Office of Human Capital Management Robin Ward, Code 113

1. POSITION MANAGEMENT Office of Human Capital Management Robin Ward, Code 113 Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

2. Position Management Training Objectives • Upon completion of this program participants will: • Know what position management is and how to plan for an organization’s success • Discuss the position management process and develop an action plan for the organization • Understand the supervisor’s roles and responsibilities in position management • Become familiar with what the supervisory accountabilities are in regards to position management Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

3. Agenda • What is Position Management? • What Position Management is Not • Why it is Important? • Regulatory drivers • Business case/benefits • Process for Implementation • Roles/Responsibilities Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

4. What is Position Management? • The continuous and systematic process of assuring that organizations and positions are structured efficiently and economically • A series of steps that managers and supervisors must go through to determine: • The type of organizational structure that is required to fulfill the function(s) assigned to a particular unit • The number and type of positions needed • How positions should be designed (i.e., distribution of duties, approximation of time spent on different duties, responsibility and authority, should position be at the full performance level or a career ladder position be established) Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

5. What Position Management is Not • A way to grow and promote employees above the full performance level • A means to get every employee to a higher grade • A way to assign work that allows any specific employee to receive potentially grade enhancing duties that may lead to promotion/accretion • A means to assign work based on an employee’s desires or capabilities vice legitimate work requirements Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

6. Regulatory Driver – NPR 3511.1 • Regulated by the Agency: Specifically NPR 3511.1 – Position Management and Classification, Chapter 1 • All Senior Management Officials and Supervisors have a continuing responsibility for the following: • 1.5.1. Determining the need for positions and organizing work in an efficient, effective manner to include estimating future work requirements so that employees have opportunities to utilize their skills and training and can develop along career lines Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

7. NPR 3511.1 – Position Management and Classification • 1.5.2. Clearly establishing and delineating functional and supervisory responsibilities to ensure no overlap of responsibilities or conflict of duties among positions • 1.5.3. Appropriately assigning duties and responsibilities and ensuring that position descriptions are prepared and maintained in a current and accurate state, to include certifying as to the accuracy of the position description Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

8. NPR 3511.1 – Position Management and Classification • 1.5.4. Adding, removing, or changing assignments at any time but ensuring that major changes in duties and responsibilities are documented and assessed for effect on pay, FLSA determination, risk designation, position sensitivity, etc., and any necessary corrective action is initiated promptly when warranted. • 1.5.5. Informing employees concerning their assigned duties and responsibilities and ensuring that employees have access to their position descriptions. Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

9. Why is it Important? • Inherent responsibility of senior leaders, supervisors and managers to define the work and position requirements • Blends skills and assignments of current workforce with the goal of successfully carrying out the organization's mission Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

10. Why is it Important? (Con’t) • Enables an organization's productivity (e.g. effective mission accomplishment, clarity of roles and responsibilities among staff members, etc.) • Structures positions and organizations to achieve maximum economy and effectiveness within established resource levels Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

11. Why is it Important? (Con’t) • Ensures individual positions are structured in a manner which: • Clearly delineates assigned duties and responsibilities within the framework established by the organization’s mission • Avoids duplicationor overlap with other positions • Serves as an effective tool for recruitment, training, advancement, and evaluation of a quality workforce • Requires quality management principles to: • Ensure only required positions are maintained • Adhere to position design practices that do not fragment grade-controlling duties Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

12. SET STRATEGIC DIRECTION The Process IDENTIFY RESOURCES, NEEDS & GAPS MONITOR, EVALUATE & REVISE DEVELOP ACTION PLAN IMPLEMENT ACTION PLAN Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

13. Set Strategic Direction • Identify the work the organization must accomplish and available resources • Establish program goals and the type of workforce that will be needed (near and long term) • Identify mission-critical occupations • Determine the skills and competencies the workforce will need Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

14. Set Strategic Direction • Determine the organizational structure needed to support the mission. i.e., staffing plans, and determine whether existing structure meets this need • Ensure the resulting structure (i.e., organizational units and positions) is the most efficient and effective use of government resources Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

15. Set Strategic Direction • Structuring an organization is like building a house • Identify your building constraints. Structure the most efficient organization to accomplish the work within the FTE and budget constraints you have to work with • Available resources (FTE and budget) • Identify your need (the mission or work you need to accomplish) • Identify what accessories you need in your house • Work dictates the number and types of positions you need, e.g., term v perm, student, what occupations are required and at what grade levels Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

16. Identify Resources and Gaps • Analyze Workforce (Demographics) • Grade, tenure • Perm/term ratios and student pipeline • Percent of workforce in higher grades (GS-14 and above) • Ratio of full performance to developmental/trainee staff • Ratio of clerical and technician positions to professional and/or administrative staff • Skills mix • Trends (attrition and retirement rates) • Projections (new and shifting work, changes in budget and FTE) Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

17. Develop Action Plan • Establish and maintain only those positions necessary to accomplish the organization and Center mission in the most effective, efficient, and economical manner • Ensure creating or restructuring positions does not adversely impact the continued supportability of other existing positions • Establish the fewest number of positions essential to accomplish the functions assigned and concentrate higher level duties in as few positions as possible Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

18. Develop Action Plan • Structure positions clearly and discretely to avoid overlapping of duties, unnecessary positions, or fragmentation of work • Abolish vacant positions if the duties can be redistributed or eliminated • Optimize supervisor/employee ratios and utilize Team Leaders as appropriate Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

19. Action Plan Considerations • More work does not always equal a higher grade or pay • “Distinguished” or “Accomplished” performance does not equal a higher grade • Do not fragment work or establish multiple or unnecessary positions to accomplish your office mission that is not effective, efficient, and economical • You should never promise promotion Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

20. Implement Action Plan • Communicate • Communicate the Workforce Plan • Gain organizational buy-in • Implement • Conduct recruiting, hiring, and placement • Conduct succession planning (i.e., identify most critical positions, project attrition, assess sufficiency of feeder supply/candidate pools; develop training, development and recruiting strategies) • If you find the need to restructure/reorganize within your unit consult with your Directorate leadership Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

21. Monitor, Evaluate, Revise • Periodically evaluate staffing levels and future needs to ensure alignment with strategic direction • What position or organization issues need to be addressed? • What is succeeding? • What is not working well? Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

22. Supervisory Accountability • Establish an overall position/organizational structure that will best accomplish the work assigned to the organization in accordance with the organization’s mission and one that optimizes economy, productivity, and organizational effectiveness • Establish and certify a position description that defines the work and scope to accomplish the organization’s mission (recertification of PD required every 3 years) Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

23. What is OHCM Roles and Responsibilities? • Advise and consult with senior leaders, managers and supervisors • Exercise delegated classification authority • Maintain official records of position management and classification reviews • Perform workforce analysis on the organizational structure and proposed position descriptions Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

24. Key Take Away Center Leadership and Supervisors, in consultation with the Office of Human Capital Management, must ensure the most effective and efficient use of Government resources in accomplishing the work to meet the organization’s and theCenter’s mission. Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

25. References/Resources NPR 3511.1 (Position Management and Classification): http://nodis3.gsfc.nasa.gov/displayDir.cfm?t=NPR&c=3511&s=1 HR Portal:https://hr.nasa.gov/portal/server.pt/community/human_resources_portal_home/229 OHCM contacts: http://ohcm.gsfc.nasa.gov/contact/taocontacts.htm OPM Classification website: http://www.opm.gov/fedclass/ OPM’s Introduction to the Position Classification Standards: TS-134 July 1995, TS-107 August 1991 http://www.opm.gov/fedclass/gsintro.pdf NASA Supplemental Classification System (NSCS) Website: http://nscs.nasa.gov Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.

26. Our Vision: Deliver integrated, strategic human capital solutions as an innovative, value-added partner. Our Mission: Fuel the Goddard mission by igniting human and organizational excellence.