Agenda

1. Conversion to NSPS Classification under NSPS Staffing Changes Compensation under NSPS Performance Management: Planning Performance Management: Monitoring Performance Management: Rating Agenda

2. Handbook The Handbook contains: • NSPS Conversion Charts • NSPS Career Groups, Pay Schedules, Pay Bands • NSPS Classification standards • Performance Management Cycle and Conversation Guidelines • Job Objective guidelines and samples • Self-Assessment guidelines and hints • Performance Indicators and Contributing Factors • Rating Levels and Share Ranges • Performance Conversation Guides • Other reference materials

3. Additional Resources • DoD’s NSPS website: http://www.cpms.osd.mil/nsps/ • Contains implementing issuances / on line training / other materials • Army NSPS website: http://cpol.army.mil/library/general/nsps/ • Contains latest Army information • Army NSPS training website: http://www.chra.army.mil/NSPS-training/index.htm • Contains training calendar / training materials • Your servicing Civilian Personnel Advisory Center

4. Conversion to NSPS

5. Pay upon Initial Conversion to NSPS • Conversion is an automated process • Employees converted “in place” • No change in job descriptions • Preview available in NSPS 101 • No loss in pay • Based on the classification of the current position of record • Existing PDs will require minor updates - from old pay plan / grade to new • BUT no changes to contents / format

6. Within-Grade-Increase Buy-in • WGI buy-in calculator is available in NSPS 101 • part of the conversion tool • Prorated amount at conversion • One-time buy-in • Funds become part of performance payouts and other pay increases

7. Special Conversion Issues • Grade retention • Pay retention • Leader positions • Fair Labor Standards Act • Supervisory and managerial positions • Developmental/Intern Positions • Temporary promotion and details

8. Sample Conversion Chart * Positions with a target grade above the current grade are converted to pay band 1 See the NSPS Handbook (starting on page 3) for the complete table

9. Classification under NSPS

10. GS vs. NSPS Classification

11. Classification Architecture

12. Career Groups by Population and Percentage Total: 522,815 (DOD white-collar) FY2006

13. Career Groups/Pay Schedules *Student Employment (YP) covers all 4 groups.

14. Pay Schedules (PS) • Professional and Analytical • Technician / Support • Supervisory (each of the Career Groups have these types of jobs) • Students are all in the Standard Career Group Pay Schedules (PS) combine similar types of work within a Career Group (CG) based on the occupational definition of:

15. Pay Bands

16. Standard Career Group Professional/Analytical YA Pay Band 3 $77,018 - $130,211 Pay Band 2 $39,407 - $89,217 Pay Band 1 $26,008 - $62,593 $15,000 35,000 55,000 75,000 95,000 115,000 135,000 Technician/Support YB Pay Band 3 $47,679 - $75,025 Pay Band 2 $32,217 - $56,973 Pay Band 1 $16,880 - $38,060 $15,000 35,000 55,000 75,000 95,000 115,000 135,000 Supervisor/Manager YC Pay Band 3 $80,302 - $130,211 Pay Band 2 $57,146 - $110,691 Pay Band 1 $32,217 - $62,593 $15,000 35,000 55,000 75,000 95,000 115,000 135,000 Student YP Pay Band 1 $16,880 - $62,593 $15,000 35,000 55,000 75,000 95,000 115,000 135,000 NOTE: The salaries represent base salary ranges. The ranges do not include local market supplement (LMS) adjustments.

17. DCA Documentation • Delegations must: • be in writing and kept in the office where the authority is held for the duration of the authority • describe the specific classification responsibilities delegated, any limitations, and identify the position authorized to exercise those responsibilities • Delegations need not identify the individual • Once delegated to an authorized position, the delegation remains in effect until rescinded by the proper authority

18. DCA Do’s Managers may: • Determine/certify the occupational code, pay band, and title per NSPS Class Standards • Make other class-related determinations such as Fair Labor Standards Act exemptions, IAW statutory requirements • Classify only those positions under their direct managerial/supervisory control • Delegate classification authority to subordinate managerial/supervisory positions, if authorized

19. DCA Don’ts Managers may NOT: • Classify their own position, or any subordinate position that has an impact on the classification of their position • Exceed the level of authority delegated to any higher level commander/manager/supervisor within their chain of command • Delegate classification authority to Human Resources (HR) practitioners or other staff members who are not Commanders, managers or supervisors

20. Position Records By placing the PD into FASCLASS and authorizing an RPA, the manager certifies: • The accuracy of the information describing the position and its requirements • That DoD NSPS classification regulations and standards are the basis for classification Department of Army Fully Automated System for Classification (FASCLASS) - http://cpsfc.belvoir.army.mil/fasclass/inbox/ Request for Personnel Action (RPA)

21. HR Role: Advisory Services • CPAC – provides advisory services, including: • Position management • Supervisory ratios • Developmental options & position flexibilities • Assistance in making interim grade to pay band comparisons for pay-setting • CPOC – provides operational support services: • Position builds • Consistency with system/class standards, i.e., some occupation and pay band combos are not allowed

22. 3 Steps toClassification What type of position do I need? Occupations occur in only one Career Group and Pay Schedule SUPERVISOR SELECTS OCCUPATION 1 • Do I need entry level, full performance or expert? • What about funding? • Organizational impact? NSPS REGULATION DEFINES CAREER GROUP AND PAY SCHEDULE BASED ON OCCUPATION 2 SUPERVISOR SELECTS PAY BAND LEVEL 3 Management is in control – NOT HR! Responsible for position and financial management

23. What is FLSA? • Provides minimum standards for both wages and overtime entitlement, and spells out administrative procedures by which covered work time must be compensated • Two categories: • Exempt: NOT covered by FLSA overtime and minimum wage provisions (follow SC1930 compensation provisions instead) • Nonexempt: COVERED by FLSA overtime and minimum wage provisions

24. FLSA Provisions • Overtime - nonexempt • Paid 1.5 times the regular rate • Nonexempt employees may request compensatory time, but cannot be ordered to take it • “Suffer or Permit” provision - Any work a nonexempt employee performs is counted as work: • Supervisor need not order or authorize • Sufficient that supervisor has reason to believe work was performed • Note: Some travel/training time also considered hours of work

25. Always nonexempt: Pay Band 1 and 2 Technician/Support positions ALL Career Groups (PS YB, YE, YI, YL & YM) Trainees - ALL Career Groups (PS/PB YA-1, YD-1, YH-1, YK-1 and YP-1) Often nonexempt (require FLSA test): Many Journey-Level (Pay Band 2) employees in PS/PB YA-2, YD-2, YH-2, YK-2 Equipment operators (e.g., pilots) (STD CG, YA-2) Pay Band 3/4 Technician/Support positions ALL Career Groups (PS YB, YE, YI, & YL) Pay Band 1 Supervisory Positions ALL Career Groups (PS YC, YF, YJ, & YN CONUS – FLSA Provisions Employees are nonexempt unless shown to be exempt

26. Fair Labor Standards Act Determinations • Caution - FLSA is based on person, not position! • Typically, manager makes decision based on PD duties, prior to employee selection • Actual employee’s responsibilities determine FLSA so this may require change in FLSA for individual • Employees are presumed to be covered by FLSA (non-exempt unless proven to be exempt) • Movement to other CGs, PS, or PBs will require new review

27. Employees may appeal: Any classification decision relating to their own position: Title Occupational code Pay band Supervisory status Employees may not appeal: Classification of a proposed position or one to which the employee is not officially assigned Classification of a position to which an employee is detailed or temporarily promoted Accuracy, consistency, or use of NSPS classification criteria Rate of pay Classification Appeals

28. Classification Appeals (cont’d) • Employees first “raises concerns” to supervisor who has 30 days to respond • Then formal appeal to CPMS or directly to the Office of Personnel Management (OPM) • Appeals to CPMS must go through HR • HR provides assistance and assembles package (as in current process)

29. Staffing

30. Not Changing in Hiring and Employment • Merit Systems Principles • Prohibited Personnel Practices • Veterans’ Preference rights • Current hiring flexibilities • OPM qualification standards • Posting jobs on USAJOBS • Current competitive and excepted service appointing authorities and entitlements • Use of mandatory placement programs • Priority Placement Program (PPP), Reemployment Priority List (RPL), Interagency Career Transition Assistance Program (ICTAP)

31. Competitive Examining • DoD now has authority to use “competitive” examining • Initially, use OPM’s “delegated” examining authority • Applicants are listed in score and veterans’ preference order • Procedures to pass over a preference eligible and “rule of three” still apply

32. Applying Qualification Standards • DoD can modify OPM qualification standards and/or develop new ones • Meanwhile will continue to use OPM Qualification Standards • Applicants must meet minimum qualifications for the lowest GS-equivalent grade level of the pay band AND, IF APPLICABLE • Must meet quality level of experience • Thorough, accurate job analysis is key • Need to clearly define specialized experience • Will enable staffing specialists to identify good candidates

33. New NSPS Appointing Authorities • Severe Shortage/Critical Need Hiring Authority • Component requests authority • DoD can authorize, in lieu of OPM • Non-citizen appointment authority • Component can authorize, in lieu of OPM • Existing competitive and excepted appointing authorities still available

34. Probationary Periods • One year with option for three years • For selected occupations • Determined by DoD (not individual managers) • Longer probationary periods may be established by occupation • Critical to a performance-based system • Two year probationary period established for certain excepted service positions • Supervisors must still complete a 1-year (in service) probationary period

35. Internal Placement • Time in grade requirements eliminated • Time after competitive appointment requirement eliminated • New assignments commensurate with qualifications do not always need a personnel action • Personnel actions normally not required for • Assignments to perform new tasks • Projects or functions • If equal to current qualifications, area or expertise

36. New Definitions • Promotion: Movement of an employee from one band to a higher band • Example: Pay Band 2 to Pay Band 3 • Reassignment: Movement of an employee to a different position or set of duties in the same or a comparable pay band on a permanent or temporary/time-limited basis • Example: Non-supervisory professional and/or analytical pay schedule to supervisory PS across corresponding pay bands (2 to 2) • Reduction in Band: Movement of an employee either voluntary or involuntary from one pay band to a lower pay band • Example: PB 2 to PB 1

37. Determining Competition Requirements Level of work determines whether competition is required • Focus on level of work, not grade level • Level of work progresses within the same pay schedule from lower to higher beginning with pay band 1 • Professional/Analytical is always higher than Technician/Support • Comparability across career groups

38. Merit Promotion Requirements Most remain the same • Managers have right to select or not select from a group of qualified candidates • Managers have right to select from appropriate sources of candidates • Area of consideration should be sufficiently broad to ensure high quality candidates • Recordkeeping requirements • Must conduct job analysis to identify critical KSAs and/or job competencies

39. Competitive Movement to higher band/higher level of work Same basic concepts apply: Reassignment or reduction in band to a position with more promotion potential Transfer to a higher pay band or to a position with more promotion potential Changed under NSPS: Temporary promotion over 180 days to a higher pay band position Exception to Competition Movement to same band or comparable level of work (technician to technician) Same basic concepts apply: Promotion resulting from previous competitive selection with documented career ladder to higher pay band Promotion resulting from classification at higher pay band because of additional duties and responsibilities Changed under NSPS: Temporary promotion to a position in a higher pay band for 180 days or less Competitive / Non-Competitive

40. Compensation under NSPS

41. “Equal pay should be provided for work of equal value, with appropriate consideration of both national and local rates paid by employers in the private sector, and appropriate incentives and recognition should be provided for excellence in performance.” 5USC 2301 (b) (3) Key Merit System Principle

42. Local Market Supplement + = S&E CG, Prof PS – YD Pay Band 2 $39,407-$89,217 $49,259-$111,521 $52,017-$117,766 $55,958-$126,688 S&E CG, Tech/Sup PS – YE Pay Band 4 $64,767 -$89,217 $70,016-$108,845

43. Eligibility for LMS Adjustment • Employees receive if - • Current rating of record above unsuccessful • No current rating of record • On pay retention with a current rating of record above unsuccessful • Employees do not receive if current rating of record is unsuccessful • If LMS decreases, it decreases for everyone regardless of rating of record • LMS is not portable

44. Rate Range and LMS Adjustments • DoD reviews rate ranges and LMS annually • Different pay schedules may be adjusted by different percentages • Performance impacts eligibility • LMS amount influenced by individual changes in base salary

45. Pay Setting • Army will delegate pay setting approval authority to Commands / DRUs with supplemental guidance • Pay setting determinations will be based on: • Current salary – salary history of candidate • Experience, education and training / certifications of candidate • Internal equity considerations (pay compression / performance) • Market-sensitive data / value • Salary budget – ability to pay • “Total remuneration” perspective • Long-term impact – potential for future salary growth • Scarcity of qualified applicants • Use of Recruitment, Relocation, or Retention Incentives (3Rs) • Critical agency business need • Other appropriate criteria

46. Specific, market-based pay ranges within a pay band for different types of work Guidelines for compensation in hiring and annual payouts Control points for maximum salary Insure market value paid for work performed based on complexity, supervisory controls, scope of work and contacts Provide more realistic salary range for vacancy announcements May limit amount of a performance payout that goes to salary (same impact as being at top of band) Market Ranges Definition Impact

47. Market Range Example: YA-2 • Example uses base pay (no locality) • Upper level of each range (except the top) is 5% above GS equivalent • More flexibility in pay setting than General Schedule • Employees in Range A should not expect to reach top of band $38,824 YA-2 Pay Band $87,039 $38,824 Mkt Range A (former GS 9/11) $64,121 $40,765 Mkt Range B – former GS 12 $76,854 $42,901 Mkt Range C – former GS 13 $87,039

48. Control Points • Control points are a tool for managing compensation and salary progression • Applied consistently to similar positions in the same career group and pay band within a pay pool • When an employee’s salary reaches a control point, management makes a determination whether the employee’s salary should progress beyond that point Example: YA-3 Pay Band (2007 rates) Minimum$79,115 Maximum$127,031 Control Point $120,981 (5% below max)

49. Pay Setting for New Hires Consider qualifications of candidate, needs of organization, turnover rates internal pay equity, etc. to set bargaining range Example: Need to hire a new employee as a PB-2 Engineer - minimum of GS-9 step 1 is $38,824 Position is equivalent to GS-12 Base pay for GS-12/1 = $57,709 $57,709 x 1.3 = $75,021 Can offer a salary between $38,824 and $75,021 (with required higher level approvals) Negotiate with selectee 49

50. Reassignment • Voluntary reassignment – Employees are eligible for a discretionary increase • Employee-initiated – May receive up to a 5% increase in a 12-month period • Management-directed – May receive up to a 5% increase with each reassignment • Involuntary reassignment – Employees may receive a reduction in pay • Result of poor performance or misconduct – May receive up to a 10% reduction in pay in a 12-month period