Anonymous wrote:An IDP is about your development and that doesn't really seem to be what you are talking about here. It seems like your Performance Work Plan is the better place to handle this. And it should spell out very clearly to what level you are responsible for the various items and what the difference between meets and exceeds is.

Thanks for the input. The problem is, my supervisor doesn't do performance work plans. It is all rolled into (kind of) the IDP.

An IDP is about your development and that doesn't really seem to be what you are talking about here. It seems like your Performance Work Plan is the better place to handle this. And it should spell out very clearly to what level you are responsible for the various items and what the difference between meets and exceeds is.

I am a fed worker. For the past 3 yrs in this position, my IDP and those of my teammates have been very superficial and more of a "checking the box" exercise with my supervisor. This year she is taking it more seriously, and I think that is a good thing! As a result, I now need to write IDP goals, etc. for this year.

This year, our team has been massively reorganized. We lost a few staff members and as a result the work was re-distributed. The person most impacted by this reorganization on the team has been me. I have been assigned significantly more duties / projects / responsibilities than before and than anyone else on the team. Basically, I have my previous portfolio (which was definitely enough for a full time position and equivalent to that of all my colleagues) and now I have been assigned 50% of someone else's portfolio on top of it. My supervisor recognizes that this is not a long-term solution. She has told me to essentially take a passive role for the new additions to my portfolio (passive and zen are the exact words she used). I am to serve as a "caretaker" until we can hire more staff and assign this to them.

The problem is, my supervisor is not in charge of the hiring and her supervisor does not think we need additional people on the team. So I don't see this "caretaker" role ending anytime soon. And, in my meeting yesterday with my supervisor, she seemed to forget that I was supposed to take a passive approach this portfolio and started talking about all sorts of new initiatives and activities I could undertake. I gently reminded her that I really wouldn't have time, given all of my other responsibilities, to do it all.
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So, wise folks, any suggestions on how to handle this in the IDP? I think I should have some acknowledgement that I am taking on more than a typical workload. I also worry that the quality of my work may suffer some, given how thin I will be spread. I want to make sure that my ratings are not impacted negatively as a result.