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Updated: June 22, 2011

Enterprise Networks (EN) Briefing for NTEU Reorganization & Proposed Transition Plan For: Voice & Data Technology Convergence. Updated: June 22, 2011. Today’s Discussion Case for Change – EN People Strategy Workforce Impacted by Change/Position Changes

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Updated: June 22, 2011

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  1. Enterprise Networks (EN) Briefing for NTEUReorganization & Proposed Transition Plan For:Voice & Data Technology Convergence Updated: June 22, 2011

  2. Today’s Discussion • Case for Change – EN People Strategy • Workforce Impacted by Change/Position Changes • Workforce Impact – What is not Changing • Workforce Impact – What is Changing • Workforce Transition Plan/Proposal • Reassignments vs. Details • Salary Tables – Special Salary Rate vs. Locality Tables • Training • Estimated Timeline • References for NTEU

  3. Case for Change – EN People Strategy • IRS Enterprise Networks like other organizations is experiencing an evolution of business needs and technology that is driving a transformation from providing equipment and wires to a services paradigm. • In support of this shift, EN desires to create a people strategy to support the organization as it moves forward. • Leverage the EN Technology Roadmap to support the Voice and Data Technology Convergence Initiative • Support the transition from legacy network architecture to an EN network convergence strategy and enable EN to successfully support the end user requirements of converged services to the workstation • Leverage our employee resources within the telecommunication enterprise for design, implementation and operational support • Leverage Best Practices and implement them across the telecommunication enterprise in a consistentmodel while adopting IT Infrastructure Library (ITIL) best practices. • Leverage opportunities for improving employee technology information sharing and expertise to support new technology as it’s deployed to the customer community.

  4. EN Workforce Impacted by Change • All 391 (Telecommunications Specialists) BU positions in Enterprise Networks will be: • Converted to 2210 Information Technology positions • Inclusive of full working level grades 9, 11, 12 & 13 • 117 encumbered positions total • All 392 (Telecommunications Technician) BU positions in Enterprise Networks will be: • Converted to 335 Computer Assistant positions • Inclusive of FWL grade 7 positions • 12 encumbered positions total

  5. EN Workforce Impacted by Change

  6. Workforce Impact - What is Not Changing? • Tour of Duty (TOD) or AWS schedules • Post of Duty (POD) • Flexi-place Arrangements • Managers – first and second level managers will remain the same • Workgroups – will remain the same

  7. Workforce Impact - What is Changing? Changes to Position Descriptions (PDs) – • Current 391 employees will be assigned to 2210 PDs as outlined on slide 5 • 98 employees will move to 2210 PDs with Network Services Parenthetical • 19 employees will move to 2210 PDs with Policy & Planning Parenthetical • Current 392 employees will be reassigned to 335 PD as outlined on slide 5 • 12 employees will be reassigned to 335 PD 96270 Duties/Knowledge Shift for Movement to 2210/335 Positions– • Paramount knowledge requirement shifts from “telecom” knowledge to “IT” knowledge • 2210 employees will be required to work with all Network equipment (voice and data) • 335 employees will provide support to 2210s; the 335 series is more aligned with the 2210 series from a support perspective Qualifications for Other Positions – • Movement into 2210 and 335 positions offer current 391/392 employees wider scope of IT knowledge and abilities, thus potentially enhancing career options (especially w/in EN)

  8. Potential Career Options – 2210 Positions Currently Encumbered in EN *As of PP07 ending 4/27/11

  9. Workforce Impact - What is Changing? Pay Increase – • In some locations for GS-2210-9 & 11 positions, pay will increase upon “permanent reassignment” into the position due to the existence of Special Salary Rate (SSR) tables where the SSR is higher than the Locality Pay Tables • 37 of the 89 (as of PP11 ending 6/4/11) GS-9 & 11’s wouldget a bump in pay upon being reassigned (not detailed) to the 2210 PD due to existence of SSR tables in certain geographic locations • If SSR increases occur, extreme variances in dollars gained exist - (Need to be careful in our messaging) • Pay will remain the same for any GS-391-12/13s who move to 2210 positions as locality pay is higher at the grades 12/13. • Pay will not change for 392 to 335 movement as Special Salary Rates do not exist for the 335 series • Critical Job Elements – • See next slide for changes to aspects • Departure appraisals required for employees who leave 391 and move to 2210 • New performance plans established for reassignments/details over 60 days to 2210 CJEs.

  10. GS-391 Critical Job Elements I. Employee Satisfaction - Employee Contribution A. Workplace Interaction B. Workgroup Involvement C. Workplace Environment II. Customer Satisfaction - Knowledge A. Telecommunication Studies B. Systems Development and Testing C. Problem Identification and Resolution D. Customer Service III. Customer Satisfaction - Application A. Systems Support and Maintenance B. Written and Oral Communications C. Follow-up and Feedback IV. Business Results - Quality A. Analysis and Process Improvement B. Expertise C. Security V. Business Results - Efficiency A. Workload Management B. Planning, Coordination and Scheduling C. Contingency Planning GS-2210 Critical Job Elements I. Employee Satisfaction - Employee Contribution A. Workplace Interaction B. Workgroup Involvement C. Workplace Environment II. Customer Satisfaction - Knowledge A. Technical Skills B. Installation and Maintenance C. Problem Resolution III. Customer Satisfaction - Application A. Customer Service B. Written Communication C. Oral Communication IV. Business Results - Quality A. Analysis and Design B. Accuracy of Work C. Security V. Business Results - Efficiency A. Workload Management and Utilization of Time B. Staff/Administrative Work C. Program and Project Management Workforce Impact - What is Changing?

  11. GS-392 Critical Job Elements I. Employee Satisfaction - Employee Contribution A. Workplace Interaction B. Workgroup Involvement C. Workplace Environment II. Customer Satisfaction - Knowledge A. Technical Skills B. Problem Resolution C. Installation, Maintenance and Support of Equipment and Wiring III. Customer Satisfaction - Application A. Customer Service B. Communications C. Interpersonal Skills IV. Business Results - Quality A. Documentation and Reports B. Security Compliance C. Circuitry and Equipment Inventory V. Business Results - Efficiency A. Workload Management B. Time Utilization C. Project Implementation GS-335 Critical Job Elements I. Employee Satisfaction - Employee Contribution A. Workplace Interaction B. Workgroup Involvement C. Workplace Environment II. Customer Satisfaction - Knowledge A. Technical Knowledge B. Installation and Maintenance C. Problem Resolution III. Customer Satisfaction - Application A. Customer Service B. Written Communication C. Oral Communication IV. Business Results - Quality A. Quality of Work and Process Improvement B. Report Preparation C. Security and Disclosure V. Business Results - Efficiency A. Workload Management B. Completed Staff and Administrative Work C. Utilization of Time Workforce Impact - What is Changing?

  12. Workforce Transition – The Road to Reassignments • Mgmt is committed to providing appropriate training to employees contingent upon budget and Article 30 provisions (will discuss more when we get to slides 17-18) • Employees will be moved to 2210/335 positions all at one time • Employees will be placed into the 2210/335 positions via “Details” or “Reassignment” Actions • Challenge: OPM qualifications for the 2210/335 positions require that employees must possess 1 year of specialized experience for the new series/specialty at the same/next lower grade in order to be reassigned into the position • See Next Slide for more discussion on Reassignments and Details

  13. Workforce Transition (cont’d) Reassignments – Ultimate Goal • Permanent placement action used when OPM qualifications are met • MUST QUALIFY: Need 1 year of qualifying experience equivalent to the next lower/same grade in the same line of work (2210 NS or P&P) • Proposal: Employees be encouraged to complete a Career Connector (CC) Qualifications Questionnaire (be given 2 weeks to do so) to help Brookhaven Employment make quals determinations; (W/O this, the Employment Office only has “Systems” data (positions held) available to go by in making quals determinations) • Reassignments can positively impact pay where “2210 Special Salary Rate Tables” exceed “Locality Pay Tables” (See slides 14-16) • All 392s will qualify for a reassignment to the 335 series; No CC questionnaires need completed for quals determinations Details – • Temporary placement action used when OPM qualification requirements are not met to support a reassignment action • Once detailed, need up to 1 year experience detailed to 2210 position/specialty before a reassignment action can be made • Will work with Employment to monitor when perm reassignment can be made (based on amount of specialized experience that is needed); CC info can help us measure this • Details do not impact pay but provide qualifying experience for position in which placed

  14. Salary Tables – Full Working Level GS 09

  15. Salary Tables – Full Working Level GS 11

  16. Salary Tables – Full Working Level GS 11 (Cont.)

  17. Training for 391s Moving to 2210 Network Services Positions In keeping with A30, training needs will be assessed for each employee and individual training plans established accordingly. The following are examples of the types of training that could be provided employees: • Formal Training – Cisco and Avaya systems • Webex Training – Cisco Unified Call Manager • Coaching – Provide each employee with an assigned coach for at least 6 months • On-the-Job Training – pair up employees for supporting trouble tickets and projects for at least 6 months • CPE Training – Develop and offer Cisco and Avaya training sessions (at least 4 sessions during 2011) • ELMS – Integrate Self Study training for Telecommunications • Technical Support – Create a technical support team during FY11/12 • Network Professionals Community of Practice– On going monthly calls to share information and provide support on our new technology

  18. Training for 392s Moving to 335 Positions In keeping with A30, training needs will be assessed for each employee and individual training plans established accordingly. The following are examples of the types of training that could be provided employees: Webex Training – VoIP in Practice Coaching – Provide each employee with an assigned coach for at least 6 months On-the-Job Training – pair up employees with 2210’s for supporting trouble tickets and projects for at least 6 months CPE Training – Develop and offer Cisco and Avaya training sessions (at least 2 sessions during 2011/12) ELMS – Integrate Self Study training for Network Telecommunications Network Professionals Community of Practice– On going monthly calls to share information and provide support on our new technology

  19. Estimated Timeline May 2011 June 2011 July 2011 Aug 2011 Sept 2011 Oct – Dec 2011

  20. References • EN organizational chart/structure • Crosswalk of 391/392reassignment “to/from” positions • PDs: • 97543(Full Working Level 2210-09 Network Services) • 96274 (Full Working Level 2210-11 Network Services) • 94375 (Full Working Level 2210-12 Network Services) • 94376 (Full Working Level 2210-13 Network Services) 96550 (Full Working Level 2210-13 Network Services) • 94649 (Full Working Level 2210-12 Policy & Planning) • 94670 (Full Working Level 2210-13 Policy & Planning) • 96270 (Full Working Level 335-7) • 2210 CJEs • 335 CJEs

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