Webmaster
|
|
|
Position Management
Balancing
Economy and Efficiency: A Reference Guide for
v Introduction to Position Management v Position Management Assistance v Delegation of Classification Authority (DCA) v Position Structure and Definitions v Employee Challenge and Development v Supervisory Responsibilities in Position Management v Supervisory/Leader Positions Ø Supervisory Duties and Responsibilities Ø Supervisory Role in Contracted Work Ø Automated Tools to Create Position Descriptions Ø Creating an Original Position Description v Position Management Guideline Ø Fragmentation - Layering - Unnecessary Positions Ø Narrow Span of Control - Job Dilution Ø Mismatches and Inconsistencies v Assessing Your Organization Structure v Characteristics of a Sound Organization v Characteristics of a Poorly Designed Organization
Regional delivery of civilian personnel servicing marshaled in unprecedented change for managers, supervisors, and human resource officials. Although the delivery of day-to-day position management advisory services is tasked to the CPAC, commanders and managers are ultimately responsible for position management within their organizations.
Position Management Assistance
In executing position management responsibilities, line managers are encouraged to seek assistance from a variety of sources (i.e., human resource, budget, manpower, and other special staff elements.) Expertise from all of these sources can help in developing and administering an effective position management program. Budget Analyst: Coordinate with budget analysts to ensure your organization’s budget has the funding to support your position management and classification decisions. Human Resource Specialist: The specialists at the CPAC are generalists who are available to provide assistance and guidance on position management to supervisors and managers when requested and are tasked to do so as a regular part of processing position actions. Managers are strongly encouraged to take advantage of this resource to assist in performing position management responsibilities. Human Resource Specialist (Classification): These specialists are located at the CPOC and are available to provide assistance and guidance to supervisors and managers in terms of the impact of position classification standards and regional consistency in classifying positions. CPOC classifiers routinely have direct contact with managers and supervisors when processing classification review actions. CPOC classifiers are also available to assist in planning and implementing reorganizations, realignments, reductions in force, and commercial activities reviews. Manpower Analyst: Manpower analysts will help you allocate your funded workyears, provide paragraph and line numbers, and document your Table of Distribution and Allowance (TDA) changes.
The ASA (M&RA) Delegated Classification Authority (DCA) policy memorandum, dated 17 November 1997, provides policy guidance for delegating position classification authority to commanders, managers, and supervisors throughout the Army. The policy states, "Commanders, directors, managers and supervisors must design organizations that use the lowest grades feasible to accomplish the mission; provide for career progression; eliminate excessive layers of supervision; and avoid the assignment of employees to position descriptions that do not match the work assigned and performed. Commanders, directors, managers and supervisors must comply with related directives for position management, including supervisory ratios and senior grade controls when exercising their delegated authority." Fort Lee Policy #03-04 requires all serviced organizations at the Unit Identification Level (UIC) to appointment a senior manager to serve as a Position Management Officer. The function of the Position Management Officer generally involves reviewing position classification actions in terms of appropriateness and affordability and/or alternatives to implementation. Position Management Officers function best when delegated the authority to review requests for evidence of sound position management and are then empowered to approve/disapprove requests as appropriate. Only the most controversial or complex cases need to be referred to the commander for resolution.
Classification Standards: A classification standard is a description of an occupation, or job family, and serves to distinguish one class or type of position from other types of positions. The Office of Personnel Management (OPM) prepares and publishes standards for the purpose of classifying positions (http://www.opm.gov/fedclass/). COREDOC: COREDOC is an automated classification tool designed for managers and HR specialists. The application combines several position related processes into an integrated single (core) document. COREDOC enables users to create, modify, and update position descriptions, KSAs, training plans, and performance plans quickly, easily, and with maximum efficiency. Delegation of Classification Authority (DCA): Authority which has been given to management officials at the director/deputy director level or above who have received the required training to determine and certify the title, pay plan, series, and grade of civilian positions in accordance with controlling position classification standards, regulations, and statutory requirements. FASCLASS: Fully Automated System for Classification (FASCLASS) is a paperless recordkeeping system that serves as the master file of Army’s position descriptions. PD Library: Position Description (PD) Library is a dynamic tool which has been developed in order to save you time and effort in writing new or revised PDs. Position: All the duties and responsibilities assigned or delegated by management, requiring full-time or part-time employment by one person in the Federal Government.
Position Classification: The job classification system established under Title 5, United States Code (USC), based on two fundamental principles: (1) There should be "equal pay for substantially equal work;" and (2) Variations in pay should be in proportion to substantial differences in the difficulty, responsibility, and qualifications required. Position Description: A written statement of the basic duties and responsibilities assigned to a position. (Note: A position description is a prerequisite to hiring an employee.) Position Management: Position management involves the design and control of an organizations position structure to blend the skills and assignments of employees with the goal of successfully carrying out the organization’s mission or program. Position Management Officer: The function of the Position Management Officer generally involves reviewing position classification actions in terms of appropriateness and affordability and/or alternatives to implementation. Work Schedules:
Considerations in Determining Position Structure and Vacancies v What are budget limitations? v Is the proposed structure economical and affordable in terms of cost and mission impact? v Will the structure result in production of more work units, assist in meeting deadlines, and/or ensure work quality? v Are supervisory positions established only when clearly justified? This is of particular importance in the Commercial Activities review process. v How many subordinates are required to complete the work? v Does proposed change provide for a grouping of "like" skills, or for the possible reassignment of some duties to lower-skilled positions? v Are positions and flow of work organized properly? v Is a particular position clearly needed? v Can the position be converted into part-time or temporary status? v Can the duties of a vacant position be eliminated, assigned to other positions, or modified to permit classification at a lower level? v How are mixed-grade positions utilized? v Are duties clearly defined without duplicating or conflicting with other positions? v Are high-grade duties grouped together to avoid unnecessary high-grade positions? v Are career ladder opportunities available for high quality employees? v If job skills are in short supply, has job engineering been considered?
Employee Challenge and Development
v Does the structure provide for input at lower levels and progressive advancement so that a suitable number of employees will be trained to assume higher level responsibilities? v Does the structure provide "career ladder" opportunities available for high-quality employees? (This may be accomplished by restructuring a job at a lower grade for training purposes.) v Are responsibilities delegated to employees, free of unnecessary controls or supervision? v Are duty assignments too narrow or specialized? v Are duty assignments unnecessarily repetitive and monotonous? v Are additional, related duties assigned to afford employees a renewed sense of accomplishment? v Do assignments consider the career interests of employees? v Do assignments encourage personal responsibility and pride in results? v Are assignments made to capitalize on special employee training, interests, and development?
Supervisory Responsibilities in Position Management
v Before filling a position, determine whether the duties can be eliminated, assigned to an existing position, modified for classification at lower grade, established as a trainee position, or reengineered to part-time status. v Make organization and position management decisions based on actual work required and performed. v Organize and assign work to subordinates in a manner that will serve mission most effectively. v Ensure that workload information is accurately reported in accordance with established procedures. v Become familiar with OPM position classification standards applicable to the organization. v Prepare performance standards that effectively measure employees in terms of the grade-controlling duties described in official position description. v Ensure position descriptions are clearly defined in terms of operations, tasks, duties, responsibilities, and knowledge required. v Ensure that pay grades to which employees are assigned match knowledge and skills needed to perform the work. v Identify and fulfill training needs, including position management training for subordinate supervisors. v Meet with each employee at least once a year at performance appraisal time and thoroughly review the position description, comparing the PD to actual assignments performed. v Adhere to Affirmative Action and Equal Employment Opportunity Program principles.
Department of the Army streamlining initiatives specifically target supervisory ratios as an area needing improvement, in addition to high-grade position reductions. A larger ratio would be appropriate when subordinates require little direct supervision, when workload is stable, when policies and procedures are well established, or when subordinates have a relatively high-level grade based on the absence of detailed supervision. Delegation of decision-making authority should be appointed at the lowest grade level practicable. "Action" personnel should be permitted and expected to carry out projects through to completion with minimum supervision. Clearly, some supervisors are essential, but excessive layering is not economical and can affect the morale of the employees and the overall success of the mission. As a general rule, supervisory or leader positions should only be established when truly needed to plan, assign, oversee, and evaluate the work of others. Supervisory or leader positions needed because of an inexperienced staff should be identified as such and earmarked for periodic review for continued need. Deputy or full assistant positions must be used only when managerial workload is extensive. Additionally, the managerial workload must be sufficient enough to require two full-time people with full decision-making authority for their respective assignments. In order for a position to be titled "supervisory." such duties must occupy at least 25% of the employee’s time. Managers may assign supervisory duties to positions entailing less than 25% of the time; however, the title and grade will not be affected. In addition to the minimum 25% criterion, supervisors must also exercise the minimum supervisory and managerial authorities and responsibilities required for coverage by the supervisory classification standards. The Office of Personnel Management recently issued classification guidance covering leader positions for single-grade and two-grade interval positions. The link bellows provides specific guidance and coverage for both. General Schedule Leader Grade Evaluation Guide, Apr 98 http://www.opm.gov/fedclass/gslead.pdf
Supervisory Duties and Responsibilities
Supervisory duties must occupy 25 % of the time to be correctly titled "supervisor." In addition to the minimum 25% criterion employee’s, supervisors must exercise the minimum supervisory and managerial authorities and responsibilities required for coverage by the supervisory classification standards. Creditable work includes work for which the supervisor is both technically and administratively responsible, including work accomplished through subordinate GS employees, FWS employees, military personnel, contractors, and volunteers. In addition, a supervisor exercises many of the following authorities and responsibilities: v Plan, schedule, assign, and direct the work of others. v Establish work priorities and deadlines. v Determine material, equipment, supplies, and facilities needed. v Explain work requirements, methods, and procedures. v Review work in progress or upon completion. v Coordinate with representatives of other units concerning matters of work accomplishment, priorities, methods, and procedures. v Prepare workload and production reports and submit to higher level management. v Inform high level supervisor of anticipated vacancies, increase in workload, etc. v Interview candidates for positions in the work unit and make recommendations for appointments, promotions, or reassignments. v Advise employees of the performance requirements of their positions and keep them informed individually of their progress in meeting requirements. v Give advice, counsel or instruction to individual employees on work and administrative matters. v Prepare formal evaluations of subordinates' work performance or provide appraisals to be incorporated into formal evaluation. v Effect minor disciplinary measures such as warnings/reprimands; recommend action in more serious cases. v Counsel employees on work related matters. v Control attendance and leave. v Hear and resolve complaints from employees, referring group grievances and more serious complaints, not resolved, to higher level supervisor. v Implement equal employment opportunity action plans. v Assure adherence to safety practices. v Where labor-management agreements exist, deal with union officials on matters involving supervisory responsibility. v Plan and carry out training and development of employees.
Supervisory Role in Contracted Work
Supervisory responsibilities differ substantially when work is contracted out in lieu of accomplishment by subordinates. The responsibilities which relate to the oversight or direction of contract work include: v Analyzing, justifying, and recommending work to be contracted. v Providing technical requirements and descriptions of the work to be accomplished. v Planning the work schedules, deadlines, and standards for acceptable work. v Arranging for subordinates to inspect work. v Coordinating and integrating contractor work with work of subordinates and others. v Deciding on the acceptance, rejection, or correction of work products or services which may affect payment to the contractor.
"a statement of the duties and responsibilities comprising the work assigned and the knowledge required to perform that work"
The position description represents a job being performed by someone and is described for purposes of pay, training, appraisal, promotion, and retention. It must accurately state the major duties, responsibilities, and essential knowledge and/or skills required to successfully perform the work. The position description serves many other purposes as well -- determining/ evaluating qualifications, establishing a framework for preparing performance standards, establishing organizational structure and work flow, establishing competitive levels, providing basic evidence of work assigned and performed for appeal cases, etc. It is an official document that must be certified by management for accuracy and necessity before implementation.
Automated Tools to Create a Position Description
Before beginning the task of writing a new position description, consider alternative sources. Many position descriptions are already available for immediate use or may be edited to reflect your mission requirements. FASCLASS: FASCLASS provides quick access to position descriptions and organizational data (http://cpol.army.mil/fasclass/index.html) Position Description Library (PD Library): Available through the FASCLASS website, PD Library provides access to available PDs which may produce a close match to the position description needed. COREDOC: An excellent source for PD development is available through the Defense Civilian Personnel Data System (DCPDS). COREDOC is a menu-driven tool that can assist in the preparation of duty descriptions.
Creating an Original Position Description
Before attempting to write a position description, gather all the facts needed to describe the job. Once primary tasks and assignments are identified, arrange the facts collected so that each major duty is a separate paragraph. (A major duty is defined as one that occupies 25% or more of the incumbent’s time or is significantly different from the other major duties, such that it requires additional entrance qualifications or extensive training.) Do not attempt to describe every task involved or to go into fine detail. Identify those duties that are performed on a regular and recurring basis, not those occasionally performed. If it is necessary to describe incidental or occasional duties, indicate how often they occur.
Position Management Guidelines
v Assistant and deputy positions should be evaluated in terms of need. These positions should be kept to a minimum. v Avoid the tendency to abolish predominantly lower-graded positions when manpower reductions are required. Manpower reduction should be based on a thorough study of the organization and its mission requirements. v A single journeyman level is often a sign of job dilution or other position management problems. Establishing and filling positions at lower levels increase economy and enhance upward mobility opportunities. v Leader or senior positions should be established only when a valid need exists in the work situation. Establishing senior specialist positions to reward selected employees is not good position management. v The position classification system should never be used to upgrade employees as a reward for exceptional performance. Use the incentive awards system. v When premium grade "expert" or "senior" positions are required to provide special technical or advisory service, establish them at a level where they will not cause supervisory grades to increase. Ensure that positions do not overlap with the supervisor’s or infringe on supervisory responsibility. v Growth potential positions provide development and promotional opportunities for employees. These exist at almost any level. v Avoid establishing or overlapping positions. This can happen when two or more people are independently doing all or part of the job. This type of overlap frequently occurs in terms of responsibilities as well as duties. v Be cautious about committing too many resources to support special assistants, non-supervisory staff positions, etc. These spaces are often better used to accomplish direct mission work. v "Mixed" grade level jobs should be avoided. Positions mixed in grade level or work performed usually indicate job dilution. (Note: This may be the only viable alternative if only a few positions can be retained as a result of downsizing, Most Efficient Organizations, etc.)
Common Problems in Position Management
Fragmentation – Layering – Unnecessary Positions
"Symptoms" of common position management problems can be found in most organizations. Fragmentation is a situation where an organization is split into many small segments. This requires more supervisors, restricts the development of employees, interferes with communications, and causes over-specialization. Consider:
Layering is the result of too many levels in the chain of command. This also interferes with communication and restricts the responsibility of lower level supervisors and other employees. Consider:
Unnecessary positions may be in the form of assistants, extra supervisors, staff or support positions, or "carryovers" from previous operating structures. Consider:
Narrow Span of Control – Job Dilution
Narrow span of control is using more supervision than is necessary. It frequently occurs with fragmentation and/or layering. It also limits initiative and responsibility and is very expensive. (Remember: Department of the Army envisions a supervisory ratio of 1:15.) Job Dilution is lower level work performed by higher-graded employees. It is one of the most prevalent position management problem indicators. It can result in low employee morale, inefficiency, and high cost. Example: Four specialists each who perform 25% clerical represents one one work year of non-specialist workload. Correction of job dilution usually requires a thorough analysis of the organization with a close look at each position. Most work can be divided into journeyman level/professional work, intermediate/technical work, and helper/clerical/support work. Each of these categories may also include more than one grade level. The amount of lower-graded work that an employee performs will vary. Essential work concentrated in a single position may result in an employee performing only 25% of the time at the assigned grade level. Where two employees are assigned to a position, each should work at that grade level more than 50% of the time. In situations where many employees are performing the same type and level of work, the percentage should be substantially higher. The solution is to establish positions at appropriate grade levels, seeking to concentrate the grade-controlling duties in each position. This provides the greatest possible economy and often improves career ladder opportunities.
Mismatches and Inconsistencies
Mismatched strength and workload occurs when the mission can be accomplished with fewer people than are assigned or when too few employees are assigned to accomplish the mission. Even though manpower standards are established, individual situations may have different requirements, or workload may change, affecting the number of positions required. Recurring or excessive overtime, backlogs, high employee turnover, absenteeism or employee dissatisfaction may be a good indication of understaffing. Mismatched strength and workload is usually corrected by consolidating the work and identifying positions to be reduced through attrition. Career ladders can often be built by establishing trainee positions which develop employees over a stated period to journeyman level, by establishing intermediate level technical or support positions, or by establishing more than one grade level within each operational series, or all of these. Workload and Workforce inconsistencies result when changes in workload or functions are not quickly followed by position or organizational changes. If some employees have idle time while others are always behind or if employees are frequently detailed to other organizations or found to be working outside their position descriptions, "inconsistency" may be the problem. Inconsistencies among position descriptions may develop when individual positions are revised without regard to other positions in the organization. It is wise to ask:
Try to keep position descriptions consistent. Any time one is changed, consider the impact on others. Inconsistencies in the workforce or position descriptions can be detected during the annual performance evaluation process. If the performance standards do not match the duties, the position description is probably inaccurate.
Assessing Your Organization Structure
Microscopic View – zoom in for a "close" look.
Telescopic View – move back to see the "total" organization. Comparison with other components of the functional area may provide insight.
20-20 Hindsight View – compare your organization this year to last year or even to five years ago.
Have you developed new or revised procedures?
Characteristics of a Sound Organization
Characteristics of a Poorly Designed Organization
Bottlenecks Red Tape Employee Turnover and Absenteeism Recruiting Problems Disciplinary Problems Employee Frustration and Grievances Backlogs Low Productivity High Error Rates Duplication of Effort High Costs Excessive Conflict and Mistrust Empire Building Buck Passing Job Dilution Poor Span of Control Proliferation of Assistants and Deputies Imbalance of Performance Levels Inflated Position Descriptions |
|
|