Orientation for USGS Employees Human Resources ManagementYour Rights and Responsibilities

1
Orientation for USGS EmployeesHuman Resources
ManagementYour Rights and Responsibilities
U.S. Department of the Interior U.S. Geological
Survey
2
Training Objectives

• Upon conclusion of this presentation,
  participants will understand
• How jobs are established, classified, and filled
• How employees are promoted, paid, and trained
• How the DOI Performance Management System works
• Equal Opportunity (EO) and employee protections
• Labor-Management Relations in USGS
• Awards and recognition processes

3
Training Objectives (cont.)

• Retirement under the Civil Service Retirement
  System (CSRS) and the Federal Employees
  Retirement System (FERS)
• Life insurance, health benefits, and workers
  compensation coverages
• Employee ethics
• Where to go for additional information

4
Table of Contents
5
Table of Contents (cont.)
6
Table of Contents (cont.)
7
Table of Contents (cont.)
8
Table of Contents (cont.)
9
HR Home Page
10
Title 5, U.S. Code, Sets Forth Merit Principles

• Recruitment, selection, and advancement assure
  equal opportunity
• Employees and applicants receive fair, equitable
  treatment in all aspects
• Equal pay for work of equal value
• Employees maintain standards of integrity,
  conduct, concern for public interest
• Efficient and effective use of Federal work force
• Employees retained on basis of performance
• Employees receive effective education and
  training

11
Title 5, U.S. Code, Sets Forth Merit Principles
(cont.)

• Employees protected against arbitrary action,
  personal favoritism, coercion for partisan
  political purposes and prohibited from using
  official authority or influence withregard to
  election.
• Employees protected against reprisal for lawful
  whistleblowing.

12
HRM Starts With Position Management

• Management Considers
• work to be done
• number of positions
• duties and content of positions
• relationships among positions
• ratio of professional to support positions
• ratio of supervisory to nonsupervisory positions

13
Positions Are Classified By

• Determining the
• kind or type of work
• level of difficulty
• level of responsibility
• These determinations are evaluated against U.S.
  Office of Personnel Management (OPM)
  classification standards to assign a title,
  series and grade.

14
Position Classification

• Statute Classification Act of 1949 covers
  General Schedule positions in
• 22 broad occupational groups
• nearly 500 series
• 15 grade levels
• 95 percent of USGS positions are classified in
  the General Schedule (GS, GM) most of the rest
  are covered by the Federal Wage System (WG, WL,
  WS, XP, XS)
• A small number are classified under several other
  pay plans, such as Senior Executive Service,
  Senior Level, and Maritime Pay Schedules.

15
Understanding Your Position Description (PD)

• Format
• Factor Evaluation System (FES) (9 factors)
• Supervisory (optional 6 or 9 factors)
• Research (4 factors)
• Purpose
• Basis for determining grade and pay
• Document major duties, responsibilities,
  organizational relationships of a job
• Official record of the classification of a job
• Describes the position, not the person assigned
  to it
• Process
• Written by employee, team leader, supervisor,
  manager, personnel specialist or any combination

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Understanding Your PD (cont.)

• Process (cont.)
• Supervisor signs PD as the official who
  authorizes the assignment of work to the employee
• Supervisors and managers have ultimate
  responsibility for defining the position
• Title, series, and grade are determined and
  certified by a personnel specialist in your
  servicing personnel office
• If You Have Questions About Your Position
  Description
• Discuss it with your supervisor
• Discuss it with a staff member in your personnel
  office

17
Jobs Have A Career Ladder and A Full Performance
Level (FPL)

• Personnel specialist determines the career ladder
  of the job at the time it is established
• FPL is grade to which an employee may be promoted
  noncompetitively
• FPL shown on Position Description
• work must exist
• job must be classified
• employee must perform satisfactorily
• employee must meet qualifications requirements
• supervisor must recommend
• Promotion to FPL is not automatic

18
Positions Have Qualifications Requirements

• Qualification Standards for General Schedule
  Positions published by OPM
• Apply to ALL Federal agencies
• Specify required education and experience
• Typically allow for substitution of education for
  experience
• Some series have mandatory education requirements
• Employee must meet qualifications requirements at
  closing date of merit promotion announcement for
  USGS positions

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How Positions Are Filled

• Competitively
• Merit Promotion
• Competition required when position has higher FPL
  (Exception Time limited promotion or detail NTE
  120 days)
• OPM certification from a civil service register
• Noncompetitively
• detail or temporary promotions for short periods
  of time
• reinstatement, transfer, or reassignment at or
  below FPL
• change to lower grade at employees request
• special appointing authorities (e.g. student,
  faculty, disabled individuals, and certain
  veterans)

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Appointments May Be

• Permanent
• career or career conditional in competitive
  service
• Term
• time limited more than one year up to 4 years
• Temporary
• not to exceed one year with option for renewal
  for maximum 2 years

21
Work Schedules May Be

• Full time
• Part time
• Intermittent
• Seasonal

22
Employees May Be Promoted In Different Ways

• Merit promotion competition
• Career promotions to FPL do not require further
  competition
• Accretion of duties promotions do not require
  competition
• New appointments from OPM certifications

23
Probationary Period May Be Required

• One year when appointed from OPM register
• Successful completion necessary for continued
  employment
• One year supervisory/managerial probationary
  periods
• Successful completion is required to remain in
  supervisory/managerial position
• Required probationary periods documented in
  Remarks on SF 50

24
Reduction-In-Force (RIF)

• Agency required to use RIF procedures to
  determine
• which employees will be separated or downgraded
  due to
• reorganization
• lack of work
• shortage of funds
• insufficient personnel ceiling (FTE)
• exercise of a returning employees reemployment
  or restoration rights
• OR when a furlough of more than 30 calendar days
  (or more than 22 discontinuous work days in a
  calendar year) is imposed
• Note Minimum 60 days specific written notice
  required.

25
Career Documentation and Personnel Records

• Personnel Office maintains Official Personnel
  Folder (OPF), Employee Performance File (EPF),
  Medical file
• Employees responsibility to update personnel
  records concerning additional education, skills,
  experience acquired outside of Federal employment
• Personnel Actions documented on SF 50,
  Notification of Personnel Action
• Employee should verify accuracy of
  informationExamples Title/Series/Grade/Step/P
  ay
• Veterans Preference
• FEGLI
• Retirement plan
• Original SF 50 to Employee (keep in safe place)

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Pay Adjustments

• Within grade increases
• General Schedule (GS) employees on Permanent and
  Term appointments
• Acceptable level of competence
• Waiting periods

GS
WG
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Pay Adjustments (cont.)

• Locality pay (January 1994)
• Adjusts General Schedule salaries by comparison
  with non-Federal rates of pay by geographic area
• Amount of locality pay may change if you change
  duty station
• Does not apply to Wage Grade positions
• Hazardous duty pay
• Shift differentials

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Fair Labor Standards Act (FLSA)

• Assures that employees are appropriately
  compensated for overtime work
• Typically nonexempt
• one grade interval physical science and
  engineering techs at GS-8 and below
• two grade interval admin positions at GS-5 and
  GS-7
• professional positions at GS-5 and GS-7
• administrative support jobs below GS-8
• Exemptions for certain employees
• executive
• administrative
• professional
• secretaries

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Performance Management System

• The performance plan
• Contract between rating official and employee
• Jointly developed
• Critical results
• 1 to 5 most important work assignments or
  responsibilities
• Individual, team, or organizational
• Performance indicators

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Performance Management System (cont.)

• Rating period
• October 1-September 30
• Must work under written plan at least 90 days
• Progress reviews
• At least 2
• Discuss progress, changes in plan, improvement,
  training

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Performance Management System (cont.)

• Summary rating
• Results achieved
• All critical results achieved
• Results not achieved
• 1 or more critical results not achieved
• Rating discussion
• Reconsideration
• 1 level above
• Within 15 days

32
Performance Ratings Are Linked To Personnel
Decisions

• Examples
• Career ladder promotion
• Within-grade increase
• Performance-based action
• Reduction-in-force
• 12 years - results achieved
• 0 years - results not achieved
• Quality Step Increase (QSI)
• Only award directly related to performance rating
• Extra documentation

33
Employees Are Responsible for Acceptable
Performance and Conduct

• Performance
• Achieving all critical results in performance
  plan
• Conduct
• Behaving ethically and appropriately

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If An Employee Has A Performance Problem

• Supervisors Responsibility
• Identify problem, discuss with employee, assist
  employee
• Employees Responsibility
• Improve performance
• If no improvement Written Performance
  Improvement Plan (PIP)
• Opportunity to demonstrate acceptable (Results
  Achieved) performance
• If still no improvement Denial of within-grade
  increase (WGI), demotion, or removal

35
If An Employee Has A Conduct Problem

• Supervisors Responsibility
• Identify problem and discuss with employee
• Employees Responsibility
• Improve conduct
• If no improvement Progressive discipline
• - Warning
• - Reprimand
• - Suspension
• - Removal

36
Dispute Resolution

• Formal Procedures
• Agency Grievance Procedure
• Negotiated Grievance Procedure (for bargaining
  unit employees)
• EO Complaints Process

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Dispute Resolution (cont.)

• Alternative Procedures
• CORE (COnflict REsolution)
• For any workplace conflict
• Confidential and voluntary
• Encourage better communication and early
  resolution of conflicts through the mediation,
  facilitation, fact-finding, and referral services
  of neutral third parties
• Use without restraint, interference, coercion,
  discrimination, or reprisal
• www.usgs.gov8888/ops/hro/adr.core.html

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Equal Opportunity (EO) Program

• Objectives
• Ensure a discrimination free workplace
• EO laws and regulations
• Complaints Process
• Ensure employees have full and fair opportunity
  to contribute to the mission
• Affirmative Employment Plan
• Special Emphasis Programs
• Disability Accommodation

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EO Its the Law

• Fair Labor Standards Act of 1938, as amended
  (Equal Pay Act of 1963)
• Title VII, Civil Rights Act of 1964, as amended
  in 1972
• Age Discrimination in Employment Act of 1967, as
  amended
• Rehabilitation Act of 1973, as amended in 1992 to
  incorporate the Americans with Disabilities Act
  of 1990
• Civil Rights Act of 1991

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The Nine Prohibited Factors

• Discrimination unfair treatment based on any
  of these factors is

illegal unacceptable intolerable
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Informal Resolution

• EEO PLUS (Partners Listening, Understanding and
  Solving)
• When an allegation of workplace discrimination is
  the issue
• Contact the Office of Equal Opportunity within 45
  days of the alleged discriminatory incident
• Voluntary
• Encourage better communication and early
  resolution of conflicts through the mediation,
  facilitation, fact-finding, and referral services
  of neutral third parties
• Use without restraint, interference, coercion,
  discrimination, or reprisal
• More information? Contact the Office of Equal
  Opportunity in Reston, VA

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Informal Resolution (cont.)

• Its in everyones best interest
• Issues resolved at the lowest level possible
• No admission of guilt
• Restores morale
• Restores productivity
• Saves time
• Saves money

43
The Complaints Process

• Who?
• Applicants for employment
• Current employees
• Former employees within 45 days of separation
• How?
• Contact counselor within 45 days of event
• Counselor attempts resolution and issues Notice
  of Final Interview (NFI) within 30 days
• Complainant files formal complaint within 15
  days of receipt of NFI

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The Complaints Process (cont.)

• How? (cont.)
• USGS investigates issues accepted and generates
  Report of Investigation within 180 days
• Complainant requests EEOC hearing or Final
  Agency Decision from Department within 30 days
• Findings issued within 180 days
• Appeal to EEOC within 30 days or file civil suit
  within 90 days
• Note EEO PLUS may be considered at any point in
  the process.

45
Managing Cultural Diversity

• The process of including people from different
  backgrounds into an effective organizational team
  -- one that fully uses the potential of every
  employee to get results. Diversity includes
  EVERYONE!

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USGS Diversity PlanDecember 1997

• Goal 1 Recruitment
• Goal 2 Retention
• Goal 3 Accountability
• Goal 4 Diversity Education
• Goal 5 Zero Tolerance
• USGS Diversity Plan -- www.usgs.gov8888/ops/eeo/d
  iversity.html

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Role of Supervisors and Managers in a Diverse
Work Environment

• Create an environment in which diversity is
  regarded as an ASSET
• Be proactive in diversity initiatives
• Consider diversity in all personnel-related
  decisions
• Recognize that the best results arise when a
  variety of people from different backgrounds work
  together on a team
• Understand that all employees and applicants have
  unique contributions to make
• Encourage open communications and different
  approaches to problem solving
• Lead by EXAMPLE!

48
Role of Employee in a Diverse Work Environment

• Assist in maintaining an environment in which
  diversity is regarded as an ASSET
• Offer different approaches to accomplishing work
  tasks
• Listen to co-workers ideas and concepts,
  especially when they are different than your own
• Recognize that differences are only that -
  different - and avoid making value judgments
  regarding them

49
Union Representation and Labor Relations

• Federal Service Labor Management Relations
  Statute 5 USC 7101-7135
• Without fear of penalty or reprisal, gives
  employees the right to
• form, join, or assist any labor organization, or
• refrain from such activity
• Protects employees in the exercise of these
  rights

50
The Rewarding Environment

• The USGS is committed to creating a rewarding
  environment as an essential part of our bureau
  strategy for ensuring that we can recruit,
  retain, and motivate a highly qualified and
  diverse workforce to accomplish our mission and
  strategic goals.
• The Vision
• Employees believe that the USGS is a rewarding
  place to work
• Managers spend time on rewarding and recognizing
  employees
• USGS has a celebration culture.
• A rewarding environment provides a robust
  mechanism for focusing the workforce on the
  Bureaus strategic goals and building the
  capacity to achieve these goals.

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Rewards A New Definition

• Supervisors and employees together have a role
  and responsibility
• Assure basic workplace rewards
• Pay and benefits, open communications, effective
  leadership, appropriate space and facilities,
  quality coworkers
• Develop and use quality of worklife rewards
• Flexiplace, Alternative Work Schedules, child
  care and elder care, health and wellness programs
  and facilities
• Promote intrinsic rewards
• Important and challenging work, prestige of
  affiliation, professional development, personal
  fulfillment, autonomy
• Make use of extrinsic rewards
• Honor Awards, Monetary Awards, Non-Monetary
  Awards and Recognition, Length of Service
  Recognition.

52
Rewards and Recognition Are Important

• Purpose
• To acknowledge the contributions of individuals
  or groups that lead to achievement of the
  Bureaus strategic goals.
• NOTE Any employee may recommend any other
  employee for an award or some other form of
  recognition when appropriate, and all employees
  are encouraged to do so. Authority to approve
  those recommendations might differ from
  organization to organization.

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The Rewarding USGS Environment

• Every day offers an opportunity to recognize and
  reward employee accomplishments. In so doing, we
  take a step forward in creating a rewarding USGS
  environment.
• Rewards Handbook
• internal.usgs.gov/ops/hro/perf/rewards/index.html

54
Employee Development (Continuous Learning) Is
Important To USGS

• To serve the earth science needs of the Nation,
  USGS employees must be knowledgeable, highly
  skilled, effective, and competitive. Employees
  must understand the mission and goals of the
  USGS, understand their place in the USGS, and
  continually develop the technical and leadership
  skills necessary to enhance the mission of the
  USGS and their own personal career development.
• (Rewards Benchmark Team Report, June 1996)

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The Leadership-Centered Culture

• To ensure that the USGS continues to be
  recognized as a world leader in the natural
  sciences, EVERY employee must develop and nurture
  leadership characteristics in carrying out the
  functions assigned to them. Those
  characteristics include
• Taking responsibility
• Embracing change
• Integrity
• Inspiring trust
• Vision
• Passion
• Leadership development is the foundation on which
  ALL other continuous learning activities are
  nested.

56
Training Opportunities Are Varied

• USGS is a learning organization
  Mission-related training is an essential
  investment
• Shared supervisor/employee responsibility
• Career development takes many forms
• Formal training Internal and External
• On the Job Training
• Developmental Assignments
• Undergraduate/Graduate Coursework

57
Mentoring Program

• If you want to
• Become a member of the USGS family quickly
• Develop job-related networks
• Acquire new knowledge and skills
• Learn about our organizational culture
• Get a Mentor!

58
Mentoring (cont.)

• Get started today
• Ask your supervisor for an in-house sponsor
• Take responsibility for your own development
• Seek one or more informal mentors
• Go to http//training.usgs.gov for information on
  the formal USGS Mentoring Program

59
Safety

• Every employee is responsible for carrying out
  the mission of the organization in a manner that
  minimizes risk to the health and well being of
  themselves, co-workers, and the general public.
• Safety procedures must be followed
• Proper safety equipment must be used for the task
  at hand
• Unsafe or unhealthful working conditions must be
  reported and remedied
• For more information go to internal.usgs.gov
  /ops/safetynet/index.html

60
Family Friendly Work Policies

• Family Medical Leave Act of 1993 (FMLA)
  (Expanded by Presidential Memorandum)
• Federal Employees Family Friendly Leave Act
• Sick Leave for Adoption
• Leave for Bone-Marrow or Organ Donation
• Federal Leave Sharing
• Job Sharing
• Alternative Work Schedules (AWS)
• Flexiplace

61
Employee Assistance Program (EAP)

• Professional counseling for help with problems
  related to
• work
• personal issues
• financial concerns
• family matters
• other
• Available to employees, supervisors, family
  members
• Counseling sessions with EAP counselors are
  confidential and free
• Contact your Administrative Officer or a staff
  member in your servicing personnel office for
  more information

62
Time Off

• Annual Leave (4, 6, or 8 hour category)
• Sick Leave (4 hours)
• Court/Jury Leave
• Administrative Leave
• Shore Leave
• Home Leave
• Military Leave
• Credit Hours
• Compensatory Time
• Leave Without Pay
• Work schedule affects accrual rate

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Time Off (cont.)

• Holidays
• New Years Day, January 1
• Martin Luther King, Jr.s Birthday, 3rd Monday in
  January
• Presidents Day, 3rd Monday in February
• Memorial Day, last Monday in May
• Independence Day, July 4
• Labor Day, 1st Monday in September
• Columbus Day, 2nd Monday in October
• Veterans Day, November 11
• Thanksgiving, 4th Thursday in November
• Christmas Day, December 25

64
Civil Service Retirement System (CSRS)

• Two minimum requirements for immediate annuity
• Five years of civilian service
• Must have been working in a position under the
  Retirement Act for at least one of the last two
  years before separation
• (Two year requirement is waived in disability
  retirement, but the employee must be subject to
  the Retirement Act)

65
Types of CSRS Retirement and Requirements
66
Types of CSRS Retirement and Requirements (cont.)
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Types of CSRS Retirement and Requirements (cont.)
68
CSRS Annuity Calculations

• CSRS - Full-time
• Average High-Three Salary multiplied by
• 1.5 percent for each of the 1st 5 years of
  creditable service, plus
• 1.75 percent for each of the next five years,
  plus
• 2.0 percent for each year over 10 years
• All unused sick leave is credited as time worked
  for annuity calculation.

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CSRS Annuity Calculations (cont.)

• CSRS Offset
• CSRS Offset employees are eligible for a CSRS
  annuity just as if they were covered by CSRS
  alone, except that the annuity payment is reduced
  (offset) when the employee becomes eligible for
  Social Security
• The offset is made (even if the employee does not
  apply for Social Security) when the basic
  requirements for Social Security are met, usually
  at age 62
• The amount of the offset is the amount of the
  Social Security benefit attributable to the
  employees service after 1983 covered by both
  CSRS and Social Security.
• (FERS Transfer Handbook, page 57).
• (For Social Security information www.ssa.gov or
  1-800-772-1213)

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Federal Employees Retirement System (FERS)

• Three ingredients in the FERS package
• Basic Benefit
• Thrift Savings Plan (TSP)
• Social Security (when eligible)

71
FERS Minimum Retirement Age (MRA)
72
FERS Basic Benefit
73
FERS Basic Benefit (cont.)
74
FERS Basic Benefit (cont.)
75
FERS Annuity Calculations

• FERS - Full-time
• Average High-Three Salary multiplied by
• 1 percent for each year of creditable service
  under FERS
• 1.1 percent for each year under FERS at age 62 or
  later, if at least 20 years of service
• Combined CSRS/FERS Service
• Calculations for CSRS years apply under CSRS
  rules (Frozen CSRS) and calculations for FERS
  years apply under FERS rules
• Survivor Benefits
• Spouse, children, other benefits payable

76
Thrift Savings Plan (TSP)

• Eligibility
• Contributions
• CSRS
• FERS
• Agency Contributions/Matching
• Open Season
• Investment Options Changes
• Loan Program
• Withdrawal Options

77
Thrift Savings Plan (cont.)

• You might think the TSP is not for you
• Im Too Young
• I Cant Afford It Are You Sure?
• A nest egg started at age 25 will be richer by
  far than one started at 45
• e.g. If you earn 20,000 a year and contribute 5
  percent of your pay starting at age 25, and
  assuming your TSP account earns 7 percent a year,
  at age 65 youll have 438,200!
• However
• If everything else stays the same, but you start
  contributing at age 45, youll have only 87,000
  at age 65! START NOW
• For more information, contact Thriftline at
  [phone] or visit the TSP website at
  www.tsp.gov

78
Other Retirement Issues

• Deposit
• Redeposit
• Military Deposit
• Part-time or Intermittent work schedules affect
  retirement benefits

79
Federal Employees Group Life Insurance (FEGLI)

• At a Glance...
• BASIC LIFE
• plus
• OPTION A - Standard
• OPTION B - Additional
• OPTION C - Family

80
Designation of Beneficiaries

• CSRS
• FERS
• Unpaid Compensation
• Federal Employees Group Life Insurance
• Thrift Savings Plan
• Savings Bonds

81
Federal Employees Health Benefits Program

• Who May Enroll
• Open Season
• 26 Additional Permissible Changes in Enrollment
• Temporary Continuation of Coverage (TCC)
• Who is Covered
• Effective Dates

82
Long Term Care Insurance

• Available to eligible Federal employees and
  qualified family members
• Federal employees must be in a position eligible
  for FEHB coverage
• Qualified family members include current spouse,
  adult children, parents, parents-in-law, and
  stepparents of living employees
• Benefits include
• Daily/weekly benefit
• 3-year, 5-year, and Unlimited benefit periods
• Facilities only/comprehensive options
• Customized plans
• Choice of waiting periods
• Information and Application Packages
• Toll-free phone number 1-800-LTC-FEDS
  (1-800-582-3337)
• Internet www.ltcfeds.com and www.opm.gov/insure/lt
  c

83
Workers Compensation

• Department of Labor
• Medical Expenses
• Scheduled Award
• Lost Wages
• Disability
• Death

84
Ethics

• Public Service is a Public Trust
• Ethical behavior increases public confidence in
  the integrity of Federal employees
• Ethical behavior is important in USGS to
• maintain credibility and objectivity of USGS
  science
• ensure that USGS science is used to serve the
  whole public, not special interests
• Ethical requirements are governed by
• The USGS Organic Act, Federal criminal statutes,
  Executive Orders, and DOI and USGS policies

85
The Organic Act

• Prohibits USGS employees from having financial
  interests in the mineral wealth of the public
  lands
• Limits USGS employees financial interests in
  private oil/gas mining and exploration and
  production activities
• Limits outside consulting work
• for performing surveys or examinations that
  have the potential for an actual or apparent
  conflict of interest between the activity and an
  employees official duties
• Generally applies to mining, petroleum, and
  geophysical companies, environmental service
  organizations, and map makers, among others

86
Questions About Ethical Restrictions Frequently
Involve

• Limitations on Outside Work
• Work with Professional Societies
• Accepting Funds from Outside Sources
• Acceptance of Gifts
• Post-Employment
• Political Activity
• Nepotism
• For more information about Ethics, consult
• Employee Conduct Handbook-Legal, Regulatory, and
  Policy Guidelines, U.S. Geological Survey, 1993
• Standards of Ethical Conduct for Employees of
  the Executive Branch, August 1992

87
Contact the following officials for advice on
Ethics

• Bureau Ethics Office
• Virginia Miles - (703)-648-7474
• Regarding financial conflict of interest,
  financial disclosure review forms, investments,
  trusts, divestitures, minerals royalties, etc.
• Stephanie E. Koontz - [phone]
• Regarding acceptance of gifts, outside work,
  post-employment, non-official expression,
  political activities, receipt of funds from
  non-Federal sources, etc.

88
Contact the following officials for advice on
Ethics (cont.)

• Servicing Personnel Office Contacts
• Central Region J. Michael Bieszad
• [phone], ext. 326
• Western Region William R. Creach
• [phone]
• Southeastern Region Nancy M. Thurman
• [phone]

89
Employee Express

• Allows employees immediate access to information
  about their own personnel and payroll records
• Enables employees to make changes to their
• Federal and state income tax deductions
• Direct deposit
• Home address
• Health benefits coverage and TSP fund
  designations and amount of contributions during
  open seasons
• All DOI employees may participate
• Access via 1-800-827-6254 or 1-912-757-3080 and
  your PIN
• For more information, visit the Employee Express
  website at www.employeeexpress.gov

90
Need Information?

• Servicing Personnel Office
• Official Personnel Folder
• Employee Performance File
• Medical File
• Official Correspondence Address