FEDERAL REGISTER, PART VI OFFICE OF PERSONNEL MANAGEMENT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00530R000501260003-0
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 16
• Document Creation Date: December 27, 2016
• Document Release Date: January 23, 2013
• Sequence Number: 3
• Publication Date: October 2, 1987
• Content Type: MISC

Declassified and Approved For Release 2013/01/23: CIA-RDP90-00530R000501260003-0
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Friday
October 2, 1987
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Part VI
Office of Personnel
Management
Personnel Management Demonstration
Project; Alternative Personnel
Management System at the National
Bureau of Standards; Notice of Approval
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37082 Federal Register / Vol. 52. No. 191 / Friday. October 2. 1987 / Notices
OFFICE OF PERSONNEL
MANAGEMENT
Personnel Management Demonstration
Project; Alternative Personnel
Management System at the National
Bureau of Standards
AGENCY: Office of Personnel
Management.
ACTION: Notice of approval of a
demonstration project final plan.
SUMMARY: The National Bureau of
Standards Authorization Act For Fiscal
Year 1987 (Pub. L 99-574) directed the
Office of Personnel Management (OPM)
and the National Bureau of Standards
(NBS) to "jointly design a demonstration
project which shall be conducted by the
? Direaor of the National Bureau of
Standards." Section 10 of the Act, which
covers the project, further provides that
"The demonstration project shall, except
as otherwise provided in this section, be
conducted in accordance with section
4703 of title 5, United States Code. . 7
Section 4703 requires the Office of
Personnel Management to publish the
final project plan in_the Federal Register..
This notice meets that requirement.
DATE& Approval date: The
demonstration project plan was
approved by the Office of Personnel
Management on September 29, 1987.
Project implementation date: January 1,
1988.
FOR FURTHER INFORMATION CONTACT:
NBS: Allen Cassady, [phone].
Mailing address: U.S. Department of
Commerce, National Bureau of
Standards, Room A-123,
Administration Bldg., Gaithersburg.
Maryland 20899.
OPM: Paul Thompson, [phone].
Mailing address: U.S. Office of
Personnel Management, Room 7H34,
Washington, DC 20415.
SUPPLEMENTARY INFORMATION:
1. Background
The Office of Personnel Management
published the proposed project plan in
the Federal Register on July 1, 1987 (52
FR 24906). Copies of the proposed plan
were transmitted to both Houses of
Congress, as required by 5 U.S.C.
4703(b)(4). The period for public
comment on the proposal continued
through August 31. 1987. The notice of
the proposed plan also announced the
times and locations of public hearings
during which interested persons or
organizations could present their written
or oral views on the proposed
demonstration project plan. The Office
held the public hearings as scheduled at
the two NBS sites: in Gaithersburg.
Maryland. on August 10, 1987, and in
Boulder, Colorado. on August 18, 1987.
The hearing record was left open for
additional data, views, and arguments
until September 1, 1987.
2. Summary of Comments
Six letters were received commenting
on the Federal Register notice. In
addition, three individuals made
statements at the public hearings. The
following is a summary by general topic
of these written and oral comments.
(1) Conversion to project pay system.
Objections were raised to the manner in
which NBS employees are to be
compensated for foregone within-grade
pay increases. The project plan
stipulates (in accordance with Pub. L
99-574) that they receive a pro rata
share of their next within-grade increase
as of the day before they enter the
project, to be paid in a lump sum. It was
proposed that the share be paid instead
as an addition to base pay, on the
grounds that the lump sum payment
would result in a short-term (and in
some cases long-term) loss of salary for
many employees.
(2) Cost neutrality. Opinions were
expressed that the project could not
achieve some of its objectives--i.e.,
competing more effectively for highly
qualified employees, motivating and
retaining those on board?if personnel
costs are maintained at the levels they
would have reached were the project
not implemented.
(3) Performance appraisal. Concerns
were voiced that a quota would be
placed on favorable performance ratings
under the project, and that persistent
differences among supervisors in the
severity of the ratings they give would
produce inequitable results for
employees working under a strict
supervisor.
One respondent also urged that peer
ratings be introduced, that is, peers rate
each other's performance. The project
plan calls instead for subordinate peers
to be ranked by their supervisors in
order of the quality of their performance.
(4) Classification system changes. It
was argued that the banding of adjacent
grades would result in the loss of status
for employees formerly in the upper of
the two grades and that these employees
would also be disadvantaged in a RIF
situation. Concern was also expressed
that movement of qualified employees
between career paths be encouraged,
and that the delegation of classification
authority to line managers be
accompanied by extensive training.
Finally, a question was raised regarding
how employees would be converted
back to the General Schedule system if
they leave the project or at its
termination.
(5) Probationary periods. The
observation was made that the
provision for probationary periods of up
to three years for new hires in the
scientist and engineering career path is
too open-ended. This could make for
excessive uncertainty among employees
regarding when their probation might be
ended.
(8) Promotion. The suggestion was
received that employees be included on
promotion panels for their peers.
Demonstration Project Changes
Only a few comments were received
on the preliminary project plan,
especially considering that about 3000
employees will come under the project
at implementation. Of those received,
only a few were critical of the content of
the substance of the plan. Most were
cautionary in nature, urging that certain
steps be taken to ensure success in
applying the planned provisions.
Some of the provisions whose
contents were directly challenged. such
as payment of the lump sum. pro rata
share at conversion and pay banding,
were mandated by Congress in the act
authorizing the project and are not open
to change. Others?extended
probationary periods and the
requirement of cost neutrality?were not
mandated but have been retained in the
final plan. The probationary period
provision was modified to establish
points in time at which supervisors must
decide whether the probationary period
will be ended. This provides a regular
schedule under which each employee's
probation is reviewed. In the case of
cost neutrality, no substantive changes
were made in the final project plan.
Basic project objectives can be met
within these,constraints, which will also
make the experiment more applicable to
other government agencies.
Additional changes were made to the
final version in order to clarify and
expand on its provisions. A few editorial
changes were also made. The
substantive changes, by section, are: (1)
Position Classification: further
explanation of the process of generating
position descriptions, (2) Total
Compensation Comparability: more
Information on the method of measuring
benefits, (3) Staffing: More information
on the applications of direct hire, the
extended probationary period,
recruitment and retention allowances,
travel expenses, and the link between
promotion and performance ratings (the
promotion subsection was moved from
the classification section to the staffing
section), (4) Pay Administration:
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37083
expanded explanation of the linkage
between performance ratings and pay
increases, the criteria for supervisory
differentials, pay setting for new hires.
and prorating lump sum payouts upon
conversion, and (5) Implementation:
more detailed criteria on determining
grades if the project terminates and
employees must be converted back to
the General Schedule System.
Public Law 99-574, National Bureau of
Standards Authorization Act For Fiscal
Year 1987:
Because many elements of the
proposed demonstration plan are
required by section 10 of Pub. L 99-574,
the complete text of section 10 is
presented here.
Section 10, "Demonstration Project
Relating to Personnel Management"
Sec. 10. (a)(1) The Office of Personnel
Management and the National Bureau of
Standards shall jointly design a
demonstration project which shall be
conducted by the Director of the
National Bureau of Standards.
(2) The demonstration project shall,
except as otherwise provided in this
section, be conducted in accordance
with section 4703 of title 5. United States
Code, and shall be counted as a single
project for purposes of subsection (d)(2)
of such section.
(3) Subject to subsections (f) and (g) of
section 4703 of title 5, United States
Code, the demonstration project shall
cover any position within the National
Bureau of Standards which would
otherwise be subject to?
(A) Subchapter III of chapter 53 of title
5, United States Code, relating to the
General Schedule:
(B) Subchapter VM of chapter 53 of
title 5, United States Code, relating to
the Senior Executive Service: or
(C) Chapter 54 of title 5, United States
Code, relating to the Performance
Management and Recognition System.
(b) Under the demonstration project.
the Director of the National Bureau of
Standards shall provide that?
(1) The rate of basic pay for a position
may not be less than the minimum rate
of basic pay, nor more than the
maximum rate of basic pay, payable for
the pay band (as referred to in
paragraph (3)) within which such
position has been placed:
(2) The minimum and maximum rates
of basic pay for each pay band shall be
adjusted at the times, and by the
amounts, provided for under subsection
(c):
(3) Positions shall be classified under
a system using pay bands which shall be
established by combining or otherwise
modifying the classes, grades. or other
units which would otherwise be used in
classifying the positions involved;
(4) Employees shall be evaluated
under a performance appraisal system
which?
(A) Uses peer comparison and ranking
wherever appropriate: and
(B) Affords appeal rights comparable
to those afforded under chapter 43 of
title 5, United State Code:
(5)(A) The rate of basic pay of each
participating employee will be reviewed
annually, and shall be adjusted on the
basis of the appraised performance of
the employee: and
(B) Subject to subsection (c)(4)(A)(i).
the adjustment under subparagraph (A)
in any year in the case of any employee
whose performance is rated at the fully
successful level or higher shall be at
least the percentage adjustment taking
effect under subsection (c)(3) in such
year
(6) Appropriate supervisory and
managerial pay differentials (which
shall be considered a part of basic pay)
shall be provided:
(7) Performance-recognition bonuses.
and recruitment and retention
allowances, shall be awarded in
appropriate circumstances, (but shall
not be considered a part of basic pay):
(8) There shall be an employee
development program which includes
provisions under which employees may,
in appropriate circumstances, be
granted sabbaticals, the terms and
conditions of which shall be consistent
with those applicable for members of
the Senior Executive Service under
section 3396(c) of title 5, United States
Code (excluding paragraph (2)(B)
thereof):
(9) Payment of travel expenses shall
be provided for personnel to their first
post of duty in the same manner as is
authorized for members of the Senior
Executive Service under section 5723 of
title 5, United States Code, at the
discretion of the Director and
(10) The methods of establishing
qualification requirements for,
recruitment for, and appointment to
positions shall, at the discretion of the
Director, include methods involving
direct examination and hiring.
(c)(1) For the purpose of this
subsection, the term i"compensation7
(ineans the total value of the-various ?
,-formt-of-compensation provided.'
'including? _
(A) Basic pay:
(B) Bonuses:--,
(C)Allowances:
(D)Retirement-benefits;-
(E);Health insurance benefits:
(F).-Life insurance benefits: and '
(G)Leave benefits.
(2) The director of the National
Bureau of Standards shall, by contract
or otherwise, provide for the preparation
of reports which, based on appropriate
surveys?
(A) Shall include findings as to?
(1) The extent to which, as of the
commencement of the demonstration
project, the overall average level of
compensation provided with respect to
positions under the demonstration
project is deficient in comparison to the
overall average level of compensation
generally provided with respect to
positions involving the same types and
levels of work in the private sector and
(iii) With respect to each year
thereafter, any net increase occurring
during such year in the extent of the
deficiency in the overall average level of
compensation provided with respect to
positions under the demonstration
project, as compared to the overall
average level of compensation generally
provided with respect to positions
involving the same types and levels of
work in the private sector and
(B) Shall recommend a single
percentage by which basic pay for all
positions under the demonstration
project must be increased so that, when
considered in conjunction with the other
forms of compensation generally
provided, any net increase determined
under subparagraph (A)(ii) will be
eliminated.
(3) Whenever the Director of the
National Bureau of Standards receives a
recommendation under paragraph (2)(B).
the Director?
(A) Shall increase the miniminii ad
inaximTirn rates- of basic payfor etelP
flitch pay b-ond by the le_aug=
(i) The percentage recommended; or--)
(fi) The overall average percentage of
the adjustmentin-the-rate& of pay wider
the-General Schedule under section-5305
of title 5, United States Code, for the
period involved: and
(Bhlf and to the extent that funds are--
aVailable_for that purpose, may further -
,Increilse those minimum and maxim-U-1C-
rrates=:?
(i) To make up for any part of then
differnce between the respectiv e--,;-
percentages under subparagraph (A). if
the percentage under subparagraph
(A)(ii) is the lessen and
(ii) After making up for the entirety of
any difference determined under clause
(1) (including from any previous year), to
eliminate any part of any remaining
deficiency as originally determined
under paragraph (2)(A)(1).
(4)(A) Notwithstanding any other
provision of this section?
(i) The maximum rate of basic pay
payable under any pay band may not
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37084 Federal Register / Vol. 52, No. 191 / Friday. October 2. 1987 / Notices
exceed the rate of basic pay payable for
level IV of the Executive Schedule; and
(ii) The amount of basic pay. bonuses,
and allowances paid during any fiscal
? year to any employee participating in
the demonstration project may not, in
the aggregate, exceed the annual rate of
basic pay for level I of the Executive
Schedule.
(B)(i) Any amount which is not paid to
an employee during a fiscal year
because of the limitation under
subparagraph (A)(ii) shall be paid in a
lump sum at the beginning of the
following fiscal year.
(ii) Any amount paid under this
subparagraph during a fiscal year shall
be taken into account for purposes of
applying the limitation under
subparagraph (A)(ii) with respect to
such fiscal year.
(5) Notwithstanding any other
provision of this section, the
demonstration project shall be
conducted in such a way so that, with
respect to the 12-month period beginning
on October 1, 1986, the total cost to the
Government relating to providing
compensation to participating
e:nployees shall not exceed the total
cost which would have resulted if this
section had not been enacted.
(6)(A) If the minimum rate of basic
''y for a pay band, after an increase
under paragraph (3)(A), exceeds the rate
of basic pay payable to an employee
u hose position would otherwise be
ithin such pay band, the employee's
position may, notwithstanding
subsection (b)(1), be placed in the next
lower pay band.
(B) Placement of a position in a lower
pay band under subparagraph (A) shall
not be considered a reduction in grade
or pay for purposes of subchapter U of
chapter 75 of title 5, United States Code,
or a comparable provision under the
project.
(d)(1) The rate of basic pay for an
employee serving in a position at the
time it is converted to a position covered
by the demonstration project may not be
reduced by reason of the establishment
of such project.
(2)(A) Each employee referred to in
paragraph (1) shall be paid?
(i) In the case of an employee serving
In a position under the General Schedule
on the date the position becomes
covered by the demonstration project, a
lump-sum pro rate share of the
equivalent of any within-grade increase
which would have been due the
employee under section 5335 of title 5,
United States Code, computed as
provided in subparagraph (B), and
(ii) In the case of an employee serving
in a position subject to chapter 54 of title
5, United States Code, on such date, a
lump sum pro rata share of the
equivalent of the employee's merit
increase which would have been due
under such chapter, computed as
provided in subparagraph (B), taking
into account the performance
requirements applicable to such
Increase.
(B) For purposes of subparagraph (A),
the pro rata share of an equivalent
Increase referred to in such
subparagraph shall be computed through
the day before the date referred to in
such subparagraph.
(e)(1)(A) In carrying out section
4703(h) of title 5, United States Code,
with respect to the demonstration
project. the Office Of Personnel
Management shall provide that such
project will be evaluated on an annual
basis by a contractor. Such contractor
shall be especially qualified to perform
the evaluation based on its expertise in
matters relating to personnel
management and compensation.
(B) The contractor shall report its
findings to the Office in writing. After
considering the report. the Office shall
transmit a copy of the report, together
with any commenta of the Office and
any comments submitted by the
National Bureau of Standards, to?
(i) The Committee on Post Office and
/Civil Service, and the Committee on
Science and Technology, of the House of
Representatives; and
(ii) The Committee on Governmental
Affairs, and the Committee on
Commerce. Science, and Transportation,
of the Senate.
(2) The Comptroller General shall, not
later than 4 years after the date on
which the demonstration project
commences, submit to each of the
committees referred to in paragraph
(1)(B) a final report concerning such
project. Such report shall include any
recommendations for legislation or other
action which the Comptroller General
considers appropriate.
(f) The authority to enter into any
contract under this section may be
exercised only to such extent or in such
amounts as are provided in advance in
appropriation Acts.
(g) The demonstration project shall
commence not later than January 1.
1988.
Office of Personnel Management.
Constance Homer,
Director.
Project Plan
The demonstration project plan reads
as follows:
An Alternative Personnel
Management System to Improve the
Ability of the National Bureau of
?
Standards to Attract Highly Qualified
Candidates, Motivate Employees. and
Retain Successful Performers.
Executive Summary
The project was designed by the
National Bureau of Standards, with
participation of and review by the U.S.
Department of Commerce (DoC) and the
Office of Personnel Management (OPM).
The Bureau will conduct the project over
a 5-year period beginning January 1,
1988. The Office of Personnel
Management will evaluate the project
annually through contract; the
Comptroller General will make a final
report to Congress that will make any
recommendations for legislation or other
action which the Comptroller General
considers appropriate.
The project is built upon th-enoneepts
rcif (I) total compensation comparability,
rather than pay comparability only; (2)
market sensitivity, by surveying
compensation for private sector
positioni-similar to NBS positions.,
linking entry salary to market fornhy
ccupation, and selectively granting'
recruiting and retention allowances; (3)
operformance, by linking performance to
pay for all covered positions; (4)
administrative simplicity, by simplifying,
paperwork and processing in i. ...i
Classification and other personnel,I.
systems; (5) management flexibility and
accountability, through the delegation of
classification and other authorities to ,
line managers; and (6) Government-wide 7
applicability, by designing an-- is
ialternative system not just for NW but
? for use by any agency.
The din?fonlitratiorrayiteiii is designed
to (1) improve hiring and allow NBS to
'compete more effectively for high-
quality researchers, through direct
hiring, selective use of higher entry
salaries, and selective use of recruiting
allowances; (2) motivate and retain
staff, through higher pay potential, pay-
for-performance, more responsive
personnel systems, and selective use of
retention allowances; (3) strengthen the
manager's role in personnel
management, through delegation of
personnel authorities; and (4) increase
the efficiency of personnel systems,
through installation of a simpler and
more flexible classification system
based on pay banding, through
reduction of guidelines, steps, and
paperwork in classification, hiring, and
other personnel systems, and through
automation.
The Director of the National Bureau of
Standards will conduct the project
through a Personnel Management Board
(PMB) under the chairmanship of the
NBS Deputy Director, with the directors
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37085
of the six NBS major organizational
units (MOUs) as voting members and
the NBS Personnel Officer and NBS EEO
Officer as non-voting members. A
Project Office within the Personnel
Division will provide administrative
support, communicate with individuals
and groups outside NBS, and oversee
NBS evaluations of the project.
In presenting the FY 1987 NBS
Authorization bill to the Senate, Senator
Slade Gorton stated that the bill
"creates a National Bureau of Standards
demonstration project relating to
personnel coin ? ensation and
mana ement. The demonstration project
n ances e ureau's ability to recruit
and retain capable employees by giving
the Bureau flexibility in setting salaries
competitive with those available outside
the Government and in adjusting
compensation on the basis of merit. The
project addresses the Government's
problem attracting and keeping qualified
personnel especially in high-technology
fields."
Participating Organizations
Both sites of the National Bureau of
Standards will participate in the project.
The two sites are located at
Gaithersburg, Maryland, which is also
the headquarters of NBS, and at
Boulder, Colorado. The two sites are
similar in employment profiles, with the
following exceptions: (1) Of the
approximately 3050 positions covered
by the project, about 85 percent are in
Gaithersburg; (2) all heads of major
organizational units and all but one
center head are located in Gaithersburg;
and (3) certain administrativ" services
at the Boulder facility, such as personnel
administration and procurement, are
provided by the DoC administrative
support center in Boulder, which is not
covered by the project and which
services other DoC organizations also
not covered by the project: in
Gaithersburg those services are
provided by NBS positions under the
coverage of the project.
Types and Numbers of Participating
Employees
The project will cover approximately
3050 NBS employees. By pay category.
the coverage is 87.5 percent General
Schedule (GS) positions, 9 percent
Performance Management and
Recognition System (PMRS) positions.
percent 5 U.S.C. 3104 positions. and 3
percent Senior Executive Service (SES)
positions. Under the PATCO categories.
the coverage is 61 percent
"professional," 12 percent
"administrative," 18 percent
"technician." 16 percent "clerical," and 3
percent "other." The professional
category is 98 percent scientists,
engineers, and mathematicians.
The ten most populous occupations
are Physicist (427), Chemist (258),
Secretary (249), Engineering Technician
(170), Electronics Engineer (155),
Physical Science Technician (152).
General Physical Scientist (148),
Computer Scientist (134), Computer
Specialist (110), and Mechanical
Engineer (93).
Of the approximately 3050 covered
employees, 78 percent are full-time
permanent (FTP). 5 percent are part-time
permanent (PTP) and 17 percent are
"other" than FTP or PTP. The "other"
category, made up of such categories as
student, post-doctoral, temporary. and
intermittent, shifts significantly during
the year, particularly in the summer
when many students are hired.
Labor Participation
A few General Schedule employees
are represented by labor unions. These
employees at the Gaithersburg site are
represented by the International
Association of Firefighters (IAFF), and
at the Boulder site by the American
Federation of Government Employees
(AFGE). Union representatives have
been separately notified about the
project. NBS is proceeding to fulfill its
obligation to consult or negotiate with
them, as appropriate, in accordance
with 5 U.S.C. 4703(f).
Project Implementation Date
January 1, 1988.
Project Ending Date
In accordance with section 4703 of
title 5, United States Code, the project
shall terminate before the end of the 5-
year period beginning on the date on
which the project takes effect, except
that the project may continue beyond
that period to the extent necessary to
validate the results of the project. The
Comptroller General is required to
submit a final report to Congress not
later than 4 years after the date on
which the project commences, including
any recommendations for legislation or
other action.
Methodology
This proposal explains the
methodology for introducing the
following innovations in personnel
management and demonstrating their
results over a 5-year period: (1)
Simplified position classification
through pay banding, occupational
groupings by career paths, and
delegation of classification authority to
managers; (2) compensation
comparability based on total
compensation; (3) improved staffing
through direct examination and hiring,
extended probation, qualification
standards more in line with private
sector practice, more flexible use of
recruiting tools such as paid advertising
and retention allowances, travel
expenses, and competitive areas based
on career paths; (4) pay-for-
performance, supervisory and
managerial pay differentials, and
market-based entry salaries; and (5)
sabbaticals.
Senior Executive Service and 5 U.S.C.
3104 Positions
The personnel systems for SES
positions will not change for the project.
SES classification, staffing,
compensation, performance appraisal.
awards, and reduction in force will be
based on current methods.
The personnel systems for 5 U.S.C.
3104 positions will change only to the
extent that 3104 positions are in the
same performance appraisal, awards,
and reduction in force systems as
General Schedule positions.
Classification, staffing, and
compensation, however, will not change.
Neither SES nor 5 U.S.C. 3104
employees will be subject to the pro rata
share payouts upon conversion to the
demonstration system. Pay adjustments
for their positions under the project will
be carried out in accordance with
existing Federal rules pertaining to SES
and 3104 pay adjustments.
Performance Management and
Recognition System (PMRS) and
General Schedule (GS) Positions
The PMRS and GS categories will no
longer exist as identified categories
under the project. Both will be
incorporated in the new career-path/
pay-band system. The step increases of
the General Schedule and the merit
increases of the PMRS system will be
replaced by the annual performance pay
increases described under "Pay
Administration". Laws and regulations
pertaining to the General Schedule that
have not been waived for this project.
however, such as those pertaining to
overtime pay, will continue in force for
all covered positions to which they now
apply.
Position Classification
Introduction
The objectives of the new
classification system are to simplify the
classification process, make the process
more serviceable and understandable,
and place more decision-making
authority and accountability with line
managers.
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37086 Federal Register / Vol. 52, No. 191 / Friday, October 2, 1987 / Notices
Coverage
All positions listed under "Types and
Numbers of Participating Employees"
above will be accounted for in the
classification structure. All General
Schedule occupations currently
respresented at NBS will be included.
Provisions will be made for including
others as employment requirements
change in response to changing
technical programs.
Career Paths
Occupations at NBS which can be
treated in a similar fashion will be
aggregated into career paths.
Occupations will be grouped according
to similarities in type of work and
customary requirements for formal
training or credentials. The common
patterns of advancement within the
occupations as practiced at NBS and in
the private sector will also be
considered. The current occupations and
grades at NBS have been examined, and
their characteristics and distribution
have served as guidelines to the
development of career paths.
Four career paths will be established:
(a) Scientific and Engineering. This
path will include all technical
professional positions, such as physical.
biological, and social scientists,
engineers, computer scientists,
mathematicians, and computer
specialists. Ordinarily, specific course
work or educational degrees are
required for these occupations.
(b) Scientific and Engineering
Technician. This path consists of the
jobs that support the various scientific
and engineering activities. Employees in
these jobs are not required to have
college course 'work. However, training
and skills in the various electrical,
mechanical, chemical, or computer
crafts and techniques are required.
(c) Administrative. This career path
contains specialized functions in such
fields as finance, procurement,
personnel, public information, technical
Information, accounting, administrative
computing, and management analysis.
Special skills in administrative fields or
special degrees are involved.
(d) Support. This career path is
composed of positions for which an
minimal formal education is needed, but
for which special skills and knowledge,
such as typing or shorthand, are usually
required. Clerical work usually involves
the processing and maintenance of
records. Assistant work requires
knowledge of methods and procedures
within a specific administrative area.
Other support functions include the
work of secretaries, guards, firefighters,
and mail clerks.
Pay Bands
Each career path will be composed of
discrete pay bands (levels)
corresponding to recognized
advancement within the occupations.
These pay bands will replace grades.
They will not be the same for all career
paths. Each career path will be divided
into either five or six pay bands, each
pay band covering the same pay range
now covered by one or more grades. The
maximum rate of a pay band will be the
highest rate possible for positions within
that career path and band, including any
position with a special pay rate. A
salary overlap, similar to the current
overlap between grades, will be
maintained.
OfdinatiilScaff mdivichralwill be hired
at the-lowest salary-irya-payband=
Superior qualifications may lead to a
higher entrance level within a band.
For each pay band, a corresponding
band will be established for employees
qualifying for supervisory/managerial
differentials. The supervisory pay band
will have the same minimum rate as the
non-supervisory band, but its maximum
rate will be e percent higher than the
maximum rale of the_npitit.iperyllosy_
band.tPhiiitions in_the supervisory_payo
bands willinclude-division-chiefs-it-IF-id
cgroupieadewinTtheScientifThandJJ
a7th;
Mrth?over.at7
(last threiTioliitions-(eiceluding-supp_ortj
rpositions)ind other positions approved
by the PMB on a case-by-case basis.
The proposed pay bands for the four
career paths appear in Chart I. The
General Schedule (GS) grades being
replaced appear at the bottom of the
figure.
The pay band concept has the
following advantages:
Reduces the number of classification
decisions required during an employee's
career: In the current system a
classification action is required for each
promotion to a higher grade, while in the
new system a classification action is
required for promotion to a higher band.
Because there will be fewer bands than
grades, there will be fewer classification
decisions.
Simplifies the classification decision-
making process and paperwork: A pay
band is a larger target than a grade, and
thus may be defined in shorter and
simpler language. At the same time the
definition for one band can be made
more distinct from the definition for
adjacent bands, reducing the Potential
for disagreement.
Supports delegation of classification
authority to line managers with review
or post-audit by personnel specialists.
CPrbvidssa broader
Cpeilaft-nancezielattii Oak foiTCh
(Ititifilitmses;leinplhyees-_ylio-scriay
would have been frozen at the top step
or a grade will now have more potential
for upward movement in the broader
pay band.
The chart below shows all four
proposed career paths and how their
pay bands relate to the current General
Schedule grades. Each regular pay band
is considered to have a corresponding
pay band for supervisors and managers
who qualify for the supervisory/
managerial differential, though it is
unlikely that the lower bands will ever
be filled by supervisory positions.
Declassified and Approved For Release 2013/01/23: CIA-RDP90-00530R000501260003-0
Declassified and Approved For Release 2013/01/23: CIA-RDP90-00530R000501260003-0
Federal Register / Vol. 52, No. 191 / Friday, October 2. 1987 / Notices
37087
CHART I: CAREER PATHS AND PAY BANDS
Career Path
Levels (or Bands) c,
Scientific
and
Engineering
-12.3.3%--,
I