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IMPLEMENTATION OF THE LEAN SIX SIGMA EXPEDITED RECRUITMENT PROCESS JULY 2008

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IMPLEMENTATION OF THE LEAN SIX SIGMA EXPEDITED RECRUITMENT PROCESS JULY 2008

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    1. 6/6/2012 1

    2. 6/6/2012 2 The beginning of this Lean Six Sigma process was focused on the very large number of canceled actions. The initial goal was to see if there was a way to reduce the number of canceled actions, as they represented wasted time, energy, and resources. From that beginning focus the whole of the recruitment process was examined, value stream analysis conducted, the process flow charted, and areas identified for change. One of the Lean concepts is that what ever process you are examining should be based on pull principles. Pull principles essentially say that you don’t do anything until you have a need to fill. In a manufacturing environment this idea of a lean/pull organization eliminates such things as inventory and replaces it with just in time inventory, it eliminates stockpiling goods and substitutes a flexible production line that can move quickly from producing one type of output, to another when there is a specific need. In the HR environment we are fortunate that we already have what is in essence a pull environment, we act upon a request for personnel action. Since we are already in a pull environment, the next step is to determine what in the process can be eliminated as non-value added. How can we impact the process to make sure that the work we do will result in a person being hired. What can we do to reduce the number of cancellations so as to not waste effort and resources. What can be done to eliminate re-work because there was a mis-understanding between what management wanted and what the HR Specialist understood. Those are the things that Lean Six Sigma sought to impact.The beginning of this Lean Six Sigma process was focused on the very large number of canceled actions. The initial goal was to see if there was a way to reduce the number of canceled actions, as they represented wasted time, energy, and resources. From that beginning focus the whole of the recruitment process was examined, value stream analysis conducted, the process flow charted, and areas identified for change. One of the Lean concepts is that what ever process you are examining should be based on pull principles. Pull principles essentially say that you don’t do anything until you have a need to fill. In a manufacturing environment this idea of a lean/pull organization eliminates such things as inventory and replaces it with just in time inventory, it eliminates stockpiling goods and substitutes a flexible production line that can move quickly from producing one type of output, to another when there is a specific need. In the HR environment we are fortunate that we already have what is in essence a pull environment, we act upon a request for personnel action. Since we are already in a pull environment, the next step is to determine what in the process can be eliminated as non-value added. How can we impact the process to make sure that the work we do will result in a person being hired. What can we do to reduce the number of cancellations so as to not waste effort and resources. What can be done to eliminate re-work because there was a mis-understanding between what management wanted and what the HR Specialist understood. Those are the things that Lean Six Sigma sought to impact.

    3. 6/6/2012 3 The Lean Six Sigma project was never about making it easier for HR Specialists. It is about leaning out the process, eliminating non-value added steps, and moving toward a multi-functional environment. It is about helping managers fulfill their personnel management responsibilities, without the pain of trying to fill out a gatekeeper. It is about eliminating contradictory information in the RPA as opposed to the gatekeeper. It is about generating a better feel for the organizations you as the HR Specialist service, thereby becoming better equipped to assist the manager in achieving their goals. It is about developing a culture of communication, keeping a free flow of information between the manager and the HR Specialist to assure a complete common understanding.The Lean Six Sigma project was never about making it easier for HR Specialists. It is about leaning out the process, eliminating non-value added steps, and moving toward a multi-functional environment. It is about helping managers fulfill their personnel management responsibilities, without the pain of trying to fill out a gatekeeper. It is about eliminating contradictory information in the RPA as opposed to the gatekeeper. It is about generating a better feel for the organizations you as the HR Specialist service, thereby becoming better equipped to assist the manager in achieving their goals. It is about developing a culture of communication, keeping a free flow of information between the manager and the HR Specialist to assure a complete common understanding.

    4. 6/6/2012 4 From early on in the test, these goals became apparent. For a number of reasons, the HR community has been suffering from negative perceptions of how we support managers. We have been accused of making manager’s do HR’s work. We have been accused with pushing timeliness, and ignoring quality of candidates. We have been accused of a lot of things that are simply not true. But the perception is there and so we need to take action to better educate managers on the process so that we have a shared understanding of what we can do to support management’s mission. Complete and specific communication is key.From early on in the test, these goals became apparent. For a number of reasons, the HR community has been suffering from negative perceptions of how we support managers. We have been accused of making manager’s do HR’s work. We have been accused with pushing timeliness, and ignoring quality of candidates. We have been accused of a lot of things that are simply not true. But the perception is there and so we need to take action to better educate managers on the process so that we have a shared understanding of what we can do to support management’s mission. Complete and specific communication is key.

    5. 6/6/2012 5 This chart summarizes the process, with the individual elements. We will discuss in the following slides in more detail each of these elements and how or if they have changed from the former process.

    6. 6/6/2012 6 This slide is relatively self explanatory. Of course we need to train. But not only do we need to train everyone in staffing and classification, but we also have to give everyone the opportunity to actually DO the work they have just been trained on. Classifiers and Staffers meeting together with the manager in the RPA Discussion which will also assist with the classifier becoming more conversant with staffing, and the staffer becoming more conversant with classification. Over time, we have seen at the test sites an improvement, but it has and will take time. In a period of increased workload, we are especially sensitive to the timeliness issue. But despite that concern, we need to move out on implementing the process so that the long term benefits can become short term gains. Center to the whole process is the engagement of management. The RPA discussion engages them in detail from the beginning, increases understanding to both parties, and can be a motivational factor in assisting managers to accomplish the selection process quickly. If used fully, it can provide managers with a framework for selection that is better organized and time guided. There are fewer classifiers than staffers across the regions. It is simple math that if you take a finite number of spaces and instead of dividing 66 organizations among 3 classifiers, or 22 organizations apiece, and those 66 organizations among 6 staffers or 11 organizations a piece. When we reach full multi-functional mission capability we take those 66 organizations and divide them among 9 HR Specialists, and the individual assignment is now 7.33 a piece. So classifiers went from 22 to 7.33 and staffers went from 11 to 7.33. In each case there are fewer organizations to learn, fewer managers to contact, and the organizational load on the HR Specialist has been diminished.This slide is relatively self explanatory. Of course we need to train. But not only do we need to train everyone in staffing and classification, but we also have to give everyone the opportunity to actually DO the work they have just been trained on. Classifiers and Staffers meeting together with the manager in the RPA Discussion which will also assist with the classifier becoming more conversant with staffing, and the staffer becoming more conversant with classification. Over time, we have seen at the test sites an improvement, but it has and will take time. In a period of increased workload, we are especially sensitive to the timeliness issue. But despite that concern, we need to move out on implementing the process so that the long term benefits can become short term gains. Center to the whole process is the engagement of management. The RPA discussion engages them in detail from the beginning, increases understanding to both parties, and can be a motivational factor in assisting managers to accomplish the selection process quickly. If used fully, it can provide managers with a framework for selection that is better organized and time guided. There are fewer classifiers than staffers across the regions. It is simple math that if you take a finite number of spaces and instead of dividing 66 organizations among 3 classifiers, or 22 organizations apiece, and those 66 organizations among 6 staffers or 11 organizations a piece. When we reach full multi-functional mission capability we take those 66 organizations and divide them among 9 HR Specialists, and the individual assignment is now 7.33 a piece. So classifiers went from 22 to 7.33 and staffers went from 11 to 7.33. In each case there are fewer organizations to learn, fewer managers to contact, and the organizational load on the HR Specialist has been diminished.

    7. 6/6/2012 7 Unfortunately, we don’t have a base line to compare these results to. For the rest of the Army, under consideration is a survey vehicle to set a base line and then see what impact the new process has had.Unfortunately, we don’t have a base line to compare these results to. For the rest of the Army, under consideration is a survey vehicle to set a base line and then see what impact the new process has had.

    8. 6/6/2012 8 This slide provides comments that were given by manager’s at the conclusion of the initial test period.This slide provides comments that were given by manager’s at the conclusion of the initial test period.

    9. 6/6/2012 9 The next two slides provide a perspective from the view point of the HR Leadership toward the end of the test. These are not scientifically verified, but are strictly observation. The learning curve statement makes sense, since those coming into the regional environment were full blown classifiers and staffers. While over the intervening 10+ years we have lost a lot of the old Civilian Personnel Office expertise and have a majority of the current staff that have known only the decentralized environment. When I look at the statement about staffers who have no classification background, to me that is a challenge to all staffers. Go out and prove the leadership observation wrong!The next two slides provide a perspective from the view point of the HR Leadership toward the end of the test. These are not scientifically verified, but are strictly observation. The learning curve statement makes sense, since those coming into the regional environment were full blown classifiers and staffers. While over the intervening 10+ years we have lost a lot of the old Civilian Personnel Office expertise and have a majority of the current staff that have known only the decentralized environment. When I look at the statement about staffers who have no classification background, to me that is a challenge to all staffers. Go out and prove the leadership observation wrong!

    10. 6/6/2012 10 Those that are coming from a CPAC environment have at least been exposed to both classification and staffing, not to the depth of a centralized classifier or staffer, but they have been exposed AND they have a more complete understanding of the organization and its mission. We know that individuals learn in different ways. We also understand that some of the best learning is done hands on. Classroom training can only go so far, individuals need the opportunity to actually classify a real job, to actually build a real position, to actually use the Vacancy Announcement Builder (VAB), to actually load skills in Resumix, to use the Electronic Case File and track results in Resumix. These are the use of the tools where proficiency comes with repeated exposure and use. We are confident from what has happened at the test sites that the RPA discussion you will be hearing a lot about helps the classifier learn more about the staffing processes, and staffer learn more about the classification process. You need to stress with those that you will be training, that they need to LISTEN, when their partner is doing their piece of the discussion. In the beginning we need to expect, and market that reduction is processing time will not likely be quick to achieve. What we have seen is that managements satisfaction with what the HR community is doing, increases just because we are dialoging with them. One improvement we think we have seen is that the RPA discussion seems to be generating more non-competitive (read that quicker) actions. The mix between competitive and non-competitive actions has shifted in some organizations more toward non-competitive actions. The fear of a non-competitive action somehow being against merit principles is being effective diminished with the RPA discussion. Finally, when management is engaged in the process, they are more likely to move out smartly in preparing for their piece of the action and taking quick action when it comes. The projected timelines we will discuss can also help manage expectations, so your time is not compromised by repeated phone calls to find out what is happening with a manager’s action.Those that are coming from a CPAC environment have at least been exposed to both classification and staffing, not to the depth of a centralized classifier or staffer, but they have been exposed AND they have a more complete understanding of the organization and its mission. We know that individuals learn in different ways. We also understand that some of the best learning is done hands on. Classroom training can only go so far, individuals need the opportunity to actually classify a real job, to actually build a real position, to actually use the Vacancy Announcement Builder (VAB), to actually load skills in Resumix, to use the Electronic Case File and track results in Resumix. These are the use of the tools where proficiency comes with repeated exposure and use. We are confident from what has happened at the test sites that the RPA discussion you will be hearing a lot about helps the classifier learn more about the staffing processes, and staffer learn more about the classification process. You need to stress with those that you will be training, that they need to LISTEN, when their partner is doing their piece of the discussion. In the beginning we need to expect, and market that reduction is processing time will not likely be quick to achieve. What we have seen is that managements satisfaction with what the HR community is doing, increases just because we are dialoging with them. One improvement we think we have seen is that the RPA discussion seems to be generating more non-competitive (read that quicker) actions. The mix between competitive and non-competitive actions has shifted in some organizations more toward non-competitive actions. The fear of a non-competitive action somehow being against merit principles is being effective diminished with the RPA discussion. Finally, when management is engaged in the process, they are more likely to move out smartly in preparing for their piece of the action and taking quick action when it comes. The projected timelines we will discuss can also help manage expectations, so your time is not compromised by repeated phone calls to find out what is happening with a manager’s action.

    11. 6/6/2012 11 If the manager hasn’t called by the time the RPA hits HR, then the HR Specialist(s) initiates the call. Where the multi-functional situation is not yet fully operational the classifier would then notify the assigned staffer and they would call (or visit) the manager together. The Expedited recruitment form is a five parter. The first part is the basic position information for the position build. This part could be filled out by the AO in the manager’s organization and attached to the RPA, this is an option. In any case the information needs to be completed by the time the RPA discussion is completed. The second part gathers the essential information for the job description, vacancy announcement, area of consideration, recruitment sources, etc. The third part in the job analysis where the skills, specialized experience, etc. will be gathered. Part IV addresses the selection process, contains the information on a selection panel if used, reference check, and interviews. Part V are timelines to assist in managing expectations and giving all concerned a sense of how this action will move through the recruitment process.If the manager hasn’t called by the time the RPA hits HR, then the HR Specialist(s) initiates the call. Where the multi-functional situation is not yet fully operational the classifier would then notify the assigned staffer and they would call (or visit) the manager together. The Expedited recruitment form is a five parter. The first part is the basic position information for the position build. This part could be filled out by the AO in the manager’s organization and attached to the RPA, this is an option. In any case the information needs to be completed by the time the RPA discussion is completed. The second part gathers the essential information for the job description, vacancy announcement, area of consideration, recruitment sources, etc. The third part in the job analysis where the skills, specialized experience, etc. will be gathered. Part IV addresses the selection process, contains the information on a selection panel if used, reference check, and interviews. Part V are timelines to assist in managing expectations and giving all concerned a sense of how this action will move through the recruitment process.

    12. 6/6/2012 12 Key to the classification portion is the full discussion of all elements necessary to end up with a completed job(s) so that the staffing portion of the actions can be processed. For example if the plan is to recruit at multiple grade levels, then all the necessary job descriptions would be developed so that whatever the grade/pay band level of the selectee, the job description is already completed.Key to the classification portion is the full discussion of all elements necessary to end up with a completed job(s) so that the staffing portion of the actions can be processed. For example if the plan is to recruit at multiple grade levels, then all the necessary job descriptions would be developed so that whatever the grade/pay band level of the selectee, the job description is already completed.

    13. 6/6/2012 13 During the staffing portion of the RPA discussion, all the elements on the following 6 slides will be completed. This corresponds to Part II of the Expedited Recruitment form, (Appendix C in the SOP). If there is a brand new position, it may be necessary to reconvene the RPA discussion at a later date when the classification of the job has been established. During the staffing portion of the RPA discussion, all the elements on the following 6 slides will be completed. This corresponds to Part II of the Expedited Recruitment form, (Appendix C in the SOP). If there is a brand new position, it may be necessary to reconvene the RPA discussion at a later date when the classification of the job has been established.

    14. 6/6/2012 14 To continue the RPA discussion this chart focuses on who may apply (the area of consideration). Care should be taken through out the process to make sure that the HR Consultant guides the manager through the process. This is not a process where the manager simply answers a question posed by HR. This is an in depth discussion of the implications of each element. With the HR Consultant, doing just that, consulting! Which means preparation, how did the last recruitment progress, what were the positives, the negatives. What could be done to overcome the negatives?To continue the RPA discussion this chart focuses on who may apply (the area of consideration). Care should be taken through out the process to make sure that the HR Consultant guides the manager through the process. This is not a process where the manager simply answers a question posed by HR. This is an in depth discussion of the implications of each element. With the HR Consultant, doing just that, consulting! Which means preparation, how did the last recruitment progress, what were the positives, the negatives. What could be done to overcome the negatives?

    15. 6/6/2012 15 Need to be prepared to discuss the characteristics of each of the employment categories, what are the pros and cons. What are the limitations? Stress that each employment category is viable in its realm. That using a non-competitive source is NOT violating merit principles. That some employment categories have their own internal limitations, e.g. VRAs are 10 point, 5 point, and no preference. You cannot ignore a higher preference VRA (10 point) to reach a 5 point or no preference eligible.Need to be prepared to discuss the characteristics of each of the employment categories, what are the pros and cons. What are the limitations? Stress that each employment category is viable in its realm. That using a non-competitive source is NOT violating merit principles. That some employment categories have their own internal limitations, e.g. VRAs are 10 point, 5 point, and no preference. You cannot ignore a higher preference VRA (10 point) to reach a 5 point or no preference eligible.

    16. 6/6/2012 16

    17. 6/6/2012 17 In discussing the salary range for the vacancy announcement with the manager, consider the pool of candidates who would likely be highly qualified. The bottom of the pay range should correspond to the bottom of the band to preclude the selection of a highly qualified individual who is reassignment eligible but whose salary with a 5% increase would still fall below the bottom of the range on the announcement. Remember, the most salary you can give to a reassignment eligible is 5% above their current salary, or the bottom of the band, which ever is higher. If their salary + 5% is below the bottom of the salary range shown on the announcement, and the salary listed in the announcement is not at the bottom of the band, they could not be selected.In discussing the salary range for the vacancy announcement with the manager, consider the pool of candidates who would likely be highly qualified. The bottom of the pay range should correspond to the bottom of the band to preclude the selection of a highly qualified individual who is reassignment eligible but whose salary with a 5% increase would still fall below the bottom of the range on the announcement. Remember, the most salary you can give to a reassignment eligible is 5% above their current salary, or the bottom of the band, which ever is higher. If their salary + 5% is below the bottom of the salary range shown on the announcement, and the salary listed in the announcement is not at the bottom of the band, they could not be selected.

    18. 6/6/2012 18

    19. 6/6/2012 19 This form takes the place of the Army job analysis template. Don’t gloss over what the ideal candidate is. Talk to the manager and have them describe what their ideal candidate looks like. What are the characteristics you would like to see, what experience would you expect them to have. Does the manager have the name(s) of an individual(s) that they would expect to see on the referral list, this is a sanity check to see if the highly qualifying experience is something they have.This form takes the place of the Army job analysis template. Don’t gloss over what the ideal candidate is. Talk to the manager and have them describe what their ideal candidate looks like. What are the characteristics you would like to see, what experience would you expect them to have. Does the manager have the name(s) of an individual(s) that they would expect to see on the referral list, this is a sanity check to see if the highly qualifying experience is something they have.

    20. 6/6/2012 20 It is very important to think through the announcement process. Not just what goes into the announcement, but how the HR Specialist organizes the flow of their work. Lean Six Sigma has taught us that scheduling the flow of work is very important. Historically, we open most announcements on a Monday or a Friday, and close most announcements two weeks later on a Monday or a Friday. Lean Six Sigma helps us understand that what that creates is a backlog, which slows down the whole process. Try to spread the closing dates through the week so that there is a more even flow of work to go to the rating stage. Try to stay away from a set open period, two weeks, look at the type of job, historical information on how many applied last time, and how long it was open. Try to go with the shortest open period that will create an adequate sized pool of candidates. There has been a study done, and a high percentage of successful candidates for the job, applied within the first seven days that the announcement was open.It is very important to think through the announcement process. Not just what goes into the announcement, but how the HR Specialist organizes the flow of their work. Lean Six Sigma has taught us that scheduling the flow of work is very important. Historically, we open most announcements on a Monday or a Friday, and close most announcements two weeks later on a Monday or a Friday. Lean Six Sigma helps us understand that what that creates is a backlog, which slows down the whole process. Try to spread the closing dates through the week so that there is a more even flow of work to go to the rating stage. Try to stay away from a set open period, two weeks, look at the type of job, historical information on how many applied last time, and how long it was open. Try to go with the shortest open period that will create an adequate sized pool of candidates. There has been a study done, and a high percentage of successful candidates for the job, applied within the first seven days that the announcement was open.

    21. 6/6/2012 21 It may appear to be premature to discuss the selection process during the RPA discussion, but the sooner the manager makes these types of decisions the quicker the process is likely to flow. This part of the discussion can also put a mark on the wall as to when to expect that a panel can be held. Putting the mark on the wall (reasonably timed mark) will also help the HR Specialist to plan their work to meet the suspense imposed by the identified panel date. Part V, (Appendix F) Timeline for recruitment plan execution. This is the last module of the expedited recruitment package, it is to be completed by the CPAC and shared with the manager. It is a project management timeline for the vacancy. The timeline is a manager option if they would like to have it completed.It may appear to be premature to discuss the selection process during the RPA discussion, but the sooner the manager makes these types of decisions the quicker the process is likely to flow. This part of the discussion can also put a mark on the wall as to when to expect that a panel can be held. Putting the mark on the wall (reasonably timed mark) will also help the HR Specialist to plan their work to meet the suspense imposed by the identified panel date. Part V, (Appendix F) Timeline for recruitment plan execution. This is the last module of the expedited recruitment package, it is to be completed by the CPAC and shared with the manager. It is a project management timeline for the vacancy. The timeline is a manager option if they would like to have it completed.

    22. 6/6/2012 22 This practical exercise identifies three different perspectives. You will need to divide yourselves into groups of three (a triad) and each of you will be given a packet. Whomever gets #1 will go into the practical exercise as the HR Consultant, #2 will take the perspective of the manager, and #3 will be the evaluator in the first round. After the first exercise, the evaluator (#3) becomes the HR Consultant, #1 becomes the manager, and #2 becomes the evaluator. This will continue to one more round so that each member of the Triad will have had the opportunity to work the process from the perspective of each of the three.This practical exercise identifies three different perspectives. You will need to divide yourselves into groups of three (a triad) and each of you will be given a packet. Whomever gets #1 will go into the practical exercise as the HR Consultant, #2 will take the perspective of the manager, and #3 will be the evaluator in the first round. After the first exercise, the evaluator (#3) becomes the HR Consultant, #1 becomes the manager, and #2 becomes the evaluator. This will continue to one more round so that each member of the Triad will have had the opportunity to work the process from the perspective of each of the three.

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    26. 6/6/2012 26 Even the 40 event codes is over stated, for instance there are 8 job offer event codes, 5 cancelation event codes, 4 external referral list event codes and 4 internal referral list event codes.Even the 40 event codes is over stated, for instance there are 8 job offer event codes, 5 cancelation event codes, 4 external referral list event codes and 4 internal referral list event codes.

    27. 6/6/2012 27 Each CPAC should identify WHO has responsibility to enter the Y07000 event code. The requirement being within 24 hours of entry into HR. So the individual working the distribution in box could enter the Y07000, or a classifier when it first goes to a COH in box. Stress that since there is only a COH box, that you would not be moving actions between COC and COS. Each CPAC should identify WHO has responsibility to enter the Y07000 event code. The requirement being within 24 hours of entry into HR. So the individual working the distribution in box could enter the Y07000, or a classifier when it first goes to a COH in box. Stress that since there is only a COH box, that you would not be moving actions between COC and COS.

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    30. 6/6/2012 30 Here are the 8 event codes tied to a job offer being made. It is important to make the date 2 when the job offer is accepted as that stops the clock on the traditional measure of fill time in DA.Here are the 8 event codes tied to a job offer being made. It is important to make the date 2 when the job offer is accepted as that stops the clock on the traditional measure of fill time in DA.

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    34. 6/6/2012 34 While event codes should be entered as they occur, it is recognized that there are times when several events may happen in rapid succession, or other priorities delay the entering of event codes. When event codes are entered they need to be entered in the natural order as described on this slide. Even though you are entering them on the same day it is imperative that they be entered in the natural order from lowest event number to highest. The exceptions being Y07000, X20000, X03000, Y17000, and the cancelation event codes, Z1XX. Other exceptions occur when a step in the recruitment process has to be repeated. The action has to have another classification action (Y085); or the actions needs to be re-announced (Y201, Y202). It cannot be stressed enough that care must be taken when determining what actions should be identified as recruit fills (Y07000). In addition to those listed on this slide most of 1XX appointment NOAs are recruit fills; most 5XX conversion actions NOAs are recruit fills; and 702, 703, 713, 740, 741, 769, 59TA, 59TT, 59 RE, 5974, 5980, 591C, and 591CI. The exceptions to these are found on the NOA/LAC exception list identified on the chart.While event codes should be entered as they occur, it is recognized that there are times when several events may happen in rapid succession, or other priorities delay the entering of event codes. When event codes are entered they need to be entered in the natural order as described on this slide. Even though you are entering them on the same day it is imperative that they be entered in the natural order from lowest event number to highest. The exceptions being Y07000, X20000, X03000, Y17000, and the cancelation event codes, Z1XX. Other exceptions occur when a step in the recruitment process has to be repeated. The action has to have another classification action (Y085); or the actions needs to be re-announced (Y201, Y202). It cannot be stressed enough that care must be taken when determining what actions should be identified as recruit fills (Y07000). In addition to those listed on this slide most of 1XX appointment NOAs are recruit fills; most 5XX conversion actions NOAs are recruit fills; and 702, 703, 713, 740, 741, 769, 59TA, 59TT, 59 RE, 5974, 5980, 591C, and 591CI. The exceptions to these are found on the NOA/LAC exception list identified on the chart.

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    36. 6/6/2012 36 Put the events in order and identify the appropriate event code.Put the events in order and identify the appropriate event code.

    37. 6/6/2012 37 EVENT CODE EXERCISE ANSWER RPA received Routine Classification Position built PPP Match O: LVA Announcement O: DEU Announcement Referral Issued, LVA Referral Issued, DEU Job Offer Made; Accepted G07000 2/3/2008 Y080 2/5/2008; 2/6/2008 Y100 2/6/2008 Y150 2/15/2008; 4/12/2008 Y202 3/4/2008; 3/18/2008 Y201 3/5/2008; 3/31/2008 Y402A 3/30/2008 Y401A 3/31/2008; 4/10/2008 Y605 4/13/2008; 4/14/2008 How did you do? Why wasn’t there a second date with Y402A? Why did we wait until 4/13/08 to make the job offer? There would also be an EOD establish event code (Y900) and if there was a security clearance required, a Y800 event code.How did you do? Why wasn’t there a second date with Y402A? Why did we wait until 4/13/08 to make the job offer? There would also be an EOD establish event code (Y900) and if there was a security clearance required, a Y800 event code.

    38. 6/6/2012 38 Under the old event codes most regions had a report that identified those RPAs that had an error condition prior to HR update. The new event code process also has a similar report, however it is more refined and actually identifies which event code is missing according to the established business rules. Added is a report, by organization, that identifies the precise event status of each RPA (if event codes are up to date). Under the old reports, and under in box statistics it was either cumbersome or impossible to get status of RPAs by organizational segment.Under the old event codes most regions had a report that identified those RPAs that had an error condition prior to HR update. The new event code process also has a similar report, however it is more refined and actually identifies which event code is missing according to the established business rules. Added is a report, by organization, that identifies the precise event status of each RPA (if event codes are up to date). Under the old reports, and under in box statistics it was either cumbersome or impossible to get status of RPAs by organizational segment.

    39. 6/6/2012 39 The traditional fill time standard of 55 days counts as indicated on the slide. With the exception of the time the manager has the referral list to make the selection all elements are under the control of HR. The new measure is a more accurate measure (not perfect), of the actual time a position is vacant. Much of this time is outside the immediate control of HR, so no time standard has been established. (Time before entry into HR, time to make a selection, time for security clearance, time between acceptance and EOD, and time for physicals, and to meet other conditions of employment.)The traditional fill time standard of 55 days counts as indicated on the slide. With the exception of the time the manager has the referral list to make the selection all elements are under the control of HR. The new measure is a more accurate measure (not perfect), of the actual time a position is vacant. Much of this time is outside the immediate control of HR, so no time standard has been established. (Time before entry into HR, time to make a selection, time for security clearance, time between acceptance and EOD, and time for physicals, and to meet other conditions of employment.)

    40. 6/6/2012 40 Here is where we use the screen prints of how to get into ART, get to the organization, and fill out the one data element.Here is where we use the screen prints of how to get into ART, get to the organization, and fill out the one data element.

    41. 6/6/2012 41 When the GWOT question is answered in the positive we need to assure that we understand what type of GWOT position it is and make sure Block 43 of the RPA is annotated with one of AI2, SFAC, FRSA, WTU, ASAP, or non-WTU.When the GWOT question is answered in the positive we need to assure that we understand what type of GWOT position it is and make sure Block 43 of the RPA is annotated with one of AI2, SFAC, FRSA, WTU, ASAP, or non-WTU.

    42. 6/6/2012 42

    43. 6/6/2012 43

    44. 6/6/2012 44 The Dr. Duncan memo also identified 2 new initiatives. The first initiative is the use of ranked and unscreened referral lists, vs. the current process of ranked and screened referral lists. When discussing strategies with managers HR must not promote one option over another. Just offer the option based on ACOM policy. (Could be limited to certain occupations/grade levels/pay bands etc.) Assure that if the manager requests a ranked and unscreened list they understand that if the selectee is not qualified they must make an alternate selection. The HR office has the last word on whether they are in the areas of consideration, meet time in grade, are appointable, and meet all OPM qualifications requirements (positive education, specialized experience, license, certifications etc.) This is actually the last slide you will use in your training. The rest of the slides are for us to take a look at how we will present this training when we get back to our respective organizations.The Dr. Duncan memo also identified 2 new initiatives. The first initiative is the use of ranked and unscreened referral lists, vs. the current process of ranked and screened referral lists. When discussing strategies with managers HR must not promote one option over another. Just offer the option based on ACOM policy. (Could be limited to certain occupations/grade levels/pay bands etc.) Assure that if the manager requests a ranked and unscreened list they understand that if the selectee is not qualified they must make an alternate selection. The HR office has the last word on whether they are in the areas of consideration, meet time in grade, are appointable, and meet all OPM qualifications requirements (positive education, specialized experience, license, certifications etc.) This is actually the last slide you will use in your training. The rest of the slides are for us to take a look at how we will present this training when we get back to our respective organizations.

    45. 6/6/2012 45 The rest of the slides are designed for the T-3 Training only, and would not be used in your local training.The rest of the slides are designed for the T-3 Training only, and would not be used in your local training.

    46. 6/6/2012 46 This is not for you to train. This is for us to discuss how you will train and market.This is not for you to train. This is for us to discuss how you will train and market.

    47. 6/6/2012 47 If you need to split up your training into modules, this is one way you could divide up the training.If you need to split up your training into modules, this is one way you could divide up the training.

    48. 6/6/2012 48

    49. 6/6/2012 49

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