Position Management Program
Human Resource Management Manual, CDC Chapter
511-1,
Transmittal Notice 96.3, 11/4/96
CIO CONTACT: Office of Program Support, Human
Resources Management Office, Policy and Executive Management Staff
MATERIAL SUPERSEDED: None
POSITION MANAGEMENT PROGRAM
I. PURPOSE
This chapter establishes policies, procedures, and assigns responsibility for the formation and implementation of the CDC(1) Position Management Program (PMP).
II. INTRODUCTION
The law which governs the classification system clearly places upon agencies the authority and responsibility to establish, classify, and manage their own positions. A position management program is a systematic approach for determining the number of positions needed, the skill and knowledge requirements of those positions, and the grouping of duties and responsibilities among positions. Position management is an inherent responsibility of supervisors and managers for it is only after the position has been defined by managers that it can be classified (i.e., assigned a title, series, and grade). Good position management results in a carefully designed position structure which blends the skills and assignments of employees with the goal of successfully carrying out the organization's mission. It has a positive effect on an organization's productivity and its product or service delivery cost by structuring positions within an organization to achieve maximum economy and effectiveness within established resource levels.
III. REFERENCES
A. 5 U.S.C. Chapter 51: Classification.
B. U.S. Office of Personnel Management, Position Classification Standards.
C. Manual Guide-General Administration No. CDC-21, Securing Approval of Changes in Organization and Functions, April 28, 1995.
D. HRMO Quality Operating Procedure No. QOP-300-19, Reorganizations and Union Partnership, September 7, 1994.
IV. REQUIREMENTS
A. Objectives:
1. Establish an overall and position structure that will best serve the mission of CDC in accordance with official statements of organization and functions; optimize economy, productivity, and organizational effectiveness; and support the goals of the National Performance Review.
2. Ensure positions are properly classified in
accordance with classification standards and directives published by the
United States Office of Personnel Management (USOPM) and other appropriate
authorities.
3. Increase productivity by implementing and adhering to
quality management principles that include the elimination of unnecessary
vacant positions and the avoidance of position design practices which
fragment grade controlling duties and cause an increase in operating costs.
4. Ensure positions are structured in a manner which
clearly delineates assigned duties and responsibilities within the framework
established by official statements of organization and functions, avoids
conflict or overlap with other positions, and serves as an effective tool
for recruitment, training, advancement, and evaluation of a quality work
force.
B. Definitions:
1. Duty - A series of closely related tasks which result
in an end product or service, and require a set of similar or closely
related knowledge, skills, and abilities.
2. Organizational Structure - The overall ordering of
positions within officially approved organizational units based on
considerations of mission, function, reporting relationships, work flow,
workload, and/or span of control, and the relationship of such units to each
other.
3. Position - An aggregate of logically ordered duties
and responsibilities officially assigned to an individual employee.
4. Position Classification - A comparison of the duties
and responsibilities assigned to a position and the qualifications required
to perform those duties with the appropriate standards and guides in order
to determine the proper pay plan, title, series, and grade of the position.
5. Position Management - A systematic approach for determining the number of positions needed, the skill and knowledge requirements of those positions, and the grouping of duties and responsibilities among positions.
C. Program Components:
1. The accuracy of position descriptions will be verified
as part of the annual performance appraisal process by having the employee
and supervisor discuss the accuracy of the position description. The
supervisor will certify the accuracy of the position description and, if
inaccurate, ensure that the position is redescribed and submitted to the
Human Resources Management Office (HRMO) for classification within 30 days.
2. Classification determinations will be made per
appropriate USOPM and agency position classification standards and guides.
3. Supervisors will be evaluated in their annual
performance review on their effectiveness in executing their position
management responsibilities.
4. Employees may appeal the pay system, title, series, or
grade of their position at any time. General Schedule and Wage Grade
employees may submit an appeal directly to either the USOPM or the Agency
(i.e., CDC, HRMO/ Policy and Executive Management Staff). However, if
General Schedule employees submit an appeal directly to USOPM, subsequent
appeal to the Agency is prohibited. Wage Grade employees must submit an
appeal to the Agency and receive an Agency decision prior to submitting an
appeal to USOPM.
5. Disputes over classification and/or position
management issues, especially those which are precedent setting or cut
across Center/Institute/Office (CIO) lines, will be resolved by the Position
Management Officer in accordance with procedures established by the Position
Management and Classification Review Committee (PMCRC).
6. Based on periodic assessment of pertinent position
management indicators, or for other appropriate management reasons, the
PMCRC will select organizations and/or occupations for position management
and/or classification reviews.
D. Responsibilities:
1. Associate Director for
Management and Operations (or designee):
a. Serve as the CDC Position Management Officer with
overall responsibility for the Position Management Program.
b. Appoints managers to serve on the PMCRC.
c. Ensures managers and supervisors understand their
position management and classification responsibilities.
d. Ensures position management/classification reviews are
conducted as needed and recommendations implemented in a timely manner.
e. Resolve any organizational conflicts related to
position management and/or classification issues.
2. Position Management and
Classification Review Committee (PMCRC):
The Position Management and Classification Review
Committee is composed of permanent and ad hoc members, a technical advisor,
and observers as follows:
Permanent Members
- Chairperson - the Position Management Officer
- Director, HRMO
- MASO senior manager
Ad Hoc Members
- A manager from the CIO(s) involved in the action to be reviewed
- Two managers from CIOs not involved in the action to be reviewed
Technical Advisor
- HRMO Operations Branch representative
Observers
- The Equal Employment Opportunity Office will be asked to provide a representative.
- Appropriate union(s) will be asked to provide a representative for meetings/issues that involve bargaining unit positions.
The responsibilities of the PMCRC are as follows:
a. Periodically assess the overall status of the CDC/ATSDR
position management program.
b. Recommend the conduct of specific position
management/classification reviews.
c. Establish procedures to resolve disputes that include
a second level review within HRMO and a review/appeal to the Position
Management Officer and PMCRC.
d. Advise the Position Management Officer on position
management issues.
3. Supervisors/Managers:
a. Determine how the organization should be structured
(i.e., the manner in which functions and responsibilities should be grouped
and the need for subordinate work units based on the diversity or volume of
work) and the kind, mix, and number of positions needed (i.e., clerical,
support, professional, supervisory, etc.).
b. Involve HRMO and the Management Analysis and Services
Office (MASO) early in the planning stages of reorganizations.
c. Define the duties and responsibilities assigned to
individual positions.
d. Evaluate, on a continuing basis, the efficiency and
effectiveness of subordinate organization and position structures against
established criteria and standards. Many factors related to position
management are qualitative and subjectively measured. However, there are
some objective, quantifiable measures that are relevant indicators. Elements
that can be tracked to show position management trends include:
- Average grade
- Percent of workforce in high grades (GS-14 and above)
- Ratio of supervisory to nonsupervisory staff
- Ratio of full performance to developmental/trainee staff
- Ratio of clerical and technician positions to professional and/or administrative staff
- Percent of positions above the full performance level in the total workforce, an organizational unit, or a specific occupational series
- Ratio of support positions to line positions
e. Certify the accuracy of employee position
descriptions during the annual performance appraisal process. Take
appropriate corrective action.
4. Human Resources
Management Office (HRMO):
a. Operations Branch
(1) Advise managers on good position management practices
in the recruitment, classification, and employee development processes.
(2) Review all proposals for reorganizations coming from
MASO and recommend approval action. Proposed reorganizations are evaluated
for position management considerations, including impact on position
classification and employee utilization.
(3) Provide guidance on the interpretation and
application of the position management program and classification standards
and guides.
(4) Provide advice on unwarranted overlap or duplication
of duties between positions, job dilution, classification impact of existing
or proposed position and organizational structures, etc.
(5) Work with program officials in resolving problems
identified in position management reviews or during individual position
actions.
(6) Provide managers, the Executive Partnership Council,
and the PMCRC periodic information regarding position management indicators.
(7) Serve as the technical advisor to the PMCRC.
b. Policy and Executive Management Staff (PEMS)
(1) Develop recommendations for the PMCRC regarding
position management reviews by organization, occupation, or a combination of
other appropriate factors.
(2) Advise CDC management on efficient position
structures.
(3) Provide final HRMO review of proposed
reorganizations.
(4) Provide training in position management and
classification for HRMO personnel and CDC managers and supervisors.
(5) Maintain records of position management and
classification reviews.
(6) Oversee the implementation of recommendations related
to position management and classification issues.
c. Information Management Staff
(1) Provide CDC managers and supervisors, the
labor/management partnership councils, and other HRMO employees with
information and statistical data to monitor trends in the PMP.
(2) Produce necessary reports, including the quarterly
Workforce Analysis Report, to meet human resources planning and evaluation
needs.
5. Management Analysis and
Services Office (MASO):
a. Conduct workforce analyses and establish streamlining
and position management targets for CDC components.
b. Review proposals for organizational changes and
recommend action based on assessments of functional clarity; programmatic
uniqueness; clear and direct reporting relationships; resource management
and economy; and organizational and position design, including ratios of
support to program staff, number of senior level positions, span of control,
organizational layering, and supervisor-to-nonsupervisory employee ratios.
1. References to CDC also apply to ATSDR.