Department of Commerce Demonstration Project Workforce Management Staff Training 2006

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 Accountabilityto 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 Doesn’t 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/index.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. PurposeOf 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. 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 System

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 Economist Physical Scientist Engineer/Scientist Statistician Fish Administrator Scientific/ Engineering (ZP) Scientific & Engineering Technical (ZT) Biology Technician Electronics Technician Engineering 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 Selectee’s 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. Career Paths & Broad Pay Bands

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. 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 Classification Standards

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. 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 supervisor’s 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 Supervisor/Team Lead Differences

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 PD’s

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)