NAF HR for NAF HR for SUPERVISORSSUPERVISORS

SEPARATIONSSEPARATIONS(Non Disciplinary)(Non Disciplinary)

AR 215-3, CHAPTER 2AR 215-3, CHAPTER 2

LEARNING OBJECTIVELEARNING OBJECTIVESupervisors will be able to: Become familiar with separation

actions and required documentation Causes and impact of separation Identify uncontrollable and

controllable areas of turnover Recognize what can be done to

reduce turnover

Stakeholders and Area of Impact Commander DFMWR Managers Financial Management Supervisors CPAC NAF HRO Employees

NAF SEPARATIONSNAF SEPARATIONS

SEPARATION NATURE OF ACTIONSSEPARATION NATURE OF ACTIONS All Separation Nature of Actions

• Resignation• Resignation Public Law 101-508• Separation - Public Law 101–508 (rare cases of involuntary

conversion to APF)• Separation –Disqualification• Separation-Misconduct (covered under a separate module)• Separation-Inefficiency• Separation-Business Based Action• Separation- Limited Tenure• Separation-Death• Separation During Probationary Period• Separation-From Flexible Appointment• Separation-Abandonment of Position• Separation-Retirement• Separation-Transfer of Function• Transfer Out

Voluntary Voluntary Initiated by employee Initiated by employee Reason and effective date documented Reason and effective date documented

(very important)(very important) May be rescinded upon management May be rescinded upon management

approvalapproval

RESIGNATIONSRESIGNATIONS

SEPARATION FROM FLEXSEPARATION FROM FLEX

7 Calendar Days Notice• Letter recommended

Taken without prejudice No grievance rights May apply for other jobs

SEPARATION LIMITED SEPARATION LIMITED TENURETENURE

Prior to or upon completion of project

Taken without prejudice

14 day advance notice (if separation effected prior to project expiration)

SEPARATION DURING SEPARATION DURING PROBATIONPROBATION

1year probationary period• initial appointment - regular position

Lack of necessary skills or character traits• Discuss with employee• Period to improve• Prepare record of discussion• Documented copy of the discussion to employee

If no improvement:• 7 days notice - 3434• 24 hour notice if damage to property, loss of funds, or

injury to employee or coworkers is anticipated No grievance rights

Relocation Moving out of the area Moving to accompany spouse (including PCS)

Career Opportunities Accepting a position with another agency (APF or

NAF) Accepting another position within Army (APF or

NAF) Accepting a position with the private sector Better career advancement opportunities

Personal Reasons (varies) Salaries and Benefits Other (?)

TOP REASONS FOR TOP REASONS FOR SEPARATIONSSEPARATIONS

TURNOVER DATATURNOVER DATA Occupations with the highest Turnover

• Child & Youth Program Assistants and administrative assistants• Recreation Aids and assistants• Food Service Workers

Employment Categories with the highest Turnover

• Flexible employees (65-75% of separations)• Regular Part Time employees• Regular Full Time employees

Top impacts of Turnover on a NAF Organization /Activity

The Vicious Cycle

Increased costs and workload Low morale/performance issues Program quality and service delivery Customer complaints and loss of revenue Significantly increased the NAF HR workload

TURNOVER DATA TURNOVER DATA contcont

TYPES OF TURNOVER AND TYPES OF TURNOVER AND RECOMMENDATIONSRECOMMENDATIONS

UNCONTROLLABLE:

PCS/Relocation of family member employees (to include when soldiers deploy)

Automated solution for tracking/planning PCS moves Management / HR Employee (Military Spouse)

How many will be PCSing (%)? Timeframe?

HR – Better documenting/coding in DCPDS

Special initiatives such as BRAC/JOINT BASING/PAL …etc. Planning – Losses, gains, impact…etc Preparation for increased workload

Other: Medical, Retirement, Death, Interagency transfers, ODM, Background checks with derogatory results…etc.

TYPES OF TURNOVERTYPES OF TURNOVERCONTROLLABLE:

Voluntary Resignations based on:

Compensation Lack of benefits Lack of professional development opportunities Work environment Dysfunctional: when high performers leave for various reasons (dissatisfaction with one or more issues other than above)

Involuntary Separations based on:

Discipline (related to performance) AWOL Disqualification Separation of FLEX, RLT and probationary employees

SUGGESTED IMPROVEMENTSSUGGESTED IMPROVEMENTS Cost Awareness associated with turnover

Establish benchmarks for controllable turnover

Document/Code Reasons for Separations Accurately (Mgr, Supv, NAF HR)

Ensure the widest possible use of Army Exit Survey (Mgr, Supv, NAF HR)

Ensure every separating employee out-processes at the NAF HRO (Mgr & Supv)

Possible uniform deposit to help enforce (FMWRC) CAC Card return upon separation agreement (Army Policy)

Keeping Informed and Identifying Trends

Become more proactive Develop a Strategic Recruitment Plan (Mgrs & NAF HR) Pre-recruitment discussions between NAF HRO and Managers/Supervisors Quality Referral Lists Place the right person in the right job at the right time Increased knowledge of serviced organizations and

their needs – alignment with the strategic goals of the

organization Communication throughout the recruitment process Notice and point out anomalies before taking action Job analysis Apply analytical skills and critical thinking

SUGGESTED IMPROVEMENTS SUGGESTED IMPROVEMENTS CONTCONT