U.S. Intelligence Community Performance Standards

Office of the Director of National Intelligence IC Performance Standards

  • Version 1
  • April 23, 2009


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.

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