Senior-Level and Scientific 

and Professional Desk Guide

This Desk Guide provides guidance on the statutory and regulatory provisions 

pertaining to senior-level (SL) and scientific and professional (ST) positions 

allocated by the Office of Personnel Management (OPM) under 5 U.S.C. 5108(a) 

and 5 U.S.C. 3104(a), respectively. It serves as a reference tool for SL/ST 

employees, their supervisors, and agency human resources managers and staff 

who have the responsibility to develop and manage SL/ST positions.

June 2023
ii 

This Desk Guide provides guidance on statutory and regulatory provisions pertaining to seniorlevel (SL) and scientific and professional (ST) employees, also referred to as senior 

professionals. It is a reference tool for senior professionals, their supervisors, and agency human 

resources managers and staff who have the responsibility to develop and manage SL and ST 

(SL/ST) positions. While this is not a policy-making guide, it is intended to accommodate 

regulatory updates and policy changes affecting SL/ST positions and employees. 

The guidance is intended to serve as explanatory material and is not a substitute for applicable 

statutes and regulations. References and links to relevant statutory and regulatory citations have 

been included in the text. The SL/ST Desk Guide also provides instructions and procedures that 

agencies must follow to comply with reporting and other informational requirements 

promulgated by the Office of Personnel Management (OPM). Where the terms “must,” 

“shall/will,” or “should/would” are used, these terms reflect statutory or regulatory requirements 

or interpretations, or they are processing instructions. 

In the event you have any questions about the material in the SL/ST Desk Guide or any SL/ST 

policy-related questions, correspondence, or requests, please send them to the Executive 

Resources and Performance Management (ERPM) Group at the following address, unless 

otherwise indicated in the SL/ST Desk Guide: 

U.S. Office of Personnel Management 

Employee Services 

Senior Executive Service and Performance Manage

Executive Resources and Performance Management 

1900 E Street NW, Room 7412 

Washington, DC 20415 

(202) 606-8046; (

ment 

Email: sespolicy@opm.gov)
iii 

Table of Contents 

Table of Statutes, Regulations, and Desk Guide Citations.................................................v 

CHAPTER 1 : CLASSIFICATION AND ALLOCATIONS................................................. 1-1 

Senior-Level (SL) Positions ........................................................................................... 1-1 

Scientific and Professional (ST) Positions ..................................................................... 1-1 

Biennial Allocation......................................................................................................... 1-2 

Out-Of-Cycle Allocations .............................................................................................. 1-3 

SL/ST Position Classification & Establishment............................................................. 1-3 

SL Positions Excepted from the Competitive Service ................................................... 1-7 

Reporting SL/ST Positions in ESCS .............................................................................. 1-7 

CHAPTER 2 : STAFFING ....................................................................................................... 2-1 

Recruitment and Examination........................................................................................ 2-1 

Qualifications Standards................................................................................................. 2-3 

Appointment Types ........................................................................................................ 2-4 

Probationary Periods ...................................................................................................... 2-6 

Positions with Administratively Determined (AD) Pay................................................. 2-6 

CHAPTER 3 : PERFORMANCE MANAGEMENT............................................................. 3-1 

Performance Appraisal ................................................................................................... 3-1 

Requesting System Approval From OPM...................................................................... 3-3 

Establishing a Separate SL/ST Appraisal System for an OIG ....................................... 3-4 

Basic SL/ST Performance Appraisal System/Program .................................................. 3-4 

Planning Performance .................................................................................................... 3-7 

Monitoring Performance .............................................................................................. 3-11 

Developing Performance.............................................................................................. 3-12 

Rating Performance...................................................................................................... 3-13 

Summary Level Patterns .............................................................................................. 3-14 

Appraisal of SL/ST Employees When Reassigned, Transferred, or Detailed.............. 3-15 

Mandatory Higher-Level Review of Level 1 Ratings .................................................. 3-17 

Centralized Review Panel ............................................................................................ 3-17 

Disabled Veteran .......................................................................................................... 3-17 

Reporting Data ............................................................................................................. 3-17 

CHAPTER 4 : PERFORMANCE APPRAISAL SYSTEM CERTIFICATION ................. 4-1 

Pay Limitations............................................................................................................... 4-1 

Length of Certification ................................................................................................... 4-1
iv 

The Performance Appraisal System Certification Process (Certification 2.0)............... 4-2 

Certification 2.0 Tools and Templates ........................................................................... 4-4 

SL/ST Performance Appraisal Assessment Tool (PAAT) ............................................. 4-5 

Certification Criteria....................................................................................................... 4-5 

Expiration of Certification............................................................................................ 4-10 

Suspension of Certification .......................................................................................... 4-11 

CHAPTER 5 : PAY ................................................................................................................... 5-1 

SL/ST Pay Provisions..................................................................................................... 5-1 

Setting Pay...................................................................................................................... 5-1 

Annual Increases in Basic Pay ....................................................................................... 5-2 

Controls and Conditions for Setting and Adjusting Pay ................................................ 5-2 

Centralized Review of Proposed Pay Increases ............................................................. 5-2 

Restrictions on Delegation of Authority for Certain Pay Actions.................................. 5-3 

Office of Inspector General (OIG) ................................................................................. 5-3 

Off-Cycle Pay Increases................................................................................................. 5-3 

Pay Increases Under a Certified Performance Appraisal System .................................. 5-4 

Pay Upon Transfer to Another Agency or Upon Suspension of Certification............... 5-4 

Reductions in Pay........................................................................................................... 5-5 

Certain Exemptions from the Requirement to Set and Adjust Pay Based on 

Performance.................................................................................................................... 5-5 

Written Procedures ......................................................................................................... 5-5 

Processing SL/ST Pay Actions....................................................................................... 5-6 

CHAPTER 6 : AWARDS.......................................................................................................... 6-1 

Performance Awards ...................................................................................................... 6-1 

Appropriate Use of Awards Other Than Performance Awards ..................................... 6-2 

Cash Awards Over $10,000............................................................................................ 6-2 

Restrictions for Senior Political Appointees .................................................................. 6-3 

Presidential Rank Awards .............................................................................................. 6-3 

Payment Procedures for all Awards ............................................................................... 6-6 

Reporting and Documentation Requirements ................................................................ 6-6
v 

Table of Statutes, Regulations, and Desk Guide Citations 

Topic 5 U.S.C. 5 CFR Desk Guide 

Chapter 

Desk Guide 

Page 

Awards 4503 451 subpart A 6 6-1 - 6-6 

Aggregate Limitation on 

Pay 5307 

530 subpart B 

534.407 

4, 6 

4-1, 4-10, 

6-6 

Allocations 5108(a) 319.202 1 1-1 

Biennial 3133 1, 2 1-2 

Certification – SL/ST 

performance appraisal 

system 

5307(d) 430 subpart D 4 4-1 

Civil Service - definition 2101 2 2-1 

Classification of SL/ST 

positions 5108 319.203(b) 1 1-1 

Competitive Service 

2102 

3302 

316 

319.401 

2 2-1 

Excepted Service 2103 

213 

302 

2 2-2 

General Schedule – grade 

15 5104(15) 1 1-4 

Pay 5376 534 subpart E 5 5-1 

Pay – Annual Increase in 

Pay 5318 534.507 5 5-1 

Performance Appraisal 

4302 

4304 

430 subpart A 

430 subpart B 

3 3-1 

Performance Awards 4505a 451 subpart A 

4 

6 

4-7 

6-1 

Presidential Rank Awards 4507 451 subpart C 6 6-3 
vi 

Topic 5 U.S.C. 5 CFR Desk Guide 

Chapter 

Desk Guide 

Page 

Scientific and Professional 

Positions 

3104 

3325 

319.103 

319.203 

1 

2 

1-1 

2-2 

Schedule C Positions 

213 subpart A 

213 subpart C 

213.3301-3302 

1 

2 

1-7 

2-4 

Senior Executive Service -

coverage 

3132 

214.201 

214.301 

1 1-1 

Senior-Level Positions 

319.102 

319.203 

1 

2 

1-1 

2-1 

Probationary Period 319.402(c) 2 2-6 

Recruitment 3319 2 2-1 
1-1 

CHAPTER 1 : CLASSIFICATION AND ALLOCATIONS 

Statute: 5 U.S.C. 3104, 3133, and 5108 

Regulations: 5 CFR Part 319 and Part 213.3302 

Senior-Level (SL) Positions 

A senior-level (SL) position is a position classified above grade 15 of the General Schedule (GS15) that is established by an agency using an SL position allocation issued by the Office of 

Personnel Management (OPM) under 5 U.S.C. 5108(a) (i.e., an SL allocation), which authorizes 

the Director of OPM to establish, and from time to time revise, the maximum number of 

positions which may at any one time be classified above GS-15. SL positions are compensated 

under 5 U.S.C. 5376 and assigned the pay plan code SL. OPM normally considers agency 

requests for additional SL allocations during the biennial allocation process established for 

Senior Executive Service (SES) positions under 5 U.S.C. 3133 or on an ad hoc basis in response 

to agency requests made between SES biennial allocation cycles. In an agency subject to the 

SES (see 5 U.S.C. 3132(a)(1)), SL positions are positions the agency has determined to be 

classified above GS-15 that do not meet the SES functional criteria described in 

5 U.S.C. 3132(a)(2)(A)-(E). Thus, an SL position is not one that— 

(A) directs the work of an organizational unit; 

(B) is held accountable for the success of one or more specific programs or projects; 

(C) monitors progress toward organizational goals and periodically evaluates and 

makes appropriate adjustments to such goals; 

(D) supervises the work of employees other than personal assistants; or 

(E) otherwise exercises important policy-making, policy-determining, or other 

executive functions. 

Therefore, in an agency subject to the SES, a position that is classified above GS-15 and 

performs any of the functions above would be established as an SES position. Only an agency 

that is statutorily excluded from the SES (see 5 U.S.C. 3132(a)(1)(A)-(F)), including a 

Government corporation, may use an SL position allocation issued by OPM under 5 U.S.C. 5108 

to establish such a position as an SL position. 

Scientific and Professional (ST) Positions 

A scientific and professional (ST) position is a position classified above GS-15 that is established 

by an agency using an ST position allocation issued by OPM under 5 U.S.C. 3104(a). The 

Director of OPM may establish, and from time to time revise, the maximum number of ST 

positions for carrying out research and development functions. Such functions require the 

services of specially qualified personnel and the positions may be established outside of the GS. 

ST positions are compensated under 5 U.S.C. 5376 and assigned the pay plan code ST. OPM 

normally considers agency requests for additional ST allocations during the biennial allocation 

process established for SES positions under 5 U.S.C. 3133 or on an ad hoc basis in response to 

agency requests made between biennial allocation cycles (known as out-of-cycle allocation 
1-2 

requests). By regulation (see 5 CFR 319.203(b); 5 CFR 319.103(c)), a position is appropriately 

established as ST only if it is classified above the GS-15 level and involves performance of highlevel research and development in the physical, biological, medical, or engineering sciences, or a 

closely related field. However, 5 U.S.C. 3104(b) provides that the ST authority shall not apply 

to any SES position as defined in 5 U.S.C. 3132(a)(2). Thus, an ST position is not one that— 

(A) directs the work of an organizational unit; 

(B) is held accountable for the success of one or more specific programs or projects; 

(C) monitors progress toward organizational goals and periodically evaluates and 

makes appropriate adjustments to such goals; 

(D) supervises the work of employees other than personal assistants; or 

(E) otherwise exercises important policy-making, policy-determining, or other 

executive functions. 

Therefore, in an agency subject to the SES, a position that is classified above GS-15 and 

performs any of the functions above would be established as an SES position, even when the 

position has research and development functions that might otherwise support its establishment 

as an ST position. 

Only an agency that is statutorily excluded from the SES (see 5 U.S.C. 3132(a)(1)), including a 

Government corporation, may use a position allocation issued by OPM under 5 U.S.C. 3104 to 

establish such a position as an ST position. Many of the Federal Government's most renowned 

scientists and engineers serve in ST positions. 

Biennial Allocation 

Although the biennial allocation process is not required by law for SL/ST positions, SL/ST may 

be established only under a position allocation approved by OPM (see 5 CFR 319.202). OPM 

invites agencies to use the biennial review process to assess SL/ST needs and request SL/ST 

allocations. The biennial allocation process is established by 5 U.S.C. 3133, which requires 

agencies during each even-numbered calendar year to examine their SES position needs and 

submit a written request to OPM for a specific number of SES position allocations for the 2 

succeeding fiscal years (e.g., a request in December 2020, which is in Fiscal Year (FY) 2021, 

would be for the FY 2022/2023 biennial cycle). General information about the biennial 

allocation process is available in the Allocating Spaces Section of Chapter 1 of OPM’s Senior 

Executive Service Desk Guide. For an agency that is not subject to the SES, procedures for 

analyzing requirements for SL positions meeting the SES functional criteria may be similar to 

those described in that chapter. 

During each even-numbered calendar year, OPM issues instructions in accordance with 

5 U.S.C. 3133(a)-(d) for agencies to document changes they will request in SES allocations 

before year’s end. Detailed submissions are required within the first half of the next year and 

OPM seeks to issue revised SES allocations by October 1, which begins the biennial cycle. 

This process also encourages comprehensive and integrated planning for SES, SL, and ST 

resources. In addition to asking for an increase or reduction in its SES, SL, or ST allocations, an 
1-3 

agency may ask OPM to adjust its number of SES, SL, and ST allocations by exchanging one 

type of position allocation for another, e.g., an SES allocation for an SL allocation or an SL 

allocation for an ST allocation. Each request must be justified by the agency based upon its need 

for the type of position requested consistent with the statutory provisions. Such a change 

normally involves an unused allocation or position because staffing provisions for the SES, 

competitive service (SL and ST), and excepted service (SL) may not support converting an 

incumbent from one type of position to another without competition. 

Out-Of-Cycle Allocations 

Agencies are expected to manage their executive resource needs within the levels set during the 

biennial allocation process. Unless otherwise provided by OPM, an SL or ST allocation that is 

no longer needed for the position for which it was originally authorized may be used by an 

agency to establish and fill a different position of the same type subject to the requirements and 

procedures of 5 CFR Part 319. OPM is authorized by 5 U.S.C. 5108(a) and 3104(a) to adjust an 

agency’s allocation of SL and ST positions up or down between biennial cycles. This may be 

done based upon an agency’s written request or at OPM’s initiative. Requests may be submitted 

to OPM at SERS@opm.gov. An agency may not use an SES, SL, or ST allocation to fill a 

position in a different type but must obtain authorization from OPM for the exchange of a 

position allocation. To do so otherwise would disregard the charge given by Congress to the 

Director of OPM under these statutes to establish the maximum number of positions of each type 

that may be filled in an agency. 

A written request must document the agency’s finding based upon a position description and 

evaluation statement as required by 5 CFR 319.203(b) that a proposed SL or ST position is 

classified above GS-15, and in the case of an ST allocation, meets the research and development 

criteria described in 5 CFR 319.103. The position description and evaluation statement may be 

requested by OPM reviewers. The agency’s request should also describe agency mission 

requirements giving rise to the request and how the proposed position will address those 

requirements. If the agency has unused allocations, including where there are established but 

vacant positions of the same type, the agency may be asked to explain why the unused resource 

cannot be used for the requested position. If the agency has unused allocations of a different 

type, the agency may be asked to explain why its need cannot be met through OPM approval of 

an exchange of the unused position allocation for a position allocation of the requested type. 

SL/ST Position Classification & Establishment 

Under 5 CFR 319.203(b): 

(b) Before an SL or ST position may be established, an agency must: 

(1) prepare a description of the duties, responsibilities, and supervisory 

relationships of the position; and 

(2) determine, consistent with published position classification standards and 

guides and accepted classification principles, that the position is properly 

classified above GS-15. In addition, for an ST position, an agency must 
1-4 

determine that the position meets the functional research and development 

criteria described in 5 CFR 319.103. 

Before establishing an SL or ST position, agencies need to do a careful job analysis and use 

OPM classification guidelines to determine whether the duties of the position will be above GS15. The following information provides context for this determination. 

Before the Civil Service Reform Act (CSRA), positions classified above GS-15 were placed in 

GS-16, 17, or 18 and were covered by the Executive Assignment System. When CSRA was 

implemented in agencies subject to the SES, most of those positions became SES because they 

met the SES functional criteria described in 5 U.S.C. 3132(a)(2)(A)-(E). In general, positions 

that remained at the GS-16, 17, or 18 levels (also called supergrades) were excluded from the 

SES either because they were classified at those grade levels based upon criteria that did not 

include the SES functional criteria, or they were established in agencies that were not covered by 

the SES. In the years following, OPM delegated the authority to agencies to classify and take 

other actions for positions at those levels. This continued until the Federal Employees Pay 

Comparability Act of 1990 (FEPCA) (§ 529, P.L. 101-509) abolished grade levels GS-16, 17, 

and 18, and authorized OPM under 5 U.S.C. 5108 to determine the maximum number of 

positions in any Executive agency that may be classified above GS-15 (i.e., SL positions). 

Accordingly, the Director of OPM abolished the Executive Assignment System. Under FEPCA, 

positions allocated by the Director of OPM under 5 U.S.C. 3104(a) and 5108(a) were placed in 

the new pay system for “certain senior-level positions” under 5 U.S.C. 5376. 

Under 5 U.S.C. 5104(15), GS-15 is defined as follows: 

(15) Grade GS-15 includes the following classes of positions, the duties of which are— 

(A) to perform, under general administrative direction, with very wide latitude 

for the exercise of independent judgment, work of outstanding difficulty 

and responsibility along special technical, supervisory, or administrative 

lines which has demonstrated leadership and exceptional attainments; 

(B) to serve as head of a major organization within a bureau involving work of 

comparable level; 

(C) to plan and direct or to plan and execute specialized programs of marked 

difficulty, responsibility, and national significance, along professional, 

scientific, technical, administrative, fiscal, or other lines, requiring 

extended training and experience which has demonstrated leadership and 

unusual attainments in professional, scientific, or technical research, 

practice, or administration, or in administrative, fiscal, or other specialized 

activities; or 

(D) to perform consulting or other professional, scientific, technical, 

administrative, fiscal, or other specialized work of equal importance, 

difficulty, and responsibility, and requiring comparable qualifications. 

The definition of GS-15 in 5 U.S.C. 5104(15) encompasses a broad range of difficulty. OPM 

classification standards identify factors and principles that help distinguish the grade level at 

which positions in many occupations and functions are to be classified. 
1-5 

Under 5 U.S.C. 5107, agencies have a continuing obligation to place positions established in the 

agency in their appropriate grade: 

§5107. Classification of positions 

“Except as otherwise provided by this chapter, each agency shall place each position 

under its jurisdiction in its appropriate class and grade in conformance with standards 

published by the Office of Personnel Management or, if no published standards apply 

directly, consistently with published standards...” 

Thus, establishment of SL and ST positions eliminated the former requirement to distinguish a 

grade level for positions within those categories but did not affect the definition of GS-15. 

Therefore, 5 CFR 319.203(b) requires that an agency seeking to establish an SL or ST position 

first, “determine, consistent with published position classification standards and guides and 

accepted classification principles” that the position does not fall within the grade range described 

in 5 U.S.C. 5104(15). 

Additional Classification Requirement for ST Positions 

For a proposed ST position, an agency must also determine the position meets the “research” 

and/or “development” functional classifications referenced in 5 CFR 319.103(b), which are 

found in The Guide to Data Standards, Part A – Human Resources Data Standards (page A-161) 

and defined as follows: 

Code Explanation 

11 Research. 

Systematic, critical, intensive investigation directed toward the development of 

new or fuller scientific knowledge of the subject studied. It may be with or 

without reference to a specific application. The work involves theoretical, 

taxonomic, and experimental investigations or simulation of experiments and 

conditions to: (1) Determine the nature, magnitude, and interrelationships of 

natural and social phenomena and processes, (2) Create or develop theoretical or 

experimental means of investigating such phenomena or processes; and (3) 

Develop the principles, criteria, methods and a body of data of general 

applicability for use by others. 

Excluded from this category is work concerned primarily with the administration 

and monitoring of research contracts and research grants. 
1-6 

Code Explanation

13 Development.

Systematic application of scientific knowledge directed toward the creation of 

new or substantially improved equipment, materials, instrumentation, devices, 

systems, mathematical models, processes, techniques, and procedures which will 

perform a useful function or be suitable for a particular duty. 

The work involves such activities as: (1) Establishing requirements for technical 

objectives and characteristics; (2) Devising and evaluating concepts for design 

approaches, including: criteria, parameters, characteristics, and interrelationships; 

(3) Experimenting, investigating, and testing to produce new data, mathematical 

models, or methods to test concepts, formulate design criteria, and measure and 

predict natural and social phenomena and performance; (4) Designing and 

developing prototypes, breadboards, and engineering models including the 

direction of their fabrication as required; (5) Developing standards and test plans 

to assure reliability; and (6) Managing specific developments being executed 

inhouse or under contract. 

Development, like research, advances the state of the art, but it is further 

characterized by the creation of specific end-items in the form of equipment or 

equipment systems ("hardware" development) and/or methodologies, 

mathematical models, procedures and techniques ("software" development). 

Caution Concerning the SES Functional Criteria

An agency covered by the SES must determine that any position proposed to be established as 

SL or ST does not meet any of the five SES functional criteria in 5 U.S.C. 3132(a)(2)(A)-(E), 

because, within a covered agency, any such position must be established in the SES. This is a 

statutory requirement to be scrupulously observed. An agency to which the SES applies lacks 

statutory authority to establish as SL or ST any position it determines to be classified above GS15 if that position performs one or more of the described functions. Among those functions, 

questions are most frequently asked about 5 U.S.C. 3132(a)(2)(D) — “supervises the work of 

employees other than personal assistants.” Agencies sometimes ask how to determine whether 

the supervisory activities performed by a position classified above GS-15 preclude it from being 

established as an SL or ST. Based upon the statutory language, whenever a position classified 

above GS-15 is given authority to direct and evaluate the work of employees who are not 

personal assistants, the position is to be placed in the SES and may not be established as SL or 

ST, if it is within an agency covered by the Senior Executive Service. 

It is important to recognize that this is an intended default. As noted above, the great majority of 

positions classified above GS-15 prior to the CSRA were placed in the SES because they 

performed work consistent with the SES functional criteria. The Senior Executive Service was 

specifically designed to require that individuals given authority to perform SES functions for 

federal agencies possess and increasingly improve upon the executive qualifications necessary to 

maximize effective performance of those functions in support of agency missions. 
1-7 

SL Positions Excepted from the Competitive Service 

An SL position is normally in the competitive service by default; however, it may be excepted 

from the competitive service by OPM under 5 CFR part 213, subpart A, or by an agency if 

conditions for use of a government-wide exception under 5 CFR part 213, subpart C are met and 

there is no grade level restriction on the use of the exception. 

Schedule C Positions 

Among the available government-wide exceptions is 5 CFR 213.3301 for positions which are 

policy-determining or which involve a close and confidential working relationship with the head 

of an agency or other key appointed officials. An agency may therefore ask OPM to approve a 

Schedule C exception for a properly established (i.e., classified above GS-15) SL position that 

meets those criteria. An SL position for which a Schedule C appointment is authorized by OPM 

remains in the excepted service only during the appointment of the individual for whom it was 

approved. When the incumbent vacates the SL Schedule C position, it reverts to the competitive 

service. 

In addition, consistent with the requirements of 5 CFR 213.3302, an agency may use its authority 

to establish temporary transitional Schedule C (TTC) positions with respect to a properly 

established SL position during the 1-year period immediately following a change in presidential 

administration, the appointment of a new department or agency head, or the creation of a new 

department or agency to facilitate transition. Individual appointments to TTC positions may be 

made for a period of up to 120 days, and this period may be extended one time for an additional 

120 days without OPM approval. An agency must notify OPM within 5 business days of a TTC 

appointment and within 3 business days when a TTC position is vacated. For additional 

information on TTC, contact OPM’s Senior Executive Resources Service (SERS) Group at 

SERS@opm.gov. 

Other Regulatory Exceptions 

Other examples of regulatory exceptions that may be applied for an SL position, if applicable 

conditions are met, include Schedule A authority, 5 CFR 213.3102(d), for attorneys and 

5 CFR 213.3102(i)(2), for positions for which a critical hiring need exists. 

In contrast to this, ST positions are required to be in the competitive service by 5 U.S.C. 3325, 

even though they are filled without competitive examination. Accordingly, exceptions to the 

competitive service may not be applied to an ST position. 

Reporting SL/ST Positions in ESCS 

A position must be formally cancelled in the Executive and Schedule C System (ESCS), either 

permanently or temporarily, when a space allocation is withdrawn from the position for use 

elsewhere. Agencies are required to report changes affecting positions (establishment, 

abolishment) or appointees (incumbency, vacancy) by updating incumbent or position records in 

ESCS in a timely manner (usually within one pay period following the effective date of the 

change). 
2-1 

CHAPTER 2 : STAFFING 

Statute: 5 U.S.C. 3104, 3324, and 3325 

Regulations: 5 CFR Part 316, Part 319, Subparts C and D, Part 315, Subparts D and E, Part 213, 

and Part 302 

The Civil Service (5 U.S.C. 2101) consists of three services: the competitive service 

(5 U.S.C. 2102); the Senior Executive Service (SES) (5 U.S.C. 2101a); and the excepted service 

(5 U.S.C. 2103). The competitive service includes all civil service positions in the executive 

branch of the Federal Government except as provided in section 2102(a)(1) of title 5, United 

States Code. A senior-level (SL) position is in the competitive service unless excepted from the 

competitive service by or under statute. These include exceptions provided under executive 

orders or regulations implementing the President’s authority (5 U.S.C. 3302) to prescribe rules 

providing for necessary exceptions from the competitive service, and the very few SL positions 

filled by Presidential appointment with Senate confirmation. All scientific and professional (ST) 

positions are in the competitive service and are filled without competitive examination 

(5 U.S.C. 3325). 

As described in Chapter 1, SL and ST positions are those positions classified above General 

Schedule (GS)-15 that do not meet the SES functional criteria in 5 U.S.C. 3132(a)(2). 

Recruitment and Examination 

Senior-Level (SL) Positions 

Competitive Service 

By regulation (5 CFR 319.401(a)(1)), Office of Personnel Management (OPM) has delegated 

authority to agency heads to— 

• recruit and examine applicants for SL positions in the competitive service; 

• establish competitor inventories; and 

• issue certificates of eligibility. 

Recruitment actions under this delegation must conform to 5 CFR 319.401. Assessment and 

evaluation of applicants for positions filled through competitive service appointments must also 

conform to applicable statute, regulation, and policy requirements (e.g., use of the category 

rating approach, as authorized by 5 U.S.C. 3319 and mandated by Presidential Memorandum, 

Improving the Federal Recruitment and Hiring Process, issued May 11, 2010 (75 FR 27157). 

OPM provides training, guidance, and oversight in the conduct of delegated examining activities 

and certifies agency-identified individuals to conduct examining operations. 

Employees involved in delegated examining must pass the Delegated Examining Certification 

Assessment from OPM, and follow the procedures outlined in the Delegated Examining 

Operations Handbook to recruit for SL positions in the competitive service. 
2-2 

Actions to fill SL positions in the competitive service by reassignment, promotion, transfer, or 

reinstatement of individuals with competitive status are subject to the regulatory provisions in 

5 CFR part 335 and 5 CFR part 315, subparts D and E. 

• An agency may establish a promotion or internal placement program that will apply 

in recruiting to fill SL positions from among individuals with competitive status. 

Such a program should specify that it applies in staffing SL positions (see 

5 CFR 335.103(a)). 

• An agency has discretion to except from such competitive procedures the 

appointment of a career SES member who has competitive service reinstatement 

eligibility (at any level) to any position in the competitive service for which that 

individual qualifies, including an SL position (5 CFR 335.103(c)(3)(vii)). The 

agency must have an SL allocation available in order to establish and fill the position. 

Excepted Service 

Regulatory provisions related to the excepted service in general apply to SL positions in the 

excepted service. SL positions may be established and filled in the excepted service under 

Schedules A, B, or C, as applicable, in accordance with the requirements of 5 CFR parts 302 and 

213, provided that there is no grade level or other applicable restriction on the use of a particular 

excepted service appointment authority. 

Temporary or Term Appointment 

An agency may make a temporary or term SL appointment in accordance with 5 CFR part 316, 

when the position is in the competitive service. Temporary or time-limited appointments in the 

excepted service may be made consistent with the requirements of 5 CFR 213.104. 

Veterans’ Preference 

Veterans’ preference must be applied to SL positions consistent with the rules of the competitive 

and excepted service. 

Scientific and Professional (ST) Positions 

Competitive Service 

All ST positions are in the competitive service and are filled without competitive examination 

upon approval of the qualifications of the proposed appointee by the head of the agency 

(5 CFR 319.302). An agency that elects to hold a competition for an ST position is not obligated 

to follow delegated examining rules (5 U.S.C. 3325). An ST appointee has competitive status 

immediately, and no probationary period applies (5 CFR 319.402(c)). 

Temporary or Term Appointment 

An agency may make a temporary or term ST appointment without regard to competitive 

examining procedures. 
2-3 

Veterans’ Preference 

Veterans’ preference is not applicable for ST positions because ST positions are filled without 

competitive examination. 

Citizenship Requirements 

ST positions are not subject to the citizenship requirements, per 5 CFR 319.402(b), as outlined in 

5 CFR part 338, subpart A. Agencies, however, must observe any restrictions on the employment 

of noncitizens in applicable appropriations acts. 

Qualifications Standards 

Agency heads are responsible for establishing qualifications standards for both SL and ST 

positions (5 CFR 319.301(a)). 

• The standard must be in writing and identify the breadth and depth of the knowledge, 

skills, and abilities, or other qualifications, required for successful performance in the 

position. 

• Each criterion in the standard must be job related. 

• The standard may not include any criterion prohibited by law or regulation. 

OPM has delegated to agency heads the authority to approve the qualifications of SL and ST 

appointees. The agency head must determine that the individual meets the qualifications 

standards for the position to which appointed (5 CFR 319.302). 

Time-in-grade requirements do not apply to SL or ST positions, so applicants do not need to 

have spent a certain period of time at the GS-15 or equivalent level (see 5 CFR 300.603(a)). 

Senior-Level (SL) Positions 

When an SL position is being filled on a competitive basis, the standard must be specific enough 

to enable applicants to be rated and ranked according to their degrees of qualification. The 

standard may not include a minimum length of experience or minimum education requirement 

beyond that authorized for similar positions in the GS. 

Scientific and Professional (ST) Positions 

Unless the agency obtains the approval of OPM, the standard must provide that— 

• the candidate has at least 3 years of specialized experience in, or closely related to, 

the field in which the candidate will work; and 

• at least 1 year of this experience (specified in the above bullet) must have been in 

planning and executing difficult programs of national significance or planning and 

executing specialized programs that show outstanding attainments in the field of 

research or consultation. 

Note: While not required by regulation, agencies may require that at least 1 year of the 

specialized experience must be at least equivalent to experience at GS-15 

(5 CFR 319.301(c)(2)). 
2-4 

The qualifications, stature, and contributions of an individual involved in research and 

development have a direct and major impact on the level of difficulty and responsibility of the 

work performed. ST incumbents would be expected to possess a graduate degree, significant 

research experience, and a national or international reputation in their field. 

Typically, the incumbent of an ST position— 

• has authored fundamental papers in the field of expertise that are widely used and 

cited; 

• has received significant honors from major organizations for their accomplishments 

and contributions; and 

• is sought as an advisor and consultant on scientific and technological issues. 

Appointment Types 

Agency heads are authorized to make all types of SL and/or ST appointments under applicable 

procedures established by OPM and within the agency’s numerical allocation of appointment 

authorities. 

Senior-Level (SL) Appointment Types 

SL positions are in the competitive or excepted service. Appointments may only be made to an 

SL position established in accordance with 5 CFR 319.203 using a position allocation approved 

by OPM under 5 CFR 319.202. The types of appointments are: 

• Competitive Service Career or Career-Conditional Appointments - Most SL 

appointments are of this type. Positions are usually filled using competitive 

procedures. 

• Competitive Service Temporary Limited Appointment - Appointments not expected to 

last longer than 1 year under 5 CFR part 316. These appointments are usually 

competitively filled, and exceptions are listed at 5 CFR 316.402(b). 

• Competitive Service Term Appointment - Positions filled from 1 to 4 years where the 

need for the employee is not permanent. These positions are usually competitively 

filled, and exceptions are listed at 5 CFR 316.302(b). 

• Excepted Service Schedule A or B Appointments - Agencies may use governmentwide Schedule A or B authorities and agency-specific Schedule A and B authorities 

for SL positions. These appointments may be made as permanent, time-limited, or 

indefinite as allowed by the authority. Government-wide, excepted service 

authorities are made under 5 CFR 213.3102 for Schedule A and 5 CFR 213.3202 for 

Schedule B. 

• Excepted Service Schedule C Appointments - Agency-specific Schedule C 

appointments may be used for SL positions. The following procedures apply when 

making Schedule C appointments: 

o An agency initiates a request for a Schedule C appointment authority for an 

SL position by entering it into the Executive and Schedule C System (ESCS). 
2-5 

Each request must be for a named individual to fill a specific Schedule C 

position. If the individual is currently a Schedule C employee serving in 

another SL position within the agency, the request is made for a Schedule C 

reassignment. Otherwise, it is for a new Schedule C SL appointment. 

o The agency then uses ESCS to generate an OPM Form 1019 for 

documentation of agency approvals. If ESCS is temporarily unavailable and 

the need is urgent, the agency should complete a manual 1019 fillable PDF 

form and email the completed form to SERS@opm.gov. 

o After completing an OPM Form 1019, the agency uploads the form in ESCS. 

To facilitate timely OPM approval, the agency should work with the 

Presidential Personnel Office (PPO) to fulfill any preliminary vetting 

requirements for the prospective appointee before forwarding to OPM. 

o OPM documents approval by emailing the OPM Form 1019 back to the 

agency, signed by the OPM approving official. 

o An agency may only appoint the individual to the position authorized by OPM 

and may not do so until the previous incumbent has left. There is no provision 

for overlap or dual incumbency of a position. Schedule C SL appointment 

authorities are made on a case-by-case basis and are valid only for the 

individual and position for which approved. Such an authorization reverts to 

OPM upon being vacated by the named incumbent. 

o During the 1-year period following a change in presidential administration, 

when a new department or agency head has entered on duty, or when a new 

department or agency has been created, an agency may use its authority to 

establish temporary transitional Schedule C positions provided under 

5 CFR 213.3302 for SL positions established in accordance with 

5 CFR 319.203 using a position allocation approved by OPM under 

5 CFR 319.202. 

Scientific and Professional (ST) Appointment Types 

All ST positions are in the competitive service; however, appointments to an ST position are 

made without competitive examination. The types of appointments are: 

• Competitive Service Career Appointment - Acquires competitive status immediately 

upon appointment and is not required to serve a probationary period. 

• Competitive Service Temporary Limited Appointment - Appointments not expected to 

last longer than 1 year. 

• Competitive Service Term Appointment - Positions filled from 1 to 4 years where the 

need for the employee is not permanent. 

Change in Appointment Type 

A career or career-conditional SL appointee cannot be required to accept an appointment to 

another SL position in the excepted service. The individual must voluntarily agree to the 

conditions of the excepted service appointment in writing before the new appointment. The 
2-6 

agreement shall be retained as a permanent record in the individual’s Official Personnel Folder 

(see OPM’s Guide to Personnel Recordkeeping, Chapter 3). 

Probationary Periods 

An agency must apply the rules in 5 CFR 315 subpart H to determine whether an individual 

appointed to a competitive service SL position must serve a probationary period. For excepted 

service SL positions, the agency’s excepted service trial period will indicate if/when a trial 

period is required. 

ST employees acquire competitive status immediately upon appointment. They are not required 

to serve a probationary or trial period (5 CFR 319.402(c)). 

Positions with Administratively Determined (AD) Pay 

Some agencies have specific statutory authority to establish and administratively determine pay 

for certain positions at rates above GS-15. Positions with administratively determined (AD) pay 

are normally considered to be in the competitive service unless the applicable statute also 

authorizes the agency to make appointments apart from competitive examining requirements of 

chapter 33 of title 5. Such positions with AD pay are not to be considered SL positions because 

5 U.S.C. 5376 applies to positions classified above GS-15 pursuant to 5 U.S.C. 5108. 

It should be noted that the Senior Professional Performance Act of 2008, which revised 

5 U.S.C. 5376 to provide an open rate range from 120% of the GS-15 step 1 base rate of pay to 

level III of the Executive Schedule, or level II of the Executive Schedule for a position subject to 

a certified appraisal system, also prescribed rules in section 2(d)(3) of P.L. 110-372 for 

interpreting references to a maximum rate of pay payable under 5 U.S.C. 5376 as provided 

before implementation of that Act. Similarly, the Federal Employees Pay Comparability Act of 

1990 (FEPCA) addressed how to interpret references to the maximum GS rate or GS-18 rate in 

any statutory provision enacted prior to FEPCA (see OPM’s Fact Sheet: Interpreting References 

in Law to Maximum Rates under the General Schedule or 5 U.S.C. 5376). 

Thus, even a reference in law to an authority to administratively determine pay at or up to the 

maximum rate provided under 5 U.S.C. 5376 should not be presumed to provide authority to set 

pay up to the current maximum rate without referencing the rules prescribed in section 2(d)(3) of 

P.L. 110-372. Keep in mind: 

• In any statutory provision enacted before November 5, 1990, a reference to the

maximum GS rate or GS-18 rate is considered to be a reference to the rate for level 

IV of the Executive Schedule (EX). 

• In any statutory provision enacted before April 12, 2009, a reference to the maximum

rate of pay under 5 U.S.C. 5376 is considered to be a reference to EX-IV. 

• In any statutory provision enacted on or after April 12, 2009, a reference to the

maximum rate of pay under 5 U.S.C. 5376 is considered to be a reference to EX-III 

or, if the head of the agency responsible for administering the applicable pay system

certifies that the employees in question are covered by a performance appraisal 

system meeting the criteria in 5 CFR part 430, subpart D, EX-II. 
3-1

CHAPTER 3 : PERFORMANCE MANAGEMENT 

Statute: 5 U.S.C. 4301, 4302, 4304

Regulations: 5 CFR Part 430, Subparts A and B

As stated in regulation, performance management is the systematic process by which an agency 

involves its employees, as individuals and members of a group, in improving organizational 

effectiveness in the accomplishment of agency mission and goals (5 CFR 430.102(a)). 

Performance management incorporates planning, monitoring, developing, rating, and rewarding 

both individual and organizational performance. This chapter will address each of these 

processes as it applies to the overall concept of individual performance management for senior 

professionals. 

Performance Appraisal 

Agencies must develop one or more performance appraisal systems and performance appraisal 

programs for their senior-level (SL) and scientific and professional (ST) employees and are 

encouraged to involve these employees in the design and implementation of their systems and 

programs. Of course, where a union has been granted exclusive recognition for these SL and ST 

positions, such involvement for bargaining unit employees must be through their elected union 

representatives. 

Appraisal System vs. Appraisal Program 

An appraisal system is the framework of policies and parameters established by an agency (as 

defined at 5 U.S.C. 4301(1)) for the administration of performance appraisal programs under 

subchapter I of chapter 43 of title 5, U.S. Code. It provides the general requirements and 

restrictions for the appraisal program(s) within the agency. OPM must approve an appraisal 

system before an agency can implement it or design and implement its appraisal program(s). 

An appraisal system covers specific employees designated by the agency and sets broad 

parameters within which the appraisal program(s) must operate (see 5 CFR 430.204). An agency 

may have more than one appraisal system, but at no time may any employee be covered by more 

than one system. OPM recommends agencies establish a separate appraisal system for their 

SL/ST employees that does not include non-SES/SL/ST employees (e.g., General Schedule, 

Wage Grade). 

An appraisal system must, at a minimum, specify the following— 

• the employees covered by the system;

• the patterns of summary levels appraisal programs may use (i.e., of the patterns A

through H that are specified in government-wide regulation, which ones are

authorized under the system), (see the below Summary Level Patterns chart for

permissible patterns);

• the number(s) of performance levels at which elements may be appraised;
3-2 

• the range of permissible length for minimum periods that must be completed before a 

performance rating can be given; and 

• the criteria and procedures for establishing separate appraisal programs under an 

appraisal system, should more than one program be permitted. 

In addition, an appraisal system designates any agency-specific requirements, prohibitions, and 

restrictions that will apply to all its appraisal programs. 

An appraisal program contains the specific procedures and requirements established under the 

policy and parameters of an agency appraisal system needed for effective operation (see 

5 CFR 430.205) 

Appraisal programs must specify— 

• employee coverage (the coverage among all appraisal programs must be mutually 

exclusive; that is, an employee cannot be covered by more than one appraisal 

program); 

• the effective date of the program; 

• the beginning and end dates of the appraisal period; 

• the specific pattern of summary levels that the program will use (i.e., which one of the 

patterns A through H specified in government-wide regulation and allowed under the 

agency’s appraisal system will apply); 

• a method(s) for deriving applicable summary levels; 

• the performance levels at which critical, non-critical, and additional (if used) 

performance elements may be appraised; 

• methods for appraising each critical, non-critical, and additional (if used) 

performance element during the appraisal period; 

• the program's specific length of time for the minimum period that must be completed 

before a performance rating may be prepared; and 

• a provision for the program comparable to the "savings" provision at 

5 CFR 430.201(b) to ensure that administrative actions can be completed in the event 

of changes in program procedures or coverage. 

To ensure consistent treatment of all employees, appraisal programs also must address— 

• how employee performance plans will be established and communicated; 

• how employees will be evaluated during and at the end of the appraisal period; 

• how it will be determined whether employee performance warrants recognition and 

reward; 

• how employees whose performance is determined to be unacceptable will be assisted; 

• how appropriate actions will be taken in situations where, after an opportunity to 

improve, an employee's performance continues to be unacceptable; and 
3-3 

• the criteria and procedures for addressing the performance of employees who are on 

detail, who are transferred, and for other special circumstances as established by the 

agency. 

Any variation in employee coverage, the pattern of summary levels for the rating of record, the 

summary level derivation method, or the length of the appraisal period would require 

establishing a separate program(s). Otherwise, variation on the other items listed above may 

occur within one program, depending on the flexibility or uniformity desired by the agency. 

Appraisal Period 

An appraisal program shall designate an official appraisal period for which a performance plan 

shall be prepared, during which performance shall be monitored, and for which a rating of record 

shall be prepared (5 CFR 430.206(a)(1)). 

Each program shall specify a single length of time as its appraisal period. The appraisal period 

generally shall be 12 months so that employees are provided a rating of record on an annual 

basis. A program's appraisal period may be longer when work assignments and responsibilities 

so warrant or performance management objectives can be achieved more effectively. 

System and Program Oversight 

Agencies must evaluate the effectiveness of their performance appraisal system(s) and 

performance appraisal program(s) on a periodic basis and implement improvements as needed. 

It is important for agencies to assess both the effectiveness of their system/program and its 

compliance with law and regulation on a regular and recurring basis. This allows agencies to 

ensure the system/program is doing what it is intended to do in the most efficient way possible. 

It also allows for correcting any problems identified with its operation. 

Requesting System Approval From OPM 

OPM Form 1631, Performance Appraisal System Description 

Agencies covered by subchapter I of chapter 43 of title 5, United States Code, must have their 

appraisal systems approved by OPM prior to implementing them. Agencies do this by 

submitting proposed SL/ST performance appraisal systems using OPM Form 1631. Provided all 

requirements are met, OPM will approve an appraisal system based on the information included 

on the form and in its attachments. OPM Form 1631 and associated instructions are available on 

the SES and SL/ST MAX Portal. 

 Attachments to OPM Form 1631 

The instructions for OPM Form 1631 direct that material describing certain aspects of an 

agency's system must be attached to the form. This can be approached in different ways. OPM 

suggests agencies submitting system descriptions for approval attach to the OPM Form 1631 

only the required additional information and label that material by referencing the appropriate 

section of the form. This approach allows agencies to develop and submit material that applies 

only to this request, i.e., material that might not be used as a stand-alone document, but that 
3-4

satisfies system description and review requirements. Agencies are advised to contact OPM to 

discuss potential changes to their systems. 

Establishing a Separate SL/ST Appraisal System for an OIG 

The Inspector General Reform Act of 2008 (Pub. L. 110-409, October 14, 2008) revised the 

Inspector General (IG) Act of 1978 (Pub. L. 95-452). A key provision of the 2008 IG Reform 

Act designated the Office of Inspector General (OIG) as a separate agency for the purpose of 

applying statutory provisions relating to the SES. In an OIG to which the SES applies, a 

reference to the agency head in any SES statute is considered to be a reference to the IG. 

However, the IG Reform Act of 2008 did not designate the OIG a separate agency, and the 

Inspector General the head of that agency, with respect to provisions relating to SL/ST positions 

or employees. 

As a result, in order for an Inspector General to establish a separate SL/ST performance appraisal 

system to cover SL/ST employees within the OIG, the agency head must first delegate the 

necessary authority to the Inspector General (see 5 U.S.C. 302). By regulation 

(5 CFR 534.505(e)(1)), the head of an agency may delegate to an Inspector General the authority 

to set and adjust pay for SL/ST employees in the OIG, including authority for pay actions 

described in 5 CFR 534.505(c). Additionally, the agency head’s delegation should include an 

acknowledgement that the IG will be responsible for the development of an SL/ST appraisal 

system that is separate from any current established agency/department SL/ST appraisal system. 

The OIG will be responsible for submitting the necessary documents to OPM for approval of the 

separate SL/ST appraisal system. (Note: The coverage statement for the agency/department 

SL/ST appraisal system must be updated to indicate that SL/ST employees in the OIG are 

excluded. This is done through submission of a revised OPM Form 1631.) 

Basic SL/ST Performance Appraisal System/Program 

On August 9, 2016, OPM issued the Basic SL/ST Performance Appraisal System/Program for 

voluntary agency adoption. This uniform system/program was designed by an interagency 

working group of 18 agency subject matter experts in response to Federal agency 

recommendations to develop a standard SL/ST performance appraisal system that is similar to

the Basic Senior Executive Service (SES) Performance Appraisal System and tailored to the

diverse and complex responsibilities held by SL/ST employees in agencies across Government. 

The Basic SL/ST Performance Appraisal System/Program promotes greater transparency of 

agency performance management practices, transferability of a standard performance appraisal 

form, and equity in the assignment of critical elements, delivery of feedback, derivation of 

ratings of record, and the link to compensation. Given the system/program’s coverage of a 

diverse group of SL/ST positions in agencies across Government, the Basic SL/ST Performance 

Appraisal System/Program template provides flexibility for appropriate modification to better 

meet the needs of all Federal agencies and organizations. Only SL/ST employees may be 

covered under the Basic SL/ST Performance Appraisal System/Program. If automating the basic 

system/program performance plan, all required parts, including critical elements, performance 

standards, competencies, etc., must be included. Agencies may only add to – not delete – 

language from the system/program description. 
3-5 

Agencies may adopt the basic system/program once they receive OPM approval of their tailored 

version. To request system approval, agencies must submit all the following documents to OPM: 

• A cover letter requesting approval of its SL/ST appraisal system; letter must be 

signed by the agency head, Chief Human Capital Officer (CHCO), or other 

designated official. 

• A Word version of the Basic SL/ST Performance Appraisal System/Program 

description that may be tailored to fit the agency. 

• A Word version of the Basic SL/ST Performance Appraisal Plan template. 

• A completed OPM Form 1631 covering the establishment of the new SL/ST appraisal 

system. (Note: For appraisal systems that previously covered all non-SES employees, 

the agency would also need to submit an updated OPM Form 1631 for OPM approval 

of a replacement appraisal system changing coverage from non-SES to nonSES/SL/ST employees. Instructions and additional resources for making such 

requests are available on the Non-SES/SL/ST Performance Management Portal.) 

Templates for requesting Basic SL/ST Performance Appraisal System/Program approval as well 

as additional resources for implementation are available on the SES and SL/ST MAX Portal. 

Advantages of Adopting the Basic SL/ST Performance Appraisal System/Program 

The design of the Basic SL/ST Performance Appraisal System/Program conforms with system 

approval and applicable certification requirements. The basic system/program provides a 

standard framework for performance management, inclusive of specific procedures and 

requirements, to communicate expectations and evaluate the performance of SL/ST employees. 

In addition to promoting greater consistency, the basic system/program encourages the 

implementation of engagement practices where supervisors and employees hold frequent, 

meaningful discussions about performance toward clearly established goals, contributing to 

enhanced ability for the agency to achieve its mission. 

Standardized Critical Elements 

The basic system/program has three competency-based critical elements (Project/Program 

Management, Interpersonal Leadership/Responsibilities, and Leading Innovation), a Business 

Results element to capture measurable results for the applicable appraisal period, and an optional 

Position Specific element. The Position Specific element provides the ability to account for 

agency-specific requirements not captured in the other elements on which the agency wants to 

assess performance. 

The Project/Program Management, Interpersonal Leadership/Responsibilities, Leading 

Innovation, and Business Results critical elements are mandatory, meaning they must be 

included in each SL/ST employee’s performance plan. The Position Specific critical element is 

optional for agency use. 

An overview of the critical elements included in the Basic SL/ST Performance Appraisal 

System/Program is below: 
3-6 

Overview of the Critical Elements 

Mandatory 

Critical Element 1: 

Project/Program Management 

Include OPM/Working Group validated 

competencies that rating officials and senior 

professionals select, as applicable 

Critical Element 2: 

Interpersonal Leadership/ 

Responsibilities 

Critical Element 3: 

Leading Innovation 

Critical Element 4: 

Business Results 

Reserved for measurable business results 

aligned to agency and/or organizational goals 

Optional Critical Element 5: 

Position Specific 

Reserved for competencies, objectives, or 

activities not previously accounted for in the 

other critical elements. Examples include 

objectives for positions working with 

classified information, cybersecurity, Equal 

Employment Opportunity (EEO), etc. 

Weighted Critical Elements 

Critical elements must be assigned weights in increments of five points and no single element 

can weigh more than the Business Results element to ensure accountability for the achievement 

of results. 

Monitoring Performance 

Rating officials must monitor and provide frequent feedback on subordinate SL/ST employees’ 

performance in accomplishing critical elements. The requirement to conduct a formal progress 

review is included in the Basic SL/ST Performance Appraisal System/Program to ensure this is 

met. The basic system/program description provides agencies with the option to require more 

than one formal progress review or two-way conversations regarding progress toward meeting 

the critical elements in the senior professional’s performance plan. 

Summary Rating Levels 

Like the Basic SES Performance Appraisal System, the Basic SL/ST Performance Appraisal 

System/Program requires a five-level rating pattern (Pattern H) for consistency in rating SL/STs 

across the Federal Government. This ensures rating officials are able to rate SES members and 

SL/ST employees on similar levels, ranging from 1 (lowest) to 5 (highest). The default labels for 

the five summary rating levels are: Unacceptable (1), Minimally Satisfactory (2), Fully 

Successful (3), Exceeds Fully Successful (4) and Outstanding (5). If an agency wishes to use 

different labels, it must specify them in the system/program description. 

Deriving the Rating of Record 

The Basic SL/ST Performance Appraisal System/Program uses the same mathematical summary 

rating derivation formula used in the Basic SES Performance Appraisal System. An agency 
3-7 

cannot change the derivation formula used in the basic system/program. This formula provides 

an overall rating of record based on a total score derived from the sum of element scores, which 

results from multiplying the rating for each critical element by the weight of that element. 

The following table includes the rating derivation formula: 

Critical Element 

Point Values 

Level 5 = 

5 points 

Level 4 = 

4 points 

Level 3 = 

3 points 

Level 2 = 

2 points 

Level 1 = 

0 points 

Critical Element 

Critical 

Element 

Point Value 

Element 

Weight 

Element 

Score 

Rating of Record 

Point Ranges 

1. Project/Program 

Management 475-500 = Level 5 

400-474 = Level 4 

300-399 = Level 3 

200-299 = Level 2 

Any Critical Element 

rated Level 1 = Level 1 

2. Interpersonal Leadership/ 

Responsibilities 

3. Leading Innovation 

4. Business Results 

5. Position Specific (Optional) 

Total 100 points 

Performance Appraisal Plan Template 

The Basic SL/ST Performance Appraisal Plan template is similar to the plan template contained 

in the Basic SES Performance Appraisal System, making the process easier for rating officials 

who may be familiar with the SES appraisal template and providing consistency across the 

Government. Like the Basic SES Performance Appraisal System, once approved, the 

performance plan template becomes part of the system/program and cannot be altered or changed 

by the agency unless the agency requests approval of the changes from OPM. The Basic SL/ST 

Performance Plan template provides flexibility for limited customization to account for various 

agency-specific procedures, such as space to capture additional agency-required reviews, 

narratives, signatures, and processes. 

Planning Performance 

Planning performance means setting performance expectations and goals for individuals and 

groups that are aligned with achieving organizational objectives. Involving employees in the 

planning process will help them understand the goals of the organization, what needs to be done, 

and how well it should be done. It also helps them understand what was considered and how 

choices were made when addressing various and sometimes competing priorities. 

Individual Performance Plan 

Individual performance plans are the formal, written communication document between a 

supervisor and employee setting out the expectations for the appraisal period. Supervisors 

establish written or otherwise recorded performance plans and provide them to all of their SL/ST 

employees, normally within 30 days of the start of the appraisal period, or when the employee 
3-8 

starts the job. For agencies with automated systems, the performance plan may be provided 

electronically to the employee. 

The plan must include all the performance elements and standards that will be used to appraise 

the employee and derive the summary rating level. 

Performance Elements 

There are three types of performance elements that may be used in SL/ST performance plans: 

critical, non-critical, and additional. The Basic SL/ST Performance Appraisal System/Program, 

as issued by OPM in 2016 for voluntary adoption by agencies, uses only critical elements. 

Critical Element(s) 

This term is used for a work assignment or responsibility of such importance that unacceptable 

performance in that element would result in a determination that the employee’s overall 

performance is unacceptable (5 CFR 430.203). All employees must have at least one critical 

element that focuses on measurable results. Critical elements are: 

• Mandatory and each employee must have a minimum of one. The Basic SL/ST 

Performance Appraisal System/Program incorporates four mandatory critical 

elements and one optional critical element. 

• Appraised at one of the levels permitted by the performance appraisal program (at a 

minimum, appraisal programs must provide for critical elements being appraised at 

the Fully Successful and Unacceptable levels). 

• Permitted with pass/fail appraisal programs. The Basic SL/ST Performance 

Appraisal System/Program uses Pattern H, five summary levels. 

• Based only on individual performance. They describe work assignments and 

responsibilities that are within the employee’s control. Critical elements cannot be 

used to measure team effort. They can be used to measure an individual’s 

contributions to the team. 

For an agency seeking certification of its SL/ST performance appraisal system, SL/ST employee 

performance plans must include a critical element addressing the use of customer perspective 

(see Chapter 4 for more information on Performance Appraisal System Certification). If an 

SL/ST employee has supervisory responsibilities, the employee must also have a critical element 

holding the employee accountable for aligning performance plans of subordinates with 

organizational goals and for the realistic appraisal of their performance (see “Caution 

Concerning the SES Functional Criteria” in chapter 1 for more information). 

Non-Critical Element(s) 

This term is used for a dimension or aspect of individual, team, or organizational performance, 

exclusive of a critical element, that is used in assigning a summary level. Non-critical elements 

may include, but are not limited to, objectives, goals, program plans, work plans, and other 

means of expressing performance (5 CFR 430.203). The Basic SL/ST Performance Appraisal 

System/Program does not include non-critical elements. Non-critical elements: 

• Are optional depending on the requirements of the applicable appraisal program. 
3-9 

• Must be able to be appraised at a minimum of two levels, though not necessarily the 

same levels as required for critical elements. While critical elements must be 

appraised at least at the Fully Successful and Unacceptable levels, non-critical 

elements may be appraised at other levels. 

• Must have a written standard but it need not be written at the Fully Successful level. 

As an example, the standard could be written at a higher level (e.g., Exceeds Fully 

Successful) if the agency determines that is the most useful reference point to 

differentiate levels of performance for that element. 

• Cannot raise a summary rating of Unacceptable to a higher level. 

• Cannot lower the summary rating to the Unacceptable level. If an employee fails on a 

non-critical element, the employee’s performance cannot be summarized as 

Unacceptable overall based on that failure. Failure on a non-critical element cannot 

be used as a basis for performance-based action. 

• Cannot be used with a pass/fail appraisal program since they can have no effect on 

the summary rating level. In a two-level appraisal program, failure on non-critical 

elements cannot bring the summary rating down to Unacceptable, and assessments of 

non-critical elements cannot raise the summary rating to Fully Successful if a critical 

element is failed. 

• Are the only way to factor team or group achievement into the summary rating. 

Additional Performance Element(s) 

This term means a dimension or aspect of individual, team, or organizational performance that is 

not a critical or non-critical element (5 CFR 430.203). Additional performance elements: 

• Are not used in assigning a summary level; 

• Are useful for purposes such as communicating performance expectations and serving 

as the basis for granting awards; and 

• May include, but are not limited to, objectives, goals, program plans, work plans, and 

other means of expressing expected performance. 

Performance Standards 

A performance standard is a management-approved expression of the performance threshold(s), 

requirement(s), or expectation(s) that must be met to be appraised at a particular level of 

performance. A performance standard describes how well something must be done and the 

range of performance that must be met to be rated at the specified performance level. 

Performance standards must include quality indicators describing how the rater will assess 

successful achievement for each result specified. In addition to the quality indicators, applicable 

measures of quantity, timeliness, and/or cost-effectiveness may be included to describe the 

ranges for the appropriate level of accomplishment expected. 

Performance standards must be established at the Fully Successful level for critical elements. 

These standards should be attainable, measurable, and understandable. Agencies should 

establish performance standards to describe other levels of performance to facilitate 
3-10 

distinguishing among the different performance levels, as permitted by the performance appraisal 

program. 

Note: The Basic SL/ST Performance Appraisal System/Program, as issued by OPM in 

2016 and as available for voluntary adoption by agencies, contains performance standards 

for the five performance levels. Agencies must develop performance objectives 

separately for each of their established Business Results critical elements. 

Retention Standards 

The retention standard is the level of performance above Unacceptable. The retention standard 

informs the employee of the minimum level of performance needed to retain the job and must be 

reasonably attainable. In appraisal programs that do not have a Minimally Successful or 

equivalent level available for appraising elements, the retention-level standard is the Fully 

Successful standard. Otherwise, the retention-level standard is the Minimally Successful or 

equivalent standard. 

Pitfalls to Avoid when Writing Standards 

Absolute Standard 

An absolute standard is one that allows for no errors and has the appearance of requiring 

perfection at the retention level (e.g., the work is always timely, efficient, and of acceptable 

quality). Avoid absolute standards at this level by asking the following: 

• How many times may the employee fail this requirement and still be acceptable? 

• Does the retention standard use words such as "all," "never," and "each?" (These 

words do not automatically create an absolute standard, but they often signal 

problems). 

However, agencies may establish absolute standards when a single failure to perform under a 

critical element could result in loss of life, injury, breach of national security, or great monetary 

loss. 

When writing standards at the retention level, agencies should avoid requiring perfection except 

in very limited circumstances. Also, agencies should be careful not to describe negative 

performance since it generally represents Unacceptable performance and such a standard permits 

the employee to meet the minimum standard to keep his/her job. 

Backward Standard 

Describes work that does not get done instead of what must be done to meet the standard. When 

using a Minimally Successful level of performance, there is often a temptation to write backward 

standards. Standards such as “fails to meet deadlines” allow an employee to not meet any 

deadline and still meet the Minimally Successful standard. Avoid backward standards by asking 

the following: 

• Does the standard express the level of work the supervisor wants to see or does it 

describe negative performance? (e.g., Requires assistance more than 50% of the time) 
3-11 

• If the employee did nothing, would the employee meet the standard as written? (e.g., 

Completes fewer than four products per year) 

Monitoring Performance 

Monitoring performance is the process of checking on the progress of work employees are doing. 

It provides information on what is going well and what is not. Monitoring performance provides 

an excellent opportunity for coaching and also provides the opportunity for course correction 

before things go too far astray. The most important aspect of monitoring performance is 

providing feedback to the employee including advice and assistance on improving performance, 

when needed, and encouragement and positive reinforcement, as appropriate. This can be done 

both formally and informally. It is highly recommended that rating officials and senior 

professionals engage in frequent, two-way conversations regarding progress toward meeting the 

critical elements in the senior professional’s performance plan. 

Appraisal programs— 

• should provide assistance whenever an employee’s performance is determined to be 

below Fully Successful but above Unacceptable; and 

• shall provide for assisting employees in improving unacceptable performance at any 

time during the appraisal period that performance is determined to be Unacceptable in 

one or more critical elements. 

Supervisors must do the following: 

• Assess performance and provide feedback to employees on their performance. 

• Conduct at least one formally documented progress review during the appraisal 

period (some agency appraisal programs might require more frequent formal progress 

reviews). 

• Address poor performance as soon as it is noticed (supervisors should not wait until a 

mid-year progress review or the end of the appraisal cycle when it is time for a rating 

before addressing poor performance). 

• Monitor performance to— 

o check progress towards elements and standards and other communicated 

goals; 

o verify the standards used; 

o praise and reinforce positive accomplishments; and 

o get employees who have strayed back on track. 

A supervisor and employee may use the progress review as an opportunity to modify 

performance elements or standards, or performance objectives in the Business Results critical 

element of The Basic SL/ST Performance Appraisal System/Program, as issued by OPM in 2016 

and as available for voluntary adoption by agencies, to reflect changes that have taken place 

since the performance plan was initially developed. 
3-12 

Note: Be aware of the required agency-established minimum period that must be 

completed before a performance rating can be given, particularly when making 

modifications late in the appraisal cycle. 

Developing Performance 

Agencies should evaluate and address senior professionals’ developmental needs. Carrying out 

the processes of performance management provides an excellent opportunity to identify these 

needs. During the Monitoring Performance phase, deficiencies in performance become evident 

and should be addressed. Areas for improving good performance also stand out, and action may 

be taken to help successful employees improve even further. 

Employee development benefits the individual employee as well as the organization by aligning 

the employee’s training and development efforts with the organization's mission, goals, and 

objectives. Supervisors and employees identify areas to be improved and can address them using 

a number of methods such as: formal training, on-the-job training, details, providing 

assignments that introduce new skills or higher levels of responsibility, and improving work 

processes. 

Many agencies use Individual Development Plans (IDP) as a tool to assist employees in career 

and personal development. A well thought out IDP helps employees reach short and long-term 

career goals as well as improve job performance. 

If an SL/ST employee has supervisory duties, agencies must— 

• provide appropriate training and information to the employee on the performance 

management system; and 

• comply with the Federal Workforce Flexibility Act of 2004, which requires all 

Federal supervisors and managers to be trained on managerial actions, options, and 

strategies that they may use for— 

o relating to employees with unacceptable performance, 

o mentoring employees and improving employee performance and productivity, 

and 

o conducting employee performance appraisals. 

Note: See “Caution Concerning the SES Functional Criteria” in Chapter 1 for discussion 

regarding SL positions and supervisory authority. 

All agencies are required to provide training within 1 year of an employee’s initial appointment 

to a supervisory position and follow up periodically, but at least once every 3 years, by providing 

each supervisor and manager additional training on the topics above (see 5 CFR 412.202). 
3-13 

Rating Performance 

An agency must evaluate employee performance against elements and standards in an 

employee's performance plan and derive a summary rating based on appraisal of performance of 

critical elements and, as applicable, non-critical elements (5 CFR 430.208(b)). 

Performance Rating vs. Rating of Record 

A Performance Rating is a written, or otherwise recorded, appraisal of performance compared 

to the performance standard(s) for each critical and non-critical element. A performance 

rating— 

• may be determined any time after the employee has had the opportunity to perform 

for the minimum period; 

• need not include a summary rating; and 

• cannot be used as a basis for— 

o rating-based awards; or 

o additional service credit in RIF. 

Agencies must establish a minimum period of performance that must be completed before a 

performance rating may be prepared. The minimum period provides the employee a reasonable 

amount of time to perform the work addressed in the elements and standards. The minimum 

period is usually specified in the performance appraisal program documentation and need not be 

the same length for all positions. 

A Rating of Record is the performance rating given at the end of the appraisal period that 

covers all the performance during the appraisal period. Ratings of record are given to employees 

as soon as practicable after the end of the appraisal period. The rating of record must include a 

summary level and is the only basis for— 

• rating-based awards; and 

• additional service credit in RIF. 

An agency shall not issue a rating of record that assumes a level of performance by an employee 

without an actual evaluation of that employee's performance (5 CFR 430.208(a)(2)). 

Ratings of record generally are issued on an annual basis and shall cover a specified appraisal 

period. Agencies shall not carry over a rating of record prepared for a previous appraisal period 

as the rating of record for a subsequent appraisal period(s) without an actual evaluation of the 

employee's performance during the subsequent appraisal period (5 CFR 430.208(h)). 

A rating of record is final when it is issued to an employee with all appropriate reviews and 

signatures. At that time, it is usually also provided to the operating human resources office for 

use in informing other applicable personnel actions. 
3-14 

Changing a Rating of Record 

Once approved and finalized, a rating of record is rarely changed. Subject to 5 CFR 430.208(i), 

a rating of record may only be changed— 

• within 60 days of issuance based upon an informal request by the employee; 

• as a result of a grievance, complaint, or other formal proceeding permitted by law or 

regulation that results in a final determination by appropriate authority that the rating of 

record must be changed or as part of a bona fide settlement of a formal proceeding; or 

• where the agency determines that a rating of record was incorrectly recorded or 

calculated. 

Summary Level Patterns 

An appraisal program must use one of the following patterns of summary levels— 

Pattern 

Summary Levels 

1 2 3 4 5 

A X X 

B X X X 

C X X X 

D X X X 

E X X X X 

F X X X X 

G X X X X 

H X X X X X 

The Basic SL/ST Performance Appraisal System/Program uses Pattern H. Agencies use a 

variety of adjectives to describe the various levels of performance. The numeric summary levels 

were established to provide a consistent approach to reporting rating data across all agency 

programs. Levels 1 through 5 are ordered categories, with Level 1 as the lowest and Level 5 as 

the highest. Certain restrictions apply to the use of these numeric summary levels: 

• Level 1 is for Unacceptable only. 
3-15 

o A Level 1 summary shall be assigned if and only if performance on one or 

more critical elements is appraised as Unacceptable (5 CFR 430.208(b)(1)). 

o Consideration of non-critical elements shall not result in assigning a Level 1 

summary (5 CFR 430.208(b)(2)). 

o A rating of record of Unacceptable (Level 1) shall be reviewed and approved 

by a higher level management official (5 CFR 430.208(e)). 

• Level 3 is used for Fully Successful or its equivalent. 

• Level 5 is used for Outstanding or its equivalent. The term Outstanding can be used 

to describe a Level 5 summary only. 

Methods for Deriving a Summary Level 

Each appraisal program shall include a method for deriving and assigning a summary level based 

on appraisal of performance on critical elements and, as applicable, non-critical elements. A 

summary rating may be derived using a numeric (e.g., point scales, averaging, majority, 

weighting) or descriptive method. 

The Basic SL/ST Performance Appraisal System/Program uses a numeric derivation formula 

based on weighted elements. It is the same derivation formula used in the Basic SES 

Performance Appraisal System. 

Regulatory Prohibition of Forced Distribution 

The method for deriving and assigning a summary level may not establish a forced distribution 

of summary levels (5 CFR 430.208(c)). A forced distribution occurs when the number of 

employees who may be rated at any given level within the program is predetermined or a quota 

is set. Ratings of record must be determined solely by the application of the derivation method 

to the element ratings. The element ratings, in turn, must result from a comparison of the 

employee’s actual performance against the elements and standards or objectives contained in the 

individual performance plan. This reinforces and emphasizes the need to properly establish 

elements and standards and objectives during the Planning phase of the performance 

management process and revise them as needed during the Monitoring phase. 

Appraisal of SL/ST Employees When Reassigned, Transferred, or Detailed 

An agency program shall establish criteria and procedures to address employee performance for 

employees who are on detail, who are transferred, and for other special circumstances as 

established by the agency (5 CFR 430.205(b)). Policies should take into account the frequency 

and average length of details and the frequency of transfers. 

The policy needs to specify how the performance rating, for the current cycle, that senior 

professionals bring with them from a detail or transfer will be considered in developing the 

rating of record. It is also important to establish policies for taking into account a performance 

rating from a different pattern than the one used in the gaining agency's appraisal program. 

By considering these issues when designing the appraisal program and by including them in the 

program documentation, an agency takes steps to maintain consistent treatment of performance 
3-16 

information across the organization. It also informs supervisors and senior professionals what is 

expected when these staffing actions occur. 

Reassignment or Transfer 

If an employee is reassigned or transfers to a new agency and encumbered the former position 

for more than the minimum appraisal period, the former supervisor should appraise the 

employee’s performance in writing before the employee leaves. Each agency must decide 

whether to make this a formal requirement of its appraisal program. 

Note: Because requiring a performance rating when an employee is reassigned or 

transfers to a new agency after completing the minimum appraisal period is a good 

management practice, the Basic SL/ST Performance Appraisal System/Program has 

incorporated this as a formal requirement. 

At times, an employee may receive a performance rating in a former position upon reassignment 

or transfer to a new position and will not have served in the new position for the minimum 

appraisal period before the end of the official appraisal period. (For example, the employee is 

reassigned on August 1st, the appraisal period ends on September 30th, and the agencyestablished minimum period for the new position is 90 days.) The agency system should specify 

in its performance appraisal program what to do in these instances. Listed below are possible 

options the agency can consider for addressing the situation. 

• The agency may provide that the appraisal period will be extended until the employee 

has served the minimum time in the new position, so that the employee’s rating of 

record can take into account the appraisal for that position along with any interim 

summary ratings from former positions held during the appraisal period. 

• The agency may provide that the appraisal period will end as scheduled, and the 

rating of record will be based on the interim summary rating, or ratings, received 

during the appraisal period. 

Extending an Appraisal Period 

When a rating of record cannot be prepared at the time specified, the appraisal period shall be 

extended. Once the conditions necessary to complete a rating of record have been met, a rating 

of record shall be prepared as soon as practicable (5 CFR 430.208(g)). 

Example: A new employee is appointed to a position effective September 1st. The agency’s 

appraisal cycle ends September 30th. The minimum period for the position is 90 days. Listed 

below are possible options for extending the appraisal period. 

• The employee’s appraisal period is extended to November 30th and a rating of record 

is prepared. 

• The employee’s appraisal period is extended to a total of 13 months and the time 

from the date of appointment is added to the next full appraisal period. 
3-17 

Mandatory Higher-Level Review of Level 1 Ratings 

A rating of record of Unacceptable (Level 1) must be reviewed and approved by a management 

official at a higher level than the official who provided the rating. Agencies may establish 

agency-specific processes for higher-level reviews and may decide that a higher-level review is a 

good practice and provides a measure of fairness. For agencies that have 10 or more SL/ST 

employees, all proposed ratings must be reviewed by an agency centralized review panel before 

finalizing them. 

Centralized Review Panel 

Each agency that employs 10 or more senior professionals must conduct an agency-wide, 

centralized review of proposed ratings under 5 CFR 430.208 and proposed pay actions under 

5 CFR 534.507 by a single panel of individuals designated by the agency head. The panel 

provides advice from an agency-wide perspective (i.e., pertaining to the ratings, pay adjustments, 

and pay rates for all senior professionals in the agency), which will be considered by agency 

officials who are authorized to determine final ratings and adjust the pay of senior professionals. 

Review panels within agency components are not required to meet this requirement. 

The panel must have a majority of career appointees (i.e., career SES appointees or career or 

career-conditional SL/ST employees) when reviewing a senior professional who holds a career 

or career-conditional appointment. The panel may include senior professional or SES 

employees, including Federal employees from outside of the agency. 

Disabled Veteran 

The rating of record or performance rating for a disabled veteran may not be lowered because the 

veteran has been absent from work for medical treatment as provided in Executive Order 5396 

(5 CFR 430.208(f)). 

Reporting Data 

OPM collects, and agencies must report, data on many aspects of employee personnel operations: 

• Executive and Schedule C System (ESCS). OPM maintains ESCS, an interactive 

database specifically for SES and SL/ST employees. Agencies must ensure they keep 

ESCS data current for all their SL/ST employees. 

• Enterprise Human Resources Integration (EHRI). Report ratings of record data to 

EHRI in accordance with instructions in the Guide to Human Resources Reporting. 

Specific information for reporting ratings of record data to EHRI can be found on 

OPM’s website. 

• Procedures in the Guide to Personnel Recordkeeping. Transfer the employee’s 

most recent ratings of record, and any subsequent performance ratings, when an 

employee transfers to another agency or goes to another organization within the 

agency in compliance with 5 CFR part 293 and instructions in the Guide to Personnel 

Recordkeeping. 
3-18 

• Annual SL/ST Ratings, Pay, and Awards Data Call. Annually, OPM issues a data 

call request to agencies with SES members and/or SL/ST employees. Agencies are 

required to respond to the data call by the date indicated in the call memo. OPM 

analyzes the data to determine correlation of performance ratings and ratings-based 

pay and awards when reviewing organizations’ requests for certification of SES or 

SL/ST performance appraisal systems. 
4-1 

CHAPTER 4 : PERFORMANCE APPRAISAL SYSTEM 

CERTIFICATION 

Statute: 5 U.S.C. 5307(d) 

Regulations: 5 CFR Part 430, Subpart D 

Performance appraisal system certification, which applies only to Senior Executive Service 

(SES) and senior-level (SL) and scientific and professional (ST) appraisal systems, provides 

access to a higher maximum rate of pay and a higher limit on aggregate compensation, as 

described in the Pay Limitations section below. The statutes and regulations requiring agencies 

to implement a pay-for-performance system and apply a higher aggregate compensation 

limitation to SES and SL/ST employees are significant features of a Federal compensation 

system that ensures agencies’ SES and SL/ST employees who have received the highest 

performance ratings also receive the largest corresponding performance-based pay adjustments, 

performance awards, and levels of pay. To access the flexibilities offered by these statutes and 

regulations, agencies must first obtain certification of their applicable performance appraisal 

system(s) from the Office of Personnel Management (OPM), with Office of Management and 

Budget (OMB) concurrence, under 5 CFR part 430, subpart D. 

Pay Limitations 

An agency may set the rate of basic pay for an SL/ST employee covered by a certified appraisal 

system at a rate that does not exceed the rate for level II of the Executive Schedule and must 

limit aggregate compensation in a calendar year to the Vice President’s salary. An agency that 

does not have a certified SL/ST appraisal system may set the rate of basic pay for their SL/ST 

employees at a rate that does not exceed the rate for level III of the Executive Schedule and must 

limit aggregate compensation in a calendar year to the rate for level I of the Executive Schedule 

(see Chapter 5 for more information on Pay). 

Length of Certification 

Once OPM determines the agency’s SL/ST appraisal system meets the certification criteria and 

OMB concurs, OPM may grant certification for a period not to exceed 24 months beginning on 

the date of certification. The Director of OPM may grant an extension of up to 6 additional 

months for a single certification period (e.g., OPM may extend a 24-month certification for 6 

additional months for a total of 30 months). Extensions are granted in limited circumstances 

such as when an agency has requested approval of its adoption of the Basic SL/ST Performance 

Appraisal System/Program. 

The length of the period for which certification is granted is determined by the degree to which 

the initial agency submission meets the criteria for certification. An appraisal system may be 

granted full certification for 24 months when an agency demonstrates the system has 

independently fully met all certification criteria. Provisional certification is granted for 12 

months when the system at least minimally meets each certification criterion. 

To help avoid a lapse in certification, an agency using the Basic SL/ST Performance Appraisal 

System/Program should submit its request for certification at least 3 months prior to the 
4-2 

expiration of its current certification. An agency using its own agency-designed SL/ST appraisal 

system should submit its request for certification at least 6 months prior to the expiration of its 

current certification. 

The Performance Appraisal System Certification Process (Certification 2.0) 

In November 2018, OPM revised the performance appraisal system certification process (see 

memorandum dated November 14, 2018). Significant administrative improvements were made 

to the process, hereafter referred to as Certification 2.0, that reduced agency burden and 

minimized the time and resources required to prepare and review certification submissions. 

Although Certification 2.0 applies to requests for certification of an OPM-approved Basic SES 

Performance Appraisal System or Basic SL/ST Performance Appraisal System/Program, the 

focus of this Desk Guide is SL/ST and will therefore outline the certification process as it 

pertains to SL/ST appraisal systems. It is also important to note that agencies choosing to design 

their own SL/ST appraisal system/program instead of using the Basic SL/ST Performance 

Appraisal System/Program must use the SL/ST Performance Appraisal Assessment Tool 

(PAAT) to request certification. Certification 2.0 does not apply to agencies that use the SL/ST 

PAAT (see below for more information on requesting certification using the SL/ST Performance 

Appraisal Assessment Tool (PAAT).) 

The certification criteria at 5 CFR 430.404(a) have not changed and agencies must continue to 

comply with all laws and regulations pertaining to SL/ST certification, pay, awards, and 

performance management. 

Certification 2.0 places more responsibility on agency Oversight Officials to verify proper 

application of their performance appraisal systems, thereby reducing the administrative burden 

on agencies and significantly decreasing the quantity of information and materials required for 

certification reviews. Templates and checklists to aid agencies in fulfilling certification 

requirements are available on the SES and SL/ST MAX Portal. 

Automatic Renewal of Fully Certified Appraisal Systems 

Following full certification under Certification 2.0, an agency’s system will be certified for an 

additional 24 months if the agency meets the annual reporting requirements in 5 CFR 430.405(g) 

and, based on those annual reports and other required documentation, OPM determines, and 

OMB concurs, that the SL/ST appraisal system continues to meet the certification criteria and 

procedural requirements set forth in 5 CFR part 430, subpart D. 

An agency’s Basic SL/ST Performance Appraisal System/Program is eligible for automatic 

renewal after that system receives full certification under Certification 2.0. Under the automatic 

renewal process, the agency head or designee should submit a written request for certification 3 

months prior to the scheduled expiration. The request letter, oversight verification statement, and 

annual ratings, pay, and awards data are the only required submission materials. OPM will— 

• Review the agency’s annual data submission and contact the agency to address any 

issues that may arise; and 

• Review the agency’s pay policy whenever updated or, if there are no updates, review 

at least every five years. 
4-3 

Aligned Results - Removing Review of Performance Plans 

Under Certification 2.0, agencies are no longer required to submit a sample of SL/ST 

performance plans as part of a certification submission. Instead, the agency’s Oversight Official 

will verify in its certification request letter and verification statement (discussed below) that the 

agency is in compliance with the Aligned Results criterion. Agencies continue to be responsible 

for establishing SL/ST performance plans in accordance with law, regulation, and the Basic 

SL/ST Performance Appraisal System/Program. 

Pay Differentiation through “Annual Performance-Based Compensation” (APBC) 

SL/ST employees who have demonstrated the highest levels of individual performance and/or 

contribution to the agency’s performance must receive the highest ratings of record, as well as 

the largest corresponding performance-based pay adjustments and performance awards. Prior to 

Certification 2.0, agencies were required to demonstrate pay differentiation in performancebased pay adjustments and performance awards separately. Along with Certification 2.0, OPM 

introduced an additional option for agencies to demonstrate pay differentiation—the annual 

performance-based compensation (APBC) methodology. APBC allows agencies to demonstrate 

pay differentiation using the combination of performance-based pay adjustments and 

performance awards. 

Performance Distinctions when Modal Rating is Level 5 (or bimodal rating of Levels 4 and 5) 

The application of the appraisal system must result in meaningful distinctions based on relative 

performance; agencies must be able to justify to OPM and OMB SL/ST ratings using 

organizational performance results. Agencies will continue to use the Ratings Distribution 

Justification template to justify ratings using organizational performance results. However, 

agencies are only required to submit the template if there is a modal rating of Level 5 (or 

bimodal rating of Levels 4 and 5) and— 

• it is the initial request for system certification under Certification 2.0; or 

• the system’s most recent certification under Certification 2.0 was provisional. 

Organizational Assessment and Guidelines 

Agencies are required to conduct assessments of organizational performance and share the 

results with SL/ST employees, rating and reviewing officials, and members of the panel 

conducting centralized review (i.e., Senior Professional Review Panel) to ensure SL/ST ratings 

are based on individual and organizational performance. OPM provides an optional template 

that agencies may use in crafting communication of their Organizational Assessment and 

Guidelines. Agencies are only required to submit an Organizational Assessment and Guidelines 

documentation if— 

• it is the agency’s initial request for system certification under Certification 2.0; or 

• the system’s most recent certification under Certification 2.0 was provisional. 
4-4 

Agency Verification and Agency Responsibility 

The following will be verified by the Oversight Official in the certification request letter and 

accompanying verification statement available on the SES and SL/ST MAX Portal: 

1. Aligned Results 

2. Oversight 

3. Communication of System Application Results 

4. Consultation 

5. Accountability 

6. Balance (balanced measures) 

7. Training 

8. Performance Distinctions (when requesting automatic renewal) 

9. Organizational Assessment and Guidelines (when requesting automatic renewal) 

OPM reserves the right to request any documentation deemed necessary to support a certification 

determination. 

Certification 2.0 Tools and Templates 

To assist agencies in fulfilling Certification 2.0 criteria, a variety of tools and templates are 

available on the SES and SL/ST MAX Portal in the Resources section. 

Required Templates 

• Oversight Verification Statement - Used by the Oversight Official to attest that 

specified certification criteria have been met. 

• Annual Data Call Spreadsheet - Used by all agencies seeking certification to submit 

annual SL/ST ratings, pay, and awards data. 

• Ratings Distribution Justification Template - Designed to capture the number of 

SL/ST employees rated at each rating level and the justification for that distribution 

based on the organizational assessment and any additional factors, as described by the 

agency. (Note: Not required when submitting requests for certification under 

automatic renewal.) 

Optional Templates and Tools 

• Certification Request Letter - May be used by the agency head (or designee) to 

request certification. 

• Organizational Assessment and Guidelines Template - Designed to assist agencies in 

describing guidelines for using organizational performance results when assigning 

SL/ST employee ratings. 
4-5 

• Appraisal System Certification 2.0 Request Checklist - Designed for agencies to use 

when developing and/or reviewing required documentation and templates submitted 

to OPM to request certification under Certification 2.0. 

• SL/ST Pay Policy Template - May be used by agencies to establish the written 

procedures required by regulation for setting and adjusting pay for SL/ST employees. 

• Guidance on SL/ST Pay Policy - Designed to assist agencies in developing pay 

policies for their SL/ST employees. The requirements for developing an SL/ST pay 

policy are provided in outline format for ease of use and understanding. 

SL/ST Performance Appraisal Assessment Tool (PAAT) 

Agencies using their own agency-designed SL/ST appraisal system/program must request system 

certification using the SL/ST PAAT. Agencies that request certification using the SL/ST PAAT 

must submit certification requests to OPM at least 6 months prior to certification expiration to 

help avoid a lapse in certification. Materials for submitting requests using the SL/ST PAAT 

process are available on the SES and SL/ST MAX Portal, and agencies may contact OPM’s 

Executive Resources and Performance Management (ERPM) Group for assistance in submitting 

certification requests using the SL/ST PAAT process. 

Certification Criteria 

To obtain certification of an SL/ST appraisal system, an agency must demonstrate that the SL/ST 

appraisal system, as designed and applied, makes meaningful distinctions based on relative 

performance and meets the certification criteria below. 

Aligned Results 

Individual performance expectations must be derived from and clearly linked to the agency’s 

mission, strategic goals, program/policy objectives, and/or annual performance plan and budget 

priorities. Alignment should be clear and transparent so that SL/ST employees understand how 

their performance aligns with organizational goal achievement and can be cascaded down to 

subordinates, if applicable, to ensure alignment of their performance as well. The performance 

expectations for individual SL/ST employees must— 

• apply to their respective areas of responsibility; 

• reflect expected agency and/or organizational outcomes and outputs, performance 

targets or metrics, or policy/program objectives; 

• identify specific programmatic crosscutting, external, and partnership-oriented goals 

or objectives, as applicable; 

• include quality indicators and generally include other performance measures such as 

quantity, timeliness, cost savings, manner of performance, or other factors; and 

• be stated in terms of observable, measurable, and/or demonstrable results. 

For agencies using the Basic SL/ST Performance Appraisal System/Program, all performance 

objectives in the Business Results critical element must be written in terms of measurable results. 
4-6 

Consultation 

Agencies must consult with SL/ST employees to ensure performance expectations are developed 

with their input and involvement and are communicated to them at the beginning of the 

applicable appraisal period (i.e., normally within 30 days) and at appropriate times thereafter 

(e.g., upon onboarding of a new employee). This is necessary to provide a continuing basis for 

direction of Federal programs and to enable SL/ST employees to establish performance plans for 

their subordinates, if applicable, that appropriately cascade responsibility for organizational goal 

achievement to their subordinates at the beginning of their appraisal period, and/or appropriate 

times thereafter. For agencies using the Basic SL/ST Performance Appraisal System/Program, 

compliance with this criterion is built into the appraisal system design and verified by the 

Oversight Official. 

Balance 

Individual performance expectations must include measures of customer/stakeholder and 

employee perspectives and feedback, and leadership competencies or behaviors that contribute to 

and are necessary to distinguish outstanding performance, including two-way communication 

with customers and with employees. For agencies using the Basic SL/ST Performance Appraisal 

System/Program, compliance with this criterion is built into the appraisal system design and 

verified by the Oversight Official. 

Organizational Assessments and Guidelines 

The appraisal system must provide for appropriate assessments of an agency’s performance. 

Such assessments may include reports of the agency’s success in achieving its goals or annual 

organizational performance plans and targets. The appraisal system must also provide for 

individual performance evaluation guidelines based, in part, upon the assessments. Agencies 

must communicate the assessments and guidelines to SL/ST employees, rating and reviewing 

officials, Senior Professional Review Panel members, and appointing authorities at the 

conclusion of the appraisal period. This must occur before individual performance ratings are 

recommended so they may serve as a basis for individual performance evaluations. Agencies 

should involve their Performance Improvement Officers when developing these assessments and 

guidelines. For agencies using the Basic SL/ST Performance Appraisal System/Program, this 

criterion will be assessed by the agency with appropriate documentation provided to OPM as 

instructed. 

Oversight 

An Oversight Official must be designated to provide oversight over the appraisal 

system/program. The Oversight Official must either be the agency head or the individual 

specifically designated under 5 CFR 430.404(a)(5), who certifies, for the SL/ST performance 

appraisal system, that— 

• the appraisal process makes meaningful distinctions based on relative performance; 

• the results of the appraisal process take into account, as appropriate, the agency’s 

organizational performance assessment; and 
4-7 

• pay levels and adjustments and performance awards based on the results of the 

appraisal process accurately reflect individual performance and/or contribution to 

agency performance. 

The Oversight Official provides assurances that the performance appraisal system is functioning 

as designed throughout the organization. Agencies should ensure that documents reflecting the 

delegation of authority to the Oversight Official correctly identify the official who has been so 

designated. For agencies using the Basic SL/ST Performance Appraisal System/Program, the 

Oversight criterion will be assessed by the agency with appropriate documentation provided to 

OPM as instructed. 

Accountability 

For supervisory SL/ST employees, performance plans must include a critical element that holds 

them accountable for aligning subordinate performance plans with organizational goals and the 

rigor with which they appraise subordinate employees. For agencies using the Basic SL/ST 

Performance Appraisal System/Program, compliance with this criterion is built into the 

performance system design and verified by the Oversight Official. 

Performance Distinctions 

Agency-designed appraisal systems must include at least one summary level of performance 

above fully successful, including a summary level that reflects outstanding performance, as 

defined in 5 CFR 430.402. The annual administration of the system must result in meaningful 

distinctions based on relative performance that take into account the assessment of the agency’s 

performance against relevant program performance measures, employee performance 

expectations, and such other relevant factors as may be appropriate. Relative performance does 

not require ranking SL/ST employees against each other; such ranking is prohibited for the 

purpose of determining performance ratings. For equivalent systems that do not use summary 

ratings, the appraisal system must provide for clear differentiation of performance at the 

outstanding level. For agencies that have adopted the Basic SL/ST Appraisal System/Program, 

this requirement is incorporated into the system design. Agencies must justify their rating 

distributions using organizational performance. 

Pay Differentiation 

The appraisal system must support pay differentiation so that those SL/ST employees who have 

demonstrated the highest levels of performance and/or contributions to the agency’s performance 

receive the highest ratings of record, and the largest corresponding pay adjustments, performance 

awards, and levels of pay, particularly above the rate for level III of the Executive Schedule. 

When reviewing certification requests, OPM also reviews agency pay policies to understand the 

association between individuals’ ratings and their performance pay (i.e., pay adjustments and 

performance awards). Time-off awards and contribution-based cash awards (special act awards) 

may not be used to demonstrate pay differentiation. 

All agencies requesting certification are expected to demonstrate pay differentiation across all 

the applicable system’s population and the pay differentiation criterion is met only when an 

agency’s data demonstrates— 
4-8 

• every individual with a Level 5 rating must receive more than an individual with a 

Level 4 rating (i.e., All Level 5 > All Level 4; Any Level 4 ≠ Any Level 5), and 

• every individual with a Level 4 rating must receive more than an individual with a 

Level 3 rating (i.e., All Level 4 > All Level 3; Any Level 3 ≠ Any Level 4).

Methodologies for Demonstrating Pay Differentiation 

As part of Certification 2.0, OPM introduced greater flexibility for agencies to demonstrate pay 

differentiation using the combined total of an SL/ST employee’s rating-based pay adjustment 

and rating-based award, referred to as annual performance-based compensation (APBC). 

Alternatively, agencies may choose to continue demonstrating pay differentiation in the ratingbased pay adjustments and rating-based awards, separately. 

Agencies may demonstrate pay differentiation through one of two methodologies— 

• Separate, in which each SL/ST employee’s rating-based award and rating-based pay 

adjustment are evaluated independently; or 

• APBC, which is a combination (i.e., sum) of the rating-based pay adjustment and 

rating-based award. 

Agencies also have the flexibility to demonstrate pay differentiation agency-wide, by 

component/bureau, or pay tier, as specified in the agency’s pay policy or closeout guidance. 

OPM assesses an agency’s compliance with the pay differentiation criterion according to the 

methodology chosen by the agency, thereby giving an agency maximum flexibility with regard 

to how it compensates its highest performers. 

Demonstrating Pay Differentiation Separately vs. APBC 

The table below describes and delineates the methodologies by which agencies may demonstrate 

compliance with the pay differentiation criterion: 
4-9 

APBC 

Rating-Based Pay Adjustment + RatingBased Award 

SEPARATE 

Rating-Based Pay Adjustment 

and Rating-Based Award, separately 

• All SL/ST employees rated Level 5 

receive a combination (i.e., sum) of ratingbased pay adjustment(s) and a rating-based 

award that is more than any SL/ST 

employee rated at Level 4; 

• All SL/ST employees rated Level 4 

receive a combination of rating-based pay 

adjustment(s) and a rating-based award 

that is more than any SL/ST employee 

rated at Level 3; and 

o If any SL/ST employee is rated at 

Level 3, then all SL/ST 

employees at Level 4 must 

receive a higher combination than 

all individuals at Level 3. 

SL/ST employees rated below Level 3 are 

ineligible for rating-based pay adjustments 

or rating-based awards and are not included 

in the pay differentiation review. 

• All SL/ST employees rated Level 5 

receive rating-based pay adjustment(s) 

and a rating-based award, separately, that 

are more than that distributed to those 

SL/ST employees rated at Level 4; and 

• All SL/ST employees rated Level 4 

receive rating-based pay adjustment(s) 

and a rating-based award, separately, that 

is more than that distributed to any SL/ST 

employees rated at Level 3. 

o If any SL/ST employee is rated at 

Level 3, then all SL/ST employees at 

Level 4 must receive a higher ratingbased pay adjustment(s) and a ratingbased award, separately than all 

individuals at Level 3. 

SL/ST employees rated below Level 3 are 

ineligible for rating-based pay adjustments 

or rating-based awards and are not included 

in the pay differentiation review. 

• No overlap of amounts distributed across 

rating levels (e.g., a Level 4 and a Level 3 

cannot both receive APBC of $0 or 0%). 

• May demonstrate pay differentiation using 

$ amounts or %; however, agencies must 

use the same approach for both ratingbased pay adjustments and rating-based 

awards. 

• All SL/ST employees rated at or above 

Level 3 are assessed for pay 

differentiation, including those with a 

salary at the pay/tier cap. 

o Since employees at a pay/tier cap may 

still receive a rating-based award, 

these individuals are not excluded 

from the review of the agency’s pay 

differentiation under APBC. 

• No overlap of rating-based pay adjustment 

or rating-based award amounts distributed 

across rating levels. 

• May demonstrate differentiation in $ 

amounts or %, separately, in rating-based 

pay adjustments and rating-based awards. 

• SL/ST employees with a salary at the 

pay/tier cap are not assessed for pay 

differentiation in the rating-based pay 

adjustment review; however, they are 

assessed in the rating-based award review. 
4-10 

Lack of Pay Differentiation 

An agency’s SL/ST performance appraisal system must demonstrate compliance with all 

certification criteria to be eligible for certification. If an agency’s appraisal system does not 

demonstrate compliance with the pay differentiation criterion as described in regulation and 

guidance, the system will be ineligible for certification until such time as the agency demonstrates 

compliance. Agencies must demonstrate pay differentiation as described in this guidance 

utilizing their available budgets. In other words, running out of funds is not an acceptable 

justification for not showing pay differentiation. It is critical that agencies’ SL/ST performance 

appraisal systems and accompanying pay and awards policies reflect applicable statutory and 

regulatory requirements, as well as requirements for certification, when seeking certification of 

such systems. OPM encourages all agencies to continue to engage with the OPM Executive 

Resources and Performance Management Group (performance-management@opm.gov) to ensure 

a full understanding of all certification criteria to avoid a lapse or suspension of certification. 

Other Requirements 

OPM, with OMB concurrence, will certify only those agency performance appraisal systems that 

comply with relevant laws and regulations. 

Agencies should train SL/ST employees on the policies and operation of their performance 

appraisal and pay systems as well as communicate the results of the previous appraisal period 

(i.e., overall ratings distribution, average pay adjustments, and average performance awards for 

each rating level, as applicable). Agencies must protect the privacy of individual SL/ST 

employees’ ratings when communicating these results. An agency with a small population of 

SL/ST employees (i.e., 10 or less) will need to exercise caution to ensure that average pay 

adjustment and average award amounts disclosed could not be used to determine an individual 

SL/ST employee’s rating. 

Agencies must provide OPM with ratings, pay, and awards data for their SL/ST employees in 

accordance with the annual data call instructions and at any other time as requested to support a 

certification request. OPM may also request an agency provide other additional information, as 

needed. 

Expiration of Certification 

If an agency’s appraisal system certification expires (e.g., due to late submission, incomplete 

documentation, or a need for corrections), the agency immediately loses its authority to apply the 

higher maximum rate of pay and higher aggregate limit. Once certification expires, the agency 

cannot set or adjust an SL/ST employee’s pay at a rate that exceeds level III of the Executive 

Schedule. The rate of basic pay of an SL/ST employee that is already above level III is not 

reduced upon expiration of certification (5 CFR 534.509(b)). Additionally, the agency must 

limit aggregate compensation received by an SL/ST employee to the rate for level I of the 

Executive Schedule (see 5 CFR part 530, subpart B for further information). 
4-11 

OPM, with OMB concurrence, will certify the agency’s system once the agency demonstrates 

the system meets the certification criteria. Granting certification is not an event that authorizes 

changes in pay (see Chapter 5 for more information on Pay). 

Suspension of Certification 

When OPM determines that an agency’s certified appraisal system is no longer in compliance 

with certification criteria, OPM, with OMB concurrence, may suspend the agency’s certification. 

OPM will notify the head of the agency at least 30 calendar days in advance of the suspension 

and indicate the reason(s) for the suspension, as well as any expected corrective action. OPM, 

with OMB concurrence, may reinstate an agency’s suspended certification after the agency has 

taken appropriate corrective action. 

Upon receiving a notice of suspension and until certification is reinstated, the agency cannot set 

an SL/ST employee’s pay at a rate that exceeds level III of the Executive Schedule. The rate of 

basic pay of an SL/ST employee that is above level III is not reduced upon suspension of 

certification (5 CFR 534.509(b)). Additionally, the agency must limit aggregate compensation 

received by an SL/ST employee to the rate for level I of the Executive Schedule. 

An agency’s certification is automatically suspended when OPM withdraws performance 

appraisal system approval or mandates corrective action because of misapplication of the system. 

Upon an agency’s compliance with mandated corrective action(s), OPM may reinstate the 

certification of an appraisal system that had been automatically suspended. Reinstatement of a 

suspended certification does not alter the certification’s original expiration date. 
5-1

CHAPTER 5 : PAY 

Statute: 5 U.S.C. 5307(d), 5318, and 5376 

Regulations: 5 CFR Part 534, Subpart E

SL/ST Pay Provisions 

The pay range for senior-level (SL) and scientific and professional (ST) positions has a minimum 

rate of basic pay equal to 120 percent of the basic pay rate for General Schedule (GS)-15, step 1, 

and a maximum rate of basic pay equal to the rate payable for level III of the Executive Schedule 

(EX-III). However, for any agency with a performance appraisal system that is certified under 

5 U.S.C. 5307(d) as making, in its design and application, meaningful distinctions based on 

relative performance, the maximum rate of basic pay is the rate payable for level II of the 

Executive Schedule (EX-II) (see Chapter 4 for more information on Performance Appraisal 

System Certification). Agencies are required to set and adjust pay for SL/ST employees based 

on individual performance, contribution to the agency’s performance, or both, as determined 

under a rigorous performance appraisal system. Agencies must also establish written procedures 

that provide transparency in the processes for making pay decisions (see 5 CFR 534.505). 

SL/ST employees are eligible to earn compensatory time off in lieu of overtime pay and 

compensatory time off for travel (see Fact Sheet: Compensatory Time Off and Fact Sheet:

Compensatory Time Off for Travel). They may also earn credit hours if an agency’s policies for 

flexible work schedules or union agreements permit (see Fact Sheet: Credit Hours Under a

Flexible Work Schedule). 

Setting Pay 

Includes pay setting— 

• for an individual upon initial appointment to an SL or ST position;

• for a current SL or ST employee upon transfer to another agency; and

• upon reinstatement of a former SL or ST employee to an SL or ST position in any

agency.

In these situations, an agency may set pay at any rate within the applicable rate range. An 

agency must consider the nature and quality of the individual’s experience, qualifications and 

accomplishments as they relate to requirements of the position and its impact on the agency’s 

performance. Pay rates above EX III but equal to or below EX-II are reserved for those 

individuals who possess superior competencies necessary to address key program and mission 

requirements and those senior professionals whose pay rate above EX-III must be preserved 

upon appointment in a new agency that does not have a certified performance appraisal system 

(5 CFR 534.509(a)).
5-2 

Annual Increases in Basic Pay 

An agency head is required to adjust rates of basic pay for senior professionals within the SL/ST 

pay range by an amount the agency head considers appropriate on the date statutory pay 

adjustments are provided for the GS. SL/ST employees do not receive an automatic pay 

adjustment. This annual pay adjustment is based on individual performance, contribution to 

agency performance, or both, as determined by the agency under a rigorous performance 

appraisal system. Rates above EX-III but equal to or below EX-II are reserved for those senior 

professionals who demonstrate the highest-level performance and make the greatest contribution 

to agency performance. 

It is the Office of Personnel Management’s (OPM) view that a senior professional rated Fully 

Successful or above and properly positioned within the pay range generally should receive a pay 

increase. We therefore provide that if GS pay rates are increased under 5 U.S.C. 5303 (Annual 

Adjustments to Pay Schedules) and an agency head does not adjust the pay of a senior 

professional rated Fully Successful or above (i.e., provides a “zero” pay adjustment), the agency 

must communicate the reasons for that decision to the employee in writing 

(5 CFR 534.507(h)(1)). An exception to this requirement occurs when a senior professional is 

already compensated within the top 10 percent of the pay range. In such cases, written 

communication is required only when an SL/ST employee receives the highest possible rating 

above Fully Successful and the maximum payable rate for senior professionals has also increased 

due to an increase in Executive Schedule (EX) pay rates. A senior professional employee rated 

below Fully Successful may not receive a pay increase unless one is required by 

5 CFR 534.507(g) to avoid paying the employee at a rate below the minimum rate of basic pay. 

Controls and Conditions for Setting and Adjusting Pay 

• Senior professional pay adjustments must be based on individual performance, 

contribution to the agency’s performance, or both; 

• An agency that employs 10 or more senior professionals must provide centralized 

review of proposed ratings and pay adjustments; and 

• Certain pay adjustments may only be approved by the agency head or the designee 

(Oversight Official) who performs the functions identified in 5 CFR 430.404(a)(6). 

Note: Setting and adjusting pay are also subject to agency-specific restrictions based 

upon applicable statutes and regulations or administration policy. 

Centralized Review of Proposed Pay Increases 

Each agency that employs 10 or more senior professionals must conduct an agencywide, 

centralized review of proposed ratings under 5 CFR 430.208 and proposed pay actions under 

5 CFR 534.507 by a single panel of individuals designated by the agency head. The panel 

provides advice from an agency-wide perspective (i.e., pertaining to the ratings, pay adjustments, 

and pay rates for all senior professionals in the agency), which will be considered by agency 

officials who are authorized to determine final ratings and adjust the pay of senior professionals. 

Review panels within agency components will not meet this requirement. 
5-3 

The panel must have a majority of career appointees (i.e., a career Senior Executive Service 

(SES) member or a senior professional who holds a career or career-conditional appointment or 

an appointment of equivalent tenure in the excepted service) when reviewing a senior 

professional who holds a career or career-conditional appointment. The panel may include 

senior professional or SES employees, including Federal employees from outside of the agency. 

Restrictions on Delegation of Authority for Certain Pay Actions 

An agency head may delegate authority to set and adjust senior professional pay except that 

under 5 CFR 534.505(c), only the agency head or the Oversight Official may approve the 

following pay actions: 

• Any pay-setting action under 5 CFR 534.506 or any pay increase under 

5 CFR 534.507 that results in a rate of basic pay that is within the highest 10 percent 

of the applicable rate range (see calculation instructions at 5 CFR 534.505(c)(1)). 

• A pay increase resulting in a rate of basic pay 10 percent or more above the senior 

professional’s salary at the beginning of the fiscal year, or, if more recent, upon initial 

appointment in the agency (see calculation instructions at 5 CFR 534.505(c)(2)). 

• A pay increase for a senior professional reappointed within 30 days to the same 

position or a successor position in the agency (5 CFR 534.506(c)(2)). 

• An off-cycle pay increase under 5 CFR 534.510. 

Office of Inspector General (OIG) 

The Inspector General Reform Act of 2008 (Pub. L. 110-409, November 14, 2008) provided that 

each Office of Inspector General (OIG) is a separate agency for purposes of SES statutes and the 

Inspector General (IG) is the head of that agency. However, this Act did not do the same with 

respect to statutes pertaining to senior professional positions. OPM therefore lacks authority to 

designate the IG as an agency head for the purpose of setting pay for senior professionals. OPM 

also cannot require an agency head to delegate authority for OIG senior professional pay actions 

to the IG. 

The agency head may delegate authority for all pay actions for OIG senior professionals to the 

IG. An agency head who delegates to the IG authority for all pay actions for OIG senior 

professionals, including those pay actions reserved to the agency head or the Oversight Official, 

need not include OIG senior professionals when determining whether the number of senior 

professionals in the agency requires centralized review of ratings and pay actions. An IG who 

has been delegated such authority by the agency head need only consider OIG senior 

professionals when determining whether centralized review is required. 

Off-Cycle Pay Increases 

An off-cycle pay increase is any increase in a senior professional's rate of basic pay that becomes 

effective on a date other than the date specified in 5 CFR 534.507(a)(1). Only an agency head or 

the Oversight Official may grant an off-cycle pay increase to a senior professional. An off-cycle 
5-4 

pay increase must be supported by factors that distinguish the senior professional's performance 

from that of peers, and from that previously recognized by the annual pay adjustment. In 

assessing the warrant for an off-cycle pay increase, the approving official may consider such 

factors as— 

• exceptionally meritorious accomplishments, not captured in the annual appraisal, 

contributing significantly to the agency's performance; 

• reassignment to a position that has a substantially greater impact on agency 

performance; or 

• the need to retain a senior professional whose contributions are critical to the agency 

and who is likely to leave the agency. 

Off-cycle pay increases must be documented and may include use of a performance rating to 

distinguish the basis for the off-cycle increase from the basis for the annual pay adjustment. 

Information must be included to specify and explain the additional factor(s) used to support the 

pay increase. 

In accordance with 5 CFR 534.510(d), if the maximum rate of basic pay increases during the 

year for reasons other than certification status, the agency head or the Oversight Official may 

consider whether to grant an off-cycle pay increase using the same criteria used to determine the 

senior professional’s annual pay increase. 

Pay Increases Under a Certified Performance Appraisal System 

Pay rates above EX-III are reserved for senior professionals who demonstrate the highest levels 

of individual performance and/or make the greatest contributions to the agency’s performance as 

determined by the agency through its performance appraisal system. Regulations permit pay 

increases above EX-III when the— 

• rating covers a period of at least 90 days of performance during which the agency’s 

appraisal system is certified (Note: OPM may waive this requirement only for the 

initial certification of an agency’s appraisal system, as provided by 

5 CFR 534.507(e), and must do so in writing for the waiver to apply); 

• rating becomes final while the agency’s appraisal system is certified; 

• rating and pay increase are approved in accordance with the agency’s written 

procedures by the appropriate official; and 

• pay increase becomes effective while the agency’s appraisal system is certified. 

Pay Upon Transfer to Another Agency or Upon Suspension of Certification 

A senior professional may not suffer a reduction in pay if the individual transfers from an agency 

with a certified appraisal system covering senior professional positions to an agency in which the 

system covering senior professional positions is not certified (i.e., transfer from an agency with a 

maximum rate of EX-II to an agency with a maximum rate of EX-III), or as the result of the 
5-5 

suspension or expiration of an agency’s performance appraisal system certification 

(5 CFR 534.509(a) and (b)). 

The senior professional will continue to receive their current rate of pay and is not eligible for a 

pay increase until assigned to a position covered by a certified performance appraisal system or 

their current rate of pay falls within the pay range. These provisions do not apply upon 

appointment of a senior professional to an SES position or upon appointment of an SES member 

to a senior professional position. 

Reductions in Pay 

An agency and employee may voluntarily agree to a reassignment that will involve a current or 

future pay reduction for the employee. If an SL or ST employee willingly accepts this pay 

consequence to facilitate a desired assignment and the agency documents the voluntary nature of 

the reduction, it will not be considered an adverse action subject to 5 CFR part 752, subpart D. 

An SL/ST employee’s rate of basic pay may be reduced for poor performance (see 

5 CFR part 432) or conduct subject to adverse action rules in 5 CFR part 752, subpart D. An 

SL/ST employee may also be placed in a GS position under rules for reductions in grade at 

5 CFR part 752, subpart D (adverse action) or 5 CFR part 432 (performance based actions), with 

pay determined under applicable rules. 

Certain Exemptions from the Requirement to Set and Adjust Pay Based on 

Performance 

Agencies that are excluded by law or regulation from performance appraisal are exempt from the 

rules for setting and adjusting pay based on performance. Also, an agency that is covered by 

performance appraisal requirements (e.g., 5 U.S.C. 4301(1)) but has particular employees or 

positions excluded from performance appraisal (e.g., 5 U.S.C. 4301(2)), is, with respect to those 

employees or positions, exempt from the rules for setting and adjusting pay based on 

performance (see 5 CFR 534.511). These agencies must continue to document in writing the 

basis for each pay increase (including an off-cycle increase) and follow the agency’s written 

procedures. 

The exemption applies only to the extent that the regulation requires an agency to set or adjust 

pay based upon individual performance, contribution to agency performance, or both. 

Otherwise, the pay regulations apply. For example, the regulations require the agency to provide 

its senior professionals written procedures that explain how pay is set and adjusted. 

An agency using the exemption may not set a pay rate for a senior professional above the rate for 

EX-III, except as provided above in “Pay Upon Transfer to Another Agency or Upon Suspension 

of Certification. ” 

Written Procedures 

Each agency with SL/ST position(s) must establish written procedures for setting and increasing 

senior professionals’ pay (see 5 CFR 534.505). An agency must keep its procedures current, 
5-6 

share them with senior professionals, provide training or additional guidance, and supply a copy 

to OPM upon request. Guidance on SL/ST Pay Policy and an SL/ST Pay Policy Template are 

available on the SES and SL/ST MAX Portal. 

The agency’s written procedures must include— 

• criteria used to set and increase a senior professional’s rate of basic pay that ensures 

pay reflects meaningful distinctions among SL and ST employees (e.g., pay reflects 

meaningful distinctions between performance levels and/or within a single 

performance level); 

• criteria used to set and increase a senior professional’s rate of basic pay above EX-III 

if the agency’s appraisal system is certified; 

• criteria used to establish pay ranges applicable to different SL or ST positions (e.g., 

tiers) if used; 

• designation of the authorized agency official(s) who has the authority to set and 

adjust pay, subject to the requirements of 5 CFR 534.505(c); 

• administrative and management controls that ensure pay actions conform to law, 

regulations, and agency procedures; and 

• requirement to adjust a senior professional’s pay at the beginning of the first 

applicable pay period commencing on or after the first day of the month in which an 

annual adjustment takes effect for the GS. This does not constitute a requirement or 

provide authority to adjust all SL and ST employees’ pay rates by the same amount 

(i.e., across the board increases). 

Processing SL/ST Pay Actions 

SL/ST pay actions are processed under rules found in the Guide to Processing Personnel 

Actions, the Guide to Personnel Recordkeeping, and the Guide to Data Standards. A table, to be 

used in conjunction with the appropriate Guides, explaining the proper Nature of Action Codes 

to use for these pay actions (Table 17-D of Chapter 17), can be found on the OPM Website in the 

Guide to Processing Personnel Actions. For additional questions, please contact the Executive 

Resources and Performance Management Policy (ERPM) Group, by phone at 202-606-8046, or 

email sespolicy@opm.gov.
6-1 

CHAPTER 6 : AWARDS 

Statute: 5 U.S.C. 4501-4509 and 5307 

Regulations: 5 CFR Part 451, Subparts A and C 

An agency may grant a cash, honorary, or informal recognition award, or grant time-off without 

charge to leave or loss of pay consistent with chapter 45 of title 5, United States Code, and 

5 CFR part 451 to senior-level (SL) and scientific and professional (ST) employees, as an 

individual or member of a group, on the basis of— 

• a suggestion, invention, superior accomplishment, productivity gain, or other personal 

effort that contributes to the efficiency, economy, or other improvement of 

Government operations, or achieves a significant reduction in paperwork; 

• a special act or service in the public interest in connection with or related to official 

employment; or 

• performance as reflected in the SL/ST employee's most recent rating of record (as 

defined in 5 CFR 430.203 of this chapter), provided that the rating of record is at the 

Fully Successful level (or equivalent) or above. 

Incentive award payments and forms of recognition for SL/ST employees include performance 

awards, individual contribution awards (i.e., special act awards), Presidential Distinguished and 

Meritorious Rank Awards, and other forms of recognition such as ceremonies. 

Note: Agency payment of ceremonial expenses in connection with the actual 

presentation of awards is authorized under 5 U.S.C. 4503. 

Performance Awards 

Performance awards granted under 5 U.S.C. 4505a and 5 CFR Part 451, Subpart A (also known 

as rating-based awards) recognize and reward excellence in performance that occurred over the 

performance appraisal period as reflected in the rating of record. Performance awards may be 

granted to SL/ST employees whose rating of record is at least Fully Successful (level 3) at the 

end of the performance appraisal period. Performance award programs must be designed to 

differentiate the award amount based on meaningful distinctions in levels of performance as 

determined through the performance appraisal program (5 CFR 451.104(h)). 

Performance Award Limitations 

Awards based solely on a rating of record generally do not exceed 10% of an employee’s rate of 

basic pay. However, an agency head may authorize a rating-based award of more than 10% if 

they feel it is justified, based on the employee’s exceptional performance. These awards may 

not, under any circumstance, exceed 20% of basic pay (5 U.S.C. 4505a(a)(2)). Also, 

computation of a rating-based award as a percentage of basic pay could result in an award over 

$10,000, requiring Office of Personnel Management (OPM) approval (see section on Cash 

Awards Over $10,000).
6-2 

Number and Amount of Individual Performance Awards 

An agency may determine the number of senior professionals who receive performance awards 

and the amount of each award consistent with criteria in the agency awards policy and the 

applicable awards budget. Performance awards are not to be used merely as supplements to basic 

pay but may be given to recognize performance as reflected in the employee’s most recent rating 

of record and should be commensurate with the contribution of the employee. To support 

certification of an agency’s appraisal system for senior professionals, award amounts must 

demonstrate appropriate pay differentiation based upon performance. Methods for demonstrating 

pay differentiation are discussed in the section on Pay Differentiation in Chapter 4. 

Appropriate Use of Awards Other Than Performance Awards 

Awards other than performance awards are appropriately used to recognize a single, significant 

act or contribution the agency head (or designee) finds to be deserving of an award distinct from 

and in addition to recognition otherwise provided based upon an employee’s overall performance 

over the course of a rating period (e.g., an extraordinary effort on a project not anticipated in the 

employee’s performance plan, or a scientific achievement that may have culminated after a 

significant period of time). Other forms of recognition, such as time-off awards, should be 

considered for SL/ST employees in accordance with an agency’s awards policy. Receiving one 

of these forms of recognition does not bar SL/ST employees from receiving a performance 

award, or vice versa. Agencies must grant the appropriate type of award based on the merits of 

the contribution and commensurate with the benefits realized from the contribution being 

recognized. Agencies should carefully document the reasons for any award to make clear that it 

is not being given in lieu of a performance award or in addition to an award that already 

sufficiently recognized the same accomplishment. 

Cash Awards Over $10,000 

Each agency head may authorize the payment of a cash award (performance award or individual 

contribution award) for SL/ST employees up to $10,000. Contribution awards over $10,000 are 

quite rare. If an employee’s performance or specific contribution is significant enough to 

warrant a cash award over $10,000, the agency must submit a request for approval to the 

Director of OPM prior to paying any amount over $10,000. The Director of OPM may approve 

an award for an individual employee up to $25,000 for a highly exceptional and unusually 

outstanding contribution, made either as an individual or as a member of a group or for 

performance over an entire appraisal period. 

Note: A combination of two or more cash awards paid to a single employee totaling 

more than $10,000 does not require OPM approval so long as each individual award is 

$10,000 or less. Agencies may not pay multiple cash awards recognizing the same 

accomplishment in order to circumvent OPM approval. 

Individual agencies may have unique statutory authorities for granting awards over $10,000. For 

example the Department of Defense, Internal Revenue Service, and Department of Veterans 

Affairs may grant awards up to $25,000 without OPM approval. If the recommended award is 

over $25,000, the Director of OPM reviews the nomination and forwards his/her 
6-3 

recommendation to the President for approval. Such award recommendations must rise to the 

level of warranting Presidential recognition. For additional guidance on requesting approval of 

awards over $10,000, see the Guide to Processing Awards Requiring OPM Approval. 

Restrictions for Senior Political Appointees 

Limitation of Awards During a Presidential Election Year 

An employee who holds a schedule C appointment, including an SL appointee, may not receive 

any award under subchapter I of chapter 45 of title 5 during a Presidential election period, i.e., 

the period beginning June 1st of a Presidential election year and ending January 20th of the year 

after the election occurs (see 5 U.S.C. 4508 and 5 CFR 451.105(a)(2)). 

Freeze on Discretionary Awards, Bonuses, and Similar Payments for Political Appointees 

A Presidential Memorandum dated August 3, 2010, placed a freeze on discretionary awards for 

Federal employees serving under political appointments, which remains in effect until further 

notice (see Guidance on Freeze on Discretionary Awards, Bonuses, and Similar Payments for 

Federal Employees Serving under Political Appointments). 

Examples: 

• Performance Awards. Agencies may not authorize or pay rating-based performance 

awards under the authority of 5 U.S.C. 4505a and 5 CFR Part 451, Subpart A, to 

political appointees as of August 3, 2010. 

• Special Act Awards. Agencies may not authorize or pay single contribution-based 

special act awards for either individual or group achievements under the authority of 

5 U.S.C. 4503 and 5 CFR Part 451, Subpart A, to political appointees as of August 3, 

2010. 

Agencies may continue to authorize or grant time-off awards and nonmonetary awards (e.g., a 

plaque or certificate) to political appointees because these awards are not subject to the freeze. 

However, time-off awards are among the awards prohibited for certain employees during a 

Presidential election period, as mentioned above. In addition, agencies should not use time-off 

awards to circumvent the freeze on discretionary monetary awards, and agencies must consider 

the productivity cost to the organization when granting them (i.e., agencies should determine the 

productivity cost is offset by the contribution being recognized). 

Presidential Rank Awards 

Rank Award Descriptions 

The Presidential Rank Award (PRA) under 5 U.S.C. 4507a and 5 CFR 451.302 recognizes and 

rewards senior career SL/ST employees who have demonstrated exceptional performance over 

an extended period of time. 

There are two types of rank awards for senior career employees: 
6-4 

• Distinguished Senior Professional Rank Award for “sustained extraordinary 

accomplishment” granted to no more than one percent of the senior career employees 

government-wide. The award includes a lump-sum payment equal to 35 percent of 

annual basic pay, a distinctive gold lapel pin, and a framed certificate signed by the 

President. 

• Meritorious Senior Professional Rank Award for “sustained accomp1ishment” 

granted to no more than five percent of the senior career employees governmentwide. The award includes a lump-sum payment equal to 20 percent of annual basic 

pay, a distinctive silver lapel pin, and a framed certificate signed by the President. 

Eligibility for Senior Professional Distinguished and Meritorious Rank Awards 

Nominees must meet the following eligibility requirements on the nomination deadline: 

• Hold a career appointment in an SL or ST position on the nomination deadline set by 

OPM. 

• Be an employee of the nominating agency on the nomination deadline set by OPM. 

• Have at least 3 years of career or career-type Federal civilian service above General 

Schedule (GS)-15 or equivalent (service does not have to be continuous). Qualifying 

service does not include appointments that are time-limited, or appointments to 

positions that are excepted from the competitive service because of their confidential 

or policy-making character. 

Restrictions 

The recipient of either a Distinguished or Meritorious Rank Award may not receive the same 

category of award again during the 4 fiscal years following the one in which they received the 

award. (For example, if an individual received the rank of Meritorious Senior Professional in FY 

2022, they are not eligible for another meritorious rank award until FY 2027.) However, they 

could be nominated for and receive the other category of rank award during that period. There is 

no rule requiring that an individual receive a Meritorious Rank award before receiving a 

Distinguished Rank award or preventing an employee who receives a Distinguished Rank award 

from subsequently being nominated for and receiving the Meritorious Rank award. 

An individual may receive both a rank award and a performance award during the same calendar 

year since each award has different criteria and recognizes different achievements. 

Nomination Limits 

In general, an agency may nominate up to nine percent of its career SL/ST employees for 

Presidential Rank Awards but is not subject to any prescribed ratio of Distinguished to 

Meritorious nominations. Agencies with fewer than 12 career SL/ST employees may nominate 

one senior professional. Proposals for nominations of career SL/ST employees in Offices of 

Inspectors General (OIGs) are submitted by each OIG to the Council of the Inspectors General 

on Integrity and Efficiency (CIGIE), which may nominate for Presidential Rank Awards a 

number of career SL/ST employees that is up to nine percent of the total number of career SL/ST 

employees serving in OIGs government-wide. In determining the ratio of nominations for 

Distinguished and Meritorious Ranks, agencies should take into account that the statute only 
6-5 

permits one percent of the government-wide career SL/ST population to receive the 

Distinguished Rank award, and five percent to receive the Meritorious Rank award. 

Nomination Criteria 

Senior Career SL and ST employees are nominated and evaluated on the following criteria: 

• Program Results 

• Stature in Professional Field 

Specific examples are requested for each criterion cited showing how the nominee has 

demonstrated qualities of strength, leadership, integrity, industry, and personal conduct of a level 

that has established and maintained a high degree of public confidence and trust. 

Although nominees will come from professional fields too diverse to permit a common 

definition of unusual accomplishment, their contributions will clearly have to greatly exceed 

simply “doing the job well.” These awards carry significant prestige — they do not simply 

recognize long and faithful service. 

Note: Several agencies have senior career executives in positions that meet the definition 

of a Senior Executive Service (SES) position at 5 U.S.C. 3132(a)(2), but the positions are 

classified as SL due to the agency being excluded from the SES by law. Such agencies 

receive SL allocations from OPM for these executives but should still use the nomination 

criteria established for SES members, which can be found in OPM’s annual call for rank 

award nominations. 

Nomination and Selection Procedures 

OPM issues an annual call for rank award nominations that can be found on 

https://www.chcoc.gov/transmittals. The current criteria, selection procedures, and deadline for 

submitting nominations are stated in the call letter. The call letter also includes nomination 

forms. 

Tips for Writing Nominations 

Since Review Board members are former and current leaders across the private and public 

sectors, they will not know the intricacies of each nominee’s program responsibilities and may 

not be versed in agencies’ missions. Statements must be clear, organized, and well-written to 

make it easier for your nominee’s achievements to receive the consideration they deserve. We 

have found that it helps if agencies take the following actions: 

• Organize the justification statements in the same order as the PRA criteria, and 

number the pages of the justification statement (i.e., 1, 2 and 3). 

• Ensure examples are specific and supported. Provide information on results achieved 

(e.g., actions taken, impact on stakeholders, staffing levels, budget amounts, costsavings – specifying the source of such information, organization size, results, etc.). 

Include information about customer and employee feedback, as appropriate. 

• Use commonly-understood terms. Avoid acronyms, abbreviations, and jargon-laden 

terms. 
6-6 

Payment Procedures for all Awards 

Presidential Rank Awards, performance awards, and other cash awards are paid in a single lump 

sum. Payments are not subject to retirement, health benefits, or life insurance deductions, nor 

are they included in the “high-three” average pay computation for retirement benefits or in basic 

pay for Thrift Savings Plan computations. Payments are subject to income tax withholding and 

are subject to Federal Insurance Contributions Act (FICA) tax withholding if the individual is in 

Federal Employees Retirement System (FERS) or Civil Service Retirement System (CSRS) 

Offset. 

Awards are subject to the EX-I aggregate pay limitation for a calendar year for SL/ST employees 

not covered by a certified appraisal system. For employees covered by a certified appraisal 

system, awards are subject to an aggregate pay limitation equal to the Vice President’s salary 

(see Chapter 4 for more information on Performance Appraisal System Certification). If the full 

award cannot be paid because of the aggregate limit established by law (5 U.S.C. 5307), the 

excess amount is carried over and paid at the beginning of the next calendar year. However, the 

full award is charged against the agency’s award funding for the fiscal year in which the initial 

payment was made. 

For example, if an SL/ST employee received a performance award of $15,000 in calendar year 

(CY) 2022 (e.g., August 2022), but $1,000 could not be paid until the beginning of CY 2023, 

that $1,000 counts against the SL/ST employees’ applicable CY 2023 aggregate pay limitation. 

In addition, the agency would have to obtain the approval of the OPM Director for the amount 

over $10,000 before it is paid. 

Note: Agencies should pay performance awards as soon as practicable, and generally 

within 5 months after the end of the applicable appraisal period. 

Reporting and Documentation Requirements 

Agencies must: 

• Report all awards in accordance with the Guide to Processing Personnel Actions 

(chapter 29). 

• Document Presidential Rank Awards on a Standard Form 50 and file it on the right 

side of the Official Personnel Folder (OPF); agencies do not file documentation for 

other awards in the OPF, unless they keep it with the temporary documents. 

• Submit a report of performance ratings, performance awards, other cash awards, and 

Presidential Rank Awards to OPM in accordance with instructions in OPM’s annual 

data call. 
U.S. Office of Personnel Management

Employee Services (ES)

1900 E Street NW, Washington DC 20415

OPM.gov

Senior-Level and Scientifc and Professional Desk Guide ES-03521 6/2023