A PERSONNEL SYSTEM FOR THE 1990'S DIA'S COMMITMENT TO THE FUTURE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000902140001-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 282
• Document Creation Date: December 23, 2016
• Document Release Date: March 8, 2013
• Sequence Number: 1
• Publication Date: July 30, 1986
• Content Type: MISC

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DEFENSE INTELLIGENCE AGENCY
TABLE OF CONTENTS
ge
Page
INTRODUCTION . . . . . . . . . . . . . . . . . . ... . . . . . . . i
CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW. . . . . . . 1-1
Unit 1: Personnel Policy and the Role of the Directorate
for Human Resources. . . . . . . . . . . . . . . . . . 1-2
Unit 2: Personnel Management Evaluation. . . . . . . . . . . . . . 1-6
Unit 3: Equal Employment Opportunity and Affirmative 'Action. . . 1-9
CHAPTER 2: POSITION MANAGEMENT. . . . . . . . . . . . . 2-1
Unit 1: Position Management and the Civilian Table of
Organization . . 2-2
Unit 2: Establishing a Position. . .. . . . . 2-7
CHAPTER 3: STAFFING AND PROMOTIONS. . . . . . . . 3-1
Unit 1: Preparing to Fill a Position . . . . . . . . . . . . 3-2
Unit 2: Details/Other Temporary Measures . 3-5
Unit 3: Competitive and Noncompetitive Procedures. . . . . . . . . 3-12
Unit 4: Selecting and Appointing the Candidate . . . . . . . . . . 3-18
Unit 5: Trial Period . . . . . . . . . . . . . . . . . . . . . . . 3-28
CHAPTER 4: CAREER DEVELOPMENT . . . . . . . . . . . . . . . . . . . 4-1
Unit 1: Career Ladders . . . . . . . . . . . . . . . . . . . . . . 4-2
Unit 2: Selection For and Acquiring Training . . . . . . . . . . . 4-5
CHAPTER 5: MANAGING EMPLOYEE PERFORMANCE AND CONDUCT . . . . . . . . . 5-1
Unit 1: Performance Appraisal . . . . . . . . . . . . . . . . . . . 5-2
Unit 2: Employee Awards . . . . . . . . . . . . . . . . . . . . . . 5-11
Unit 3: Dealing with Performance Problems . . . . . . . . . . . . . 5-17
Unit 4: Taking Disciplinary Actions. . . . . . . . . . . . . . . 5-20
Unit 5: Employee Grievance and Appeal Procedures . . . . . . . . . 5-32
CHAPTER 6: HOURS OF WORK, ATTENDANCE, AND LEAVE . . . . . . . . . . . 6-1
Unit 1: Hours of Work . . . . . . . . . . . . . . . . . . . . . . . 6-2
Unit 2: Leave Administration . . . . . . . . . . . . . . . . . . 6-15
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DEFENSE INTELLIGENCE AGENCY
TABLE OF CONTENTS
Page
CHAPTER 7: PAY AND BENEFITS . . . . . . . . . . . . . . . . . . . . . 7-1
Unit 1: Compensation . . . . . . . . . . . . . . . . . . . . 1-2
Unit 2: Benefits . . . . . . . . . . . . . . . . . . . . . . . . 7-11
CHAPTER 8: EMPLOYEE STRESS, ILLNESS, AND INJURY . . . .... . . . . . . 8-1
Unit 1: Dealing.with Illness and Injury . . . . . . . . . . . . . . 8-2
Unit 2: Dealing With The Troubled Employee . . . . . . . . . . . . 8-7
CHAPTER 9: MANAGING OVERSEAS EMPLOYEES . . . . . . . . . . . . . . . . 9-1
Unit 1: DIA Overseas Employees . . . . . . . . . . . . . . . . . 9-2
Unit 2: Dependents/Foreign Nationals . . . . . . .. . . . . . . 9-7
CHAPTER 10: CONCLUDING PERSONNEL ACTIONS . . . . . . ... . . . . 10-1
Unit 1: Retirement . . . . . . . . . . . . . . . . . . . . . . . 10-2
Unit 2: Resignation and Termination. . . . . . . . ... . . . . . . 10-6
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for the 1990's
DIA's Commitment to the Future
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An ettective and enicient personnel management sys-
tem is vital to the accomplishment of an Agency's
mission. Therefore, it is essential that policies and
programs are identified and established that challenge
employees to strive in their work, benefit them, and meet
DIA's mission.
Civilian Career Development
In the early 1980's, DIA realized that a strong civilian
career development program was needed. The increasing
real time intelligence environment and emerging new
technologies were placing different demands on DIA's
personnel system to meet the mission of the Agency.
DIA's senior management, with RHR, proceeded with
two courses of action to enhance the career development
program: Career Ladders and Performance Appraisal
systems.
Career Ladders
A reflection of DIA's commitment to develop an en-
hanced personnel management and professional develop-
ment program for all personnel, the career ladders are a
road map for employees to follow as they pursue their
career goals.
Each ladder includes the progressive knowledges and
skills needed for advancement in a particular occupa-
tion, appropriate training, and developmental activities.
Promotions will be based upon meeting knowledges in
the career ladder as determined by management.
Each career ladder has a Subject Matter Expert (SME)
who is responsible for technical advice to supervisors
on the assessment of knowledges and skills. The SME
is also the technical expert on what is required for
advancement in a given career ladder.
The career ladders and Subject Matter Expert for each
include: STAT
Intelligence:
VP-1 Estimates
VP-2 Scientific/Technical
VP-3 Logistics
VP-4 Resources:
VP-4A Military/Geography
VP-4B Energy
VP-4C Material/Trade
VP-4D Economics
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 STAT
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VP-5 Imagery
VP-6 Political/Military
VP-7
VP-7A
VP-7B
VP-7C
VP-7D
VP-8
JS-1
(includes biographics)
Military Capabilities:
Ground
Aerospace
Naval
Third World
Counterterrorism
Indications and
Warning
JS-2 Current:
JS-2A Regional
JS-2B- Functional
DI Intelligence Advisor
DG GDIP Functional
OS Counterintelligence
VO-1 Intelligence Planner
VO-2 Collection
Intelligence Support:
Human Resources Manager
Intelligence Processing/
Dissemination Technician
Computer Operator
Computer Programmer
Computer and Office Systems
Analyst
Computer Specialist
Photographic Technician
Imagery Services Specialist
Contract Specialist
Supply Specialist
Data Base Manager
Financial Resource Manager
DoDIIS Manager
Information Services Specialist
Document Service Specialist
Visual Information Specialist
(Presentations)
Administrative/Staff Officer
Visual Information Specialist
(Printed Materials)
General Lithographer
Photographic Technologist
Performance Appraisal
To complement the career ladders system (which deals
with future potential and development) and to better
evaluate current job performance, a new appraisal sys-
tem based on performance areas and competencies has
been derived, by input from a cross section of the fTA
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for performance and, also, sometime next year, the
performance appraisal will become the justification for
award or denial of an employee's Within Grade Increase
(WGI).
The performance appraisals, in order of their develop-
ment are:
1. Professional Intelligence Personnel (Implemented)
2. Clerical/Administrative Personnel (Implemented)
3. Intelligence Support Professionals (Implemented)
4. Managers/Supervisors (to be implemented
October 1986)
5. Technicians/Wage System Personnel (to be imple-
mented January 1987)
Personnel Legislation
In addition to these programs, legislation was pro-
posed to Congress that would provide DIA comparable
classification authority to that of CIA and NSA.
Congress recognizing DIA's need passed legislation
in 1984 that provides DIA much greater flexibility on
personnel matters and compensation, and enhances the
management of civilian personnel. In January 1986,
the Director was delegated authority by the Deputy
Secretary of Defense to proceed with DIA's personnel
legislation implementation plan. Some of the planned
changes are:
? simplified position descriptions;
? advanced hiring rates for certain types of positions;
? broader management control over promotions
in career ladders up to expert level with
RHR oversight;
? establish new DIA titles for similar kinds of work in
conjunction with the career ladders;
? increased opportunity for promotion based on what a
person brings to the job (rank-in-person);
? one grade progression for all professionals hired
beginning in FY 87;
? performance appraisals will be used as the basis for
with in grade increases.
? DIA has the authority to terminate employees for
national security purposes when no other laws can
be used.
Complementing these authorities are the new career
ladder and performance appraisal systems.
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CIA-RDP90-00530R000902140001-0 iponents
Civilian Table of Organization (CTO) - approved by
the Senior Review Board, is an average grade posi-
tion management control system. The CTO reflects an
approach similar to that used by CIA and NSA but
designed to accommodate DIA's unique military/civilian
workforce mix and smaller size. Essentially, the CTO
will reflect an employee's present grade and target grade,
which represents the expert level in their respective ca-
reer ladder and full performance level in other positions.
It will replace the current system of position-by-position,
grade-by-grade classification in RHR.
Advanced Hiring Rate - This program will enable
DIA to attract and retain critically skilled people in
key occupations. The program establishes more flexible
criteria for setting a new DIA employee's pay.
Simplified Position Descriptions - Position descrip-
tions will be shortened and rewritten to reflect the
knowledges and skills identified in the respective career
ladders. Everyone at the same level (e.g. expert, mid
level, etc.) . in a career ladder will have the same
description. Also, the new position descriptions can
be supplemented with specific duties as needed by an
organization. New titling of positions will provide
greater operational security and be more reflective of
titles elsewhere in the intelligence community.
Rank-in-Person - Standards will be developed that
will determine if the qualifications that an individual
brings to a position and their performance can warrant a
promotion above the full performance level (e.g. expert).
This is in addition to the present system of promoting
an employee when their performance has a significant
impact on the scope and complexity of the duties of
their position (i.e. impact of person-on-the-job). The
evaluation of the criteria in the standards will be done
by a review committee of key managers. All employees
will be potentially capable of being promoted beyond the
expert level on this basis.
Key Players
Supervisors - The major responsibility for implement-
ing these authorities rests with the first-level supervi-
sors and higher managers. Working as partners with
RHR, they will identify, select, and develop employees
commensurate with their abilities, qualifications, and
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CIA-RDP90-00530R000902140001-0 ive approach will enable DIA
to develop responsive and progressive management and
a motivated workforce. Other responsibilities include
conveying new programs to employees, having their em-
ployees on the correct position descriptions, advancing
employees along career paths, and rating performance.
Employees - Employees should know their respective
SME and career ladder, their performance appraisal
requirements and then personally evaluate where they
are in their career and what type of goals they wish to
set. The new career ladder and performance appraisal
systems were created by and for DIA employees and
reflect DIA's commitment to enhance the professional
development of all personnel. This will enable DIA
employees to broaden their horizons, pursue their goals,
keep them abreast of new technologies and issues, and
ensure that their careers are on track. Also, DIA
employees can gain familiarity with programs by reading
key directives, DIA Bulletin articles and informational
materials, and attending scheduled briefings.
A Personnel System for the 1990's
In the dynamic and unstable world in which we live,
DIA is developing a career development program that
will achieve greater flexibility in the assignment of
human resources, selection of the most qualified and
experienced person for each key position, and will be
a model for other parts of DoD and the Federal Estab-
lishment. In short, DIA will have a personnel program
that will enhance workforce development, permit more
management control and flexibility to meet the dynamic
requirements of the intelligence mission of the future.
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DEFE14SE INTELLIGENCE AGENCY
INTRODUCTION
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Purpose
The DIA Supervisor's Guide to Personnel Management provides you with
information to help you with your personnel management responsibilities. It
is designed to assist new supervisors and managers during. their orientation,
and experienced supervisors and managers in their daily supervisory duties.
It is not meant .as a replacement for:.classroom.training nor is it-intended to
supplant the Directorate for Human Resources, which should always be consulted
before taking any non-routine action. It is not all-inclusive, but covers
only the responsibilities which are most widely shared by DIA supervisors.
Rather, the Guide is designed to give you an overview of your personnel
responsibilities and to serve as a quick reference resource which will:
o Identify key personnel tasks in which supervisors/managers are involved;
o :.Provide guidance in how to perform each task;
o Cite the appropriate regulation associated with each task.
Organization
The-Supervisor's Guide includes 10 chapters, each covering a significant
.personnel area. Each chapter is further divided into units and sub-topics
containing detailed information. Each chapter begins with a brief Overview,
giving a general summary of the chapter and an outline of its contents.
Similarly, each chapter unit begins with an Introduction, which contains a
contents summary and a Finding Help box, which refers you to the page on which
information for each sub-topic begins.
The Guide references official regulations and other helpful material. These
references are provided to help you to locate more information on the topic in
question. An Official Guidance box is included to assist you.
How to Use the Supervisor's Guide
New supervisors and those new to DIA may find it useful to read through the
entire manual to obtain a quick overview of their personnel management
responsibilities. A11 supervisors/managers can use the Guide as a ready
reference on particular issues, as follows:
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DEFENSE INTELLIGENCE AGENCY
INTRODUCTION
1. Refer to the Table of Contents to locate the Chapter and Unit which relate
to the issue and the topic in which you are interested.
2. Turn.to the Chapter and read the Chapter Overview for a general
introduction to the subject..
3. Then turn to the appropriate Unit and read the Unit Introduction.
4. Use the'Finding Help box to locate the sub-topic(s)`relating to, your
interest.
5. Read the information in the selected sub-topic sections.
6. As necessary, refer to the Official Guidance box for sources of additional
information.
7. Lay out in detail your proposed course of action, after consulting with an
appropriate representative of the Directorate for Human Resources.
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CHAPTER 1; PERSONNEL MANAGEMENT OVERVIEW
UNIT 1: PERSONNEL. POLICY AND THE ROLE'OF THE DIRECTORATE FOR
HUMAN RESOURCES
OVERVIEW' ' As a supervisor/manager., you are responsible. for a variety of
functions affecting the employees under your,,, supervision. If
you have worked in other., organizations and personnel systems,
you may find that DIA has a distinctive philosophy in this
regard, as well as its own practices and. regulations. These
differences.stem in part from the fact that, DIA. iscspejfi:fic 1y
exempte=by-l-aw fr-om-most-of : the_pr_ov. si-ons-of-th-e-C-iv-il-S-erv-iee
C:jefi6iff7- ct of=1-9;7'8-and~from tthe Classificwtio Act of-194'9
which govern personnel.,management in the Federal Government as a
whole. The DIA Directorate.for Human Resources is an active
participant in helping DIA supervisors/managers to fulfill their
personnel responsibilities effectively.
CHAPTER 1 Chapter 1 contains three units describing DIA's personnel
CONTENTS philosophy and the role of the Directorate for Human Resources;
how the effectiveness of the personnel program is evaluated;
and equal employment opportunity and affirmative action.
Unit 1: Personnel Policy and the Role of the Directorate
for Human Resources.
Principles of DIA Civilian Personnel Policy.
The Role of the Directorate for Human Resources.
Unit 2: Personnel Management Evaluation.,
General Procedures. '
- Formal Evaluation Procedures.
Self-Assessment Procedures.
o Unit 3: Equal Employment Opportunity and Affirmative
Action
Supporting Affirmative Action
Special Programs
DoD and DIA Policy on Discrimination
Promoting Nondiscrimination
The EEO Complaint Process
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 1: PERSONNEL POLICY AND THE ROLE OF THE DIRECTORATE FOR HUMAN
RESOURCES
INTRODUCTION Personnel management in the Federal Government in general
is governed by the Civil Service Reform Act of 1978 (CSRA)
and by the Classification Act of 1949. DIA', however, has
been exempted from the Classification Act by PL98-618 and
from the merit pay and Senior Executive Service provisions
of the CSRA by PL97-89. The:CS_U--- its=elf-:-exem_pts-D=7A f om
Ctsper-formanceppraisal_, _p_ersonn 1--resear h/d: emonstr-ation
Cr-o- ec-ts, amd-labor-r-ela- ions provisi s. With- the
latitude affordeddby these exemptions, DIA has evolved a
unique and progressive personnel management system.
Critical to the effective functioning of this system is
close collaboration between the Directorate for Human
Resources and DIA's supervisors/managers, working together
to achieve excellence in carrying out DIA's mission.
IF YOU WANT TO KNOW ABOUT.... GO TO....
Principles of DIA civilian
personnel policy Page 1-3
The role of the Directorate
for Human Resources Page 1-5
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 1: PERSONNEL POLICY AND THE ROLE OF THE DIRECTORATE FOR HUMAN
RESOURCES
Principles of DIA Civilian Personnel Policy
It is the policy of the DIA to use civilians in all positions that do not
require:
o military incumbents for reasons of law, training,, security, discipline,
rotation, or military readiness; or
o a military background for successful performance of the duties.
In carrying out their responsibilities for civilian personnel management, DIA
supervisors/ managers are to be guided by the merit system principles in the
Civil Service Reform Act of 1978 (5 USC 2301 (b)):
Recruitment should be from qualified individuals from appropriate sources
in an endeavor to achieve a work force from all segments of society and
selection and advancement should be determined solely on the basis of
relative ability, knowledge and skills, after fair and open competition
which assures that all receive equal opportunity.
o All employees and applicants for employment should receive fair and
C equitable treatment in all aspects of personnel management without regard
to political affiliation, race, color, religion, national origin, sex,
marital status, age, or handicapping condition, and with proper regard for
their privacy and constitutional rights.
o Equal pay should be provided for work of equal value, with appropriate
consideration of both national and local rates paid by employers in the
private sector, and appropriate incentives and recognition should be
provided for excellence in performance.
o All employees should maintain high standards of integrity, conduct and
concern for the public interest.
o The Federal work force should be used efficiently and effectively.
o Employees should be retained on the basis of the adequacy of their
performance, inadequate performance should be corrected and employees
should be separated who cannot or will not improve their performance to
meet required standards.
o Employees should be provided effective education and training in cases in
which.such education and training would result in better organizational
and individual performance.
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CHAPTER 1:
UNIT 1:
PERSONNEL MANAGEMENT OVERVIEW
PERSONNEL POLICY AND THE ROLE OF THE DIRECTORATE FOR HUMAN
RESOURCES
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o Employees should be:
Protected against arbitrary action, personal favoritism, or coercion
for partisan political purposes, and
Prohibited from using their official authority or influence for the
purpose of interfering with or affecting.the result of an election or
a nomination for election.
o Employees should be protected against reprisal for the lawful disclosure
of information which the employees reasonably believe evidences:
a violation of law, rule, or regulation, or
mismanagement, a gross waste of funds, or an abuse of authority, or a
substantial and specific danger to public health or safety.
Any employee who has authority to take or recommend any personnel action shall
not:
o Discriminate for or against any employee or applicant for employment on
-the basis of race, color, religion, sex, national origin, age,
handicapping condition, marital status or political affiliation.
o Solicit or consider any recommendation or statement, oral or written, with
respect to any individual who requests or is under consideration for any
personnel action unless such recommendation or statement is based on the
personal knowledge or records of the person furnishing it and consists of
an evaluation-of the:
work performance, ability, aptitude, or general qualifications of
such individual, or
character, loyalty,or suitability of such individual.
o Coerce the political activity of any person (including the providing of
any political contribution or service), or take any action against any
employee or applicant for employment as a reprisal for the refusal of any
person to engage in such political activity.
o Deceive or willfully obstruct any person with respect to such person's
right to compete for employment.
o Influence any person to withdraw from competition for any position for the
purpose of improving or injuring the prospects of any other person for
employment.
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 1: PERSONNEL POLICY AND THE ROLE OF THE DIRECTORATE FOR HUMAN'
RESOURCES
o Advocate for DIA employment, promotion or advancement any individual who
is a relative.
o Take or fail to take a personnel action with respect to any employee or
applicant for employment as ,a reprisal for "whistle-blowing" or for the
exercise of any appeal right granted by law, rule, or regulation. '
o Take or fail to take any other personnel action if the taking of or
failure to take such: action violates any law, rule, or regulation
implementing, or directly concerning, the merit system principles outlined
above.
The Role of The Directorate For Human Resources
The Directorate for Human Resources (RHR),is an indispensable aid to DIA's
supervisors/managers in accomplishing their mission. Supervisors/ managers
need to be fully cognizant of their personnel responsibilities and to
understand the pitfalls of proceeding in personnel matters without being
adequately informed. Personnel specialists are available to support
supervisors/managers in taking personnel actions to stave off possible
problems before they arise. For this reason, supervisors/managers should
Q consult an appropriate Human Resources Manager early in the process of taking
a personnel action. Equally, the Directorate for Human Resources is
responsible for aiding supervisors in executing such fundamental duties as
performance management and employee development.
OFFICIAL GUIDANCE: DIAR 22-52, Statement of Personnel Policy for Civilian
Personnel
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CHAPTER 1:, PERSONNEL-MANAGEMENT OVERVIEW
UNIT 2: PERSONNEL MANAGEMENT EVALUATION
INTRODUCTION The DIA personnel management program is subject to
continuing evaluation of its efficiency and effectiveness,
with the objective of maximizing the service it provides to,
supervisors/managers. For the most part, the review ...
process is, primarily, the .responsibility, of the Directorate
of Human Resources. However, since the ultimate test of
the effectiveness of the human resources management program
is-how well it.assists DIA's supervisors in planning for,
obtaining-, developing, and utilizing human resources for
mission accomplishment,. you may from time to time be asked
to contribute to the evaluation process.
o General procedures Page.1-7
o Formal evaluation procedures,.. Page 1-7
o Self-assessment procedures Page 1-8
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 2: PERSONNEL MANAGEMENT EVALUATION
The DIA personnel management evaluation (PME) program is a systematic,
periodic review providing an`objective and authoritative assessment of'the
effectiveness of ongoing personnel management activities. It provides
feedback to responsible officials so that corrective improvements can be
implemented. To the maximum extent possible, existing inspection and
evaluation programs will be used to elicit information on personnel management
to minimize the number of reviews and duplication of data.
The Directorate for Human Resources (RHR) is responsible for managing the PME
program, conducting 'formal evaluations and issuing subsequent reports, and
preparing self-assessment guidelines. The major components and the special
offices of the DIA are responsible for:
adhering to applicable laws,,regulations,_policies, and procedures of.
personnel management programs
providing representatives to work with RHR on formal evaluations, and
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o conducting self-assessment reviews
Formal Evaluation Procedures
RESPONSIBILITY
RESPONSIBLE OFFICE/GROUP
o Establishing and maintaining a formal
Directorate for Human
evaluation program covering each
Resources (RHR)
organization once every four years
o Developing specific measures for evalua-
RHR
ting the effectiveness of personnel
management programs
o Providing the personnel to conduct the
RHR/Appropriate component
evaluation
o Preparing a formal written report con-
taining findings, accomplishments,
RHR
needed improvements, and recommended
corrective actions
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 2: PERSONNEL MANAGEMENT EVALUATION
Self-Assessment Procedures
Every Directorate/.Office is responsible for conducting a biennial self-
assessment of each personnel management program using their own personnel and
following guidelines provided by RHR. RHR will identify the applicable
personnel management programs.. Self-assessment is not required during years
when a formal evaluation is accomplished.
The assessment will be conducted by questionnaires and/or interviews. RHR
will meet with the Directorate head to discuss the results of the review, an
action plan to effect any needed corrective action, RHR assistance in
implementing the action plan, and, if applicable, the need for a formal
evaluation.
OFFICIAL GUIDANCE: DIAR 20-3, DIA Personnel Management Evaluation (PME)
J
0
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Qi DEFENSE INTELLIGENCE AGENCY
REGULATION NO. 20-3
HEADQUARTERS, DEFENSE
INTELLIGENCE AGENCY
WASHINGTON, DC 20340-0001
30 July 1986
PERSONNEL
DIA Personnel Management Evaluation (PME)
Section A
General Procedures
1. Purpose: To establish policies and procedures
for evaluating personnel management programs, and
to improve human resource management in the DIA
by requiring periodic and systematic reviews of re-
lated practices and results.
2. Reference: Federal Personnel Manual, Chapter
250, "Personnel Management in Agencies."
3. Applicability: This regulation applies to all DIA
personnel.
4. Definitions:
a. Personnel Management - planning for, obtain-
ing, developing, and utilizing human resources for
mission accomplishment.
b. Personnel Administration - the body of laws,
regulations, and practices through which an or-
ganization obtains, develops, and utilizes human
resources to accomplish its mission.
c. Personnel Management Evaluation - the sys-
tematic, objective, and authoritative assessment of
personnel management and administration.
d. Formal Evaluation Report - based on an eval-
uation conducted by representatives of the Assis-
tant Deputy Director for Human Resources (RHR)
with assistance from the organization being evalu-
ated, the report provides management information
on how well personnel management practices are
contributing to Agency mission and whether pro-
grams are administered in accordance with law,
regulations, and policy.
e. Self-assessment Review - a less formal eval-
uation procedure than d., above; a review done
by the respective directorate based on guidance
provided by RHR. This is a review of a specific per-
sonnel management program (e.g., Performance Ap-
praisal, Fitness/OER Reports, Classification, Career
Ladders).
f. Directorates - for purposes of this regulation,
they are the. five major components and the special
offices of the DIA.
5. Policy: DIA will establish and operate a person-
nel management evaluation program that:
a. Evaluates the effectiveness of ongoing person-
nel management activities;
b. Provides feedback to responsible officials. on
the results of the evaluations done on personnel
management programs; and
c. Results in corrective improvements imple-
mented by DIA managers and supervisors, as a re-
-sult of a personnel management evaluation. To
the maximum extent possible, existing inspection
and evaluation programs will be considered in the
personnel management evaluation program, and the
duplication of reviews will. be minimized.
6. Responsibilities:
a. RHR is responsible for managing the PME
program, conducting formal evaluations and issuing
subsequent reports, and preparing self-assessment
guidelines.
b. The Directorates are responsible for adhering
to applicable laws, regulations, policies; and proce-
dures of personnel management programs; provid-
ing representatives to work with RHR on formal
evaluations; and conducting the self-assessment re-
views.:
Section B
Formal Evaluation Procedures
7. General: RHR is responsible for establishing and
maintaining a formal evaluation program, and for
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developing specific measures for evaluating the ef-
fectiveness of personnel management programs.
8. Procedures:
a. Resources - RHR will provide the personnel
to conduct the evaluation, and the appropriate Di-
rectorate will provide at least one employee to assist
RHR.
b. Format - The evaluation team will interview
the key officials and employees involved in the appli-
cable programs. All related program documentation
will be reviewed, evaluated, and incorporated as
appropriate. This includes information from other
related surveys and reports (e.g., Productivity Pro-
gram, Internal Management Control Studies, Self-
Inspection Checklist, and Manpower Surveys).
c. Evaluation Cycle - RHR will evaluate each
Directorate's personnel management programs once
every 4 years, unless a self-assessment review iden-
tifies a need to conduct one sooner or the command
element requests a special evaluation.
d. Reports - The report written by RHR will
contain findings, accomplishments, needed improve-
ments, and recommended corrective actions. The
report will be provided to line management for com-
ments before the final report is sent through the
Q Senior Review Board to the Command Element.
e. Follow-up - RHR will meet with the appropri-
ate management officials to discuss the results of the
evaluation, an action plan to correct any problems,
and the need for RHR assistance. Follow-up reports
on action plan progress will be made by RHR.
Section C
Self-Assessment Procedures
9. Overview: Directorate is responsible for con-
ducting a self-assessment on each personnel man-
agement program using guidelines provided by RHR.
10. Self-assessment:
a. Resources - each Directorate will utilize their
own personnel to conduct the assessment.
b. Format - the assessment will be conducted by
questionnaire and/or interview. It should use data
and information from other related surveys and re-
ports to document achievements, isolate weaknesses
for further review, and provide a baseline for future
action.
c. Evaluation Cycle - every Directorate will con-
duct a biennial self-assessment of all personnel man-
agement programs. RHR will identify the applicable
programs. Self-assessment is not required during
years when a formal evaluation is accomplished.
d. Reports - the written results of the self-
assessment will be provided to the applicable Deputy
Director and RHR.
e. Follow-up - RHR will meet with the Direc-
torate head to discuss the results of the review, an
action plan for any corrective action needed, RHR
assistance with the action plan, and, if applicable,
the need for a formal evaluation.
STAT
Acting Chief, Publication and
Presentation Division
DISTRIBUTION A
STAT
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 3: EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION
INTRODUCTION Basic to DIA personnel policies is the ,commitment to insure
a workplace free of discrimination, in which' all personnel
actions are made without regard to the employee's age, sex,
race, religion, color, marital status, national origin,
.political affiliation,, or physical :or mental handicap.
Affirmative Equal Employment Opportunity (EEO) efforts
contribute to the creation of a work environment that:
o enhances individual and unit effectiveness
o . attracts and retains high caliber staff.
IF YOU WANT TO KNOW ABOUT.... GO TO....
o Supporting Affirmative Action Page 1-10
o Special Programs Page 1-10
o DoD and DIA Policy on
Discrimination Page 1-10
Promoting. Nondiscrimination Page 1-11
The EEO Complaint Process., Page 1-12
6
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 3: EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION
Supporting Affirmative Action
Ensuring nondiscrimination and furthering Equal Employment ;Opportunity (EEO)
require continuing . actions which use the DIA personnel system as a creative
tool for improving employment and advancement opportunities for all
individuals..
Affirmative employment activities are an integral part of the supervisory
function. Performance in this area is a vital element in the appraisal of
your supervisory effectiveness. The EEO Manager and Counselors can provide
technical assistance, but it is.your direct responsibility as a supervisor to
ensure that decisions you make affecting employees in your unit are free from
discrimination.
Special Programs
Special emphasis programs represent single, protected classes of employees.
The U.S. Office of. Personnel Management (OPM) assists agencies in developing
creative approaches to recruitment, employment, placement, and training
designed to increase opportunities for minorities and women through such
programs as the Federal Women's Program, Hispanic Employment Program, and
Upward Mobility Program. (See Chapter 4)
DoD and DIA Policy on Discrimination
Equal employment opportunity is to be provided for all persons as an integral
part of every aspect of personnel policy and practice in the employment,
development, and advancement and treatment of employees in DIA. Personnel
actions and personnel management practices will be based solely on merit and
fitness in such a manner as to demonstrate full adherence to the letter and
spirit of Federal law and public policy guaranteeing equal employment
opportunity without regard to race, age, color, religion, sex, national
origin, marital status, political affiliation, or handicapping condition. In
recognition of the dignity and equality of each individual citizen, all
activities, facilities, and services operated, sponsored, or participated in
by DIA will be available to all employees on an equal basis without any type
of segregation or discrimination. Complaints of discrimination will be given
prompt and fair consideration, and every effort will be made to assure just
and expeditious disposition of each complaint. Complainants and others who
participate in the presentation, review or adjudication of such complaints
will be free from restraint, interference, coercion, discrimination or
reprisal.
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 3: EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION
Effective leadership and accomplishments by individuals in operating an EEO
program will be used as a criterion for providing recognition, awards and
advancement to civilian.. employees:.
Promoting--Nondiscrimination
Discrimination against individuals based on race, color, religion, sex, age,
marital status, national origin, handicapping condition or political
affiliation is prohibited by law, but even'if it were not,'it would have to be
opposed because it violates American standards of fairness, and undermines
effective management. Supervisors ensure a workplace free of discrimination
by taking steps to create a work environment where all employees are treated
fairly and humanely. The elimination of, discrimination in the workplace
enhances individual and unit effectiveness and-attracts higher caliber
employees.
Use the following guidelines to promote nondiscrimination in your work unit:
o Provide employees reasonable accommodation with respect to work
scheduling in order to permit religious observance.
0
Be certain in all personnel actions you take to avoid discriminating
against, applicants or employees.
In taking an'action'that might be viewed as discriminatory, make
certain that the reasons and basis for the action are substantial and
thoroughly documented.
o Consider each employee as an individual; don't make assumptions about
his/her capabilities based on group stereotypes.
o Avoid jokes and comments reflecting on any class or group of people
and discourage this kind of behavior among staff members.
0 Be responsive to informal expressions of concern regarding
experiences of perceived discrimination.
o Be evenhanded in applying rules, regulations, standards, and the like.
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CHAPTER 1: PERSONNEL MANAGEMENT OVERVIEW
UNIT 3: EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION
The EEO Complaint Process.
DIA employees and applicants for employment (except non-U.S. citizens abroad):
may use the EEO complaint process to present allegations of discrimination on
the basis of race, color, religion, sex, sexual harassment, national.origin,,
age, or physical or mental handicap. In general, the EEO complaint procedure
provides for:
o informal precomplaint counseling.
investigation of.the allegation
o the right to a DIA'decision without. a hearing or the right to a
hearing on the matter, conducted by the EEOC
o the right to appeal the DIA decision to the EEOC, and
o the right to file a civil action in a Federal District Court.
OFFICIAL GUIDANCE: DIAR 22-27, Equal. Employment Opportunity
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OVERVIEW Executive, supervisory, and: managerial personnel at all levels
in DIA..are required to.rorganize.their.work and that of their
subordinates . in the most efficient and economical manner that
will make optimum use of~.their human resources. This can be
accomplished through effective position design both during
initial structuring of an organization and when programs undergo
changes which abolish and/or realign positions.
CHAPTER 2 Chapter 2 contains two.units,. one describing the position
CONTENTS management process in DIA and its Civilian Table of Organization
(CTO), and the other, the way in which positions are establis::ed.
Unit 1: Position Management and the Civilian Table of
Organization
Principles of Effective Position Management
Position Planning
Civilian Table of Organization (CTO)
Supervisory/Managerial Responsibilities in Position
Management
0
o Unit 2: Establishing a Position
Position Classification
Position Descriptions
Annual Review of Positions .
Control of Grade Escalation and of Positions at High
Grades .
Rank-in-person Promotions
Complaints and Appeals
0
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CHAPTER 2: POSITION MANAGEMENT
UNIT 1: POSITION MANAGEMENT AND THE CIVILIAN TABLE OF ORGANIZATION
INTRODUCTION As a supervisor/manager, you are responsible for assigning
duties and responsibilities to positions to ensure
effective and efficient accomplishment of the mission and
functions for which you are accountable. Positions should
be planned so that there are logical entrance levels and
patterns for progression to more skilled and higher graded
positions. Such planning will result in job relationships
where pay rates reflect the work performed. The Civilian
Table of Organization (CTO) is the civilian position
management control document for DIA, a subset of the Joint
Table of Distribution (JTD).
IF YOU WANT TO KNOW ABOUT....
Principles of effective
position management Page 2-3
o Position planning
Page 2-3
o Civilian Table of
Organization (CTO) Page 2-4
o Supervisory/managerial
responsibilities in
position management
Page 2-5
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CHAPTER 2: POSITION MANAGEMENT
UNIT 1: POSITION MANAGEMENT AND THE CIVILIAN TABLE OF. ORGANIZATION.
0
Principles of Effective Position Management
The process of structuring an organization involves the subdivision of
missions and functions into systems, .processes, and, finally, tasks as the
basic ,unit, i.e., the position..-In dealing with an existing organization, any
of the following conditions may appropriately: lead supervisors/managers to
consider changing the nature and mix of positions under. their aegis:_
o a change in the nature of the organization's work
o a change in the volume of the organization's work
o a change- in. the technology associated. with the work
o the existence of dead-end jobs and career ladders with missing rungs
o new position authorizations (spaces) or significant decrease in
authorizations
o a desire to enhance. the efficiency/effectiveness of the organization.
Reorganizations often involve the deletion of existing positions in one Deputy
Directorate and the gain of new positions in another. Whenever a
O reorganization is contemplated, management officials should discuss the plan
with RHR well in advance to consider the effect the proposal will have on
existing positions and requirements. When the proposed reorganization will
impact on more than one Deputy Directorate or on the target grades shown in, he
Civilian Table of Organization, the Senior Human Resources Board (see below)
must give its approval.
Position Planning
Positions should be planned so that, there are logical entrance, levels and
career patterns for progression to more skilled and higher graded positions as
employees gain skill and become ready to assume increased responsibility. The
result will be effective job relationships where pay rates reflect the
difficulty and responsibility of the work performed, and the qualifications
required to do it. Effective position planning will assure that:
o assignments requiring higher level and scarce skills are concentrated in
as few positions as possible,
o there'are clerical positions to support those of a professional,
. administrative, and, .technical nature
o trained and experienced employees are available for filling higher level
vacancies within DIA.
C
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CHAPTER 2: POSITION MANAGEMENT
UNIT 1: POSITION MANAGEMENT AND THE CIVILIAN TABLE OF ORGANIZATION
0
Civilian Table of Organization (CTO)
The CTO is the civilian position management control document for DIA. On it
are listed all authorized civilian positions below the DISES level, except
wage system, part-time, foreign national and temporary positions. For each
position, the incumbent's or on-board grade level is shown at the right, while
the left side shows the target grade level. The target grade represents the
full performance or expert level of work:
o In positions covered by career ladders, knowledges, skills and abilities
are defined for the expert level.
o In other positions, the classification standard defines the full
performance level of work.
The target grade is not the authorized grade for the incumbent, but rather the
career ladder potential of the position within a particular office. The
target grade is open to all qualified employees within that office. The
incumbent's grade may be higher, lower, or the same as the target grade.
Vacant positions are shown with only the target grade entry.
o The total of all target grades divided by the number of authorized
positions in a directorate gives the target average grade level for that
directorate.
0 The total of all on-board (incumbent) grades divided by the number of
billets authorized for the organizational unit gives the on-board average
grade level for the organization.
Both of these averages are shown on the CTO for each organizational unit and
cumulated up to the Deputy Directorate or Special office level.
The DIA Senior-Human Resources Board (SHRB) is responsible for management of
the CTO. The SHR B membership consists of the Executive Director (ED),
Chairman, and each Deputy Director for.,
The Assistant Deputy Director for Human Resources (RHR) acts as Executive
Secretary, and the Comptroller (OC), as financial advisor.
When'the SHRB approves a proposed reorganization, the CTO target grades for
the gaining and losing organizations will be recomputed. When work complexity
increases, a higher target grade may be warranted for a group of positions.
The proposed changes in the CTO will be discussed with, RHR and then presented
to the SHRB for approval. If the CTO target grades are changed, the target
grade averages will be recomputed.
0
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CHAPTER 2: POSITION MANAGEMENT
UNIT 1: POSITION MANAGEMENT AND THE CIVILIAN TABLE OF:`ORGANIZATION.
A bank of CTO promotions for, each organization is permitted 'annually within
the budget estimate. Each non-competitive promotion made counts as one
promotion point, regardless of grade. Each Deputy Director for and the
Executive Director must manage positions within the authorized target average
grade'level established for his/her subordinate organization, and shall
establish controls within subordinate directorates to ensure that "the approved
target average grade levels and promotion points are not exceeded. Positions
may be realigned within an organization without reference to the SHRB if the
position titles, series and target grades are kept constant.
The DIA Senior Human Resources Board (SHRB) is responsible for management of
the CTO.
Supervisory/Managerial Responsibilities in Position Management
DIA supervisors/managers:
o establish and maintain within their area of responsibility an effective
position structure which is consistent with approved mission, workforce
authorizations, DIA personnel policies, and administrative authority, and
which'will achieve optimum balance of economy, effectiveness, and employee
motivation and/or development.
0 o utilize appropriate standard position descriptions (PD) to the maximum
extent.
o certify in writing that:
each PD is an accurate statement of the major duties and
responsibilities of the position and its organizational relationships
the position is necessary to carry out those DIA functions for which
the supervisor is responsible.
o establish and maintain an official operating PD file containing copies of
each PD used in the organization. The file:
will assist in planning, carrying out, and evaluating work
performance of subordinates
will be useful in organizational analyses and maintenance of the
manpower data base
should be readily accessible to employees who request to review their
own position description.
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CHAPTER 2: POSITION MANAGEMENT
UNIT 1: POSITION MANAGEMENT AND THE CIVILIAN TABLE OF ORGANIZATION
0 comply with position management procedures relative to the CTO.
. OFFICIAL GUIDANCE: DIAR 22-22, Civilian Personnel Position Management
2-6
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4
DEFENSE INTELLIGENCE AGENCY
Q WASHINGTON, DC 20340-0001
REGULATION NO. 22-22
16 September 1987
CIVILIAN PERSONNEL
Position Management
1. Purpose: To set forth policies, responsibilities, and
requirements for the management and classification
of civilian positions in the DIA and to prescribe con-
ditions for promotion based on rank-in-person.
2. References:
a. 10 U.S.C. 1604.
b. , DEPSECDEF Memorandum, Delegation of
Authority to Implement Section 501(a) of Public Law
98-618, 16 January 1986.
c. DoD Directive 5105.21, "Defense Intelligence
Agency;" 19 May 1977.
d. DIAR 49-1, "Organization General."
e. DIAR 22-30, "DIA Career Ladders."
f. DIAR 22-25, "Career Programs Selection Board:'
3. Applicability: This regulation applies to all DIA
elements.
4. Supersession: This regulation supersedes
DIAR 22-22, "Position Management and Classifica-
tion;' 18 August 1986. An asterisk indicates a change
within the paragraph.
O 5. Policy: In consonance with law, all managers and
supervisors must adhere to the following principles
of effective policy:
a. Position Management. Executive, supervisory,
and managerial personnel at all levels throughout the
DIA are required to organize their work and that of
their subordinates in the most efficient and economi-
cal manner that will make optimum use of their
human resources. This can be accomplished through
effective position design since the organization struc-
turing process involves the subdivision of missions
and functions into systems, processes, and finally
tasks as the basic unit, i.e., the position. These same
factors must receive full consideration as programs
undergo changes which abolish and/or realign
positions.
b. Position Planning. Positions should be planned
so that there are logical entrance levels and career
patterns for progression to more skilled and higher
graded positions as employees gain skill and ability
to assume increased responsibility. Such planning will
result in effective job relationships where pay rates
are commensurate with the work performed. Effective
position planning will assure that (1) assignments re-
quiring higher level and scarce skills are concentrated
in as few positions as possible, (2) there are clerical
positions to complement those of a professional, ad-
ministrative, and technical nature, and (3) a source
of trained employees is provided for filling higher level
vacancies within the Agency.
c Pay Equity. There will be equal pay for substan-
tially equal work. Pay should have a direct relation-
ship to the level of difficulty, responsibility, and
qualification requirements of the work performed.
d. Rank-in-Person Promotions. It is DIA policy to
promote those individuals who bring such extraordi-
nary knowledge, skill, and ability to the job that they
function at a higher grade level than that normally
associated with the assigned duties. These are called
rank-in-person promotions. The Career Programs
Selection Board (DIAR 22-25) will recommend in-
dividuals to the Director for rank-in-person promo-
tions based on budget availability for each
semi-annual review period.
6. Definitions:
a. Civilian Table of Organization (CTO)-The civil-
ian position management control document for DIA.
The left side shows target grade levels; the right side
shows the on-board incumbent's grade level.
b. Target Grade The target grade represents the full
performance or expert level of work. In positions co-
vered by career ladders. knowledges, skills, and abil-
ities are defined for the expert level. In positions not
covered by career ladders, the classification standard
defines the full performance level of work. It is shown
on the left side of the CTO. The target grade is not
the authorized grade for the JTDRN incumbent on
the right side of the CTO, but rather the target for
use within an organization. It represents the career
ladder potential within a particular office. The tar-
get grade is open to all qualified employees within a
particular office and is not a designation for the in-
dividual who lines up on the right side of the CTO.
c. Target Average Grade Level. The total of all tar-
get grades divided by the number of authorized posi-
tions in each directorate. This average is shown on the
CTO for each organizational unit and cumulated up
to Deputy Directorate or Special Office level.
d. On-board or Incumbent's Grade. The grade of the
person in the position. It does not need to be in agree-
ment with the target grade. It is shown on the right
side of the CTO.
e. On-board Average Grade Level. The total of all
on-board or incumbent grades divided by the number
of authorized billets. This average is shown on the
CTO for each organizational unit and cumulated up
to Deputy Directorate or Special Office level.
7. Responsibilities:
a. The Directorate for Human Resources ad-
ministers the position management program through-
out the Agency. Specific responsibilities are to:
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(1) Develop plans. policies, implementing proce-
dures, and controls for administering the program
with the advice and consent of the Senior Human
Resources Board 1SHRB).
(2) Provide advice and assistance to management
officials and supervisors on all aspects of position
management, including the development and use of
standardized position descriptions.
(3) Carry out position review programs ensuring
that civilian positions are appropriately described,
evaluated, and documented. These may be coordi-
nated on an organizational or invididual basis.
(4) Establish internal guides and standards for use
in grading and classifying Agency positions, as well
as interpreting and facilitating the application of ex-
isting standards to specific Agency requirements.
(6) Support activities of the Career Programs'Selec-
tion Board regarding rank-in-person promotions.
b. Managers and Supervisors.
(1) Establish and maintain within their area of
responsibility an effective position structure consis-
tent with approved mission, manpower authoriza-
tions, Agency personnel policies, and administrative
authority, which will achieve optimum balance of
economy, effectiveness, and employee motivation
and/or development.
(2) Utilize appropriate standard descriptions to the
maximum extent for subordinate positions.
(3) Certify in writing that the description is an ac-
curate statement of the major duties and responsi-
bilities of the position and its organizational
relationships, and that the position is necessary to
carry out Agency functions for which the supervisor
is responsible.
(4) Establish and maintain an official operating po-
sition description file (containing the copies of descrip-
tions provided by the Assistant Deputy Director for
Human Resources (RHR)) where it will assist in plan-
ning, carrying out, and evaluating work assignments
of subordinates as well as in organizational analyses
and maintenance of the manpower data base. This file
should contain a copy of each-position description used
in the organization and be readily accessible to em-
ployees, upon request, to review their own position
description.
(5) Comply with position management procedures
relative to the CTO.
c. This regulation establishes a DIA SHRB respon-
(OC) will serve as financial advisor. Members may be
represented by alternatives.
d. This regulation provides for the Career Programs
Selection Board (CPSB) established by DIAR 22-25,
to review requests for rank-in-person promotions.
8.CTO:
a. General. The CTO will identify a target grade
level for each civilian position in the DIA below
DISES level, except wage system, part-time, foreign
national, and temporary positions. It will be marked
"For Official Use Only."
b. Average Grade Control. An average of all target
grade levels will be computed. Each Deputy Director
for and the ED will be required to manage positions
within the authorized average established for his/her
subordinate organizations.
c. Target Grade and On-board Grade The actual
grade of a position's incumbent may be higher, lower,
or the same as the target grade
d. Promotion Point. A bank of CTO promotions per-
mitted annually within the budget estimate. Each
promotion made equals one point, regardless of grade.
e. Minimum Management Controls. Each Deputy
Director for and the ED shall establish controls within
subordinate directorates to ensure that the approved
target average grade level and promotion points are
not exceeded. As a minimum, these controls will
include:
(1) A control point where each SF52 (Request for
Personnel Action) is sent for comparison with the CTO.
The comparison should confirm that taking the ac-
tion will not cause the target average grade level to
be exceeded.
(2) A control point where each SF52 involving a pro-
motion is sent for approval and counting against the
fiscal year's promotion points.
f. Optional Management Controls. Each Deputy
Director for and the ED may establish controls to
include:
(1) Subordinate control points at the Assistant Dep-
uty Directorate level or at a lower level.
(2) Control of target average grade levels or promo-
tion points at the Assistant Deputy Director level with
or without a reserve at the Deputy Directorate level.
(3) Boards or committees to prioritize directorate
options with regard to grade levels or promotions.
(4) Review of reorganization proposals to determine
if SRB action is needed.
(5) Review by the appropriate Subject Matter Ex-
pert of all promotion actions proposed in the career
ladder to ensure minimum essential training and de-
velopmental activities have been accomplished.
* g. Changes to the CTO. Twice each year, normally
in the spring and fall, each Deputy Director for or the
ED may request changes to the left side of the CTO
as follows:
sible for management of the CTO. The membership
of the SHRB consists of. Executive Director (ED),
Chairperson; Deputy Director for Resources and Sys-
tems (RS); Deputy Director for Foreign Intelligence
(VP); Deputy Director for Operations, Plans, and
Training (VO); Deputy Director for JCS Support (JS),
and Deputy Director for External Relations (DI). RHR
O will serve as Executive Secretary. The Comptroller
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O
x (1) RHR issues a call for CTO changes.
(2) Proposed changes to the CTO are
reviewed/evaluated by RHR and then the SHRB meets
formally to approve: disapprove.
* (3) Upon formal approval by the SHRB, RHR will
make left side (target) CTO changes.
h. Out-o`Cvcle Changes to the CTO. Changes to the
left side (target) of the CTO may be made at other
times as a result of a reorganization as described in
paragraph 10.e. below.
9. Position Descriptions:
a. General. Position descriptions identify the major
duties and responsibilities of a position and constitute
a basic and essential ingredient of any position
management or position classification program. They
provide an official record of a decision by the respon-
sible management officials that certain work-is to be
performed by an employee or group of employees. In
the latter instance, a standard position description
will be used to cover a number of like positions with-
in a given organization element or on an Agency-wide
basis.
b. Purposes and Uses Position descriptions have
many and varied applications. For example, they re-
flect grade level; contain knowledge requirements for
purposes of recruiting, selecting, and promoting; re-
flect performance appraisal factors, career ladders,
and applicable career development programs; estab-
lish competitive levels for reduction-in-force; and in-
dicate either "exempt" or "non-exempt" status in
accordance with the Fair Labor Standards Act.
c. Preparation. Management is responsible for de-
termining the duty assignment of each position and
for utilizing standard descriptions to the maximum
extent possible. RHR will provide advice and gui-
dance, as necessary, to management officials and su-
pervisors on such matters. Multi-purpose or standard
descriptions covering a group of positions common to
specific operating elements will be jointly developed
by management representatives and human resource
managers.
d. Format and Content. RHR will classify, using ex-
isting or new standards, as well as prescribe format
and content for position descriptions.
e. Number of Copies.
(1) Copies of position descriptions through the
GS-15 grade level will be maintained by RHR and at
the lowest supervisory level. An employee has access
to the description for his/her position in the supervi-
sor's or RHR's file.
(2) DISES position descriptions are maintained in
RHR. Access will be provided to DISES members and
senior DIA officials with a need to know.
10. Reorganizations: Reorganizations often involved
the deletion of existing positions for some Deputy
Director for or the ED and the gain of new positions
for another.
a. Whenever reorganizations are contemplated.
management officials should discuss the matter with
RHR in advance to ascertain the effect the proposal
will have on existing positions and requirements.
b. When the reorganization will impact on the as-
signment of positions to another Deputy Director for
or the ED, or on the target grades shown in the Civil-
ian Table of Organization, the SHRB's approval will
be required. Included in the SHRB approval process
will be a recomputation of the CTO target grades for
the gaining and losing SHRB member.
c Any Deputy Director for or the ED may rearrange
positions within the organization, keeping the left
side grades constant. Promotions above the left side
grade may be made through the rank-in-person
process.
d. When work complexity increases, a group of po-
sitions may warrant a higher target grade. The pro-
posed changes in the CTO will be discussed with RHR
and then presented to the SHRB for approval. The
CTO target grades and target grade average will then
be recomputed.
* e. As a result of a reorganization and before the next
formal SHRB meeting, a Deputy Director for or the
ED may request out-of-cycle changes to the left side
of the CTO when the lack of CTO grade flexibility will
adversely affect the efficiency of the organization to
perform its mission. Proposed out-of-cycle changes
should be sent to RHR for review and evaluation. RHR
will send the evaluation and proposal(s) for simultane-
ous written review/coordination and approval by
SHRB members. Upon concurrence by a majority of
the SHRB members, RHR will make the left side (tar-
get) CTO changes.
11. Rank-in-Person Promotions:
a. The Career Programs Selection Board will
recommend candidates to the Director (DR), DIA for
rank-in-person promotion above the target grade in
the CTO. The DR will retain final authority for the
promotion decisions.
b. Rank-in-person promotion consideration will
generally be limited to employees who have a mini-
mum of 1 year in the position impacted and a mini-
mum of 2 years experience in the DIA. The promotion
must not result in the Deputy Directorate exceeding
its average target grade in the CTO.
c. Rank-in-person promotion is based on impact in
a specified position beyond the CTO target grade. This
impact is generally not transferable to another posi-
tion which is constituted in the CTO at a lower tar-
get grade.
d. Individuals may be considered for rank-in-person
promotion only upon nomination by management.
e. RHR will issue a call for promotion consideration
twice a year, in April and October, to Deputy Direc-
tors for and the ED. The format of submission will be
specified in the call.
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Q f. Promotions desired will be prioritized by Deputy
Di
rectorate or Special Office.
g. Promotees and non-promotees will be notified by
RHR as soon as practicable after DR decision. Pro-
motions will be effective the pay period following DR
decision.
h. There is no charge to the CTO promotion point
bank for rank-in-person promotions. The promotions.
however, may not cause the Senior Review Board
member's on-board average grade level to exceed the
authorized average grade level.
12. Appeal:
a. General. At any time an employee believes that
the classification of his/her position is in error, he/she
may appeal the classification. DIA's classification ap-
peal system has four steps. Consultation with RHR
(to include forwarding of any written decisions) should
occur at each step.
b. Step 1. When an employee feels that the title,
series, or grade of his/her position is incorrect, the
mater should be brought to the attention of the su-
pervisor. The supervisor will explain the basis for the
existing classification, consulting with RHR if needed.
This initial step may be accomplished in writing.
c. Step 2. If dissatisfied with the oral or written su-
pervisory response, the employee may appeal to
his/her Assistant Deputy Director (or equivalent in
staff offices) within 10 calendar days of receiving the
response. Within 30 calendar days of the receipt of the
appeal, the Assistant Deputy Director will provide the
employee with a written decision.
d. Step 3. If dissatisfied with that decision, the em-
ployee may further appeal to his/her Deputy Direc-
tor (or Staff Office Head) within 14 calendar days.
Within 30 calendar days, the Deputy Director will pro-
vide the employee with a written decision.
e. Step 4. If dissatisfied with that decision, the em-
ployee may make a final appeal to the ED within 14
calendar days. Within 60 calendar days, the ED will
provide a final DIA decision. There is no further right
of administrative appeal.
f. Representation. An employee is entitled to be
represented by an attorney or other representative.
The employee must designate the name of the
representative in writing. DIA may disallow as an em-
ployee's representative:
(1) an individual whose activities as a representa-
tive would cause conflict of interest or position,
(2) an individual who cannot be released from off-
cal duties because of priority needs of Goverment,
(3) an employee whose release would give rise to un-
reasonable costs to the Government, or
(4) any person who does not possess appropriate
security clearance. (The Agency will not initiate secu-
rity clearance action solely for the purpose of em-
ployee representation.)
STAT
DISTRIBUTION B
RHR- 1
C`{ (SS) 1
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DEFENSE INTELLIGENCE AGENCY
REGULATION NO. 22-25
1. Purpose: To establish
for the selection of DIA
participation in long-term
training opportunities.
2. References:
a. Federal Personnel
"Training."
C
HEADQUARTERS, DEFENSE
INTELLIGENCE AGENCY
WASHINGTON, DC 20301
13 December 19RICI
7- T
CIVILIAN PERSONNEL
Career Programs Selection Board
policies and procedures
civilian employees for
career development and
Manual, Chapter 410,
b. DoD Instruction 1430.5, "Civilian Employee
Training Policies and Standards," 26 June 1978.
c. DIAR 24-1, "Training of DIA Personnel."
d. DIAR 20-16, "DIA Personnel Assigned or
Detailed to Duty in Non-DoD Agencies and
Activities."
3. Applicability: This regulation applies to all DIA
civilian personnel except those in the Defense Intel-
ligence Senior Executive Services (DISES).
4. Supersession: This regulation supersedes DIAR
24-10, "DIA Full-Time Study Program," 9 March
1981.
5. Policy:
a. It is a management responsibility to nomi-
nate DIA civilian employees to be considered for a
long-term career development or training opportu-
nity. Self-application procedures also may be used
to supplement management nomination. An indi-
vidual may decline selection; however, declination
will suspend all future consideration for such oppor-
tunities unless the Director (DR), DIA waives the
suspension because of compelling reasons for the
declination.
b. Long-term career development and training
opportunities are to improve employees' perform-
ance of present duties and of reasonably anticipated
future duties. Both career development and training
will be designed in accordance with the needs of the
Agency and with established career ladders, which
specify requirements for development at each level
of competency.
c. Long-term development and training opportu-
nities will be generally limited to employees who
have at least 2 years of continuous, full-time em-
ployment in DIA. Training for the sole purpose of
obtaining a degree is prohibited.
d. Rotational assignments will be covered by a
memorandum of understanding which will, at a
minimum, define duties, beginning and completion
dates, a performance rating scheme, time and
attendance procedures, and supervision of the
assignment.
6. Responsibilities:
a. The DR, DIA will retain final authority for se-
lection of employees for long-term development and
training opportunities.
b. The existing Senior Review Board (SRB) will
review recommended selections prior to submission
to the DR for final selection.
c. A Career Programs Selection Board (CPSB)
will recommend candidates through the SRB to the
DR for various programs.
d. The Executive Director will serve as voting
Chairperson. The Executive Director will report
and bring issues to the SRB.
(1) The CPSB will meet on a regular bi-monthly
basis and at other times as needed.
(2) The CPSB's responsibilities include establish-
ing valid selection criteria, reviewing the quali-
fications of nominees and applicants, conducting
interviews as necessary, establishing priorities, in-
suring that post development utilization has been
specified, and preparing recommendations for for-
warding through the SRB to the DR.
e. The Assistant Deputy Director for Training
(OT) will serve as the Executive Secretary to the
CPSB.
(1) The Executive Secretary is responsible for
support to the CPSB, which includes announcement
of training programs, preparation of recommended
criteria for each training opportunity, evaluation of
nominations and preparation of recommendations
for the CPSB, and preparation of documentation
for CPSB deliberations. The Executive Secretary
may not eliminate a properly endorsed nomination
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~jt may provide an assessment of whether or not it
meet., established criteria.
(2) The Executive Secretary will be assisted by a
designee from the Directorate for Human Resources
(RHR). RHR's representative will process any per-
sonnel actions involved in the career program's im-
plementation, prepare memoranda of understanding
for rotational assignments, manage the billet con-
trol, and coordinate assignments external to the
DIA with the OSD.
7. Membership:
a. There will be nine members of the CPSB. The
CPSB will be comprised of the Executive Director,
one designee by the Deputy Director for Intelligence
and External Affairs, and one by the Deputy Di-
rector for JCS Support, and two designees each by
the Deputy Director for Foreign Intelligence, by the
Deputy Director for Management and Operations,
and by the Deputy Director for Resources and Sys-
tems. Designees should, if possible, be at the DISES
or Flag Officer/General Officer level.
b. Each Deputy Director should also designate
an alternate for each principal CPSB member.
8. Scope of Operations:
a.. The CPSB manages selection for all long-term
civilian career development and training opportuni-
ties, including:
(1) Full-time study at senior Service schools and
civilian universities.
(2) Director of Central Intelligence (DCI) Excep-
tional Analyst Program.
(3) Defense Advance Language and Area Studies
Program (DALASP).
(4) National Security Agency, Central Intelli-
gence Agency, Intelligence Community Staff, or
other external or rotational assignments in accord-
ance with DIA career ladders.
(5) Rotational positions (civilian) in the liaison
office or at a U&S Command in accordance with DIA
career ladders.
(6) Rotational assignments across Deputy Direc-
torate lines, such as those to the National Military
Intelligence Center (NMIC), in accordance with the
DIA career ladders.
(7) Congressional Fellowship, Presidential Inter-
change Assignments.
(8) Any other training or assignment opportunity
that is of career importance or exclusively exceed-
ing the programs mentioned above.
9. Procedures:
a. Individuals may be considered for a long-term
development or training opportunity based upon
management nomination or self-application submit-
ted through the employee's normal chain-of-com-
mand. Long-term training and career development
opportunities generally will be advertised to the
DIA workforce via either a training or career oppor-
tunity announcement and/or a DIA Bulletin notice.
Selection can be made without such announcement
at CPSB discretion.
b. Nominations will be prepared in the format
prescribed by the announcement. Nominations must
be forwarded from the orginators through each or-
ganizational level in the chain-of-command
through the Deputy Director level and then on to
the Executive Secretary for consolidation.
c. All nominations must include an endorsement
by the appropriate Deputy Director or Chief of Spe-
cial Office and a specific plan for post-development
utilization. Multiple nominations from the same
Deputy Directorate or Special Office for the same
program must be prioritized.
d. Selectees and nonselectees will be notified by
the Executive Secretary as soon as practicable after
DR decision.
e. For some programs, the accepting organiza-
tion or institution may have final acceptance
authority after the DR selection. The Executive Sec-
retary will coordinate all submissions and related
communications for such programs.
10. Utilization/Control:
a. Selection for a program does not guarantee
reassignment, promotion, or preselection for any
Agency assignment.
b. Individuals must be assigned to a permanent
billet in order to be selected for a long-term devel-
opment or training opportunity.
c. An individual selected for a development op-
portunity will remain assigned to the permanent bil-
let he/she occupied at the time of selection, or until
management assigns him/her to another permanent
billet.
d. If the Assistant Deputy Director. (or equiva-
lent) determines that the trainee's function is abso-
lutely essential, the senior civilian temporarily may
be assigned to fill the position, on an overage basis,
and, in turn, his/her position also may be filled if
deemed essential by management, until the trainee's
return.
e. Operational control of individuals is in the
gaining organization or institution.
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f. Details concerning attendance and leave will to forward routine personnel actions to the gaining
Obe coordinated by the gaining organization with the organization and to insure appropriate coordina-
selectee's permanent supervisor. It will be the re- lion/completion.
sponsihility of the selectee's permanent supervisor
FOR THE DIRECTOR:
Presentation Division
Chief, W(ibfication and
DISTRIBUTION C
B819A RHR-P 25
I)ONALI) W. GOODMAN
Brigadier General, USAF
Chief of Staff
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C
CHAPTER 2: POSITION MANAGEMENT
UNIT 2: ESTABLISHING A POSITION
INTRODUCTION Supervisors/managers are responsible for making effective
use of the, personnel spaces allocated to them. When you
determine that a.new position. is needed or an old one needs
to be'recast, you must have a position description for it.
In DIA, most of 'the time you will be-able to properly
describe a position using one of the standard PD's prepared
for DIA's career ladders.
FINDING HELP
GO TO.. .
o Position classification' Page 2-8
o- Position Descriptions Page 2-8
o Annual review of positions Page 2-9
Control of grade escalation
and of positions at high
grades Page 2-10
Rank-in-person promotions" Page 2-10
Complaints and appeals Page 2-11
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CHAPTER 2: POSITION MANAGEMENT
UNIT 2: ESTABLISHING A POSITION
Position Classification
The DIA has been exempted under PL98-618 from provisions of the Classification
Act of 1949 (Title 5, Section 5332). Under PL98-618 rates of basic pay for
DIA civilian officers and employees are to be fixed in.relation to the rates
of basic pay provided in the General Schedule for. positions which have
corresponding levels of duties and responsibilities. Except for members of
the Defense Intelligence Senior Executive Service (DISES), no officer or
employee may be paid at a basic rate in excess of the highest rate of basic
pay of the General Schedule. The Directorate of Human Resources will classify
positions based on approved position descriptions. These classifications are
shown as the target grade on the left side of the CTO.
Position Descriptions
A position description (PD) identifies the major duties. and responsibilities
of a position. It is a basic and essential ingredient of any position
management or position classification program. The PD provides an official
record of a decision by the responsible management officials. that certain work
is to be performed.by an employee or group of employees. While it is possible
to design an individualized PD for positions with unique responsibilities,
most positions in DIA will be able to be described using standard PD's drawn
up to cover a number of like positions within a given organizational element
or even DIA-wide.
Supervisors/managers are responsible for determining the duty assignments of
each position and for using standard PD's to the maximum extent possible.
Standard (multi-purpose) PD's covering a number of similar positions will be
jointly developed by representatives of management and of the Directorate for
Human Resources (RHR). RHR will also provide advice and guidance, as needed,
to supervisors/managers on PD matters, and will prescribe the format and
content of PD's. Copies of al. PD's will be maintained by RHR and, for
positions other than DISES, also by the immediate supervisor of the position.
An employee must always be given access to his/her PD.
The PD system is rooted in the career ladders provided for each of DIA's major
occupational groups. Each ladder has up to four levels--entry, mid-level,
expert, and senior expert. In each career ladder, a PD is provided for the
higher grade at each level (if there is more than one grade at a level) up
through the expert (full performance) level. A statement of difference is
provided for the lower grade. PD's are also provided for the first-level and
for the second-level supervisors.
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CHAPTER 2: POSITION MANAGEMENT
UNIT 2: ESTABLISHING A POSITION
USING THE SIMPLIFIED POSITION DESCRIPTION SYSTEM
o Determine duties of the position.
o Compare these to the standard PD's and select the best match.
o Prepare a personnel action package.
o Submit the package for review by higher level supervision and the
control point.
On receipt of the approved PD, notify the incumbent of the position
of the action taken.
o Review position documentation periodically to determine if the PD
still accurately describes the duties of the position.
0
Supervisors/managers must annually review all occupied positions under their
control to determine if they are necessary and accurately described. A vacant
position is reviewed when the supervisor seeks to fill it. For encumbered
positions this review takes place at the time of the performance appraisal.
This permits the supervisor to discuss the accuracy of the PD and the DIA Form
300 codes' with' the incumbent, and to certify to the accuracy or inaccuracy of
the PD and DIA Form 300 codes on DIA Form 124 (Employee Appraisal). Major
revisions or a proposed removal of an employee from the standard description
in use will require that supervisors provide RHR with a draft for review. All
DIA Form 300 code changes'and drafts will be transmitted attached to the
completed DIA Form 124. Whenever 'a position is vacated, the supervisor will
certify as to the accuracy of the PD andDIA Form 300 codes before, any
recruitment to fill the vacancy begins. Positions no longer necessary should
be abolished.
Position Management Review
Beyond the supervisory certification process, RHR is responsible for checking
the accuracy of PD's by a technique called the Position Management Review.
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CHAPTER 2: POSITION MANAGEMENT
UNIT 2: ESTABLISHING A POSITION
The human resource manager will interview an employee at the work site,
discuss the work operation in detail, and examine work samples and
products. Findings will be discussed with and verified by the supervisor
and then will be subject to detailed analysis. Reviews may be made for a
variety of reasons, including:
when major changes are found during the regular supervisor-employee
review
when requests have been made to change positions
under certain conditions of reorganization or functional realignment
The human resource manager will make arrangements for the review through
the employee's supervisor.
Control of Grade Escalation and of Positions at High Grades. Good management
dictates that employees be compensated equitably for the work they perform.
Many agencies have found that there is a tendency for average grade levels to
climb, partly because positions are graded higher than their actual duties and
responsibilities warrant. It is incumbent on supervisors/managers to adhere
to the grade limits in the CTO and not to permit pressure of outside
competition for quality personnel to inflate position descriptions. In
particular, higher-level duties should be concentrated in asfew. positions as
possible, rather than spreading them thinly over a number of positions,
thereby increasing their grades. Rank-in-person promotions (See below) should
be reserved for those clearly deserving them.
Rank-in-Person Promotions
Rank-in-person promotion is based on the impact of a. particular incumbent of a
specified position which augments the duties and responsibilities of the
position beyond the CTO target grade. This impact is generally transferable
to another position listed on the CTO at the same target grade.(i.e., GS-15 to
GS-15), but is generally not transferable to another position with a lower
target grade (i.e., GS-15 to GS-14). Individuals may be considered for such a
promotion only upon nomination.by management. Consideration will generally be
limited.to.employees who have a minimum of.two years experience in DIA and of
one year in the impacted position. The nomination and consideration process
for rank-in-person promotion is as follows:
o RHR will issue a call for such promotion nominations twice a year, in
.April and October, to the Executive Director and Deputy Directors for.
o RHR will specify the format of submission.
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0
CHAPTER 2: POSITION MANAGEMENT
UNIT 2: ESTABLISHING A POSITION
o .The Executive Director and the. Deputy Directors for, will. consider
nominations, bearing in mind that the promotion(s) must not result in the
Directorate's exceeding its average, target grade in''the 'CTO.`
o Promotions recommended will be prioritized by each Deputy Directorate or
Special Of-fice.
o The Career Programs Selection Board will review all nominations and
prepare=recommendation's:-
Recommendations will be submitted to the Director, DIA (DR) for final
decision.,
0 Nominees will be notified by RHR as soon as possible after the decision by
the DR.
Promotions will be effective the pay period following the DR's approval.
There is no charge to the CTO =promotion point "'bank for rank-in-person
promotions.
Complaints and Appeals
At any time that an employee believes that the cl';assification assigned., to
his/her position is in error, he/she may appeal the::classification....
DIA ADMINISTRATIVE CLASSIFICATION APPEAL SYSTEM
PRIOR
CONSULTATION
INDIVIDUAL
WITH RHR
ACTION
RESPONSIBLE
REQUIRED?
o Bring the question as to title,
Incumbent of
No
series,,or grade of a position
the position
to"the attention of the
supervisor.
o Explain the basis for the
Supervisor
Optional
_
existing classification,
orally or in writing.
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CHAPTER 2: POSITION MANAGEMENT
UNIT 2: ESTABLISHING A POSITION
DIA ADMINISTRATIVE CLASSIFICATION APPEAL SYSTEM (Can't)
PRIOR
CONSULTATION
INDIVIDUAL
WITH RHR
ACTION
RESPONSIBLE
REQUIRED?,
o If dissatisfied with the super-
Incumbent of
No
visor's response, may appeal to
the position
Assistant Deputy Director or
equivalent in staff offices
within 10 calendar days of
receiving the response.
o Within 30 calendar days of the
Assistant
Yes
receipt of the appeal, provide
Deputy
the employee with a written
Director or
decision.
equivalent
o If dissatisfied with that deci-
Incumbent of
No
sion, may further appeal to his/
the position
her Deputy Director for (or
Staff Office Head) within 14
calendar days.
_o Within 30 calendar days of the
Deputy Director for
Yes
receipt of the appeal, provide
or equivalent
the employee with a written
'decision.
o If dissatisfied with that
Incumbent of
No
decision, may further appeal
of the position
to Executive Director within
14 calendar days.
o Within 60 calendar days of the
Executive
Yes
receipt of the appeal, provide a
Director
final DIA decision.
D
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CHAPTER 2: POSITION MANAGEME'T
UNIT 2: ESTABLISHING A POSITION
An employee appealing a classification is entitled to be represented by an
attorney or other representative. The employee must designate the name of the
representative in writing. DIA may disallow as an employee's representative:
o an individual whose activities as an employee representative would cause a
conflict of interest or position
o an individual who cannot be released from official duties because of
priority needs of Government
o an employee whose release would give rise to unreasonable costs to the
Government, or
o any person who does not possess appropriate security clearance. (DIA will
not initiate clearance action solely for the purpose of employee
representation).
OFFICIAL GUIDANCE: DIAR 22-22, Civilian Personnel Position Management
DIAR 22-14 A&B, Civilian Personnel Processing of
Personnel and Position Actions
DIAR 22-58, DIA Performance Appraisal System
A Step-by-Step Supervisor's Guide for Using the
Intelligence Professional Simplified Position
Description System. 14 August 1986
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CHAPTER 3: STAFFING AND PROMOTIONS
OVERVIEW Preparing to fill a position involves organizing information:..to
guide the.search for,and the review,of, applicants for vacant
positions in your-work unit. This information includes the
recommended, qualifications requirements against which applicants
will be screened,.the rating factors.:for-:evaluating qualified
applicants and. ideas: concerning: the best recruitment strategy.
The guidance you provide impacts on both.who will apply for the
position and the ability of the person hired to fill the
position. Promotions of on-board employees need also to be made
with the greatest care.
As a supervisor/ manager, you are responsible for working closely
with the Directorate for Human Resources in preparing to fill
vacant positions or to recommend a promotion.
CHAPTER 3 Chapter 3 contains 5 units, each of which relates to your respon-
CONTENTS sibilities for taking staffing actions and recommending
promotions.
o Unit 1: Preparing to Fill a Position
- DIA Staffing Policy
- Initiating Recruitment Actions
- How to go About Filling the Position
o Unit 2: Details/Other Temporary Measures
Details
Temporary Employment
Consultants and Experts
o Unit 3: Competitive and Non-competitive Procedures
Preliminary Steps in Filling Civilian Positions Through
Merit Selection
Evaluating Candidates
Non-competitive Procedures
o Unit 4: Selecting and Appointing the Candidate
Selecting the Most Appropriate Candidate from a Merit
Selection Certificate
Special Staffing Actions
In-processing and Indoctrination of Civilian Personnel
Resolving Complaints
0
o Unit 5: Trial Period
The Use of Trial Periods
Procedures in Using Trial Periods
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 1: PREPARING TO FILL A POSITION
INTRODUCTION Preparing to fill a position involves organizing
.information to guide the search for and the review of
applicants for vacant positions in your work unit.
Thorough preparation is essential for all staffing. actions
and. more than repays the investment by increasing the
probability of a successful placement.and .by .avoiding
complaints and challenges.
IF YOU WANT TO KNOW ABOUT.... GO TO....
o DIA staffing policy Page 3-3
o Initiating recruitment actions Page 3-3
o How to go about filling the
position Page 3-3
D
3-2
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 1: PREPARING TO FILL A POSITION
DIA Staffing Policy
Staffing in DIA will be done through fair and equitable practices with the
object of 'obtaining the best qualified candidates.available to meet.DIA's
total requirements'for-employment and assignment. Selections will be based on
qualifications' and j'ob-related criteria 'that are relevant to successful
performance in DIA's highly sensitive positions. All DIA ?staffin g actions
will be executed without regard to race, color, sex, age, religion, national
origin, political affiliation, or any other non-merit-factor. Reasonable,
accommodation will be made in cases involving applicants with physical or
mental handicaps. In staffing from `outside DIA, eligibles with veteran's
preference will be given preference for '-employment consistent with Government
policy', to the', extent administratively feasible. The appointment of guards,
messengers and custodians will be made from among preference eligibles so long
as such eligibles are available.
Although more than one member of an immediate family may be employed in- DIA,
normally no more than one member of the same immediate family may be assigned
to the same organizational element at the Division level?or below. Good
judgment must be used in placing such employees to assure that situations are
not created which will 'embarrass management'-or employees.' If employees in the
same organization marry, management-will cooperate with the.Directorate for
Human Resources in arranging an appropriate reassignment. No official or
supervisor of DIA who has`the authority to make or recommend selections of
personnel may advocate a close relative for' appointment or promotion. Any
supervisor/manager who needs advice on the application-of DIA staffing policy
should consult the Directorate for Human Resources.
SF 52, Request for Personnel Action, is the basic document used by
supervisors/managers to initiate recruitment actions. The form will be
completed in duplicate, and approved, before forwarding the original to RHR.
The supervisor/manager will retain the'duplicateuntil-RHR informs him/her of
the final action taken on the request. Detailed instructions for completing
the SF 52 are found in DIAR 22-14, Enclosure 1, but for the most part
supervisors/managers will be able to complete the form adequately without
consulting these instructions.
Initiating Recruitment Actions
How to Go About Filling the Position
Frequently a supervisor may choose how a given position is to be filled from
among a variety of options. These options can be grouped according to whether
or not competitive selection procedures must be used.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 1: PREPARING TO FILL A POSITION
Competitive merit selection procedures will apply except when:
o RHR determines that it is not practical: or in the best interest of
DIA and/or employees to adhere to normal competitive selection
procedures (e.g., in the event of a significant reorganization when
compelling mission-related circumstances,exist, or in staffing
positions in narrow or isolated career fields)
o RHR determines that the position is. one where external resources
would provide the most appropriate source of candidates (e.g.,,
non-professional positions at GS-6 or below, professional or
technical positions at GS-12 or below, wage system positions,
positions where DIA would benefit from external, recruitment to obtain
critically needed skills)
o the non-competitive promotion policy cited in DIAR 22-49 applies.
Salary is, of course, an important element in recruitment for vacancies.
Normally, there is little. latitude in this regard, but in the case of certain
hard-to-fill categories of positions, a salary rate in excess of the minimum
rate may be. authorized. Advanced hiring rates will be permitted only when
substantial attempts to obtain the best qualified candidates at minimum rates
are unsuccessful. The Senior Review Board, based on information and advice
from the Directorate for Human Resources, will determine the occupational
shortage groups, for which, advanced hiring rates will be authorized. The
Assistant Deputy Director. for Human Resources, in consultation with. the
Assistant Deputy Director of .the hiring organization, may authorize an"
employment offer in designated shortage occupations. RHR will advise you on
how to proceed in specific cases.
OFFICIAL GUIDANCE: DIAR 22-49, Civilian Personnel Staffing
0
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DEFENSE INTELLIGENCE AGENCY
REGULATION NO. 22-49
HEADQUARTERS, DEFENSE
INTELLIGENCE AGENCY
WASHINGTON, DC 20340-0001
15 December 1986
CIVILIAN PERSONNEL
Staffing
1. Purpose: To prescribe policies and procedures for
staffing civilian positions in the DIA.
2. References:
a. 10 U.S.C. 1604.
b. DEPSECDEF Memorandum, Delegation of
Authority to Implement Section 501(a) of Public Law
98-618, 16 January 1986.
a DIAR 22-1, "Management of Federal Wage Jobs."
d. DIAM 22-2, "Personnel Management Informa-
tion System."
a DIAR 22-9, "Employment of Retired Military Per-
sonnel."
f. DIAR 22-22, "Position Management."
g. DIAR 22-36, "Advanced Hiring Rate Program:"
h. DIAR 22-47, "Special DIA Pay Rates."
i. DIAR 22-30, "DIA Career Ladders."
j. DoD 1430.10-M, (Annex 3), "Defense Intelligence
Special Career Automated System," March 1984.
k. DoD Directive 5105.21, "Defense Intelligence
Agency," 19 May 1977.
3. Applicability: This regulation applies to the
staffing of civilian positions except foreign national
positions in the Defense Attache System and the De-
fense Liaison Detachments, and positions in the De-
fense Intelligence Senior Executive Service.
4. Definitions:
a. Candidate Evaluation Panel. A panel of three to
five individuals who have significant knowledge of the
career ladder or function of the position to be filled.
It is responsible for evaluating and interviewing can-
didates and for recommending to the selecting offi-
cial the most highly qualified candidates.
b. Concurrent Consideration. The simultaneous and
equal consideration of internal and external candi-
dates for a position.
C. External Candidates. Individuals not employed by
the DIA as civilians.
d. Internal Candidates. Current DIA civilian em-
ployees who apply for a position or are referred from
the DIA Personnel Management Information System
(PMIS).
e. Job Related Criteria. Knowledge, skills, and abil-
ities that must be brought to the job for successful per-
formance, against which all candidates are evaluated.
Job-related criteria are stated in the applicable career
ladder and may supplement minimum DIA qualifi-
cation standards.
f. Selection Certificate. A list of the best qualified
candidates in alphabetical order from which final
selection is made by the selecting official.
g. Selecting Official. The immediate supervisor of
the position to be staffed or other management offi-
cial so designated.
h. Promotion. A promotion means a change of an
employee, while serving continuously with the same
agency:
(1) To a higher grade or rate of pay when both
the old and the new positions are under the same sal-
ary or wage schedule.
(2) To a position with a higher rate of pay when
the old and new positions are under different salary
or wage schedules.
i. Reassignment. A reassignment is a change of an
employee from one position to another without pro-
motion or demotion while serving continuously with-
in the Agency.
j. Staffing. An appointment, transfer, detail, reas-
signment, or promotion action.
k. Transfer. A transfer means a change of an em-
ployee without a break in service of 1 full work-day
from a position in one Federal agency to a position
in another.
1. Subject Matter Expert. Individual designated un-
der provisions of reference h. as a technical advisor
for a career ladder.
5. Supersession: This regulation supersedes DIAR
22-49, 6 October 1983. Because changes are extensive,
they are not so indicated.
6. Policy:
a. General. Staffing in the DIA will be done through
fair and equitable practices as detailed in this regu-
lation pursuant to the authority in 10 U.S.C. 1604
delegated to the Director (DR), DIA, by references b.
and j. The goal is to obtain the best qualified candi-
dates available meeting the Agency's total qualifica-
tion requirements for employment and assignment.
Selection will be based on qualifications and job-
related criteria that are relevant to successful per-
formance in DIA's highly sensitive positions.
b. Equal Employment Opportunity (EEO). All DIA
staffing actions will be executed without regard to
race, color, sex, age, religion, national origin, politi-
cal affiliation, or any other non-merit factor. Reasona-
ble accommodations will be considered for cases
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STAT
0
involving physically or mentally handicapped in-
dividuals.
c. Rights of Preference Eligibles. It is DIA policy that
in staffing from external sources, preference eligibles
(veterans) will be given preference for employment
consistent with existing Government policies to the
extent administratively feasible. The appointment of
guards, messengers, and custodians will be made from
among preference eligibles as long as preference eligi-
bles are available.
7. ?ftmr-C-5-ftrpvt4-U*e Promotion Policy: Nen-
competitiveRomotions of employees, except those un-
der the wage system, are subject to the following pro-
visions:
a. Employees may be promoted only after serving
a minimum of 1 year in the next lower grade with the
following exceptions:
(1) An employee may be promoted two grades in 1
year to a position not higher than GS-05 provided the
employee meets minimum DIA qualification require-
ments for the higher graded position. DIA qualifica-
tion standards for general administrative, clerical,
and office services positions require 6 months of GS-3
experience for promotion to GS-4, and 1 year of GS-4
experience for promotion to GS-5.
revi-
(2) An em
lo
ee ma
be advanced to a
rade
p
y
g
p
y
ously held on a permanent basis in the Federal
O
Government, or the next higher grade, provided the
advancement is to a position in the same line of work
as that previously held and subject to meeting mini-
mum DIA qualification requirements for the position.
(3) An employee may be promoted two grades to a
position not higher than GS-11 if he/she has served
continuously in DIA prior to 1 October 1986, in a two-
grade interval position under the Classification Act
of 1949 (which has been superseded in DIA by refer-
ence a.).
(4) An employee may be promoted two grades to a
position not higher than GS-11 if he/she had, prior to
1 October 1986, been serving under an Upward Mo-
bility Program assignment leading to a two-grade in-
terval position under the Classification Act of 1949.
b. After having served a minimum of 1 year in
his/her present grade, an employee may be given a ca-
reer promotion to the next higher grade in the same
assignment to a grade at or below the authorized tar-
get level in the Civilian Table of Organization.
Management must certify the availability of a suffi-
cient quantity of work at the next higher grade level.
c. After having served 1 year in his/her present
grade and when approved by the Director based upon
rank-in-person factors as defined in reference e., an
employee may be promoted to the next higher grade
in the same assignment to a grade above the target
level shown for the assignment in the Civilian Table
of Organization (CTO), as defined in reference e.
d. After having served 1 year in his/her present
grade, an employee may be promoted to the next
higher grade in a new position after having satisfac-
torily completed the requirements of the DIA Upward
Mobility Program.
e. After having served 1 year in his/her present
grade, an employee may be promoted when the posi-
tion occupied is to be upgraded because of a change
in classification standards or to correct a classifica-
tion error.
f. After having served 1 year in his/her present
grade, an employee may be promoted when that em-
ployee had been previously selected through competi-
tive procedures for detail over 60 days to the same
position.
8. Agency Total Qualification Requirements for
External Candidates: All external candidates must
meet the following DIA total qualification re-
quirements.
a. DIA shall specify minimum qualification re-
quirements of education, training, and/or experience
relevant to the position for which considered. The
qualification requirements shall be discussed in an
interview by a civilian personnel representative.
Where applicable, the minimum qualification require-
ments may include test scores, selective placement
factors, and an interview by a management official.
b. All candidates at GS-11 and below for GS-132
and GS-110 positions must take the Analyst Aptitude
Test Battery (AAT) with the exception of candidates
for imagery analyst positions and candidates who
previously held analyst positions in the Intelligence
Community. Test scores will be used in conjunction
with other factors such as the application and inter-
view in making selections. A cut-off score may not be
used to screen-out candidates from further con-
sideration.
c. A favorable response to inquiries to former em-
ployers and either candidate- or DIA-developed refer-
ences or both shall be obtained.
d. Agency clearance and suitability standards and
criteria shall be met. As a minimum, each external
candidate is subject to favorable completion of a back-
ground investigation. This will include, in some in-
stances, the results of a polygraph examination.
e. Satisfactory completion of a medical examination
shall be required for positions having physical qualifi-
cation requirements.
9. Applicability of Competitive Procedures:
a. Competitive merit selection procedures will ap-
ply to the staffing of vacant positions with the follow-
ing exceptions:
(1) It is determined by the Chief, Civilian Staffing
Operations Division that it is not practical or in the
best interests of the Agency and/or employees to ad-
here to normal competitive selection procedures (i.e.,
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in the event of a significant reorganization, when com-
pelling mission-related circumstances exist, or in
staffing positions in narrow or isolated career fields.
Should the situation involve the assistant Deputy
Director for Human Resources (RHR), the concurrence
of the Deputy Director of Resources and Systems will
be obtained) or
(2) The Chief, Civilian Staffing Operations Division
(RHR-2) determines that the position is one where ex-
ternal resources would provide the most appropriate
base of candidates (e.g., non-professional positions at
GS-06 or below, professional or technical positions at
GS-12 or below, wage system positions, positions
where DIA would benefit from external recruitment
to obtain critically needed skills) or
(3) When the aun-earn-p-eTiftive ' promotion policy in
Paragraph 7, above, is applicable.
b. Reassignment/Upward Mobility. Managers will
retain the right to staff vacancies through reassign-
ment. This may be accomplished by requesting a list
of eligibles limited to qualified Agency reassignment
candidates (when the vacant position has a higher
CTO target grade) or by effecting the action when the
manager has administrative control over both the va-
cant position (if at the same or lower CTO target
grade) and the employee to be reassigned. Reassign-
ment effected at management's initiative will be sub-
ject to RHR-2 certification of employee eligibility.
Vacancies also may be staffed in accordance with the
Agency's Upward Mobility Program (DIAR 22-57).
10. Competitive Procedures:
a. When a position is to be filled by competitive
procedures, a vacancy announcement shall be issued
by RHR.
(1) The announcement may cover a specific position
or positions. In these instances, it must be open for
at least 2 weeks. Announcements open to external
sources generally shall extend for 30 days.
(2) When a continuing staffing need exists, stand-
ing announcements without closing dates may be
issued.
(3) Announcements shall include, as a minimum,
position title, series and grade, area of consideration,
organizational information, description of duties, and
qualification requirements based on the knowledge,
skills, and abilities in the applicable career ladder.
(4) The vacancy announcement shall specify the
area of consideration that management and RHR
deem appropriate. It may include consideration of ex-
ternal candidates concurrent with DIA employees. For
GS-13 and above positions in the Intelligence Career
Development Program, the area of consideration shall
include registrants in the DISCAS System.
b. Paid or unpaid advertising may be used when the
area of consideration includes concurrent considera-
tion of external candidates.
c. RHR will screen applicants against the qualifi-
cation criteria stated in the announcement. The
screening will be based on information submitted on
the reverse of the announcement and the existing Em-
ployee Qualification Record (DD Form 1932/32s). A
listing of candidates meeting the total. Agency qualifi-
cation requirements shall be forwarded directly to the
selecting official for selection, except where a candi-
date evaluation panel is used.
(1) A candidate evaluation panel must be used for
all GS-15 positions permanently filled through com-
petitive procedures.
(2) A candidate evaluation panel will be used upon
management request for positions competitively filled
at GS-14 and below, or when determined to be ap-
propriate by the Chief, RHR-2.
(3) A candidate evaluation panel will consist of 3-5
members appointed by RHR-2 from among full-time
DIA civilians and DIA military officers. Military and
subject matter expert representation on a panel is
highly desirable. The presence of a non-voting EEO
representative, and a non-voting personnel represen-
tative is required when the panel meets. The grade
of voting panel members must equal or exceed the
grade level of the position being staffed (i.e., panel
members participating in the evaluation of candidates
for GS-15 positions must be GS-15/above or 06. For
GS-14 positions, the panelists must be at least GS-14's
or 05's).
(4) The panel review should be based on applicable
career ladder knowledges, skills, and abilities. Can-
didates may be interviewed in person or by telephone.
(5) When a panel is used, only the names of those
three to five candidates determined by the panel to
be best qualified will be forwarded to the selecting offi-
cial. The panel has 30 days to complete its action.
d. The selecting official will be responsible for
selecting from among the best qualified candidates
referred to him/her. The selecting official may inter-
view candidates in person or by telephone. The select-
ing official should contact RHR-2 concerning
authorization for one-time payment of the travel ex-
penses of candidates for shortage category positions,
as defined by the Joint Travel Regulations, for selec-
tion interview. The selecting official will be responsi-
ble for documenting the reasons for selection and for
acquiring whatever higher level approvals are
prescribed within the Directorate.
e. The listing of candidates referred will be valid
for 30 calendar days, subject to one extension of 15
days. If selection action has not been taken in 45 days,
the listing expires, and the request for personnel ac-
tion may be returned to the selecting official.
f. The selecting official shall return selection
documentation to RHR. Only RHR may make a selec-
tion commitment or position offer to the selectee af-
ter a review of the documentation.
g. RHR shall notify the supervisor of the position
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C
of the selectee's acceptance, shall contact the super-
visor of the selectee concerning release, and shall
ensure a personnel action authenticating the action
is signed. An employee selected for. promotion or
reassignment under competitive procedures shall be
released not later than 30 calendar days following
notification by RHR-2 of the selectee's acceptance. Ad
hoc assistance may be provided on a mutually agree-
able basis between losing and gaining offices; how-
ever, no delay in release beyond 30 calendar days is
permitted.
h. RHR shall notify candidates who are not
selected.
11. Resolving Complaints:
a. The initial step in a complaint is to contact
RHR-2. RHR-2 will be fully responsive to any em-
ployee or applicant's questions or complaints regard-
ing the operation of the Agency's staffing program.
Every effort will be made to resolve questions/com-
plaints on this informal basis. A DIA employee may
then pursue it on a formal basis through the griev-
ance process. For an applicant, the RHR-2 response
will be final.
b. Complaints by employees which allege that the
procedures set forth in this regulation were not fol-
lowed may be considered under the provisions of DIAR
22-12, "Grievance Procedures." Complaints based sole-
ly on non-selection from a properly developed list of
candidates or reassignment to a position with a low-
er target grade level will not be accepted.
c. Either employees or applicants may have non-
selection based on alleged discrimination considered
under DIAR 22-27, "Equal Employment Oppor-
tunity."
12. Special Staffing Program: In order to provide
the maximum consideration to certain categories of
personnel, the Agency will implement, when neces-
sary, the following programs:
a. Reemployment Program. Priority consideration
for employment will be given to former DIA employees
displaced by RIF as prescribed in DIAR 22-24, "Reduc-
tion in Force." The duration of this program will be
1 year from the date of separation for all former non-
temporary employees.
b. Priority Reassignment Program. This program is
intended to facilitate the placement of Agency employ-
ees who have been designated surplus or overage.
Such employees, as well as those subject to RIF or
having return rights, will receive mandatory consider-
ation prior to the issuance of a vacancy announcement
for all positions for which they qualify. The non-
selection of such employees must be endorsed by the
appropriate head of the Directorate or the Executive
Director.
c. Statutory Return Rights. The DIA provides return
(reemployment) rights to certain former employees at
a grade comparable with that held at time of depar-
ture from the DIA. The extension of these rights will
be afforded in instances that might include, but not
be limited to, initial entrance or recall to active
military duty and separation for the purpose of
employment in designated Federal agencies.
d. Administrative Return Rights. DIA may offer ad-
ministrative return rights at comparable grades held
at time of departure from the DIA to those employees
selected for Federal overseas-employment, i.e., Intel-
ligence Career Development Program assignments.
e. Employees authorized either of the return rights
described above, may upon return to the DIA, be
placed in a billeted position without regard to com-
petitive action. All return rights must be negotiated
and approved by RHR-2 prior to separation. from the
DIA and documented on Standard Form 50 (Notifica-
tion of Personnel Action).
13. Retired Military: Retired military personnel
have every right to seek and be considered for employ-
ment in the DIA on the same basis as other appli-
cants. It is important that retired members of the
Uniformed Services be given consideration on an
equitable basis in strict compliance with the spirit
and intent of fundamental merit system procedures
and principles of open merit competition. On the oth-
er hand, there can be no practice or appearance of
preferential treatment for retired military personnel.
This will protect the interests of the public as well as
Federal civilian employees and at the same time pro-
tect retired members from unwarranted allegations
that they may have obtained a position through in-
fluence based upon prior military service. To this end,
the provisions of DIAR 22-9, reference e., will apply.
14. Maintenance of Records:
a. RHR shall maintain an individual file on each
action for a period of 1 year from the completion date
of the action. The file should include:
(1) A copy of the Vacancy Announcement;
(2) A listing of all candidates, with reasons for
screen-out of DIA applicants when made; and,
(3) The selection certificate.
15. Responsibilities:
a. RHR will administer the civilian staffing pro-
gram, and will:
(1) In collaboration with the supervisor of the va-
cant position, determine and document knowledge,
skills, and abilities to be used for the evaluation and
identification of best-qualified candidates.
(2) Prepare and issue job vacancy announcements,
when competitive procedures are used.
(3) Identify candidates for all positions from inter-
nal resources and from external sources when re-
quired or requested by management.
(4) Screen and evaluate all candidates against
qualification requirements.
(5) Ensure that the principles of EEO and the rights
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DIAR 22-49
0
of preference eligibles are adhered to.
(6) Administer required written tests and provide
test scores to appropriate supervisory personnel.
(7) Support candidate evaluation panel deliber-
ations.
(8) Refer screened candidates for selection.
(9) Provide official selection notification.
(10) Effect non-competitive promotion and reassign-
ment actions.
b. Supervisors and mangers will:
(1) Initiate timely requests for personnel action.
(2) Collaborate with RHR in developing qualifica-
tion requirements.
(3) Assist in identification of panel members, when
requested.
(4) Select candidates for appointment, reassign-
ment, or promotion, in accordance with DIA policy.
(5) Obtain necessary approvals for selections.
(6) Promptly release employees who have been
selected for assignment into other organizational
elements.
(7) Assure that no official, outside of RHR, makes
an employment commitment of any kind to any can-
didate.
(8) Prepares adequate documentation to support
staffing actions and decisions.
c. Employees will:
(1) Maintain an up-to-date accurate employee
Qualification Record (DD Forms 1932 and 1932s) per
references i and k.
(2) Be responsible for maintaining cognizance of
promotion opportunities as published by RHR.
STAT
0
DISTRIBUTION C
RHR-2 B192-20
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS /OTHER TEMPORARY MEASURES
0
Supervisors/managers may.sometimes find it advantageous to
fill positions on a temporary basis. Among the conditions
in which a temporary action. maybe advantageous are: .
when. the regular incumbent of the position is -away
only temporarily
a short-term need
when there is a short-term workload increase
when. rotational :assignment to the position is to be
used, for:.developmentof the.skills.of DIA employees
.when-the nature,of-,the-duties of the, position reflects
when-.there is a special project.
IF YOU WANT TO KNOW ABOUT.... GO TO....
o Temporary employment
3-5
Page 3-6
Page 3-10
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS /OTHER TEMPORARY MEASURES
Details
A detail is the temporary assignment of an employee without change in civil
service or pay status, to a position other than the one held under a current
appointment-or to duties distinct from those of employee's official position.
Among the situations in which the use of details-may be expedient are:
o when a temporary shortage of personnel, or an exceptional volume of
work seriously interrupts the regular work schedule of an element
o when la new position is being created, or reorganization or
realignment of duties makes it necessary to assign employees
temporarily to other duties and responsibilities until the new
assignment can be reflected in manpower allocation actions
o when short-term assignments not of a continuous nature are required
o when assignment to different duties would contribute to an employee's
career development.
Details should not be over-used, and appropriate controls and records must be
maintained to insure that:
o the details are consistent with good administration
o a record of actual work assignments is maintained to credit employees
with additional experience for career purposes.
Excessive detailing or the renewal of details, the conclusion of details
followed by the immediate redetailing of employees to the same or similar
positions, or rotating employees by detail to, the same or similar positions
(except for training, to perform a special assignment, or pending position
change) are to be avoided.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS/OTHER TEMPORARY MEASURES-
LIMITATIONS: ON DETAILS
IF DETAIL IS TO ....
LIMITATION
Aposition classified at.the same
No more than 1 year in increments
or lower grade _
of up to 120 days.
An unclassified position
No more than 120 days; no renewal.
..A-higher-graded position during
No more than 1 year in increments
a major DIA reorganization
of up to 120 days; see last item
regarding competition
A higher graded position not during
No more than 240 days in incre-
a major DIA reorganization
ments of up to 120 days; see last
item regarding competition
A position for rotational assign-
No more than 3 years.
ment career development
A position at higher grade or
If for more than 60: days, must be
with known promotion potential
by competitive merit promotion
(other than rotational assignment)
procedures, except that selection
is.exempt from panel action where
applicable; the supervisor/manager
certifies his/her selection from
eligible list.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS/OTHER TEMPORARY MEASURES
DETAILING PROCEURES AND RESPONSIBILITIES
NATURE OF
SUPERVISORY/MANAGERIAL
ACTION
RESPONSIBILITIES
PROCEDURE
Detail.of. more
o Issue appropriate written.
May be authorized infor-
than 1 week but
notice to employee (For
mally between the DIA
of in excess
shorter detail no written
offices concerned." May
of 30 days with-
notice is needed)
not need to be reported.
in the same
May not be extended or
geographical
o Discuss with the employee:
renewed wi thout following
location
procedures for longer
- reason(s) of the detail
details.
- nature of duties to be
..performed
- expected period of detail
- effect upon his/her
employment status
.-? any attendant travel and/
or travel limitations
- termination` of detail and
--expected return of employee
to his/her official
position
tail.. in excess
o Consult RHR prior to
Requires prior approval
of 30 days, but
requesting
of RHR. Submit request
of in excess
in duplicate on SF 52.
of 120 days
o Initiate request sufficiently
Include information as
in advance to permit securing
to:
the approval of RHR
- reason(s) for the
o Discuss with the employee,
detail (under Item F14,
as above
Remarks by Requesting
Office)
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS/OTHER TEMPORARY MEASURES.
-DETAILING PROCEDURES-AND RESPONSIBILITIES (Cont'd)
NATURE OF
SUPERVISORY/MANAGERIAL`
ACTION
RESPONSIBILITIES
PROCEDURE
Detail' in excess
- position descrip-
of 30 days-, but
tion or nature of.
not in excess of.
,.
`duties to be per-
120 days (cont'd)
formed (if detail
is not to esta-
blished position)
-.name and location
of activity to
which detailed
-. duration of detail.
Detail of
o-Evaluate the employee's
120 days
performance, if the
or more
appraisal becomes due
Extension of .
o Initiate request
Along with a written
detail
statement justifying the
request,. must- be sub-
mitted on- SF 52. by the
requesting office at
least 2, weeks before the
expiration date of the
detail.
Detail outside the
o Prepare necessary docu-
:.Prepare DDF 1610 (Reques
geographic location
mentation
and Authorization for TD
involving travel
Travel of DOD Personnel)
o_ If detail is in excess .
with. appropriate state-
of 30 days, follow
ment of justification
instructions under that
for approval and pre-
entry as well
paration of travel
orders.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS/OTHER TEMPORARY MEASURES
DETAILING PROCEDURES AND RESPONSIBILITIES (Cont'd)
NATURE OF
ACTION
Termination of
detail
SUPERVISORY/MANAGERIAL
RESPONSIBILITIES .
o Return the employee to
his/her official position
within the approved
period of detail or
to on
on completion of the
detail
Submit SF 52 to RHR.
Item 5 of SF 52 will
show "Termination of
Detail and Item 6,
An employee on detail will continue to be carried in the personnel authoriza-
tion of the activity from which detailed. Time and attendance records for
employees detailed for more than 30 days will be maintained by the office to
which the employee is detailed.. For shorter details, the detailing office
will maintain the record, obtaining time and attendance data from the office
to which the employee is detailed.
Temporary Employment-
Temporary employment of personnel with highly specialized skills at salaries
not to exceed that of GS-15 is useful to accomplish essential programs or
projects that are not of a continuing nature, when regular DIA personnel are
not available for such- service.
REQUIREMENTS OF-TEMPORARY APPOINTMENTS
o Each request for employment of a temporary employee must be approved by
the Comptroller and..RHR.
o Normally, a temporary appointment will not exceed l year.
Each temporary position will be formally established, described and graded
in accordance with DIA position management classification authorities and
procedures.
0
D
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 2: DETAILS/OTHER TEMPORARY MEASURES
REQUIREMENTS OF TEMPORARY APPOINTMENTS "(Cont'd)
Individuals .y be recruit" and appointed to. temporary positions as
exemptions from DIA's regular selection and promotion. procedures, but they
are required to meet the total DIA qualifications for the temporary
position.
p Temporary appointees are subject to statutory requirements related to dual
compensation and employment of retired members of the Armed Forces. ..
Temporary employees may be appointed. to regular full-time permanent
positions, 'under normal staffing procedures.
-OFFICIAL GUIDANCE: DIAR 22-15, Details.
DIAR 22-32, Temporary Employment
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CHAPTER 3: STAFFING AND PROMOTIONS .
UNIT 3: COMPETITIVE AND NONCOMPETITIVE PROCEDURES
INTRODUCTION Positions may be filled competitively or noncompetitively.
No matter which method is used, candidates must be,
evaluated for basic eligibility. When a position is filled.
competitively, eligible candidates usually must, in
addition, be evaluated against the specific criteria
established for the position. Both determinations of
eligibility and evaluations are based on information
contained in applications, supplemental statements, and
Appraisal's of performance and potential. Competitive merit
selection procedure's will generally apply.
FINDING HELP
IF YOU WANT TO KNOW ABOUT.... GO. To....
o Preliminary steps in filling
civilian positions through
merit selection Page 3-13
o Evaluating candidates Page 3-14
o .-- Noncompetitive procedures Page 3-15
D
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 3: COMPETITIVE AND NONCOMPETITIVE ?PROCEDURES
Preliminary Steps in Filling Civilian Positions Through Merit Selection
When a position is to be filled competitively, management and RHR must first
determine the most appropriate area of consideration - the geographical or
organizational area within which a search for eligible candidates is
conducted. External candidates maybe considered concurrently 'with": DIA
employees,' if -'desired. For positions 'at GS-13 and above in `the Intelligence
Career Development Program, the area of consideration will include registrants
in the DISCAS system. It is also neccesary to develop qualifications criteria
for the vacancy based on the knowledges, skills, and abilities in the
applicable career ladder. (See Chapter '4, Unit 1)
Generally, a vacancy announcement will then be issued by RHR:
o The announcement may 'cover a specific position 'or positions. In
these instances, it must be open for at least!2 weeks"., Announcements
open to sources external to DIA will generally extend for 30 days.
When a continuing staffing need exists, standing `announcements with
no closing date may, be issued.
Announcements will include, as a? minimum:
position title, series and grade
area of consideration
the organization in which' the vacancy'- found
description of duties
qualifications requirements
l
t
d h
d
y
o app
ow
ates, an
opening and closing
statement 'of Equal Employment"-Opportunity
o Generally, announcements which have recently opened will be listed in
the DIA Bulletin.
Paid or unpaid advertising may'be' used when the area of consideration
includes the concurrent consideration of external candidates.
Depending on the grade level of the vacancy, RHR or the 'candidate
evaluation panel will decide on what basis `the! qualifications of
applicants will be assessed. If written tests are to' be used,`they must
be approved and administered by RHR. Generally, written tests will be
used only where effectiveness of the test for the purpose for which it is
to be used has been pre-established through acceptable personnel
measurement techniques, using criteria of effectiveness acceptable to
personnel measurement experts.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 3: COMPETITIVE AND NONCOMPETITIVE PROCEDURES
External candidates (individuals not employed as civilians by DIA) must meet
DIA total qualification requirements:
o DIA-specified minimum education, training and/or,experience relevant
to the position for which considered; and an interview by a civilian.
.personnel representative (Where applicable, this review may include
test requirements, selective placement factors, and interview by a
management official.)
o For GS-132 and GS-110 positions at GS-11 and below, they must take
the Analyst Aptitude Test Battery (AAT) with the exception of:
candidates for imagery analyst positions and
candidates who previously held analyst positions in the
Intelligence Community.
Test scores will be used in making selections in conjunction with
other factors such as the application and interview. Cut-off scores
will not be used to screen-out candidates.
b Consideration of inquiries to former employers and candidate- and/or
DIA-developed references
o Agency clearance and suitability standards and criteria. As a
minimum, each external candidate is subject to favorable completion
of a background investigation. This may include the results of a
polygraph examination.
o Satisfactory medical examination for, positions having physical
qualification requirements.
Evaluating Candidates in Merit Selection
The first step in evaluating candidates is to determine their basic
eligibility. RHR will screen applicants against the qualification criteria
stated in the announcement. (For highly technical positions, a subject matter
expert may assist RHR.) The screening will be based on information submitted
on the reverse of the announcement and, for :current DIA employees, data in the
PMIS or DISCAS.., External candidates will provide information on an SF 171.
3-14
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0
CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 3: COMPETITIVE AND NONCOMPETITIVE PROCEDURES
A candidate evaluation panel will be used for all GS-15, positions filled on a
permanent basis and will be used, upon management request, for positions at
GS-14 and below, or when determined to be appropriate by RHR. The panel is
appointed by RHR and consists of 3 to 5 individuals who have significant
knowledge of the career ladder, discipline, or function of the position to be
filled. Panel members must be full-time DIA civilian employees or DIA
military'officers; representation from both groups is desirable. The presence
of a non-voting EEO representative and - a personnel. -representative is required
when the panel meets. The grades of voting panel members must equal or exceed
the grade level of the position being-filled. -
The function of the panel is to review the qualifications of candidates who
meet the basic eligibility requirements and.to draw up a list of the most
highly. qualified candidates to be presented to the selecting official. (When
qualification requirements are highly technical, the panel may-also do most of
the initial screening for basic eligibility.) The panel review should be
based on applicable career ladder knowledges, skills and abilities. Awards
received by employees will be. given due consideration when.employees are
evaluated for promotion. Panels are encouraged to interview candidates (in
person or by telephone) in addition to evaluating the paper record. The panel
has 30 days to decide. on the 3 to 5 candidates deemed to be best qualified and
recommended to the supervisor of the vacancy. On receipt of the panel's
recommendations or the list of eligibles from RHR, the selecting official is
responsible for selecting from among the candidates referred. (See Unit 4
below)
Noncompetitive Procedures
Noncompetitive promotions of employees, except those under the wage system,
are subject to the following provisions:
Employees may be promoted only after serving a minimum of one year in
the next lower grade, except that an employee may be:
promoted two .grades- in one year to a position not higher than
GS-5 provided the employee meets minimum DIA qualification
requirements for the higher graded position (i.e., 6. months of
GS-3 experience for promotion to GS-4 and 1. year of GS-4
experience for promotion to GS-3 in general, administrative,
.clerical, and office services positions).
advanced to a grade previously held on a permanent basis' in the
Federal Government, or promoted to the next higher grade,
provided the advancement is to a position in the same line of
work as that previously held and DIA minimum qualification
requirements for the position are met.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 3: COMPETITIVE AND NONCOMPETITIVE PROCEDURES
promoted two grades to a position. not higher than GS-11 if,
has served continuously in DIA prior to 1 October 1986 in
a 2-grade interval''position.
promoted two grades to a position not 'higher than GS-11 if
he/she had, prior to 1 October 1986, been serving under an
Upward Mobility Program leading to a 2-grade.interval,positi.on
under the Classification Act of 1949.
o After serving a minimum of one year in his/her present grade,. an
employee may be:
given a career promotion to the next higher grade in the same
assignment, if the grade is at or below.the authorized target
level in the CTO. Management must certify the availability of a
sufficient quantity of work at the higher grade,
promoted to the next higher grade. in the same assignment if that.
grade is above the target level for the assignment. shown in,the
CTO-, provided the promotion is approved by the Director based
upon rank-in-person factors. (See Chapter. 2, Unit 2)
- promoted to the next higher grade in a new position after having
satisfactorily completed the requirements of the DIA Upward
Mobility Program (See Chapter 4)'
promoted when that employee had been previously selected. through
competitive procedures for a detail of over 60 days to the same
position.
Managers have the right to staff vacancies through reassignment. Reassignment
effected at management's initiative will be subject to RHR certification of
employee eligibility.
Employees may request reassignment independent of any vacancy announcement to
assist in career development,~or in certain cases, in meeting a compelling
personal need. It is DIA's policy to assist such employees whenever possible
consistent with the best interests of DIA and of the employee. Supervisors/
managers are required to 'fully consider employee-initiated. requests for
reassignment and to make every attempt to resolve the request within the
boundaries of their management control.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 3: COMPETITIVE AND NONCOMPETITIVE PROCEDURES
EMPLOYEE-INITIATED,REASSIGNMENT PROCEDURE
o Employee: submits request through channels to Assistant Deputy Directorate
level or equivalent.
o Each level examines.-current. and projected vacancies. to determine if the
request can;be.met at that level with no.significant adverse effect on
mission accomplishment.
If so, the. organization should initiate an SF..52 and forward it
'through, channels to ?RHR.
- .If not, the Directorate will transmitthe:request::to RHR with an
endorsement stating the reason(s) why the request was not acted on.
(Copy provided to employee)
o RHR may arrange an interview with the employee to determine qualifications
and/or to discuss the employee's wish to be reassigned.
o RHR will examine all DIA vacancies to determine those positions for which
the employee is qualified and suitable.
For vacancies for which the .employee As qualified,. ,the employee will be
referred to the selecting. official concurrently, with other qualified
candidates
o If after sufficient opportunity, the.empldyee:,has not been selected for
reassignment, RHR will consult with the employee and management officials
to determine the next course -of action.
In all noncompetitive actions, candidates must meet the established
qualification requirements of the position.
OFFICIAL GUIDANCE: DIAR 22-49, Staffing
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
INTRODUCTION Selecting the right candidate insures that your it is
effectively staffed to perform its mission. Poor selection
decisions undermine you unit's ability to fulfill its
assigned responsibilities. Similarly, a protracted
appointment process denies you the services of your new
selectee and may negatively affect the morale of all
candidates. As a supervisor/manager,'you are the selecting
official for positions in your unit, and you are
responsible for initiating the appointment process. You
need to understand the selection and appointment processes
to staff your unit effectively and to ensure that your
actions conform with laws, policies and regulations, and
thus are not liable to be successfully challenged by
non-selected candidates. You are responsible for giving
all candidates full and fair consideration, and for making
timely selection decisions on candidates provided by RHR or
the panel.
FINDING HELP
IF YOU WANT TO KNOW ABOUT.... GO TO....
o 'Selecting the most appropriate
candidate from a merit selection
certificate
Page 3-19
Special staffing actions Page 3-21.
o In-processing and indoctrination
of civilian personnel Page 3-23
o Resolving complaints Page 3-27
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: . SELECTING AND APPOINTING THE CANDIDATE
Selecting the Most Appropriate Candidate from a Merit Selection Certificate
When the rating process is completed, the candidate evaluation panel's
recommendations, or the list of eligibles screened by RHR, are referred to the'
selecting official for selection action.
STEPS, IN SELECTION
STEP
DESCRIPTION
Review qualifi-
o Review list of certified candidates and quali-
cations of
fications material on each to determine if
those referred
additional information is needed or desirable to
enable you to. select from among the candidates.
Complete
o Interviewing candidates either in person or by
selection
telephone is encouraged. Interviews are helpful
interviews
in clarifying previously supplied information, in
determining the candidate's interest in and
attitude toward the position, and in evaluating
oral communications skills. The one-time payment
of interview travel expenses of candidates for
shortage category positions is authorized;
however, it must be done well in advance.
Make selection
o The selecting official:
- may select any of those certified
- may request that the area of consideration
be. broadened if all candidates certified are
either not available, or do not in the
selecting official's judgment possess all
the qualifications necessary to perform in
the :position. Reasons must be conveyed to
RHR in writing. RHR will determine validity
of the reasons and act accordingly
- may not announce the selection until RHR has
received and reviewed the certificate.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
STEPS IN SELECTION (Cont'd)
STEP
DESCRIPTION
Obtain
o Selecting official will clear the proposed
necessary
selection with whatever higher level approvals
concurrences
are prescribed within the Directorate. The
supervisor has 30 calendar days, subject to one
15-day extension, to.make a firm decision. If no
selection has been made in 45 days, the request
for personnel action may be rescinded.
Transmit to RHR
o The documentation of the selection will be
transmitted to RHR for review and action.
Notify Selectee
o After RHR has confirmed that the proposed
selection meets all regulatory requirements, it
will make a formal offer to the selected
candidate and will notify candidates who were not
selected. Only RHR may make a selection
commitment or position offer to the selectee.
0- Upon acceptance of the offer RHR will notify the
selecting official, and will contact the
appropriate administrative officer or supervisor
of the selectee concerning release.
o A DIA employee selected for promotion or
reassignment will always be released within 30
calendar days of the notification by RHR.
However,. ad hoc assistance may be provided via
mutual agreement between the losing and gaining
offices.
o Selections are subject to the selectee's
obtaining necessary security clearance.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
Special.Staffing Actions
1. Employment of Retired Military Personnel
The first consideration in filling positions in DIA is to insure the
appointment of fully qualified individuals - generally, the best qualified
available. In most cases'' this {should be ?a candidAte 'selected '-from among
eligible employees of DIA or from among DoD.emp-ldyees registered in the
Intelligence, Career Development Program in accordance with in-service
placement and promotion procedures. - Sometimes, however, 'it becomes necessary
to recruit from outside DIA .and retired members of the Armed Forces have every
right to seek and be considered for civilian DIA positions on the same basis
as other external candidates. However, there is a special- obligation to
insure-that consideration of retired members of the' Armed Forces Is extended
on an equitable. basis and that there is strict compliance in spirit and
procedure with the merit system principle of open competition. This means
that evenl the appearance of preferential treatment of retired military
applicants must be avoided.
The following must be strictly observed before employing any retired member of
the Armed Forces:
C
Full consideration
employees.
will be `given to eligible and qualified DIA
o When it has been determined that there is not a sufficient base of
qualified and available DIA employees (or former .,emplo-yees in the DIA
Reemployment Priority Program), recruitment for the position will be
conducted so= as to insure that reasonable efforts are made to obtain
applicants from all possible sources and so as to avoid any suspicion
of attempts to restrict competition.
- The vacancy must be well-publicized.
- Recruitment must be conducted over a,,long..enough time to give
all interested candidates an opportunity to apply.
Qualification requirements must not be designed to give :
advantage 'to a particular individual.
Every reasonable effort must be made to locate qualified
candidates before appointing a retired member of the Armed
Forces.
When appointing a retired member of the Armed Forces, it must be
clearly established that he/she is better qualified than any
in-service candidate.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
0 Positions will not be held open pending the retirement of a member of
the Armed Forces, in order to provide that person an opportunity to
be appointed to the position. Any delay in. active recruiting for a
vacancy must be fully justified for reasons unrelated to the
impending retirement.
If the vacant position was last occupied by the proposed appointee or
another military incumbent, it must be clearly demonstrated that the
proposed change to civilian incumbency is to meet, a bona fide
management need and not to afford civilian employment to Me-proposed
appointee,..
After the equitable consideration of all candidates and having adhered to the
above principles,. sometimes the best candidate is. found to have been separated
from military service for less than 180 days. The appointment can be made if
equally well-qualified candidates are not available among current employees
considered under in-service placement and promotion procedures, nor among
those individuals required to be considered in priority placement programs or
on reemployment priority lists, and intensive external recruitment efforts
have.failed to produce any better qualified candidates. In either case, the
selecting official will submit through channels a memorandum to RHR proposing
the -appointment. When, after review, it is confirmed that the appointment of
the retiree would best serve DIA's interests and that the appointment adheres
to the above principles, RHRwill request the approval of the Director, DIA to
appoint the. candidate prior to the end of the 180-day waiting period.
2. Reemployment Program
Priority consideration for employment will be given to former DIA employees
displaced by Reduction-in-Force. Former non-temporary employees are entitled
to this consideration for 1 year from the date of the employee's date of
separation. Non-selection of such former employees must be endorsed by the
Executive Director or by the appropriate Deputy Director.
3. Priority Reassignment Program
This program is intended to facilitate the placement of DIA employees who have
been designated surplus or average. Such employees, as well as those former
employees having return rights including those returning from overseas assign-
ment, will receive mandatory consideration for any vacancy for which they are
qualified, prior to the issuance of a vacancy announcement.. Non-selection of
such candidates must be. endorsed by the Executive Director or by the appro-
priate Deputy Director.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE ' '
The DIA, is required .by statute to provide: return (reemployment) rights to.
certain former employees at a grade comparable with that held at the time of
departure from DIA. ' These Statutory Return Rights may apply (but. are not,
limited) to these circumstances:
o initial entrance or recall to active military duty
o separation for employment in designated Federal agencies
In the interest of`good management and employee morale the DIA may offer
Administrative Return Rights at a grade comparable to that held at the time of
leaving DIA to those employees selected for DoD overseas. employment
(Intelligence Career Development Program).
Employees with either of these return rights may, upon return to DIA, be
placed in a billeted position without regard to competitive action. All
return rights must be negotiated and approved by RHR prior to separation from
DIA and documented on SF 50 (Notification of Personnel Action).
In-Processing and Indoctrination of Civilian Personal
.The-in-processing procedures of DIA are to:
o insure that the appointments of all newly-assigned employees are
properly documented and meet all legal/regulatory requirements
o assist new employees in adjusting readily to their jobs and job
environment, in acquiring positive attitudes toward the work of DIA,
and in becoming familiar with DIA and the organizational unit to
which they are assigned.
D
THE IN-PROCESSING PROCEDURE
STEP
DESCRIPTION
Entrance on-duty
Each new civilian employee of DIA will:
processing
o receive initial orientation from RHR covering
these topics:
- a brief explanation of his/her appointment
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
THE IN-PROCESSING PROCEDURE (Cont'd)
STEP
DESCRIPTION
Entrance on-duty
- employee rights, opportunities, and
processing
privileges
(Cont'd)
- leave, pay, health benefits, insurance,
retirement, and compensation for injury
- merit promotion policy, equal employment
opportunity, and incentive awards programs
- employee development, training
opportunities, and upward mobility
- trial periods and performance appraisals
- responsibilities and obligations of
employees.
o complete necessary appointment forms, take an
oath of office and visit the offices listed on
DIA Form 185, Part A (Incoming Check List) before
reporting.to his/her duty assignment.
o receive an appointment packet for delivery to the
immediate supervisor; this will be assembled for
each new employee and will contain:
DIA Form 313 (Supervisor's Check List for
Inducting a New Employee) - a basic
discussion guide to be used by supervisors
in indoctrinating new employees into their
jobs and work environment.
- AF Form 1287 (Time and Attendance) - form
used by timekeepers and certifying
supervisors for recording attendance for pay
purposes.
- Civilian Personnel Information Booklet -
handbook designed to acquaint newcomers with
basic benefits, privileges and
responsibilities of DIA employees.
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O
CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING-THE CANDIDATE,.
THE IN-PROCESSING PROCEDURE (Cont'd)
STEP
-DESCRIPTION
Entrance on-duty
o within 2 weeks of. arrival. In DIA be provided an
processing
orientation; by an. official- of the assigned
,, .,.
(Cont'd)
,
Directorate who will outline the missions'.and
functions. of the organization.
o be scheduled to attend the DIA Orientation for
Newly Assigned Personnel as soon as possible
after. entrance. on. duty.
..o . be provided with information regarding the
mandatory reporting requirements of PL91-121 on
defense-related employment and sign an acknow-
ledgment ifhe/she?is.paid at a rate equal to or
greater than the..minimum rate for GS-13.
Supervisory
The immediate supervisor of a new employee will:
processing
o , appoint an experienced employee as sponsor to
assist the new employee (after. receiving
notification that an offer of 'employment letter
is .,being prepared)
o receive a new.employee and acquaint him/her with
the job and work environment using DIA Form 313
asa basic discussion guide
o insure that each new employee receives a
Directorate-level orientation
o make periodic checks on the employee's progress
to discuss , his/her accomplishments or problems
experienced
o, insure that the indoctrination of newly employed
personnel includes a security orientation
outlining the purpose and principles of the
security program and the employee's personal
responsibility for protecting classified- .
information, as well as the reading and
initialing of DIAR 50-2, Information Security
Program, and DIAR 60-6, Standards of Conduct.
3-25.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
THE IN-PROCESSING PROCEDURE (Cont'd)
STEP
DESCRIPTION
Civilian
The civilian sponsor appointed by the supervisor
Personnel
provides newly assigned employees with personalized
Sponsor
assistance before and during the DIA in-processing.
processing
An appropriate amount of official duty time during the
regular work day will be afforded to sponsors to
complete the following tasks:
o Within 7 days after being notified by RHR that
the new employee has accepted the job offer, the
sponsor will dispatch a welcome letter.
o After initial correspondence, if feasible, the
sponsor should contact the incoming employee by
telephone and establish personal contact.
o Offer further assistance, as needed:
- furnishing information regarding housing,'.
schools, transportation, etc.
- arranging for temporary housing such as
guest house, motel or other accommodations
(The sponsor must not commit the newcomer
financially without his/her consent.)
- furnishing. additional information, if
requested (If in doubt about such a
request, the sponsor should consult RHR.)
o If possible, sponsors should arrange to meet new
employees who arrive from outside the local
area.' In all cases, the sponsor will:
- accompany the new employee during
in-processing the day he/she enters on duty
(Sponsors should plan to arrive at the RHR
Processing Room at 1000 hours on that day.
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 4: SELECTING AND APPOINTING THE CANDIDATE
THE IN-PROCESSING PROCEDURE (Cont'd)
STEP
DESCRIPTION
Civilian Personnel
- insure that office and desk space have been
Sponsor processing
prepared
(Cont'd)
- introduce the new employee to co-workers
- take any other reasonable action to assist
the. new employee and/or family in becoming
settled in the area.
Resolving Complaint's
Managers/supervisors and/or RHR will be fully responsive to an employee's
questions or complaints regarding the operation" of DIA's staffing program.
O Every effort will be made to resolve problems on an informal basis. If a
matter cannot be resolved informally, the employee may pursue it on a formal
basis.
Complaints which allege that the required procedures were not followed may be
considered under DIA grievance procedures (See Chapter 5, unit 5). Before
filing a complaint, an employee should discuss the matter the RHR. Complaints
based solely on non-selection from a properly developed list of candidates or
reassignment to a position with a lower target grade level will not be
accepted. Non-selection based on alleged discrimination will be considered
under EEO complaint procedures (See Chapter 7, Unit 2).
Appropriate records of staffing actions will be maintained to serve as
evidence that the selections were made on a sound, fair, and merit basis and
to provide answers to questions that management and employees may raise. RHR
will maintain an individual file on each action for 1 year from the completion
date of the action. In no case will an employee be permitted access to
records pertaining to other employees.
OFFICIAL GUIDANCE: DIAR 22-49, Civilian Personnel Staffing
DIAR 22-9, Employment of Retired Military Personnel
DIAR 22-13, Civilian Personnel In- and Out-Processing
and Indoctrination of Civilian Personnel
0
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 5: TRIAL PERIOD
INTRODUCTION Most newly-appointed, personnel must complete a one-year
trial period to further assess their overall qualifications
and suitability for continued employment in DIA's sensitive
intelligence environment. This trial period makes a
significant contribution toward the integration of new
employees into the permanent work force. It provides a
final indispensable test--that of observation in the work
environment and actual. performance on the job--which no
preliminary measuring methods can approach in validity.
During the trial period, the new employee's conduct and
performance in the actual duties of the position will be
observed, and, if they are found inadequate, the employee
may_ be separated.
o The use of. trial periods Page, 3-29
o Procedures in using trial periodsI Page 3-29
3-28
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 5: TRIAL PERIOD
The Use of Trial Periods
The trial, period provides DIA with.a measure of protection gainst the
retention of any person, who in spite.of having met preliminary qualification
requirements., and satisfied initial pre-employment checks,.: is. found in actual.,.-,
performance on the job to be lacking in overall fitness (or potential to.
acquire fitness), or not to be fully suitable for continued employment with
DIA. Inaddition to satisfactory performance of Job requirements, the..
employee; must exhibit other desirable characteristics.such.as high, standards
of integrity., a: mature personality, good work habits, respect for higher., authority and fellow employees, and willingness.to learn and improve... An
employee who is determined during the:one-year trial period to be deficient in
these qualities, or: who does,_not.meet DIA suitability requirements, will not
be retained in DIA.
All employees newly appointed to DIA are required to serve .a one-year trial
period with the following exceptions:
o employees serving on temporary appointments; however, should an
employee be converted to an appointment without-time limitation, a
trial period is..required beginning with,:the date-of-appointment
conversion
o former DIA employees who have satisfactorily completed a.one-year
O trial period and who are rehired within 6 months of their date of
separation or who are exercising statutory or administrative
re-employment rights with DIA.
First-line supervisors are responsible for:
insuring full and fair evaluation of an employee's suitability,
abilities, and.capacities during,the trial period
o. - rendering the interim Fifth Month Employee,.Trial Period Assessment
o., rendering, in conjunction with the next.higher level, reviewer, a
final trial, period recommendation on.DIA Form 257 (Notice of
Completion of. Probationary or. Trial;Period). .
Procedures in Using Trial Periods
An :employee required to ;serve a trial per,iod will be so notified on SF 50
(Notification of.Personnel Action), issued at the -time -of his/her appointment.
The supervisor will also receive written notice when an employee reporting for
duty is subject to a trial period, and another; notice. when the Fifth Month
Employee Trial Period Assessment is due. This interim assessment is to assure
that supervisors deal forthrightly with trial period'employees, in regard to
C
3-29
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 5: TRIAL PERIOD
Procedures in Using Trial Periods (Cont'd)
any matters which may impact on the satisfactory completion of the trial
period-. 'Ninety days prior to the end of an employee's trial period, the
supervisor will. receive DIA Form 257 (No.tice of. Completion of Probationary or
Trial Period-.,).
Supervisors must make their final recommendations to RHR.no later than the
tenth month,:of the trial period as to whether or not the employee should be retained in the . permanent work. force. However, if at any time during the
trial period, the employee fails to demonstrate his/her suitability for
continued employment, separation action may be initiated by the supervisor,
who will contact RHR immediately. Equally, any unsatisfactory performance or
derogatory information about the employee during the final 2 months of the .. .
trial period (after a supervisor has recommended the employee's retention)
could..adver.sely affect the earlier 10-month assessment.
ACTIONS RESULTING-FROM TRIAL PERIOD,- ASSESSMENT
NATURE OF
ASSESSMENT
ACTIONS
Entirely
o Supervisor will sign. certification on DIA.Form 257 and
Satisfactory
return it to RHR for filing in the employee's Official
Personnel Folder.
o A letter will be sent by RHR to the employee-notifying
him/her. of satisfactory completion of the trial period.
Warrants
o If employee.has not been fully-satisfactory` in his/her
Consideration
present position, but has demonstrated the capacity of
for. Reassign-
being a useful,DIA, employee in. some other role, the
ment
supervisor, after receiving. next higher-level. approval,
should so indicate on DIA Form 257, providing
information on those duties which the individual can
perform acceptably.
o The notification should be forwarded to RHR as, soon as
possible to facilitate possible placement, action. RHR.
should be notified by telephone as soon as the
determination is contemplated. .
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 5: TRIAL PERIOD
ACTIONS RESULTING FROM TRIAL PERIOD ASSESSMENT (Cont'd)
NATURE OF
ASSESSMENT
ACTIONS
Warrant
o After review of the individual's record and consulta-
Consideration
tion with the supervisor, RHR may attempt to reassign
for Reassign-
the individual subject to DIA needs and available
ment (Cont'd)
'billets.` If reassignment is not possible, the
employee may be terminated prior to completion of
the trial period.
Unsatisfactory
o Supervisor will consult with the next higher level of
supervision. If concurrence is obtained, the
supervisor will sign DIA Form 257 and will prepare a
detailed written statement to RHR, through his/her
supervisor, specifying the deficiencies in
performance, conduct, or character which disqualify
the employee for continued DIA employment. The
statement must give enough factual information about
the employee to make the basis for the action clear.
The supervisor will then discuss the deficiencies with
the employee.
o Supervisor will forward the notification to RHR as
soon as possible before the due date and notify RHR-4
by phone of the action.
o On receipt of this notice, RHR will review and
evaluate the case for adequacy of the determination
prior to taking any action to terminate the employee.
o If possible, the employee will be notified of the
termination action:in writing at least 2 weeks in
advance. The notice of termination will contain
insofar as possible, the reason(s) for the
termination. A SF 50 (Notification of Personnel
Action) giving the effective date of the separation
will accompany the termination notice. .
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CHAPTER 3: STAFFING AND PROMOTIONS
UNIT 5: TRIAL PERIOD
NATURE OF
ASSESSMENT
Unsatisfactory
(Cont'd)
ACTIONS RESULTING FROM TRIAL PERIOD ASSESSMENT (Cont'd)
When disqualifying, derogatory, or suitability
information is derived from outside the employee's
normal environment, the information will be furnished
to RHR. The matter will be reviewed and appropriate
consideration given to terminating the employee during
the trial period. RHR will prepare and coordinate the
termination notice with appropriate DIA officials
before effecting the action.
o The employee's separation must be effected before the
employee has completed the trial period. Otherwise,
notice requirements applicable to the separation of an
employee must be followed ,(See Chapter 5, Unit 4).
The termination action must be made effective no later
than the day before the trial period will have been
completed (2 days before the anniversary teo t o
employee's appointment).
An employee terminated during the trial period has no statutory or regulatory
right of appeal. However, an employee may appeal on the grounds that the
termination was based on discrimination because of race, color, age, religion,
sex, marital status, national origin, or handicapping condition. An appeal of
this kind must be submitted to DIA within 15 calendar days and will be
processed as an EEO appeal (See Chapter 7, Unit 2), but will not defer the
trial period termination action.
OFFICIAL GUIDANCE: DIAR 22-31, Civilian Personnel Trial Periods
3-32
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OVERVIEW As .a supervisor/manager, employee development Is an integral part
of your responsibility to help ensure that the- organization's
futbre needs for employees with' particular knowledges and skills
will be 'met.:
Individual career. appraisal helps a Or/ manager and an
employee to think .through needs for maintaining and improving
job-related knowledge and skills and. to set, realistic goals to
help meet those needs.
CHAPTER 4. Chapter 4 contains 2 units which highlight the-- supervisor/
CONTENTS manager's role in employee career ,.development.
DIA Policy
Supervisory/Managerial Responsibilities
Upward Mobility
Unit 2: Selection. For and Acquiring Training
Selecting an Individual for Development
The Career Programs Selection Board (CPSB)
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CHAPTER 4: CAREER DEVELOPMENT
UNIT 1: CAREER LADDERS
INTRODUCTION A career ladder is the combination of progressive knowledge
and. skills needed to advance to higher-graded positions in
a particular occupation. It is DIA's policy to provide a
career development program which will insure a well-trained
and educated, highly motivated, loyal,.profeessional work-
force, proud of its contribution to the security of the
United States. A.key part:of this program is,the establish-
went of career ladders for major occupational groups.
CIF YOU WANT TO KNOW ABOUT.... GO TO....
o DIA policy
Page 4-3
o Supervisory/managerial
responsibilities Page 4-3
Upward Mobility Program Page 4-3
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CHAPTER 4: CAREER DEVELOPMENT
UNIT 1: CAREER LADDERS
DIA Policy
To lead the military intelligence community requires an environment which
attracts, develops, and retains highly qualified personnel. It is DIA policy
to provide a career development program which will result in a well-trained
and educated workforce, abreast of political and' technological developments,
highly.motivated, loyal, and proud of its contributions to the security of the
United States. A critical element in this program is ~ the' establishment for
major occupational groups of career ladders, which systematically set forth
the knowledge and skills progressively needed to advance to higher graded
positions in, each occupation.
Supervisory/Managerial Responsibilities
Supervisors who rate performance are responsible for assessment of the level
and kind of knowledge/skills held by their employees in a. given career
ladder. Comparison of the knowledge/skills level of each employee with the
level shown in the career ladder as being necessary for his/her grade in the
occupation will reveal any shortfall. It is the supervisor's first
responsibility to address such shortfalls by training or developmental work
assignments, and then to enhance each employee's knowledge and skills for
advancement up the ladder.
RHR is responsible for management of the career development system, which
includes a thorough review of each ladder every 3 years. A Subject Matter
Expert (SME) is designated for each ladder. The SME is responsible for
technical advice to supervisors on the assessment of employees' knowledge and
skills and guidance to employees in the ladder.' The SME may initiate updates
of the career ladder knowledge/skills, if he/she deems it appropriate.
Upward Mobility Program
The goal of the DIA Upward Mobility Program (UMP) is to provide DIA employees
presently engaged in nonprofessional activities an opportunity to enter into
technical and professional career ladders. The UMP is a planned, accelerated
training and development program designed to equip employees to perform in
identified target positions. Participants are employees in positions at GS-9
and below and equivalent wage rates who are in positions or occupational
series which do not enable them to realize their full potential. All
nonprofessional, paraprofessional and wage-grade personnel who have been
continuously employed in DIA for 2 years or more may apply for an Upward
Mobility target position.
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CHAPTER 4: CAREER DEVELOPMENT
UNIT 1: CAREER LADDERS
The UMP candidate will be trained to perform the duties of the UMP target
position and, upon successful completion of the required training program,
will be reassigned or promoted to the position. A UMP target position may not
exceed the GS-9 grade level. Each UMP selectee will have an individual,
development plan (IDP), a formal documented agreement between DIA and the
trainee specifying the training and developmental activities which must be
satisfactorily completed in a specified time period in order to qualify the
trainee for the target position.
OFFICIAL GUIDANCE: DIAR 22-30, Career Ladders
DIAR 22-57, Civilian Personnel Upward Mobility
Program
D
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DEFENSE INTELLIGENCE AGENCY
REGULATION NO. 22-57
HEADQUARTERS, DEFENSE
INTELLIGENCE AGENCY
WASHINGTON, DC 20340-0001
30 March 1987
CIVILIAN PERSONNEL
Upward Mobility Program
a.'
1. Purpose: To provide a structure for the establish-
ment, maintenance, and evaluation of DIA's Upward
Mobility Program (UMP) and to define program policy,
goals, and objectives, organizational responsibilities,
and the mechanics of UMP implementation.
2. Supersession: This regulation supersedes DIAR
22-57, 12 March 1984. Because changes are extensive,
they are not so indicated.
3. References:
a. The Equal Employment Opportunity Act of 1972,
Public Law 92-261.
b. Executive Order 11478.
c. President's Memorandum of 8 August 1969 to
Heads of Departments and Agencies.
d. FPM Chapters 410 and 536; FPM Letter 713-27.
e. DIAR 22-49, "Staffing."
f. DIAR 22-30, "DIA Career Ladders"
4. Policy: Public Law (PL) 92-261 established a re-
quirement for agencies to include in their annual
Equal Employment Opportunity (EEO) plan, "... pro-
vision for the establishment of training and educa-
tion programs designed to provide a maximum
opportunity for employees to advance so as to perform
at their highest potential." The UMP is established
in compliance with PL 92-261 and Executive Order
11478 and the longstanding policy of the DIA to pro-
vide equal opportunity in employment on the basis
of merit and without regard to race, color, sex, age,
religion, national origin, physical or mental handicap,
political affiliation, or any other nonmerit factor. In
consonance with applicable public laws, Executive
Orders, and Office of Personnel Management guide-
lines, DIA's UMP shall provide the maximum oppor-
tunity for employees to perform at their highest
potential and advance in accordance with their
abilities.
5. Goal and Objective:
a. Goal. To provide Agency employees presently
engaged in nonprofessional activities the opportunity
to enter into technical or professional career ladders.
b. Objective Zb improve DIA's operations and effec-
tiveness through the development of its human
resources.
6. Applicability: This regulation applies to the staff-
ing of all Upward Mobility positions. All nonprofes-
sional (e.g., secretary, administrative assistant,
intelligence technician) and wage-grade personnel
who have been continuously employed with the
Agency for 2 years or more may apply for positions
under the UMP. (Note: Employees accepting a volun-
tary downgrade to enter the UMP will not have a
reduction in salary. Their pay will be adjusted or they
will have pay retention entitlements that will be ex-
plained by the Directorate for Human Resources upon
selection for the Program.)
7. Definitions:
a. Upward Mobility-systematic actions taken by
management to provide specific career opportunities
for lower-level employees who are in positions or oc-
cupational series which do not enable them to realize
their full potential.
b. Upward Mobility Program-a planned, accel-
erated developmental and training program designed
to equip lower-level employees with the skills,
knowledges, and abilities needed to perform in a tar-
get position. Such a position will be in a career lad-
der affording greater growth potential than the
position currently held by the employee
c Target Position-a JTD authorized position within
a DIA element that has been approved for staffing in
accordance with the provisions of this regulation. The
target position may be at the GS-5 through the GS-9
grade level. A higher-graded position may be filled at
GS-9 or below to permit staffing under the Upward
Mobility Program. The UMP candidate will betrained
to perform the duties of the target position and will
be reassigned or promoted to the position upon suc-
cessful completion of the required training program.
d. Transitional Position-the position identified by
management to which the UMP selectee is assigned
for training and development. The position is estab-
lished to bridge the gap between a lower-level posi-
tion and the entry level to an established career
ladder, or to bridge the gap between a career ladder
with lesser career growth to one with greater growth
potential. Thus, it provides an extension to the career
ladder. The transitional position will be nonprofes-
sional, but will be designed to provide grade-building
experiences to qualify the individual for the target
position and will be supplemented and supported by
a formal training plan (i.e., individual development
plan). The position will not exceed the GS-9 grade
level. The UMP selectee will be assigned to the JTD
billet of the target position.
e. Individual Development Plan (IDP)-for UMP
selectees, the IDP becomes a formalized documented
agreement between DIA and the UMP trainee. The
IDP is developed by management, RHR, and OT, and
specifies the training and developmental activities
which must be satisfactorily completed in a specified
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time period in order to qualify the trainee for the tar-
get position.
f. Potential-the ability (and desire) to acquire and
use skills and knowledges needed to successfully per-
form higher-level work, specifically in those positions
targeted for staffing through the UMP.
g. Crediting Plan-a guide prepared by RHR-2 in
conjunction with management to be used by the Can-
didate Evaluation Panel (CEP). The crediting, plan
identifies the factors to be evaluated when assessing
the candidates' potential for success in the UMP. Fac-
tors may include work experience; education and
training; performance indicators; and job elements,
based on the applicable career ladder.
h. Candidate Evaluation Panel (CEP)-a panel of
three to five individuals who have significant-knowl-
edge of the career ladder, discipline, or function of the
target position. The designated Subject Matter Expert
(SME) for the career ladder will be one of the panel
members. The CEP is responsible for evaluating can-
didates and recommending to the selecting official the
best qualified candidates.
i. Selecting Official-the immediate supervisor of
the position to be staffed or other management offi-
cial so designated.
8. Responsibilities:
a. General. The Assistant Deputy Director for
and RHR in the development, monitoring, and com-
pletion of IDP's.
(2) Take actions necessary to ensure that training
and development provisions of the regulation are car-
ried out commensurate with the availability of spaces
and funds.
(3) Assist in the development of the IDP.
f. The EEO Officer or designee will provide advice
and assistance as requested for successful UMP opera-
tion and include in the annual Affirmative Action
Plans essential data on the UMP.
g. Managers and supervisors will:
(1) Identify positions under their jurisdiction that
could be staffed under the UMP.
(2) Continually monitor the progress of participat-
ing employees and counsel or assist them in all areas
of their IDP.
(3) Support the UMP as required for employee par-
ticipation in educational and training programs.
9. Procedures:
a. Identification of Target Positions. At least once a
year, the Staffing Operations Division (RHR-2) will
solicit from the major elements the nomination of tar-
get positions which might be appropriate for staffing
through the UMP. In addition, supervisors and
managers should review on a continuing basis vacant
positions to determine their applicability for staffing
under the UMP. Positions may be downgraded to the
GS-9 level or below to permit their staffing under this
program. Target positions to be included in the pro-
gram will be selected with consideration of the organi-
zation's mission, realistic opportunity for successful
placement when training is completed, and a deter-
mination that the requisite skills of the position can
be acquired through training. Care should be exer-
cised to assure that target positions identified for
UMP are at the lowest practical entry level into the
skills area for the occupation concerned. An SF 52 (Re-
quest for Personnel Action) will be submitted by the
appropriate supervisor for each vacant target position
identified for staffing under this program.
b. Staffing UMP Positions When RHR-2 receives a
request to staff a position through the UMP, the staff-
ing specialist will:
(1) Refer to the appropriate career ladder and/or
conduct a job analysis of the target position and con-
sult management as needed to finalize the
knowledges, skills, and abilities needed to perform the
duties of the target position.
(2) Prepare a vacancy announcement that clearly
indicates that the position(s) is being filled under the
UMP; designates target position's title, series, and
grade, description of duties, requirements for an IDP
based on the knowledges, skills, and abilities in the
applicable career ladder; and gives details on appli-
cation procedures and deadlines.
C Human Resources (RHR) and the Assistant Deputy
Director for Training (OT) will jointly take actions
necessary to ensure that the provisions of this regu-
lation are carried out commensurate with the avail-
ability of spaces, funds, and composition of the
workforce.
b. RHR will:
(1) Take necessary actions to ensure that the intent
of applicable laws, Executive Orfers, and guidelines
are carried out.
(2) Designate a program manager from RHR to
operate the UMP.
c. The UMP manager will:
(1) Take actions necessary to ensure compliance
with the provisions of this regulation.
(2) Establish internal guidelines to administer
UMP and designate personnel to accomplish UMP
procedures.
(3) Develop and maintain required records, reports,
and statistical information to include implemen-
tation, operation, and employee participation.
(4) Assist in the development of the IDP.
d. Chief, Program and Policy Division, will conduct
program management evaluations (PME's) in accor-
dance with DIAR 20-3.
e. OT will:
(1) Designate personnel to provide expert advice
and assistance on training matters to management
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6
(3) Accept and screen applications and prepare all
necessary personnel records for the Candidate Evalu-
ation Panel (CEP) to include a copy of the vacancy
announcement, the position description, and the
career ladder for the target position, the crediting
plan, employee personnel records, and supplemental
forms as appropriate.
c. Certificate of Eligibles.
(1) A Candidate Evaluation Panel (CEP) of three to
five members will be used for evaluating the UMP ap-
plicants and will be established in accordance with
DIAR 22-49, "Staffing," Paragraph 10.c(3). The,desig-
nated SME for the career ladder will be one of the vot-
ing panel members.
(2) Panel reviews will be based on an assessment
of the employee's potential to acquire the career lad-
ders knowledges, skills, and abilities. I
(3) Interviews of the most highly qualified appli-
cants by the panel are required before the certificate
of "best qualified" is prepared.
(4) Based on the CEP determination of the best
qualified candidates, a certificate of three to five em-
ployees will be prepared for each vacant position.
(5) The panel will complete its review within 30
days.
d. Selection of Trainee The selecting official will se-
lect from among the list of best qualified candidates.
Interviews of all candidates referred are encouraged.
The certificate will be suspensed for 15 calendar days,
subject to one extension of 15 days. If selection action
has not taken place in 30 days, the certificate expires
and the request for personnel action may be returned
to the selecting official.
e. Notification. Only RHR may make a selection
commitment or position offer to the selectee once the
documentation has been returned and is reviewed for
compliance with regulations. An employee selected for
the UMP will be released not later than 30 calendar
days following notification by RHR-2 of the selectee's
acceptance. RHR will notify candidates who are not
selected.
f. Development of Trainees An Individual Develop-
ment Plan (IDP) will be prepared for each UMP
trainee within 30 days after assignment. This will
allow the supervisor an opportunity to further assess
the trainee's current knowledges, skills, and abilities.
The IDP will be developed by the supervisor in coor-
dination with RHR-2 and OT-2, and a copy will be
provided to the trainee. It should be designed so that
the employee will be fully qualified to assume the new
position at the end of the training and development
period. The IDP will identify on-the-job training ac-
tivities, both informal and formal training courses,
and any developmental activities planned. Each area
will specify target completion dates and the
knowledges, skills, and/or abilities to be developed
through each. The period covered by the IDP will de-
pend on the length of development time, which varies
according to the entry level of the trainee and the
speed with which the employee masters the skills and
knowledges at each grade level. Normally, the IDP
will cover from 1 to 2 years, but emphasis should not
be on time, but on demonstrated performance.
g. Evaluation of Trainee's Progress The supervisor,
OT, and the UMP manager are responsible for
monitoring the progress of the trainee toward com-
pletion of the IDP. Supervisors will ensure that the
IDP is followed, the trainee is available for required
training and developmental activities, and each phase
is monitored. On a quarterly basis, the supervisor will
evaluate the trainee's progress, complete DIA Form
482, and forward through appropriate channels and
OT-2 to the RHR-2 Upward Mobility Program Man-
ager. The evaluation will assess the employee's over-
all development on the job and the employee's
application of training received. Evaluations will be
discussed with the employee.
h. Completion of the Program. The UMP trainee's
continuation in the program will be contingent upon
satisfactory training progress and performance evalu-
ations. Employees who are unable to meet the perfor-
mance requirements and show satisfactory progress
after a reasonable period of time will be returned to
their former position if still vacant, or to a compa-
rable vacant position in the Agency. If a comparable
vacancy does not exist, employee will be assigned to
a vacant position at the same grade, for which quali-
fied, as the one from which he/she entered the UMP.
The employee will be noncompetitively reassigned to
the first vacant position in the Agency which is at the
same grade level and with similar duties as the one
from which the employee entered the UMP. Upon suc-
cessful completion of the program, the trainee will be
reassigned or promoted to the target position, subject
to meeting time-in-grade requirements. The super-
visor is responsible for submitting the SF 52 to effect
the assignment. Development of candidates in the ap-
plicable career ladder beyond the target position will
follow existing personnel procedures and regulations.
STAT
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O DEFENSE INTELLIGENCE AGENCY HEADQUARTERS, DEFENSE
REGULATION NO. 22-30 INTELLIGENCE AGENCY
WASHINGTON, DC 20301
19 March 1985
CIVILIAN PERSONNEL
DIA Career Ladders
0
1. Purpose: To establish policies and procedures for
the implementation of career ladders for the profes-
sional career development of DIA civilians.
2. References:
a. Federal Personnel Manual, Chapter 410,
"Training."
b. DoD Directive 5010.10, "Intelligence Career
Development Program," 9 August 1972.
3. Applicability: This regulation applies to all DIA
civilian personnel.
4. Supersession: This regulation supersedes DIAR
24-7, 4 February 1975, and DIAR 24-8, 6 March
1975.
5. Definition: A career ladder is the combination of
progressive knowledge and skills needed to advance
to higher graded positions in a particular occupation.
6. Policy: It is DIA policy to provide a career
development program which will insure a well-
trained and educated, highly motivated, loyal, pro-
fessional workforce proud of its contributions to the
security of the United States. To lead the military
intelligence community requires an environment
which attracts, develops, and retains highly quali-
fied personnel. A key part of the program is the
establishment of career ladders for major occupa-
tional groups.
Uhlef. W&blication and
8193
7. Responsibilities:
a. Supervisors who rate performance will be re-
sponsible for assessment of what knowledge/skills
are held by employees in the applicable career ladder.
Action should initially be taken to correct shortfalls
by training or developmental work assignments, and
then to enhance each employee's knowledge and
skills for advancement in the ladder.
b. The Assistant Deputy Director for Human
Resources (RHR) is responsible for management of
the career development system, which includes a
ladder update each 3 years and applicable imple-
mentation procedures.
c. The Assistant Deputy Director for Training
(OT) is responsible for the training and education
policies and procedures needed to provide career
ladder knowledge and skills.
d. The designated Subject Matter Expert (SME) for
each ladder is responsible for technical advice to
supervisors on the assessment of knowledge and
skills. The SME may initiate updates, as appropriate.
8. Implementation:
a. The DIA career ladders program will be imple-
mented on a phased basis, under guidance of RHR.
b. Implementation of the career ladders program
will not involve any loss of grade or pay for any DIA
employee.
DI'A/RH