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August 2001. Position Management: Alive and Well in the 21st Century. Workforce Compensation And Performance Service. Theodore Roosevelt Building  1900 E Street, NW  Washington, DC 20415-8330. Classification Programs Division. Background -- The Turbulent ‘70’s and ‘80’s

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Position management alive and well in the 21st century l.jpg

August 2001

Position Management: Alive and Well in the 21st Century

Workforce Compensation

And Performance Service

Theodore Roosevelt Building  1900 E Street, NW  Washington, DC 20415-8330

Classification Programs Division


Overview l.jpg

Background -- The Turbulent ‘70’s and ‘80’s

What’s Happening Today?

Position Management -- What is It?

“Who’s REALLY on First?”

Some “Do’s” and “Don’ts”

Questions? & Answers!

Overview

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Background the turbulent 70 s and 80 s l.jpg

“Grade Creep”

Grade Controls (GS-13-15)

Ceiling Controls

CSC/OPM, OMB, and GAO Involvement

Background: The Turbulent ‘70’s and ‘80’s

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


What s happening today l.jpg

OMB Bulletin 01-07 of May 8, 2001

Directed that plans include budgetary and performance considerations

Intent:

Flatten the Federal hierarchy

Reduce layers

Redistribute higher-level positions to front-line service-delivery positions

Deadline: June 29, 2001

What’s Happening Today?

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Position management what is it l.jpg

Common Sense, Systematic Approach

Interrelated Management Actions in Organizing Work

Convert an Organization’s Mission(s) into the Following Elements:

Position Management: What is it?

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Position management what is it cont d l.jpg

Major Tasks

Organizational Elements

Subtasks and Sub-elements

Duties of Individual Positions

Position Management: What is it? (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Position management what is it cont d7 l.jpg

Components of Position Management

Organization design

Position design

Position classification

System constraints (e.g., $$’s + or -)

Position Management: What Is It? (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Position management what is it cont d8 l.jpg

The Goal: OPTIMAL BALANCE Among:

Mission needs

Economy and efficiency

Employee motivation and incentives

Position Management: What is it? (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Who s really on first l.jpg

HRO’s Consultant Role

Advice on position design

Advice on organization design

Advice on HR issues

Management’s Role

Decision-making

Ownership

“Who’s REALLY on First?”

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Some do s and don ts l.jpg

Do:

Consider the organization’s mission

Assign responsibility to line managers at appropriate levels

Determine the “right” span of control

Use team leaders when/if practical

Some “Do’s” and “Don’ts”

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Some do s and don ts cont d l.jpg

Do (cont’d):

Establish temporary special project offices, if new work is short-term

Disestablish such offices when mission is accomplished

Group like functions together (avoid redundancy)

Design structures at lowest practical grade levels to meet missions needs

Some “Do’s” and “Don’ts” (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Some do s and don ts cont d12 l.jpg

Do (cont’d):

Balance skill and knowledge levels needed accordingly

Use temporary, part-time, details, and/or contractors when practical

Use the most effective work processes, equipment, procedures, methods, and techniques

Review vacancies to ensure need prior to filling

Some “Do’s” and “Don’ts” (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Some do s and don ts cont d13 l.jpg

Do (cont’d):

Periodically review all organizational structures and positions to ensure optimal balance

Group and concentrate higher level duties in as few positions as practical

Establish and use career ladders

Some “Do’s” and “Don’ts” (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Some do s and don ts cont d14 l.jpg

Don’t:

Establish highest POSSIBLE grade structure

“Spread higher level duties too thin”

Create excessive layers of management (including deputies, assistants to, special assistants)

Some “Do’s” and “Don’ts” (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Some do s and don ts cont d15 l.jpg

Don’t: (cont’d):

Use outdated technology, work methods, policies, and procedures

Fragment the organization

Some “Do’s” and “Don’ts” (cont’d.)

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


Questions answers l.jpg

Winford Hooker

[email protected]

202-606-2950

Questions? & Answers

Workforce Compensation

And Performance Service

Classification Programs Division

August 2001


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