1 / 16

Position Management: Alive and Well in the 21st Century

August 2001. Position Management: Alive and Well in the 21st Century. Workforce Compensation And Performance Service. Theodore Roosevelt Building  1900 E Street, NW  Washington, DC 20415-8330. Classification Programs Division. Background -- The Turbulent ‘70’s and ‘80’s

MikeCarlo
Download Presentation

Position Management: Alive and Well in the 21st Century

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. August 2001 Position Management: Alive and Well in the 21st Century Workforce Compensation And Performance Service Theodore Roosevelt Building  1900 E Street, NW  Washington, DC 20415-8330 Classification Programs Division

  2. Background -- The Turbulent ‘70’s and ‘80’s What’s Happening Today? Position Management -- What is It? “Who’s REALLY on First?” Some “Do’s” and “Don’ts” Questions? & Answers! Overview Workforce Compensation And Performance Service Classification Programs Division August 2001

  3. “Grade Creep” Grade Controls (GS-13-15) Ceiling Controls CSC/OPM, OMB, and GAO Involvement Background: The Turbulent ‘70’s and ‘80’s Workforce Compensation And Performance Service Classification Programs Division August 2001

  4. OMB Bulletin 01-07 of May 8, 2001 Directed that plans include budgetary and performance considerations Intent: Flatten the Federal hierarchy Reduce layers Redistribute higher-level positions to front-line service-delivery positions Deadline: June 29, 2001 What’s Happening Today? Workforce Compensation And Performance Service Classification Programs Division August 2001

  5. Common Sense, Systematic Approach Interrelated Management Actions in Organizing Work Convert an Organization’s Mission(s) into the Following Elements: Position Management: What is it? Workforce Compensation And Performance Service Classification Programs Division August 2001

  6. Major Tasks Organizational Elements Subtasks and Sub-elements Duties of Individual Positions Position Management: What is it? (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  7. Components of Position Management Organization design Position design Position classification System constraints (e.g., $$’s + or -) Position Management: What Is It? (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  8. The Goal: OPTIMAL BALANCE Among: Mission needs Economy and efficiency Employee motivation and incentives Position Management: What is it? (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  9. HRO’s Consultant Role Advice on position design Advice on organization design Advice on HR issues Management’s Role Decision-making Ownership “Who’s REALLY on First?” Workforce Compensation And Performance Service Classification Programs Division August 2001

  10. Do: Consider the organization’s mission Assign responsibility to line managers at appropriate levels Determine the “right” span of control Use team leaders when/if practical Some “Do’s” and “Don’ts” Workforce Compensation And Performance Service Classification Programs Division August 2001

  11. Do (cont’d): Establish temporary special project offices, if new work is short-term Disestablish such offices when mission is accomplished Group like functions together (avoid redundancy) Design structures at lowest practical grade levels to meet missions needs Some “Do’s” and “Don’ts” (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  12. Do (cont’d): Balance skill and knowledge levels needed accordingly Use temporary, part-time, details, and/or contractors when practical Use the most effective work processes, equipment, procedures, methods, and techniques Review vacancies to ensure need prior to filling Some “Do’s” and “Don’ts” (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  13. Do (cont’d): Periodically review all organizational structures and positions to ensure optimal balance Group and concentrate higher level duties in as few positions as practical Establish and use career ladders Some “Do’s” and “Don’ts” (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  14. Don’t: Establish highest POSSIBLE grade structure “Spread higher level duties too thin” Create excessive layers of management (including deputies, assistants to, special assistants) Some “Do’s” and “Don’ts” (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  15. Don’t: (cont’d): Use outdated technology, work methods, policies, and procedures Fragment the organization Some “Do’s” and “Don’ts” (cont’d.) Workforce Compensation And Performance Service Classification Programs Division August 2001

  16. Winford Hooker wghooker@opm.gov 202-606-2950 Questions? & Answers Workforce Compensation And Performance Service Classification Programs Division August 2001

More Related