MERIT PROMOTION AND PLACEMENT PLAN FOR FBI SUPPORT AND SERVICE PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000701790001-2
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 31
• Document Creation Date: December 27, 2016
• Document Release Date: March 7, 2013
• Sequence Number: 1
• Publication Date: June 1, 1987
• Content Type: MISC

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CIA-RDP90-00530R000701790001-2 stigation
Merit Promotion and
Placement Plan for
FBI Support and
Service Personnel
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MERIT PROMOTION AND PLACEMENT PLAN
FOR
FEDERAL BUREAU OF INVESTIGATION
SUPPORT AND SERVICE PERSONNEL
June 1987
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OBJECTIVE
TABLE OF CONTENTS
DEFINITION OF TERMS 2
RESPONSIBILITIES 6
Selecting Officials
Program Managers
Personnel Officer
Equal Employment Opportunity Officials
Employees
STAFFING ACTIONS 8
Competitive Staffing Actions
Posting of Vacancy
Skills Files
Recruitment
Noncompetitive Staffing Actions
CAREER LADDERS 12
BASIC REQUIREMENTS 13
Minimum Qualification Standards
Special Job-Related Qualifications
Time In Grade
EVALUATION OF CANDIDATES 15
Methods of Evaluation
Career Boards
Evaluation by the Personnel Officer or Selecting Official
Subject Matter Expert Evaluation
Evaluation Factors
Training. Education and Experience (TRAEX)
Attendance
Performance Appraisals
Tests
Interview
GROUPING OF CANDIDATES
SELECTION OF CANDIDATES
FORMAL RECOMMENDATIONS
Trial Assignments
NOTIFICATION OF RESULTS
RELEASE OF CANDIDATES
MAINTENANCE OF RECORDS
Contents of Selection
Privacy Safeguards
GRIEVANCE PROCEDURES
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20
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25
Files
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OBJECTIVE:
The objective of this Merit Promotion and Placement
Plan is to provide guidance in assuring that all qualified
support and service candidates receive fair and equal
consideration for selection and promotion based on merit
principles. Proper promotion actions are essential to ensure
that the FBI is being staffed by the best persons available.
Personnel staffing decisions will be based on valid
job-related criteria without personal favoritism or regard to
religious affiliation or nonaffiliation, race, color, sex,
national origin, age, nondisqualifying handicap, or reprisal.
The standards outlined address policies and procedures
necessary in operating an effective promotion and placement
plan consistent with the requirements of the "Uniform
Guidelines on Employee Selection Procedures," Section 50.14,
Title 28, United States Code of Federal Regulat4om8.
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DEFINITION OF TERMS
ABILITY: The power to perform an observable activity or
behavior which results in an observable product.
ADVERSE IMPACT: A substantially different rate of selection
in hiring, promotion, or other employment
decision which works to the disadvantage of
members of groups based on race, color,
religion, sex, national origin, age, or
nondisqualifying handicap.
AREA OF CONSIDERATION: An area in which an intensive search
for eligible candidates for a specific vacancy
is made.
BEST QUALIFIED CANDIDATE: An eligible employee who, when
compared with other eligible employees, possesses
the critical knowledge, skills, abilities and
other characteristics (KSA05) required for a
position to a greater degree than other
candidates being considered for the position.
CAREER LADDER: The successive grade levels through which an
employee may advance to the full performance
level of the position to which appointed or
assigned; it provides progressively more respon-
sible experience and noncompetitive promotion
potential for incumbents up to the designated
full performance level.
COMPETITIVE STAFFING ACTION: A position that is filled
through a canvass or posting. Employees
compete for positions based on their KSA0s.
DEMOTION: The movement of an employee from one salary
grade level to a lower salary grade level. A
demotion can occur as a result of an adverse
action or as a result of a request of an
employee. It may or may not result in a
decrease in pay.
DETAIL:
A temporary assignment of an employee to a
different position for a specified period of time
with the employee returning to his or her regular
duties at the end of the detail. Technically,
a position is not filled by a detail, as the
employee continues to be the incumbent of the
position from which detailed.
ELIGIBLE CANDIDATES: Applicants who meet established minimum
qualification standards for the position
(including selective placement factors), and
any other applicable legal or regulatory
provisions such as time-in-grade requirements.
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GRIEVANCE:
JOB ANALYSIS:
JOB RELATED:
KNOWLEDGE:
A formal request by an employee, or by a group
of employees acting as individuals, for personal
relief in a matter of concern or dissatisfaction
relating to the employment of employee(s) in
a matter which is subject to control of the
FBI. Personal relief is a specific remedy
directly benefiting the grievant(s), but which
does not include a request for discipline or
other action affecting another employee.
A systematic and documented statement of work
behaviors and KSAOs relevant to the job.
KSAOs determined to be necessary for acceptable
job performance.
A body of information, usually of a factual or
procedural nature, which, if applied, makes
acceptable performance on the job possible.
KSAO: Knowledge, skill, ability or other charac-
teristic.
MINIMUM QUALIFICATION STANDARDS (Basic Eligibility): Any
basic requirements and selective placement
factors determined to be essential to acceptable
job performance. An applicant must possess these
in order to be considered for a position.
NONCOMPETITIVE STAFFING ACTION: When a position is filled
without a posting or a canvass.
OBSERVABLE:
Able to be seen, heard, or otherwise perceived
by a person other than the person performing
the action.
OTHER CHARACTERISTIC (KSA0): A special, specific personality
factor (attitude), aptitude, physical or mental
trait needed to do the work that appears either
in addition to or to a greater extent than what
is generally expected of all employees in all
jobs.
PROMOTION: The movement of an employee from one position to
another at a higher grade level.
PROMOTION CERTIFICATE: A list of best-qualified candidates
referred to the selecting official for his or
her consideration to fill a vacant position.
RANKING FACTORS: KSAOs that identify the better candidates
from a group of persons basically qualified for
a position. Properly formed ranking factors
should present a qualification pattern which
would most likely predict acceptable performance
in a position.
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REAPPOINTMENT:The movement of an employee into a higher-
grade position in a line of work unrelated to
his or her current position, and for which he or
she is academically qualified except for time-in-
grade restrictions.
REASSIGNMENT: The movement of an employee from one position
to another with no change in grade or salary.
SELECTING OFFICIAL: The Director, an Executive Assistant
Director (EAD),- Assistant Director (AD), Special
Agent in Charge (SAC) or their designated repre-
sentative who recommends an individual for a
staffing action.
SELECTION PROCEDURE: Any measure, combination of measures or
procedures used as a basis for any staffing
decision.
SELECTIVE PLACEMENT FACTOR: An element found to be essential
to acceptable performance in the job to be filled,
not covered by the qualification standard, and
determined to be required to establish basic
eligibility for a position. For example,
a position in a particular location may require
knowledge of a language other than English.
SKILL:
The proficient manual, verbal or mental manip-
ulation of data, people or things. The
difference between skill and ability is that
skills are observable, quantifiable and or
measurable.
STAFFING ACTION: A step-by-step procedure conducted in
accordance with merit principles through which
an individual is identified, considered,
selected and assigned to a vacant position.
STRUCTURED INTERVIEW: An interview where the questions are
formulated to determine the degree to which the
candidate possesses the knowledge, skills,
abilities, and/or other characteristics required
to perform the job.
SUBJECT MATTER EXPERTS (SMEs): A group of persons thoroughly
knowledgeable about the duties and responsibil-
ities of a job.
TEST:
TRAEX:
Any paper-and-pencil or performance exercise
used to measure a job-related knowledge, skill,
ability, or other characteristic.
A method of rating and ranking a candidate based
on an evaluation of training, education and
experience.
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TRIAL ASSIGNMENT: A period of time used for evaluative
purposes when an employee assumes new duties at
the same or higher grade level where he or she
has not previously demonstrated the ability or
aptitude to perform such new duties.
VALID:
When a selection device, or measurement tool, has
been determined to measure the possession of a
KSAO necessary for successful performance in the
job, or to predict job success.
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RESPONSIBILITIES
Selecting Officials are responsible for applying merit
principles of equal employment opportunity in filling
vacancies. They are to comply with laws, regulations and
applicable requirements of the promotion and placement plan
and are responsible for advising employees who were
interviewed of the reason(s) they were not selected for a
position.
Program Managers will assist the Personnel Officer with the
evaluation and selection of candidates for vacancies within
the program.
Personnel Officer is responsible for:
- the design and development of the Merit Promotion and
Placement Plan for FBI Support and Service Personnel;
- informing employees by means of official communication
of the promotion policies and changes, evaluation tech-
niques, ranking methods, plans, and career and promotion
opportunities;
implementing and enforcing the Merit Promotion and
Placement Plan to ensure its full and equitable
application to all affected employees and positions;
- providing technical assistance and guidance to both
management officials and employees on all selection and
promotion matters;
- responding to requests of candidates and supervisors
concerning the status of pending actions;
- locating and referring the best-qualified candidates
the selecting official on a timely basis;
to
- maintaining submitted records of selection justification
as detailed in this plan;
- approving the use of tests as a part of the selection
process; and
- approving or disapproving all personnel recommendations.
Equal Employment Opportunity (EEO) Officials serve as a source
of information for all employees, managers, and supervisors. In
the event a nonselected candidate perceives disparate treatment
which may result in a complaint, the EEO Office would process
the complaint.
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Employees are responsible for:
- demonstrating that they have the knowledge, skills,
abilities and other characteristics necessary to qualify
for positions for which they desire consideration;
- submitting the required completed forms within the
time frames indicated when applying for vacancies;
- performing each critical element of their current
positions at the Fully Successful level or higher.
- requesting consideration for specific type(s) of vacancies
and/or promotional opportunities (i.e., secretarial,
analyst, etc.) which may be advertised during a period of
absence in excess of ten work days. Field office
employees should advise the Office Services Manager; FRIHQ
employees should advise the Career Guidance Representative
assigned to their division, or the Pay and Position
Management Unit, Administrative Services Division.
NOTE: Headquarters employees should be aware that upon
selection and acceptance of a posted position, he or she will
normally not be eligible to be considered for another posted
..p22,121,2_2_12E_A period of one ar
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STAFFING ACTIONS
Staffing actions fall within two general classes: com-
petitive and noncompetitive. Because of a variety of factors,
different procedural rules apply to competitive staffing actions
than those which are applied in noncompetitive staffing actions.
COMPETITIVE STAFFING ACTIONS:
A competitive staffing action is one in which all
eligible, qualified and interested employees must be considered
for the vacant position. In competitive staffing actions, it is
necessary for a comparison to be made of the KSAOs possessed by
each employee eligible for and interested in selection for the
position. The employee selected in a competitive staffing action
must not only be eligible to fill the vacancy but also must
possess the KSAOs requisite for the position to a greater degree
than other eligible candidates. Selecting officials must
document how they determined a particular employee was best
qualified for a vacancy. Such actions may include, but not be
limited to, reassignments with greater promotion potential or
where specialized experience at a lateral or next lower level is
not required, etc.
Several methods of locating qualified candidates are
described below. Posting of the position is preferred; however,
the Personnel Officer or his designated repres-enrative may
authorize a search of the skills file in lieu of ?osti ?.
Recruitment of candidates outside the Bureau may be initiated
after methods A and/or B below have failed to produce a
qualified candidate. Complete and detailed documentation must
be submitted to
recruitment methods.
?
A. Posting of Vacancy - The Personnel Officer may initiate
a search through means of a posting for appropriate
and qualified candidates from within the Bureau.
SACs may do likewise within their respective field
offices. In doing so, the following conditions apply:
(1) Notice of Vacancy - The posting notice will
contain grade, series and du of of the
position; the location at which the position
will serve; working hours; promotional
opportunities; minimum cplalificatimi_s_tandard;
job-related qualificatio s; application pro-
d ures an an exp icit statement regarding
equal employment opportunity.
(2) Area of Consideration - An adequate area of
consideration must provide the selecting
official a choice from among a reasonable
number of well-qualified candidates. Since
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the area of consideration determines who will
be considered for competitive selection, it is
important that it be as broad as practicable
in order to uphold basic merit principles of
open competition, equal opportunity, and
identification of the best qualified. Under
circumstances set forth below, the area of
consideration may be limited or, if the
initial search does not produce an adequate
number of well-qualified candidates, it may be
expanded as practicable. In either event, the
area of consideration may not be established
in such a way that it gives unwarranted
consideration to a particular group, nor may
it be expanded solely to recruit members of a
particular group.
a. Limited Area of Consideration - An Assistant
Director or SAC, with approval of the
Personnel Officer, may limit the area
of consideration to employees within a
smaller than normal area when consideration
of candidates from outside that area is not
feasible. The basis for the smaller area
and the decision to limit consideration must
be stated in the announcement, e.g.,
- ceiling controls or hiring freezes which
would make it necessary to limit consider-
ation to employees occupying full-time
permanent positions within a particular
organizational unit; or
- realignment of duties within an organiza-
tional unit which results in a higher-
grade position with no increase in staffing
level, would limit consideration to employees
within the organizatio_nal unit.
b. Expanded Area of Consideration - In order
to locate the best-qualified candidate(s),
an Assistant Director or SAC, with approval
of the Personnel Officer, may expand
consideration to a larger area, e.g.,
- all offices in a commuting area or
fieldwide.
(3) Time Limits - The Notice of Vacancy must be
posted for 10 work days for headquarters or
individual field office postings and 35 work days
for fieldwide posting.?... Hard-to-fill positions
may be posted indefiniteli. Closing dates for
the submission of applications will be strictly
adhered to.
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B. Skills Files - The Personnel Officer may provide a
listing of eligible employees based on skills. This is
useful for limited areas of consideration where all
qualified employees can be identified through official
personnel files.
C. Recruitment - If a canvass of Bureau employees fails to
produce a qualified candidate(s), recruitment of appli-
cant(s) from outside the FBI may be initiated by the SAC
of the field office having the vacancy or by the Personnel
Officer for vacancies at FBIHQ.
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NONCOMPETITIVE STAFFING ACTIONS:
The actions shown below do not require competitive
staffing procedures:
(a) A promotion resulting from an employee's position
being reclassified at a higher grade because of additional
duties and responsibilities. (Addition of professional duties
to a technical/assistant position or supervisory duties to a
nonsupervisory position may result in establishment of a
different position rather than an upgrading. Filling of that
new position would require competitive procedures).
(b) A promotion resulting from the upgrading of a position
without significant change in duties and responsibilities due
to the issuance of a new classification standard or the correc-
tion of a classification error.
(c) A position change permitted by reduction-in-force
regulations.
(d) Promotion of an employee to a position in which he or
she was previously selected through competitive procedures to
perform relief duties.
(e) A temporary promotion for 120 days or less.
(f) Reassignments or position changes with no career ladder
advancement potential.
(g) A reassignment or position change necessitated because
it has been determined that the employee does not have the
mental and/or physical capabilities to perform the duties
required of the position. In such cases, the Personnel Officer
may elect to relocate the employee to a position more suited to
his or her abilities.
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CAREER LADDERS
A career ladder indicates the successive grade levels
through which an employee may advance to the full performance
level of the position to which he or she is appointed or
assigned. Examples of career ladders are as follows:
Title Grade Levels
Clerk-Typist 3,4,5
File Clerk 3,4,5
Intelligence Analyst 7,8,9
--157YrcmriTT/MT-TaTairii (FBIHQ only)
Security and Complaint Assistant (field only) 6,7
Employees must compete to enter a career ladder or to
move from ?one division to another in a similar career ladder.
Assignment to a grade level above entry level is possible based
on an individual's qualifications for the particular occupation
at the higher grade level.
After having entered a career ladder, employees may
advance up the rungs of the ladder through successive
noncompetitive promotion. However, promotions within a career
ladder are not a right, nor should advancement opportunities
through a normal career ladder pattern be construed as a
guarantee of promotion. Advancement within a career ladder is
dependent upon management recommendations, the availability and
assignment of progressively more difficult duties and
responsibilities, demonstrated ability to perform at each
successively higher grade level, the29..g_qm of_time-in-grade
and other legal requirements, and any position limitations.
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BASIC REQUIREMENTS
The minimum qualification standards for a position,
special job-related requirements which must be met in the
selection of an individual for a position, and candidate
eligibility requirements must be established prior to the
announcement of a vacancy. These standards must be set forth
in any advertisement of the vacant position.
1. Minimum Qualification Standards -
The United States Office of Personnel Manage-
ment (OPM) qualifidalard
standards
eci ica y au orize by e ersonne
ficer
y e use as a gui e to e ermine minimum
qualifications for a position.
t(
2. Special Job-Related Qualifications (Selective
Placement Factors) - The Federal Personnel
Manual, Chapter 332 Subchapter 4-4 may be used as #
a guiTe to those requirements which are absolutely
essential for acceptable pprformance in a
particular position,'e.gYforeign language. Such
special factors must not include requirements
which would eliminate otherwise qualified
candidates who after a brief period (approximately
90 days) of orientation and training can perform
lhe duties in an acceptable manner. Whenever
special job-related requirements exist, they must
be set forth in any advertisement of a vacant
position.
3. Time In Grade - Time-in-grade restrictions
have been mandated by_WILand reinforced by
DOJ directives. Certain positions, because
cirr?frei-iature of the duties, may require longer
periods of time at a specific grade level before
advancement. The following restrictions must be
met by the candidate within 30 days of the closing
date of the notice of vacancy.
a. Advancement to a GS 12 or above - an employee
must have at least one year of service in
positions no more than one grade lower than
the position to be filled.
b. Advancement to a position GS 6 through GS 11,
properly classified at one-grade intervals -
an employee must have at least one e of
service in positions no mo an one grade
lower than position to be filled.
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c. When there is no position at the next lower
grade in the normal line of promotion to the
position to be filled - an employee must have
at least one year of service in positions no
more than two grades lower than the position
to be filled.
d. Advancement to positions at GS 7. 9. or 11.
properly classified at two-grade intervals -
an employee must have completed at least one
year of service in positions no more than two
grades lower than the position to be filled.
e. An employee may advance to GS 5 or below if:
- The position is no more than two grades
above the lowest grade level employee held
within the preceding year.
- Employee met the time-in-grade restriction
for advancement to the grade of the position
any time in the past.
If the qualification requirements are modified after
the vacancy is announced or if another listing of eligible
employees is obtained from the skills files, all candidates
must be reevaluated against the new requirements.
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EVALUATION OF CANDIDATES
Several methods of evaluation and measurement tools
are described below and the one(s) used will vary from position
to position. The evaluation method(s) and measurement tool(s)
selected as best suited to fill a particular position must be
documented.
1. Methods of Evaluation
A. Career Boards - A career board composed of a
Supervisory Special Agent and experienced support
employees who are familiar with the qualifications
required for the vacant position provides
credibility to the fairness and impartiality of
the selection process. The support members of the
career board must be at least one grade higher
than the vacant position unless it is documented
that they will not be in competition for the
position. Candidates interviewed are to be those
that are considered most qualified as determined
through the use of the evaluation factors. Only
issues relevant to the vacant position are to be
considered by the board when evaluating the
qualifications of the candidates, assigning a
rating and making a recommendation.
B. Evaluation by the Personnel Officer or Selecting
Official - The PeLa2Illiel_Liflicer or his/her
designated representative, or Selectin Official,
using job-related selection cri eria for the type
of vacancy, will evaluate qualifications of
candidates and assign a rating.
C. Subject Matter Expert Evaluation (FBIHQ use only) -
A Qualifications Review Board (QRB) must be
composed ot individuals who are e4t in, or have
significant knowledge of, the discipline or
occupational category of the position being filled.
'1%-i-Tit-71-07-m-a-t-i-y-1r5-e-d- for professional and/or
tec ? ions. The QRB mus
ilff-iET-Tgualitications required for the vacant
position and the provisions of the Merit Promotion
and Placement Plan. Members of the QRB are to be
at least one grade higher than the vacant position
unless it is documented that the member will not
be in competition for the position. In this case,
the member can be the same grade. QRB ejfl,rs are
to be selected carefully and traine
the procedures used to evaluatV"Itd select the
bv-s1---47-1-laiThrti-,candidate for a position. A
staffing representative may serve as an advisor to
the QRB to ensure consistency in procedures. The
QRB will evaluate only the technical qualifications
of the caii6did,ite-F-Tidassign a rating.
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2. Evaluation Factors
Tests and interviews, if used, must not be the sole
means of ranking basic4aly eligie candidaes. Consideration
must also be give,n totAraining. ttducation,P?xperience.
%/attendance, andherformance appraisals as they relate to the
position to be filled. Pertinent guidelines are set out below,
and it must be borne in mind ss of the assessment
procedures used, they must be job-relate reliable, and
capable of distinguishing diff- -nc-s in the qualifications
measured.
A. Training, Education and Experience (TRAEX) -
Credit is to be given for prior training, education
or experience which is relevant to the job for which
the candidate is being considered. The training,
education, and experience need not be Bureau related,
and the candidates may draw on their total life
experiences dating back to high school graduation.
Recency and length of the training, education, or
experience should not influence the evaluator's ratings
of the candidate, as the emphasis should be on quality.
not quantity.
B. Attendance - The Bureau expects every employee con-
sidered for advancement to attend work regularly.
Therefore, each candidate's overall attendance record
should be reviewed.
(1) Sick Leave - Only documented absences over
the past 12 months may be considered. Such
factors as the number of illnasses; reasons,
frequency, and pattern of absences; and any
steps undertaken by the employee to improve
his or her attendance record should be
considered. Questionable records should not
be the sole factor used to disqualify a
candidate, but should be completely analyzed
and considered along with his or her other
qualification factors.
(2) Tardiness and Absences Without Official Leave
(AWOLS) - Records of excessive tardiness
and/or AWOL which are documented for the past
12 months could be used as a sOle disqualify-
ing factor. However, each case should be
considered on an individual basis and disquali-
fication rendered only after a thorough
analysis of the facts.
C. Performance Appraisals -
(1) Promotional Consideration -? As a basic requirement,
an employee must possess at least a Fully
Successful rating in all critical elements of his
or her most recent performance appraisal. If an
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employee has had insufficient time on duty to have
received an official performance appraisal, the
employee's supervisor must certify that the
employee's current performance is at least Fully
Successful in order for an individual to be eligible
for promotional consideration.
(2) Use of appraisals to fill vacancies - Appraisals
used to evaluate employees who met basic
requirements must be relevant to the job for which
they are being considered. Nonrelevant appraisals
and critical elements cannot beused to rank
t-a-nd-rdz-t-eg-.---Re-reva-rrt?p-sytarrmance appraisals and
critical elements can be used to determine a
candidate's level of a knowledge, skill or ability
and, along with other factors, may be used to rank
an employee's relative qualifications for a
position.
Carleer Ladder Promotions - Candidates within a
carreer ladder can be ranked based on levels of
performance if the appraisals are for the same
grade level and the critical elements are related
to ?the position to be filled.
(3)
In the event work behaviors or KSAOs necessary for job
performance cannot be determined by use of the above factors,
the following measurement tools should be considered:
D. Tests -
Tests ma not be s 4 ? rior to the a royal of th
or his/her designated representative,
o will strictly monitor t em to ensure their compli-
ance with Federal regulations as set forth in the "Uni-
form Guidelines on Employee Selection Procedures (1978)."
Contact with the Personnel Officer must be made to
determine the effectiveness of the test in measuring
the degree to which the employees possess the work
behaviors and KSAOs needed for acceptable job performance.
Performance tests are those in which the employee uses
physical equipment or simulates or replicates a work
process or product. Well-known examples are the
stenographic/typist test and the road test for driving
skills. Performance tests are particularly useful in
the skilled trades.
SO
ce
Oral and written tests are valuable in identifying
KSAOs that employees may have had little opportunity
to demonstrate through past performance. They also
are appropriate measures of information or knowledge
about given subjects.
The results of any performance, oral or written
test must be used with other evaluation factors
and not as a hurdle or cut-off device. (The exception
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to this is when a test is used to measure basic
qualifications, such as typing, stenography, or
language test.) In distinguishing among qualified and
best qualified candidates, the interests of the employee
and the FBI are best served by having the employees
evaluated on the total picture drawn from a variety of
factors.
E. Interview -
Evaluation factors A through D may not measure all
KSAOs required for the vacant position. In such cases, a
personal interview may be conducted. Prior to conducting
the interview, the career board members or selecting
official must:
1. Identify the KSAOs which need to be assessed during
the interview.
2. Prepare highly structured questions which are specific
to each identified KsAo.
3. From the list of best qualified candidates, identify
at least 10 percent or a minimum of three candidates
for interview (all if less than three candidates).
4. The same questions must be asked for all employees
interviewed.
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GROUPING OF CANDIDATES
Based on the results of the evaluation of the
candidates against criteria established for the type of
position to be filled, the candidates should be placed into
groups of "best qualified" and "qualified." A "best qualified"
candidate is one whose education, experience, training and
potential substantially exceed the qualification standard for
the position, and whose rating on all the evaluation factors is
such that it can reasonably be projected that the individual
would be able to perform the duties of the position better than
the other candidates eligible for the position. A "qualified"
candidate is one who meets the minimum criteria for the
position to be filled.
After evaluation, the evaluators list the names of the
candidates rated under competitive procedures as best qualified
on a promotion certificate. This list of referrals, with the
applications, are then sent to the selecting official.
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SELECTION OF CANDIDATES
Management has a right to select or not select an
individual from the group of best qualified candidates
available for the position. In making the selection, seniority
may be used as the determining factor only if two or more
candidates are equally qualified.
In the event a selection cannot be made, the vacancy
announcement can be canceled at any time by the selecting
official. However, appropriate documentation as to the
reason(s) for not selecting from a list of best qualified
candidates must be submitted to the Personnel Officer. If
necessary, he or she may also request the Personnel Officer for
FBIHQ vacancies or SAC for field office openings to initiate a
search for appropriate and qualified candidates outside the
Bureau.
Additional selections may be made from a properly
issued promotion certificate within 90 days of the date the
certificate was issued, provided the positions to be filled
have the same title, series and grade, are in the same
geographical location as the position announced, and the
qualification requirements are the same.
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FORMAL RECOMMENDATIONS
At the completion of the selection process a formal
recommendation must be made in order to finalize the action.
This recommendation should be prepared and forwarded to the
Personnel Officer for review and approval. The Personnel
Ortieer may apprOve the recommendation, request additional
information or reject the recommendation based on the
documentation submitted. Because of the Personnel Officer's
options, the employee involved should not be placed in the
position until notification (oral or written) of approval has
been received.
The recommendation should include adequate
information for the Personnel Officer to determine if the
procedures used in making the selection were job related and
consistent with Bureau policy. The following is a guide to
document the decision.
1. Career Ladder Promotions - when selectee is
currently in an established career ladder, no additional
documentation is required as work performance is considered to
be the determining factor in making the recommendation.
2. Posted Positions - when selectee is recommended
for an entry level career ladder position or a newly
established position, the following information should be
provided:
a. The title, grade, qualifications considered
essential to the position, and the opening
and closing dates of posting (a copy of the
Notice of Vacancy announcement would be
sufficient).
b. Names of all applicants.
C. Initial screening process for eliminating
candidates (i.e., does not meet minimum
qualifications, does not meet time-in-grade
restrictions, etc.)
d. Procedures and factors used in rating,
ranking and selecting employee (i.e., career
board or interview, TRAEX, tests,
performance appraisals, attendance record).
This should include any points, test and
interview scores assigned to each applicant.
In preparing this recommendatiop one of the fpllowing
actions must be requested: /promotion, Teassignment,t.erial
assignment,vdemotion or reappointment. Definitions for these
terms begin on page 2 of this document.
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TRIAL ASSIGNMENTS:
A trial assignment is beneficial to both the
selecting official and the employee for the following reasons:
Selecting Official - A trial assignment pro-
vides the selecting official time to evaluate
the newly assigned employee as to his or her
suitability to the job. If the employee does
not meet the needs of the job the selecting
official has the option to return the employee
to his or her former position.
Employee - A trial assignment provides the
employee time to ensure his or her compatibility
to the position (i.e., not what he or she thought
it would entail). In this situation the employee
may request to return to his or her former position.
The length of a trial assignment may range from 30
days to 1.21)_44.* depending on the selecting official and the
abilities of the employee. The normal length of a trial
assignment is 60 days. If the selecting official recommends
an employee for a 60-day trial assignment and the employee is
successfully performing the duties of the position prior to
the completion of the 60 days, the selecting official may
waive the remaining trial period. However, if the employee is
not performing the duties adequately, but shows potential, the
selecting official may extend the trial period in 30-day
increments up to 120 days or remove the employee from trial
assignment and return him or her to his or her former position.
In no instance will a trial assignment exceed 120 days.
NOTE: An employee is not officially out of a position or
assigned to a position until the expiration of the trial and
an additional personnel recommendation is submitted and
approved.
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NOTIFICATION OF RESTH,TS
Following selection of an employee for a vacant
position and approval by the Personnel Officer, all non-
selected candidates who were interviewed must be contacted
by the selecting official (or designated representative) and
advised of the reason(s) they were not chosen.
Responsibility for general announcement of the
identity of the selected employee will vary according to the
following:
Intra-field-office posting - SAC or designated
representative
- Bureauwide posting
- Intra-FBIHQ
Divisional posting
- FBIHQ-wide posting
- Personnel Officer
or designated rep-
resentative
- Assistant Director
or designated rep-
resentative
- Personnel Officer
or designated rep-
resentative
In addition to the foregoing, any candidate may, upon
specific request, be advised:
- whether he or she met the minimum qualification
standards for the position and was on the list
of names submitted to the selecting official and,
- how to improve his or her qualifications for
future opportunities.
Such inquiries should be directed to the Personnel Officer for
FBIHQ employees and, for field office employees, to the SAC or
designated representative.
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RELEASE OF CANDIDATES
To maintain credibility, it is imperative that
supervisors release selected individuals on a timely basis (30
days from recommendation) for positions that offor promotional
opportunities. Supervisors are encouraged to strongly consider
releasing employees when selected even though an immediate
promotional opportunity is not present, particularly if the
overall mission of the Bureau would benefit.
Official request for the release of an employee
selected to fill a vacancy at FBIHQ will be made only by the
Personnel Officer or his/her designated representative. The
employee selected will be released, normally, at the end of the
first full pay period but no later than two pay Periods, after
the date of the request for release. An office that releases an
employee for interview thereby indicates its willingness to
release the employee within the time frame stated should he or
she be selected.
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MAINTENANCE OF RECORDS
CONTENTS OF SELECTION FILES:
Federal regulations require that selection files
be maintained in such a manner that the action may be recOli=
structed. Each fierd-751-11. e .iv wi e respon-
sible foi the maintenance of its selection files which must be
secured in a centralized location. The Selection file must be
retained for Ly_cla_taxs, provided the time limit for any griev-
ance, complaint, or appeal has also lapsed, or any processing
related to the records has been closed. Contents of the
selection file must include: '
a. A copy of the position description;
b. Description of the method used to locate and identify
candidates, e.g., copy of vacancy posting or criteria
used for screening skills files, and the area of
consideration;
c. Qualification standards used;
d. The applications of the employees requesting consider-
,/ ation for the vacancy;
e. Evaluation method and system for combining evaluations
to obtain final ratings;
f. Signed evaluations of the candidates (test scores,
completed rating or ranking forms, etc.);
g?
Names of candidates who were in the group from which
selection was made, e.g., a copy of the promotion
certificate showing the name of employee selected,
signature of the selecting official, and identity
of the rating panel.
/ h. Date and method used to notify each candidate of
nonselection (written communication, telephone call,
etc.)
PRIVACY SAFEGUARDS:
Selection records will be safeguarded and released
only to authorized persons.
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GRIEVANCE PROCEDURES
The FBI's policy is to administer a personnel program
that promotes good employee management relationships. The success
of any organization depends on the confidence of its employees
that their questions, problems or dissatisfactions will receive a
timely and constructive response, as well as fair and equal
treatment. This section defines certain responsibilities
regarding the grievance process and sets forth employee rights in
that process.
Employees who feel that they have not been treated
fairly have a right to present grievances to appropriate manage-
ment officials for prompt and equitable consideration, with
freedom from restraint and without fear of reprisal, coercion, or
interference. Employees should discuss with supervisors any
matter of concern or dissatisfaction regarding their employment
and should attempt to resolve the problem(s) prior to filing a
grievance. Employees are required to follow the organizational
chain of comman. 'ii'..'.,of irievance to the
ViAbsistant'Director of the Administrative Services Division.
Managers and supervisors should ascertain all pertinent
information bearing upon each grievance or potential grievance
being brought to their attention.
There are certain matters which are not appropriate for
the grievance procedure. The following matters are excluded from
this procedure:
nonselection for promotion from a group of candidates
pf-cipb-fTy?faTik-ed in accordance with the procedures
described within the Merit Promotion and Placement Plan.
V -
failure to receive a noncompetitive promotion.
an action which terminates a temporary promotion and
returns the employee to the position from which the
employee was temporarily promoted, or reassigns or
demotes the employee to a different position that is
not at a lower grade or pay than the position from
which the employee was temporarily promoted.
an action taken in accordance with the terms of a formal
agreement voluntarily entered into by an employee, such as
the assignment of an employee from one geographical
location to another.
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A grievance concerning a particular act or occurrence
should be presented in writing not later than 15 calendar days
after the date of the act or occurrence, or not later than 15
calendar days after the date on which the employee knew of the
act or occurrence. Within the FBI, such grievances are to be
submitted only to the Assistant Director, Administrative Services
Division. However, if the employee is dissatisfied with the
decision of the Assistant Director. Administrative Services
Division, he/she has the right to grieve to the Executive
Assistant Director - Administration and finally to the Director.
As previously indicated, provisions for redress are
also available through the Equal Employment Opportunity (EEO)
complaint system for employees who believe they have been
discriminated against on the basis of race, color, religion,
sex, national origin, age. nondisqualifying handicap, or reprisal.
However, the employee must contact an EEO Counselor within 30
calendar days of the action in question if he or she believes the
grievance is a result of discrimination on any of the foregoing
bases. Failure to contact an EEO Counselor within 30 calendar
days of the alleged discriminatory action will result in
forfeiture of the complainant's right to pursue a claim of
discrimination.
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