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Scenario One:
Picture it, Norfolk 2011. Ms. Fresh Meat entered the second year as a civil servant; it was still a new experience. Young lady in mid-thirties young lady with a zest as if she was still in the military. She comes to work with an assertiveness of let do it and how can we do it better outlook. What she did not know is that Ms. Get Off Early had a different plan on how labor should be conducted. In her world all work must be completed before lunch and definitely before 3pm every day; time must be allotted for socializing, internet shopping but not responsibilities in her position description. It was a bad Picasso in the making to our supervisor, however Ms. Get Off Early did not want to increase her workload nor expand her responsibilities. In fact, she believed that her ten years in civil service as an Information Technology Security specialist (OPM.gov) and past work performance outshined Ms. Fresh Meat along with her other team mates. What was a slight problem was beginning to form into a major one for the supervisor. For example, tasking order deadlines, monthly reports, and security patch statuses were not making compliance dates. Also, snide comments about team mates to other workers in the office materialize. Besides, the supervisor had an abundance of verbal counsel sessions with to discuss her workload, attendance issues, and attitude. Fast forward, Norfolk 2012: Ms. Get Off Early did improve her work standards, minimized her water cooler talk, and does not call out very often.
Alternate Solution: The supervisor should have notified her of the unacceptable performance prior to it affecting others. The OPM web site states, “At any time during an appraisal cycle that an employee’s performance is determined to be unacceptable” local procedures should be initiated. It was unclear why the supervisor did not take action in the

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