GENERAL PLACEMENT AND PROMOTION POLICY - SUPPORT AND SERVICE PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000701780001-3
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 21
• Document Creation Date: December 23, 2016
• Document Release Date: March 13, 2013
• Sequence Number: 1
• Publication Date: January 21, 1987
• Content Type: REGULATION

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PART I
SECTION 7. PROMOTIONS
7-1 GENERAL PLACEMENT AND PROMOTION POLICY - SUPPORT AND SERVICE
PERSONNEL
(1) The policy of the FBI is to fill all vacancies based on merit
and fitness. Merit, based on demonstrated skill, knowledge, ability and the
employee's contributions to the Bureau's service, is the predominant factor to
be considered in selecting support employees for more responsible or higher
grade positions. Seniority is a secondary factor and merely a control to
assure no senior employee is being overlooked. Seniority is a determining
factor only when two or more employees are considered to be equally qualified
from a merit standpoint.
(2) Personnel decisions are based on merit and job-related
criteria without personal favoritism or regard to political or religious
affiliation or nonaffiliation, marital status, race, color, sex, national
origin, age, or nondisqualifying physical handicap.
(3) Merit procedures are to be used in making selections for
trial assignment, reassignment, promotion, details, principal relief, backup
to permanent incumbent, training, and any other action affecting the
employee's duties or assignments that may in any manner prepare him/her for
advancement or enhance his/her qualifications beyond that of his/her peers.
Personnel recommendations for promotions, reassignments, permanent or trial
assignments for established positions are to be submitted on Form FD-325.
Where the recommendation includes a request for position classification
action, Form FD-243a is to be used to request a new position or to upgrade,
abolish or redescribe a position. If a personnel recommendation is included
with the position classification request, it is to be submitted on Form FD-325
and will not become effective until the classification action has been
completed.]
(4) Every supervisor has the responsibility of keeping employees
informed of the Bureau's policy in regard to placement and promotion, and to
encourage and assist them in developing promotional potentialities. Also,
supervisors are to ensure all vacancies are staffed by the best persons
available and that all involved employees are receiving fair consideration.
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SECTION 7. PROMOTIONS
[ 7-2 [POSTING GUIDELINES
(1) Support vacancies which do not require specific or
specialized experience at a lateral or next lower level in the work involved
must be posted on special bulletin boards that have been provided for this
purpose. The notice must indicate: title; series; grade; opening and closing
dates; promotional potential; general duties; any special requirements such as
tour of duty, travel, expected overtime, etc.; and all items which will be
used to rank candidates for selection, such as knowledges, skills, abilities,
and other characteristics. Most of these items can be identified through a
review of the job description and accompanying guidelines. While traits such
as attitude, dependability (attendance), resourcefulness, judgment, ability to
work under stress, forcefulness, and the like, cannot be articulated in a
position description, they should be set out in the vacancy notice if the
possession or lack thereof will affect performance of duties. ,Be sure to
include any requirements for testing.
(2) The determination whether or not to post a position depends
upon the duties of the position, its location in the organizational entity,
past practice, and the scope of competition. If only two or three employees
are qualified or eligible for the position, it serves no useful purpose to
post. When the number is small, it is better to consider all candidates.
There are certain positions that do not require posting. Three examples of
this are as follows:
(a) Clerk-Typist GS-5, since advancement is based on the
employees meeting fair and reasonable production and accuracy requirements
established by each office for promotion to GS-5;
(b) A career ladder GS-7 position, wherein selection was
made at the GS-5 level based on established_selection criteria;
(c) A vacancy requiring experience in an individual unit,
section, or division; it is better to consider all employees involved or to do
an internal canvass.
(3) A vacancy notice is to be posted for a minimum period of ten
workdays (if circumstances require a shorter period, make sure all employees
are aware of this).
(4) Candidates must be physically and mentally able to
efficiently perform the essential functions of the position without hazard to
themselves or others. This does not mean, however, that a handicap will
disqualify a candidate for a position or that reasonable accommodation should
not be considered in determining a candidate's ability to perform the duties
of a position. Reasonable accommodation may include, but is not limited to,
the use of assistive devices, job or worksite modification or restructuring,
provision of readers, interpreters, or adjusting work schedules. If specific
physical requirements are an integral part-of the position, this must be
indicated.
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SECTION 7. PROMOTIONS
1 7-3 [RESPONSES TO POSTINGS
(1) It is incumbent upon any employee who meets the stated
qualifications and who desires to.be considered, for a posted vacancy to
respond prior to the expiration date of the notice. Closing dates will be
strictly adhered to and no -consideration will be given to any responses
received after that date.
(2) Employees who expect to be in a leave status during posting
time frame(s) are encouraged to employee a "buddy system" wherein another
individual advises absent employee of vacancies that may be of an interest to
the employee.
[ 7-4 SCREENING
(1) An initial review of all candidates in the area of
consideration or all who responded to a vacancy announcement, will be
necessary in order to screen out unqualified and/or ineligible candidates.
The overall objectives of screening are to narrow the number of candidates to
a reasonable number from which a selection can be made and to assure that
selection is made from among the best qualified candidates.
(2) Unqualified candidates should be eliminated from further
consideration on the basis of elements that are essential to adequate
performance in the specific position to be filled. It is important that
screen-out criteria distinguish only between those who can adequately perform
in the job and those who cannot. It is also important to avoid use of
screen-out criteria which unduly restrict competition or impose artificial
barriers, for instance by including as an element a skill which can be learned
within a reasonable period.
(3) Ineligible candidates should be eliminated from further
consideration on the basis of: undesirable attendance record; failure to meet
time-in-grade restrictions; on warning or probation for work performance;
under administrative action, etc.]
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SECTION 7. PROMOTIMS ?
[[7-5 ATTENDANCE
The Bureau expects every employee considered for advancement to
( attend work regularly. If attendance of employee is questionable, completely
( analyze situation for Bureau's benefit. Such factors as number of absences-
[ for illness, reasons, frequency, and pattern of such absences are significant,
[ along with steps employee has undertaken to improve health and attendance.
[ Each recommendation for selection of a candidate must include comment whether
[ attendance record is considered satisfactory.
( 7-6 TIME-IN-GRADE RESTRICTIONS
Time-in-grade restrictions have been mandated by the Office of
[ Personnel Management and reinforced by Department of Justice directives.
[ Time-in-grade restrictions are for the purpose of preventing excessively rapid
[ promotions and are the minimum requirements that must be met. Certain
[ positions, because of the nature of the duties, may require longer periods at
[ a specific grade level before advancement.
(1) Candidates for advancement to a position as GS-12 or above
[ must have completed at least one year of service in positions no more than one
[ grade lower than the position to be filled.
(2) Candidates for advancement to a position at GS-6 through
[ GS-11, which is in a line of work properly classified at one-grade intervals,
[ must have completed at. least one year of service in positions no more than one
[ grade lower than position to be filled.
(3) When there is no position at the next lower grade in the
[ normal line of promotion to the position to be filled, candidates must have at
[ least one year of service in positions no more than two grades lower than the
[ position to be filled.
(4) Candidates for advancement to a position at GS-7, 9, or 11,
[ which is in a line of work properly classified at two-grade intervals, must
[ have completed at least one year of service in positions no more than two
[ grades lower than the position to be filled.
(5) Candidates may be advanced to a position in grade GS-5 or
[ below if:
(a) The position is no more than two grades above the lowest
[ grade level employee held within the preceding year.
(b) Employee met the above restriction for advancement to
[ the grade of the position any time in the past.
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(c) Employee previously 'neld a position at or above the
grade level of the position to be filled, at any time under any type of .
appointment.
(6) Exceptions to time-in-grade restrictions will be considered
only on the request of the Opropriate SAC or Assistant Director and then only
to avoid undue hardship or inequity in an individual case of meritorious
nature. Before any exception can be made, the case must be submitted in
detail to Headquarters, which in turn will be submitted to the Department of
,Justice for presentation to the Office of Personnel Management for approval.
The number of advancements an employee may receive, and the number Of grades,
he/she may be advanced, are not limited so long as one of the above terms is
met at the time of each advancement.
(7) Time-in-grade restrictions apply to the promotion of
employees to higher levels of the same position, such as Clerk-Typist, or to
higher levels of positions in a like or closely allied line of work involving
the same skills, such as clerical skills. Under certain circumstances,
employees may be promoted through reappointment procedures to a higher pay
level in a different position without regard to time-in-grade restrictions.
Under this procedure, an employee may be promoted to a higher grade in a
position not in the normal line of advancement in the employee's current
position. This is a promotion to a position in another line of work for which
the employee is otherwise.well qualified and for which experience in the
current position is not germane. The employee is promoted as a result of
reappointing the employee into the new position. For example, a Clerk-Typist,
GS-4, with a bachelor's degree in accounting may be reappointed as an
Accounting Technician, GS-6, without first having spent one year'in GS-5.
Experience as a Clerk-Typist is not considered germane to the Accounting
Technician position. The degree in accounting qualifies the employee for the
GS-6 Accounting Technician position. The Accounting Technician position is
not closely allied with the Clerk-Typist position. Conversely, a Clerk-Typist
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GS-4, cannot be reappointed as a Secretary GS-6, since the skills required For
both positions are closely allied. Generally, if the employee could have been
hired directly in the higher graded position, the employee-may be reappointed
to the higher graded position without regard to time-in-grade restrictions.
In situations of this nature, the employee must be qualified for the new
position and otherwise eligible for selection under normal procedures.
Requests for reappointments ai.e to be submitted to the Administrative Services
Division, Attention: Personnel Officer. Set forth detailed information as
to the employee's qualifications and positions involved.
7-7 PERFORMANCE APPRAISALS
(1) Refer to Part I, Section 5-6, of this manual, "Overall
Adjective Rating," for guidance on the level of performance required to be
considered for advancement.
(2) Level of performance may be used as a selection criterion if
all of the candidates are rated on the same critical elements and at the same
grade level. Screen out employees rated below Fully Successful.
(3) A principal difference between considering current appraisals
for promotion purposes and appraisals for other purposes is that appraisals
for promotion focus on the job to be filled, and appraisals for other purposes
focus on the employee's present job. It .is important .that appraisals used to
evaluate employees for promotion to be relevant to the job for which they are
being considered, if they are not, care should be taken to ensure that due
credit is given for related work behaviors and knowledges, skills, abilities
and other characteristics that have been demonstrated at different levels than
those needed on the new job.
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[ 7-8 SENIORITY
(1) Length of service may be used only to the extent to which it
can be shown to be a valid, job-related factor for the position being filled.
This limitation does not rule out use of length of service as a tie breaker if
after all appropriate evaluation factors have been applied, and two or more
employees have been determined to be equally qualified.
.(2) To ensure all employees in an area of consideration for a
vacancy are identified, each division head and SAC must maintain a list of
support employees by grade, arranged within each grade, in order in which
employee entered on duty. Particular attention should be given to employees
who are absent for legitimate reasons, e.g., detail, on leave, military
service, etc. Adjusted entry-on-duty dates should be computed for
reinstatements other than mandatory military restorations. Mandatory military
restorations maintain their original entry-on-duty date. This index must be
referred to in selecting candidates for all promotional opportunities,
especially those that are not required to be posted; e.g., in filling GS-5
position, every GS-4 employee in the office should be considered, whether
absent or not.
7-9 EVALUATION AND SELECTION
In making selections for support vacancies, one of the first
factors involved is the establishment of the exact selection criteria to be
used unless already established in the event the position was posted. Tools
used by selecting officials to establish criteria may include but are not
limited to Manual of Administrative Operations and Procedures, pertinent
position descriptions (and guidelines and notes accompanying the description),
SAC Memoranda, employee personnel files, responses to the vacancy notice,
X-118 Qualification Standards, Position Classification Standards, and test
scores.
1 (1) Job Analysis
The foundation of a sound evaluation process is the careful
analysis of the job. This critical step is necessary to determine the
qualification requirements and the measurement instruments that will be used
to assess the candidates. The work qualification requirements that should be
identified are work behaviors and knowledges, skills, abilities and other
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SECTION 7. PROMOTIONS
characteristics, and the level or amount needed for each. On the basis of
this information, appropriate measurement methods can be selected or developed
in terms of job needs. The job analysis should also identify information
pertaining to the total environment of the job, its position in a career
ladder, etc. If an element is found to be essential to successful
performance, it may be added as a selection factor. (Example: A position may
require' foreign language ability.)
Selection for certain positions can be made without a full job analysis if the
factors- that are essential to job performance are such that cannot be
articulated in the description. (Example: The requirement to meet certain
production rates.)
(2) Training, Education, and Experience
Evaluation of training, education, and experience is used to
predict the probable effectiveness of future performance on the basis of
quality of relevant past performance and to determine how well the candidate
is prepared for higher level work. Credit for training, education, and
experience are evaluated in terms of the degree to which the employee
possesses the work behaviors or the knowledges, skills, and abilities that are
needed for successful performance in the job being filled.
(3) Tests
Tests in some instances are a prerequisite for selection. In
these instances the scores are only one consideration in the selection
[ process.
(a) Written tests are valuable in identifying knowledge,
skills, abilities, and other characteristics that employees may have had
little opportunity to demonstrate through past performance. They also are
appropriate measures of information or knowledge about given subjects.
(b) Performance tests are tests in which the employee uses
physical equipment or stimulates or replicates a work process or product.
Well-known examples are the stenographic/typist tests and the road test for
driving skills. Performance tests are particularly useful in the skilled
trades.
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SECTION 7. PROMOTIONS
(c) Oral tests are standard questions which are used to
measure the employee's ability to respond to problems and to demonstrate job
knowledge. These tests are usually used in interviews and career board
sessions.
(4) Selection
To identify the best qualified employees, the results of the
evaluation should be used to group eligible candidates in order of relative
merit. All candidates are to be equally evaluated on the same criteria and in
the same manner. Selection officials should not be confronted with so many
employees that he/she cannot reasonably review every case and make comparisons
among all employees. At the same time, it is improper to reduce the number in
the best qualified group on the basis of minute evaluation score difference,
or arbitrary or artificial factors, which are unlikely to have real meaning in
terms of likelihood of success on the job. When too large a number of
employees in the best qualified group continues to be a problem, it is
probably indicative of need to review the job information and evaluation
procedures to focus more clearly on work behaviors or knowledges, skills,
abilities, and other characteristics which distinguish highly successful
performance. Selection officials may find it helpful to make charts outlining
qualifications and contributions to the Bureau's service of candidates to be
compared side by side. When the candidates have been ranked in order of merit
based on written evidence, the selecting official or board may make a choice
either with or without an interview of the candidates. The recommended
employee must be given An opportunity to review the description of the new
position.
(5) Interviews
(a) Some important elements of the job may be identified
from the job analysis which involve personal characteristics of the employee.
In some cases, observable information pertinent to these elements cannot be
obtained adequately by means such as appraisals, etc. In these instances an
Interview with the employee may be useful. In addition, an interview may be
useful as means for giving information about the job to the employee.
Interviews are to be job related and are to be used consistently with other
methods. If no elements are identified that must be measured by an interview,
it is not necessary to interview andidates.
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(b) It is Critical that the interview be well planned in
terms of the behaviors and responses to be observed, the evaluation standards
to be applied, and the procedures for conducting the interview session. It is
particularly important to pay careful attention to objectivity. The interview
should be structured so that the information to be obtained is well defined
and recorded. Special care should be taken not to ask questions which violate
equal opportunity law.
(c) Since, the interview, at best, is only a small sample of
the employee's behavior and is conducted in a setting which may not be
representative of the work situation, care should be taken not to attribute
more precision to the interview than it warrants.
(6) Career Boards
(a) While it is not an Administrative Requirement to convene
a Career Board to make selections and recommendations to the SAC or division
head, the use of such a board does lend credibility to the fairness and
impartiality of the whole selection process and, therefore, is strongly
recommended.
(b) If a board is convened, it is suggested that it be made
up of an odd?numbered group (3 to 5 members) including one or more experienced
support employee(s) who have demonstrated sound judgment and who have no
vested interest in the position being filled. Such a board may be chaired by
an individual so designated, and who may or may not be a voting member.
(c) Employees interviewed are to be those that are
considered most qualified and of equal standing. Factors such as attendance,
performance, time?in?grade, etc., must have already been evaluated.
(d) The board may consider only the issue before them and
may not make their selection based on any factor that is not entirely related
to the position being filled. The board may make a recommendation to the SAC
or division head; however, the SAC or division head has final authority with
regard to the recommendation submitted for final approval.
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(7) Recommendations
(a) All personnel recommendations are subject to final
[ approval by Headquarters. Recommendations are to be submitted on an
[ individual basis regardless of the number of actions taken simultaneously.
[ The selection criteria used and justification for selection of recommended
[ employee must be indicated, e.g.; method used to identify candidates,
[ candidates considered and reasons for nonselection, and reason selected
[ employee considered most qualified. A statement such as "not as well
[ qualified" is not sufficient. Candidates not recommended for a vacancy must
[ be advised of their nonselection.
(b) If a vacancy is not posted, identify employees having
[ greater seniority, absent for military or maternity purposes, or on extended
[ leave, and furnish adequate justification for nonselection. No employee is to
[ be passed over for promotional opportunity because his/her assignment may
[ create a temporary hardship in the operation of an office.
(c) In requesting additional incumbents in a limited
[ position or in a position which has been operating for some time with a
[ certain number of incumbents, set forth factual justification to increase the
[ incumbency. In most instances this can be covered by statistics over a 6- or
[ 12-month period.
(8) Reporting/Recordkeeping
Administration of any merit promotion system must include
[ recordkeeping that ensures that individual rights to privacy are protected.
1: One employee's attributes or lack thereof should not be discussed with another
[ employee unless there is an official need to know. Control should be
[ maintained of all official records; reports to and by employees and selecting
[ officials; and working records such as promotion roster, skill files, and
[ computer printouts which include scores or ratings. Records sufficient to
[ allow reconstruction of a personnel action decision, including documentation
[ on how candidates were rated and ranked and how final selection was made, must
[ be kept for review in the event that a complaint or grievance is filed.
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SECTION 7. PROMOTIONS
[ 7-10 GRIEVANCE
Support personnel have a right to file a complaint or grievance
against procedures used to identify and rank qualified candidates for a,
particular position-, but do not have a right of grievance for nonselection
from among a group of qualified candidates. Within the FBI, such grievances
are to be submitted to the Administrative Services Division, Attention:
Personnel Officer. There is no right of appeal to the Office of Personnel
Management.
[ 7711 UPWARD MOBILITY PROGRAM
(1) The Upward Mobility Program is a plan wherein lower level
employees (grade GS-8 and below or any equivalent Wage Board employee) can
aspire to realize his/her full work potential. See Part I, Section 4-8, of
this manual, "Upward Mobility Plan."
(2) Upward Mobility targeted positions within the FBI are:
Accounting Technician; Investigative Assistant; Investigative Case Information
Analyst; Legal Clerk and Technician; Miscellaneous Documents Examiner;
Technical Information Specialist (Organized Crime Information Analyst only);
Typing/Stenographic positions; and Special Agent. Employees selected for one
of these positions and whose present salary cannot be accommodated within the
entry rate range, are entitled to salary retention.
[ 7-12 DEFINITION-OF TERMS
(1) Ability: A present competence to perform an observable
behavior or a behavior which results in an observable product.
(2) Area of Consideration: An area in which an intensive search
for eligible candidates for specific vacancy is made.
(3) Best Qualified Candidate: The employee who ranks at the top
[ when compared with other eligible candidates for a vacancy.
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(4) Job Analysis: A detailed statement of work behaviors and
other information relevant to the job.
(5) Knowledge: A body of information applied directly to the
performance of a function.
(6) Observable: Able to be seen, heard, or otherwise perceived
( by a person other than the person performing the action.
(7) Permanent Assignment: Permanent assignment involves the
moving of an employee from one position to another with no change in grade or
salary but follows satisfactory completion of a trial assignment. A trial
assignment is usually deemed necessary when the employee is assuming new
duties with which he/she is not familiar.
(8)
Promotion: Promotion involves the moving of an employee from
one position to another at a higher grade level.
(9) Reassignment: Reassignment involves the moving of an
[ employee from one position to another with no change in grade or salary where
[ no trial assignment is necessary. (See (12), "Trial Assignment.")
(10) Selection Procedure: Any measure, combination of measures,
or procedure used as a basis for any placement decision.
(11) Skill: A present, observable competence to perform muscular
activity associated TZth mental process.
(12) Trial Assignment
(a) Trial assignment is to be recommended when an employee
is assuming new duties either at the same or a higher grade level where he/she
has not previously demonstrated the ability or aptitude to perform such new
duties. Normal trial assignment period is 60 days, except for employees being
placed in top level supervisory positions (top three in field offices), then
the trial assignment should be for 90 days. Trial period of either shorter or
longer duration must be justified. Bureau clearance must be secured to extend
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an employee's trial assignment beyond period for which initially recommended.
In no instance will trial be permitted to extend beyond 120 days. If an
employee cannot demonstrate tne ability to pertorm the -duties of the position
to which trial assigned, he/she should be removed from trial and returned to
his/her former position, and FBIHQ should be so advised.
(b) Reassignments or trial assignments to nonsupervisory
positions in GS 5 or below are considered to be on a "UACB" basis and should
be submitted in sufficient time prior to such reassignment to enable FBIHQ to
evaluate and take any action necessary before reassignment becomes effective.
(c) Informal training to determine best qualified candidate
for promotion does not require Bureau clearance. In such cases, ensure
employees understand they have not yet been selected for formal trial
assignment and such training may not ultimately result in promotion or
reassignment.
(d) Time spent on trial assignment is not to be considered
as official time spent performing certain duties, but rather as time utilized
to evaluate an employee's capabilities to perform the duties.
(13) Work Behavior: An activity performed to achieve the
objectives of the job. Work behaviors involve observable (physical)
components and unobservable (mental) components. A work behavior consists of
the performance of one or more tasks. Knowledges,.skills, and abilities are
not behaviors, although they may be applied in work behaviors.]
[[7-13]
[[7-13.11
SPECIFIC REQUIREMENTS FOR SELECTED POSITIONS
Support Services Supervisor[(Office Services Manager);]Records and
Administrative Services Unit and Correspondence and Communications
Unit Supervisors
Incumbents of these positions must possess qualities and abilities
necessary to assume managerial?type duties and not just day?to?day supervisory
responsibilities. Refer to the Supervisory Grade Evaluation Guide for a
complete discussion of managerial and supervisory positions. The Bureau
regards selection of personnel for the three top support positions to be
extremely critical and that it is imperative that the best qualified be
selected in view of the vital managerial roles which must be performed. Bear
in mind seniority is a determining factor only when two or more employees are
considered to be equally qualified from a merit standpoint.
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7-13.2 Clerk-Typist and Clerk-Stenographer, GS-4
Employees in GS-3 who pass qualifying tests necessary for
assignment to positions Clerk-Typist and Clerk-Stenographer, GS-4, may be
promoted without trial at such time as they begin the duties of typist or
stenographer. Attendance must be satisfactory and overall performance must be
fully successful.
7-13.3 ? Clerk-Typist and Clerk-Stenographer, GS-5
Each office should establish fair and reasonable production and
accuracy requirements for promotion to GS-5.
7-13.4 Electronics Technician
(1) Promotion action must be initiated by the SAC. No promotions
are routine and employees must clearly demonstrate, and recommendations show,
that they have earned and merit promotion based on overall performance,
including meeting experience, operating, and technical requirements as
described in the master position description for Electronics Technician (ET)
position at the various grade levels. Attendance record must be satisfactory
and shown as such.
(2) ETs appointed in GS-5 grade level are eligible for
consideration for "promotion to ET, GS-7, upon completion of a minimum of one
year's satisfactory training and experience. SAC must ensure that GS-5 ETs
are provided on-the-job training by a senior technician with the view toward
qualifying such employees to handle duties of ET, GS-7.
(3)- ETs in GS-7, 9, 10,[11, and 12 are eligible for consideration
for promotion to GS-9, 10, 11, 12, and Communications Manager GS-13,]
respectively, upon completion of a minimum of one year's satisfactory service
in assigned grade level performing ET duties.
(4) Promotions to GS-11 (Operating), GS-11 (Supervisory) and
GS-12 (Supervisory) are limited to those technical positions in field offices
and resident agencies utilizing extensive and complex FM Radio, HF Radio,
radio teletype, secure telephone, data and teletype and intrusion systems.
[(Promotions to ET GS-12 (Operating) and Communications Manager GS-13
[ (Supervisory) are limited to those technical positions in field offices
[ meeting two or more of the following criteria:
(a) fully converted to a Digital Voice Privacy System,
(b) office serves as a communications hub for Computer
[ Applications Communication Network and/or Secure Automated Message Network,
? (c) designated as a top-twelve office.]
(5) Recommendations for ET promotions are subject to review and
approval of the candidate's technical qualifications by the Engineering
Section. Such review may involve a written or oral examination or interview
of the candidate in the event employee's record does not clearly show whether
or not employee is qualified from a technical standpoint for promotion.
Recommendations must also contain specific comment on employee's current
ability to perform all duties required at the grade level for which employee
is recommended, as well as all other pertinent factors.
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[(7-14] SPECIAL AGENT PROMOTIONS
(1) The promotion of Special Agents is a matter to be determined
upon the basis of the individual Agent's record and accomplishment, and such
promotions do not follow automatically upon the completion of time requirement
for the promotions, but after certification that they are performing at the
next higher grade level and that their most current performance is at least at
the Fully Successful level. Special Agents will be eligible to be considered
for possible grade promotion in accordance with the following schedule: from
GS-10 to GS-11 after two years' satisfactory service in GS-10; from GS-11 to
GS-12 after completion of two years of satisfactory service in GS-11. When an
Agent in the field becomes a full field supervisor, or Senior Resident Agent
in a resident agency comprising eight or more Agents, or is assigned to FBIHQ
in accordance with the regular path of the Career Development Program, that
Agent will be considered for accelerated promotion to the next grade from
GS-10 to GS-11 and GS-11 to GS-12 upon approval effective the first pay period
after incumbent assumes the supervisory position and subject to the
time-in-grade restrictions which require the individual to serve one year in
the lower grade before being eligible for promotion to the next higher grade.
Agents in GS-12 in investigative assignment may be considered for GS-13 after
three years of service in grade GS-12.
(2) If for nonwork-related reasons more than ten days (80 hours)
of LWOP are used for each year of the satisfactory service period required for
a Special Agent promotion from GS-10 to GS-11; GS-11 to GS-12; GS-12 to GS-13;
the promotion eligibility date will be delayed by the amount of time that
exceeds the ten days. For example, a Special Agent normally becomes eligible
for promotion to GS-11 following the required two years of satisfactory
service in GS-10. However, if the Special Agent had used 200 hours of LWOP
for nonwork-related reasons during that two-year period, the Special Agent's
promotion eligibility date would be delayed one week or five workdays because
there were 40 hours of LWOP taken for nonwark-related reasons in excess of the
160 hours' LWOP (80 hours per year of required satisfactory service) allowed
for nonwork-related reasons before an adjustment to the promotion eligibility
date is made. In this example, the Special Agent's promotion eligibility date
would be delayed five workdays, and the promotion, if approved, would be
effective at the beginning of the first full pay period following the adjusted
promotion eligibility date.
(3) Agents in full-time supervisory assignment in GS-12 may be
considered for promotion to GS-13 upon approval effective the first pay period
after assumption of the supervisory position. Any of these grade promotions
are subject to the time-in-grade restriction which requires the individual to
serve one year in the lower grade before being eligible for promotion to the
next higher grade. Agents in full-time supervisory assignment in GS-13 and
Senior Resident Agents in GS-13 in resident agencies comprising eight or more
Agents, may be considered for GS-14 upon approval effective the first pay
period after incumbent assumes the supervisory position and subject, of
course, to the previously mentioned time-in-grade restriction. When an Agent
is advanced to a supervisory position and has not satisfied the provisions of
the Career Development Program, such as an assignment to fill a scientific
need in the Technical Services and Laboratory Divisions, Agent will be
promoted to the next higher grade upon becoming fully operational in the
special assignment he or she fills.
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SECTION 7. PaOMOTIONS
([7-14.1] Initiation of Consideration for Promotion of Special Agents
(1) Promotion action with respect to nonsupervisory Special
Agents or supervisory Special Agents who have not met time-in-grade
restriction is generally initiated by the Administrative Services Division at
FBIHQ requesting a recommendation from the appropriate SAC or division head.
However, in any case in which-the SAC or division head believes that an Agent
is performing his/her duties in such a manner as to warrant advancement, as
recommendation with appropriate justification may be submitted at any time by
the SAC or division head and this recommendation will be afforded appropriate
consideration at FBIHQ.
(2) Grade restoration after reinstatement - In the case of
Special Agents who resign voluntarily, and are subsequently reinstated in a
grade below that held at resignation, consideration will be given to
restoration to their original grade, with a maximum of GS-13, six months after
their reinstatement entry-on-duty date, providing their record justifies such
action, and subject to other requirements, such as the time-in-grade
restrictions.
(3) Rate of pay for supervisors returning to investigative
assignments - Special Agent personnel in supervisory positions at FBIHQ, or in
the field, who request to be returned to nonsupervisory investigative
assignments will be required to go back to the step of the grade GS-13 they
would have been in had they never served in the supervisory capacity. This
policy will apply whether the Agent is being assigned co an office of
preference or nonpreference office. The rate of pay will be established by
the Bureau and the employee advised prior to acting on the reassignment
request. An FBIHQ Supervisory Special Agent in grade GS-15, who voluntarily
requests reallocation to a grade GS-14 field supervisory position in order to
qualify for career development, is entitled to grade and pay retention.
[[7-14.2] Guidelines in the Submission of Recommendations for the
Promotions of Special Agents
([7-14.2.11 Promotion to Grades GS-11 and GS-12
(1) Agents will be considered for promotion from grade GS-10 to
grade GS-11 and from grade GS-11 to grade GS-12 contingent upon the
availability of funds and the work record of the individual Agent.
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(2) The most. current performance appraisal on the Agent being
considered for promotion must be at least at the Fully Successful level. In
addition to the current performance appraisal requirement, the annual
appraisals of Agents subject to the two or three year time-in-grade
restrictions must average out to the Fully Successful level. Refer to Part I,
Section 5 of this manual for guidance and to determine the average.
(3) The Agent must be completely available for general or special
assignment wherever his/her services may be required.
(4) Any probationary action taken against an Agent during the
pertinent period will be taken into consideration. However, this action may
be offset by otherwise exceptional or outstanding performance.
([7-14.2.2] Promotions to Grade GS-13
(1) Agents will be considered for advancement from GS-12 to grade
GS-13 also contingent upon the availability of funds, the individual Agent's
record, and performance at least at the Fully Successful level.
(2) An Agent being considered for grade GS-13 promotion on the
basis of supervisory service (as distinguished from investigative service)
must be interested in and ambitious to progress in the Bureau's service either
in the field or at FBIHQ, must be potential material for advancement, and
his/her services must have been entirely satisfactory in all aspects during
his/her period of supervisory assignment.
(3) An Agent being considered for GS-13 promotion on the basis of
investigative service (as distinguished from supervisory service) must meet
the following qualifications:
His/Her services in all aspects must be entirely satisfactory. Any adverse
administrative action against the individual during the pertinent period will
be taken into consideration, but full consideration will also be given to
favorable action recognizing above-average and meritorious performance or may
be offset by otherwise exceptional or outstanding performance. (See Part I,
Section 13, of this manual, "Disciplinary Matters.")
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SECTION 7. PROMOTIONS
(4) The Agent must be completely available for general or special
assignment wherever his/her services may be required. (See Part I, Section
13, of this manual, "Disciplinary Matters.")
1[7-14.2.31 Promotions Above Grade GS-13
Agents performing full?time administrative or supervisory duties-
may be considered for advancement to grade GS-14 or higher. These cases are
considered on an individual and highly selective basis and each individual
case is considered on its merits.
([7-15] WITHIN?GRADE INCREASES (WIGI)
A WIGI is a one?step increase within a salary grade and is based
on length of service and performance at an acceptable level of competence.
Within the FBI, the "acceptable level of competence" requires performance at
least at the Fully Successful level as set forth in a performance plan. A
quality salary WIGI may be considered and awarded in recognition of sustained
performance which substantially exceeds normal requirements and gives promise
of continuing at that same high level.
[(7-15.11 1221L1123. Period
(1) The waiting period for employees in steps one ? three of a
grade is 52 calendar weeks; for those in steps four ? six, 104 weeks; and for
those in steps seven ? nine, 156 weeks.
(2) Quality salary WIGIs do not change the date for consideration
for the next regular WIGI increase except in those cases where the quality
increase places the employee in Step 4 (where the waiting period changes to
two years) or Step 7 (where the waiting period changes to three years). In
these instances, the employee must serve an additional year before becoming
eligible to be considered for a WIGI. However, employee must receive an
overall rating of at least Superior level before he/she may be considered for
a quality step increase.
[[7-15.21 Effect of Leave Without Pay (LWOP)
If more than ten days of LWOP for each year of the waiting period
are used, the effective date of the WIGI is delayed for the amount of time
which exceeds the ten days. For example, if 15 days of LWOP are taken when
the pertinent waiting period is one year, the WIGI would be delayed for one
pay period because of the five days taken in excess of the maximum allowable
ten days.
([7-15.3] Effective Date
WIGIs are effective at the beginning of the next pay period
following completion of the required waiting period providing employee's
performance is at an acceptable level of competence.
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SECTION 7. PROMOTIONS
[[7-15.4] Performance Requirements
(1) To be entitled to a WIGI, an employee's performance must be
at an acceptable level of competence (ALOC) and performance appraisal is the
basis for determining if an employee is performing at an ALOC. In the absence
of unusual circumstances, employees must achieve the Fully Successful level to
be performing at an ALOC.
(2) The ALOC determination is to be based on an employee's
performance during the entire waiting period and must be supported by the most
recent performance appraisal. In addition to the requirement that the current
appraisal be at the Fully Successful level, the annual appraisals of employees
in two- or three-year waiting periods must average out to the Fully Successful
level to be performing at an ALOC. Refer to Part I, Section 5 of this manual
for guidance.
(3) An employee whose overall performance during the waiting
period is at the minimum level required for retention in his/her position but
below the Fully Successful level is not performing at an ALOC.
(4) If the level of an employee's most recent appraisal does not
support the rating official's decision to grant or withhold a WIGI, he/she
must submit a written statement to the Personnel Officer setting forth
specific reasons, related to the employee's current performance, for granting
or withholding the WIGI.
(5) If at any time during the employee's waiting period it
becomes evident that his/her performance is below the Fully Successful level,
the rating official must advise the employee that, in the absence of
performance improvement, his/her WIGI may be denied.
[[7-15.5] Notice of ALOC Determination -
(1) Approximately two weeks before the completion of the waiting
period, the head of the office will receive an individual certification for
each employee who is eligible for WIGI consideration. Rating officials are to
check appropriate comments and certify whether or not the employees' WIGIs
should be granted or withheld. Certification should be returned to the Pay
and Position Management Unit within three days after receipt.
(2) Positive determinations are confirmed in writing when the
employee receives his/her Standard Form 50-B, Notification of Personnel
Action, regarding the granting of his/her WIGI.
(3) If a negative determination is reached based on failure to
meet the performance appraisal criteria, the employee is informed of this by a
written communication from the Personnel Officer advising of the denial of the
WIGI, the reason for the negative determination and his/her right to request
reconsideration of the determination.
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SECTION 7. PROMOTIONS
([7-15.61 Reconsideration of a Negative Determination
(1) An employee may request reconsideration of the Bureau's
action by doing so in writing within 15 calendar days after receiving the
denial notification. If the denial is reaffirmed, employee may, within 15
calendar days after bei,ng so notified, appeal in writing to the Merit Systems
Protection Board.- The appropriate address will be furnished to the employee
In the letter reaffirming the denial.
(2) FBIHQ, upon receipt of a reconsideration request, will
establish a reconsideration file and proceed with the reconsideration in
accordance with 5 CFR 531.410 and Bureau policy.
(3) The division head or SAC may reconsider a WIGI at any time
after the denial; however, barring any such recommendation, a new ALOC
determination must be made within 52 calendar weeks of the end of the waiting
period to which the negative determination applied. Any special appraisal at
or above the Fully Successful level constitutes demonstrated sustained
performance at an ALOC. The performance appraisal will not automatically
generate a WIGI; therefore, the rating official must submit a written
recommendation to grant or deny the WIGI based on the'appraisal at or above
the Fully Successful level.
H7-15.7]
Step Increases for Federal Wage System (FWS) Employees
(1) The waiting periods for advancement to the second, third,
fourth and fifth rates are 26 calendar weeks for creditable service in rate
one, 78 weeks of creditable service in rate two, and 104 weeks of creditable
service in each of steps three and four. Lithographic employees have only
three steps in each grade with waiting periods as indicated for step two and
step three.
(2) If more than five days of LWOP are used in the waiting period
for step two, 15 days for step three, or 20 days for steps four or five, the
effective date of the increase is delayed for the amount of time which exceeds
the specific number of days.
(3) Performance requirements, ALOC determinations and
reconsiderations of negative determinations apply to FWS employees as well as
GS employees.
(4) FWS employees are not eligible for quality increases
regardless of their satisfaction of the performance appraisal requirement.
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