CIVILIAN PERSONNEL: POSITION MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000300430003-4
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 27, 2016
• Document Release Date: September 27, 2012
• Sequence Number: 3
• Publication Date: September 16, 1987
• Content Type: REGULATION

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DEFENSE INTELLIGENCE AGENCY
WASHINGTON, DC 20340-0001
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.
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.
REGULATION NO. 22-22
16 September 1987
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 ISHRB).
(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 (con;;aining 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-
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
will serve as Executive Secretary. The Comptroller
(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. C'I'O:
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:
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(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-of-Cycle 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.
a 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.
Ix 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 reeomputation 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.
* a 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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DI AR 22.22
f. Promotions desired will be prioritized by Deputy
Directorate 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 y
appeal, the Assistant Deputy Director will provide the t
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 offi-
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.)
GORDON NEMS
Executive Director
B041
HR-1
Ct` (S) 1
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