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Civilian Compensation under the National Security Personnel System. Steve Griffitts BUMED M1 September 23, 2009. Overview. Compensation Management Roles and Responsibilities Compensation Design Models (CDMs) Setting Pay New Hire Reassignments Promotions Managing Pay Progression.

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Civilian Compensation under the National Security Personnel System

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    1. Civilian Compensationunder theNational Security Personnel System Steve Griffitts BUMED M1 September 23, 2009

    2. Overview • Compensation Management • Roles and Responsibilities • Compensation Design Models (CDMs) • Setting Pay • New Hire • Reassignments • Promotions • Managing Pay Progression

    3. Compensation Management • Compensation Philosophy • Compensation Strategy • Policies, Procedures, and Business Rules • Roles and Responsibilities

    4. Philosophy • Manage compensation fairly • Business case decisions • Internal pay equity • Market competitive • Financial stewardship • Don’t compete among ourselves

    5. Strategy • CDM – primary management tool • GS and NSPS equity • Pay-for-performance primary method for rewarding NSPS employees • Effective use of flexibilities

    6. Policies, Procedures, and Business Rules • DoD • Federal Register Enabling Regulations, 26 Sep 2008 • DoD 1400.25-M, “DoD Civilian Personnel Manual (CPM), Subchapter 1930 Compensation Architecture Pay Policy” • DON • Pay Administration Under the National Security Personnel System (General), Jan 2009 • Includes current CDMs • BUMED • Compensation Guide, Mar 2008 • DRAFT revision out for review • Local/Regional guidance

    7. Roles and Responsibilities • BUMED • Deputy Chief BUMED, Director Total Force (M1) • BUMED Comptroller (M8) • Regional Commanders • Compensation Boards • HR Compensation Specialist • Managers • Rating Officials • Employees

    8. Roles and ResponsibilitiesBUMED • Overarching policy and guidance through the: NSPS Oversight Group (NOG) • Sets policy (Comp Guide, Business Rules) • BUMED & Regional COS, M1, and M8 • BUMED NSPS Program Manager (ex officio) • Approves PB3 assignments for physicians/dentists

    9. Roles and ResponsibilitiesDirector Total Force (M1) • Chairman of NOG & NSPS advisor to SG/DSG • M1 DCPP - senior HR professional in Navy Medicine and principal advisor and technical expert • DCPP Certified Compensation Analyst – NSPS compensation policy expert for Navy Medicine

    10. Roles and ResponsibilitiesComptroller (M8) • NOG member & principal advisor to SG/DSG for NSPS budget implications and financial policy and guidance • Develops annual NSPS financial policy for pay pools (i.e. percentages for three elements)

    11. Roles and ResponsibilitiesRegional Commanders • NSPS program oversight and resource sponsorship for activities within AOR • Ensures compliance with BUMED policies, procedures, and business rules • Endorses requests for physician and dentist assignment to PB 3

    12. Roles and ResponsibilitiesActivity Compensation Boards • Mandatory for activities with > 50 NSPS employees • Current structures OK, e.g. Position Mgt Committee • Establish local strategies, policies, and procedures • Monitor pay setting for new hires, reassignments, and promotions • Monitor pay progression

    13. Roles and ResponsibilitiesHR Compensation Specialist • Received DON Compensation Training • Technical expert and advisor • Can assist with setting pay and use of CDMs • HR liaison, NSPS Program Mgr, or satellite HRO specialist

    14. Roles and ResponsibilitiesManagers • Understand compensation philosophy, strategy, policies and procedures • Be involved with pay setting decisions • Ensure internal equity, fairness, & consistency

    15. Roles and ResponsibilitiesRating Officials • Understand compensation philosophy, strategy, policies and procedures • Ensure internal equity • Establish positioning of rated employees within applicable CDM • Monitor pay progression within parameters of CDM and make recommendations to Pay Pool Manager, as necessary

    16. Roles and ResponsibilitiesEmployees • Understand that NSPS is a “structured” flexibility • Understand that Pay-for-Performance is the primary system under NSPS to award performance • Be actively involved in setting performance goals and objectives

    17. Training • Compensation for Supervisors • DON/HRSC Sponsored • 2-Day • Managers and Rating Officials • Compensation for HR Professionals • DON/HRSC Sponsored • 2-Day • HR Liaisons and NSPS Program Managers • Advisory Compensation Analyst • DoD Sponsored – World @ Work Affiliated • 2 week, Southbridge MA • BUMED and Regional HR Specialists • Train-the-Trainer • BUMED Compensation Specialist • Advisory Compensation Analyst

    18. Setting Pay – New Hires • Management responsibility • Recommend pay • Approve pay • Use of flexibilities • Initial offer/conversations with selectee • HRO specialists – advisors • HRSC – final approval and formal offer

    19. Compensation Design Models • 29 occupations • Structured flexibility • Salary ranges within the PBs, not control points • Provides consistent approach • Tool and framework to manage pay setting and pay progression • In alignment with enabling regulations • Integrates value of position with skills, competencies, and performance of employee • Proposed crosswalk for health occupations

    20. Compensation Design ModelsDON Policy Jan 2009 Critical Asset Recognized Expert Sustained High Performance Target Range: 4 Investment New hire Needs additional competencies Salary Range: 1 Intellectual Capital Fully seasoned Full performance Target Range: 2 & 3 Salary Range Minimum Salary Range Maximum 1 2 3 4 Quartiles Market Reference Point 24 The majority of employees are typically in the 2nd or 3rd quartiles of the salary range 25 26 27 Note: The Salary Range refers to the subset of the pay band identified for a particular kind of work. Salary ranges are currently based on legacy GS grades. As our compensation capability matures, a market component will be incorporated into the process for determining salary ranges. 37 38

    21. YA-0343-2Program/Management Analyst $40,093 Professional/Analytical YA2 $91,801 Salary Range 1: Performs established analytical techniques such as task analysis, work simplification, work-flow charts, workload measurement and trend analysis to the resolution of procedural problems affecting the efficiency of administrative support functions, or productivity of a specific work unit, or program operations within an organization Formerly GS-9 or GS-11 depending on level of independence Investment Intellectual Capital Critical Asset Formerly GS-12 $59,498 $66,885 $46,996 $40,093 Salary Range 2: Performs a range of established analytical studies of activity programs and/or projects which may extend to field program operations. Analyzes interrelated, or management functions such as management controls, work planning, manpower utilization, effectiveness of work methods and projects related to field program operations. Investment Intellectual Capital Critical Asset Salary Range 3: A lead analyst who consults with managers to establish proper program measures. Establishes criteria to identify and measure program accomplishments, recommends methods to improve program effectiveness, or recommends new approaches to program evaluation which may serve as precedents for others. $73,315 $80,159 $63,753 $58,488 Formerly GS-13 because of responsibility to establish criteria or measures followed by other – especially field personnel Investment Intellectual Capital Critical Asset $83,591 $91,801 $74,171 $68,933 Base Salary ranges, excluding Local Market Supplements (LMS) 19 23 24 37

    22. YA-0343-3 Management and Program Analyst $78,359 Professional/Analytical YA3 $133,985 Salary range 1: Recognized expert in the analysis and evaluation of programs. Develops new information about the subject area studied and establishes new criteria to identify and measure program accomplishments. Develops proposals requiring extensive changes in established practices which may involve substantial agency resources. Directs team study work to negotiate the development of detailed plans, goals, and objectives for the long-range implementation and administration of the area studied. Investment Intellectual Capital Critical Asset $104,683 $113,058 $87,969 $78,359 Salary range 2: Serves as Project/Program Manager. Responsible for the evaluation of the effectiveness and efficiency of major program operations throughout the agency. Reviews and evaluates proposed legislation which may significantly change the basic character of agency programs. Develops study formats for use by others at subordinate echelons. Investment Intellectual Capital Critical Asset $122,217 $133,985 $103,399 $93,999 Base Salary ranges, excluding Local Market Supplements (LMS)

    23. Setting Pay – New Hires Pay setting steps – “Strongly Recommended” • Apply CDM, establish value/range of position - Importance to mission - Difficulty of work - Hard to fill? - Similarly situated positions - Range for which employee typically compensated 2. Initiate Pay Setting Worksheet (PSW)

    24. Setting Pay – New Hires • Contact selectee • Current salary information • Experience and accomplishments • Salary expectations • Resume 4. Using CDM, assign selectee to appropriate “phase” in the selected “range” of the position

    25. Setting Pay – New Hires (cont’d) • Criteria to assign the right “phase” • Assess competencies • Assess skills • Assess past performance • Education • Achievements/accomplishments 6. Phase should be commensurate with employee’s contribution

    26. Setting Pay – New Hires (cont’d) • What’s the right phase? • Investment: • Entry level at that range • Intellectual Capital: • Fully seasoned, full performance employee • Vast majority of Navy Medicine employees at activities • Critical Asset: • Recognized expert • Higher command level • Program manager • Regional/national responsibilities

    27. Setting Pay – New Hires (cont’d) • Assess internal equity • Similarly situated employees • View the quartile range • Obtain approval • Comptroller • Director • Higher level for pay outside the norm

    28. Setting Pay – New Hires (cont’d) • Once approved, contact selectee with initial offer • If accepted, forward PSW and RPA to HRSC • Consider: - Recruitment incentive (new to Federal system) - Leave accrual credit

    29. DON NSPS Pay Setting Decision Form - Automated • Newly developed pay setting tool • Provides internal market analysis • Evaluates pay equity • Manages salary progression • Documents and approves pay-setting decisions

    30. DON NSPS Pay Setting Decision Form • Optional at this time • Requires designation of a single administrator • Must populate data with all salaries • Requires each NSPS employee to be assigned to a specific Range, Phase, and Quartile within an appropriate CDM • “We’re not quite there, yet!”

    31. Reassignments • New hire or internal move, voluntary or involuntary (rare) • Employee moves to new position or new set of duties within same or comparable pay band • Employee moves from non-NSPS position to an NSPS position at a comparable level of work • Pay increase NOT required, it’s discretionary

    32. Reassignments (cont’d) • 5% - Maximum pay increase (to base salary) • Geographic recalculation necessary for non-NSPS reassignment hires • Calculate annual salary with LMS of new assignment, then perform pay increase (if any) • Apply pay setting steps, PSW, and CDM • Compensation boards monitor reassignments

    33. Promotions • Like reassignment, can be internal or part of a new hire process • Employee moves to a higher pay band or higher level of work (YB to YA) • A current Federal employee who, without a break in service, comes from a non-NSPS Federal pay system to an NSPS position determined to be a higher level of work

    34. Promotions (cont’d) • Pay setting process, PSW, and CDM used in same manner as new hire or reassignment • 6% - minimum pay increase for promotion • 12% - maximum pay increase IAW DoD/DON guidance and NOG business rule • >12% increase - must have sound business case, plus requires higher level approval (at least two levels in organizational structure above the selecting official)

    35. Managing Pay Progression • Enabling regulations established general criteria for control points and payout distribution between salary and bonus, i.e. controlling pay progression in the pay for performance system of NSPS • SECDEF delegated responsibility to components (services) to establish specific criteria, policies, and procedures for control points and payout distribution • DON established CDM methodology as principle pay progression and compensation management tool – no control points, but “stop and think” points • Complete disconnect from GS system (per enabling regulations requirements)

    36. Managing Pay Progression (cont’d) • BUMED (NOG approved) business rule – default distribution 70% salary -- 30% bonus • Pay Pool Managers can make exceptions based on certain established criteria, such as employee at top of pay band or the need for employee to receive at least the GPI • Pay Pool Manager can also adjust default based on assessment of employee’s current salary in relation to CDM • Not control points, but “stop and think” points • Rating official should identify where each employee “sits” on the particular pay range line in the applicable CDM

    37. Managing Pay Progression (cont’d) • See backup slides for recommended crosswalk for occupations without currently approved CDMs • Level of salary and position description should make placement of employee in CDM range a relatively simple process • Most employees will reside in the “Intellectual Capital” phase, which consists of the 2nd and 3rd pay quartiles • Employees in the “Investment” phase are in a growth position and should move into Intellectual Capital upon completion of performance objectives • “Critical asset” is for experts, program managers, policy makers

    38. Managing Pay Progression (cont’d) • Progression up through the “Intellectual Capital” phase should be accomplished through a well planned performance plan in which the employee successfully achieves established goals and objectives and is determined to be a “valued employee” • Once a valued, full performance employee reaches the top of the “Intellectual Capital” phase it’s time for management to “Stop and Think” how much more salary progression would be appropriate based on budget and sound business reasons • Decisions to reduce the salary distribution below 70% based on CDM assessment must be consistently applied to employees similarly situated within the organization

    39. Backup Slides

    40. Current List of CDMs • Safety and Occupational Health Specialists YA-0018-2/3 • Security Administration YA-0080-2/3 • Social Science Specialists YA-0101-2/3 • Human Resources Professional YA-0201-2/3 • Professional/Analytical YA-0343-2/3 • Logistics Management Specialist YA-0346-2/3 • Telecommunications Specialists YA-0391-2/3 • Professional/Analytical YA-0501-2/3 • Procurement/Contracting Specialist YA-1102-2/3 • Professional/Analytical YA-1601-2/3 • Training Instruction and Administration YA-1712-2/3 • Professional/Analytical (IT) YA-2210-2/3 • Entry/ Developmental Work YA-1, YD-1, YH-1, YK-1 • Secretaries YB-0318-1/2/3 • Office Automation Technicians YB-0326-1/2 • Education and Training Technicians YB-1702-1/2/3 • Various Technicians YB-XX03-1/2 • Supervisor/Manager YC,YN-XXXX-1/2/3 • Engineer Professional YD-08XX-2/3 • Operations Research Analysts YD-1515-2/3 • Computer Scientists YD-1550-2/3 • Technician/Support YE-0802-1/2/3/4 • Scientific/Engineer YF-08XX-3 • Registered NurseYH-0610-2/3 • Criminal Investigators YK-1811-2/3 • Firefighters, Protection Inspectors YL-0081-1/2/3/4 • Police Officers and Detectives YM-0083-1/2 19

    41. CDM Crosswalkproposed in DRAFT BUMED COMP Guide • YH health care professions • Non-physician/dentist health professionals • Use CDM Nurse, YH-0610-2. Most, if not all, health profession occupations will fall under the YH-2 PB. The nurse CDM provides the general three phase construct in the YH pay band that can be used. • YA Psychologists (180) Social Workers (185) • Use CDM YA-0101-2. Social Science Specialists. Most, if not all clinical psychologists and clinical social workers at the activity level will be in the YA PB2. 19 37

    42. CDM Crosswalk • YA Health Care Admin Occupations • Applies to the 0600 series admin occupations, e.g. medical records administrator series (669), health administration (670/671), etc. • Use CDM YA-0343 Models. This quite effectively covers program analyst, program manager, and other manager positions. • YI Health Care Technician Occupations • Includes all health care technician occupations in YI PB. Also includes psychology and social services techs. • Use CDM YB-XX03 Models. Insert applicable technical support language in each range description. (return)

    43. Managing Pay Progression:Example of Using the CDM • How PPM may use CDM to deviate from default pay out distribution (70/30) • May reduce or increase salary percentage • In this example employee is an IT specialist, program manager, YA-2210-02 • Assigned to a Medical Center

    44. Managing Pay Progression:Example of Using the CDM • Base salary is $70,000 • Apply the YA-2210-2 CDM • The employee’s rating official has determined this employee is an experienced, full performance level IT professional • YA-2210-2 CDM, Pay Range 2 • “Intellectual Capital” phase • Not at major command, not performing policy therefore not appropriate for movement into Pay Range 3.

    45. Managing Pay Progression:Example of Using the CDM • RO feels pay range is appropriate at the third quartile of the Intellectual Capital phase • Employee not critical asset (at this time) • Employee at 95th percentile of pay phase, or quartile • 70% split towards salary moves employee into 4th quartile, or “Critical Asset” phase • Pay Pool Manager recommends a 60% pay out to salary

    46. Managing Pay Progression:Example of Using the CDM • Manager sees need to increase scope and complexity of position • Employee has potential to move to critical asset phase • RO sets up performance goals and objectives to reach that level in 2 years • If employee successfully meets the goals and objectives of the performance plan, may be eligible for an internal reassignment

    47. YA-2210-2Information Technology Specialist $40,093 Professional/Analytical YA2 $91,801 Salary Range 1: Design, develop, test, install, configure, create basic scripts and code and/or recover established components to IT systems and analyses within clear parameters. Investment Intellectual Capital Critical Asset $59,498 $66,885 $46,996 $40,093 Salary range 2: Plan, analyze, develop, diagnose, troubleshoot and/or carry out difficult and complex assignments associated with IT systems and analyses. Provides full range of independent support to customers at local activity. Investment Intellectual Capital Critical Asset $73,315 $80,159 $63,753 $58,488 Salary range 3: Recommends new approaches to previously unsolvable problems for IT systems and analyses. Troubleshooting expert for complex problems and technical lead on group projects. Finds solutions to integration and interoperability issues. Propose new policy and practices to resolve complex IT issues. 43 44 45 Investment Intellectual Capital Critical Asset $83,591 $91,801 $74,171 $68,933 Base Salary ranges, excluding Local Market Supplements (LMS)

    48. YA-2210-3Information Technology Specialist $78,359 Professional/Analytical YA3 $133,985 Salary range 1: Agency or large activity expert on IT issues and systems. Regularly develops new IT theories and integration plans for agency or large activity. Investment Intellectual Capital Critical Asset $104,683 $113,058 $87,969 $78,359 Salary range 2: Program Manager responsible for the planning, coordination and execution of agency-wide IT initiatives. Strategic consultant and advisor to senior IT managers for the application of process improvement throughout the agency. Investment Intellectual Capital Critical Asset $122,217 $133,985 $103,399 $93,999 Base Salary ranges, excluding Local Market Supplements (LMS)

    49. YA-0201-2Human Resources Professional $40,093 Professional/Analytical YA2 $91,801 Routine HR work – clearly defined methods – usually in single specialty – works on individual case -- GS-11 Salary Range 1: e.g. Journey level staffing, benefits, training administration; basic ER Investment Intellectual Capital Critical Asset $59,498 $66,885 $46,996 $40,093 Salary Range 2: e.g. advanced recruiting, benefits, training administration; Journey Level LR/ER Advising and counseling multiple specialties covering multiple cases – GS-12 Investment Intellectual Capital Critical Asset $73,315 $80,159 $63,753 $58,488 Salary Range 3: e.g. advanced LR/ER, compensation, recruiting lead, training development Advising on policy implementation and clarifying methods – GS-13 Investment Intellectual Capital Critical Asset $83,591 $91,801 $74,171 $68,933 Base Salary ranges, excluding Local Market Supplements (LMS)

    50. YA-0201-3Human Resources Professional $78,359 Professional/Analytical YA3 $133,985 Salary Range 1: e.g. Program Mgr/SME at OCHR, major Echelon I/II command or equivalent level Develops or influences policy or program implementation guidance for DON or BSO – some direct involvement with DoD policy makers -- GS-14 Investment Intellectual Capital Critical Asset $104,683 $113,058 $87,969 $78,359 Salary Range 2: e.g. officials responsible for oversight of multiple programs/initiatives at DON HQ or major Echelon II command The DON expert or the HR director for BSO – advocates for and interprets policy guidance for BSO – knowledgeable of all HR disciplines – GS-15 Investment Intellectual Capital Critical Asset $122,217 $133,985 $103,399 $93,999 Base Salary ranges, excluding Local Market Supplements (LMS)