Department of Commerce Demonstration Project Training for Managers
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Transcript Department of Commerce Demonstration Project Training for Managers
Department of Commerce
Demonstration Project
Training
for Managers
2006
INTRODUCTION
Objectives
Increase efficiency of personnel system
Strengthen manager’s role
Improve ability to hire, motivate and
retain staff
Emphasize pay for performance
System Attributes
Simplified/Understandable
Flexible
Delegated Decision-making
Performance Enhancing
Partnership Based
Budget Discipline
Fair & Equitable
Employees Covered
Covered
GS
GM
ST3104 (appraisal, awards, RIF only)
Excluded
WG
SES
Administration of the
Project
Office of Personnel Management
Final Approval of Demo Project Plan
Final Approval of Major Plan Changes
Final Approval of Implementation
Regulations
Annual Evaluations
Reports to Congress
NOAA DEMO PROJECT
STEERING COMMITTEE
Members include Deputy Assistant
Administrators for each NOAA Participating
Operating Unit
Evaluate, propose, review and provide
comments or recommendations on policies,
procedures and system changes
Oversee implementation of Demo policies,
procedures, position classification proposals, or
automated system changes
Oversee NOAA-wide training activities
Administration of the
Project
Department Personnel Management Board (DPMB)
Members include DOC/Operating Unit Top
Management
DOC Approval Authority for Project Plan
DOC Approval Authority for Project Plan Change
DOC Approval Authority for Implementing
Regulations
Sets Project Policies
Administration of the
Project
DPMB (continued)
Delegates Authorities to Operating
Personnel Management Boards (OPMBs)
Authorizes Exceptions to Policies
Establishes Project Training Plans
Facilities Project Evaluation
Administration of the
Project
Operating Personnel Management Board (OPMB)
Established for Each Line Operating Unit
(OAR, NMFS, NESDIS & PPI)
Membership includes Operating Unit top
management
Establishes Operating Unit guidelines within
delegated authorities
Delegates authorities to Operating Unit managers
Administration of the
Project
OPMB (continued)
Oversees training of Operating Unit
Management
Requests exceptions to policies to DPMB
Facilitates project evaluation
POSITION
CLASSIFICATION
Classification Objectives
Simplify classification process
Increase management authority,
accountability and flexibility
CLASSIFICATION
CURRENT
One Pay Schedule (GS for all
White Collar Occupations)
DEMO
4 Pay Schedules: “Career
Paths”
- Scientific & Engineering (ZP)
- Technical (ZT)
- Administrative (ZA)
- Support (ZS)
15 Grade Levels, each with
10 steps
5 “Pay Bands” with Range
of Salaries. No Steps
100’s of OPM Classification
Standards & Individualized
PDs.
Limited Number of DOC
developed standards
CAREER PATHS &
BROAD PAY BANDS
Career Paths
Scientific &
Engineering ZP
Pay Bands
II
III
I
Scientific &
Engineering
Technician ZT
I
Administrative
ZA
II
III
I
Support
ZS
I
II
Corresponding
GS Grade
1 2
3 4
II
III
IV
IV
III
IV
V
V
IV
V
V
5 6 7 8 9 10 11 12 13 14
15
Career Path Definitions
Scientific/
Engineering
(ZP)
Two-grade interval professional technical positions in the
physical, engineering, biological, mathematical, computer
and social sciences; and student positions for training in
these disciplines.
One-grade interval nonprofessional technical positions that
Scientific/
support scientific and engineering activities through the
Engineering
application of various skills and techniques in the electrical,
Technician
mechanical, physical science, biology, mathematics, and
computer fields; and student positions for training in these
(ZT)
skills.
Career Path Definitions
Administrative
(ZA)
Support
(ZS)
Two-grade interval positions in such administrative and
managerial fields as finance, procurement, personnel,
librarianship, public information, and program
management and analysis; and student positions for
training in these fields.
One-grade interval positions that provide administrative
support through the application of typing, clerical,
secretarial, assistant, and similar knowledge and skills;
positions that provide specialized facilities support, such
as guard and fire fighter; and student positions for
training in these skills.
Purpose of Classification
To categorize positions by:
Career Path
Occupational Series
Pay Band
Title
Classification Principles
Provide classification equity
Support the mission
Consider the whole job
Support “Pay-for-Performance”
Features of Pay
Banding
Fewer, broader and simpler standards
More understandable classification
Shorter position descriptions
Fewer classification decisions
Features of Pay Banding
(continued)
Complements
pay for performance
More flexible entry pay
Better link to career stages
Features of Pay Banding
(continued)
Less documentation
Easier to automate
Facilitates delegation to line
managers
Features of Career Paths
Similar treatment for similar
occupations
Broader and simpler classification
standards
Focus on agency-specific work
Classification System
Automated Classification System
(http://hr.ohrm.doc.gov/acs/login.asp)
User system
Validation system
Storage system
Automated Classification
System
Supervisors are the authorized users of the
system
Supervisors classify positions, as they create
position descriptions, through menu-driven
system
The ACS system stores created position
descriptions and from this database a position
description may be reviewed, copied, revised
and printed
Classification Logic
Principal Objective
Career Path
Series
Pay Band
Title
P D Components
Principle objective
Level designation
Specialty descriptors
Key phrases
Supervisory/Lead designation
Special qualifications
STAFFING
STAFFING
MERIT SYSTEMS PRINCPLES
Staffing of all positions must be accomplished
within merit systems principles
PRIORITY CONSIDERATION
PROGRAMS
CTAP – DOC program designed to assist displaced
(RIF’d) employees in finding jobs before they
are separated from DOC.
ICTAP – Government –wide program designed to
assist displaced employee find federal jobs.
RPL – A computerized database of separated
(RIF’d) DOC employees who must receive
priority consideration for positions before an
offer of employment can be made to a non-status
or non-agency applicant.
Staffing Options
Merit Assignment Program (MAP)
Delegated Examining (DE)
Merit Assignment Program
Staffing Program Designed to Recruit
from Sources Inside Government
– Vacancy announcement
– Open to current/previous Federal employees
and special appointment authority
candidates
– Subject to Career Transition Assistance
Program (CTAP/ICTAP)
– Veteran’s preference does not apply
– Select from best qualified applicants
Delegated Examining
Staffing program designed to recruit from
sources outside government
– Vacancy announcement
– Open to all qualified candidates
– Subject to Career Transition Assistance Program
(CTAP/ICTAP)
– Veteran’s preference applies
– Paid advertising may be used
– Select from top 3 available applicants
Other Options to Fill
Vacancies
Reassignment
Transfer
Reinstatement
Details
Temporary Appointment
Term Appointment
Temporary Promotion
Realignment
Special Hiring Programs
Special Hiring Programs
Outstanding Scholar (3.5 GPA)
VRA (Veteran’s Recruitment Authority)
Handicapped
IPA (Inter-Governmental Personnel Act)
30% Disabled Veterans
Student Employment Program
Probationary Period
Appointments of new Federal
employees into research and
development positions within the ZP
career path are subject to a three-year
probationary period
Appointment of new Federal
employees into non-research ZP
positions and all ZT, ZA, and ZS
positions are subject to a one-year
probation period.
REDUCTION IN FORCE
Reduction in Force
System
Follows all current RIF laws & regulations
Displacement limited to one band below
present level
Preserve retained pay and retained band
Augmented service credit based on score
Competitive area is career path commuting
area
Employs the use of RIF panels
RIF SYSTEM (continued)
Current
Demo
Displacement limited to three
grade levels
Displacement limited to current
pay band and one pay band
below
Competitive area; all
positions within organization
at geographic location
Competitive Area is all positions
in a career path in organization
within commuting area
Retained Grade & Retained
Pay
Preserve Retained Pay; Retained
Band
Augmented service credit
based on performance rating
Augmented service credit based
on score
Reduction in Force Credit
For Each pay pool:
- scores in top 30%
receive 10 years service credit
- scores below top 30% receive
5 years service credit
Applies to last 3 ratings during 4 -year
period for possible total of 30 years credit
Reduction-in-Force
Process
Human Resource Advisors
Determine release from competitive level
Conducts Qualifications Analysis
Identifies positions for referral to RIF
subpanel(s)
Convenes RIF subpanel(s)
RIF (continued)
RIF Subpanel
Reviews positions for possible bump
Refers possible positions to RIF Assignment
Panel (RAP)
Comprised of two subject matter specialists
appointed by Chair-RAP
HRA Serves as Technical Advisor &
Executive Secretary
RIF Assignment Panel
(RAP)
Reviews positions referred by RIF Subpanel for
possible bump
Requests additional info from organization
Makes final recommendations to servicing HR
Manager
Chaired by OPMB Chair
Top managers of organization participate as
members of RAP
HRA Serves as Technical Advisor & Executive
Secretary
Reduction-in-Force
Servicing HR Manager
Receives & reviews recommendations from
RAP
Discusses recommendations with RAP
Makes final decision on the action
PAY ADMINISTRATION
Pay Issues
Locality pay is included in the Base Rate
Special Rates expand the pay band but
only for those occupations covered
Pay Setting
New Appointments
Conversion Actions
Competitive Reassignments
Promotions (at least 6%)
Change to Lower Band
Change to Lower Interval
Pay Ceilings
Basic Pay for non-supervisory position maximum rate of Interval 3
Basic Pay for supervisory position maximum rate of Interval 5
Setting pay for New Hires
Pay for new hires can be set anywhere
within the pay band except for intervals 4
and 5
Salary offers can be negotiated
Recruitment bonus can be offered to
scientific, engineering and other hard to
fill positions
Special salary rates expand the pay band
Things to Consider when
setting pay for a new hire
Qualifications of applicant and level of experience
Competitive salaries offered for similar positions
Comparison of salaries of existing staff
Expected learning curve & training requirements
Budget Issues in the organizations
Negotiation of salaries
Pay progression
ACI – Annual comparability increase
Eligibility for Performance increase – June 4th
Pay Setting Promotions
& Reassignments
Pay may be set anywhere at any level in the
new band
Promotions must receive a minimum of a
6% increase
Competitive movement from one position to
another within the same career path and pay
band
No in band promotions
Recruitment Bonus
Criteria
Special Qualifications for hard to fill positions
High turnover rate
Relocation/Dislocation issues
May not exceed 25% of base salary
Paid in lump sum or incrementally
Service Agreement required
Salary comparability and salary offer issues
Retention Bonus Criteria
Highly qualified employee leaving federal
service
OPMB approval required
Emerging Technology
May not exceed 25% of base salary
Special qualifications
Service Agreement required
Relocation Bonus
Criteria
May be paid when, in the absence of the bonus, it
will be difficult to fill a position.
Must be justified in writing.
A relocation bonus is calculated as a percentage of
the employee's rate of basic pay (may not exceed
25% of basic pay) and paid as a lump sum.
Before being paid a relocation bonus, the
employee must establish a residence in the new
commuting area.
Service Agreement required.
Supervisory Pay Criteria
Must be classified as supervisor
Up to 6% beyond top of pay band
Salaries for new supervisors are not set in intervals
4 and 5
Movement through intervals 4 and 5 must be
earned through annual performance increases
Supervisory pay is terminated if you leave a
supervisory position
PERFORMANCE
MANAGEMENT
What is Performance
Management ?
Planning work
Monitoring work effort
Developing employees
Appraising employees
Rewarding employees
System Overview
Two-level Rating System
- Eligible
- Unsatisfactory
Pay for Performance System
- Performance Pay Increase
- Bonuses
- Annual Comparability Increase
PAY FOR PERFORMANCE
Performance Pay Increases & Bonuses:
Current
Demo
–
General Increases
(Annual Comparability Increase)
Continue
–
–
–
WGI/Step Increase
QSI
Inband Promotion
Incentive Pay Pool
- Salary Increases
–
Special Act or Service Award
Bonus Pool
Rating Official
Defines critical elements
Assigns weight to each critical element
Establishes supplemental standards
Conducts progress review
Conducts performance review meeting
Submits tentative rating
Conducts final appraisal
Pay Pool Manager
Controls the pay pool
Renders final decisions on scores,
ratings, and performance pay
increases/bonuses
Reviewing Official
Who:
– Person at an organizational level above Pay
Pool Manager
Responsibilities:
– Review of performance decisions when Pay
Pool Manager and Rating Official are the
same person
Pay Pool
Organizational level where one or
more employees within same career
path are combined for performance
decisions
– Rating
– Score
– Performance Pay Increase
– Bonus
Rating Eligibility
An Employee is Ratable An Employee is NOT
if:
Ratable if:
Occupies a covered position as
of Sept 30 AND
Does not meet conditions
stated as Ratable
Has worked at least 120 days
in one or more covered
positions
Employee has been placed
on a Performance
Improvement Plan (PIP)
Performance Pay Increase
Ineligibility
Employee with other than an “Eligible” rating
Employees on a Performance Improvement
Plan
ST 3104 appointees
Faculty appointees
Temporary Student appointees
Employees who are salary capped
Employees on retained pay
NOTE: Employees on retained pay band are
eligible for a pay increase
Performance Improvement
Plan (PIP)
Discussion of deficiencies
Must be in writing
Reasonable opportunity to improve
Steps supervisor will take to assist
Consequences of failure to improve
Concurrence from Servicing HR Office
and OGC
Bonus Ineligibility
Employees with other than an “Eligible”
Rating *
Employees on a Performance
Improvement Plan
Faculty Appointees
Temporary Student Appointees
* NOTE: Employees are eligible if they have a
Department of Commerce rating equivalent to Fully
Successful or better in the last 13 months
Temporary Promotions
If an employee has been on a
temporary promotion for at least 120
days, employee is rated on
temporary position
Plan Development
Remains the Same
– Determination of critical elements
– Assignment of weights
– Development of criteria for evaluation
Differences
– Pay Pool manager signs plan
– Benchmark Performance Standards
Element point ranges are used
Performance Elements
All elements are critical
Minimum of two
Maximum of six
Assign weight based upon importance
and/or time required
Total weight must equal 100
Performance Plan Checklist
Are elements directly related to duties?
Are elements properly weighted to duties?
Are major activities directly related to
elements?
Are supplemental standards included as
appropriate?
Are elements/activities/standards clearly
described?
Evaluation Criteria
Benchmark performance standards
Supplemental standards
Progress Review
Require one review midway through cycle
Discuss progress
Identify strengths
Identify needed improvements
Provide guidance
Determine if plan needs to be changed
Performance Plan
Modifications
Modification
Requires Pay Pool
Manager/Reviewing Official
Signature
Performance Meetings
Performance review
– Employee must provide accomplishments to
supervisor in writing
– Supervisor/Employee discuss accomplishments
– No rating discussed at this meeting
– Supervisor & Pay Pool Manager discuss ratings
Evaluation feedback
– Present final rating
– Provide payout information
Evaluation Process
Rating Official (RO)
RO scores employees by peer group according
to performance using the Element Point
Ranges and Performance Standards
Submits rating, score, payout and bonus
recommendations to Pay Pool Manager (PM)
through any intervening higher level
supervisor(s)
Discusses ratings with Pay Pool Manager
Performance Ratings
and Indicators
Eligible
“E”, covers total scores ranging
from 40 to 100
Unsatisfactory
“U”, failure to meet the minimum
requirements of any element
Not Ratable
“N”, employee not eligible to
receive an appraisal
Pending
“P”, final rating pending results
of PIP
PAYOUT RULES
Highest scored employee receives highest
relative percentage payout
Tied scores may not receive same relative
payout
Lower scored employee cannot receive
greater relative percentage payout
INTERLEAVING SCORES
Pay Pool Manager
Rating Official #1
NAME
SCORE
COLETTE
ELLEN
CATHY
BRUCE
DENNIS
92
90
85
75
70
NAME
LYNN
COLETTE
ELLEN
CATHY
HENRY
BRUCE
DENNIS
MICHAEL
SUSAN
JOHN
SCORE
95
92
90
85
85
75
70
70
67
50
Rating Official #2
NAME
SCORE
LYNN
HENRY
MICHAEL
SUSAN
JOHN
95
85
70
67
50
Sample Pay Pool
Total Pool: 21,000
Name
Lynn
Colette
Ellen
Cathy
Henry
Bruce
Dennis
Mike
Susan
John
CP: ZP
Pool Amount Used: 20,630
Score
Salary
Percent
Range% Recd % of% Inc
95
92
90
85
85
75
70
70
67
50
46237
50278
37625
43380
37018
40301
53194
81914
47906
34423
0 - 12
0 - 07
0 - 15
0 - 12
0 - 15
0 - 15
0 - 10
0 - 04
0 - 10
0 - 15
7.2
4.2
9.0
6.0
7.0
6.0
3.0
2.0
5.0
0.0
60.0
60.0
60.0
50.0
46.6
40.0
30.0
50.0*
50.0*
00.0
3329
2112
3386
2602
2591
2418
1596
1638
958
0000
New
Sal.
49566
52210
41011
45982
39609
42719
54789
83552
48864
34423
Excess
180
*The % of % received is LARGER than a higher scored employee! Please fix it.
Actions Based On Poor
Performance
Unsatisfactory performance
–
–
–
–
–
Removal
Reduction in pay band/interval
Reassignment
Loss of comparability increase
Loss of consideration for performance pay
increase/bonus
Grievance Rights
Grievable
– Performance Score
– Rating
– Pay Increase
Not Grievable
– Performance Plan
– Bonus Decisions
Grievance Procedures
15 calendar days for employees to file a request
for reconsideration (informal grievance)
15 calendar days for management to formally
respond to informal grievance
10 calendar days for employee to file formal
grievance
90 calendar days for management to respond to
formal grievance
ADDITIONAL INFORMATION
For further information or questions, please
contact:
• Your Servicing Human Resources Office
• Line Office Systems Administrator
Additional resources are available at:
www.ohrm.os.doc.gov/Demo
www.wfm.noaa.gov