Reduction In Force Best Practices

Reduction In Force Best Practices – Presentation of the theme: “The National Defense Program for defense reform was unveiled January 8, 2004 July 27-19.”- Transcript of the speech:

499,000 Active Service 205,000 USAR 350,000 ARNG Critical Civilian Operations 221,000 US APF USA 26,000 Foreign 28,000 NAF Logistics Medical Engineering, Sciences IT Administration BASOPS, MWR MANY DOD CIVILIAN HR SYSTEMS US Civil Service Lab demos 27-Jul-19

Reduction In Force Best Practices

4 NSPS Overview DoD Personnel System Authority: Linked, Current, National Defense Authority: Management, Framework, Information Key Program Information Building on the Personnel Best Practices Project, performance management, job classification. between employees, behavior, resources, wages Preserving the principles of public service and the interests of the elderly — in law Respecting collective bargaining – – in law Time of opportunity: high visibility losses, fierce competition Give DOD opportunities to design and equip the Mission Team. implementation within two years from OSD order 27-Jul-19

Best Practices In The Real World Data Life Cycle

Legal Basis Regulator Implementer Federal Civil Service, US Code Title 5 Office of Personnel Management Merit Systems Protection Board Federal Labor Relations Authority Agencies, incl. DoD Mil Services Before NSPS National Defense Personnel System, US Title C. ISA 5, Chapter 99 Secretary of Defense and OPM, and working with staff members at the national level Limited responsibilities of MSPB, FLRA Federal Civil Service, eg benefits, permits, training, benefits + Mil Services After NSPS 27-Jul-19

Current Design NSPS System Concept Structure Job classification guidelines: The GS system has 15 points/8-9 jobs. An employee who is working on a job or competing for a promotion. It is combined in levels 3-4. The employee works well within a variety of mission requirements. There is less advertising from the competition. Obtaining a forced selection from a list of candidates to identify authorities. Best/Hard/Special Items: Choose from the top item. Simple, few controls are flexible. Job assignment / reassignment of work within a narrow and dynamic work environment. Assign job listings / reassign employees to a general job position. Maintains the statutory minimum wages for each class and their salary levels. Job evaluations have little effect on pay or career advancement. Manager/employee influence. Fees are contribution based and market sensitive. Evaluation is the key to determining salary and advancement. Division Reduced power: the main thing is the service life. Reducing power: The power role of performance. POWER BASES: Performance, contribution policies – Facilitate recruitment, hiring, hiring, reward and reward of top people – Need to influence strikes angry 27-Jul-19

No change to Title 5: Law Enforcement Programs Against Legal Issues. : Employee Relations Adverse Action Appeals Monthly Payments Ongoing Policies and Procedures Responsibilities: Human Resources Management Development Leader – Resource Support Employment Work Life Program – Recruiting Human Resources and Diversity Organizational Restructuring Operations Management Workforce Planning 27 – Jul-19

Part-time Commander Appoints two to the OSD office between December 3 and September 5. AG1 CPP Establish an Army NSPS Project office at AG1 CPP to manage areas of work, IPR reform, education, and practice. PPDD Planning, Army Implementation – Integrating Lessons Learned Design Army Program, Regulations, Policy, IT Change (Assignment ID) AG1 NSPS and M&RA. Support: ARSTAFF, MACOM, Chief of Operations Program Management change 2d quarter 04-Nov 05 CSA via G1, AG1 NSPS Project Office Welcomes staff commitments TBD: OSD greenlights AG1CPP nationally bite Internal team Communicate with managers, supervisors, managers, supervisors and employees. General DoD information as of 12/03 Specific information when available AG1 CPP PPDD AG1 NSPS Project Office of Personnel Training, Joint Managers as FCR/Performance Pool Mgrs , Supervisors , 2d/3d HR staff tr FY04 or later Attached: last information of HR/ Staff of Supv: 60 days before implementation of AG1 NSPS and office the CHRA project through MACOM teachers. Use TBD FY04/FY05 AG1 27-Jul-19

Harm Reduction As Best Practice

10 Major Change Decisions: More Than the Civil Service Reform Act of 1978 All executive officers, including civilian military commanders, job sponsors, school organizations. Most of the civil servants of the Ministry of Defense. ; serious challenge 27-Jul-19

Recruit the right people from all walks of life; select and promote staff based on merit after competitive and open. Treat employees and applicants with fairness and justice without regard to political affiliation, race, color, religion, national origin, sex, marital status, age or disability. Do not violate your privacy or your constitutional rights. Provide equal pay for much of the same work; reward for good work. Maintain high standards of integrity, discipline and concern for the needs of the public. Use the staff effectively and efficiently. Retain employees based on their work. Different employees cannot or will not improve their performance to meet the required standards. Teaches and mentors employees when developing organizations or individuals. Protect employees from unwanted, politically incorrect and biased practices. Protect employees from retaliation if they lawfully disclose information in “public” situations, such as when an employee believes there is illegal activity, a serious waste of money, an abuse of power , or a serious threat to public health or safety. 27-Jul-19

DO NOT discriminate on the basis of race, color, religion, sex, national origin, age, disability, marital status or political affiliation. DO NOT SEEK OR ACCEPT advice based on matters other than personal information or records of work-related skills or characteristics. Don’t force anyone’s political career. DOES NOT EXCLUDE OR WAIVE ANY PERSON’S RIGHTS TO CLAIM FOR PROCEDURE. DO NOT force anyone to leave the competition for any position in order to improve or harm another person’s employment opportunities. DO NOT USE AN UNSPECIFIED PROVISION OR PROVISION TO ANY PERSON THAT ENHANCES OR DESTROYES THE EMPLOYMENT OPPORTUNITIES OF a particular employee or applicant. IT WASN’T POTISM. (That is, as a public official, do not hire, encourage, or support the hiring or promotion of family members in your agency.) Do not intimidate or repel employees or Applicants who exercise their rights or display a “published” information at their discretion. Inspector General or Special Counsel or, unless prohibited by law, national security interests or special order, by other means. DO NOT discriminate based on conduct inconsistent with the job of the employee, the applicant, or others. Do not ignore or recommend violating the wishes of adults. Do not violate any laws, rules or regulations that apply to or directly affect eligibility. 27-Jul-19

14 NSPS: Pay for Performance Systems Key Benefits: Standards, Standards, Procurement, Communications, and DoD Rulemaking Guidelines for Flexible Workers Hiring, Promotions, Restructuring, and Dismissals Reductions in Compensation Systems Emphasis on performance improvement, specific compensation adjustments. discipline, misdemeanor 27-Jul-19

Severance Tied To Tenure And Position As Formal Policies Decline

Savings in reductions in force Key: longer service levels Higher wages in the Holding class 30% increase in 18-year, white-collar; 17% for 6 years blue collar Annual increase Annual salary structure Adjustment % Initial increase How much is the initial salary? High quality, regulatory decision making Management: capacity, market value, performance Functionality Change function Advancement within the current class , the same experience, but many “visions” combined in one position, more flexible use of the work skills of employees. Time to acquire or use a skill, knowledge to prove it: basic skills: Do you have it? What is the degree? 27-Jul-19

A new system of labor relations, including negotiations at the national level. Develop in collaboration with staff members. It is a collaborative and case-based approach. Provide a third-party review of disputes. all employees, rules and procedures in accordance with the guidelines of special procedures Grants the right to appeal before the Board of Directors of the Safety of Programs Temporary Eligibility for seven years; it will last until Congress acts on 27-Jul-19

Severance pay for restructuring and cumulative reductions. Wages of rehired employees. Advanced hiring and special pay for up to 2,500 DoD professionals and benefits for certain DoD personnel overseas doing critical or special work July 27. 19

White collar pay for stock adjustment, job growth Executive pay: widening the horizon Conclusions of the payroll administration, both initially and at annual reviews Maintained for two years in the Federal Register 27-Jul-19

A Better, Fairer Approach To Layoffs

INDEFINITELY PAYING BILLS Job group Job level 1 Equivalent GS Level 2 Level 3 Level 4 CG1: Scientific and technical research GS 5-12 GS 13-15 Above GS % of GS-15 at the highest salary ES-4 N /A CG2 : Professional Skills and Management GS 5-11 GS-12-13 GS-14-15 Above GS-15 Note: You may stand combine CG 1 and 2 CG3: Engineering, Science, Medical Support GS 1-4 GS 5 -7 GS 8 – 11 (Go to CG2 if GS-12+) CG4: Business/Management Support GS 8-10 (Go to CG2 if GS-11+) 27-Jul-19

BP Estimated Salary Band/Professional Salary Progression GS Level/Salary Increase Level CG2/Level 2 SES/ST Above GS-15 CG2/Level 1 CG2/Level 3 GS-7 GS-5 GS -9 GS-11 GS -12 GS- 13 GS-14 GS-15 ES/ST $23,

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