November 19, 1980 MP-5, Part I

Chapter 275

CONTENTS

CHAPTER 275. PROGRAM EVALUATION

PARAGRAPH PAGE

1\. Purpose 1

2\. References 1

3\. Objectives and Policy 1

4\. Responsibility 1

5\. Evaluation Methods 2

6\. Evaluation Reports 2

APPENDIXES

A Personnel Management Evaluation Standards App. A-1

Part I

Program Management App. A-3

Part II

Classification and Job Grading Position Management and Pay
Administration App. -7

Recruitment and Placement App. A-11

Training and Development App. A-15

Employee Relations and Services App. A-19

B Guidelines for Station Level Self-Evaluation App. B-1

November 19, 1980 MP-5, Part I

Chapter 275

CHAPTER 275. PROGRAM EVALUATION

1\. PURPOSE

This Chapter sets out basic VA policies and the plan for personnel
management program evaluation, and outlines responsibilities for the
conduct and review of such evaluations.

2\. REFERENCES

a\. Executive Order 9830.

b\. President\'s memorandum of October 9, 1969, on personnel management
in Government.

c\. Chapter 250, Federal Personnel Manual.

d\. Chapter 250, MP-5, Part 1.

3\. OBJECTIVES AND POLICY

a\. The objectives of personnel management evaluation in VA are to
assure that (1) personnel management programs are responsive to
management needs in carrying out the agency\'s mission; (2) the spirit
and intent of Federal personnel programs including laws, Executive
orders, rules and regulations, are being adhered to; (3) major personnel
management objectives contained in FPM chapter 250 and MP-5, part 1,
chapter 250 are being achieved; (4) management\'s goals and objectives
that are established giving special emphasis to certain program
activities are given sufficient attention; and (5) action plans are
developed and implemented as necessary to improve programs.

b\. To meet these objectives:

\(1\) The effectiveness of the agency wide personnel management program
will be reviewed and evaluated on a continuing basis.

\(2\) Analysis and evaluation of personnel management will be
accomplished at each management level with personnel management
authority. Findings will be coordinated with appropriate line and staff
officials at field stations and in Central Office.

\(3\) Meaningful reports on the status of personnel management programs
will be provided to the Administrator and other top management officials
on a regular basis so that the impact of findings can be taken into
account in formulating management decisions.

\(4\) Personnel management self-evaluation will be conducted at each
field station as an integral part of local management\'s systematic
internal review system.

4\. RESPONSIBILITY

a\. The Assistant Administrator for Personnel is responsible for the
design and operation of the VA personnel management evaluation system,
and will:

\(1\) Identify basic personnel management objectives and develop a
system to measure how well these objectives are met. Objectives will be
reexamined periodically and revised as necessary to meet changing
conditions.

\(2\) Appraise agency personnel management activities through onsite
surveys, assistance visits, review of records, and analysis of
management information systems reports.

\(3\) Develop methods of utilizing evaluation information to improve and
strengthen agency personnel management. Identify program activities that
should be given additional attention agencywide, publicize these needs
to all field stations and establish goals and objectives where needed.

\(4\) Establish appropriate procedures and provide followup action to
overcome identified personnel management deficiencies and recommend
needed improvements.

\(5\) Coordinate evaluation findings with appropriate management levels
and provide necessary reports to top management officials.

\(6\) Coordinate personnel evaluation activities with departments and
staff office evaluating officials and with the Office of Personnel
Management to broaden total program coverage and strive toward
consistency in program assessment.

\(7\) Utilize, during onsite reviews, appropriate procedures to observe
the rights of labor organizations.

b\. Directors of field stations are responsible for establishing and
implementing a program for personnel management self-evaluation and
will; (1) assure that the objectives shown in paragraph 3a above are
met; (2) observe the rights of labor organizations and the impact of
negotiated agreements when taking action on personnel matters resulting
from local reviews, reviews by the Office of Personnel, other VA audits
and outside evaluating agencies.

November 19, 1980 MP-5, Part I

Chapter 275

5\. EVALUATION METHODS

a\. Reviews by Central Office Officials

\(1\) Analysis of Information and Data. The Office of the Assistant
Administrator for Personnel will conduct a continuing review of field
station\'s personnel management programs through analysis of:

\(a\) Office of Personnel Management evaluation reports.

\(b\) VA management reviews (Office of Audit reports, department/staff
office reviews, etc.).

\(c\) Statistical and narrative personnel management reports.

\(d\) Information resulting from ongoing communication with field
stations.

b\. Onsite Evaluations. Onsite evaluations will be scheduled on the
basis of such factors as lapsed time since last visit and stations\'
need for assistance. They may involve a full review of all personnel
management activities or a special review of programs of special
emphasis or significance (e.g., Equal Employment Opportunity,
Labor-Relations, Selective Placement of the Handicapped, Disabled
Veteran, etc.). These surveys may involve a review of personnel
management activities and service rendered to separate VA facilities for
which the personnel office provides support.

c\. Assistance Visits. Onsite assistance visits will be made for the
purpose of providing advice and help on personnel management programs.
These visits may be scheduled by the Office of Personnel, department or
staff office. Office of Personnel staff may be assigned to assist a team
from a department or staff office.

d\. Station Level Personnel Management Self-Evaluation

\(1\) Station Directors will establish a system to systematically
evaluate the effectiveness of personnel management at the station.
Directors should integrate this program with the facility overall review
system, rather than isolating it as a separate activity which is
independently administered by the Personnel Service/Division.

\(2\) Station level personnel management evaluation systems must meet
the requirements established by FPM chapter 250, subchapter 2. The
general guidelines set forth in appendix B to this chapter are provided
for consideration in developing local evaluation systems.

\(3\) Normally, personnel management self-evaluation reviews are
conducted annually. However, local management will determine the scope
and frequency of formal reviews. In any case, the scope should be based
on anticipated problems and indicated needs.

e\. Standards

\(1\) The evaluation criterion contained in appendix A to this chapter
provide broad performance standards and guidance in methodology for
assessing program effectiveness and progress in meeting the basic
objectives sought in personnel management.

\(2\) Such factors as the size of the station, primary mission,
dispersal of work force and geographic location must be considered in
applying the guidelines and development of more specific performance
standards. Evaluating officials will adapt criteria and procedures to
local conditions and circumstances. Station level evaluation systems
should include more specific performance standards as discussed in
appendix B of this chapter.

\(3\) Goals and objectives established to improve program effectiveness
or to implement new or revised programs must also be monitored by the
development and implementation of similar evaluation procedures.

6\. EVALUATION REPORTS

a\. Central Office evaluation reports (prepared by VA Central Office)
will show clearly those program strengths and weaknesses which form the
basis for an objective appraisal of the status of the personnel
management program. Such reports, will be brief and to the point,
highlighting how well program objectives are being met. Identification
of problem areas, or functions in need of improvement, will be
supplemented by suggestions, recommendations or other indications
concerning action to be taken to correct inadequacies and strengthen
programs. Action to implement needed corrective measures will be
monitored through the submission of reports or followup site visits to
the extent deemed necessary for completed action or to provide
additional assistance.

b\. Field stations. Stations will determine the contents of their
personnel management self-evaluation reports. However, documentation
should clearly indicate to local management and Central Officials the
status of personnel management stationwide and in each service or
division or separate organization for which personnel service support is
rendered.

November 19, 1980 MP-5, Part I

Chapter 275

Appendix A

APPENDIX A. PERSONNEL MANAGEMENT EVALUATION STANDARDS

1\. The standards in this appendix are organized to provide for an
evaluation of \"Program Management (pt. I) and separate evaluations of
the four substantive areas (pt. II). Programs such as Performance
Evaluation, Incentive Awards, and Program Evaluation, have been
integrated with the major evaluation areas in part I and II.

2\. Three separate aspects of the evaluation process are indicated: (a)
objectives; (b) standards; and (c) evaluation procedures. The objectives
consist of statements setting forth separate and distinct goals in each
program area. They define the end result or that which management is to
achieve. The objectives are not concerned with activities but rather the
product of the activity. The standards and evaluation procedures are
directly related to the objectives. They provide reasonable performance
criteria and methods to identify station needs and problem areas, and
results accomplished.

3\. In applying the standards, users should keep in mind that personnel
management in VA is not static. Changes in concepts and emphases are
constantly occurring to keep pace with the needs of our society, and
particularly, those of veterans we serve. To meet these changing needs,
special attention must be given to those programs of high national
interest, e.g., employment of Vietnam era veterans, disabled veterans
and other handicapped persons, upward mobility, training and employment
of economically or educationally disadvantaged persons, and the
recruitment and employment of minority groups, and women. No attempt has
been made to establish separate or specific standards in these or other
special program areas since the objectives and standards outlined in
this appendix are sufficiently broad to measure and evaluate progress
made toward their achievement.

4\. The evaluation of \"end results\" as opposed to the procedural,
administrative and technical aspects of program activities is not
intended to minimize the importance of such work process, but rather to
place them in proper perspective of evaluation purposes. Since personnel
programs are not ends in themselves but have meaning only in their
contributions to effective management, it follows that primary
evaluation efforts should be directed toward the appraisal of results
achieved, and contributions which are responsive to management
objectives. On the basis of this information the program activities can
be reviewed with appropriate consideration to purpose and need rather
than excessive reliance on the presence or absence of the usually
accepted elements which comprise the personnel program.

5\. The evaluation procedures and standards provide for employee and
supervisory interviews. No attempt has been made to establish norms or
performance standards to measure and evaluate employee or supervisory
responses. The evaluator should, in his/her best judgment, utilize this
information as an indicator of areas which may deserve further
attention. The evaluator should not be bound solely by such results but
is required to explain his/her judgment in the face of unfavorable or
unusual responses.

6\. The standards are designed solely to facilitate the evaluation of
personnel management effectiveness against known objectives and are not
intended to prescribe policy, organizational structure, or functional
distribution of program activities.

PART I-PROGRAM MANAGEMENT

OBJECTIVES

1\. To achieve maximum use of station human resources through a sound
organizational structure and appropriate delegations of authorities.

2\. To assure that effective personnel management practices are carried
out at all organizational levels.

3\. To assure that personnel management objectives are being met.

NOTE: The management of the personnel program in a VA medical facility
includes administration of a separate and distinct personnel system for
physicians, dentists, nurses, and other personnel employed in the
Department of Medicine and Surgery under 38 U.S.C. ch. 73. Although the
title 38 system is unique, many of the objectives, standards, and
procedures outlined in this guide apply equally to these employees. The
role of the Personnel Officer is to provide leadership, advice, and
assistance for the effective application of these standards as they
relate to title 38 employees.

1\. OBJECTIVE

To achieve maximum use of station human resources through a sound
organizational structure and appropriate delegations of authorities.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+
| a\. Personal management authority | a\. Review delegations of         |
| delegated and responsibility      | authorities, functional, and      |
| assigned are consistent with      | organization charts and position  |
| sound personnel management        | description (sampling) of line    |
| practices.                        | officials.                        |
|                                   |                                   |
|                                   | Analyze the findings in the four  |
|                                   | substantive program areas.        |
|                                   |                                   |
|                                   | Interview supervisors and         |
|                                   | employees.                        |
+-----------------------------------+-----------------------------------+
| b\. Within authorized employment, | b\. Review personnel office       |
| the personnel office is           | organization, and staffing        |
| organized, staffed, and trained   | assignments, training and         |
| to meet the personnel             | experience of staff.              |
| administration needs of the       |                                   |
| station efficiently and           | Interiview supervisors,           |
| economically.                     | employees, and top management     |
|                                   | staff.                            |
|                                   |                                   |
|                                   | Interview personnel staff.        |
+-----------------------------------+-----------------------------------+
| c\. Effective use is made of the  | c\. Review skills utilization of  |
| personnel office staff.           | personnel office staff and        |
|                                   | efficiency of administrative      |
|                                   | systems.                          |
+-----------------------------------+-----------------------------------+
|                                   |                                   |
+-----------------------------------+-----------------------------------+

2\. Objective

To assure that effective personnel management practices are carried out
at all organizational levels.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. (1) Top management provides   | a\. Interview management          |
| positive direction, planning, and | officials.                        |
| support.                          |                                   |
|                                   | Review station policy issuances.  |
|                                   |                                   |
|                                   | Review top management staff       |
|                                   | minutes.                          |
|                                   |                                   |
|                                   | Review management advisory        |
|                                   | committees minutes.               |
+-----------------------------------+-----------------------------------+
| \(2\) Division/service chiefs and | Interview supervisors and         |
| supervisors understand, accept,   | employees.                        |
| and effectively carry out their   |                                   |
| assigned personnel management     | Review findings in the four basic |
| responsibilities.                 | program areas.                    |
+-----------------------------------+-----------------------------------+
| b\. Plans have been developed to  | b\. Review action taken to        |
| meet staffing requirements and    | identify present and future       |
| all management officials          | staffing requirement and steps    |
| discharge their responsibilities  | being taken to make the most      |
| in planning for, and utilizing,   | effective use of employee skills. |
| human resources.                  |                                   |
+-----------------------------------+-----------------------------------+
| c\. (1) The Personnel Officer and | c\. Review relationships that     |
| staff provide effective guidance  | exist between the Personnel       |
| and assistance to management.     | Officer and management and        |
|                                   | supervisory officials.            |
+-----------------------------------+-----------------------------------+
| \(2\) Management recognizes,      | Review:                           |
| accepts, and supports the full    |                                   |
| utilization of the personnel      | Extent to which the Personnel     |
| office in providing staff         | Officer participates in planning  |
| guidance and assistance in all    | activities (organizational        |
| areas of personnel management.    | changes, planning for staffing    |
|                                   | needs, etc.).                     |
|                                   |                                   |
|                                   | Recommendations of Personnel      |
|                                   | Officer and management's action   |
|                                   | or response.                      |
|                                   |                                   |
|                                   | Mutual exchange and use of        |
|                                   | personnel management information  |
|                                   | by staff and line officials.      |
+-----------------------------------+-----------------------------------+
| d\. Communications generally lend | d\. Review all means of           |
| clear, consistent, and effective  | employee-management               |
| support to personnel management   | communication.                    |
| objectives.                       |                                   |
|                                   | Interview supervisors and         |
|                                   | employees.                        |
+-----------------------------------+-----------------------------------+
| e\. Personnel transactions and    | e\. Review sample of personnel    |
| records conform to statutory and  | reports, files, and related       |
| regulatory requirements and       | records.                          |
| provide basic information and     |                                   |
| control data to support Federal   | Review response to applicants for |
| personnel management requirements | employment.                       |
| and public policy.                |                                   |
|                                   | Review appeal files.              |
+-----------------------------------+-----------------------------------+
| f\. (1) A positive program exists | f\. Refer to VA OPM/EEOC          |
| to provide equal opportunity for  | guidelines for evaluating equal   |
| applicants and employees without  | employment opportunity for        |
| regard to race, religion, color,  | minority groups, women,           |
| national origin or sex, age, or   | handicapped persons, and disabled |
| nondisqualifying handicaps.       | veterans.                         |
+-----------------------------------+-----------------------------------+
| \(2\) Realistic affirmative       | Role of management (commitment,   |
| action plans have been            | policy, communications,           |
| established covering the          | supervisory and employee          |
| employment of minority group      | recognition for achievements,     |
| members and women, and disabled   | assignment of responsibility,     |
| veterans and other handicapped    | need for EEG Committee, community |
| persons.                          | contacts, etc.).                  |
+-----------------------------------+-----------------------------------+

+-----------------------------------+-----------------------------------+
| \(3\) A plan for assessing        | Program implementation            |
| progress in the programs has been | (development of recruitment       |
| established and is being          | sources, use of skills, job       |
| followed.                         | structuring, training and         |
|                                   | development, and performance      |
|                                   | evaluation of supervisors,        |
|                                   | employees, etc.).                 |
|                                   |                                   |
|                                   | Identification of problems and    |
|                                   | causes (grade distribution,       |
|                                   | assessment of attitudes, employee |
|                                   | complaints, surveys of skills not |
|                                   | being utilized, etc.).            |
|                                   |                                   |
|                                   | Appointment of Federal women's    |
|                                   | and Hispanic program managers.    |
|                                   |                                   |
|                                   | Affirmative action program for    |
|                                   | disabled veterans and other       |
|                                   | handicapped persons.              |
|                                   |                                   |
|                                   | Station evaluation findings       |
|                                   | (status of program, problem       |
|                                   | areas, corrective action needed,  |
|                                   | etc.)                             |
|                                   |                                   |
|                                   | Plans of action (short and long   |
|                                   | range goals, assignment of        |
|                                   | responsibility, timetable for     |
|                                   | accomplishment, etc.).            |
+-----------------------------------+-----------------------------------+
| g\. Equal Employment Opportunity  | g\. Interview employees,          |
| counselors designated are trained | supervisors and EEO counselors    |
| in their functions, are capable,  |                                   |
| are well publicized, have the     | Examine bulletin boards and       |
| confidence of employees, and have | stations publications.            |
| good rapport with supervisors.    |                                   |
+-----------------------------------+-----------------------------------+
| h\. Discrimination complaints are | h\. Review discrimination         |
| processed promptly, and           | complaint records.                |
| management officials show a       |                                   |
| sincere desire to provide maximum |                                   |
| opportunity to informally resolve |                                   |
| complaints before stages are      |                                   |
| reached.                          |                                   |
+-----------------------------------+-----------------------------------+

3\. OBJECTIVE

To assure that personnel management objectives are being met.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Management has taken          | a\. Review recommendations        |
| appropriate action to implement   | contained in reports and action   |
| recommendations contained in      | taken by management.              |
| surveys, audits, or inspections.  |                                   |
+-----------------------------------+-----------------------------------+
| b\. (1) Planning reflects         | b\. Review station plan and       |
| management direction, interest,   | procedures for, and results of,   |
| and participation.                | systematic self evaluation.       |
+-----------------------------------+-----------------------------------+
| \(2\) The local self-evaluation   | Interview service/division        |
| system meets VA-OPM requirements  | chiefs.                           |
| and identifies objectives for     |                                   |
| program improvement.              | Review self-evaluation reports.   |
+-----------------------------------+-----------------------------------+

PART II\--CLASSIFICATION AND JOB GRADING,

POSITION MANAGEMENT AND PAY ADMINISTRATION

OBJECTIVES

1\. To assure the effective administration of the classification and job
grading programs, and the Fair Labor Standards Act.

2\. To make optimum use of human resources through effective position
management.

3\. To conduct the pay administration and hours of duty programs in
compliance with appropriate laws, regulations and agency policy.

1\. OBJECTIVE

To assure effective administration of the classification and job grading
programs and the Fair Labor Standards Act.

+-----------------------------------+-----------------------------------+
| STANDARD                          |                                   |
+-----------------------------------+-----------------------------------+
| a\. (1) Positive management       | a\. Review local policy issuance, |
| direction is given the            | and local communication media for |
| classification and job programs.  | adequate and clear delegation of  |
|                                   | authority and assignment of       |
|                                   | responsibility for the            |
|                                   | classification, job grading, and  |
|                                   | FLSA activities.                  |
+-----------------------------------+-----------------------------------+
| \(2\) The FLSA provisions and     | Review personnel staff            |
| local assignments and             | assignments in comparison with    |
| responsibilities have been        | overall program timeliness and    |
| formally communicated to all      | quality                           |
| supervisors and employees.        |                                   |
+-----------------------------------+-----------------------------------+
| \(3\) Adequate Personnel          | Review merit pay position         |
| Service/Division staff is         | descriptions.                     |
| assigned to the different         |                                   |
| programs and possess sufficient   |                                   |
| program expertise.                |                                   |
+-----------------------------------+-----------------------------------+
| \(4\) Those positions subject to  | Review personnel staff background |
| the merit pay requirements have   | and training records.             |
| been identified and appropriate   |                                   |
| documentation has been made on    |                                   |
| position description.             |                                   |
+-----------------------------------+-----------------------------------+
| b\. (1) Personnel                 | b\. Review classification records |
| Service/Division is maintaining   | to determine:                     |
| appropriate supportive records in |                                   |
| the classification and job        | Correlation between organization  |
| grading program.                  | charts and position descriptions. |
+-----------------------------------+-----------------------------------+
| \(2\) The local classification    | Annual classification maintenance |
| plan includes a schedule for      | reviews are conducted.            |
| annual position description       |                                   |
| maintenance reviews and for       | At least 10 percent of base       |
| certifying classification         | positions are audited in each     |
| accuracy and addressing position  | organization.                     |
| management problems at least      |                                   |
| every 3 years.                    |                                   |
+-----------------------------------+-----------------------------------+
| \(3\) FLSA and merit pay          | FLSA and merit pay are documented |
| determinations are properly       | on position descriptions and the  |
| documented.                       | basis for the determination is    |
|                                   | recorded as an attachment to      |
|                                   | official position description.    |
+-----------------------------------+-----------------------------------+
| c\. (1) Supervisors are           | c\. Interview supervisors and     |
| adequately prepared and are       | employees and check records to    |
| assuming their classification,    | determine:                        |
| job grading program               |                                   |
| responsibilities.                 |                                   |
+-----------------------------------+-----------------------------------+
| \(2\) Supervisors understand and  | Supervisors receive assistance    |
| carry out their FLSA              | and training needed and           |
| responsibilities.                 | understand policy issuances.      |
+-----------------------------------+-----------------------------------+
|                                   | Standards are available.          |
+-----------------------------------+-----------------------------------+
|                                   | Supervisors understand their      |
|                                   | responsibility in certifying      |
|                                   | positions accuracy.               |
+-----------------------------------+-----------------------------------+
|                                   | Review overall findings against   |
|                                   | accuracy of positions             |
|                                   | descriptions prepared by          |
|                                   | supervisors.                      |
+-----------------------------------+-----------------------------------+
|                                   | Employees have been given copies  |
|                                   | of their position description and |
|                                   | their assigned duties and         |
|                                   | responsibilities have been        |
|                                   | explained.                        |
+-----------------------------------+-----------------------------------+
|                                   | Service/division records are      |
|                                   | current.                          |
+-----------------------------------+-----------------------------------+
|                                   | Check work areas to determine     |
|                                   | that employees are working within |
|                                   | authorized tours.                 |
+-----------------------------------+-----------------------------------+
| d\. (1) Employees understand and  | d\. Interview employees and       |
| generally accept the principles   | supervisor to determine:          |
| and purposes of position          |                                   |
| classification, job grading, and  | Employee awareness of appeal      |
| FLSA.                             | rights and classification and job |
|                                   | grading standards.                |
+-----------------------------------+-----------------------------------+
| \(2\) Employees are aware of      | Employee awareness that advice    |
| their appeal rights.              | and counseling is available from  |
|                                   | supervisor and the personnel      |
|                                   | office.                           |
|                                   |                                   |
|                                   | Supervisors and the personnel     |
|                                   | staff are making an effort to     |
|                                   | promote understanding and         |
|                                   | acceptance of the program.        |
|                                   |                                   |
|                                   | Review recent classification and  |
|                                   | job grading appeals.              |
+-----------------------------------+-----------------------------------+
| e\. (1) Position descriptions are | e\. Audit a representative sample |
| reasonably current and meet the   | of positions with employees and   |
| standard of adequacy for          | supervisors.                      |
| classification or grading action  |                                   |
| and for FLSA determinations.      |                                   |
+-----------------------------------+-----------------------------------+
| \(2\) Positions are properly      | Review position descriptions and  |
| classified or graded and proper   | position evaluation reports for   |
| FLSA determinations made.         | title, series and grade support   |
|                                   | and FLSA determinations.          |
+-----------------------------------+-----------------------------------+
| \(3\) Classification and grading  | Review position reports of mixed  |
| actions are supported by position | series jobs and positions which   |
| evaluation reports as             | are classified or graded at a     |
| appropriate.                      | level which exceeds the           |
|                                   | classification standards or       |
|                                   | guides.                           |
+-----------------------------------+-----------------------------------+
| f\. New standards are applied     | f\. Review actions against        |
| within 6 months and exceptions    | receipt date of standards.        |
| are justified.                    |                                   |
+-----------------------------------+-----------------------------------+
| g\. Classification and grading    | g\. Review sampling of            |
| decisions are implemented within  | classification decisions against  |
| four pay periods and exceptions   | personnel action effective dates. |
| are justified.                    |                                   |
+-----------------------------------+-----------------------------------+
| h\. Recommendations for changes   | h\. Review personnel action       |
| in classification or job grading  | requests and submission dates     |
| are acted upon by Personnel       | from services/divisions against   |
| Service within 30 to 60 calendar  | position descriptions.            |
| days or receipt. Action(s)        |                                   |
| exceeding to 30 to 60 days time   |                                   |
| will be justified and documented. |                                   |
+-----------------------------------+-----------------------------------+
| i\. Locally identified            | i\. Review records (evaluation    |
| classification or grading errors  | reports, maintenance reviews,     |
| are promptly brought to the       | position management, etc.).       |
| attention of line and top         |                                   |
| management; efforts are made to   | Review records of position audits |
| prevent adverse actions, and      | on those positions with           |
| appropriate corrective action     | questionable classification.      |
| dates are planned. Extensions are |                                   |
| justified.                        |                                   |
+-----------------------------------+-----------------------------------+

2\. OBJECTIVE

To make optimum use of human resources through effective position
management.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Management has published a    | a\. Review the local publications |
| local policy on the operation of  | for compliance.                   |
| the position management program   |                                   |
| in accordance with VA Central     |                                   |
| Office directives.                |                                   |
+-----------------------------------+-----------------------------------+
| b\. The local position management | b\. Review position management    |
| program is functioning as         | records.                          |
| prescribed.                       |                                   |
+-----------------------------------+-----------------------------------+
| c\. Service/division chiefs,      | c\. Conduct interviews.           |
| supervisors, and Position         |                                   |
| Management Committee              |                                   |
| Members/Coordinator are prepare   |                                   |
| to assume responsibilities.       |                                   |
+-----------------------------------+-----------------------------------+
| d\. Top management, Position      | d\. Review and compare with       |
| Management Committee/Coordinator, | overall program review findings:  |
| Personnel Service/Division, and   |                                   |
| supervisors are assuming          | Reports of management analysis.   |
| responsibilities for identifying  |                                   |
| questionable areas in             | Systematic reviews of             |
| organization structure, employee  | service/division chiefs.          |
| utilization, job alignment,       |                                   |
| unwarranted grade escalation.     | Classification and position       |
|                                   | management reviews.               |
+-----------------------------------+-----------------------------------+
| e\. Management is kept advised    | e\. Review records, reports,      |
| and is making reasonable progress | organization charts, grade        |
| to correct instances of job       | trends, etc., as necessary,       |
| dilution, overlapping of duties   | including VA Central Office       |
| and responsibilities, supervisory | evaluation reports.               |
| layering, grade escalation        |                                   |
| trends, and unwarranted           |                                   |
| positions.                        |                                   |
+-----------------------------------+-----------------------------------+
| f\. Job structuring is            | f\. Review appropriate records to |
| appropriately used to facilitate  | determine job structuring         |
| optimum use of skills and         | associated with:                  |
| training of available human       |                                   |
| resources.                        | Hard to fill positions.           |
|                                   |                                   |
|                                   | Skill inventory of employees.     |
|                                   |                                   |
|                                   | FEORP, EEO and Upward Mobility    |
|                                   | Plans.                            |
|                                   |                                   |
|                                   | Corrective measures stemming from |
|                                   | classification and job grading    |
|                                   | actions or position management    |
|                                   | needs.                            |
+-----------------------------------+-----------------------------------+

3\. OBJECTIVE

To conduct the pay administration and hours of duty program in
compliance with applicable laws, regulations, and agency policy.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Basic pay and hours of duty   | a\. Review local policy           |
| have been communicated to         | issuances.                        |
| supervisors and employees.        |                                   |
+-----------------------------------+-----------------------------------+
| b\. Local policy and instructions | b\. Review local policy.          |
| concerning pay administration in  |                                   |
| determining rate of basic         | Review a sampling of appointment  |
| compensation.                     | actions and pay determinations.   |
|                                   |                                   |
|                                   | Interview supervisors and         |
|                                   | affected employees for            |
|                                   | understanding.                    |
+-----------------------------------+-----------------------------------+
| c\. (1) Sufficient resources are  | c\. Compare records against       |
| assigned to carry out Federal     | survey standards and request from |
| Wage System survey activities.    | survey leader.                    |
+-----------------------------------+-----------------------------------+
| \(2\) Representative assigned to  | Interview participants.           |
| survey activities are properly    |                                   |
| prepared.                         | Review timetable tables and       |
|                                   | results.                          |
+-----------------------------------+-----------------------------------+
| \(3\) Complete survey activities  | Review VA Central Office records. |
| on a timely basis.                |                                   |
+-----------------------------------+-----------------------------------+

PART II\--RECRUITMENT AND PLACEMENT

OBJECTIVES

1\. To provide and adequate supply of qualified persons to fill current
and anticipated vacancies.

2\. To assure selection from among the best qualified candidates for
each position vacancy.

3\. To maintain an appropriately stabilized work force and to achieve
maximum utilization of individual employee skills.

4\. To conduct the staffing program in accordance with the spirit and
letter of Federal Law and VA-OPM/EEOC regulations and policy.

*NOTE: The VA, because f the nature of its mission, has vital interest
in the employment of returning ex-servicemen and ex-servicewomen who can
effectively relate to patients, and to beneficiaries and their
dependents. In assessing recruitment and placement programs, therefore,
consideration will be given to the positive efforts made by station
officials to recruit Vietnam era veterans and make best use of the
skills and abilities they can offer to veterans served by the VA.*

1\. OBJECTIVE

To provide an adequate supply of qualified persons to fill current and
anticipated vacancies.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Applicants recruited are      | a\. Interview supervisors-review  |
| among the best qualified          | placement followup records and    |
| available in the recruitment      | general turnover data.            |
| area.                             |                                   |
+-----------------------------------+-----------------------------------+
| b\. Vacancies are committed on a  | b\. Review current and past       |
| timely basis (usually within 2    | vacancies and recruitment efforts |
| weeks after qualified candidates  | being made.                       |
| are available) except in some     |                                   |
| instances for shortage category   |                                   |
| jobs and otherwise when vacancy   |                                   |
| could not be anticipated or other |                                   |
| unusual circumstances exist.      |                                   |
+-----------------------------------+-----------------------------------+
| c\. Staffing has been reasonably  | c\. Review staffing records for   |
| close to the authorized strength. | past year.                        |
+-----------------------------------+-----------------------------------+
| d\. In addition to normal         | d\. Review placement actions; use |
| recruitment sources, positive     | of special appointment            |
| steps have been taken to solicit  | authorities; extent of            |
| and consider prospective          | advertisement in, or press        |
| employees from such population    | release to Black, Hispanic, or    |
| segments as: discharged veterans; | other minority news media;        |
| minority racial and ethnic        | portrayal of minorities, women    |
| groups; women; physically and     | and handicapped in locally        |
| mentally handicapped, and         | developed pamphlets; contacts     |
| educationally or economically     | with organizations representing   |
| disadvantaged persons.            | minorities, women, disabled       |
|                                   | veterans or other handicapped     |
|                                   | persons; and contacts or results  |
|                                   | of visits to schools with         |
|                                   | sizeable populations of these     |
|                                   | groups.                           |
|                                   |                                   |
|                                   | Review recruitment program for    |
|                                   | underrepresented positions        |
|                                   | (FEORP).                          |
+-----------------------------------+-----------------------------------+
| e\. Positive steps have been      | e\. Review the adequacy,          |
| taken to publicize staffing       | frequency and effectiveness of    |
| needs, and to recruit for the VA  | total recruitment activities:     |
| as a whole as well as the         |                                   |
| station.                          | Advertisements and press releases |
|                                   | (free and paid).                  |
|                                   |                                   |
|                                   | School visits (high schools,      |
|                                   | vocational schools, and           |
|                                   | colleges).                        |
|                                   |                                   |
|                                   | Recruitment literature and other  |
|                                   | material.                         |
|                                   |                                   |
|                                   | Extent of participation of        |
|                                   | program offiicals in planning for |
|                                   | future needs.                     |
|                                   |                                   |
|                                   | Coordinated efforts of program    |
|                                   | and personnel officials in        |
|                                   | recruitment of professional       |
|                                   | staff.                            |
|                                   |                                   |
|                                   | Use of nonprofit placement        |
|                                   | services, USES, etc.              |
|                                   |                                   |
|                                   | Career days, job fairs, etc.      |
+-----------------------------------+-----------------------------------+

2\. OBJECTIVE

To assure selection from among the best qualified candidates for each
position vacancy.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Management makes effective    | a\. Review a sampling of          |
| use of flexibilities permitted in | placement actions, including      |
| selecting methods of filling      | placement followups and           |
| vacancies, i.e., outside          | probationary period review        |
| recruitment, internal placement,  | actions.                          |
| reinstatement, transfer, etc.     |                                   |
|                                   | Review actions involving          |
|                                   | placements in positions           |
|                                   | indentified as upward mobility    |
|                                   | positions.                        |
+-----------------------------------+-----------------------------------+
| \(1\) Areas of consideration are  | Review sampling of job            |
| broad enough to provide a supply  | analysis/rating guide development |
| of the best qualified candidates  | documentation files.              |
| available and afford fair         |                                   |
| consideration.                    |                                   |
+-----------------------------------+-----------------------------------+
| \(2\) Selection criteria and      | Review records of placement       |
| evaluation and ranking techniques | action(s) which involves          |
| are appropriate to assure         | probationary new managers and     |
| selection procedures are          | supervisors.                      |
| consistent with the requirements  |                                   |
| of Federal Policy (law, Federal   |                                   |
| Equal Opportunity Recruitment     |                                   |
| Program and the Uniform           |                                   |
| Guidelines).                      |                                   |
+-----------------------------------+-----------------------------------+
| \(3\) Selections are made from    |                                   |
| among the best qualified          |                                   |
| candidates available.             |                                   |
+-----------------------------------+-----------------------------------+
| b\. Supervisors assume a major    | b\. Review records and interview  |
| role in the selection process and | supervisors.                      |
| are generally satisfied with the  |                                   |
| caliber of candidates referred.   |                                   |
+-----------------------------------+-----------------------------------+
| c\. Positive efforts have been    | c\. Interview supervisors and     |
| made by management officials to   | employees, and review promotion   |
| gain employees\' acceptance and   | grievances.                       |
| understanding of station merit    |                                   |
| promotion plans and procedures.   |                                   |
+-----------------------------------+-----------------------------------+
| d\. Management has fully          | d\. Review records and steps      |
| implemented equal employment      | taken by management.              |
| opportunity politics.             |                                   |
|                                   | Refer to VA-OPM/EEOC guidelines   |
|                                   | for evaluating equal employment   |
|                                   | opportunity for minority groups,  |
|                                   | women, and disabled veterans and  |
|                                   | handicapped persons.              |
+-----------------------------------+-----------------------------------+

3\. OBJECTIVE

To maintain an appropriately stabilized work force and to achieve
maximum utilization of individual employee skills.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Action is taken to make       | a\. Review actions taken to       |
| maximum use of employee skills to | improve utilization of employee   |
| the extent-feasible.              | skills (including effective use   |
|                                   | of details).                      |
+-----------------------------------+-----------------------------------+
| b\. Supervisors participate in    | b\. Review records and interview  |
| the identification of employee    | supervisors.                      |
| skills and, within the framework  |                                   |
| of their responsibilities,        |                                   |
| provide opportunities for career  |                                   |
| growth and development.           |                                   |
+-----------------------------------+-----------------------------------+
| c\. A reasonable effort is made   | c\. Review records to identify    |
| to retain qualified and capable   | numbers and types of voluntary    |
| employees; losses because of      | separations.                      |
| ineffective or improper           |                                   |
| utilization seldom occur.         | Review records of station's       |
|                                   | efforts to attract part-time      |
|                                   | candidates.                       |
+-----------------------------------+-----------------------------------+
| d\. (1) Reasonable effort is made | d\. Review sampling of actions    |
| to assist employees in overcoming | taken by management to separate   |
| weak performance.                 | employees for inefficiency or     |
|                                   | disqualification.                 |
+-----------------------------------+-----------------------------------+
| \(2\) Timely administrative       |                                   |
| action is taken to reassign or    |                                   |
| separate after failure of         |                                   |
| reasonable efforts.               |                                   |
+-----------------------------------+-----------------------------------+
| e\. Maximum effort is made to     | e\. Review station policy         |
| avoid RIF. When necessary,        | issuance. Review appropriate RIF  |
| positive action is taken to       | records (past 2 years).           |
| minimize adverse effects upon     |                                   |
| employees and to assist them in   |                                   |
| locating other employment.        |                                   |
+-----------------------------------+-----------------------------------+

4\. OBJECTIVE

To conduct the staffing program in accordance with the spirit and letter
of Federal personnel law and VA-OPM/EEOC regulations.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Top management provides       | a\. Review local policy issuance  |
| positive direction and support.   | concerning recruitment and        |
|                                   | placement activities. Determine   |
|                                   | adequacy of staff resources       |
|                                   | assigned.                         |
+-----------------------------------+-----------------------------------+
| b\. Supervisors are sufficiently  | b\. Interview supervisors and     |
| informed to carry out their       | employees. Analyze program        |
| responsibilities.                 | findings.                         |
+-----------------------------------+-----------------------------------+
| c\. The Personnel Officer and     | c\. Interview supervisors and     |
| staff are providing guidance and  | employees.                        |
| orientation to promote            |                                   |
| understanding and acceptance.     | Review training records and       |
|                                   | communication media.              |
+-----------------------------------+-----------------------------------+
| d\. Staffing actions are          | d\. Review a sample of all        |
| consistent with legal and         | various placement actions taken   |
| regulatory requirements.          | during the past year.             |
+-----------------------------------+-----------------------------------+
| PROCEDURE                         |                                   |
+-----------------------------------+-----------------------------------+
| e\. A system for the collection   | e\. Review the system for the     |
| and reporting of Racial and       | collection and reporting of       |
| Ethnic Identification on          | Racial and Ethnic Identification  |
| applicants are consistent with    | on applicants.                    |
| OPM/VA regulations.               |                                   |
+-----------------------------------+-----------------------------------+

PART II\--TRAINING AND DEVELOPMENT

OBJECTIVES

1\. To provide employees with the training needed for efficient
performance of assigned duties and for facilitating adjustment to
change.

2\. To assure the continuous replacement of essential skills through the
development of personnel for assumption of greater responsibilities.

1\. OBJECTIVE

To provide employees with the training needed for efficient performance
of assigned duties and for facilitating adjustment to change.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Supervisors participate in    | a\. Interview supervisors.        |
| the station training program by   |                                   |
| providing necessary on the job    | Discuss training interests and    |
| training for employees,           | needs with employees.             |
| appraising the need for further   |                                   |
| training and arranging for such   |                                   |
| additional training as is         |                                   |
| required.                         |                                   |
+-----------------------------------+-----------------------------------+
| b\. Supervisors and employees     | b\. Interview supervisors and     |
| have a good understanding of the  | employees.                        |
| organization and its mission and  |                                   |
| policies. They are aware of       |                                   |
| training opportunities and        |                                   |
| participate in identifying        |                                   |
| training needs and appraising     |                                   |
| training received.                |                                   |
+-----------------------------------+-----------------------------------+
| c\. Methods used to determine     | c\. In addition to supervisory    |
| training needs:                   | and employee interviews,          |
|                                   | interview members of Training and |
|                                   | Development Committee and review  |
|                                   | committee records.                |
+-----------------------------------+-----------------------------------+
| \(1\) Provide for and             | Review station procedures,        |
| identification of needs at least  | reports of training surveys and   |
| annually be organizational levels | other appropriate records.        |
| and occupational groups.          |                                   |
+-----------------------------------+-----------------------------------+
| \(2\) Include an analysis of both |                                   |
| organizational and individual     |                                   |
| requirements.                     |                                   |
+-----------------------------------+-----------------------------------+
| \(3\) Include supervisory and     |                                   |
| employee contact.                 |                                   |
+-----------------------------------+-----------------------------------+
| \(4\) Utilize significant         |                                   |
| information contained in annual   |                                   |
| surveys, VA Central Office        |                                   |
| surveys, internal audits, OPM     |                                   |
| reports, etc.                     |                                   |
+-----------------------------------+-----------------------------------+
| d\. Training plans are based on   | d\. Review training plans.        |
| budget capability, with           | Determine if priorities have been |
| identifiable needs, priorities,   | established, and reflect          |
| and proper attention to special   | attention to activities with      |
| emphasis activities.              | special emphasis.                 |
+-----------------------------------+-----------------------------------+
| e\. (1) Training was given        | e\. Review records of training    |
| according to plan; exceptions to  | and inquire into effectiveness of |
| and changes in plans were         | training through end results      |
| warranted.                        | achieved.                         |
+-----------------------------------+-----------------------------------+
| \(2\) Training was evaluated to   |                                   |
| determine if specific needs were  |                                   |
| met, and results were used to     |                                   |
| effect improvements where         |                                   |
| necessary.                        |                                   |
+-----------------------------------+-----------------------------------+
| f\. Minority group employees,     | f\. See a through e above. Refer  |
| women, and those in other special | to VA-OPM/EEOC guidelines for     |
| emphasis categories are given     | evaluating equal employment       |
| equal opportunity for training    | opportunity for minority groups   |
| and self development.             | and other special categories.     |
+-----------------------------------+-----------------------------------+
| g\. Required training of          | g\. Review sampling of placement  |
| employees selected for            | actions and related training      |
| first-level supervisory positions | records of employees appointed as |
| in the competitive service is     | first-level supervisors.          |
| being accomplished in accordance  |                                   |
| with VA and/or OPM requirements   |                                   |
| and documented. Reasons for any   |                                   |
| reduction in the required 80      |                                   |
| hours of training are documented. |                                   |
+-----------------------------------+-----------------------------------+
| h\. Supervisors in Excepted       | h\. Interview supervisors and     |
| Service positions (physicians,    | employees.                        |
| dentists, and registered nurses,  |                                   |
| etc.) are included in training    | Analyze other program findings.   |
| plans and are provided            | Review training records.          |
| appropriate training.             |                                   |
+-----------------------------------+-----------------------------------+
| Analyze other program findings.   |                                   |
| Review training records.          |                                   |
+-----------------------------------+-----------------------------------+

2\. OBJECTIVE

To assure the continuous replacement of essential skills through the
development personnel for assumption of greater responsibilities.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Supervisors are aware of, and | a\. Interview supervisors and     |
| accept their responsibility for   | employees, and employees, and     |
| the need to develop employees     | review supervisory practices,     |
| under their supervision and to    | including planning, directing and |
| provide them with maximum         | controlling job training.         |
| opportunities for upward mobility |                                   |
| and/or lateral movement out of    | Review local affirmative action   |
| \"dead end\" positions.           | program plans and reports.        |
|                                   |                                   |
|                                   | Review career counseling          |
|                                   | activities.                       |
+-----------------------------------+-----------------------------------+
| b\. Employees are aware of, and   | b\. Interview employees.          |
| generally understand, the         |                                   |
| development opportunities that    |                                   |
| exist for growth. There is        |                                   |
| general satisfaction with these   |                                   |
| opportunities.                    |                                   |
+-----------------------------------+-----------------------------------+
| c\. (1) Development needs are     | c\. Review development            |
| identified and periodically       | activities.                       |
| appraised.                        |                                   |
+-----------------------------------+-----------------------------------+
| \(2\) Realistic development       |                                   |
| activities are established.       |                                   |
+-----------------------------------+-----------------------------------+
| \(3\) Reasonable progress is      |                                   |
| being made to carry out planned   |                                   |
| activities.                       |                                   |
+-----------------------------------+-----------------------------------+
| d\. Management encourages and     | d\. Review such management        |
| facilitates executive and         | practices as:                     |
| employee development programs     |                                   |
| using such local, or centrally    | Rotational assignments.           |
| funded resources as are available |                                   |
| for this purpose.                 | Information and assistance to     |
|                                   | employees on development          |
|                                   | opportunities, both within and    |
|                                   | outside the VA.                   |
|                                   |                                   |
|                                   | Use of assistance offered or      |
|                                   | received from VA Central Office.  |
|                                   |                                   |
|                                   | Reasonable use of leave or        |
|                                   | authorized absence for            |
|                                   | development purposes.             |
|                                   |                                   |
|                                   | Use of station facilities for     |
|                                   | after-hours development of        |
|                                   | employees, including those in the |
|                                   | lower grades.                     |
+-----------------------------------+-----------------------------------+
| e\. Eligible employees are fully  | e\. Review filled and vacant      |
| informed of their right to        | position report or other records  |
| participate in the Management     | maintained locally.               |
| Personnel Inventory.              |                                   |
|                                   | Interview employees and           |
|                                   | supervisors.                      |
+-----------------------------------+-----------------------------------+
| f\. Training and development      | f\. Review records to determine:  |
| assignments are consistent with   |                                   |
| legal and regulatory requirements | Competitive procedures are        |
| and authorities.                  | applied when appropriate.         |
|                                   |                                   |
|                                   | Continued service agreements are  |
|                                   | consummated when required.        |
|                                   |                                   |
|                                   | Payment of funds is proper.       |
+-----------------------------------+-----------------------------------+

PART II\--EMPLOYEE RELATIONS AND SERVICES

OBJECTIVES:

1\. To develop and maintain an efficient and cooperative work force
through effective personnel management practices at all levels of
supervision.

2\. To demonstrate and affirmative willingness of recognize bona fide
labor organizations and deal fairly with them on matters of concern to
employees they represent.

3\. To provide suitable working conditions, services which meet
management and employee needs, and benefits to which employees are
entitled.

1\. OBJECTIVE

To develop and maintain an efficient and cooperative work force through
effective personnel management practices at all levels of supervision.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Facility has a generally      | a\. Interview employees.          |
| informed work force who           |                                   |
| understand, accept and are        | Work rules and obligations.       |
| satisfied with management         |                                   |
| principles and practices in areas | System and effectiveness of       |
| of personal interest to           | communications.                   |
| employees.                        |                                   |
|                                   | Recognition of ideas and          |
|                                   | achievements.                     |
|                                   |                                   |
|                                   | Conduct and discipline.           |
|                                   |                                   |
|                                   | Right of grievance and appeal.    |
|                                   |                                   |
|                                   | Tours of duty and leave           |
|                                   | administration.                   |
|                                   |                                   |
|                                   | Equal opportunity in employment   |
|                                   |                                   |
|                                   | General supervisor-employee       |
|                                   | relationships.                    |
+-----------------------------------+-----------------------------------+
| b\. Good management practices are | b\. Review sampling of grievance, |
| being used in the impartial and   | disciplinary and inefficiency     |
| uniform treatment of employee     | actions.                          |
| problems\--appropriate action is  |                                   |
| taken to resolve those that do    |                                   |
| exist.                            |                                   |
+-----------------------------------+-----------------------------------+
| c\. Reasonable steps have been    | c\. Review reasons for            |
| taken by management to keep       | resignations and determine if     |
| turnover at a minimum.            | cases of questionable supervision |
|                                   | or other factors contributing to  |
|                                   | turnover have been checked and    |
|                                   | corrective action taken as        |
|                                   | necessary.                        |
+-----------------------------------+-----------------------------------+
| d\. There is a reasonable         | d\. Review numbers and types of   |
| distribution of recognition       | employee recognition and sampling |
| awards (organizationally and by   | of case documentations.           |
| types) and evidence that          |                                   |
| deserving employees are being     |                                   |
| recognized. Awards are properly   |                                   |
| documented and justified.         |                                   |
+-----------------------------------+-----------------------------------+
| e\. Employee performance          | e\. Interview supervisors and     |
| evaluations are being used for    | employees\--review records:       |
| correct deficiencies and help     |                                   |
| improve performance.              | Performance evaluations and       |
|                                   | counseling sessions.              |
|                                   |                                   |
|                                   | Within-grade advancements         |
|                                   |                                   |
|                                   | Within-grade denials.             |
+-----------------------------------+-----------------------------------+

2\. OBJECTIVE

To recognize and deal with lawful labor organizations on matters of
concern to the employees they represent and to strive toward informal
resolution of any difference or disputes at earliest stage possible.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Employees are aware of their  | a\. Interview employees.          |
| rights in joining a labor         |                                   |
| organization.                     |                                   |
+-----------------------------------+-----------------------------------+
| b\. Line management officials are | b\. Interview supervisors and     |
| trained and are effective in      | records of training accomplished  |
| labor-management relations.       | and planned.                      |
+-----------------------------------+-----------------------------------+
| \(1\) Top management              | Review records of meetings with   |
| appropriately meets and confers   | union offiicials.                 |
| with the labor organization(s) on |                                   |
| basic issues to prevent problems. | Review labor relation program     |
|                                   | plans.                            |
+-----------------------------------+-----------------------------------+
| \(2\) Efforts are made to resolve | Interview union officials.        |
| disputes informally at the        |                                   |
| earliest stage possible.          |                                   |
+-----------------------------------+-----------------------------------+
| c\. Adequate personnel staff is   | c\. Interview management          |
| assigned for effective support to | officials and various level of    |
| management officials at all       | supervisors.                      |
| levels.                           |                                   |
+-----------------------------------+-----------------------------------+
| d\. Adequate preparation has been | d\. Review appropriate training   |
| made for negotiation of           | and labor-management records.     |
| agreements.                       |                                   |
+-----------------------------------+-----------------------------------+
| \(1\) The negotiating team(s) are | Interview management officials at |
| well prepared.                    | all levels.                       |
+-----------------------------------+-----------------------------------+
| \(2\) Supervisory input is        |                                   |
| solicited.                        |                                   |
+-----------------------------------+-----------------------------------+
| \(3\) Negotiating objectives and  |                                   |
| proposals are formulated.         |                                   |
+-----------------------------------+-----------------------------------+
| e\. Terms of the negotiated       | e\. Review records of grievances  |
| agreement(s) are observed.        | and unfair labor practice         |
|                                   | charges.                          |
+-----------------------------------+-----------------------------------+

3\. OBJECTIVE

To provide suitable working conditions, services which meet management
and employee needs, and benefits to which employees are entitled.

+-----------------------------------+-----------------------------------+
| STANDARD                          | PROCEDURE                         |
+-----------------------------------+-----------------------------------+
| a\. Work environment (space       | a\. Interview employees.          |
| facilities, climate control,      |                                   |
| light, furnishing, etc.), within  | Review local policy statements.   |
| the resources of management, is   |                                   |
| conducive to the health and well  |                                   |
| being of employees.               |                                   |
+-----------------------------------+-----------------------------------+
| b\. Management has a good         | b\. Interview supervisors. Review |
| understanding of employee         | records to determine scope of     |
| benefits and services and gives   | health services program and range |
| active support to their           | of other services provided.       |
| application within reasonable     |                                   |
| resources and employee needs.     |                                   |
+-----------------------------------+-----------------------------------+
| c\. Employees are provided        | c\. Interview employees and       |
| counseling and assistance, as the | supervisors.                      |
| need arises, on matters of        |                                   |
| personal concern to them          |                                   |
| (preretirement counseling; job    |                                   |
| connected injuries; health        |                                   |
| benefits; reemployment rights,    |                                   |
| etc.).                            |                                   |
+-----------------------------------+-----------------------------------+
| d\. Management provides direction | d\. Review local policy,          |
| and support to activities for     | instructions, assignment of       |
| assisting employees having        | resources.                        |
| problems related to alcohol or    |                                   |
| drug usage.                       | Interview supervisors, employees, |
|                                   | and program officials.            |
+-----------------------------------+-----------------------------------+

APPENDIX B. GUIDELINES FOR STATION LEVEL SELF-EVALUATION

1\. GENERAL

The VA\'s basic goals and objectives in personnel management have been
established in FPM chapter 250, MP-5, Part I, chapter 250; and this
chapter. Appendix A to this chapter provides broad performance standards
for the basic program objectives and guidance in the methodology for
measuring the attainment of these objectives. Field stations, in
carrying out delegated authority and responsibility in personnel
management, must assure that human resources are effectively utilized.
They should also establish more specific and detailed performance
objectives where appropriate to ensure that local needs are met while
achieving the more basic goals and objectives of personnel management.

2\. ESTABLISHING A SYSTEM FOR PERSONNEL MANAGEMENT SELF-EVALUATION

a\. The actual conduct of systematic reviews may appropriately vary from
station to station, depending on the utilization and modification of the
basic performance standards provided in Appendix A. However, the
successful operation of the personnel management evaluation system
relies on its establishment as a management program, integrated with the
station\'s overall management review process, rather than being an
isolated activity operated solely as a Personnel Service/Division
program.

b\. The following guidelines are to assist stations to develop and
implement a personnel management self-evaluation system which meets
OPM-VA requirements.

\(1\) NEED. Establish the role of evaluation in the personnel management
process and assign responsibility for conduction personnel management
evaluations.

PROCEDURE FOR IMPLEMENTING

\(a\) Issue a local policy statement that reflects management direction,
assigns administrative and coordinative responsibility for evaluations
to the Personnel Officer, and provides for participation by
service/division chiefs and other appropriate management staff.

\(b\) Integrate this review system with existing review programs, such
as the annual classification review and the station\'s overall
systematic internal review program.

\(c\) Establish the scope of the review process to include:

1\. Appraisal in each service/division; and

2\. Stationwide assessment and overall administration of the personnel
program.

\(d\) Develop and include procedures in the local plan to describe:

1\. Kinds of information needed to determine the status of the personnel
management program;

2\. Methods for gathering, analyzing and acting on such information; and

3\. Appropriate reporting requirements and methods to bring about
corrective action, when needed.

\(2\) NEED. Define methods for determining personnel management program
objectives in each service/division, identifying accomplishments and
deficiencies, and taking appropriate action.

PROCEDURE FOR IMPLEMENTING

\(a\) Establish that each service/division, in conjunction with the
personnel staff, will identify areas of concern (objectives) that will
be concentrated on at the time of review. Identification could be based
on:

1\. Stationwide goals and objectives;

2\. Activities that have demanded more than normal attention,

3\. Complaints voiced by employees or results gleaned from
questionnaires;

4\. Data on personnel activities in the concerned service/division,
i.e., recruitment problems, employee turnover, disciplinary actions,
supervisory training deficiencies, incentive awards, classification
problems;

5\. Problems cited by VA Central Office or OPM evaluators;

6\. Long and short range goals and objectives established by the
service/division; and

7\. Problems identified in past service/division reviews.

\(b\) Clarify that responsibility will be assigned to specific
service/division staff and personnel staff to gather and analyze
information.

\(c\) Clarify that the product of information and data gathering will
not in itself represent conclusions. It will be used as a source for
Personnel, in conjunction with the service/division being reviewed, to
jointly conduct further reviews to determine if corrective action is
needed.

\(d\) Establish a method for documenting findings; for taking corrective
action when it is within the authority of those conducting reviews; and
for reporting actions and recommendations for additional actions to the
Director. It is also suggested that reports be the cosigned efforts of
both Personnel and the service/division, and that reports reflect agreed
upon corrective actions with assigned responsibility for completing
these corrective actions.

\(e\) Establish time frames for completing reviews and monitoring
corrective action.

\(3\) NEED. Establish that internal Personnel Service/Division
administration and program leadership will be evaluated both as an
integral part of individual service/division reviews and stationwide
assessment of personnel management.

PROCEDURE FOR IMPLEMENTING

\(a\) Identify the objectives that will be the focus of internal
Personnel Service/Division reviews. Identification could be based on an
adaptation of the criteria used in subparagraph (2)(a) above and in
addition should consider:

1\. The Director\'s local Systemic Review Program; and

2\. Analysis of local personnel management policies.

3\. The process of determining achievements and deficiencies and taking
corrective action could be based on criteria similar to that in
subparagraph (2) above and should be formally established.

\(4\) NEED. Establish the basis for assessing the status of stationwide
personnel management, identifying deficiencies and taking corrective
action.

PROCEDURE FOR IMPLEMENTING

\(a\) Determine station objectives to be pursued. Identification
procedure should include results from reviews of service/divisions and
internal review of Personnel Service/Division that have stationwide
implications. Objective identification should also consider:

1\. Operational goals and objectives established by the station\'s
Director or at the department or staff office level;

2\. Program deficiencies surfaced by VA Central Office or OPM
evaluators; and

3\. Program activities and special goals and objectives being emphasized
by VA Central Office or being pursued locally.

\(b\) Establish procedures for identifying achievements and deficiencies
and for taking corrective action which considers the following:

1\. The procedures utilized to determine objectives may be cycled to
serve as tools for measuring results. As such, the process of evaluating
personnel management in each service/division and evaluating the
administration and management of the program should identify
deficiencies that have stationwide implications;

2\. The process for bringing about corrective action in program
activities should be coordinated with management officials through
management direction; and

3\. Implementation of program corrections should also involve input to
appropriate staff committees and staff officials having assignments in
such areas as position management, EEO, planning for human resources,
management analysis, etc.

\(5\) NEED. Clarify that performance standards will be established as a
basis for evaluating the effectiveness of personnel management. It
should be noted that the performance standard is the basis for measuring
effectiveness or progress and should be established in conjunction with
identification of review objectives.

PROCEDURE FOR IMPLEMENTING

\(a\) Establish performance standards for the various personnel
activities reviewed in the individual service/division. Consideration
should include:

1\. The basic performance standards shown in MP-5, part I, chapter 275,
appendix A;

2\. Performance standards established by local management in any
specific activities; and

3\. Performance standards that reflect on the individual
service/division and in coordination with past review findings.

\(b\) Establish performance standards for personnel activities reviewed
during the stationwide assessment and the internal review of the
Personnel Service/Division. Consideration should include:

1\. The items shown in subparagraph (a) above; and

2\. Items included in subparagraph (4)(a) above.