HHS Human Resources Policy 430-2: Performance Management Appraisal Program (PMAP)

Effective Date: February 24, 2026

Sections

430-2-10 Purpose
430-2-20 Material Superseded
430-2-30 Background
430-2-40 Coverage and Exclusions
430-2-50 Definitions
430-2-60 Responsibilities
430-2-70 Performance Management System and Cycle
430-2-80 Appraisal Program Requirements
430-2-90 References
430-2-100 Documentation and Accountability
Appendix A Performance Management Appraisal Program (PMAP) Handbook

430-2-10 Purpose

This policy establishes the Department of Health and Human Services' (HHS') 3-tier/level Performance Management Appraisal Program (PMAP), for non-SES/Senior Professional (SP) positions. It is designed to provide greater clarity regarding the policies and procedures necessary for successful implementation of a comprehensive performance management appraisal program; and improve the ability to build and sustain a results-oriented performance culture throughout the Department.

The PMAP policy of HHS is designed to document the expectations for both individual and organizational performance, provide a meaningful process by which employees can be rewarded for noteworthy contributions to the organization, and provide direction to improve organizational success at every level. The policy will be managed in accordance with management's right to determine the Agency's mission and organization, direct employees, and assign work per 5 U.S.C. § 7106(a).

When provisions of this policy differ from changes in applicable law or regulation, the changes in law or regulation apply.

Refer to Appendix A - HHS Performance Management Appraisal Handbook, for additional information and instructions on how to implement this policy.

430-2-20 Material Superseded

HHS INSTRUCTION 430-1: Performance Management and Recognition Program Policy, January 1, 2023

Any applicable written and verbal guidance provided prior to the date of this policy.

430-2-30 Background

On June 17, 2025, the Office of Personnel Management (OPM), issued a memorandum entitled Performance Management for Federal Employees. The memorandum outlined numerous steps necessary to drive a high-performance, high-accountability culture in the Federal workforce.

On August 11, 2025, the Office of Personnel Management (OPM), issued a memorandum entitled Guidance on Awards for Federal Employees. This memorandum supports the President's efforts to create a high-performance Federal workplace culture where outstanding employee efforts are celebrated and rewarded.

In addition, HHS Office of Human Resources (OHR) and HHS leadership identified opportunities to improve and streamline the performance management program and process, such as transitioning the HHS performance management appraisal system from 5 performance levels to 3 performance levels.

This issuance is effective immediately and must be carried out in accordance with applicable laws, regulations, and Departmental policy.

430-2-40 Coverage and Exclusions

  1. This policy applies to all HHS employees, except the following:
    1. Members of the Senior Executive Service (SES); Senior Professionals (SP);
    2. A Senior-level Special Consultant appointed under 42 U.S.C. § 209(f) who is covered under the Senior Executive Service (SES) or other appropriate Departmental performance system;
    3. An employee appointed to the excepted service under Schedule A 5 C.F.R. § 213.3102(o) whose appointment is limited to one (1) year or less;
    4. An expert or consultant appointed under 5 U.S.C. § 3109;
    5. A member of an advisory committee;
    6. A member of the Public Health Service Commissioned Corps;
    7. An individual serving under an appointment in the excepted service having a time limit of less than sixty (60) calendar days;
    8. An employee on detail to a public international organization;
    9. An employee in a position for which employment is not reasonably expected to exceed sixty (60) calendar days in a consecutive twelve-month period;
    10. An employee outside the United States who is paid in accordance with local native prevailing wage rates for the area in which employed;
    11. An Administrative Law Judge appointed under 5 U.S.C. § 3105;
    12. An individual appointed by the President of the United States; and
    13. An individual who is serving in a position under a temporary appointment for less than one year, agrees to serve without a performance evaluation, and will not be considered for a reappointment or for an increase in pay based in whole or in part on performance.

430-2-50 Definitions

  1. Agency: The U.S. Department of Health and Human Services may be referred to as "the Agency" or "the Department".
  2. Appraisal: The act or process of evaluating the performance of an employee against the prescribed performance standard(s).
  3. Appraisal Cycle: A continuous cycle, typically twelve (12) months, which involves planning, monitoring, developing, rating, and rewarding employees.
  4. Appraisal Period: The timeframe that a performance plan is in effect, during which an employee's performance will be reviewed and a rating of record will be prepared.
  5. Critical Element: A component of an employee's position consisting of one or more duties and responsibilities which contributes toward accomplishing organizational goals and objectives, and which is of such importance that unacceptable performance on the element would result in a determination that an employee's overall performance is unacceptable. All elements in the HHS performance plan are considered critical.
  6. Component: The organizational entities of the U.S. Department of Health and Human Services, previously referred to as Operating Divisions (OpDivs) and Staff Divisions (StaffDivs).
  7. Element Rating: A rating provided based on the appraisal of the employee's performance compared to the performance standard in a critical element.
  8. Interim Rating: A written appraisal of an employee's performance conducted before the end of the appraisal period. Interim ratings are used to close out logical segments of an employee's performance and should be utilized for situations such as changes in supervisors; promotions; significant changes in responsibilities; and details and temporary promotions of 90 or more days.
  9. Performance Management: A systematic process by which an agency involves employees, as individuals, in improving organizational effectiveness in the accomplishment of agency mission and goals.
  10. Performance Appraisal (or Plan): The documentation of performance expectations communicated to employees by supervisors. Appraisals define the critical elements and the performance standards by which an employee's performance will be evaluated.
  11. Performance Standards: The written benchmarks, threshold(s), requirement(s), and expectation(s) against which performance of each element is evaluated and given a rating level.
  12. Progress Review: Meeting with an employee during the performance period to discuss their performance compared to the performance standards.
  13. Summary Rating (or Rating of Record): The overall performance rating prepared at the end of an appraisal period for performance of agency-assigned duties over a period of at least 90 days. The summary rating is calculated by combining the individual ratings on each element to arrive at an overall evaluation of an employee's performance for an appraisal period. All interim ratings must be taken into consideration when determining the summary rating.

430-2-60 Responsibilities

  1. HHS Assistant Secretary for Administration /Office of Human Resources (ASA/OHR): Provide oversight and develop Department-wide performance management program policy and guidance, as well as implementation, monitoring, and evaluation consistent with HHS and Office of Personnel Management (OPM) policy and procedures, and all applicable federal laws, rules, and regulations.
  2. Component Leadership: Comply with applicable performance and recognition program policy and guidance, as well as applicable federal laws, rules, and regulations; effectively implement the program and ensure consistent application.
  3. Component Human Resources Offices: Communicate to supervisors, employees, and appropriate exclusive bargaining unit representatives the purpose and procedures of the performance management system and its relationship to the overall management of human capital. Ensure performance records are retained in accordance with OPM regulations and HHS policy as stated in section 430-2-100 of this document.
  4. Employee and Labor Relations (ELR): Provide guidance and consultation to supervisors and employees on performance-related issues.
  5. Reviewing Official: As appropriate, ensures that performance plans include at least one outcome that is linked to the HHS, Component, or Administration priorities; approve performance plans created by the rating officials, approve final performance ratings and awards, and/or review requests for a summary rating reconsideration.
  6. Rating Officials: Ensure that employees are informed of the Department's mission and the organization's goals and objectives; develop and establish performance plans for individual employees; conduct progress reviews; conduct final appraisals and prepare the final ratings; provide copies of the rating of record at the end of the appraisal period to employees; and recommend recognition as appropriate.
  7. Employees: Participate in the development of performance plans; document work accomplishments; participate in the progress reviews, and the final appraisal process. Employees must submit a self-accomplishment narrative at the end of each rating period by the date established by the Rating Official.

430-2-70 Performance Management System and Cycle

  1. Performance System: HHS has a 3-Tier/Level performance system: Level 5 - Outstanding (O), Level 3 - Fully Successful (FS), and Level 1 - Unsuccessful (U)
  2. Performance Cycle: The HHS performance management appraisal cycle aligns with the fiscal year and begins October 1 of each year and ends on September 30 of the following year.1
    1. Each performance year stands on its own. An employee's performance rating from the prior year will not impact the employee's current performance rating.
  3. Planning Performance
    1. Plan Development: 5 C.F.R. § 430 states an employee's performance expectations include establishing elements and standards in an employee-specific performance plan. The employee's performance plan must outline the specific critical elements for which the employee will be held individually accountable during the rating period and that must be successfully completed for the organization to satisfactorily carry out its mission and the standards against which the employee's performance will be measured; i.e., how well the employee must perform on each element to be appraised at a specific level.
    2. Plan Establishment: Rating officials will engage employees in the process of establishing performance plans. Engaging employees in the performance planning process will help them understand how their work responsibilities contribute to the goals of the organization. Rating officials must provide employees with a signed copy of the plan within the first 30 days of the beginning of the appraisal cycle, starting a new position, or beginning a detail expected to exceed 89 days.
    3. S.M.A.R.T. Goals: Performance elements and standards should be S.M.A.R.T. - Specific, Measurable, Aligned/Attainable, Realistic, and Timely. Rating officials will set performance expectations and goals for employees to channel their efforts toward achieving organizational objectives.
    4. Strategic Goals: All performance plans must include at least one element linked to HHS, Component, or Presidential priorities, and include relevant tasks at the appropriate level of responsibility of the position. Alignment of organizational objectives will be included in performance plans by incorporating objectives, goals, program/work plans and other measures related to program results.
    5. Performance Elements: All plan elements must be identified as "critical." All critical elements must be rated.
    6. Required Critical Elements:
      1. Supervisory employees must have a minimum of four (4), but no more than seven (7) critical elements. These must include:
        1. OPM Mandatory Supervisory Element, Holding Employees Accountable. This element should be included in plans for supervisors, managers, and non-bargaining team leaders. The element definition and standards cannot be changed. Refer to Handbook for element definition and standards.
        2. HHS Standard Customer Experience Element, applicable for all HHS employees. While the element definition and standards cannot be changed, rating officials can include additional custom performance standards under the element. Refer to Handbook for element definition and standards.
        3. At least two (2) Individual Critical Elements.

      2. Non-supervisory employees must have a minimum of three (3), but no more than six (6) critical elements. These must include:

        (7) HHS Standard Customer Experience Element, applicable for all HHS employees. While the element definition and standards cannot be changed, rating officials can include additional custom performance standards under the element. Refer to Handbook for element definition and standards.

        (8) At least two (2) Individual Critical Elements.

    7. Performance Standards: Rating Officials must include job specific standards for all elements in the performance plan, at the "Level 3 - Fully Successful (FS)", and "Level 5 - Outstanding (O)".

      The standards must be based on the requirements of the position. Employee performance plans should be broad to allow for adjustments for changing program objectives and work requirements.

      A rating of "Level 5 - Outstanding" must reflect performance that far exceeds the position's responsibilities at the "Level 3 - Fully Successful"

      If substantive changes must be made to job elements and performance standards, the Rating Official must first notify the employee prior to updating the performance plan.

  4. Monitoring Performance
    1. Progress Reviews: In addition to establishing and closing out performance plans, Rating Officials must conduct a minimum of three (3) progress reviews (to include a mid-year progress review) during the performance period. Progress reviews are used to provide feedback on performance, confirm priorities, and document performance discussions.
    2. No Ratings During Progress Reviews: Ratings are not assigned during progress reviews, and no final rating of record may be expressly promised or implied to an employee.
    3. Progress Review Timing: Performance discussions should be conducted according to the following schedule2:
      1. Standard performance cycle
        1. October: Performance Plan Establishment
        2. January: First Progress Review
        3. April: Second Progress Review (Mid-Year Review)
        4. July: Third Progress Review
        5. September/October: Performance Plan Closeout/Summary Rating

    4. Progress Review Discussion Topics:

      Progress reviews should address:

      1. Where the employee is failing to meet expectations (if applicable),
      2. Where the employee is meeting or exceeding expectations, and
      3. How the employee can continue to grow.

      As appropriate, Rating Officials may consider input from key stakeholders and from the employee when preparing for and documenting progress reviews.

    5. Ongoing Monitoring: Rating officials will consistently monitor employee performance and provide ongoing feedback to employees on progress toward reaching their performance goals. Ongoing monitoring provides the Rating Official an opportunity to assess how well an employee is meeting performance standards and whether any goals or measures should be adjusted based on changing priorities.
    6. Supervisory Notes: As part of monitoring performance, supervisors may make notes on significant instances of performance so that the instances will not be forgotten. Such notes are not required by HHS or any of its components. Such notes are not subject to the Privacy Act as long as they:
      1. Remain solely for the personal use of the supervisor;
      2. Are not provided to any other person;
      3. Are not used for any other purposes; and
      4. Are retained or discarded at the supervisor's sole discretion.
    7. Early Identification of Performance Issues: Through continuous monitoring, unsuccessful performance may be identified at any time during the appraisal period rather than only at the end of the appraisal period. Early intervention allows the Rating Official to communicate issues, provide assistance, and reinforce accountability.
    8. Performance Concerns: If an employee's performance falls to a "Level 1 - Unsuccessful (U)" level in any critical element at any point during the appraisal period, the Rating Official must contact their servicing Employee and Labor Relations office, as soon as practicable. If performance concerns are documented during a progress review, a written narrative must be provided.
      1. If it is determined that a Performance Improvement Plan (PIP) is warranted and the employee is eligible, the PIP may not extend beyond thirty (30) business days.
  5. Rating Performance

    1. Minimum Performance Appraisal Period: Employees who have been in a position for ninety (90) calendar days or more, and under a documented performance plan, should be evaluated on the plan elements and receive a Rating of Record.

      An employee must be on a signed performance plan no later than July 1 to receive a rating for the appraisal period. When required, the Rating Official should obtain the Reviewing Official's signature prior to discussing the final rating with the employee.

    2. Interim Appraisal: When determining the summary rating of record, the Rating Official must take into consideration all interim appraisal ratings obtained during the performance cycle.
    3. Preparing for Performance Closeout: Approximately 30 days prior to the end of the appraisal period, rating officials and employees should begin to prepare for the performance closeout.
    4. Employee Self-Accomplishment Narrative:
      1. Rating Officials must direct employees to submit a self-accomplishment narrative; and,
      2. Employees must submit a self-accomplishment narrative at the end of each rating period by the date established by the Rating Official.
    5. Ratings Determination:
      1. Rating Officials should seek to ensure that a disproportionate number of employees are not rated at the highest performance levels, so that "performance evaluation results ... make meaningful distinctions based on relative performance."
      2. Ratings of "Level 5 - Outstanding" must reflect performance that far exceeds the position's responsibilities at the "Level 3 - Fully Successful."

    6. Determining Element Ratings: Element ratings are based on a comparison of performance with the standards established for the appraisal period. Supervisors of record at the end of the annual appraisal period should solicit performance input from former supervisors for those employees who have changed positions or supervisors during the appraisal period. The Rating Official will assess performance on each element based on the performance standard to determine the overall element rating points in Table I.

      Table I: Critical Element Ratings
      Table I: Critical Element RatingsPoints Assigned
      Level 5: Outstanding (O)5.00
      Level 3: Fully Successful (FS)3.00
      Level 1: Unsuccessful (U)1.00
    7. Determining SummaN Rating/Rating of Record: Summary ratings are calculated based on the average of all the critical element ratings.
      1. After rating and assigning a score to each individual critical element, the Rating Official will total the points and divide that by the number of critical elements to arrive at an overall average score (up to two decimal places).
      2. The score will be converted into a summary rating score using the point values in Table II.
      3. A summary rating of "Level 1 - Unsuccessful (U)" must be assigned to any employee who is rated "Level 1 - Unsuccessful (U)" on any critical element.
        1. A summary rating of Level 1 - Unsuccessful must be reviewed and approved by a higher management official, typically the Reviewing Official, prior to issuance to the employee.

      4. All critical elements included in the performance plan must be rated.

        Table II: Summary Ratings
        Table II: Summary RatingsPoint Ranges
        Level 5: Outstanding (O)4.60 to 5.00
        Level 3: Fully Successful (FS)3.00 to 4.59
        Level 1: Unsuccessful (U)0.00 to 2.99
    8. Rating of Record/Summary Rating Narrative: Rating officials must provide a written summary rating narrative, regardless of the rating level (1, 3, or 5). The narrative should contain examples of the employee's performance that substantiate how the employee's performance falls within the levels assigned. Narratives are recorded on the performance plan.
    9. Rating of Record Discussion: The performance discussion that occurs at the end of the appraisal period should include a discussion of the employee's overall achievements with respect to each performance element, as well as the determination of the overall summary rating.
    10. Performance Closeout: Rating officials will engage employees in the process of closing out performance plans and providing employees with a signed copy of the plan within 30 days after the end of the appraisal period. Not meeting the closeout timeline may impact the payout of performance awards.
    11. Request for Reconsideration (Disagreement with Rating): There may be differences of opinion between employees and Rating Officials on performance assessments and ratings. In the event a rating is contested, the following actions must be taken:
      1. Upon issuance of the final appraisal, during the performance closeout discussion, the employee should present concerns to the Rating Official, to include but not limited to any additional documentation not previously provided in their written self-accomplishment narrative.
      2. If the matter cannot be resolved during the closeout discussion, the employee may request reconsideration.
      3. To request reconsideration, employees must submit written comments to the Rating and Reviewing Officials within three (3) business days from the date of the performance closeout discussion. Employee comments become part of the official appraisal rating of record.
      4. Employee comments must be reviewed by the Reviewing Official, in a timely manner, to determine whether these comments warrant any changes in the element rating(s) and/or summary rating of record.
      5. Reviewing Officials may elect to change the rating of record. This amended rating will be entered into the performance plan and signed by the Reviewing Official and the employee. The Reviewing Official's determination is final.
      6. Requests for reconsideration are excluded from the Administrative Grievance procedures.

  6. Non-Standard Situations:

    1. Unratable Employees: Employees are considered unratable if they did not perform on a plan for a minimum of 90 days during the performance period. Performance plans will not be extended beyond the established performance cycle period.
    2. Detail or Temporary Promotion: If an employee is detailed or temporarily assigned to another position within the Department, and the time in that position is expected to be at least ninety (90) days by the end of the performance period, the original performance plan is placed "On Hold" and the detailed supervisor will establish a new "Detail" plan. Upon completion of the detail assignment, the plan will be rated and closed. The employee's original plan will be activated, and the interim rating will be taken into consideration when determining the final rating of record.
    3. Change in Position: If an employee is reassigned to a new position during the performance year, and the employee served under a performance plan for at least 90 days in the prior position, the former Rating Official is to prepare an interim rating, communicate it to the employee and forward it to the new Rating Official for appropriate consideration in the final rating of record.
    4. Change in Rating Official: Before a Rating Official leaves or changes positions, they will provide to the new Rating Official or Reviewing Official (if no new Rating Official has been assigned), written performance feedback for each plan element, for each employee under their supervision provided the employee has been on a performance plan for a minimum of ninety (90) days.

    NOTE: Additional Non-Standard Situations and Frequently Asked Questions (FAQs) are available in the Performance Management Handbook.

  7. Recognizing and Rewarding Performance
    1. Performance awards are linked to the rating of record and are submitted and considered for approval only at the conclusion of the rating period.
    2. All performance awards are subject to funds availability. According to OPM, no employee is entitled to an award.
    3. For more information on recognizing and rewarding employee performance, please refer to the HHS Awards and Recognition Policy.

430-2-80 Appraisal Program Requirements

  1. Training Requirements:

    Supervisors and managers: All supervisors and managers must be trained in the policies and practices of Performance Management to ensure its effective administration. Training on developing performance plans, conducting progress reviews, assigning ratings, coaching, and using appraisals as a key factor in making other management decisions, will be provided to managers and supervisors.

    1. Within one (1) year of an employee's initial appointment to a supervisory position, they must be provided with training on specific topics related to performance management;
    2. Thereafter, at least every three (3) years, they must complete refresher training on topics related to performance management;
    3. Beginning the FY 2026 performance cycle, they must successfully complete the OPM Performance Management Training for Federal Supervisors Course in the HHS Learning Management System (LMS), either in accordance with the initial OPM deadline or thereafter, within ninety (90) days of appointment/onboarding or as determined by HHS OHR.

    Employees: Employees are recommended to take performance management-related training within one (1) year of being hired at HHS and at least once every three (3) years thereafter.

  2. Monitoring and Evaluating:
    1. Generally, each Component has the responsibility for monitoring, evaluating, and auditing its performance management program, including issues arising from, and connected to, performance-based awards, within the framework of these guidelines.
      1. Each component must submit certification of completion for various phases of the performance management process, as determined by OHR.
      2. Each component should monitor, evaluate, and audit its performance management program at least once every three years.
  3. Relationship to Other Personnel Actions
    1. Probationary Periods: Probationary periods provide an opportunity for supervisors to evaluate employee performance before finalizing appointments (HHS HR Policy, Probationary and Trial Periods). Progress reviews to assess performance during the probationary period are required to validate qualifications and job fitness. Generally, a probationary employee can be removed at any time during the probationary period; however, servicing Employee Relations staff must be consulted prior to initiating any performance based or adverse action, to ensure compliance with applicable federal laws and regulations.

    2. Reduction-in-Force (RIF): Ratings of record can be used to establish service credit for Competitive Service RIF (5 CFR Part 351), however, ratings of record are not required for an elimination of competitive or geographic area RIFs (aka, an abolishment RIF). For RIF purposes, the rating of record is the annual summary rating that is assigned at the end of the appraisal period that was signed, approved, and issued to the employee by an appropriate management official or a rating of record assigned following completion of a performance improvement period. HHS employees receive extra retention service credit for performance based on the average of their last three (3) most recent performance ratings of record, during the four (4) year period.

      A Rating Official may not assign an employee a new rating of record for the sole purpose of affecting their retention standing. Ratings of record that were due before the date of specific RIF notices but were not officially approved and placed on record until on or after the date of the specific notices, will not be used to determine additional service credit (HHS Instruction, 351-1 Reduction in Force, and 5 CFR Part 351).

430-2-90 References

  1. Performance Appraisal, 5 U.S.C. Chapter 43; Performance Management, 5 CFR Par t430
  2. Unacceptable Performance, 5 U.S.C. 4303; 4305; 5 CFR Part 432.104
  3. Awards, 5 U.S.C. Chapter 45; 5 CFR Part 451
  4. Within-Grade Increases 5 U.S.C. 5335; 5304 and 5 CFR Part 531, Subpart D;
  5. Quality Step Increases 5 U.S.C. 5336 and 5 CFR Part 531, Subpart E;
  6. Reduction-in-Force 5 U.S.C. 3502 and 5 CFR 351.504; HHS Instruction, 351-1 Reduction in Force
  7. Employee Performance Records 5 U.S.C. 552a and 5 CFR 293.404 and 5 CFR 293.405;
  8. Unacceptable Performance, 5 U.S.C. 4303, 4305; 5 CFR 432;
  9. Special Consultants, HHS Instruction 42-1: Appointment of 42 USC § 209(f);
  10. Service Fellows, HHS Instruction 42-2: Appointment of 42 USC § 209(g);
  11. Employee Performance Records, 5 U.S.C. 552a; 5 CFR Part 293, Subpart D;
  12. OPM Memorandum, Performance Management for Federal Employees, June 17, 2025;
  13. OPM Memorandum, Guidance on Awards for Federal Employees, August 11, 2025;
  14. All applicable Collective Bargaining Agreements.

430-2-100 Documentation and Accountability

  1. All final performance ratings must be entered into the identified HHS HR Information System each year, no later than 90 days after the end of the performance cycle or as determined by HHS OHR.
  2. All final performance plans should be uploaded into the employees' eOPF each year, after the end of the performance cycle.
  3. Performance records must be retained for four (4) years, under 5 C.F.R. § 293.404 and transferred with the employee's Official Personnel File when the employee transfers to a new organization in HHS or to another department.
    1. Performance ratings of record, including the performance plans on which they are based, shall be retained for four (4) years;
      1. Supporting documents shall be retained for up to four (4) years.
    2. When a rating official changes, the current performance plan and any progress reviews or documented accomplishments must be transferred to the new rating official to ensure continuity in performance management.
    3. Performance records superseded (e.g., through an administrative or judicial procedure) and performance-related records pertaining to a former employee (except as prescribed in § 293.405(a)) shall be retained for a minimum of two (2) years.
    4. Notices of proposed demotion or removal issued but not executed, and all related documents, pursuant to 5 U.S.C. § 4303(d) must be destroyed after the employee completes one year of acceptable performance from the date of the written advance notice of the proposed removal or reduction in grade notice.
    5. Except where prohibited by law, retention of automated records longer than the maximum prescribed here is permitted for purposes of statistical analysis so long as the data are not used in any action affecting the employee when the manual record has been or should have been destroyed.
    6. Records involved in litigation and grievance processes may be destroyed only after official notification is received from OPM, Department of Justice, courts, the Office of the General Counsel, etc. that the matter has been fully litigated, or resolved, and closed.
  4. The retention, maintenance, accessibility, and disposal of performance records, as well as supervisors' copies of performance records, will be in accordance with federal record retention requirements and this policy.
  5. HHS OHR will conduct periodic accountability reviews to analyze compliance with this Instruction, HHS and OPM policy and guidance and all applicable federal laws and regulations.

/s/
Thomas J. Nagy, Jr., MLER
Deputy Assistant Secretary for Human Resources 
Chief Human Capital Officer

Appendix A Performance Management Appraisal Program (PMAP) Handbook - (under review)

Footnotes

1 For FY 2026, the appraisal period will begin January1, 2026, and end September 30, 2026, to transition to the fiscal year cycle.

2 For FY2026 transition to a fiscal year cycle, January: Establishment; 1st Progress Review: March; 2nd Progress Review/Mid-Year: May; 3rd Progress Review: July; and Closeout: September/October.

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