases where employee behavior is leaning towards an unacceptable level, managers must take steps to address the issues.

Three rules for effective conduct counseling and documentation are to be fair, consistent, and specific. Address conduct issues immediately and document counseling sessions.

Schedule a meeting(s) with your employee when there is a need to counsel him/her and provide documentation. Make the documentation clear and concise.

Always make sure to give necessary details: who, what, where, when, why, and how. Since a bargaining unit employee has a right to union representation during the counseling meeting, allow enough time for him/her to arrange for a steward if desired.

To plan for the counseling session, ask yourself the following questions: