Authorizes OPM to permit Federal Agencies to conduct dem

1
Department of CommerceDemonstration
ProjectWorkforce Management Staff Training 2006
2
Overview of Demonstration Project
3
History of HR Demonstration Projects

• Title VI, Civil Service Reform Act of 1978
• Authorizes OPM to permit Federal Agencies to
  conduct demo projects to determine if changes in
  policy/procedures would improve Federal HR
  management
• China Lake Project (Paybanding)
• NIST Project (Paybanding, Staffing, Perf. Mgt.
  RIF
• Each project limited to 5,000 employees and
  initial 5-year test period
• Federal Employees Pay Compensation Act of 1993
• Adopted many demo project interventions (e.g.
  recruitment/retention bonuses)

4
Background of DOC Demo Project

• Key Project Components
• Simplified Classification System Using Career
  Paths and Paybanding
• Additional Hiring Flexibilities
• Pay-for Performance Performance Management
  System
• Additional Pay Flexibilities
• Revised Reduction-in-Force System

5
Background of DOC Demo Project

• Project Objectives
• Attracting and Retaining High Performance
  Employees
• Improving the Effectiveness and Efficiency of HR
• Increased Delegation of Authority and
  Accountability to Managers
• HR System that Better Facilitates Organizational
  Mission Excellence

6
Background of DOC Demo Project

• Project Attributes
• Simplification
• Easier to Understand
• Greater Flexibility
• Delegates More Decision-Making to Managers
• Greater Emphasis on Performance Management

7
Background of DOC Demo Project

• Project Design
• Fair Equitable
• Budget Discipline
• Partnership Based

8
Background of DOC Project

• Current Participating DOC Organizations
• Technology Administration, Offices of the Under
  Sec. Tech. Policy
• Bureau of Economic Analysis (BEA)
• NTIA Institute for Telecommunication Services
  (ITS)
• NOAA

9
Background of DOC Project

• Employees Covered
• All GS
• All GM
• All ST/SL 3104 for Appraisal, Awards and RIF (not
  eligible for incentive pay)
• Employees Not Covered
• All SES
• All FWS

10
Summary of Project Features

• Classification
• Career Paths Replace Occupational Groups
• Pay Bands Intervals Replace Grades Steps
• DOC Standards Replace OPM Standards

11
Summary of Project Features

• Staffing
• Delegated Examining from OPM (Agency-Based)
• Streamlined Staffing Easier Recruitment of
  Quality Candidates

12
Summary of Project Features

• Performance Management
• Potential Annual Performance Pay Increases
• Potential Annual Bonuses
• Motivates Employees to Higher Performance
• Designed to Attract Higher Quality Candidates
• Designed to Improve Organizational Excellence

13
Summary of Project Features

• Pay Administration
• Flexible Pay Setting in Recruitment Internal
  Placement
• Flexible Pay Setting in Performance Management
• Supervisory pay band ceilings exceed regular pay
  band ceilings

14
Summary of Project Features

• Reduction-in Force
• Simplified to Reduce Disruption to Organization
• Designed to Improve Match-Up of Employee Skills
  With Positions
• Retains All Employee Veteran Preference Appeal
  Rights
• Potential Service Credit Up To 30 Years
• Transfers RIF credit from other agencies on
  prorated basis

15
Summary of Project Features

• What Doesnt Change
• Employee Rights (appeals, Grievance, EEO, etc.)
• Labor Relations
• Employee Training Development
• Employee Benefits

16
Demonstration Project References

• OPM Federal Registers
• DoC Demo Website http//ohrm.os.doc.gov/Demo/i
  ndex.htm
• NOAA WFMO Website
• http//www.wfm.noaa.gov/index.html

17
Demonstration Project References (continued)

• DoC Demo Operating Procedures
• DoC Demo Processing Manual
• DoC Demo Pay Setting Guide
• DoC Demo Automated Classification (ACS)
• DoC Demo Project Employee Guide
• Demo Project Training Modules

18
Position Classification
19
Classification Principles

• Provide classification equity
• Simplify the process
• Support the mission
• Consider the whole job
• Reinforce management accountability
• Support pay for performance

20
Purpose Of Classification

• To Categorize Positions By
• Career Path
• Occupational Series
• Pay Band
• Title

21
Objectives

• Simplify Classification Process
• Increase Management Authority, Accountability,
  And Flexibility

22
ADVANTAGES OF PAY BANDING

• FEWER, BROADER AND SIMPLER STANDARDS
• MORE UNDERSTANDABLE CLASSIFICATION
• SHORTER POSITION DESCRIPTIONS
• FEWER CLASSIFICATION DECISIONS

23
ADVANTAGES OF PAY BANDING

• LESS DOCUMENTATION
• EASIER TO AUTOMATE
• FACILITATES DELEGATION TO LINE MANAGERS

24
ADVANTAGES OF PAY BANDING

• FACILITATES PAY FOR PERFORMANCE
• MORE FLEXIBLE ENTRY PAY
• BETTER LINK TO CAREER STAGES

25
Positions Covered

• Covered
• GS
• GM
• Excluded
• WG
• SES
• ST/SL-3104

26
Classification System

• CURRENT
• One Pay Schedule (GS for all White Collar
  Occupations)
• 15 Grade Levels, each with 10 steps
• 100s 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

27
Advantages Of Career Paths

• Similar Treatment For Similar Occupations
• Broader And Simpler Classification Standards

28
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 non-professional technical
  positions that support scientific and engineering
  activities through the application of various
  skills and techniques in the electrical,
  mechanical, physical science, biology,
  mathematical, and computer fields and student
  positions for training in these skills.

Scientific/ Engineering Technician (ZT)
29
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 assistants, and student
positions for training in these skills.
Support (ZS)
30
Career Path Determinations
Biologist Mathematician Chemist Meteorologist
IT Specialist Oceanographer Econom
ist Physical Scientist Engineer/Scientist Stati
stician Fish Administrator
Scientific/ Engineering (ZP)
Scientific Engineering Technical (ZT)
Biology Technician Electronics Technician Engineer
ing Technician Meteorological Technician
Physical Science Technician
31
Career Path Determinations
Accountant Management Analyst Administrative
Officer Miscellaneous Administrative Budget
Analyst Personnel Management
General Business Specialist Specialist Printing
Manager
Administrative (ZA)
Personnel Clerk/Assistant Accounting
Technician Miscellaneous Clerk/Assistant Legal
Instruments Examiner Purchasing Agent
Secretary Library Technician Office
Automation/Clerk/Assistant Management
Clerk/Assistant
General Support (ZS)
32
Classification System
Automated Classification System

• User System
• HR Validation System
• PD Storage System

33
Classification Logic

• Principal Objective
• Career Path
• Series
• Pay Band
• Title

34
Mixed Series Positions

• Highest Pay Band Controls Series
• Other Factors
• Principal Objective
• Paramount Qualifications
• Sources Of Recruitment
• Lines Of Promotion

35
Interdisciplinary Positions

• Classification And Staffing Issue
• Advertised In 2 Or More Series
• Classification Based On Selectees Qualifications

36
Classification Components

• Principle objective
• Level designation
• Duties and Responsibilities
• Knowledge, Skills and Abilities
• Function Codes
• Specialty descriptors
• Key phrases
• Supervisory designation
• Position Requirements (Motor Vehicle, OGE-450,
  Physical Activity)
• Position Sensitivity

37
(No Transcript)
38
Classification Standards

• Duties And Responsibilities
• Level of responsibility
• KSAs
• Education
• Experience

39
Titling decisions

• Linked To Series
• Definitions Provided

40
Titling Practices

• Supervisory
• Research
• Assistant
• Officer
• Lead

41
Classification Standards

• Current
• Complex criteria
• Multiple formats
• FES
• Narrative
• Job family
• Range of grades

• Doc Demo
• Simplified Criteria
• One Format
• Duties And Responsibilities
• KSAs
• 4 Career Paths
• 5 Pay Bands

42
Supervisor/Team Lead Titling Criteria

• Supervisor Performs full range of supervision
  at least 25 of the time.
• Team Lead - Team leads are responsible to their
  supervisors or managers for assuring that the
  work of their assigned team is carried out by
  performing a range of coordinating and supportive
  duties and responsibilities.
• Due to important and significant differences
  between the position classification and labor
  relations definitions of supervisor, this
  guidance should not be used to determine the
  bargaining unit status of team lead positions.

43
Supervisor/Team Lead Differences

• TEAM leads
• Explain team goals and objectives to assigned
  team members and assist team in organizing to
  accomplish work
• Coach, facilitate, solve work problems and
  participate in the work of the team
• Provide information to the supervisor on
  performance of the team and individuals
• Communicate assignments, milestones and deadlines
  to the team and individuals based on supervisors
  instructions
• Observe training needs and relay training needs
  and requests to supervisor
• Inform supervisor of attendance and behavioral
  problems
• Relay requests for resources and supplies

• SUPERVISORS
• Set team goals, select team leads, assign team
  members and administratively and technically
  direct the work of subordinates
• Plan, assign, review and accept, amend or reject
  work done by teams and subordinates
• Assign performance ratings, approve awards and
  take performance-based corrective actions
• Make work assignments, set or negotiate deadlines
  and completion dates
• Schedule and approve funding for team and
  individual training
• Counsel employees on behavior and initiate
  disciplinary actions if required
• Allocate resources to teams

44
Authority And Accountability

• DPMB
• Sets Overall Classification Policy
• Approves Changes To ACS
• Approves New Series
• Final Classification Appeal
• Resolve Project Classification Issues

45
Authority And Accountability

• OPMBs
• Establish OU Classification Guidelines
• Delegate Classification Authority
• Resolve OU Classification Issues (Initial Review
  Of Classification Appeals)

46
Authority And Accountability

• Supervisors
• Comply With DPMB and OPMB Guidelines
• Observe Principle of Pay Equity For Work
• Maintain Accurate PDs

47
Classification Appeals

• Appeal Levels
• OPMB - 1st Level
• DPMB - Final Decision

48
Non-appealable Issues

• PD Accuracy
• Pay Band Standards
• Accuracy
• Consistency
• Applicability
• Assignment Of Duties
• Constructed Title

49
STAFFING
50
Staffing Options

• Delegated Examining (DE) Agency Based
• Merit Assignment Program Staffing (MAP)

51
Hiring Flexibilities and Appointment Process

• Principal Objectives
• Streamline the Hiring Process (Time and
  Administration)
• Delegate Authority

52
Agency BasedA Staffing Program Designed to
Recruit from Sources Outside the Government

• Vacancy Announcement
• Must be placed in USAJOBS
• Open to All Qualified Candidates
• Subject to Veterans Preference, CTAP/ICTAP, and
  Other Priority Placement Programs
• Paid Advertising May Be Used
• When More Than 3 Qualified Candidates or Mix of
  Vet/Non-Vet, Rate and Rank
• Rule of Three Applies

53
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)
• Veterans preference does not apply
• Select from best qualified applicants

54
BASIC QUALIFICATIONS

• OPM Basic Qualifications Apply with the following
  exceptions
• Testing not used
• Superior Academic Achievement 2.9
• Minimum qualifications apply to lowest GS grade
  within the pay band

55
TIME IN BAND

• Minimum requirements met on the basis of
• Time spent at next lower band or
• Combination of of next lower band and equivalent
  lower grade.
• Note When the band consists of more than one
  grade, requirements can be met based on time
  spent in next lower band but not solely on basis
  of lowest grade in the band. (e.g. 1 yr _at_ GS-13
  does not meet minimum requirements for the
  ZP/ZA-PB-V)

56
Other Options to Fill Vacancies

• Merit Assignment Program
• Reassignment
• Transfer
• Reinstatement
• Details
• Temporary Appointment
• Term Appointment
• Temporary Promotion
• Realignment
• Special Hiring Programs

57
ZP Probationary Period
Purpose To allow a hiring official to view the
full cycle of a research assignment before making
a final decision on retaining the employee.
58
ZP Probationary Periods

• Action Options
• End the Probation Period (any time after 1st
  year)
• Continue the Probation Period (up to 3 years)
• Terminate Appointment

59
ZP Probationary Period

• Coverage
• All Non-Status ZP RD Employees (I.e. functional
  codes 11 and 13) Hired After Implementation of
  the Project
• Not Covered
• All Current Employees
• All Employees in the ZT, ZA, ZS Career Paths
  (one-year probationary period)

60
ZP Probationary Period

• WFMO Staff Responsibility
• Attach Memo to CD-352 for initial period
• CD-352 automatically initiated 9/21/05 for 33
  mos.
• If management decides to end probationary period
  you must process an update 6 action code to zero
  out the probationary/trial period

61
References

• Delegated Examining and Merit Assignment
• Federal Register
• Project Operating Procedures
• WFMO Standard Operating Procedures
• NOAA Merit Assignment Plan
• OPM DEU Handbook
• DOC HR Bulletins

62
RIF
63
Reduction-in-Force

• Follows All Current RIF Laws Regulations
• Redefines Competitive Areas
• Competitive Levels Unchanged
• Revises Method to Augment Service Credit
• Employs the Use of RIF Subpanels and RIF Panel

64
Reduction-in-Force System
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
65
RIF CREDIT
CURRENT
DEMO

• Credit for a meets or exceeds is 12 years
• Last 3 ratings of record w/in last 4 years are
  averaged

• An employee with a performance score in the top
  30 percent of scores within a pay pool, is
  credited with 10 years of service credit for
  retention purposes. All other ratable employees
  receive 5 years of service credit.

66
RIF CREDIT (CONT)
CURRENT
DEMO

• Total potential credit under current system is 12
  years. (Based on three consecutive Meets or
  Exceeds ratings.)

• Total potential credit under Demo is 30 years
  (Based on being in top 30 for three consecutive
  cycles.)

67
Reduction-in-Force

• HRAs
• Determines Release from Competitive Level
• Conducts Qualifications Analysis
• Identifies Positions for Referral to RIF
  Subpanel(s)
• Convenes RIF Subpanel(s)

68
Reduction-in-Force
RIF Subpanel Reviews Positions for Possible
Bump by RIFee 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
69
Reduction in Force RIF Assignment Panel (RAP)

• Reviews Positions Referred by RIF Sub panel for
  Possible Bump
• Requests Additional Info. from Organization if
  Needed
• 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

70
Reduction-in-Force

• Service HR Manager
• Receives Reviews Recommendations from the RAP
• Discusses Recommendations with RAP (if needed)
• Makes Final Decision on the Action

71
PAY
72
Pay References

• References Include
• OPM Federal Register Notices
• Demo Project Operating Procedures
• Demo Project Pay Setting Guide
• Demo Project Pay Tables

73
Pay Rates

• Locality pay is included in the Base Rate
• Special Rates expand the pay band but only for
  those occupations covered
• Separate pay tables for every locality and every
  special rate within each locality are used

74
Pay Conversion

• Employees convert at same pay level
• Lump sum pay given for credit towards next WIGI
• One period for special pay adjustment for
  employees eligible for career ladder promotion
  within the pay band.

75
Pay Ceilings

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

76
Pay Setting

• New Appointments
• Competitive Reassignment w/Pay Adjustment
• Conversion Actions
• Promotions (minimum 6)
• Change to a lower grade (band)

77
Supervisory Pay
Placement In Supervisory Pay Band

• No immediate pay increase upon conversion or
  selection. Advancement in pay band based on
  annual performance rating
• Supervisory pay band ceilings exceed regular pay
  band ceilings into intervals 4 and 5 (i.e.
  maximum of 6)
• Applies only while in supervisory position

78
Supervisory Pay
WFMO Staff Responsibility

• Obtain written agreement from line office when
  employee moving into interval 4 of pay band.
  Change Special Employee Code to 12. File
  agreement on right hand side of OPF
• When employee moving out of supervisory position
  pay must not exceed Interval 3. Change Special
  Employee Code from 12 to 0.
• Employee has no appeal rights for loss of
  supervisory performance pay

79
Leaving the Project or Determining and equivalent
GS grade and step

• Federal Register notice provides guidance
• attach the Information about the Department of
  Commerce Demonstration Project (conversion out
  sheet) to the right side of the OPF and to 75
  information
• Employee is entitled to pay retention if salary
  exceeds step 10 of the equivalent grade

80
Converting from Demo to a GS position

• Consider the following
  
  Career Path
  Pay Band
  Interval
  Base Pay and
  Locality Pay

81
Determining GS Grade and Step

• If the pay band equals a single grade, then the
  band has to equal grade. Determine what step is
  equivalent to the salary. If salary is between
  steps the higher step is appropriate.
  Example
  ZP-V
  equals GS-15 ZP-V has a salary of 104,700 which
  falls between GS-15 step 4 (102,664) and step 5
  (105,775). The converted out step would be step
  5. The employee is converted out as a
  GS-15/5.

82
Determining GS Grade (continued)

• For multiple grade bands always start comparisons
  at the highest equivalent GS grade in the band.
• If the employee is in the ZP or ZA career path,
  remember that these are two grade interval
  positions when determining the appropriate grade.
  
• If the employee has been placed in the ZT or ZS
  career path then one grade intervals apply.
• Bands corresponding to two or more grades convert
  to one of those grades Example ZS-III
  equals GS-5/6
• For Pay bands equivalent to more than one GS
  grade
  1. compare to the highest grade in the
  pay band 2.If salary is equal to or greater than
  the step 4, assign the highest grade

83
Determining GS Grade (continued)

• Example
  If the employee is in the ZP or
  ZA career path, pay band II, the equivalent grade
  pattern is GS 7/9. If the salary is equal to or
  greater than step 4 of the GS-9, then that grade
  is the equivalent grade. If the salary is less
  than step 4 of the GS 9, then move to the next
  highest grade of the band (GS-7) and set the step
  based on the salary.

84
Determining GS Grade (continued)

• Example
  If the employee is in
  the ZT career path, pay band II, the equivalent
  grade pattern is GS 5/6/7/8. If the salary is
  equal to or greater than step 4 of the GS-8, then
  that grade is the equivalent grade. If the
  salary is less than step 4 of the GS-8, then move
  to the next highest grade of the band (GS-7) and
  perform the same comparison at the next lower
  levels until the salary reaches the step 4
  representative rate. This is done down to the
  lowest grade in the band.

85
Qualifications vs Pay

• Note that qualifications are based on work
  experience, knowledge, skills and abilities
• DEMO salaries are not used solely for
  qualifications purposes. However, they must be
  considered when determining the equivalent GS
  grade.

86
Performance Management
87
What is PerformanceManagement ?

• Planning work
• Monitoring work effort
• Developing employees
• Appraising employees
• Rewarding employees

88
Rating Official

• Defines critical elements
• Assigns weight to each critical element
• Establishes supplemental standards
• Conducts progress review
• Conducts performance review meeting
• Submits tentative rating
• Conducts final appraisal

89
Pay Pool Manager

• Reviews and approves performance plans
• Controls pay pool
• Final decisions - rating, pay increase, bonus
• Responds to Requests for Reconsideration
  (i.e.informal grievances)

90
Reviewing Official

• Who
• Person at a organizational level above Pay Pool
  Manager
• Responsibilities
• Review of performance decisions when Pay Pool
  Manager and Rating Official are the same person

91
Pay Pool

• Organizational level where employees are combined
  by career path
• Rating
• Score
• Pay
• Bonus

92
Appraisal Cycle
September
April
October
Mid-Year Review
Appraisal
Issue Performance Plan
93
The Performance Plan

• Communication tool
• Performance appraisal tool

94
Plan Development

• Remains Essentially the Same
• Determination of Critical Elements
• Assignment of Weights
• Criteria for Evaluation
• Differences
• Pay Pool Manager Signs Plan
• All Elements Must Be Critical
• Benchmark Performance Standards
• Element Point Ranges Are Used

95
Performance Plan Modifications

• Process Remains the Same
  Rating official signs
  
• Exception
• Modification Also Requires Pay Pool
  Manager/Reviewing Official Signature

96
Critical Elements

• Only critical elements
• Minimum of two
• Maximum of six
• Assign weight based upon importance
• and/or time required
• Total weight must equal 100

97
Evaluation Criteria

• Benchmark performance standards
• Performance attributes

98
Mid-Cycle Progress Review

• Process Remains the Same
  Rating Official Signs
• Increased Importance
• Exception
• Modification Also Requires Pay Pool
  Manager/Reviewing Official Signature

99
Progress Review

• Require one review mid-way by April 30th
• Discuss progress
• Identify problems
• Provide guidance
• Determine if plan needs to be changed

100
Who Is Appraised?

• All employees in a covered position as of
  September 30th AND who have worked 120 days in a
  covered position
• EXCEPT Employees who were promoted or received a
  pay adjustment during the last 120 days

101
Annual Appraisal

• Request written accomplishments
• Inform employees of their opportunity
• for Performance Review Meeting

102
Performance Review Meeting

• List of Accomplishments - Mandatory
• Employee Must Provide to Supervisor in writing
• Information Exchange
• Supervisor/Employee Discuss Accomplishments
• No Rating Discussed at this Meeting

103
Deriving a Rating

• Each critical element is rated in
• comparison to the Benchmark
• Performance Standards

104
Performance Ratings
Eligible E, covers total scores ranging
from 40 to 100 Not Ratable N, employee not
eligible to receive an appraisal Pending
P, final rating pending results of
in-place PIP Unsatisfactory U, failure to
meet PIP requirements of any element
105
Additional Rating Designations

• Pending
• P Employees whose rating period is extended
  Beyond September 30 because on Performance
  Improvement Plan (PIP)
• Not Rated
• N Employees who are ineligible for a rating
  as of September 30 because did not work in a
  covered position minimum of 120 days or received
  a pay adjustment within the last 120 days of the
  rating cycle.

106
PAY BONUS POOL
INCREASES SALARY
WGI's
QSI's
SA
IN-LEVEL PROMOTIONS
Base Pay Adj
BONUS
PA
HISTORICAL SPENDING
INCENTIVE PAY FUND
107
PAY OUT RULES
Highest scored employee receives highest
relative percentage payout (0-100) Employees
with tied scores may receive different relative
percentage payouts Lower scored employee cannot
receive higher relative percentage payout than
higher scored employee
108
PERFORMANCE PAY INCREASES

• Performance pay increases are automatically
  processed via the Pay for Performance System
  (PPS)
• Effective date of performance pay out and bonuses
  is first PP in November.

109
PERFORMANCE BONUSES

• Up to 10K
• Not eligible STEP and Faculty appointees and
  employees unratable at the end of the rating
  cycle unless they have a DOC rating of at least
  Fully Successful within the past 13 months.
• Processed via PPS NOA 840. SF-50s filed in EPFs

110
PIP Requirements

• Identify critical elements failed
• Describe improvement required
• Describe assistance to be provided
• Provide reasonable time to improve
• State consequence of failure

111
Responsibility During PIP

• DOCUMENT, DOCUMENT, DOCUMENT
• Keep regularly scheduled meeting
• Treat employee with dignity

112
Decision Process

• Did the employee meet the
• requirements of the PIP?
• Review the evidence in comparison
• to the standards
• Review your documentation
• Obtain support of higher level management
• Consult with OHRM

113
Acceptable Determination

• Issue concluding memorandum
• Continue to monitor performance
• Warn against Roller Coaster performance

114
Unsatisfactory Performance

• Performance which fails to meet the
• established performance standards - ONE or
  more critical elements
• Evidence required!
• Standards are acceptable and defensible
• Minimum appraisal period - 120 days

115
Actions Based On Unsatisfactory Performance

• Unsatisfactory Performance
• Removal
• Reduction in Pay Band/Grade
• Reassignment
• Loss of Comparability Increase
• Loss of consideration for performance pay
  increase/bonus
• The choice is a management decision and will not
  be subject to review on appeal

116
Employee Reconsideration Rights

• Reviewable
• Rating
• Performance Score
• Pay Increase
• Not Reviewable
• Performance Plan
• Bonus Decisions

117
Reconsideration Procedures

• Request for Reconsideration Rating
• 15 calendar days for employees to file Request
  for Reconsideration (an informal grievance)
• 15 calendar days for management to formally
  respond to informal grievance
• Formal Grievance (DAO 202-771)
• 10 calendar days for employee to file formal
  grievance
• 90 calendar days for management to respond to
  formal grievance

118
Project Evaluation
119
Evaluation Background

• The project was designed to apply several HR
  interventions from earlier Demonstration Projects
  to a wider range of occupational areas for
  organizations with different missions. The
  current project seeks to build on and duplicate
  that success.

120
The Need for an Evaluation

• The evaluation is an OPM approved evaluation
  plan.
• Evaluations are administered on an annual basis
  to determine whether the interventions are
  achieving the goals and objectives of the project
  within acceptable cost limits.

121
OPMs EVALUATION CRITERIA
1. Did the project meet its intended goals? 2.
Was the project implemented and operated
appropriately and accurately? 3. What was the
cost of the project? 4. What was the impact of
the project on veterans and other EEO groups? 5.
Were the Merit Systems Principles adhered to and
Prohibited Personnel Practices
avoided? 6. Can the project or portions thereof
be generalized to other agencies or
government-wide?
122
EVALUATION TECHNIQUES

• Collection of objective personnel data (e.g. pay
  increases, bonuses, performance ratings, race,
  age, gender, etc.)
• A Survey with Demo Project and Comparison Group
  Employees
• Focus groups conducted nationwide with employees
  from Demo Project and Comparison Groups
• Interviews with senior managers and Human
  Resources staff

123
1. Did the Project Meet its Intended Goals?

• Goal 1 Greater Hiring Flexibilities
• Flexible entry salary intervention is providing
  sufficient salary to attract desired candidates
• Local authority for recruitment payments is an
  effective tool for attracting and hiring
  employees
• Positive supervisor assessment

124
1. Did the Project Meet its Intended Goals?
(Cont.)

• Goal 2 Greater Pay Setting Flexibilities
• Pay banding provides greater pay setting
  flexibilities
• Pay increases aligned with performance
• Positive supervisor and employee assessments

125
1. Did the Project Meet its Intended Goals?
(Cont.)

• Goal 3 Pay for Performance
• Managers have more latitude to increase pay of
  high performers
• High performers benefit from cumulative pay
  increases
• Inverse relationship between performance rating
  and turnover
• Positive supervisor and employee assessment

126
1. Did the Project Meet its Intended Goals?
(Cont.)

• Goal 4 Simplified Position Classification
• Positive Human Resources staff assessment
• Reduced time needed to produce and classify a
  position
• Positive supervisor and employee assessment