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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.

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Department of Commerce Demonstration Project Training for Managers


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    1. Department of CommerceDemonstration ProjectTrainingfor Managers 2006

    2. INTRODUCTION

    3. Objectives • Increase efficiency of personnel system • Strengthen manager’s role • Improve ability to hire, motivate and retain staff • Emphasize pay for performance

    4. System Attributes • Simplified/Understandable • Flexible • Delegated Decision-making • Performance Enhancing • Partnership Based • Budget Discipline • Fair & Equitable

    5. Employees Covered Covered • GS • GM • ST3104 (appraisal, awards, RIF only) Excluded • WG • SES

    6. 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

    7. 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

    8. 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

    9. 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

    10. 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

    11. Administration of the Project OPMB (continued) • Oversees training of Operating Unit Management • Requests exceptions to policies to DPMB • Facilitates project evaluation

    12. POSITION CLASSIFICATION

    13. Classification Objectives • Simplify classification process • Increase management authority, accountability and flexibility

    14. CURRENT One Pay Schedule (GS for all White Collar Occupations) 15 Grade Levels, each with 10 steps 100’s of OPM Classification Standards & Individualized PDs. DEMO 4 Pay Schedules: “Career Paths” - Scientific & Engineering (ZP) - Technical (ZT) - Administrative (ZA) - Support (ZS) 5 “Pay Bands” with Range of Salaries. No Steps Limited Number of DOC developed standards CLASSIFICATION

    15. CAREER PATHS & BROAD PAY BANDS

    16. Career Path Definitions • Two-grade interval professional technical positions in the physical, engineering, biological, mathematical, computer and social sciences; and student positions for training in these disciplines. Scientific/ Engineering (ZP) • One-grade interval nonprofessional technical positions that support scientific and engineering activities through the application of various skills and techniques in the electrical, mechanical, physical science, biology, mathematics, and computer fields; and student positions for training in these skills. Scientific/ Engineering Technician (ZT)

    17. Career Path Definitions • 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. Administrative (ZA) • 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. Support (ZS)

    18. Purpose of Classification • To categorize positions by: • Career Path • Occupational Series • Pay Band • Title

    19. Classification Principles • Provide classification equity • Support the mission • Consider the whole job • Support “Pay-for-Performance”

    20. Features of Pay Banding • Fewer, broader and simpler standards • More understandable classification • Shorter position descriptions • Fewer classification decisions

    21. Featuresof Pay Banding(continued) • Complements pay for performance • More flexible entry pay • Better link to career stages

    22. Features of Pay Banding(continued) • Less documentation • Easier to automate • Facilitates delegation to line managers

    23. Features of Career Paths • Similar treatment for similar occupations • Broader and simpler classification standards • Focus on agency-specific work

    24. Classification System Automated Classification System (http://hr.ohrm.doc.gov/acs/login.asp) • User system • Validation system • Storage system

    25. 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

    26. Classification Logic • Principal Objective • Career Path • Series • Pay Band • Title

    27. P D Components • Principle objective • Level designation • Specialty descriptors • Key phrases • Supervisory/Lead designation • Special qualifications

    28. STAFFING

    29. STAFFING MERIT SYSTEMS PRINCPLES Staffing of all positions must be accomplished within merit systems principles

    30. 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.

    31. Staffing Options • Merit Assignment Program (MAP) • Delegated Examining (DE)

    32. 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

    33. 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

    34. Other Options to Fill Vacancies • Reassignment • Transfer • Reinstatement • Details • Temporary Appointment • Term Appointment • Temporary Promotion • Realignment • Special Hiring Programs

    35. 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

    36. 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.

    37. REDUCTION IN FORCE

    38. 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

    39. Current Displacement limited to three grade levels Competitive area; all positions within organization at geographic location Retained Grade & Retained Pay Augmented service credit based on performance rating Demo Displacement limited to current pay band and one pay band below Competitive Area is all positions in a career path in organization within commuting area Preserve Retained Pay; Retained Band Augmented service credit based on score RIF SYSTEM (continued)

    40. 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

    41. 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)

    42. 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

    43. 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

    44. Reduction-in-Force Servicing HR Manager • Receives & reviews recommendations from RAP • Discusses recommendations with RAP • Makes final decision on the action

    45. PAY ADMINISTRATION

    46. Pay Issues • Locality pay is included in the Base Rate • Special Rates expand the pay band but only for those occupations covered

    47. Pay Setting • New Appointments • Conversion Actions • Competitive Reassignments • Promotions (at least 6%) • Change to Lower Band • Change to Lower Interval

    48. Pay Ceilings • Basic Pay for non-supervisory position - maximum rate of Interval 3 • Basic Pay for supervisory position - maximum rate of Interval 5

    49. 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

    50. 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