# Presentation: 910811

##  Position Management:  Alive and Well in the 21st Century

- August 2001

- Workforce Compensation
- And Performance Service

- Theodore Roosevelt Building    1900 E Street, NW    Washington, DC 20415-8330

- Classification Programs Division

## Overview

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Background -- The Turbulent ‘70’s and ‘80’s
- What’s Happening Today?
- Position Management -- What is It?
- “Who’s _**REALLY**_ on First?”
- Some “Do’s” and “Don’ts”
- Questions? & Answers!

## Background: The Turbulent ‘70’s and ‘80’s

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- “Grade Creep”
- Grade Controls (GS-13-15)
- Ceiling Controls
- CSC/OPM, OMB, and GAO Involvement

## What’s Happening Today?

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- OMB Bulletin 01-07 of May 8, 2001
- Directed that plans include budgetary and performance considerations
- Intent:
- Flatten the Federal hierarchy
- Reduce layers
- Redistribute higher-level positions to front-line service-delivery positions
- Deadline:  June 29, 2001

## Position Management:  What is it?

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Common Sense, Systematic Approach
- Interrelated Management Actions in Organizing Work
- Convert an Organization’s Mission(s) into the Following Elements:

## Position Management:  What is it? (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Major Tasks
- Organizational Elements
- Subtasks and Sub-elements
- Duties of Individual Positions

## Position Management:  What Is It? (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Components of Position Management
- Organization design
- Position design
- Position classification
- System constraints (e.g., $$’s + or -)

## Position Management:  What is it? (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- The Goal:  **OPTIMAL BALANCE** Among:
- Mission needs
- Economy and efficiency
- Employee motivation and incentives

## “Who’s REALLY on First?”

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- HRO’s Consultant Role
- Advice on position design
- Advice on organization design
- Advice on HR issues
- Management’s Role
- Decision-making
- Ownership

## Some “Do’s” and “Don’ts”

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Do:
- Consider the organization’s mission
- Assign responsibility to line managers at appropriate levels
- Determine the “right” span of control
- Use team leaders when/if  practical

## Some “Do’s” and “Don’ts” (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Do (cont’d):
- Establish temporary special project offices, if new work is short-term
- Disestablish such offices when mission is accomplished
- Group like functions together (avoid redundancy)
- Design structures at lowest practical grade levels to meet missions needs

## Some “Do’s” and “Don’ts” (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Do (cont’d):
- Balance skill and knowledge levels needed accordingly
- Use temporary, part-time, details, and/or contractors when practical
- Use the most effective work processes, equipment, procedures, methods, and techniques
- Review vacancies to ensure need prior to filling

## Some “Do’s” and “Don’ts” (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Do (cont’d):
- Periodically review all organizational structures and positions to ensure optimal balance
- Group and concentrate higher level duties in as few positions as practical
- Establish and use career ladders

## Some “Do’s” and “Don’ts” (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Don’t:
- Establish highest POSSIBLE grade structure
- “Spread higher level duties too thin”
- Create excessive layers of management (including deputies, assistants to, special assistants)

## Some “Do’s” and “Don’ts” (cont’d.)

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Don’t: (cont’d):
- Use outdated technology, work methods, policies, and procedures
- Fragment the organization

## Questions? & Answers

- Workforce Compensation
- And Performance Service

- Classification Programs Division

- August 2001

- Winford Hooker
-     wghooker@opm.gov
-     202-606-2950