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Delegation of Classification Authority (DCA)
Commander’s Briefing
•Enable the Commander to delegate and oversee classification processes
•Publicize Army classification policies
•Explain impact of Fair Labor Standards Act requirements
Purpose
3
History
The Pendleton Act of 1883 created the first true U.S. civil service
Fundamental Concept - Equal pay for work of equal value It is one of the merit principles and is based in law
[Title 5 of the United States Code (5 USC) & Code of Federal Regulations (5 CFR)]
The challenge Assure sufficient internal equity while still assuring pay comparability with industry and
non-profit employers
Underlying Assumption and Expectation
Classification decisions are fair, equitable and demonstrate adherence to the highest levels of professional and ethical standards
Classification systems aid managers in designing and transitioning to high performance organizations - Increase organizational effectiveness – Identify process improvements - Improve competitiveness in contracting-out studies - Minimize potential for pay abuses - Establish opportunities for employee growth, job enhancement, and/or career development
4
Regulatory Base
Local Regulations & Union Agreements
Army Command Regulations
Army Regulations & Policy Memoranda
DOD Regulations/Manuals/Instructions
OPM Operating Manuals
Code of Federal Regulations (5 CFR)
Title 5, USC
Executive Orders
5
Classification processing (at least 90% accurate)
Classification advice to managers
Application of new standards
Review of appeal packages
Pay administration (FLSA, premium pay, etc.)
Advice to employees (appeals, grievances)
Train managers
CPAC Classification Functions
6
Classification Decisions
DCA Manager Classification Decisions
• Are duties accurately described in the PD with estimates of the percentage of time
• Is the PD in the proper format? • What is the proper pay
system?• What is the proper series?• What is the proper grade?• What is the proper title?
CPAC HR Classification Advisor Decisions
• Ensure PDs are in the proper format, verifies accuracy
• Advise managers on pay system, series, grade, title
• Fair Labor Standards Act• Competitive levels and position
other codes
7
About Delegation of Classification Authority
Memo dated November 17, 1997
Delegation to commanders who may delegate through management chain to the lowest practical level
Managers must complete required training
DCA managers must follow the law, published classification standards, OPM/DoD appeal decisions, etc.
Certain restrictions (i.e., cannot classify your own position)
When manager does not have authority, CPAC classifies position
8
Organizational design considerations
• Use the lowest grades feasible to accomplish the mission
• Normally provide for career progression • Eliminate excessive layers of supervision • Avoid assignment of employees to position
descriptions that do not match the work assigned and performed
Balancing Economy & Efficiency
Job design is a supervisory responsibility. It is essential for Delegated Classification Authority
Job design involves deciding how the work of your organization will be distributed among the positions you are authorized
Grouping duties and responsibilities in different ways can result in differences in the classification of those positions (e.g., pay system, title, series, and grade
About Job Design
9
Good Design
Enhances organizational effectiveness
Aids in retaining employees
Bad Design
Increases employee turnover
Reduces productivity
Increases personnel costs
Why is Job Design Important?
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11
Characteristics of General Schedule (GS)
Covers “white collar” work
Grades 1-15; 10 steps per
grade
Single worldwide base salary
Locality differentials
Annual general increase General
Schedule
12
Characteristics of Federal Wage System
Covers “blue collar work”
WG for non-supervisory
positions
WL for leaders
WS for supervisors
Locality rates
FWS
•Both include 2-grade interval work
Professional/ Administrative
•Both include 1-grade interval work
Technician/Assistant
•Includes 1-grade interval work
Clerical
•Includes 1-or 2-grade interval work
Other
GS Career Patterns
13
PATCO
Position Descriptions
14
Decisions made about job design are documented in Position Descriptions (PDs)
Managers use FASCLASS (Fully Automated System for Classification) to create PDs
FASCLASS is a library housing all civilian PDs in the Army
Use caution when relying on FASCLASS PDs; some contain classification errors
FASCLASS can be accessed through: CPOL/References & Tools/ Position Classification
Typical GS Grading Patterns
Prof/Admin
• Grades 5/7/9/11/12/13/14/15
• Referred to as 2-grade interval work
• GS-13/14 usually found at HQs/Command levels
Tech/Asst
• Grades 4/5/6/7/8
• Referred to as 1-grade interval work
• GS-8 is unusual• GS-4/5 typically
involve information gathering
• GS-6/7 typically support 2-grade interval specialists
Clerical
• Grades 1/2/3/4/5/6
• GS-1/2/3 involved in filing, processing forms
• GS-4/5 involved in problem solving
• GS-5/6 involve clerical specialization, leading other clerks
16
Job Evaluation
Major Duty• Represents the essential and basic reason for the
position, either:• 25% of the employee’s time (GS only), OR• Requires a significant knowledge, skill, or ability that
would influence recruitment• Work is regular and recurring
17
Job EvaluationWhat is Regular and Recurring?
Not emergency Not acting in the absence
Typically scheduled (every day, every
week, etc.)
Grade-controlling for FWS, but use
caution when low % of time
18
Job Evaluation
Work which supports the grade or pay level of the
position
In GS, must be at least 25% or more of the employee’s time
In FWS, must be regular and recurring
Grade Controlling
Published by OPM at http://www.opm.gov
Based on Title 5
Describe work covered by the standard/guide
Provide for determination of pay system, title, series, and grade
About Classification Standards
19
Fair Labor Standards Act (FLSA)
Passed in 1938 for private sector
Applied to Federal Government in 1974
OPM administers FLSA for Federal employees
Two categories:• Exempt: not covered by FLSA overtime and minimum wage
provisions (see 5 CFR Ch 550)• Nonexempt: covered by FLSA overtime and minimum wage
provisions (see 5 CFR Ch 551)20
Why Should You Care?
21
Rules for Exempt and Nonexempt employees differ in:
Rights/options of employees
How OT payment is calculated
What counts as “hours of work”, especially travel and training activities
Latitude of management in directing comp time in lieu of OT payment
•Overtime provision (1.5 X regular rate )
•GS employees can request compensatory time;
•Nonexempt employees cannot be ordered to take comp time
•FWS employees: may earn comp time, but check your labor agreement
•Suffer or permit doctrine
FLSA Provisions
22
What is “Suffer and Permit”?
Any work the supervisor allows a Nonexempt employee to perform is counted as work:
Supervisor need not order or authorize
Sufficient that supervisor has reason to believe work was performed
Nonexempt employees are entitled to OT compensation, unless they request comp time
Example: Employee works late or on the weekend and puts completed work in supervisor's "in box"
23
FLSA Quick Tests
24
Positions that are always Nonexempt
GS-8 and below Trainee positions (GS-5/7/9)
Wage Grade and Wage Leaders
Bottom Line……
• Commanders/Directors delegated classification authority: – must assure compliance with statutory and regulatory requirements
for accurate description and grading of civilian positions– take action to correct inaccurate classification, misassignment of
employees to inappropriate position descriptions, or other error conditions
– Establish procedures for assessing program trends
• Approving the classification of a position has the effect of approving the expenditure of funds
• Army requires classification programs maintain a position description and job grading accuracy rate of 90%