OPM.GOV DECEMBER 2020

OPM 

Senior Executive Service 

Desk Guide

United StateS Office Of PerSOnnel ManageMent
SES Desk Guide December 2020 2

Preface

The Office of Personnel Management (OPM) is pleased to announce the first official publication of 

the Senior Executive Service (SES) Desk Guide. 

This Desk Guide is a reference tool for career and non-career senior executives, members of 

Executive Resources Boards, Performance Review Boards, and other agency executive resources 

managers and staff who have the responsibility of managing and developing their senior executives. 

The Desk Guide provides guidance on statutory and regulatory provisions that encompass the SES. 

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

regulations that form the basis for the SES. References and links to relevant statutory and regulatory 

citations have been included in the text. The Desk Guide also provides instructions and procedures 

that agencies must follow to comply with reporting and other informational requirements 

promulgated by OPM. 

This Desk Guide is to be used as a reference for agency executive resources personnel and is not a 

policy-making guide. The Desk Guide is a document intended to accommodate regulatory updates 

and policy changes regarding the SES. Should you have any questions about the material in the Desk 

Guide, please contact Executive Resources and Performance Management (ERPM) at the address 

below. 

Acting Director Michael J. Rigas and Associate Director of Employee Services Dennis Dean Kirk 

conceived of the need for such a product in April 2020. The Senior Executive Services and 

Performance Management (SESPM) team, led by Deputy Associate Director David LaCerte and 

Senior Advisor George Nesterczuk, completed the project in October 2020. Contributors include 

Corey D. Adams, William C. Collins, Karen S. English, Kristopher E. Goas, Thomas J. Hendershot, 

Chanel C. Jackson, Timothy A. Lehmann, Carol M. Matheis, Zelma Moore, Danielle Opalka, Eric 

Schmidt, and Tiana Young. Benjamin Esposito, Oriet Hemenway, and Peter Hong provided valuable 

assistance.

Send SES or senior-level (SL) or scientific or professional (ST) policy-related questions, 

correspondence, and requests to ERPM at the following address, unless otherwise indicated in the 

Desk Guide: 

U. S. Office of Personnel Management 

Employee Services Division 

Senior Executive Services and Performance Management 

Executive Resources and Performance Management 

1900 E Street NW, Room 7412 

Washington, DC 20415 

(202) 606-8046; Fax (202) 606-4264 (Email: sespolicy@opm.gov)
SES Desk Guide December 2020 3

TABLE OF CONTENTS 

INTRODUCTION ............................................................................................................................ 4

TABLE OF STATUTES, REGULATIONS, AND DESK GUIDE CITATIONS.......................8

1.EXECUTIVE RESOURCES MANAGEMENT ..................................................................... 1-1

2.GENERAL STAFFING AND CAREER APPOINTMENTS ............................................... 2-1

3.OTHER STAFFING ACTIONS .............................................................................................. 3-1

4.PERFORMANCE MANAGEMENT ..................................................................................... 4-1

5.PAY AND OTHER COMPSENATION ................................................................................. 5-1

6.AWARDS ................................................................................................................................... 6-1

7.EXECUTIVE DEVELOPMENT ............................................................................................. 7-1

8.REMOVALS AND SUSPENSIONS ........................................................................................ 8-1

9.REDUCTION IN FORCE (RIF), RIF PLACEMENT, AND FURLOUGH.........................9-1

10.GUARANTEED PLACEMENT .......................................................................................... 10-1

11.OTHER PROVISIONS AFFECTING SES MEMBERS................................................... 11-1

12.SENIOR POSITIONS OUTSIDE THE SES ...................................................................... 12-1
SES Desk Guide December 2020 4

INTRODUCTION

The Senior Executive Service (SES) was established by Title IV of the Civil Service Reform Act 

(CSRA) of 1978 [Pub. L. 95-454, October 13, 1978] and became effective on July 13, 1979. The 

CSRA envisioned a Senior Executive Service whose members shared values, a broad perspective of 

Government, and solid executive skills. Members of a “corporate SES” respected and embraced the 

dynamics of American democracy - an approach to governance that provided a continuing vehicle for 

change. 

The CSRA’s stated purpose was to “ensure that the executive management of the Government of the 

United States is responsive to the needs, policies, and goals of the nation and otherwise is of the 

highest quality.” To achieve this purpose, CSRA gave greater authority to agencies to manage their 

executive resources and stated the SES was to be administered to— 

• attract and retain highly competent executives;

• assign executives where they will be most effective in accomplishing the agency’s mission

and where best use will be made of their talents;

• provide for the systematic development of managers and executives;

• hold executives accountable for individual and organizational performance;

• reward the outstanding performers and remove the poor performers; and

• provide an executive personnel system free of prohibited personnel practices and arbitrary

actions.

SES Coverage 

The SES covers positions in the executive branch that are classified above GS-15 or are in level IV 

or V of the Executive Schedule, or equivalent positions, which are not required to be filled by 

Presidential appointment with Senate confirmation, and are responsible for executive, managerial, 

supervisory, and/or policy functions characteristic of the SES. (See 5 U.S.C. 3132(a)(2) and 

discussion on page 1-13, Other Factors.) Under CSRA, the SES was set up as a “third” service, 

completely separate from the competitive and excepted services. 

Statutory Inclusions in the SES 

Occasionally, laws will establish positions in the SES. Agencies should review their positions to 

ensure they comply with the law. For example, in 2013, the Small Business Act was amended to 

address placement of the Director of Small and Disadvantaged Business Utilization position into the 

SES if specific conditions were met (See 15 U.S.C. 644(k)(2)). 
SES Desk Guide December 2020 5

Statutory Exclusions from the SES 

The following agencies and agency components are excluded from the SES by law 

[generally 5 U.S.C. 3132(a)(l)]:

• legislative and judicial branch agencies; 

• independent Government corporations; 

• Government Accountability Office; 

• Federal Election Commission or Election Assistance Commission; 

• Federal Aviation Administration; 

• Central Intelligence Agency; 

• Office of the Director of National Intelligence; 

• Defense Intelligence Agency; 

• National Geospatial-Intelligence Agency; 

• National Security Agency; 

• Department of Defense intelligence activities, the civilian employees of which are subject to 

section 1606 of title 10; 

• Federal Bureau of Investigation; 

• Drug Enforcement Administration; 

• as determined by the President, an Executive agency or unit thereof whose principal function 

is the conduct of foreign intelligence or counterintelligence activities; 

• certain financial management regulatory agencies, including the Comptroller of the Currency 

and Office of Thrift Supervision in the Department of the Treasury, the Resolution Trust 

Corporation, Farm Credit Administration, Federal Housing Finance Agency, National Credit 

Union Administration, Bureau of Consumer Financial Protection, and the Office of Financial 

Research; 

• the Securities and Exchange Commission; 

• the Commodity Futures Trading Commission; and 

• the Transportation Security Administration. 

The following positions are excluded from the SES by law [generally 5 U.S.C. 3132(a)(2)]:

• positions to which appointment is required to be by the President with Senate confirmation;

• Foreign Service positions; 

• Administrative Law Judge positions; 
SES Desk Guide December 2020 6

• any position established as a qualified position in the excepted service by the Secretary of 

Homeland Security under section 226 of the Homeland Security Act of 2002; 

• any position established as a qualified position in the excepted service by the Secretary of 

Defense under section 1599f of title 10; and 

• agency boards of contract appeals positions. 

Public Law 112-166, the Presidential Appointment Efficiency and Streamlining Act of 2011, also 

prevented certain positions that met the definition of an SES position in 5 U.S.C. 3132(a)(2) from 

being placed in the SES. Section 2 of the Act eliminated the requirement for Senate confirmation of 

specified presidentially-appointed positions in federal agencies and departments. 

Many of these positions were in level IV or level V of the Executive Schedule and were responsible 

for executive functions. In the absence of Senate confirmation, straightforward application of 5 

U.S.C. 3132(a)(2) would require such a position to be established as an SES position if it is in an 

agency covered by the Senior Executive Service. Since that result was not intended for these 

positions, Congress included paragraph 2(hh) to specify that, notwithstanding 5 U.S.C. 3132(a)(2), 

that removal of Senate confirmation would not require them to be placed in the SES or affect their 

compensation. Agencies therefore should keep track of those level IV and level V (or equivalent) 

positions identified in section 2 of the Act for which Senate confirmation is no longer required to 

assure they are not inadvertently placed in the SES. Please note that exclusion of a position from the 

SES under section 2(hh) of the Act applies only to the positions specified in section 2. 

Presidential Exclusions from the SES 

By law, the President may exclude agencies and/or positions from the SES, and such is the case for 

the following positions: staff positions at the National Security Council, as well as temporarily 

appointed U.S. Attorneys and paid supervisory Assistant U.S. Attorneys at the Department of Justice. 

For further information on SES exclusions see 5 U.S.C. 3132(c) thru (f). 

Agency Responsibilities 

Most SES operational responsibilities are assigned by law to the agencies, with particular emphasis 

given to the key roles of the Executive Resources Board (ERB) and the Performance Review Board 

(PRB). Agencies may hire, develop, assign work to, manage performance of, pay, and remove their 

executives. Agencies are accountable for managing their SES resources in compliance with law and 

regulation. Agencies are also accountable for keeping SES and equivalent executive records current 

in the Executive and Schedule C System (ESCS). To promote the sense of a unified and unique SES, 

agencies are encouraged to take steps to provide SES members timely information about SES matters 

such as administration and agency initiatives, publicizing awards for accomplishment and 

performance of SES members, and providing formal swearing in and orientation programs for new 

appointees. 
SES Desk Guide December 2020 7

Some agencies may have executive authorities or other positions above GS-15, such as SL (seniorlevel) and ST (scientific and professional), for specially qualified scientific and professional 

personnel primarily engaged in research and development, the Senior Foreign Service, or a military 

or other uniformed service. Heads of such agencies should, as much as possible, integrate all special 

authorities and systems into a comprehensive approach for meeting their executive resources needs. 

OPM Responsibilities 

OPM oversees the development, selection, and management of Federal executives and is responsible 

for overall management of Federal executive personnel programs. Key responsibilities include— 

• developing Governmentwide executive resources policies and regulations; 

• approving agency SES and SL/ST performance management systems, and certifying, them 

with OMB concurrence; 

• providing guidance and technical assistance to agencies on executive resources topics, 

including executive development; 

• developing legislative initiatives related to executive personnel systems; 

• allocating position and appointment authorities; 

• administering Qualifications Review Boards (QRBs) and the Presidential Rank Awards 

program; 

• reviewing and approving agencies’ SES candidate development program (SESCDP) policies; 

• managing the executive information management system, i.e., Executive and Schedule C 

System (ESCS); 

• communicating with senior executives, the Federal human resources community, and other 

stakeholders on executive resources matters; and ensuring compliance with laws and 

regulations pertaining to executive personnel systems. 

Executive Resources Forums. OPM periodically hosts Executive Resources Forums and 

convenes Work Groups, to provide updates, address common concerns, and obtain field 

perspectives on continuing and future executive resource issues and initiatives. 

SES Insignia. The SES insignia or emblem represents a keystone – the center stone that 

holds all the stones of an arch in place. This represents the critical role of the SES as a 

central coordinating point between Government's political leadership, which sets the political 

agenda, and the line workers who implement it. Members of the SES translate that political 

agenda into reality. The upright lines in the center of the keystone represent a column in 

which individual SES members are united into a single leadership corps. There is no 

particular symbolism to the number of lines, which has varied over the years with different 

iterations of the logo. The SES insignia cannot be modified and may only be used for official 

Government business. 
SES Desk Guide December 2020 8

Senior Executives 

Senior executives play an important role in the management of executive resources. They have the 

challenge and responsibility to transform the Nation’s laws and administration policies into effective 

service to the public. This demands leadership, professional integrity, and commitment to the 

highest ideals of public service. Federal executives must develop a sense of ownership and pride in a 

set of common goals, values, and attitudes that extend beyond individual aspirations and transcend 

their commitment to a specific agency mission. 

Merit System Principles and Prohibited Personnel Practices 

Merit principles. The Senior Executive Service is to be administered in a manner consistent with the 

merit system principles prescribed at 5 U.S.C. 2301

Prohibited personnel practices. Under 5 U.S.C. 2302(a)(2)(B), any position in the SES occupied by a 

career appointee is considered a “covered position” for the purpose of prohibited personnel practices. 

Table of Statutes, Regulations, and Desk Guide Citations 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page

Adverse actions (conduct) 

Career/Certain Limited SES 

Probationary Career 

7541 7542

7543

3592

752-F

359.403

8

8-12

8-6

Adverse actions – appeals 

(mitigation of penalty) 

7701(b)(3) 772.102 8 8-16

Aggregate Limitation on Pay 5307 530-B

534.407

5 5-12

Allocations –

SES spaces 3133 1 1-5

Biennial 1 1-5

Out of cycle 3133(d) 1 1-7
SES Desk Guide December 2020 9

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page

Allocations –noncareer 

appointments 

3134(a)-(d) 317.601 3 3-3

Allocations – limited 3134(e) 317.601 1 1-19

appointments 3394(b)

Appointment conditions: 

Citizenship 213.3102(bb) 2 2-4

Employment of relatives 3110 310 2 2-5

Selective Service Registration 300.702 2 2-5

Verifying employment 

eligibility 

2 2-5

Appointments – Career 3393 317.501 317.502

317.503 317.504

2 2-7, 2-13

Appointments – Noncareer 3394 317.601 317.602

317.603 317.604

317.605

2, 3 2-7

3-5, 3-6

Appointments – Limited Term 3394 317.601 317.602

317.603 317.604

317.605

2, 3 2-7, 3-7

Appointments – Limited 

Emergency 

3394 317.601 317.602

317.603 317.604

317.605

2, 3 2-7, 3-7

Appointments – Provisional 316.403 3 3-8

Awards Chapter 45 451.101 451.102

451.103 451.104

451.105 451.106

451.107

6 6-2

Candidate Development 

Programs (CDP) 

3396(a) 412.301

412.302

2, 7 2-2, 2-13,

2-17,

7-12

CDP – Schedule B Authority 213.3202(j)

412.302(d)(1)

2, 7 2-17,

7-15

Career Reserved SES positions 3132(a)(8) and 

3132(b)

214-D 1 1-15
SES Desk Guide December 2020 10 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Career transition regs. – effect 

on SES 

330F

330-G

9 9-14

Certification – SES 

performance appraisal 

system 

5307(d) 430-D 5

5-15

Civil Service – definition 2101(1) 2

2-14

Commercial recruiting firms and 

nonprofit employment services 

300-D 2 2-16

Compensatory time off 

Exclusion of SES Overtime 

Travel 

5541(2)(xvi)

5543

5550b

550.101(b)(18)

550.114

550-N

11

11

11

11

11-2

11-2

11-2

11-2

Details 3341 317.903 3 3-17

Dual compensation waivers 8344(i), 8468(f) 553-B 5 5-15, 5-16

Dual incumbency 2 2-6

Equivalent tenure 359.701(a)

317.304(a)

10 10-3

Exclusions from the SES 3132(a) and (c) 

through (f)

214.301 Introduction Pg 5 

Executive Core Qualifications 

(ECQs) 

3393(c) 317.502 2 2-10

Executive Development 3396 412.201

412.202

412.401

7 7-2
SES Desk Guide December 2020 11 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Executive Resources Board 

(ERB) 

3393(b) 317.501

412.302(a) 

412.401(4)

1 1-2 

Executive & Schedule C System 

(ESCS) 

214.203 1, 2 1-17, 

2-24 

Experts and consultants 3109 304 2, 12 2-6, 12-8 

Five years continuous service 3392(b) 2 2-4 

Furlough 3595(a) 359-H 9 9-14 

General SES positions 3132(a)(9) 214-D 1 1-15 

Guaranteed placement 3594 359-G 8, 10 8-5, 10-1 

Inspector General 

organizations 

9, 11 9-13, 

11-13 

Interchange agreements 214.204 12 12-9 

IPA assignments 3371, 3372, 

3373, 3374, 

3375, 3376

334 3, 7 3-12, 7-6 

Leave – annual 

Lump-sum payment for 

unused 

Restoration of annual leave 

6304(f)

5551 

6306

6304(d)

630.301

550.1201

550.1202

550.1203

550.1204

550.1205

550.1206

550.1207

630.306

11

11

11

11-3 

11-4 

11-4 
SES Desk Guide December 2020 12 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Leave – military 6323 11 11-5 

Merit staffing requirements 3393(b) 317.501(c) 2 2-19 

Merit system principles 2301 Introduction Pg 7 

Mobility 3396(d) 412.401 2 2-4 

Moratorium – Effect on Details 3395(e)(3) 317.901(c)(5) 3 3-20 

Moratorium – Performance 

Appraisal 

4314(b)(1)(C) 430.309(b) 4 4-10 

Moratorium – QRB Processing 317.502(d) 2 2-27 

Moratorium –

Reassignments Exceptions 

3395(e)(1) 317.901(c)(2) 

and (3)

3 3-3 

Moratorium – Removals 

Removal during probation 

Removal – performance 

based 

Removal – discipline based 

Exceptions 

3592

3592(b)(2)

359.406

359.503

359.403

359.406(c) 

359.503(c)

8

8

8 

8-4 

8-11 

8-16 

Part-time and intermittent 

employment 

3401 3402 3403

3404 3405 3406

3408

340.101 340.201

340.202 340.203

340.204 340.401

340.402 340.403

11 11-2 

Pay – SES rate range 5381 5382

5383

534.401 534.402

534.403 534.404

534.405 534.406

534.407 534.408

5 5-2 
SES Desk Guide December 2020 13 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Pay – Executive Schedule 5311 5312 5313

5314 5315 5316 

5317 5318

 12 12-2 

Pay – critical pay 5377 535.101 535-102

535.103 535.104

535.105 535.106

535.107 

5 5-17 

Pay – detail or transfer to 

international organization 

3343 352.301 352.302

352.304 352.305

352.306 352.307

352.308 352.309

352.311 352.312

352.313 352.314

5 5-15 

Pay – exclusion of SES from 

premium pay provisions 

5541(2)(xvi) 550.101(b)(18) 5 5-13 

Pay – retired member of 

uniformed services 

550-F 5 5-16 

Pay – SES saved pay upon 

guaranteed placement 

3594(c) 359.705 10 10-4 

Pay retention 5363 536-C 5 5-13 

Performance appraisal 4311 4312

4313 4314

4315

430-C 4 4-4 

Performance awards 5384 534.405 6 6-6 

Performance removals 

Informal MSPB hearing 

3592 359-E

1201.141-143

8

8

8-9 

8-12 

Performance Review Board 

(PRB) 

4314(c) 430.311 4 4-13 

Position Designation – Career 

Reserved vs General SES 

positions 

3132(a)(8) and 

(9)

214-D 1 1-15 
SES Desk Guide December 2020 14 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Presidential appointments 

Retention of SES benefits 

Reinstatement 

Leave

3392(c)

3593(b)

6301(2)(x)-(xi)

317.801

317.703

630.211

3

3

11

3-23 

3-25 

11-6

Presidential Rank Awards 4507 4507a 451.301 451.302

451.303 451.304

451.305

6 6-9

Probationary period 3393(d)

3592(a)(1)

317.503

359 -D

2

8

2-31 

8-4

Qualifications standards 3392 317.401 317.402

317.403 317.404

2 2-7 

Qualifications – ECQs 3393(c) 317.502 2 2-9 

Qualifications Review Board 

(QRB) 

3393(c) 317.502 2 2-24 

Rating and selection 3393(b) 317.501(c) 2 2-19 

Reassignments – career 3395 317.901 3 3-13 

Reassignments – noncareer and 

limited 

3395(b) and (d) 317.604 3 3-3, 3-5 

Recruitment 3393(a) 317.501(b) 2 2-14 

Recruitment & relocation 

incentives 

5753 575.101 575.102

575.103 575.104

575.105 575.106

575.107 575.108

575.109 575.110

575.111 575.112

575.113

575.201 575.202

575.203 575.204

575.205 575.206

575.207 575.208

575.209 575.210

575.211 575.212

575.213

5 5-15 
SES Desk Guide December 2020 15 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Reduction in Force – SES 

Competitive Procedures 

 Placement 

Removal 

3595

3595(a)

3595(b)(3)

3595(b)(4), (5)

359-F

359.602(a)

359.602 359.603

359.604

9

9

9

9

9-2 

9-5 

9-7 

9-7 

Reemployed annuitant 3595 359.202 8 8-4 

Reemployment rights 3595 352 3 3-22 

Reinstatement – Career SES

Guaranteed Reinstatement 

3593(a)

3593(b)

317.701 352.702

317.703

317.703

3 3-22 

Removal – Career SES 3393(g)

3392(d)

3592 3595

7532 7541

7542 7543

359-B 359-D

359-E 359-F

752-F

8 8-9 

Removal – Noncareer, Limited, 

and Reemployed annuitant 

3592(c) 359-I

317.605

8 8-16 

Retention incentives 5754 575-C 5 5-15 

Retention of SES benefits 3392(c)(1), (2) 317-H 3 3-24 

Retirement (see also CSRS and 

FERS Handbook, Ch. 44 covers 

discontinued service retirement 

and Ch. 101 covers senior 

officials) 

8336, 8339,

8414, 8421

831 (CSRS) 

842 (FERS) 

11 11-8 

Sabbaticals 3396(c) 334 7 7-6 

SES – coverage 3132 214.201

214.301

Introduction Pg 4 
SES Desk Guide December 2020 16 

Topic 5 U.S.C. 5 CFR 

Desk 

Guide 

Chapter 

Desk 

Guide 

Page 

Student Loan Repayments 5379 537 11 11-12 

Tenure-RIF (Non SES) 3502 3595 351-E 9 9-5

Training (see Executive 

Development above) 

3396(a)

4101 4102 4103

4104 4105 4107 

4108 4109 4110 

4111 4112 4115

4116 4117 4118

4119 4120 4121

Part 410 Part 412 7 7-3

Transfers – career 3395 317.902 3 3-416 

Transfers – noncareer 3595(d) 317.902 3 3-4

Transfer of function 3595(e) 359-F 3 3-17

Travel and transportation for 

new appointees 

5723 Part 572 11 11-11 

Travel and 

transportation for last 

move home 

5724(a)(3) FTR 302 11 11-11 

Unemployment compensation Chapter 85 11 11-7

Vacancy announcements 

Area of consideration 

3327

3393(a)

317.501(b) 2 2-15

2-14

Veterans’ preference – SES 

exclusion 

2108(3) 211 2 2-14

Work Schedules Chapter 61 Part 610 11 11-2
SES Desk Guide December 2020 1-1

Chapter 1

CHAPTER 1: EXECUTIVE RESOURCES MANAGEMENT ........................................... 1-2

EXECUTIVE RESOURCES BOARDS .............................................................................. 1-2

Composition and Structure........................................................................................... 1-2

Responsibilities............................................................................................................... 1-3 

Other ............................................................................................................................... 1-4

EXECUTIVE RESOURCES PLANNING AND EVALUATION ................................... 1-4

Planning .......................................................................................................................... 1-4

Evaluation....................................................................................................................... 1-4

ALLOCATING SPACES ..................................................................................................... 1-5

Biennial Allocation......................................................................................................... 1-5

Out-of-Cycle Allocations............................................................................................... 1-7

Temporary Allocations (including Phased Retirement)............................................. 1-8

SES Career Reserved Minimum................................................................................. 1-10

ESTABLISHING SES POSITIONS ................................................................................. 1-10

SES Criteria.................................................................................................................. 1-10

Applying the SES Criteria........................................................................................... 1-11

Analyzing Positions...................................................................................................... 1-12

Classification Appeals.................................................................................................. 1-14

Other Factors ............................................................................................................... 1-14

SES POSITION DESIGNATIONS AND APPOINTMENT AUTHORITIES ............. 1-14

SES Position Designations........................................................................................... 1-14

Supervisory Relationships........................................................................................... 1-16

SES Appointment Authorities .................................................................................... 1-16

Other Appointment Authorities................................................................................. 1-16

OPM REVIEW AND OVERSIGHT................................................................................. 1-17

General Oversight........................................................................................................ 1-17

Monitoring Specific SES Activities............................................................................. 1-17
SES Desk Guide December 2020 1-2 

CHAPTER 1: EXECUTIVE RESOURCES MANAGEMENT 

In addition to (or instead of) Senior Executive Service positions, some agencies have authority 

for other kinds of positions above GS-15, such as Executive Schedule (EX) positions, seniorlevel (SL) positions, scientific and professional (ST) positions, or positions in other executive 

services, such as the Defense Intelligence Senior Executive Service, Senior Foreign Service, or a 

military or other uniformed service. 

Executive resources management is making the most effective and efficient use of the employees 

at the top levels of the agency to ensure the success of public programs. The SES is designed to 

give greater authority to agencies to manage their executive resources and hold executives 

accountable for individual and organizational performance. Although OPM is responsible for 

leadership and oversight of the SES and other personnel systems Governmentwide, each agency 

head makes the decisions that directly impact agency staff and program results: to hire, develop, 

assign work, evaluate performance, and compensate the agency’s executives. The agency head 

also decides how best to use the executive spaces OPM allocates to the agency. How well each 

agency manages its executive resources determines the ability to accomplish its mission and to 

improve Government, both through the quality of the executives it attracts and retains and the 

teamwork that good management creates. 

Effective executive resources management integrates decisions about executive position 

management, staffing, training and development, performance management, and compensation. 

Efficient performance of these functions involves partnership between OPM, agency heads, 

Executive Resources Boards (ERBs), and senior executives. 

EXECUTIVE RESOURCES BOARDS 

Agencies are required by 5 U.S.C. 3393(b) to establish one or more ERBs to conduct the merit 

staffing process for career entry into the SES. To be most effective, however, the ERB should 

have a much broader charter. Ideally, the ERB would have general oversight of the management 

of the agency’s executive resources and function as an advisor to the agency head in executive 

personnel planning, utilization of executive resources, executive development, and evaluation of 

executive personnel programs. Some level of ERB involvement in setting pay policy is also 

desirable. The ERB established for the SES may also be used to oversee other agency personnel 

programs for positions above GS-15, such as the senior-level (SL) and scientific and professional 

(ST) pay system. ERB’s also are required to oversee agency SES Candidate Development 

Programs (5 CFR 412.302(a)) and continuing development of executives (5 CFR 412.401(a)(4)).

Composition and Structure 

Per 5 U.S.C. 3393(b), each agency shall establish one or more executive resources boards, as 

appropriate, the members of which shall be appointed by the head of the agency from among 

employees (see 5 U.S.C. 2105) of the agency or commissioned officers in the uniformed services 

(Army, Navy, Air Force, Marine Corps, Coast Guard, the commissioned corps of the Public 

Health Service, or the commissioned corps of the National Oceanic and Atmospheric 

Administration) serving on active duty in the agency. The operational nature of ERB 

responsibilities may be best served by an agile, responsive structure of modest size. 
SES Desk Guide December 2020 1-3 

The ERB performs an important advisory and policymaking role on behalf of the agency head in 

guiding the executive personnel system of the agency. It should be structured to be agile and 

responsive to evolving agency needs and its members should be individuals in whom the agency 

head has great confidence and trust. Since the ERB exercises statutory responsibilities and must 

consist of agency employees, the head of a very small agency may need to appoint one or more 

GS employees. It is appropriate for the human resources director to support the ERB in a staff 

capacity, or even as Executive Secretary. 

ERB functions and responsibilities are an integral part of agency management and decisionmaking. Therefore, it is not appropriate for experts or consultants to serve as ERB members. 

The nature of the work of these positions, as defined in 5 CFR part 304, precludes experts and 

consultants from performing the operational work of the agency. Additionally, an individual 

who is on an interagency detail cannot serve as an ERB member (voting or non-voting) in the 

agency to which the individual is detailed. 

Responsibilities 

Merit staffing. ERBs are required by 5 U.S.C. 3393(b) to conduct the merit staffing process 

for career appointments in the SES, including reviewing the executive qualifications of 

candidates for career appointment and making written recommendations to the appointing 

authority. [See Chapter 2 for information on the merit staffing process.] As required by 

5 CFR 412.302, ERBs are also responsible for ensuring agency SES candidate development 

programs follow merit staffing provisions. 

Individual development. ERB’s are required by 5 CFR 412.302(a) to oversee an agency’s 

SES Candidate Development Program (SESCDP). ERBs are also required by 5 CFR 

412.302(c)(1) to approve development plans for each candidate participating in the agency’s 

SESCDP. The ERBs are also responsible for annual review and revision (as appropriate) of 

Executive Development Plans for current executives (5 CFR 412.401(a)(4)). [See Chapter 7

for information on executive and candidate development.] Additionally, ERBs are required 

by 5 CFR 362.405 to evaluate and certify, as appropriate, each Presidential Management 

Fellow under its jurisdiction. 

Pay Setting and Performance Management. Some level of ERB involvement in the 

execution of the agency’s SES Pay Policy may be desirable, to include recommendations on 

pay setting/adjustments or performance-based awards ranges. 

SL/ST Management. The ERB established for the SES also may be used to oversee agency

personnel matters for other senior positions, such as the senior-level (SL) and scientific

and professional (ST) pay systems.

Other 

ERB Subcommittees. The ERB can create subordinate bodies or subcommittees to deal 

with some of its responsibilities depending on agency size and anticipated workloads, e.g.,

SES staffing, pay and performance management, workforce and succession planning (space 

allocations, reassignments, CDPs). The responsibility remains with the ERB; however, it can 

create substructures to facilitate issue development and decision making. 
SES Desk Guide December 2020 1-4 

Performance Review Board. The agency should clearly delineate the relationship and 

separation of authorities between the ERB and PRB with respect to performance 

management. For example, the ERB may take responsibility for oversight of the 

performance management system, e.g., establishing cycles, standards, and administrative 

systems, while the PRB would be responsible for evaluating individual performance and 

making recommendations on awards and other recognition. 

EXECUTIVE RESOURCES PLANNING AND EVALUATION 

Agencies are required to carefully consider how to make the best use of their resources, 

including those at the executive and management levels, to ensure public programs produce 

high-quality, cost-effective results for the American people. 

Planning 

The executive planning process should begin with a strategic analysis of current and future 

executive resource needs: 

• identify current and anticipated vacancies; 

• analyze the organization to eliminate unnecessary management layers; 

• review each vacant and occupied position in terms of agency mission, strategic plans and 

budget projections, and identify positions that should be abolished or restructured to 

reflect new priorities and goals; 

• analyze positions to determine if individual positions are classifiable above the GS-15 

level and if they should be SES, SL, or ST positions; and 

• prioritize supportable SES/SL/ST positions. 

In addition, such a comprehensive analysis of current and future executive personnel needs 

would provide an informed basis for an agency’s biennial allocations request to OPM (see 

upcoming section on allocating spaces). 

Evaluation 

Agencies should monitor SES resource management on a continuous basis to ensure that SES 

positions are used to respond most effectively to changing conditions. Periodic evaluations, 

especially those in advance of the biennial allocation request to OPM, should take the following 

into account: 

• the extent to which the organization has successfully accomplished its mission objectives; 

• changes in program priorities and emphasis, as reflected in budget or legislative 

developments, the vacancy attrition rate, or other indicators; 

• the number of vacant SES positions in the organization, and the length of time they have 

been vacant; and 
SES Desk Guide December 2020 1-5 

• changes in the duties and responsibilities of individual SES positions that could affect the 

extent to which the positions continue to satisfy SES criteria. 

It is good management to reassess and reprioritize SES positions in light of the agency’s current 

program requirements, either on an ad hoc basis (as they become vacant), or as part of a 

comprehensive review. 

ALLOCATING SPACES 

OPM allocates spaces to the head of the agency on a biennial cycle as specified in law. 

Flexibility is built into the allocation process to allow for necessary adjustments; however, the 

extent of such adjustments is limited. Generally, agencies are expected to manage their 

executive resource needs within the levels set during the biennial allocation process. This 

includes reprogramming existing resources to meet the agency’s highest priority requirements, as 

well as maintaining sufficient flexibility to meet unanticipated needs. When it is not possible to 

accommodate needs in a timely manner, OPM will work with the agency to identify acceptable 

alternatives, such as the use of a temporary allocation(s). 

Biennial Allocation 

Under 5 U.S.C. 3133, agencies are required 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 2018, 

which is in Fiscal Year 2019, would be for the FY 2020/2021 biennial cycle. Although not 

required to do so by law, OPM also invites agencies to use this opportunity to assess Senior-level 

(SL) or Scientific and Professional (ST) requirements and request allocation adjustments, if 

needed. OPM issues a memo calling for agencies to submit detailed justification of their 

allocation requests. This justification may be required from all agencies or from a subset of 

agencies, e.g., only those requesting an increase. The initial call memo to agencies will include a 

template that must be completed and submitted as record to OPM to SERS@opm.gov by the 

required deadline of the notice. (A memo dated May 6, 2019, was sent to all Heads of Executive 

Departments, Agencies and Inspectors General communicating OPM’s new streamlined process 

beginning with the FY 2020-2021 Biennial Cycle). 

OPM’s streamlined process focuses on the specific requirement resulting in the need for additional 

allocations, rather than a detailed analysis of the proposed position. Additionally, OPM will 

complete a comprehensive review of the agency’s vacant allocations. This reduces the amount of 

information agencies are required to provide OPM, while focusing on the strategic requirement for 

increasing executive allocations. 

Beginning with the FY 2020-2021 Biennial Cycle, OPM’s streamlined process incorporates 

the following changes: 

• Simplifying the templates; 

• Eliminating the requirement for agencies to submit written correspondence if existing 

allocations are not changing; 
SES Desk Guide December 2020 1-6 

• Eliminating the requirement to provide position descriptions (position titles will be 

required); and 

• Eliminating the requirement to prioritize positions. 

OPM expects agencies to be judicious in making requests for additional allocations. Agency 

biennial reviews should include a rigorous evaluation to ensure effective utilization of all existing 

allocations. Accordingly, priority will be given to requests based upon new or changed legislation, 

or unforeseen exigent needs. Additionally, agencies will be required to address vacancy rates at 

or exceeding 8%. 

Agency Justifications for Requested Increases. OPM’s call letters for agency 

justifications to support their biennial requests will require an agency to submit a 

comprehensive, agency-wide assessment of its executive resources needs, covering 

existing (established) positions as well as projected positions for which any additional 

resources are sought. While specific requirements may vary from cycle to cycle, the 

following generally summarizes the information required. 

Agency submissions must identify the specific positions (by title and organizational 

location). Position Descriptions (PD), with the certified OF8 form, are encouraged but 

not required. However, they may assist in OPM’s review process by providing additional 

information. 

Biennial packages will be submitted to the OMB MAX system where a model for 

Biennial has been developed. 

• Describe the specific circumstances giving rise to the need (e.g., legislative 

mandate or presidential directive; new agency mission or expanded agency 

program; succession planning requirements; issues raised by OMB). 

• Identify source of funding or other resources to support the new/expanded 

initiative(s) if resources are being reprogrammed within the agency, identify those 

functions from which resources are being diverted. 

• Specify the results/outcome expected from each additional position. For example, 

an increase in casework does not necessarily dictate a need for additional 

executive slots; if an additional position is requested, what result will it bring to 

the management of the program? How will it impact the administration’s 

mission/goals? 

Agency submissions must prioritize all current (i.e., established) and proposed positions, 

whether vacant or encumbered, in terms of their relative contributions to the agency’s 

mission requirements. 

[Note: that the number of positions prioritized may exceed an agency’s current 

allocation, since agencies may establish and recruit for positions in excess of their 

allocation; however, an agency’s number of filled positions cannot exceed the number 

allocated.] 

• Priorities must be identified in terms of agency-wide goals and objectives. While 

an executive may believe that a particular position (e.g., a deputy or assistant) is 
SES Desk Guide December 2020 1-7 

critical to his or her specific program area, the position may not rank as high in 

relation to the agency’s mission. 

• Positions in the lowest priority category will be those which present opportunities 

for reprogramming of executive resources – i.e., positions that may be filled at a 

lower level or abolished, as turnover occurs, or positions from which the current 

incumbent may be reassigned if an appropriate opportunity is identified. Provide 

an analysis (including estimated time frames) of how the agency can best meet its 

highest priority needs by redirecting resources from lower priority areas. 

• Address current position vacancies and the status of those vacancies (i.e., in X 

stage of recruitment). 

OPM may consider other information in addition to that provided by the agency. Other 

factors may include: 

• Changes in functions or programs; 

• Overall agency funding levels or personnel ceilings; 

• Number of vacancies and length of time positions remain vacant; 

• Extent to which individual positions do not appear to meet SES criteria; 

• Designation of SES position (i.e., Career Reserved or General); 

• Consultation with OMB 

Agencies’ Biennial submissions must be uploaded to the OMB MAX (www.max.gov) system 

where a module for the current Biennial cycle is available. 

OPM Action. After completing its review of agency justifications and consulting with 

the Office of Management and Budget (OMB) as required by law, OPM issues each 

agency its position allocation for the upcoming 2 years. It may include SES, SL and/or 

ST positions as determined by the review. This is the biennial allocation. 

Out-of-Cycle Allocations 

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

biennial allocation process. OPM is authorized by 5 U.S.C. 3133(d) to adjust an agency’s 

allocation up or down at any time during the biennial cycle. This may be done based upon an 

agency’s written request or at OPM’s initiative. OPM will work with the agency to identify 

acceptable alternatives, as it is in an agency’s best interest to minimize the number of spaces 

deployed to support established, vacant SES positions. By law, the result of the upward 

adjustments Governmentwide may not exceed 105 percent of the total number of SES positions 

initially authorized by OPM, through the Biennial process, for each fiscal year. Downward 

adjustments may become necessary for such reasons as unanticipated changes in budgets or 

programs, or a reduction-in-force affecting SES members. Requests are submitted to OPM at 

SERS@opm.gov. 
SES Desk Guide December 2020 1-8

Please include the following information in your request for an Out-of-Cycle Allocation: 

• Identify why the request is submitted outside the regular biennial cycle. Requests

submitted outside the regular biennial cycle should be rare. If the number of filled

positions is less than the number of allocated spaces, explain why the available allocated

spaces cannot be used (e.g., selections under QRB review; anticipate filling positions

within 30 days).

• Identify specific positions and provide position descriptions for each.

• Describe the particular circumstances giving rise to the need (e.g., legislative mandate or

presidential directive; new agency mission or expanded agency program; succession

planning requirements; or issues raised by OMB).

• Specify the results expected from each additional position. For example, an increase in

quantity of work does not necessarily dictate a need for additional executive slots; if an

additional position is requested, what result will it bring to the management of the

program? How will it impact the administration’s goals?

• For each type of allocation requested (i.e., SES, SL, or ST), specify the priority of all

established and proposed positions, whether vacant or encumbered, in terms of their

relative contributions to the agency’s mission requirements.

• Provide an organizational chart(s) and annotate the location of each requested position on

the chart(s).

Agencies should consider approaches whereby unused allocations from other areas (i.e., SES, SL 

and/or ST) may be officially assigned to a position until a staffing action can be completed. 

Agencies cannot convert one type of allocation for another without OPM approval. Example:

An agency cannot convert an available SL allocation to an SES allocation to support an SES 

position. The agency must submit a written request to OPM to have its allocations adjusted. 

Temporary Allocations (including Phased Retirement) 

OPM may grant a temporary allocation to support an agency sending an executive or senior 

professional on a short-term assignment, e.g., an interagency detail, during which the individual 

will occupy an agency space even though he or she is not available for agency work. The 

temporary space “compensates” an agency for the fact that the executive continues to encumber 

an agency space while on detail. Examples of short-term assignments include certain intraagency details, executive development assignments, Intergovernmental Personnel Act (IPA) 

assignments, short-term transfers that involve a reemployment right (e.g., to an international 

organization), and short-term reassignments, if the position to which the individual would be 

reassigned cannot be established within the agency’s current allocation. Requests for a 

temporary allocation should be submitted in writing to OPM’s Senior Executive Resources 
SES Desk Guide December 2020 1-9 

Services. Please include the following information in your request for a temporary allocation to 

support the new or continuing development of an SES, SL or ST employee: 

• Provide the individual’s name, describe the assignment (developmental, IPA, short-term 

or Limited Term). Identify the position to which the individual will be assigned; the type 

of assignment, (e.g., detail, transfer, reassignment), including any applicable statutory or 

regulatory authority, such as the Intergovernmental Personnel Act or Detail or Transfer to 

International Organizations; the agency, organizational component and location; and the 

planned duration of the assignment. 

• Identify the challenges or development opportunities that the assignment will provide that 

he individual has not had in previous positions. 

• Describe the agency's future plans for the individual, presuming the anticipated benefits 

of the developmental assignments are fully realized. What position(s) will this 

assignment prepare the individual to assume? 

Agencies should monitor the deployment of their SES resources on a continuous basis to ensure 

that SES positions are used to respond most effectively to changing agency conditions. As 

discussed on pages 1-6 under Allocating Spaces, an SES allocation is required to establish and 

fill an SES position as long as the position is occupied; a space is not required for a vacant SES 

position. When an SES position becomes vacant, the allocation may be “floated” and used to 

establish and fill a different SES position, or it may be returned to a “pool” of unused agency 

SES allocations and redeployed as needed to support future SES staffing actions, including 

reassignment of an executive entering phased retirement to an appropriate SES position. 

Generally, agencies are expected to manage within their existing executive allocations to support 

phased retirement. When this is no longer possible, an agency may request an additional 

temporary SES allocation to support an executive's phased retirement. SES allocations approved 

for this purpose will revert to OPM when the phased retirement ends. 

Requests for such temporary allocations should be signed by the agency head (or designee in the 

agency head’s absence) and must include and address the following factors: 

• The agency’s current Phased Retirement Plan and Policy (including identification and 

implementation of time-limited or open-ended plans); 

• Analysis of space utilization, including numbers of SES allocations committed to 

encumbered SES positions, pending SES appointments, advertised SES positions, 

pending SES recruitments, and any other circumstance deemed to prevent committing an 

unused allocation for a phased retirement; 

• Expected duration of the senior executive's phased retirement; 

• Participating individual's name, current position, organizational component, location, and 

current appointment type; 

• Proposed title, organizational component, location and position description of the 

position the individual will occupy during phased retirement; and 
SES Desk Guide December 2020 1-10

• The Phased Employment/Phased Retirement Status Elections Form (SF3116) signed by

all parties.

SES Career Reserved Minimum 

CSRA requires OPM to establish a minimum number of SES Career Reserved positions that 

must be maintained Governmentwide at all times. 5 U.S.C. 3133(e)(1) requires that this number 

shall reflect the number of positions authorized to be filled through competitive civil service 

examination as of October 1978 (the day before the enactment of CSRA in 1978), that is, 3,571. 

It also authorizes the Director of OPM to subsequently establish by rule, as appropriate, a 

minimum number of Career Reserved positions that is higher than the 3,571 positions originally 

established in July 1979. 5 U.S.C. 3133(e)(2) permits the Director to designate, by rule, a 

number of Career Reserved positions that is fewer than the original 3,571. 

To ensure the Governmentwide figure is maintained, OPM establishes a minimum number 

(“floor”) of Career Reserved positions for each agency. An agency must maintain a number of 

established CR positions equal to or exceeding its CR floor at all times (agency CR numbers can 

be obtained from ESCS). For this purpose, an established CR position counts whether it is 

vacant or filled. An agency may cancel CR positions and establish new positions without OPM 

approval, as long as the agency’s numerical floor is maintained. However, changes in the 

designation of an established position (e.g., from career reserved to general) require prior 

approval from OPM. [5 CFR 214.403] See Changing Position Designations, under SES 

Position Designations and Appointment Authorities, later in this chapter. Changes in the floor 

must also be approved by OPM [5 CFR 214.402(e)].

ESTABLISHING SES POSITIONS 

STATUTE: 5 U.S.C. 3132(a)(2)

REGULATIONS: 5 CFR 214.202

Each agency determines, within the allocation authorized by OPM, which of its positions will be 

in the SES. These positions must meet both the SES functional and grade level criteria 

prescribed in 5 U.S.C. 3132(a)(2) and must be within the allocation authorized by OPM. The 

agency does not need a new allocation from OPM as long as there is an existing space. A 

position must be formally cancelled in ESCS (either permanently or temporarily) when a space 

allocation is withdrawn from the position for use elsewhere. [See Allocating Spaces earlier in 

this chapter.] Agencies are required to report changes affecting positions (establishment, 

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

ESCS. 

[Note: The prescribed titles outlined in position classification standards are not binding on 

positions that have been placed in the SES. Each agency has flexibility to apply its own policies 

and practices in titling SES positions.] 

SES Criteria 

Grade level criteria. The position must be classifiable above GS-15 or equivalent, based on the 
SES Desk Guide December 2020 1-11

level of duties, responsibilities, and qualifications required by the job. 

Functional criteria. A position meets the SES functional criteria if its incumbent engages in any 

of the following activities: 

• directs the work of an organizational unit;

• is held accountable for the success of one or more specific programs or projects;

• monitors progress toward organizational goals and periodically evaluates and makes

appropriate adjustments to such goals;

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

• otherwise exercises important policy-making, policy-determining, or other executive

functions.

Applying the SES Criteria 

The SES is intended to be a corps of executives, not technical experts. As stated in 5 U.S.C. 

3131, “It is the purpose of this subchapter to establish a Senior Executive Service to ensure that 

the executive management of the Government of the United States is responsive to the needs, 

policies, and goals of the Nation and otherwise is of the highest quality.” The following 

guidelines interpret the section 3132(a)(2) criteria in the context of the SES as an executive 

corps. 

Determining if a position meets the criteria for placement in the SES should not be a mechanical 

process. Rather, the agency must evaluate the position as a whole and determine if it functions 

as part of the management team, or as an independent advisor or technical expert. This 

evaluation should consider the position’s duties, responsibilities, and qualifications. In 

borderline cases, particular attention should be paid to the position’s qualifications and the 

impact these qualifications have on the position’s duties and responsibilities. 

For example, a staff assistant position should be placed in the SES if executive qualifications are 

critical to successful performance of the position’s duties and responsibilities. 

Directing the work of an organizational unit includes the responsibility to—

• assess policy, program, and project feasibility;

• determine program goals and develop implementation plans;

• design an organizational structure to promote effective work accomplishment; and

• set effectiveness, efficiency, productivity, and management/internal control standards.

At the SES level, accountability for the success of a program or project encompasses 

responsibility for the full range of factors that affect program and project accomplishment. This 

includes: 

• obtaining the resources necessary to accomplish the program or project and assume

responsibility for their effective use; and

• dealing with key officials from within and/or outside the agency to gain understanding

and support for the program or project.
SES Desk Guide December 2020 1-12 

Responsibility for monitoring progress toward organizational goals and making appropriate 

adjustments to such goals is an extension of an individual’s responsibility for directing the work 

of an organization. It includes: 

• monitoring work status through formal and informal means to evaluate progress toward 

objectives; 

• assessing overall effectiveness, efficiency, and productivity of the organization; and

• identifying, diagnosing, and consulting on problem areas related to implementation and 

goal achievement and making decisions on alternative courses of action. 

A position should be credited with supervising the work of employees if it requires 

accomplishing work through combined technical and administrative direction of employees other 

than personal assistants. For example, a position that meets the lowest level of Factor 3 in the 

General Schedule Supervisory Guide based on supervision of non-contractor personnel should 

receive this credit. 

A position with policy-making or policy-determining functions would be expected to include 

responsibility for: 

• reviewing staff recommendations of policies developed to affect the organization’s 

mission; 

• considering political, social, economic, technical, and administrative factors with 

potential impact on the recommended policies; and 

• approving the policies or formally recommending action to the approving official. 

As long as a position satisfies both the grade level and functional criteria, it must be 

established in the SES. 

Analyzing Positions 

Before establishing a position in the SES, agencies should make a systematic and documented 

analysis of the position to determine that it meets both the functional and grade level criteria for 

SES. The following analytical methods are suggested: 

Comparison with existing SES positions. A key element in the analysis normally entails 

comparing the proposed position against one or more positions, within or outside the 

organization that satisfies both the functional and executive criteria for inclusion in the SES. 

The positions used should be comparable to the subject position in terms of function, role 

(e.g., compare managers to managers and staff advisers to staff advisers), and rationale for 

SES designation (e.g., don’t compare positions where technical considerations are paramount 

with positions where size and complexity of the organization supervised are paramount). 

Agencies should analyze the similarities to and differences from the subject position in terms 

of factors such as: 

• organizational characteristics, including the level in the agency where the position is 

located, and the size and complexity of the organization (including subordinate 

organizational units); 

• functional and program responsibilities, including geographic scope (e.g., local, 
SES Desk Guide December 2020 1-13 

regional, national, or international), budget size, and impact on accomplishment of 

the agency’s and organization’s mission; 

• degree and scope of executive, managerial, and/or supervisory authorities and 

responsibilities; 

• level and purpose of contacts (contacts should be essential for successful performance 

of the work, be a recurring requirement of the position, and have a demonstrable 

impact on the difficulty and responsibility of the position); and 

• nature of the staff, e.g., staff size (including staff in subordinate organizational units) 

and grade levels of individuals reporting directly to the position. 

Comparison with classification standards and guides. This method can be used where a 

standard or guide provides valid comparison criteria. 

Guides include the General Schedule Supervisory Guide and the Research Grade Evaluation 

Guide. Note that even if a position appears to exceed the level in a GS-15 classification 

standard, that in itself does not necessarily mean the position is classifiable above GS-15 and 

should be placed in the SES, since standards generally provide a minimum threshold for 

classification at a particular grade level. A comparison with existing SES positions may still 

be needed. 

Documentation. To document the analysis, agencies should prepare a position description 

and an evaluation statement. These documents should be retained at least for the life of the 

position. 

The position description should set forth the duties and responsibilities of the position in 

sufficient detail to support the evaluation statement, the qualifications standard, and the 

performance standards. 

The evaluation statement should support the position’s placement in the SES in terms of both 

the SES functional and grade level criteria. Evaluation statements will vary in length and detail; 

for example, the statement for a position supervising a number of SES subordinates can be brief 

and straightforward. On the other hand, positions near the borderline in terms of function or 

grade level will require more critical and detailed analysis. The statement should avoid 

generalizations and be as specific as possible. Agencies should keep the following factors in 

mind when preparing the statement: 

• If an existing position (e.g., GS-15) is being placed in the SES, the agency should 

identify specific growth factors (e.g., budget, programs). 

• If a new position is being established, the source of the duties should be identified. If the 

position places an additional layer of supervision or management over other SES 

positions, or takes duties from other SES positions, the affected positions should be 

reviewed to determine if they still support the SES designation. 

• If the position is being established at a lower organizational level than where SES 

positions previously existed, the statement should explain why this is being done and 

what the effect is on other positions at that level (e.g., whether this is a precedent for 

other SES designations). 

• If the position is being placed in the SES based primarily on the impact of the proposed 
SES Desk Guide December 2020 1-14 

incumbent, this should be indicated so that when the incumbent leaves, the position can 

be reviewed to determine whether it still supports an SES designation. 

Classification Appeals 

There is no classification appeal right to OPM for an employee who asserts the position he or she 

occupies should be in the SES. In 5 U.S.C. 5112, a classification appeal applies in determining if 

a position is in its appropriate class and grade. The SES is excluded from coverage by that 

section since the SES is gradeless and separate from the General Schedule. 

Other Factors 

In an agency identified in 5 U.S.C. 3132(a)(1) as covered by the Senior Executive Service (SES), 

positions that meet the criteria of 5 U.S.C. 3132(a)(2) are placed in the SES. The examples 

below assume that the agency is subject to SES provisions and the applicable law(s) does not 

contain language that explicitly removes the position(s) from coverage by SES provisions. 

• Occasionally, laws will establish positions in the Executive Schedule but fail to specify 

an appointment authority for them. If the positions meet the functional and grade level 

criteria of 5 U.S.C. 3132(a)(2), they are placed in the SES and are subject to SES 

provisions, including the agency head’s authority to set and adjust pay within the SES 

rate range. 

• If a law establishes an Executive Schedule position in level IV or level V that performs 

SES functions but does not require appointment by the President with Senate 

confirmation, then the position meets the criteria of 5 U.S.C. 3132(a)(2). It therefore is 

placed in the SES even if the law identifies an appointing authority, e.g., the President or 

an agency head. 

• Note also that positions listed in 5 U.S.C. 5315 (Executive Schedule level IV) and 5316

(Executive Schedule level V) that do not require Senate confirmation and meet the SES 

criteria are placed in the SES. Similarly, if a statute gives an agency an independent 

appointing authority that could otherwise be used for positions classified or paid above 

GS-15, the authority does not apply to positions meeting the criteria of 5 U.S.C. 

3132(a)(2). 

SES POSITION DESIGNATIONS AND APPOINTMENT AUTHORITIES 

STATUTE: 5 U.S.C. 3132(b)

REGULATIONS: 5 CFR Part 214, Subpart D

Agency heads are authorized to establish SES positions within the numerical space 

authorizations and appointment authorities allocated by OPM and to set the qualifications 

standards for these positions. 

SES Position Designations 
SES Desk Guide December 2020 1-15 

SES positions are designated as either General or Career Reserved. A General position may be 

filled by a career, noncareer, or limited appointee, assuming any applicable criteria are met, e.g., 

criteria for an SES limited term or limited emergency appointment. However, a Career Reserved 

position must be filled by a career appointee. 

[Note: There are no “noncareer or career positions” in the SES.] 

Criteria for Career Reserved Positions. A position shall be designated Career 

Reserved if it must be filled by a career appointee to ensure the impartiality, or the 

public’s confidence in the impartiality of the Government [See U.S.C. 3132(b)].

Agencies must follow the criteria established by 5 CFR 214.402 to determine if a position 

is to be designated as Career Reserved. Such positions include those having duties which 

involve day-to-day operations, without responsibility for or substantial involvement in 

the determination, or public advocacy of the major controversial policies of the 

administration or agency, in these occupational disciplines: 

• adjudication and appeals; 

• audit and inspection; 

• civil or criminal law enforcement and compliance; 

• contract administration and procurement; 

• grants administration;

• investigation and security matters; and 

• tax liability, including the assessment or collection of taxes and the preparation or 

review of interpretative opinions. 

Career Reserved positions also include: 

• scientific or other highly technical or professional positions where the duties and 

responsibilities of the position are such that they must be filled by career 

appointees to ensure impartiality; 

• other positions requiring impartiality, or the public’s confidence in impartiality, as 

determined by the agency in light of its mission; and 

• positions that are specifically required by law to be Career Reserved or to be filled 

by a career appointee. 

Changing Position Designations. Agency heads are authorized to establish SES 

positions within the agency allocation and to designate them as either Career Reserved or 

General, subject to the above criteria and to the requirement to maintain a career reserved 

floor. However, once the designation has been made, it may not be changed without 

written approval from OPM [5 CFR 214.403]. Requests for a designation change should 

be sent to Senior Executive Services and Performance Management. The request should 

be submitted by the agency head or the Executive Resources Board, or a designee at the 

human resources director level or above and should describe the circumstances that 

warrant a change in the designation. 
SES Desk Guide December 2020 1-16 

Supervisory Relationships 

SES positions. Agencies have asked questions regarding the supervisory relationships 

for SES positions. 

• Can appointees in Career Reserved positions supervise noncareer appointees in 

General positions? The statute and regulations are silent on this point. The duties 

and requirements of the position should determine the position’s designation, in 

accordance with the above criteria. While there is no prohibition against a 

noncareer appointee reporting to a career appointee in a career reserved position, 

it is not likely that such a situation would occur given the criteria for career 

reserved positions. However, should there be a need to fill a subordinate position 

with a noncareer appointee, the agency is advised to review the career reserved 

position to verify that the supervisory position meets the criteria and is properly 

designated as career reserved. There is also no prohibition on a noncareer 

appointee reporting to a career appointee in a general position. 

• Can an SES member report to a GS15 or equivalent employee? While the statute 

and regulations do not address this directly, agencies have a statutory obligation 

to place each GS position in its appropriate grade placing only positions meeting 

the SES definition in the SES. Since 5 U.S.C. 3132(a)(2) requires an SES 

position to be classified above GS-15, placement of a GS-15 position above an 

SES position logically violates either the agency’s obligation to appropriately 

classify its GS positions or to appropriately designate a position as SES, or both. 

While short term detail of a GS-15 employee to an SES position that supervises 

other SES positions may be permitted under extraordinary circumstances, 

placement of an SES position under the supervision of a GS-15 or equivalent 

position is not an appropriate continuing organizational or supervisory 

relationship. 

Schedule C positions. The supervisor of a Schedule C appointee may only be a 

Presidential appointee, an incumbent of an SES General position, or another Schedule C 

appointee. The supervisor may not be an incumbent of an SES Career Reserved position. 

SES Appointment Authorities 

There are four types of SES appointment authorities: career, noncareer, limited term, and limited 

emergency. Agency heads are authorized to make all types of SES appointments under 

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

authorities. [See Chapter 2, General Staffing and Career Appointments, and Chapter 3, Other 

Staffing Actions, for information about these four types of appointments.] 

Other Appointment Authorities 

Some agencies have specific statutory authorities that cover positions classified above GS-15, or 

paid above step 10 of GS-15, and that were not repealed by CSRA. These authorities may still 

be used for a position, if the position does not meet the criteria for inclusion in the SES or the ST 

authority in 5 U.S.C. 3104. 
SES Desk Guide December 2020 1-17 

OPM REVIEW AND OVERSIGHT 

OPM evaluates SES programs and operations to improve and enhance management of the 

Government’s executive resources; to determine the quality and effectiveness of SES programs, 

procedures, and processes; and to determine if actions are being taken in compliance with civil 

service laws, rules, regulations, and delegated authorities and are consistent with merit system 

principles.

General Oversight 

OPM exercises general oversight of SES operations in accordance with these civil service laws 

and rules: 

5 U.S.C. 1103(a)(5): execute, administer, and enforce civil service laws, rules, and regulations 

and other OPM activities; (Specific authority for OPM to regulate on SES matters is in 5 U.S.C. 

3136, 3397, 3596, 4315, 5385, and 7543.) and 

5 U.S.C. 1104(b)(2): establish and maintain an oversight program which assures that activities 

delegated to or by OPM comply with merit system principles and OPM standards. 

5 CFR Rule V, section 5.2: 

• evaluate the effectiveness of agency personnel policies, programs, and operations, 

including merit selection and employee development; agency compliance with and 

enforcement of applicable laws, rules, regulations, and OPM directives, and agency 

personnel management evaluation systems; 

• investigate, or direct an agency to investigate and report on apparent violations of 

applicable laws, rules, regulations, or directives requiring corrective action found during 

an evaluation; and 

• require agencies to report personnel information relating to positions and employees in 

the SES through the ESCS. 

Monitoring Specific SES Activities 

OPM is required to monitor several specific SES activities and actions to determine if they meet 

the requirements of law and to take such corrective action as may be necessary. For example, 

the following regulations require OPM to: 

5 U.S.C. 3132(b)(2): periodically review General positions to determine if they should be 

designated as Career Reserved. 

5 U.S.C. 3132(b)(2): periodically review General positions to determine if they should be 

designated as Career Reserved. 

5 U.S.C. 3396(b): monitor the implementation of programs for the systematic development of 

candidates for the SES and for the continuing development of senior executives. 

5 U.S.C. 4312(c): review each agency’s SES performance appraisal system and take such 
SES Desk Guide December 2020 1-18 

corrective action as may be required if the system does not meet the requirements of law or 

regulation. 

5 U.S.C. 5307(d): certify SES and SL/ST performance appraisal systems with OMB’s 

concurrence when, as shown by meeting certification criteria in accordance with 5 CFR 430 

subpart D, the system as designed and applied makes meaningful distinctions based on relative 

performance. 

5 CFR 214.202: review agency determinations of which positions to place in the SES, to ensure 

adherence with law and regulations. This authority extends to SL and ST positions, or 

equivalent positions subject to OPM jurisdiction, to ensure that all executive positions are placed 

in the proper pay system. If OPM concludes that a position established in the SES does not 

satisfy SES criteria, or that a position established outside the SES does meet those criteria, OPM 

will notify the agency. 

OPM may require corrective action, including: 

• directing an SES position be removed from the SES and be established in the competitive 

or excepted service, as appropriate; and 

• directing a non-SES position classified above GS-15, or the equivalent, found to satisfy 

SES criteria be placed in the SES. 

The actions described above would not necessarily affect the SES appointment status and tenure 

of an incumbent, although they could require the incumbent’s reassignment from the position in 

question. Any of these actions could be accompanied by an adjustment in the SES space and 

appointment authorities allocated to the agency. 

5 CFR 317.1001: require an agency to take appropriate corrective action if OPM finds that it has 

taken an SES staffing action contrary to law or regulation.
SES Desk Guide December 2020 2-1

Chapter 2

CHAPTER 2: GENERAL STAFFING AND CAREER APPOINTMENTS ...................... 2-3

AGENCY RESPONSIBILITIES ........................................................................................ 2-3

OPM RESPONSIBILITIES ................................................................................................ 2-3

MOBILITY ........................................................................................................................... 2-4

CONDITIONS OF EMPLOYMENT ................................................................................. 2-5

EMPLOYMENT RESTRICTIONS ................................................................................... 2-6

TYPES OF SES APPOINTMENTS ................................................................................... 2-6

Career appointments..................................................................................................... 2-6

Noncareer Appointments.............................................................................................. 2-7

Limited Term and Limited Emergency Appointments.............................................. 2-7

QUALIFICATIONS REQUIREMENTS .......................................................................... 2-7

Qualifications Standards.............................................................................................. 2-7

Executive Core Qualifications .................................................................................... 2-10

CAREER APPOINTMENTS ............................................................................................ 2-13

RECRUITMENT ................................................................................................................ 2-14

Area of Consideration.................................................................................................. 2-14

Vacancy Announcements............................................................................................ 2-15

Nonprofit Employment Services and Commercial Recruiting Firms..................... 2-16

Recruiting for SES Candidate Development Programs (SESCDP)........................ 2-17

OPM Support for QRB-Certified SESCDP Graduates ............................................... 2-17

MERIT STAFFING SELECTION METHODS .............................................................. 2-19

Streamlined Agency Initial SES Application Requirements....................................... 2-19

MERIT STAFFING REQUIREMENTS (Rating and Selection) ................................... 2-21

RECOMMENDED MERIT STAFFING PRACTICES.................................................. 2-22

INQUIRIES, APPEALS, AND CORRECTIVE ACTION ............................................. 2-23

Applicant Inquiries and Appeals................................................................................ 2-23

Corrective Actions ....................................................................................................... 2-23

DOCUMENTING MERIT STAFFING ACTIONS ........................................................ 2-24

QUALIFICATIONS REVIEW BOARDS ........................................................................ 2-24

Membership.................................................................................................................. 2-25

Functions....................................................................................................................... 2-25

Operations..................................................................................................................... 2-25

CERTIFICATIONS ............................................................................................................ 2-27

Suspension of QRB Case Processing.......................................................................... 2-27

SUBMITTING CASES FOR QRB CERTIFICATION .................................................. 2-29

QRB Submission Methods............................................................................................ 2-29

General Requirements................................................................................................. 2-30

PROBATIONARY PERIOD ............................................................................................. 2-31

Supervisory Responsibilities During the Probationary Period ............................... 2-31

Electronic Submission and Documentation Requirements...................................... 2-32

Crediting Service.......................................................................................................... 2-33

Moratorium on Removal During Probation ............................................................. 2-33
SES Desk Guide December 2020 2-2

Reappointment to the SES When Probation is not Completed ............................... 2-33

Other Guidance............................................................................................................ 2-34
SES Desk Guide December 2020 2-3 

CHAPTER 2: GENERAL STAFFING AND CAREER APPOINTMENTS

STATUTE: 5 U.S.C. 3391- 3395

REGULATIONS: 5 CFR Part 317, Subparts E and F

THE GUIDE TO PROCESSING PERSONNEL ACTIONS: Chapter 13 - Senior Executive 

Service (SES) and Chapter 14 - Promotions, Changes to Lower Grade, Level or Band, 

Reassignments, Position Changes, and Details 

The SES offers agency managers considerable flexibility in filling executive vacancies while still 

providing fair access to executive jobs based on merit. The SES positions may be filled through 

competitive or noncompetitive appointment. Examples of noncompetitive appointment are: 

reassignment or transfer of a current SES appointee; reinstatement of a former SES career 

appointee; and the appointment of a graduate of an OPM-certified SES Candidate Development 

Program (CDP). CDP graduates may be noncompetitively appointed if they were selected 

through civil service-wide competition for the CDP. (Under former regulations, there was a 

rarely used alternative of limiting a CDP to applicants within a single agency. A graduate of 

such a CDP must compete for his or her initial career SES appointment, as stated on the 

Qualifications Review Board certification issued to the graduate.) 

AGENCY RESPONSIBILITIES 

Written procedures. Each agency is responsible for establishing written procedures to 

implement the provisions of 5 CFR part 317, Employment in the Senior Executive 

Service. The merit staffing procedures established to implement 5 CFR 317.501

(recruitment and selection for initial career SES appointment) should make clear to all 

parties, including selecting officials and applicants, how SES positions are filled 

competitively.

Executive Resources Boards (ERB). Agency heads are required to establish one or 

more ERBs to conduct the merit staffing process for initial career appointments, as stated 

in 5 CFR 317.501. This includes reviewing the executive qualifications of eligible 

candidates, making written recommendations to the appointing authority regarding these 

candidates, and identifying the best qualified candidates from which the selection is to be 

made. As discussed in Chapter 1, however, an ERB should have a much broader charter 

to be most effective. 

OPM RESPONSIBILITIES 

Staffing requirements. OPM establishes basic staffing requirements and may review an 

agency’s SES staffing process at any time to determine whether legal and regulatory 

requirements are being followed. OPM will direct corrective action when necessary to 

assure compliance with law and regulation. 

Qualification Review Boards (QRB). OPM establishes interagency QRBs to certify the 

executive qualifications of candidates for initial career SES appointment. [More 

information about QRBs later in this chapter.] 
SES Desk Guide December 2020 2-4 

Five years continuous service. OPM monitors the requirement in 5 U.S.C. 3392(b) that 

as a minimum, at least 70 percent of SES members Governmentwide must have 5 or 

more years of current continuous service in the civil service immediately preceding their 

initial SES appointment. There is no quota set in law or regulation for individual 

agencies. 

MOBILITY 

Among other objectives, 5 U.S.C. 3131, states that the Senior Executive Service is to be 

administered so as to, “enable the head of an agency to reassign senior executives to best 

accomplish the agency mission,” and to, “provide for the initial and continuing systematic 

development of highly competent senior executives.” The SES system provides flexible 

assignment rules to accomplish these fundamental and complimentary objectives. 

The Senior Executive Service is a national asset. Mobility involves using a full range of 

assignment authorities to leverage the skills of executives for greater mission accomplishment 

and to prepare them for higher-levels of service, whether within the agency, or elsewhere in 

Government or society. Our nation is best served when agencies and executives work together 

strategically to field the strongest and most agile executive corps possible. 

Mobility encompasses both temporary and permanent job assignments involving change from 

previous assignment patterns, (e.g., to different business lines, disciplines, program areas, 

components, regions, headquarters, or other divergent environments). Means can include details, 

short- or long-term reassignments and transfers, use of the Intergovernmental Personnel Act 

authority, sabbaticals, formal training and other creative ways to expose executives to challenges 

or otherwise expand their capacity to serve. Assignments could be to other agencies, state and 

local governments, and institutions of higher education, non-profit organizations, private sector 

companies or international organizations. 

Mobility can be an important element in succession planning. Its benefits are best realized when 

agency leadership deliberately assesses the ability and potential of agency executives against 

current and future leadership requirements and actively builds its executive corps to address 

those requirements. Potential benefits include: 

• Broadening and strengthening executive core qualifications of all executives; 

• Bringing greater creativity and broader perspectives to bear on agency problems; 

• Developing broader networks that help carry out agency missions, particularly in times of 

heightened national security; 

• Promoting career development and expanded opportunities for executives; 

• Selling potential leaders on desirability and potential of a career in the SES; 

• Providing the agency leaders who are able to handle greater challenges; 

• Enabling agile agency response to critical staffing requirements and new demands; and 

• Developing bench strength for the agency’s future. 

Ultimately, SES rules require an executive to move when agency needs require it. Even where 
SES Desk Guide December 2020 2-5 

advance written notice and consultation are mandated, the bottom line is that an executive who 

declines a directed reassignment may be removed through adverse action procedures. Still, in 

most agencies, signing up for the SES is not the same as signing up for mobility. Certain 

allowances described elsewhere in this guide recognize this distinction, e.g., if a mobility 

agreement is accepted at the beginning of the SES member’s service, he or she is not eligible for 

discontinued service retirement if he or she later declines a position outside the commuting area. 

However, if the mobility agreement is added after the SES member is in the position and he or 

she declines the position outside the commuting area, he or she would be eligible for 

discontinued service retirement. A separation is not qualifying for discontinued service 

retirement if, after the mobility agreement is added, the SES member accepts one reassignment 

outside of the commuting area and the SES member subsequently declines geographic 

reassignment. 

Agencies should carefully evaluate whether a mobility program, whether broad or targeted, may 

strengthen their executive corps. Such programs should prove their worth by engaging the 

voluntary participation of an agency’s executives. An agency may also request temporary 

increases to its executive resources allocations to support mobility assignments. 

Mobility can also be voluntary; SES members can seek opportunities and new positions on their 

own, at any time for personal development. OPM encourages SES members to continually 

broaden their perspectives (see https://www.chcoc.gov/content/guidelines-broadening-seniorexecutive-service-ses for a November 7, 2008, memorandum on “Guidelines for Broadening the 

Senior Executive Service”). [Also see Chapter 7 for additional information on Mobility 

Assignments and the Fifteen Percent (15%) Governmentwide Rotation Goal.] 

CONDITIONS OF EMPLOYMENT 

Citizenship. The SES contains no citizenship requirement, but some agencies may have 

separate controlling legislation requiring citizenship. In addition, a general 

appropriations act restriction, with some exceptions, prevents agencies from using 

appropriated funds to pay non-citizens if they work in the continental United States. 

Further, an agency may administratively restrict consideration for SES positions to 

citizens. This decision may be a matter of agency policy or a job determination. No 

special justification is required. 

Employment of Relatives. 5 CFR part 310 and related requirements address the 

restrictions regarding the employment of relatives, and the exceptions which apply to the 

SES.

Selective Service Registration. SES appointees are subject to the statutory bar to 

appointment of persons who fail to register under the Selective Service law. [5 CFR part 

300, Subpart G] 

Verification of Employment Eligibility. The Immigration Reform and Control Act of 

1986 [P.L. 99-603], requires SES appointees coming from outside the Federal service to 

verify they are eligible to work in the United States. 

Employment during Terminal Leave. Members of a uniformed service (Army, Navy, 

Marines, Air Force, etc.) on terminal leave pending separation may be appointed to and 

receive pay from another Government position, including an SES position. 
SES Desk Guide December 2020 2-6 

[5 U.S.C. 5534a] 

EMPLOYMENT RESTRICTIONS 

Dual Incumbency. Agencies cannot employ two individuals in the same position at the 

same time (“dual incumbency”). Nevertheless, there are options available to agencies to 

provide continuity in key positions and to meet other transitional needs. When an 

incumbent’s intention to leave has been documented, an agency may establish a different 

position to employ a designated successor for a brief period of time pending the 

incumbent’s departure. For example, when an office director is leaving, a temporary 

special assistant position could be established for a short period to facilitate orientation of 

the incoming director to the office’s operations. OPM may authorize the use of SES 

limited appointment authorities for short periods of time for temporary executive 

positions established under such circumstances. If the successor is eligible for career 

appointment (e.g., is a career appointee or was selected through SES merit staffing and 

has been QRB certified), he or she can be appointed as office director and the departing 

executive can be assigned to the temporary position to facilitate transition. This does not 

require OPM involvement since a career executive can serve in a temporary position 

without a change in type of appointment. 

Experts/consultants. Under 5 U.S.C. 3109(c), positions in the SES cannot be 

filled by expert or consultant appointment. Therefore, it is not appropriate to 

assign such individuals to the policy-making or executive work which 

characterizes the SES. 

Independent regulatory commissions. Under 5 U.S.C. 3392(d), the 

appointment of an individual to any SES position in an independent regulatory 

commission “shall not be subject, directly or indirectly, to review or approval by 

any officer or entity within the Executive Office of the President.” 

Private sector temporary employees. Under 5 CFR 300.502(b), private sector 

temporary employees cannot be used to perform SES work. 

TYPES OF SES APPOINTMENTS 

STATUTE: 5 U.S.C. 3132(a), 3393, 3394

REGULATIONS: 5 CFR Part 214 and 317 Subpart F

There are four types of SES appointments: career, noncareer, limited term, and limited 

emergency. Agency heads are authorized to make all types of SES appointments under 

regulations and procedures established by OPM and within the agency’s numerical space 

allocation. 

Career appointments 

Career appointments are made without time limitations and provide certain job protections and 
SES Desk Guide December 2020 2-7 

benefits not conferred by the other types of SES appointments. Career appointments may be 

made to either Career Reserved or General positions [SES Position Designations and 

Appointment Authorities, in Chapter 1]. Tenure and benefits are the same no matter the type of 

position to which appointed. Initial career appointments must meet the competitive SES merit 

staffing provisions in 5 U.S.C. 3393, at the time of selection for the SES or for an SES candidate 

development program. The individual’s executive qualifications must be certified by an OPMadministered QRB before appointment. 

Career appointments may also be made under noncompetitive procedures to reassign or transfer 

a current career SES appointee or reinstate a former career SES appointee who completed an 

SES probationary period. These actions do not require QRB approval. 

Noncareer Appointments 

Noncareer appointments are made without time limitation, but the appointee serves at the 

pleasure of the appointing authority. The agency must have a noncareer appointment authority 

from OPM [Allocating Noncareer Appointment Authorities, in Chapter 3]. The appointment can 

be made only to a General position in accordance with the staffing procedures for noncareer 

appointments discussed in Chapter 3. 

Limited Term and Limited Emergency Appointments 

Limited appointments are defined under 5 U.S.C. 3132: 

• (a)(5) - limited term appointee means an individual appointed under a nonrenewable 

appointment for a term of 3 years or less to a Senior Executive Service position the duties 

of which will expire at the end of such term. 

• (a)(6) - limited emergency appointee means an individual appointed under a 

nonrenewable appointment, not to exceed 18 months, to a Senior Executive Service 

position established to meet a bona fide, unanticipated, urgent need. 

Limited appointments are made only to General positions. The agency must have a limited 

appointment authority from OPM or use an authority from its limited appointment pool (three 

percent of the agency SES allocation). Appointments must be made in accordance with the 

staffing procedures for limited appointments discussed in Chapter 3. 

QUALIFICATIONS REQUIREMENTS 

STATUTE: 5 U.S.C. 3392(a), 3393

REGULATIONS: 5 CFR Part 317, Subpart D

Qualifications Standards 

The agency head or a designee (e.g., the ERB) is responsible for establishing qualifications 

standards for each SES position in the agency. A qualifications standard must be established for 
SES Desk Guide December 2020 2-8 

a position before any appointment is made to that position. If a position is being filled 

competitively, the standard must be approved before the position is announced. If the duties and 

responsibilities of a position are substantially altered, the standard should be reviewed to 

determine if a new one is needed. 

Qualifications standards may be established for individual SES positions or for groups of similar 

positions. Standards should be set at a high enough quality level so that those who meet the 

standards are well qualified, not just minimally qualified, to perform the job. 

Developing Standards. Under 5 U.S.C. 3392, qualifications standards for Career 

Reserved positions must be developed in accordance with OPM requirements. Standards 

for General positions must be developed in consultation with OPM. Qualifications 

standards requirements for Career Reserved positions are listed below; and may also be 

used in developing standards for General positions in lieu of consultation with OPM. 

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

professional/technical and executive/managerial knowledge, skills, and abilities, or other 

qualifications (e.g., certification or licensure), that are essential and desirable for 

successful performance. Mandatory qualifications must be met for a candidate to be 

eligible for the position. Desirable qualifications are used to help rate and rank eligible 

candidates. 

The standard must be specific enough to enable the user to identify qualified candidates 

and to enable the ERB to make qualitative distinctions among candidates for rating and 

ranking purposes when the position is being filled competitively. 

Each qualifications criterion in the standard must be job related. However, the standard 

may not emphasize agency-related experience to the extent that it precludes well 

qualified candidates from outside the agency from appointment consideration. 

Mandatory qualifications standards may not include any of the following: 

• A minimum length of experience requirement beyond that authorized for similar 

positions in the General Schedule, e.g., generally 1 year of specialized experience 

at least equivalent to the GS-15 level [OPM’s Operating Manual on Qualifications 

Standards for General Schedule Positions]. This means that the 1-year experience 

requirement at the GS-15 level is not required. 

• A minimum education requirement beyond that authorized for similar positions in 

the General Schedule [OPM’s Operating Manual on Qualifications Standards for 

General Schedule Positions].

• Any criterion prohibited by law or regulation. 

[Note: Time in grade requirements does not apply to the SES, so applicants do not need 

to have spent a certain amount of time at the GS-15 or equivalent level.] 

National Security Professional (NSP) Qualification for NSP SES. OPM and the NSP 

Executive Steering Committee (ESC) encourage agencies to implement a qualification 

requirement for NSP-designated SES positions for demonstrated ability to lead inter-
SES Desk Guide December 2020 2-9

agency, inter-departmental, inter-governmental activities, or comparable crossorganizational activities. Agencies may exercise discretion and flexibility in defining and 

elaborating upon the qualification requirement based on their positions and mission 

demands. OPM and the ESC recommend a multi-agency or equivalent experience for 

selection into NSP SES positions. OPM and the ESC have defined the qualifying "interagency" experience as follows: 

Individuals should have "inter-agency" experience related to national security serving in a 

leadership capacity (formal or otherwise) on a temporary or permanent assignment, on a 

multi-agency task force, in an inter-agency liaison capacity, and/or as a volunteer. The 

experience should meet the following criteria: 

• extensive involvement (i.e., substantial time commitment or decision-making

responsibility);

• tangible results or accomplishments; and

• separate experiences in at least two organizations or a single experience

involving multiple organizations.

For additional information see https://www.chcoc.gov/content/national-securityprofessional-development-nspd-interagency-personnel-rotations-program. 

Possession of Certification as a Mandatory Technical Qualification. Unless 

authorized by statute, agencies may not use possession of certification (e.g., 

Program/Project Management Certification) as a mandatory technical qualification. 

Individuals who lack the certification yet possess the requisite experience and training to 

perform the duties of the position should be considered. However, agencies may require 

future acquisition of certification by specifying a timeframe for obtaining it (e.g., within 

18 months from the date of appointment to the position) in a mandatory technical 

qualification. In their policy document, agencies should specify the consequences for 

employees who do not acquire certification within the specified timeframe. 

The following is an example of an acceptable technical qualification: 

Program Management Certification. Applicants must possess or be eligible for 

Level III Program/Project Management (P/PM) certification in accordance with 

the Department of Homeland Security (DHS) Program Manager Certification 

Standards, the Defense Acquisition Workforce Improvement Act (DAWIA), or 

Federal Acquisition Certification for Program and Project Managers (FACP/PM). 

Applicants who currently possess or are eligible for Level II Program/Project 

Management (P/PM) certification and can achieve Level III certification 

according to DHS, DAWIA, or FAC-P/PM standards within 18 months from the 

date of appointment to this position will also be considered. Please indicate in 

your application your level and source (DHS, DAWIA, FAC-P/PM) of 

certification or eligibility for certification. 

Retaining Qualifications Standards. If a qualifications standard is changed or a 

position is cancelled, the standard shall be retained at least two years. 
SES Desk Guide December 2020 2-10

Executive Core Qualifications 

“Executive Qualifications” is the term used in statute [5 U.S.C. 3393] to describe the 

qualifications required of all agency selectees for the SES and that must also be certified by a 

QRB for all initial career appointments to the SES. These qualifications are in addition to 

specific professional/technical qualifications that agencies establish for individual jobs. OPM 

has defined executive qualifications in terms of five meta-leadership competencies associated 

with SES-level jobs. These Executive Core Qualifications (ECQs) are Leading Change, Leading 

People, Results Driven, Business Acumen, and Building Coalitions. Proficiency levels for the 

ECQs are available at apps.opm.gov/ADT/ContentFiles/LeadershipCompProficiencyLevels.pdf. 

Definitions and illustrations for the levels are provided. Agencies might use them to anchor 

responses to structured interviews or to assess leadership competencies.

ECQ 1: Leading Change 

Definition: This core qualification involves the ability to bring about strategic change, 

both within and outside the organization, to meet organizational goals. Inherent to this 

ECQ is the ability to establish an organizational vision and to implement it in a 

continuously changing environment. 

Competencies 

Creativity 

and 

Innovation 

Develops new insights into situations; questions conventional approaches; 

encourages new ideas and innovations; designs and implements new or cuttingedge programs/processes. 

External 

Awareness 

Understands and keeps up-to-date on local, national, and international policies 

and trends that affect the organization and shape stakeholders' views; is aware of 

the organization's impact on the external environment. 

Flexibility Is open to change and new information; rapidly adapts to new information, 

changing conditions, or unexpected obstacles. 

Resilience Deals effectively with pressure; remains optimistic and persistent, even under 

adversity. Recovers quickly from setbacks. 

Strategic 

Thinking 

Formulates objectives and priorities; implements plans consistent with the longterm business and competitive interests of the organization in a global 

environment. Capitalizes on opportunities and manages risks. 

Vision Takes a long-term view and builds a shared vision with others; acts as a catalyst 

for organizational change. Influences others to translate vision into action. 

ECQ 2: Leading People 
SES Desk Guide December 2020 2-11

Definition: This core qualification involves the ability to lead people toward meeting 

the organization's vision, mission, and goals. Inherent to this ECQ is the ability to 

provide an inclusive workplace that fosters the development of others, facilitates 

cooperation and teamwork, and supports constructive resolution of conflicts. 

Competencies 

Conflict 

Management 

Encourages creative tension and differences of opinions. Anticipates and 

takes steps to prevent counter-productive confrontations. Manages and 

resolves conflicts and disagreements in a constructive manner. 

Leveraging 

Diversity 

Fosters an inclusive workplace where diversity and individual differences 

are valued and leveraged to achieve the vision and mission of the 

organization. 

Developing 

Others 

Develops the ability of others to perform and contribute to the organization 

by providing ongoing feedback and by providing developmental 

opportunities to learn through formal and informal methods. 

Team Building Inspires and fosters team commitment, spirit, pride, and trust. Facilitates 

cooperation and motivates team members to accomplish group goals. 

ECQ 3: Results Driven 

Definition: This core qualification involves the ability to meet organizational goals and 

customer expectations. Inherent to this ECQ is the ability to make decisions that produce 

high-quality results by applying technical knowledge, analyzing problems, and calculating 

risks. 

Competencies 

Accountability Holds self and others accountable for measurable high-quality, timely, and 

cost-effective results. Determines objectives, sets priorities, and delegates 

work. Accepts responsibility for mistakes. Complies with established 

control systems and rules. 

Customer 

Service 

Anticipates and meets the needs of both internal and external customers. 

Delivers high-quality products and services; is committed to continuous 

improvement. 

Decisiveness Makes well-informed, effective, and timely decisions, even when data are 

limited or solutions produce unpleasant consequences; perceives the 

impact and implications of decisions. 

Entrepreneurship Positions the organization for future success by identifying new 

opportunities; builds the organization by developing or improving products 

or services. Takes calculated risks to accomplish organizational 

objectives. 
SES Desk Guide December 2020 2-12

Problem Solving Identifies and analyzes problems; weighs relevance and accuracy of 

information; generates and evaluates alternative solutions; makes 

recommendations.

Technical 

Credibility 

Understands and appropriately applies principles, procedures, 

requirements, regulations, and policies related to specialized expertise. 

ECQ 4: Business Acumen 

Definition: This core qualification involves the ability to manage human, financial, 

and information resources strategically. 

Competencies 

Financial 

Management 

Understands the organization's financial processes. Prepares, justifies, and 

administers the program budget. Oversees procurement and contracting to 

achieve desired results. Monitors expenditures and uses cost-benefit 

thinking to set priorities. 

Human Capital 

Management 

Builds and manages workforce based on organizational goals, budget 

considerations, and staffing needs. Ensures that employees are 

appropriately recruited, selected, appraised, and rewarded; takes action to 

address performance problems. Manages a multi-sector blended 

workforce and a variety of work situations. 

Technology 

Management 

Keeps up-to-date on technological developments. Makes effective use of 

technology to achieve results. Ensures access to and security of 

technology systems. 

ECQ 5: Building Coalitions 

Definition: This core qualification involves the ability to build coalitions internally and 

with other Federal agencies, State and local governments, nonprofit and private sector 

organizations, foreign governments, or international organizations to achieve common 

goals. 

Competencies 

Partnering Develops networks and builds alliances; collaborates across 

boundaries to build strategic relationships and achieve common 

goals. 

Political Savvy Identifies the internal and external politics that impact the work of 

the organization. Perceives organizational and political reality and 

acts accordingly. 
SES Desk Guide December 2020 2-13

Influencing/Negotiating Persuades others; builds consensus through give and take; gains 

cooperation from others to obtain information and accomplish goals. 

Fundamental Competencies 

Definition: These competencies are the foundation for success in each of the Executive 

Core Qualifications. 

Competencies 

Interpersonal Skills Treats others with courtesy, sensitivity, and respect. Considers and 

responds appropriately to the needs and feelings of different people in 

different situations. 

Oral Communication Makes clear and convincing oral presentations. Listens effectively; 

clarifies information as needed. 

Integrity/Honesty Behaves in an honest, fair, and ethical manner. Shows consistency in 

words and actions. Models high standards of ethics. 

Written 

Communication 

Writes in a clear, concise, organized, and convincing manner for the 

intended audience. 

Continual Learning Assesses and recognizes own strengths and weaknesses; pursues selfdevelopment. 

Public Service 

Motivation 

Shows a commitment to serve the public. Ensures that actions meet 

public needs; aligns organizational objectives and practices with 

public interests. 

CAREER APPOINTMENTS 

STATUTE: 5 U.S.C. 3393

REGULATIONS: 5 CFR Parts 317, Subpart E

Because the SES is separate from the competitive and excepted services, there is no provision for 

noncompetitive movement from these services into an SES career appointment, even if an 

employee’s current position is placed in the SES. (The provisions of 5 CFR 315.602 covering 

movement from the Office of the President or Vice President or the White House staff do not 

apply to SES career appointments. Additionally, Executive Order 11103 addressing the 

noncompetitive eligibility of returning Peace Corps volunteers does not apply to SES positions.) 

Candidate Development Programs. The merit staffing procedures in this section also 

apply to the recruitment and selection of individuals for an OPM-approved SES candidate 

development program. An individual who successfully completes the program and is 
SES Desk Guide December 2020 2-14

certified by a QRB may be appointed to the SES without further competition. If a 

candidate graduated from an agency program that conducted an agency-wide competition 

only (under the previous 5 CFR 412 (i.e., published prior to December 2009), then the 

candidate must compete for his/her first SES career appointment. However, in this case, 

if selected for an SES career appointment, the candidate does not need to be certified by 

the QRB again. (See Area of Consideration below.) 

Preferences. While the CSRA excluded the SES from veterans’ preference [5 U.S.C. 

2108(3)] it did not exclude the SES from Indian preference. Therefore, vacancy 

announcements in the very limited number of agencies where Indian preference is 

applicable should contain the statement: “Preference will be given to American Indians.” 

Prohibited personnel practices. Agency records for all competitive actions should 

clearly show that the actions are proper and legitimate. The actions should fully conform 

to the spirit and the letter of 5 U.S.C. 2302 on prohibited personnel practices, including 

the prohibition against political consideration, either favorable or unfavorable. For a list 

and description of prohibited practices, see www.osc.gov. Further, in making career SES 

appointments, agencies should apply the same principles that are in Civil Service Rules 

4.2 and 7.1 for filling vacancies in the competitive service, i.e., they should act solely on 

the basis of merit and fitness and without regard to political or religious affiliations, 

marital status, or race.

Merit staffing reviews. OPM may review proposed career appointments to ensure they 

comply with all merit staffing requirements and are free of any impropriety. 

Merit staffing plan template. Agencies may review the template in ESCS to assist with 

developing an SES Merit Staffing Plan. 

Merit staffing checklist. Agencies may use the checklist in ESCS for reviewing the 

staffing action for an SES vacancy to be filled by career appointment that utilized one of 

the following SES selection methods: traditional Executive Core Qualifications (ECQs), 

Accomplishment record, or Resume-based. 

RECRUITMENT

Area of Consideration 

Under 5 U.S.C. 3393(a), the search for candidates must at a minimum, include “all groups of 

individuals within the civil service.” Agencies may also recruit from outside the civil service 

(i.e., all groups of qualified individuals). 

The “civil service” consists of all persons who occupy positions in the executive (includes 

excepted service), judicial, and legislative branches, except positions in the uniformed services 

(the armed forces, the Commissioned Corps of the Public Health Service, and the Commissioned 

Corps of the National Oceanic and Atmospheric Administration). Included are experts and 
SES Desk Guide December 2020 2-15

consultants who occupy appointive positions, and individuals in the Postal Service and the Postal 

Rate Commission. The District of Columbia Government is not part of the Federal civil service. 

A person is considered to be in the civil service only if occupying a civil service position at the 

time of application. When competitive recruitment for an SES position is limited to the civil 

service, SES reinstatement eligibles outside the civil service and SESCDP graduates with 

noncompetitive eligibility may apply for noncompetitive consideration for that position. 

Vacancy Announcements 

Agencies are required by law to announce the SES vacancies they intend to fill by initial career 

appointment to at least all Federal civil service employees. They must also notify the 

Department of Labor’s United States Employment Service offices of SES vacancies when 

recruitment for career appointment is extended outside the Federal service [5 U.S.C. 3327]. To 

meet these legal requirements, agencies are required to publish information about vacancies to be 

filled by initial career appointment in USAJOBS (www.usajobs.gov) [5 CFR 317.501(b)(2)]. 

Agencies are responsible for confirming that their individual SES vacancy announcements have 

been successfully entered into USAJOBS. If a vacancy to be filled by initial career SES 

appointment has not been published as required by 5 CFR 317.501(b), the consequences are 

serious and will affect recruitment actions. The agency must demonstrate that it has met the 

statutory requirements cited in the preceding paragraph before the proposed selection can be 

forwarded to a Qualifications Review Board. Evidence that a vacancy announcement has been 

included in USAJOBS is provided by entering the OPM Control Number into ESCS when 

creating a QRB case record. 

The SES vacancy announcements are available through USAJOBS but can also be available 

through the respective agency and its website. Vacancy information is disseminated through the 

Federal Jobs Database to America’s Job Bank and state employment offices. 

Entering data in USAJOBS. Agencies enter SES vacancy information, including job 

entries and full text vacancy announcements, directly into USAJOBS. For complete 

instructions/tutorial, see https://www.usajobs.gov/Support. 

Closing date. The closing date of a vacancy must allow for a minimum open period of 

14 calendar days and must be consistent with closing dates of any agency supplemental 

announcements [5 CFR 317.501 (b)(2)]. Extension of the original closing date must also 

be entered into USAJOBS. 

If there is a break between the closing date of the initial announcement and the beginning 

date of the new announcement, the new announcement must be open at least 14 calendar 

days from date of its entry into USAJOBS.

Vacancy announcement content. Agency announcements must include the following: 

1) name of the issuing agency;

2) announcement number;

3) position title, series, pay plan;
SES Desk Guide December 2020 2-16

4) duty location;

5) number of vacancies;

6) opening and closing dates and any other information concerning how receipt of

application will be documented and considered;

7) Selection Method (Traditional ECQs, Resume-Based or Accomplishment Record);

8) brief description of duties;

9) area of consideration;

10) SES pay ranges;

11) ECQ and technical qualification requirements;

12) basis of rating;

13) what to file;

14) equal employment opportunity and reasonable accommodation statements;

15) contact person or contact point;

16) instructions on how to apply; and

17) other required information [see 5 CFR 330.104].

Note, however, that 5 CFR 330.104(a)(13), (14) and (15) regarding veterans’ preference, 

the career transition assistance program (CTAP) and the interagency career transition 

assistance program (ICTAP) do not apply to an SES vacancy announcement. 

Multiple vacancies. Although rare, agencies may advertise for more than one vacancy 

for the same SES position (e.g., Regional Director positions in different geographic 

locations). 

Multiple selections. If an agency advertises a position and the vacancy announcement 

states one vacancy is to be filled, the agency may NOT make multiple selections from 

that vacancy announcement. 

Organization/location. Agencies should ensure the information in department and/or 

agency fields in USAJOBS is appropriate. Agencies may not fill a position in an 

organization or location other than that advertised (e.g., The Department of Homeland 

Security may not fill a position in United States Immigration and Customs Enforcement

if the announcement was for a position in United States Customs and Border Protection,

a different organizational component, or fill a position in a duty location other than was 

specified in the announcement.) 

Nonprofit Employment Services and Commercial Recruiting Firms 

These services and firms may be used in addition to other recruitment sources in accordance with 

the provisions of 5 CFR part 300, Subpart D, when their use is likely to provide well-qualified 

candidates who would otherwise not be available, or when well-qualified candidates are in short 

supply. The service or firm must use the agency’s qualifications standard and the position must 

also be included in OPM’s USAJOBS under the SES vacancy listing and be open to “all groups 

of qualified individuals.” 

Candidates applying directly to the agency and those identified by a service or firm must be 
SES Desk Guide December 2020 2-17

given equal consideration and must complete the full SES merit staffing process, including ERB

referral to the appointing authority and QRB certification, before appointment. 

Recruiting for SES Candidate Development Programs (SESCDP) 

The recruitment procedures described above also apply to entry into an SESCDP. All candidates 

are selected through SES merit staffing procedures. [See 5 CFR part 412 and Chapter 7 of the 

Desk Guide for information about SESCDPs.] 

Area of Consideration. Recruitment for SESCDPs is from either all groups of qualified 

individuals within the civil service, or all groups of qualified individuals. 

Applicants who do not hold career or career-type appointments. If a candidate is not 

serving on a career or career-type appointment, the candidate must be appointed using the 

Schedule B authority at 5 CFR 213.3202(j). Schedule B appointments must be made in 

the same manner as merit staffing requirements prescribed for the SES, except that each 

agency shall follow the principle of veterans’ preference as far as administratively 

feasible. Positions filled through this authority are excluded under 5 CFR 412.302(d)(1)

from the appointment procedures of part 302, pertaining to employment in the excepted 

service. Appointment may not exceed or be extended beyond 3 years. 

Assignments must be to a full-time non-SES position created for developmental purposes 

connected with the SES candidate development program. Candidates serving under Schedule B 

appointment may not be used to fill an agency’s regular positions on a continuing basis. 

Agencies must create SESCDP records in ESCS. See ESCS How-To-Guides on the ESCS 

website. 

OPM Support for QRB-Certified SESCDP Graduates

CDP-Opps Listserv 

The Senior Executive Service Candidate Development Program (SESCDP) Opportunities 

listserv (CDP-Opps) (CDPopps@listserv.opm.gov), helps ALL agencies recruit for SES 

vacancies and helps place current QRB-certified SESCDP graduates. The purpose of the listserv 

is to: (1) help agencies identify top talent for SES positions more quickly, and (2) increase the 

placement rate of QRB-certified CDP graduates. QRB-certified graduates who apply to 

vacancies and meet the position-specific technical qualifications can be immediately noncompetitively appointed allowing agencies to potentially identify top talent in a manner that will 

reduce time-to-hire from months to weeks. 

QRB-certified SESCDP graduates who register for the CDP-Opps listserv will be alerted to SES 

vacancies submitted by Agency Offices of Executive Resources. While agencies will still 

regularly announce SES vacancies on USAJOBS, CDP-Opps participants will receive 

notifications through the listserv and have opportunity to apply and have their applications 

immediately reviewed, including before the USAJOBS announcement needs to be posted or 

before it closes. 

Agency Executive Resources (ER) offices are encouraged to share SES vacancies with certified 
SES Desk Guide December 2020 2-18 

graduates via the CDP-Opps listserv simply by sending an e-mail to 

CDPOpps@listserv.opm.gov. 

Each SESCDP vacancy notification should include the following: 

• Agency and Bureau 

• Job Title 

• Job Series 

• Duty Location 

• Travel 

• Security Clearance 

• Technical Qualifications Requirement 

• Brief Description of Duties 

• List of required application materials, for example: 

o Current Resume 

o Technical Qualifications Statements (if necessary) 

o OPM-issued SES Certificate 

o Any other required items 

• Application Submission Deadline 

• Agency ER Contact Information (where candidates send their resume and application) 

Offices of Executive Resources are encouraged to announce to CDP-Opps as soon as a vacancy 

opens, but if the vacancy announcement is already on USAJOBS, please send the following to 

the listserv: 

• Agency and Bureau 

• Job Title 

• USAJOBS link 

• Agency ER Contact Information (where candidates send their resume and application for 

advance non-competitive consideration) 

OPM will regularly evaluate the listserv in terms of usage, feedback, and requested 

improvements. 

QRB-certified SESCDP graduates can register for the CDPOpps listserv by following these 

steps: 

1. Click on the link: https://apps.opm.gov/Listserv_Apps/list-sub.cfm?Targetlist=CDPOpps
SES Desk Guide December 2020 2-19 

2. Click “Join or Leave CDPOpps” (Only QRB-certified SESCDP graduates are eligible to 

enroll.)

3. Enter your Name and Email Address and click “Join CDPOpps” 

For more information on the CDP-Opps listserv, please send an email to 

SESDevelopment@opm.gov. 

MERIT STAFFING SELECTION METHODS 

Streamlined Agency Initial SES Application Requirements

Agencies are encouraged to identify opportunities to streamline their initial application 

requirements for SES positions. While there is no one-size-fits-all approach, agencies should 

seek to eliminate or minimize application requirements that may deter candidates from applying, 

while at the same time adopt hiring and QRB submission methods most effective for each 

agency’s successful SES hiring and accomplishment of mission. The following are some options 

that agencies may consider: 

• Traditional Application Method: This method directs applicants to submit a resume, a 

separate narrative (no more than 10 pages) addressing the ECQs, and, if applicable, a 

narrative addressing any mandatory technical qualifications. The ECQ statement must 

address all five ECQs and is limited to a maximum of ten pages. An advantage of this 

approach is that the ECQ narrative submitted by the selected individual may suffice with 

little or no additional information for the QRB submission. 

o Under 5 CFR 317.501(c)(1) an agency must provide that competition be fair and 

open and that all candidates compete and be rated and ranked on the same basis. 

An agency should therefore be careful to state the recruitment method in the 

vacancy announcement and require applicants to submit materials in accordance 

with the chosen method, as determined by the agency. NOTE: If the traditional 

application method is used, agencies should pay close attention to the restrictions 

they impose relating to ECQ narrative format. While it is usually understood and 

encouraged that each ECQ should be addressed in 2 pages, agencies should not 

exclusively disqualify (through indication in the vacancy announcements) those 

candidates that exceed the 2 pages per ECQ, if the entire narrative conforms to the 

10-page limit. In addition, agencies should also not disqualify those candidates 

that provide more, or less, than 2 examples per ECQ. If these restrictions are 

annotated on the vacancy announcement, they must then be enforced by the 

agency and further, OPM. Draft language is provided below for the traditional 

application method as it pertains to addressing the ECQs: 

o Draft Language: 

EXECUTIVE CORE QUALIFICATIONS (ECQ): The ECQs were designed to 

assess executive experience and potential, not technical expertise. They measure 

whether an individual has the broad executive skills needed to succeed in a variety of 
SES Desk Guide December 2020 2-20 

SES positions. All applicants must submit a written narrative to address the 

ECQs. Your narrative must address each ECQ separately and should contain one or

two examples per ECQ describing your experiences and accomplishments/results. 

The narrative should be clear, concise, and emphasize your level of responsibility, 

scope and complexity of programs managed, program accomplishments, policy 

initiatives undertaken and the results of your actions. Applicants should not enter 

"Refer to Resume" to describe your experiences. Applications directing the reviewer 

to search within the application or to see the resume are considered incomplete and 

may not receive further consideration. The narrative must not exceed 10 pages. 

There are five ECQs: 

ECQ1 - Leading Change 

ECQ2 - Leading People 

ECQ3 - Results Driven 

ECQ4 - Business Acumen 

ECQ5 - Building Coalitions 

▪ Failure to submit a narrative statement addressing each of the ECQs may 

cause your application to be deemed incomplete and not be 

considered. Additional information on the ECQs is available at 

https://www.opm.gov/policy-data-oversight/senior-executiveservice/executive-core-qualifications/

• Resume-Based Application Method: This method provides an alternative to the 

Traditional Application Method. In the Resume-Based Method, applicants submit only a 

resume with no written ECQ narrative thereby reducing the burden of lengthy written 

materials at the onset of the application process. The burden rests with the applicants to 

show possession of the ECQs and technical qualifications via their resumes. 

• Accomplishment Record: This application method involves a hybrid version of the 

traditional application method and the resume-based application method, where the 

applicant provides a streamlined written accomplishment record (not to exceed five 

pages) addressing certain (not all) ECQs or competencies. The hiring agency can set 

specific competencies to be addressed or allow the candidate discretion to choose those 

competencies which best reflect their executive experience. The hiring agency should 

decide which approach is most appropriate depending on the requirements of the position 

to be filled. When the time comes for the agency to submit a selected candidate’s file for 

review to the QRB, the agency supplements the accomplishment narrative with a 

shortened QRB Template. The Accomplishment Record allows an agency to identify 

specific competencies underlying the ECQs deemed by the agency to be most critical in 

assessing candidates for the advertised position. Some human resources practitioners 

consider rating and ranking candidates against more narrowly defined competencies 

chosen for their relevance to the SES position to improve the validity of results. 
SES Desk Guide December 2020 2-21 

Application Documentation Requirements 

* Agency may require candidates to clearly address TQs within their resume or submit separate 

responses to no more than two TQ requirements (Per OPM Guidance). 

USE OF TECHNICAL QUALIFICATIONS 

When recruiting for executive positions, agencies should seek to balance executive skills and 

technical qualification requirements. OPM encourages agencies to conduct an analysis 

of qualification requirements to avoid duplicating requirements that may already be reflected in 

the ECQs. Likewise, agency requirements for lengthy TQ narratives may potentially deter 

qualified candidates from applying. A possible approach is for agencies to modify the language 

within vacancy announcements to instruct applicants to clearly demonstrate their technical 

competencies through their resumes. Another possible approach is for agencies to limit TQ 

requirements to no more than one or two specific qualifications which are focused and criticallyrelevant to the specific position.

MERIT STAFFING REQUIREMENTS (Rating and Selection) 

The procedures an agency uses for rating and ranking candidates and for making the subsequent 

selection for an SES position or SES candidate development program must meet the 

requirements of applicable law, rule, and regulation, including the Uniform Guidelines on 

Employee Selection Procedures. 

As a minimum, under 5 CFR 317.501(c), an agency’s procedures must provide the following: 

• The ERB may delegate preliminary qualifications screening, rating, and ranking of 

candidates. An agency should follow its SES merit staffing plan when selecting 

preliminary rating panel members. The ERB must consider the technical and executive 

qualifications of each eligible candidate. 

• All eligible candidates must be rated and ranked on the same basis. However, if a current 

SES career appointee or a reinstatement eligible applies in response to a merit staffing 

vacancy announcement, the agency has the option of including the individual in the 

Method 

Applicant Submission Materials 

Candidate 

Resume Level of Effort

ECQ 

Narrative 

(No more 

than 10 

pages)

Technical 

Qualifications 

(TQ) 

Responses 

Accomplishment 

Record 

(5 page 

narrative) 

Traditional Yes Yes Yes No Significant 

Resume-Based Yes No * No Minimum 

Accomplishment 

Record 

Yes No * Yes Moderate to 

Significant 
SES Desk Guide December 2020 2-22 

competitive process (in which case the individual is rated and ranked in the same manner 

as other applicants) or considering the individual under noncompetitive appointment 

procedures (i.e., reassignment, transfer, or reinstatement). 

• Candidates may be grouped into broad categories (e.g., highly qualified/Top Group, well 

qualified/Middle Group, and qualified/Bottom Group). Candidates need not be given 

numerical ratings, since veterans’ preference and the “rule of three” do not apply to the 

SES. There must be adequate differentiation among candidates on the basis of the 

knowledge, skills, abilities, and other job-related factors, as reflected by the position’s 

qualifications standards to enable the relative ranking of candidates. Experience may be 

credited only to the closing date of the vacancy announcement to avoid inequities. 

• The record must be adequately documented to show the basis for qualifications, rating, 

and ranking determinations. If the ERB delegates rating and ranking of applicants in a 

given case, the ERB retains responsibility for the result. Therefore, the ERB must 

endorse the rating and ranking results as its own or document the basis for any 

adjustments made by the ERB before certifying the list of best qualified candidates to the 

appointing authority. The ERB must give the appointing authority written 

recommendations on all the eligible candidates and identify the best qualified candidates. 

To avoid additional paperwork, the ERB may provide rating sheets on the candidates 

instead of preparing separate written recommendations on each candidate. However, the 

ERB must still certify in writing the list of candidates provided to the appointing 

authority. The ERB certificate may be sent first to a supervisory official who will make a 

selection recommendation to the appointing authority. In these instances, the full 

certificate and the ERB recommendations on all the candidates should be forwarded to 

the appointing authority along with the name of the proposed appointee. 

• The appointing authority must make the selection in accordance with agency prescribed 

procedures from among the candidates the ERB identified as best qualified. Selection 

must be based solely on the qualifications of the candidates, not on political or other nonjob-related factors. 

• The appointing authority must certify in writing that the proposed appointee meets the 

qualifications requirements of the position. The appointing authority, or the ERB, must 

also certify that appropriate merit staffing procedures were followed. 

• The executive qualifications of the proposed appointee must be sent to OPM for QRB 

certification. 

RECOMMENDED MERIT STAFFING PRACTICES 

The following are some best practices currently in use at some agencies: 

• Try to use a variety of candidate assessment tools, rather than relying excessively on the 

assessment of candidate narratives against crediting plans. 

o Interviews, especially structured interviews with standardized questions, 

should normally be an essential part of the assessment process. 

o In some cases, formalized assessment centers may be an appropriate means to 
SES Desk Guide December 2020 2-23 

assess candidates. 

o Reference checks are also useful, to verify information provided by the 

applicant and to assess competencies such as Integrity/Honesty. 

• Use category rather than numeric ratings when rating ECQs, which are comprised of 

clusters of individual competencies and are therefore difficult to score with a degree of 

precision supporting numerical rating. 

• It is good practice to provide training for members of rating panels. Rater training 

ensures all raters have a common understanding of the rating process and ECQ 

definitions. The training can range from short and simple instructions to very detailed 

presentations.

• To increase efficiency, automate the selection process to the greatest extent possible. For 

example, some agencies provide candidate materials electronically to their ERBs in 

advance to expedite the assessment process. 

• It is good practice to notify applicants of their status at key points in the selection 

process: 1) application received, 2) application assessed for qualifications, 3) applicant 

referred for appointment consideration (or not) and, 4) applicant selected (or not). 

INQUIRIES, APPEALS, AND CORRECTIVE ACTION 

Applicant Inquiries and Appeals 

Individuals are entitled to information about the nature of the procedures used in recruiting and 

selecting candidates for any position. Applicants are also entitled, upon request, to know if they 

were found qualified for the position and if they were referred to the selecting official for 

consideration for appointment. They may have access to qualifications questionnaires or reports 

of qualifications inquiries about themselves, except for information that would identify a 

confidential source. 

Agencies may provide other procedures tailored to their needs, to handle complaints about the 

staffing process. An applicant has no right of appeal to OPM against actions taken by the ERB, 

QRB, or appointing official. Other avenues afforded by law or regulation (e.g., the Office of the 

Special Counsel or the Equal Employment Opportunity Commission) may be appropriate (e.g., 

prohibited personnel practice allegations). For additional information, see https://osc.gov/. 

Corrective Actions 

If it is determined that an individual was not placed on a selection certificate of best qualified 

candidates as a result of a statutory, regulatory, or procedural violation, the agency may, as a 

corrective action, select the individual for career appointment to another SES position without 

conducting a new merit staffing action. However, the individual must meet the technical and 

executive qualifications for the new position and must be approved by a QRB. 

[Note: The corrective action authority does not require, but does permit, the agency to select the 

individual noncompetitively.] 
SES Desk Guide December 2020 2-24 

DOCUMENTING MERIT STAFFING ACTIONS 

Under 5 CFR 317.501(d), an agency must keep sufficient records to allow reconstruction of the 

merit staffing process for two years after an initial career appointment. (If no appointment 

results from a vacancy announcement, the records must be kept for two years from the closing 

date of the announcement.) At a minimum, the records should include: 

• the OPM Control Number for the vacancy listing in the automated USAJOBS and copies 

of any separate agency announcements (The control number is assigned when entering a 

vacancy announcement); 

• list of recruitment sources used (e.g., agency vacancy announcement distribution list, any 

newspaper or journal advertisements, any use of nonprofit employment services or 

commercial recruiting firms); 

• copy of qualifications standard and position description; 

• originals of all applications received by the agency; 

• the rating and ranking procedures (rating plan), and names and organizational titles of 

rating panel members; 

• written recommendations of the panel/ERB (signed and dated), including a list of the 

groupings of all applicants and the supporting rationale, or rating sheets; 

• any references, or qualifications questionnaires or inquiries, obtained on the candidates; 

• record of which, if any, candidates were interviewed; 

• any recommendation by a selecting official to the appointing authority if the two are 

different individuals; 

• the appointment action (signed and dated); 

• appointing authority certification that the appointee meets the qualifications requirements 

of the position; 

• appointing authority or ERB certification that appropriate merit staffing procedures were 

followed; and 

• copies of any complaints about the staffing process and agency findings and response. 

QUALIFICATIONS REVIEW BOARDS 

STATUTE: 5 U.S.C. 3393(c)

REGULATIONS: 5 CFR 317.502

The CSRA stresses that the SES is primarily an executive corps and requires all new career 

appointees be certified by a QRB. Through independent peer review, QRB members ensure that 

all new executives have solid executive skills. 
SES Desk Guide December 2020 2-25 

Membership 

OPM administers QRBs, which includes drawing on members of the SES to participate on the 

Boards and to advise on QRB policy. OPM works with agencies to solicit names of executives 

to serve on QRBs. Each Board consists of SES members from three different agencies. A 

majority of each Board’s members must be SES career appointees. Board members are not 

permitted to review their own agency’s candidates, and if a member otherwise believes he or she 

cannot provide an impartial review, the member will be excused from the case. 

Functions 

The QRB certifies the executive qualifications of candidates for initial career SES appointments. 

QRB members judge the overall scope, quality, and depth of a candidate's executive 

qualifications and experience within the context of the five Executive Core Qualifications 

(ECQs) by fairly and objectively assessing all documents in the candidate’s QRB case. 

Criterion A: Demonstrated executive experience. 

Criterion B: Successful participation in and graduation from, an OPM approved SES candidate 

development program. 

Criterion C: Possession of special or unique qualities forecasting executive success. Criterion 

“C” cases are appropriate when exceptional candidates with demonstrated executive experience 

have been sought out but are not available. This criterion case applies to candidates whose 

professional and technical backgrounds suit them particularly well for the SES position despite a 

lack of demonstrated experience in one or two of the executive core qualifications. Such 

candidates must also demonstrate, however, high potential for quickly acquiring full competence 

in all of the core qualifications. For example, an attorney may have outstanding legal skills and 

in-depth knowledge of the specialized field for which the SES position is responsible, but he or 

she may not have managed human, financial, and information resources. In this instance, an 

agency may propose such a candidate for consideration under Criterion “C”. (Approval of these 

cases is based on the agency’s entire submission, including the proposed Individual 

Development Plan (IDP), and imposes an obligation on the agency to carry out the proposed 

executive development activities). The IDP should be developed for the candidate to accomplish 

within a 12-month time frame (probationary period). 

Operations

An OPM staff member serves as a QRB Administrator for each Board. The QRB Administrator 

conducts a briefing about the hiring selection methods used by agencies, gives instructions on the 

certification process and Board member roles, answers questions from QRB members, and 

provides any other guidance and staff support as appropriate. 

The Board members independently review each set of documents (i.e., “case”) pertaining to an 

individual who has been selected for initial career appointment (see Submitting Cases for QRB 

Certification later in this section). After review of each case, the administrator facilitates 

discussion to reach consensus. The final decision to approve or disapprove is by majority vote. 

Prior to a final decision, Board members can elect to have candidates and agencies re-write those 

ECQs (no more than two) that are identified as falling short of demonstrating executive 
SES Desk Guide December 2020 2-26 

leadership. 

Approval. The QRB must find demonstrated executive-level experience in a majority of 

competencies in each of the five ECQs to recommend approval under Criterion A and 

Criterion B. A QRB may approve a case but recommend formal managerial training to 

supplement experience in one or more of the ECQs. If that occurs, the agency may make 

the appointment, but should develop an IDP, in consultation with the employee, to assure 

that the individual receives the recommended training. 

To approve a Criterion C case, the QRB should find demonstrated executive level 

experience in a majority of competencies in at least three of the five ECQs, with the 

remaining one or two ECQs that need further development clearly addressed by the 

Special and Unique Qualities Memo and IDP (see “PROCEDURES for document 

submission” section). 

Disapproval. If a QRB case is disapproved, the agency may choose to have the case 

submitted to the next regularly scheduled QRB as is or returned to the agency for 

improvements. Agencies are encouraged to resubmit a returned case within 60 working 

days of the initial QRB disapproval. In a resubmission, the QRB will still only consider 

experience obtained before the closing date of the announcement. Before resubmitting, 

the agency is advised to review the case to determine whether additional supporting 

material can be provided as to the candidate’s executive qualifications. 

An agency may resubmit a case initially rejected based on Criterion A as a Criterion C 

case, if appropriate (i.e., the candidate has “special or unique qualities”). The Criterion C 

case must include an IDP and documentation of the candidate’s unique and special 

qualities. A new case must then be entered into ESCS for the subject position. 

If a case is disapproved a second time, a new case on the candidate may not be submitted 

for the same position until the candidate acquires additional qualifying experience in 

those deficient areas noted by the QRB. Since qualifying experience is credited only to 

the closing date of an announcement, OPM generally requires the agency to hold a new 

merit staffing competition to credit the additional experience. The closing date of the 

new announcement will be at least 12 months later than that of the original 

announcement. There is no appeal for second time disapproval. 

If a Criterion B case is disapproved, the agency has the option to resubmit the package, or 

it can ask the candidate to pursue additional development to address issues raised by the 

QRB. If a Criterion B case is disapproved two consecutive times, the agency must 

provide the candidate additional development before submitting the case again. 

Re-Write. Not considered a full approval or disapproval, this option allows Board 

members to give candidates and agencies an opportunity to re-address those ECQs (no 

more than two) that lack evidence of executive leadership. Upon notification of the rewrite option, the agency has 14 working days to ensure the re-write is completed and 

returned to OPM. Re-writes are returned to the Board members that conducted the initial 

review. 

Other. The names of QRB members, their organizations, and the records of their 

individual actions are not subject to release. 
SES Desk Guide December 2020 2-27

CERTIFICATIONS 

There is no time limit on QRB certification — any existing time limit on a previously approved 

certification is removed. OPM’s QRB Administrator uses ESCS to validate the QRB 

certification. In addition, for Criterion B cases only, the individual candidate receives a printed 

certificate documenting his/her eligibility for either of the following: 

 “Career appointment to the Senior Executive Service without further competition in any 

agency to any position for which this individual is determined to be otherwise qualified.” 

[Graduates of OPM-approved Candidate Development Programs (CDPs) for which the area of 

consideration was not restricted under the previous version of 5 CFR 412.104(a)(2) (i.e., 

published prior to December 2009)]; or 

 “Career appointment to the Senior Executive Service in any agency to any position for 

which this individual is determined to be otherwise qualified, after competition in accordance 

with 5 CFR 317.501.” [Graduates of OPM approved Candidate Development Programs (CDPs) 

where an exception to the recruitment area requirement under the previous version of 5 CFR 412

was granted; see Area of Consideration, under Recruiting for SES Candidate Development 

Programs, earlier in this chapter.] 

QRB Recommendations for Executive Development. Agencies should advise 

appointees of any QRB recommendations for additional executive development, and this 

development should be included in their Executive Development Plans. OPM may ask 

agencies to provide written verification of progress toward implementing any such QRB 

recommendations within 18 months of appointment. 

Suspension of QRB Case Processing 

• In accordance with its authority under 5 U.S.C. 3393(c) and 3397, and its regulation at 5

CFR 317.502(d), the U.S. Office of Personnel Management (OPM) will continue to

accept and process new agency QRB cases when an agency head departs, announces his

or her departure, or when the President announces the nomination of a new agency head, 

in certain circumstances. OPM guidance, Modified Agency-Specific Senior Executive

Service (SES) Qualifications Review Board (QRB) Moratorium during Agency Head

Transitions [August 15, 2019] can be found on the CHCOC website. Placement of 

agency-specific QRB moratoriums will depend upon the means by which the individual

serving as the acting agency head received that designation —

• When an acting agency head serves under a Presidential Appointment (with or without

Senate confirmation), immediately preceding the designation, the agency is not placed on

a QRB moratorium.

• When bi-partisan boards and commissions, and agencies that have acting agency heads 

that are not currently serving on a Presidential Appointment, that entity may request a

blanket exception to the moratorium, which OPM will consider on a case-by-case basis.

When an agency blanket exception is approved, the agency should fill only positions that are 

necessary to ensure continuity of critical agency operations. In circumstances where an agency 

blanket exception is not approved, the agency will still be able to request exceptions for specific 

positions. Requests for exceptions should be signed by the agency head or the official who is 
SES Desk Guide December 2020 2-28 

designated to act in the agency head’s absence. Agencies should address the following factors in 

their requests: 

• the impact on the agency should the position not be filled during the moratorium; 

• the likelihood the new agency head will have personal interest in the case; 

• the organizational level of the position (include organization chart); 

• the degree to which the candidate would be involved in policy matters; 

• any special or unique qualifications of the candidate; 

• candidate’s resume; 

• whether the candidate is currently on a Schedule C or noncareer SES appointment; 

• whether the candidate is currently performing the duties of the position via detail or 

“acting” designation and the length of time for the detail or “acting” designation (e.g., 30 

days); 

• how long it may be before the new agency head is appointed; 

• how long the position has been vacant; and 

• when the Agency Head has not yet departed, whether he or she has certified that the 

action is necessary to ensure continuity of critical agency operations. 

If OPM declines the request for an exception, the agency must withdraw the case. 

The Governmentwide QRB moratorium issued when there is a change in Administration will 

continue to be followed to provide the incoming Administration some ability to determine its 

executive leadership. [A memo dated November 18, 2016, was sent to all Agency Heads and 

Chief Human Capital Officers regarding the Governmentwide Moratorium on Senior Executive 

Services (SES) Qualifications Review Board (QRB) cases.]

As agencies may already process noncompetitive SES selections (e.g., reassignments, transfers, 

etc.), the modified SES QRB moratorium provides them with similar latitude as to merit staffing 

selection, in accordance with applicable regulations. This will also reduce burden to agencies 

and their SES time-to-hire and create a more efficient process for agencies to respond to critical 

and exigent needs. 

Resumption of QRB Case Processing. After an agency head has been sworn in, 

agencies may request (by email to SERS@opm.gov) that OPM resume the processing of 

QRB cases. 

Requesting OPM to resume processing of agency QRB cases. The message must be 

sent from the senior Executive Resources Office official, or higher-level official (such as 

the Deputy Secretary, Chief of Staff, or ERB Chairperson), and should specifically 

indicate the new agency head’s intention to resume processing its QRB cases. 

Additionally, the information should include the title and name of the new agency head 

and the date he/she was sworn in. If QRB cases are being submitted in conjunction with 

the request to remove the moratorium, the email should list those specific cases. An 

agency need not wait until it has a QRB case to submit to request the moratorium be 
SES Desk Guide December 2020 2-29

ended; however, it is required that the agency head be sworn in and approve the request. 

OPM will respond via email regarding the agency’s request. 

When OPM initiates a message to the agency asking if it would like to have the QRB 

moratorium removed, the agency may respond by email to convey the new agency head’s 

decision. 

SUBMITTING CASES FOR QRB CERTIFICATION 

QRB Submission Methods 

OPM requires a hiring agency to submit to the QRB the following basic materials: the specific 

vacancy announcement for the SES position for which the agency is hiring (Criterion A and C); 

the resume of the candidate selected by the agency for initial appointment to the SES; and 

evidence the agency has applied merit staffing procedures through certification by the agency’s 

appointing official that documents the selection of, and decision to submit, the candidate for 

QRB certification. 

Additionally, OPM requires the hiring agency to submit evidence that demonstrates the 

candidate’s proficiency in the ECQs. OPM accepts agencies’ evidence/demonstration of ECQs 

by using one of three submission methods: (1) traditional written ECQ narrative; (2) QRB 

Template; and (3) Accomplishment Record.

1. Traditional ECQ Narrative

This traditional method involves the submission of a written narrative statement (limited to no 

more than 10 pages) in which the candidate provides information about the results achieved that 

reflect the candidate’s proficiency in each of the ECQs through a demonstration of a majority of 

the competencies in each ECQ. Agencies have the flexibility to use a resume-based application 

intake method and require only the final selectee to complete the ECQ narrative for QRB 

submission. This submission method provides the most comprehensive and detailed evidencesupporting information for QRB review but may also be the most burdensome and timeconsuming for the candidate. 

2. QRB Template

In lieu of an ECQ narrative, an agency may elect to submit a QRB Template. This is a 

submission method that allows the agency to populate a standard template provided by OPM. 

The template can include substantive information highlighting a candidate’s demonstrated ECQs, 

obtained by the agency from interviews, as well as any other materials required by the agency 

during the agency’s merit staffing process. The template is meant to be completed by the ER 

Staff in conjunction with the ERB and interview panels and the selecting official. This 

submission method may be the least burdensome for the candidate because it eliminates the 

requirement for the candidate to prepare an ECQ narrative and requires the agency to obtain and 

describe the candidate’s information. It is appropriate, however, for the agency to consult with 

and involve the candidate in the completion of the template. The signing appointing authority or 

ERB Chairman is responsible for its content and affirmations. On average, a completed template 
SES Desk Guide December 2020 2-30

of seven to eight pages in length should be sufficient to provide the best evidence for all ECQs. 

3. Accomplishment Record

This QRB submission method is a hybrid version of the ECQ narrative and QRB Template 

methods that includes the candidate’s written accomplishment record (not to exceed five pages) 

addressing certain ECQs or competencies (which the hiring agency determined), and the agency 

supplements the accomplishment record with a shortened QRB Template. This method typically 

occupies a middle ground with respect to the comprehensiveness of information provided to the 

QRB – between the ECQ Narrative method and the QRB Template method – and also balances 

the preparation of materials between the agency and the candidate. 

Summary of QRB Documentation Requirements 

Method 

QRB Submission Requirements 

Candidate 

Level of 

Effort

USAJobs 

Vacancy 

Announcement 

Resume ECQ 

Narrative 

QRB 

Template 

Accomplishment 

Record 

Traditional ECQ 

Narrative 

(up to 10 pages) 

Yes Yes Yes No No Significant 

QRB Template Yes Yes * Yes No Minimum 

Accomplishment 

Record 

(up to 5 pages) 

Yes Yes * Yes Yes

Moderate 

to 

Significant 

* Agency may elect to submit ECQs in lieu of the QRB template (Resume-Based Method) or the QRB

template and Accomplishment Record (for the Accomplishment Record Method).

General Requirements 

A case will be accepted only from an agency, as a result of the SES merit staffing process or 

successful completion (as certified by the agency) of an OPM-approved SES candidate 

development program. Agency requests for certification of a candidate by a QRB must validate 

in ESCS that merit staffing procedures were followed and that the appointing authority certified 

the candidate’s qualifications for the position. No individual may request his/her own 

certification. Furthermore, OPM will not submit for QRB review the conversion of a noncareer 

SES employee to a career SES appointment in the employee’s own position or a successor to that 

position, since there is no bona fide vacancy [CFR 317.502(e)].

An ESCS record will show under which criterion (A, B, or C) a certification is requested. 

The primary basis for submitting a case as Criterion A is “demonstrated executive experience”; 

relevant training and development activities may also be cited. Criterion C should not be used in 

lieu of Criterion A solely because an agency has difficulty proving “demonstrated executive 

experience.” Therefore, for Criterion C, an agency must document “special or unique” qualities 

in terms of the agency’s program or mission, or some other directly related SES consideration. 

In the rare event that a candidate’s experience is so highly specialized that it would not be 

possible for someone outside of that field to provide a fair, competent, and objective assessment 
SES Desk Guide December 2020 2-31

of the candidate’s executive core qualifications, the submitting agency can request that OPM 

assign the case to a review board with at least one member with a comparable career 

background. OPM will review each request on a case-by-case basis, and make a reasonable effort 

to accommodate the request, if possible. Such requests may cause a delay in reviewing the 

candidate’s package.

Agencies must submit a Criterion A or C case not more than 90 working days from the closing 

date of the vacancy announcement. Cases that exceed this timeframe will be returned to the 

agency for a new merit staffing process. Submission of QRB cases by agencies covered by a 

QRB moratorium will be reviewed only if an exception to the QRB moratorium processing has 

been approved, which is done on a case-by-case basis. As agencies become aware of the 

possibility of not meeting the 90-day deadline, they must request an extension for each case 

affected prior to the 90th day. OPM may grant a brief extension for good cause. 

A Criterion B case should be submitted for SESCDP participants within 12 months from the 

ending date of an OPM-approved SES candidate development program. 

PROBATIONARY PERIOD 

STATUTE: 5 U.S.C. 3393(d), 3592, 10 U.S.C. 1599e

REGULATIONS: 5 CFR 317.503

An individual’s initial SES career appointment becomes final only after the individual 

successfully completes a one-year probationary period. This probationary period begins on the 

effective date of the personnel action initially appointing the individual to the SES as a career 

appointee and ends one calendar year later. For example, if an individual was appointed to the 

SES on June 1st, the probationary period ends on May 31st of the following year. However, a 

probationary appointee is considered to have completed probation at the end of his/her last tour 

of duty within the probationary period. 

Note: Newly appointed SES members of the Department of Defense must serve a probationary 

period of two years. See 10 U.S.C. 1599e.

Supervisory Responsibilities During the Probationary Period 

• Follow through on agency initiated or QRB recommended training.

• Observe the employee’s performance and conduct.

• Hold periodic, documented discussions of progress with the employee, clearly outlining

the strengths and weaknesses of the employee in relation to the position’s performance

requirements.

• Complete a probationary assessment of the individual’s performance before the

probationary period ends. If QRB certification was based upon special or unique qualities

(criterion C), document results of executive developmental activities undertaken based

upon agency commitments or QRB recommendations related to that certification.
SES Desk Guide December 2020 2-32

• Certify that the appointee performed at the level of excellence expected of a senior

executive during the probationary period or, if it becomes apparent after full and fair

consideration that the employee’s performance is not suitable for satisfactory executive

work, initiate action to remove the employee from the SES. An employee’s probationary

period may not be extended beyond 1 year solely for the purpose of providing the

employee an opportunity to improve performance. Note that an agency’s failure to meet

its regulatory obligation to timely certify a probationer’s performance does not prevent

the probationary period from ending. [See Chapter 8 for notice and timing requirements

that must be met to affect removal under probationary procedures.]

Electronic Submission and Documentation Requirements 

All QRB cases should be submitted electronically through ESCS. No e-mail submissions will be 

accepted unless submission via ESCS is not possible and the agency has previously 

communicated the ESCS issue with SERS and received approval to submit the QRB case via email as an exception. Any QRB cases submitted via e-mail must be followed up with an ESCS 

submission once the ESCS issue has been resolved. 

PROCEDURES for document submission are as follows: A labeled cover sheet should be 

placed to separate each document listed below (in that order) and should be scanned as one 

document (these are the only documents forwarded to Board members). Additional documents 

and extension approvals should be sent as separate PDF attachments.

CRITERION A 

Traditional QRB Template Accomplishment Record 

- Vacancy Announcement - Vacancy Announcement - Vacancy Announcement

- Resume - Resume - Resume

- ECQ Narrative - QRB Template - Accomplishment Narrative

- QRB Template

CRITERION B 

- Mentor Evaluation

- Resume

- ECQ Narrative or QRB Template

- IDP (signed)

NOTE: Agencies will be asked to provide additional documents for Criterion B cases as needed.

CRITERION C 

- Vacancy Announcement

- Resume

- ECQ Narrative or QRB Template

- Special & Unique Qualities Memo written by the selecting official or higher, addressing:

1. why this candidate is so special or unique and will be an effective executive

2. what makes this candidate a superior choice for this SES position over other candidates who

demonstrated executive level experience in all five ECQs
SES Desk Guide December 2020 2-33

3. Which one or two ECQs need further development (weak) for the candidate

4. How the candidate will acquire full competence in the one or two weak ECQs in the next 12

months (can reference the IDP)

- Signed IDP addressing:

1. A clear executive development plan to ensure that the candidate will acquire executive level

knowledge and experience in the one or two weak ECQs and associated competencies in the

next 12 months (i.e., the probationary period)

Crediting Service 

The following conditions apply to credit service towards completing the probationary period, as 

stated in 5 CFR 317.503(d): 

• time on leave with pay while in an SES position is credited. Earned leave for which the

employee is compensated by lump-sum payment on separation is not credited;

• time in a non-pay status (e.g., LWOP and furlough) while in an SES position is credited

up to a total of 30 calendar days (or 22 workdays). After 30 calendar days, the

probationary period is extended by adding time equal to that served in a non-pay status

(e.g., if the individual was absent for 50 calendar days, the probationary period is

extended by 20 calendar days);

• time following transfer to an SES position in another agency is credited (i.e., the

employee does not have to start a new probationary period). Credit is given for time

served during a probation period prior to transfer; and

• time absent on military duty or due to compensable injury is credited upon restoration to

the SES when no other break in SES service has occurred [5 CFR part 353].

Moratorium on Removal During Probation 

The provisions of 5 U.S.C. 3592 restricting the removal of individuals from the SES for 120 days 

after the appointment of a new agency head or noncareer supervisor also apply to probationary 

removals. If an individual completes the probationary period while the restriction is in force, 

removal when the restriction ends must be affected under procedures that apply to postprobationers. [See Chapter 8 for information on removal during probation and additional 

information on the moratorium.] There is no provision for extending the probationary period.

Reappointment to the SES When Probation is not Completed 

A career appointee who leaves the SES before completing the probationary period must undergo 

a new merit staffing competition to be reappointed. However, the individual need not be 

recertified by a QRB unless the individual had been removed for performance or disciplinary 

reasons. 

An individual who separated from the SES during the probationary period and has been out of 

the SES more than 30 calendar days must serve a new 1-year probationary period upon 

reappointment, except as provided in the next paragraph. Previous time in a probationary period 

may not be credited toward completion of the new probationary period when the separation 

exceeds the 30-day limit. 
SES Desk Guide December 2020 2-34 

A new one-year probationary period is not required in the following situations: 

• the individual left the SES without a break in service for a Presidential appointment and 

is exercising reinstatement rights under 5 U.S.C. 3593(b) and 5 CFR 317.703; 

• the individual left the SES without a break in service for other civilian employment that 

provides a statutory or regulatory reemployment right to the SES (e.g., service with an 

international organization) when no other break in service has occurred; or 

• the break in SES service was the result of military duty or compensable injury, and the 

time credited was insufficient to complete the probationary period. [See Crediting 

Service earlier in this chapter.] 

Other Guidance 

A new one-year probationary period is not required if the individual left the career SES without a 

break in service for a noncareer-SES appointment and is selected for another career SES 

appointment under merit staffing procedures, when no other break in service has occurred. The 

individual is only required to complete the remainder of the probationary period if it was not 

previously completed. 
SES Desk Guide December 2020 3-1

Chapter 3

CHAPTER 3: OTHER STAFFING ACTIONS ..................................................................... 3-3

NONCAREER APPOINTMENT AUTHORITIES .......................................................... 3-3

Allocating Noncareer Appointment Authorities......................................................... 3-3

Authorities for Appointment ........................................................................................ 3-4

Reassignments................................................................................................................ 3-4

Transfers.......................................................................................................................... 3-4

Transitions and Presidential Nominees ....................................................................... 3-5

Change from Career to Noncareer Appointment....................................................... 3-5

LIMITED APPOINTMENT AUTHORITIES.................................................................. 3-5

Limited Appointment Authority .................................................................................. 3-5

Appointment Authorities............................................................................................... 3-6

Conditions Regarding Limited Appointment Authorities ......................................... 3-7

SES Limited Appointment Examples........................................................................... 3-8

Required Documentation for Limited Appointment Requests................................ 3-10

Reassignments.............................................................................................................. 3-10

Transfers....................................................................................................................... 3-10

Details of Limited SES Employees ............................................................................. 3-11

Intergovernmental Personnel Act (IPA) Assignments ............................................. 3-11

IPA Assignment of a Career SES Member to Non-Federal Entity............................. 3-11

Appointment of a Non-Federal IPA Assignee to an SES General Position............... 3-11

Detail of a Non-Federal IPA Assignee to an SES General Position .......................... 3-12

Transitions and Presidential Nominees ..................................................................... 3-12

Change from Career to Limited Appointment ......................................................... 3-12

CAREER REASSIGNMENTS ......................................................................................... 3-13

Conditions..................................................................................................................... 3-13

Failure to Accept a Directed Reassignment............................................................... 3-14

MORATORIUM ON INVOLUNTARY REASSIGNMENTS ...................................... 3-14

Applying the Moratorium ........................................................................................... 3-15

CAREER TRANSFERS .................................................................................................... 3-16

Conditions..................................................................................................................... 3-17

Transfer of Function.................................................................................................... 3-17

DETAILS............................................................................................................................ 3-17

Details to SES Positions............................................................................................... 3-17

Details of Non-SES Employees to SES Positions (and vice versa)........................... 3-18

Other Details................................................................................................................. 3-18

Conditions..................................................................................................................... 3-18

Effect of Moratorium on Details................................................................................. 3-20

Documentation ............................................................................................................. 3-21

REINSTATEMENT IN THE SES ................................................................................... 3-21

Conditions..................................................................................................................... 3-21

Reinstatement after Presidential Appointment......................................................... 3-22

Eligibility....................................................................................................................... 3-22

Procedures.................................................................................................................... 3-22
SES Desk Guide December 2020 3-2

Agency Compliance ..................................................................................................... 3-23

Separations................................................................................................................... 3-23

Other ............................................................................................................................. 3-23

RETENTION OF SES BENEFITS UPON CERTAIN NON-SES 

APPOINTMENTS..............................................................................................................3-24

Reinstatement in the SES ............................................................................................ 3-25

Reemployment Rights.................................................................................................. 3-25
SES Desk Guide December 2020 3-3

CHAPTER 3: OTHER STAFFING ACTIONS

A major objective of workforce management is to acquire the right people to do the right jobs. 

In order to meet the challenges of creating and maintaining highly productive and efficient 

organizations, agency flexibilities in filling critical leadership positions are essential. This 

chapter provides information about other methods, in addition to competitive appointment, that 

agencies may use to staff SES positions. 

NONCAREER APPOINTMENT AUTHORITIES 

STATUTE: 5 U.S.C. 3134, 3394, and 3395

REGULATIONS: 5 CFR 317, Subpart F

Allocating Noncareer Appointment Authorities 

In addition to allocating spaces, OPM also allocates specific appointment authorities to agencies. 

(Noncareer appointment allocations for all components of the Department of Defense are made 

to the Secretary of Defense.) Adjustments in the number of SES appointment authorities are 

limited by law. 

Under 5 U.S.C. 3134(b), the total number of SES noncareer authorities may not exceed 10 

percent of the Governmentwide SES position allocation. Further, under 5 U.S.C. 3134(d), the 

number of SES positions in any agency filled by noncareer appointees may not exceed the 

greater of 25 percent of the agency’s SES allocation, or the number of positions filled on October 

13, 1978 by noncareer executive assignment, or appointment to level IV or V of the Executive 

Schedule not requiring Senate confirmation. This limitation does not apply to agencies having 

fewer than four SES space allocations. 

[Note: Some agencies may have a specific statutory limitation in their own legislation on the 

number or percentage of noncareer SES appointments that may be made in the agency. The 

White House may also impose a limit for any agency.] 

Under 5 CFR 317.601(b), each use of a noncareer appointment authority must be approved 

individually by OPM, and the authority reverts to OPM upon departure of the incumbent, unless 

otherwise provided by OPM. In this way, OPM continuously resets the number of noncareer 

appointment authorities in each agency, ensures that the 10 percent Governmentwide limit is not 

exceeded, and meets OPM’s statutory obligation to determine annually the number of noncareer 

allocations for each agency. 

An agency initiates a request for a noncareer appointment authority by entering it into the 

Executive and Schedule C System (ESCS). Each request must be for a named individual to fill a 

specific SES General position. If the individual is currently a noncareer SES within the agency, 

the request is made for an SES noncareer reassignment. Otherwise, it is for a new SES 

noncareer appointment. The agency then uses ESCS to generate an OPM form 1652 for 

documentation of agency approvals. If ESCS is temporarily unavailable and the need is urgent, 

the agency should contact OPM (SERS) for guidance. After completing OPM form 1652, the 

agency forwards the form to SERS@opm.gov. To facilitate timely OPM approval, the agency 

should work with the Presidential Personnel Office to fulfill any preliminary vetting 
SES Desk Guide December 2020 3-4

requirements for the prospective appointee before forwarding to OPM. OPM documents 

approval by faxing OPM form 1652 back to the agency, signed by the OPM approving official. 

An agency may only appoint the individual to the position authorized by OPM and may not do 

so until any previous incumbent has left. There is no provision for overlap or dual incumbency 

of a position. 

SES noncareer appointment authorities are made on a case-by-case basis and are valid only for 

the individual and position for which approved. 

Authorities for Appointment 

Authority. An agency must have prior approval from OPM to make a noncareer appointment (5

CFR 317.601(b); 5 U.S.C. 3394(b)). All other pertinent documentation including the form, 

1652, Request for an SES Appointment Authority, should also be uploaded into ESCS by the 

agency. The form, 1652, Request for an SES Appointment Authority, is submitted in ESCS after 

appropriate agency clearances. If ESCS is temporarily unavailable and the need is urgent, the 

agency should contact OPM (SERS) for guidance. 

Position. Appointment may be made only to a General position. 

Competition. Competitive procedures are not required to make these appointments. 

Qualifications. The appointing authority must determine in writing that the appointee 

meets the qualifications requirements for the position. 

Tenure. The appointee does not have career tenure and serves at the pleasure of the 

appointing authority. 

Reassignments 

OPM Approval. An agency may reassign a noncareer appointee to a different General position 

only upon approval by OPM. An agency initiates a request for a noncareer reassignment by 

entering it into ESCS. The form, 1652, Request for an SES Appointment Authority, is submitted 

in ESCS after appropriate agency clearances. If ESCS is temporarily unavailable and the need is 

urgent, the agency should contact OPM (SERS) for guidance. 

Transfers 

Transfer of a noncareer appointee to another agency, may be made only to a General position for 

which the individual is qualified. The new agency must obtain prior OPM approval of the 

required appointment authority in order to transfer the appointee. 

In a transfer of function between agencies, noncareer appointees may be offered transfers at the 

discretion of both agencies but subject to the ceiling on noncareer appointments that applies to 

the executive agency to which the function is being transferred. Agencies must get prior 

approval from OPM for the transfer of appointment authorities. 
SES Desk Guide December 2020 3-5 

Transitions and Presidential Nominees 

To assist in transitions, OPM may make noncareer appointment authorities available to agencies 

following the inauguration of a new President, or the nomination of a new agency head. OPM 

must approve use of the appointing authority. 

Tenure. The appointee does not have career tenure and serves at the pleasure of the appointing 

authority. 

Presidential nominees may be given a noncareer appointment authority while awaiting Senate 

confirmation, but cannot be appointed to the target position, until confirmed by the Senate. 

These individuals normally function in an advisory or consultative capacity in another position 

until confirmed. OPM must approve use of the appointing authority. 

Change from Career to Noncareer Appointment 

A career SES appointee cannot be required to accept a noncareer appointment as a condition for 

appointment to another SES position [5 CFR 317.904]. If a career appointee voluntarily elects to 

accept a noncareer appointment, the voluntary nature of the action must be documented in 

writing before the appointment. The documentation must be retained permanently in the 

appointee’s Official Personnel Folder. [See OPM’s Guide to Personnel Recordkeeping, Chapter 

3]. 

If a career appointee is under regular CSRS coverage and is changing to a noncareer 

appointment, the individual must be informed that he or she will automatically acquire CSRS 

Offset coverage (CSRS plus Social Security) or FERS coverage depending on whether the 

individual has five years of service at the time of the action. (The action also triggers an 

opportunity to elect FERS coverage if the individual is not automatically covered.) The 

individual must also be informed that, if he or she later returns to a career SES appointment, it 

will not be possible to return to regular CSRS coverage without Social Security. The agency 

Benefits Officer can answer any questions pertaining to these provisions. 

LIMITED APPOINTMENT AUTHORITIES 

STATUTE: 5 U.S.C. 3134, 3394, and 3395

REGULATIONS: 5 CFR 317, Subpart F

[Note: Limited term appointment and limited emergency appointment are two distinct 

types of SES appointment each with its own statutory criteria. They are normally not 

interchangeable, but for the sake of convenience we may refer to them jointly as “limited 

appointments” or to individuals holding either as “limited appointees” when making 

statements that apply to both types of appointment.] 

Limited Appointment Authority 

5 U.S.C. 3134(e) restricts the combined number of limited term and limited emergency 
SES Desk Guide December 2020 3-6 

appointees Governmentwide to five percent of the total number of SES spaces allocated to all 

agencies. 

Under 5 CFR 317.601(c), each agency is provided a pool of limited appointment authorities 

equal to three percent of its SES space allocation, with a minimum of one authority. These 

authorities may be used without prior OPM approval to appoint an individual who meets the 

stated criteria. The pool authorities may not be used to appoint a retired SES member. 

OPM approval of a limited appointment authority does not imply authorization of an additional 

SES position allocation. Limited term and limited emergency appointments count against the 

agency’s SES position allocation. An additional SES position allocation must be requested if the 

agency does not have an available allocation to use to appoint approved limited term or limited 

emergency appointees. 

Agency requests for limited term and limited emergency appointment authorities are considered 

on an ad hoc basis upon submission of a written justification that outlines the circumstances 

warranting use of the authority. Agency requests for a limited term appointment are created in 

ESCS. Agencies must request a specific authorization from OPM for the use of each authority 

outside the agency’s pool, unless the agency has an agreement with OPM that authorizes the 

agency to make a certain number of limited appointments on its own under specified 

circumstances (e.g., two-year rotating assignments to bring in individuals from universities to a 

scientific organization within the agency). Generally, agencies are expected to exhaust their pool 

authorities, provided the proposed appointees meet the requirement for holding career or careertype appointments outside the SES, before requesting OPM approval of a limited term or limited 

emergency appointment authority. 

Appointment Authorities 

Authority. An agency must have prior approval from OPM to make a limited-term or limited 

emergency appointment (5 CFR 317.601(c)(2); 5 U.S.C. 3394(b)), except when using its pool of 

delegated limited appointment authorities provided under 5 CFR 317.601(c)(1) to make a limited 

term or a limited emergency appointment [See Chapter 1]. A request for a limited-term or 

limited emergency appointment authority must be created in the ESCS. All other pertinent 

documentation including the form, 1652, Request for an SES Appointment Authority, should 

also be uploaded into ESCS by the agency. The form, 1652, Request for an SES Appointment 

Authority, is submitted in ESCS after appropriate agency clearances. If ESCS is temporarily 

unavailable and the need is urgent, the agency should contact OPM (SERS) for guidance. 

Position. Appointment may be made only to a General position. 

Competition. Competitive procedures are not required to make these appointments. 

Qualifications. The appointing authority must determine in writing that the appointee 

meets the qualifications requirements for the position. 

Tenure. The appointee does not have career tenure and serves at the pleasure of the 

appointing authority. 
SES Desk Guide December 2020 3-7 

Conditions Regarding Limited Appointment Authorities 

The following information is provided to assist agencies in determining whether a proposed use 

of SES limited term or limited emergency appointment is appropriate, and if so, what 

information should be provided to justify the request. 

Pool. By regulation (5 CFR 317.601(c)(1)), each agency is provided a pool of limited 

appointment authorities equal to three percent of its SES space allocation, or one 

authority, whichever is greater. An agency may use these authorities only to make a 

limited term or limited emergency SES appointment of an individual who holds a career 

or career-conditional appointment (or an appointment of equivalent tenure) in a 

permanent civil service position outside the SES. The agency must notify OPM of the 

appointment by entering the incumbency information into OPM’s Executive and 

Schedule C System. OPM may suspend the pool authority if necessary, either 

Governmentwide or for an individual agency, e.g., if the agency does not make 

appointments from the pool in accordance with statutory and regulatory provisions. 

Staffing. When filling an SES position by limited-term or limited emergency 

appointment, an agency is not required to hold a competition or even announce the 

position is available. Also, QRB review of the appointee’s qualifications is not required. 

Agencies must request OPM approval when proposing to make a limited term or limited 

emergency appointment under the following circumstances: 

• Prospective appointee is not a civil service employee, or is a civil service 

employee but does not hold a career or career-conditional appointment (or an 

appointment of equivalent tenure) in a permanent civil service position outside the 

SES.

• Prospective appointee meets the criteria for limited appointment by the agency 

under 5 CFR 317.601(c)(1) (i.e., holds a career or career-conditional appointment 

or an appointment of equivalent tenure in a permanent civil service position 

outside the SES), but all of the agency’s pool authorities are in use. 

Time limit. A limited term appointment authority (LTA) may not exceed three years. A 

limited emergency appointment authority (LEA) may not exceed 18 months. An 

individual serving on a limited appointment may not be appointed to, or continue to hold, 

a position under such an appointment if, within the preceding 48 months, the individual 

served in the aggregate more than 36 months under any combination of limited term or 

limited emergency appointments. 

Extension. A limited appointment is nonrenewable. If an agency makes an appointment 

for less than the period authorized by OPM, the agency may extend the appointment to 

that period but only if the agency does so before the initial appointment expires. An SES 

member whose limited appointment expires may not be reappointed to the position. For 

example, if OPM authorizes a limited term appointment for a period of 24 months and the 

agency makes an initial appointment of 12 months, the agency may extend the 

appointment up to an additional 12 months. The total appointment length including the 

extension equals the original 24 months approved by OPM. If an agency needs to ask 

OPM to extend the time period originally authorized by OPM, the agency must do so 

well before the appointment expires. The request should be based upon factors that were 

not anticipated when the limited appointment was approved. If OPM approves, the 
SES Desk Guide December 2020 3-8 

agency may only extend if the individual’s appointment has not expired. In no case may 

the appointment exceed the applicable statutory time limit. 

Termination. A limited appointment terminates automatically at the end of the 

appointment period authorized by OPM but may be terminated by the agency at any time. 

[See Chapter 8 on Removals for information on termination actions other than expiration 

of appointment for noncareer and limited appointees.] When a limited appointee has 

served the length of the appointment, the appointee is given an SF-50 notification. An 

agency may give any amount and type of additional advance notification. 

Right of return. After termination, an appointee on an LTA is entitled to be placed in 

his/her former position or a position of like status, tenure, and grade if: 

• the limited appointment was made without a break in service from a career or 

career-conditional appointment or an appointment of equivalent tenure (see 5 

CFR 210.102) the individual held in the same agency in a permanent civil service 

position outside the SES; and 

• the limited appointment is terminated for reasons other than misconduct, neglect 

of duty, or malfeasance. Note, however, that a limited appointee with such a 

return right would normally have access to adverse action procedures that apply to 

career SES appointees (see 5 CFR 752.601(c)(2) and Chapter 8).

Provisional appointment. Under 5 CFR 316.403(a), an agency is authorized under 

certain circumstances to designate a temporary appointment of one year or less as 

“provisional” to make the appointee eligible for life insurance, health benefits, and 

retirement coverage. When OPM grants an SES limited appointment authority for one 

year or less for an appointee who is to be converted to a non-temporary appointment 

upon completion of such further action as required, e.g., Presidential Appointment with 

Senate Confirmation (PAS), OPM normally specifies that the appointment is considered 

provisional; however, see also 5 CFR 317.602(a). Provisional designation is generally 

not needed for appointments of more than 1 year in which an appointee is eligible for life 

insurance, health benefits and retirement coverage. 

SES Limited Appointment Examples 

5 U.S.C. 3132(a)(5) states that a limited term appointee is an individual appointed under a 

nonrenewable appointment for a term of three years or less to a Senior Executive Service 

position the duties of which will expire at the end of the term. 5 U.S.C. 3132(a)(6) states that a 

limited emergency appointee is an individual appointed under a nonrenewable appointment for a 

term of 18 months or less to a Senior Executive Service position established to meet a bona-fide, 

unanticipated, urgent need. Therefore, in addition to showing that a position’s duties support 

SES, it is necessary for an agency requesting an SES limited appointing authority to explain why 

those duties will expire at the end of the requested term. 

It is important to note, because limited appointments are made without competition, if an agency 

grants an SES limited appointment and later holds a merit competition to fill the same position or 

a successor position by career appointment, the limited appointee will appear to have been given 

an unfair competitive advantage. In such circumstances, an agency should anticipate OPM will 
SES Desk Guide December 2020 3-9 

conduct a merit staffing review. 

Over the years, OPM has reviewed and approved agency requests for SES limited term 

appointment in circumstances such as the following: 

1. When the duties and responsibilities that are the basis for the SES position will expire, so that 

at the end of the term there will be no need for an SES position. 

• A statute requires a new program to be established and its mission completed within a 

period of less than three years. 

• A statute or other external factors require a program to be terminated within a three-year 

period and the last career SES program leader has departed, leaving a new program 

leader three years or less to close program operations. 

• The position is established to oversee a project that has a defined end-date within three 

years. 

• A program or mission normally led by a GS-15 requires an SES leader to address new 

and substantially increased but time limited challenges, e.g., to accomplish a major 

turnaround or restructuring due to adverse findings from a program audit. This assumes 

the challenge is reliably determined to be subject to resolution within three years after 

which the program will be led by an employee at GS-15 or below, i.e., the duties 

requiring SES leadership will end and there will be no SES successor position. (If it is 

anticipated continuing leadership will be at the SES level, an SES limited term 

appointment is not appropriate. The agency should recruit for a career SES leader at the 

beginning.) 

2. When the incumbent of an existing SES position is not available to perform the duties of his 

or her position but still encumbers the position and is expected to return to it, the agency may 

establish a second temporary SES position to perform those duties and fill it by SES limited 

appointment until the career SES incumbent returns to the continuing position. Upon the 

career appointee’s return, the need for and duties of the temporary position expire. 

• Such a need may arise due to a career executive’s absence for reasons such as a detail 

(e.g., intra-agency, inter-agency, international organization, IPA), a sabbatical, a 

developmental assignment, or similar circumstances in which a career appointee 

continues to hold a position and will return to it in three years or less but is not available 

to perform its duties. 

• It will normally not be possible to use this approach if the absent executive’s position of 

record is career reserved (5 CFR 214.402), because a temporary position performing the 

same duties must also be career reserved and a limited term appointment may only be 

made to a general position. SES limited appointment would only be possible if the 

temporary position could be structured to remove duties that require career reserved 

designation without also eliminating the basis for establishing the position as SES, (i.e., 

classifiable above GS-15 and meeting the SES functional criteria). 

• This approach is appropriate only so long as the career appointee continues to encumber 

the continuing position and will be returning to it within three years. If the career 

appointee is reassigned to another SES position or leaves the agency, the agency should 
SES Desk Guide December 2020 3-10 

abolish the temporary position and end the limited appointment. The agency may still 

detail a non-SES employee under 5 CFR 317.903 to the continuing position.

3. An agency mission requires periodic or occasional time-limited employment in SES 

positions of individuals from outside government who are uniquely qualified to make critical 

contributions to the agency’s mission, but are not otherwise available for federal service due 

to their career paths and professional commitments. Appointment should be made to a time 

limited SES general position distinct from the agency’s continuing positions. In addition to 

the position’s duties and responsibilities, the position description should focus particularly on 

results expected from the position, the unique qualifications necessary to achieve those 

results, and the anticipated impact on program goals, objectives or mission beyond what 

could be accomplished through agency employees or other staffing methods. 

For example, an agency may request a limited term authority to appoint a non-Federal 

Intergovernmental Personnel Act (IPA) assignee to an SES general position the duties of 

which will expire within a three-year period. 

Required Documentation for Limited Appointment Requests 

Agencies needing to request a limited appointment authority should submit the following 

documents to OPM: 

• A letter from agency appointing authority requesting SES limited appointment (term or 

emergency), identifying the position, organizational location, and why the authority is 

needed. Additionally, for limited term requests the agency’s objective basis for 

concluding that the duties of the position will expire by the end of the requested term (not 

exceeding three years); 

• A request (OPM Form 1652) created in the Executive and Schedule C System (ESCS); 

• The position description that lists the duties and shows the duties expire during a period 

not to exceed three years; 

• The proposed appointee’s current resume; and

• The applicable agency organizational chart. 

Reassignments 

OPM Approval. Subject to the expiration date specified by OPM, an agency may reassign a 

limited term or limited emergency appointee without prior OPM approval, but only to a General 

position that meets the same statutory criteria under which OPM authorized the original 

appointment (5 CFR 317.604(b)). OPM must be notified of the reassignment and the agency 

must document the change of position in ESCS. 

Transfers 

Transfer of a limited appointee to another agency, may be made only to a General position for 
SES Desk Guide December 2020 3-11 

which the individual is qualified. The new agency must obtain prior OPM approval of the 

required appointment authority in order to transfer the appointee. 

In a transfer of function between agencies, limited appointees may be offered transfers at the 

discretion of both agencies but subject to the ceiling on noncareer appointments that applies to 

the executive agency to which the function is being transferred. Agencies must get prior 

approval from OPM for the transfer of appointment authorities. 

Details of Limited SES Employees 

An agency may detail an SES limited term appointee to a different SES general position the 

duties of which will expire at the end of three years or less. 

An agency may detail an SES limited emergency appointee to a different SES general position 

established to meet an urgent, unanticipated, bona-fide need. 

An agency may not detail an SES limited appointee to a position that does not meet the same 

conditions that supported OPM approval of the limited term or limited emergency appointment 

authority, as applicable. In that event, the statutory basis for the SES limited appointment would 

disappear and the appointment would need to be terminated. This does not preclude a 

reasonable, temporary “acting” assignment, e.g., during the short term absence of another 

executive, that does not become the individual’s new continuing assignment or prevent his or her 

timely return to the SES position and completion of the tasks for which SES limited term 

appointment was approved. 

Intergovernmental Personnel Act (IPA) Assignments 

The Intergovernmental Personnel Act (IPA) provides for IPA assignments to or from state and 

local governments, institutions of higher education, Indian tribal governments and other eligible 

organizations (as defined in the Act) in order to facilitate cooperation between the Federal 

Government and those non-Federal entities through the temporary assignment of skilled 

personnel (5 U.S.C. 3374 and 5 CFR Part 334).

IPA Assignment of a Career SES Member to Non-Federal Entity

An agency may enter into an agreement for a career SES member to serve in a position in a 

covered non-Federal entity. The executive may be detailed to the assignment or placed on leave 

without pay and appointed by the receiving organization during the assignment. 

[See also Chapter 7, Executive Development, concerning IPA assignments for SES members.] 

Appointment of a Non-Federal IPA Assignee to an SES General Position

An agency may enter into an agreement providing for appointment of a non-Federal IPA 

assignee to an SES general position, but the IPA appointing authority provided in 5 U.S.C. 

3374(a)(1) may not be used for that purpose. The agency may request an SES limited term 

appointment authority from OPM to appoint an IPA assignee to a position the duties of which 

will expire within a three-year period. If an agency requests limited term authority to appoint an 
SES Desk Guide December 2020 3-12 

IPA assignee to such a position for only two years and later decides to extend the individual, 

OPM can authorize an extension of not more than one year. The agency must submit its request 

in time for OPM to approve and the agency to extend the IPA assignee’s appointment before it 

expires because an SES limited appointment is nonrenewable. Also, an individual may not serve 

more than 36 months during any 48-month period under any combination of SES limited term or 

limited emergency appointments. 

Detail of a Non-Federal IPA Assignee to an SES General Position

Alternatively, an agency may enter into an agreement under which a non-Federal IPA assignee is 

deemed on detail to a Federal agency (5 U.S.C. 3374(a)(2)). An IPA agreement providing for 

the IPA assignee to be deemed on detail to an SES general position under this provision is not 

subject to restrictions in 5 CFR 317.903. However, an IPA assignee serving in a GS-15 position, 

whether by detail or appointment, may only be detailed to an SES position subject to 5 CFR 

317.903. This does not preclude amendment of an IPA agreement to provide for assignment to 

an SES position. 

Transitions and Presidential Nominees 

To assist in transitions, OPM may make limited term appointment authorities available to 

agencies following the inauguration of a new President, or the nomination of a new agency head. 

OPM must approve use of the appointing authority. 

Tenure. The appointee does not have career tenure and serves at the pleasure of the appointing 

authority. 

Presidential nominees may be given a limited term appointment authority while awaiting Senate 

confirmation, but cannot be appointed to the target position, until confirmed by the Senate. 

These individuals normally function in an advisory or consultative capacity in another position 

until confirmed. OPM must approve use of the appointing authority. 

Change from Career to Limited Appointment 

A career SES appointee cannot be required to accept a limited appointment as a condition for 

appointment to another SES position [5 CFR 317.904]. If a career appointee voluntarily elects to 

accept a limited appointment, the voluntary nature of the action must be documented in writing 

before the appointment. The documentation must be retained permanently in the appointee’s 

Official Personnel Folder. [See OPM’s Guide to Personnel Recordkeeping, Chapter 3]. 

If a career appointee is under regular CSRS coverage and is changing to a limited appointment, 

the individual must be informed that he or she will automatically acquire CSRS Offset coverage 

(CSRS plus Social Security) or FERS coverage depending on whether the individual has five

years of service at the time of the action. (The action also triggers an opportunity to elect FERS 

coverage if the individual is not automatically covered.) The individual must also be informed 

that, if he or she later returns to a career SES appointment, it will not be possible to return to 

regular CSRS coverage without Social Security. The agency Benefits Officer can answer any 

questions pertaining to these provisions. 
SES Desk Guide December 2020 3-13 

Similarly, some agencies had statutory authorities prior to CSRA that authorized scientific or 

professional positions outside the General Schedule that were not expressly repealed by the 

CSRA. Under 5 U.S.C. 3104, the Director, OPM is given authority to determine the maximum 

number of such positions that may be established in any agency, accordingly those authorities 

are no longer used to establish such positions. 

Agencies covered by the Senior Executive Service that seek approval of new statutory authorities 

that would conflict with the definition of an SES position 5 U.S.C. 3132(a)(2) should include the 

statute language specifying that the authority applies notwithstanding 5 U.S.C. 3132(a)(2). 

Similarly, agencies seeking approval of statutory authorities that would conflict with the OPM 

Director’s authority under 5 U.S.C. 3104 to establish the maximum number of scientific and 

professional positions that may be established outside the General Schedule in any agency 

should include language specifying that the authority applies notwithstanding 5 U.S.C. 3104. 

CAREER REASSIGNMENTS 

STATUTE: 5 U.S.C. 3395

REGULATIONS: 5 CFR 317.901

This section applies to the movement of a career appointee from one SES position to another SES 

position within an executive agency, a military component, or department. An executive agency 

is an executive department (e.g., Commerce) or an independent establishment (e.g., General 

Services Administration). The military components are Army, Navy, and Air Force. The rest of 

the Department of Defense (DoD) is treated as one agency. (Movement of SES members between

executive agencies is a transfer. See Career Transfers later in this chapter.) 

A career appointee may be reassigned to any SES position for which the appointee is qualified 

provided all conditions below are met. There is no prohibition on reassigning a career appointee 

during the probationary period. 

Conditions 

Non-Geographic Reassignments. An agency must give a career appointee a written 

notice at least 15 calendar days before the effective date of the reassignment. The agency 

is encouraged to consult with the appointee before giving the written notice and the 

appointee may voluntarily waive the notice. The waiver must be in writing and be 

retained as a temporary record in the Official Personnel Folder. 

Geographic Reassignments (i.e., to another commuting area). An agency must first 

consult with an appointee on the reasons for and the appointee’s preferences about the 

proposed reassignment. Congress stated in the section analysis for Pub. L. 98-615 of 

November 8, 1984, that “the basic premise of the SES is to foster position and geographic 

movement when in the best interest of the agency.” Following consultation, the agency 

must provide the appointee a written notice at least 60 calendar days before the effective 

date of the reassignment. The notice must include the reasons for the reassignment. The 

appointee may voluntarily waive the notice. The waiver must be in writing and be 
SES Desk Guide December 2020 3-14

retained as a temporary record in the Official Personnel Folder. 

Change of Duty Station that is Not a Reassignment. A career appointee’s position may 

be moved from one geographic location to another (i.e., performing the same job but in a 

different location). An agency must apply the rules for geographic reassignments above.

Failure to Accept a Directed Reassignment 

Failure to accept a directed reassignment makes an individual subject to removal under adverse 

action procedures. If separation is for failure to accept reassignment to a different commuting 

area, the individual is entitled to discontinued service retirement (if eligible) or severance pay (if 

eligible), unless a memorandum of understanding or other written agreement provides for such 

geographic reassignments. For example, if a mobility agreement is accepted at the beginning of 

the SES member’s service, he or she is not eligible for discontinued service retirement if the 

member later declines a position outside the commuting area. However, if the mobility 

agreement is added after the SES member is in the position and he or she declines the position 

outside the commuting area, the member would be eligible for discontinued service retirement. 

[See Chapter 8 for information on Removals.] 

MORATORIUM ON INVOLUNTARY REASSIGNMENTS 

STATUTE: 5 U.S.C. 3395(e)

REGULATIONS: 5 CFR 317.901(c)

To prevent peremptory reassignments by new appointees without adequate knowledge of the 

individuals involved, the law provides that an agency may not involuntarily reassign an SES 

career appointee filling either a career reserved or general position: 

• within 120 days after an appointment of the head of the agency; or

• within 120 days after the appointment in the agency of the career appointee’s most

immediate supervisor who is a noncareer appointee and has the authority to make an

initial appraisal of the career appointee’s performance under 5 U.S.C. Chapter 43,

subchapter II.

An appointee may voluntarily accept a reassignment during the moratorium but must agree in 

writing before the reassignment can occur. The agreement should be retained as a temporary 

record in the Official Personnel Folder. 

Details during the moratorium. In calculating the 120-day moratorium, the agency 

must not count any days (not to exceed a total of 60) during which the career appointee is 

serving on a detail or other temporary assignment apart from the appointee’s regular 

position. The moratorium provision does not restrict the total length of a detail, which 

may exceed 60 days. Details should not be used to circumvent the 120-day moratorium. 

Any detail during the moratorium should be made only when there is clear, bona-fide 

need. [Information on details is provided later in this chapter.] 
SES Desk Guide December 2020 3-15 

Definitions. “Head of the agency” means the head of an executive department (e.g., 

Treasury), a military department (e.g., Army), or an independent establishment (e.g., 

General Services Administration). It does not mean the head of a component within an 

agency (e.g., Internal Revenue Service in Treasury). 

“Noncareer appointee” is defined in 5 CFR 317.901(c)(1)(ii) as an SES noncareer or limited 

appointee, a Schedule C appointee, or an appointee in an Executive Schedule or equivalent 

position that is not required to be filled competitively. (Commissioned officers of the uniformed 

services are not considered noncareer appointees.)

“Most immediate supervisor” refers to the noncareer appointee who is closest to the career 

executive in the supervisory chain and who has the authority identified in statute as the basis for 

initiating the moratorium. 

• For the 120-day moratorium on reassignments, it is the noncareer appointee closest to the 

career executive in the supervisory chain who has authority to make an initial appraisal of 

the career appointee’s performance (5 U.S.C. 3395(e)). This does not mean a supervisor 

who functions solely as the reviewing official or final rater. 

• For the 120-day moratorium on removals, it is the noncareer appointee closest to the 

career executive in the supervisory chain who has the authority to remove the career 

executive (5 U.S.C. 3592(b)). 

“Initial appraisal” means the initial summary rating of the career appointee’s performance made 

by the supervising official (normally the immediate supervisor) as part of the annual 

performance appraisal process [information on performance appraisals, Chapter 5]. It does not 

include a recommendation by a higher-level reviewer or the annual summary rating made by the 

appointing authority. 

Applying the Moratorium 

New Agency Head. The appointment of a new agency head (including a recess 

appointment) always initiates the 120-day moratorium throughout the agency, and an 

action may not be taken by another official even if that official has been in office more 

than 120 days. 

New noncareer supervisor. A moratorium initiated by the appointment of a noncareer 

supervisor applies only to those career appointees for whom the supervisor gives the 

initial performance appraisal. It does not apply to other career appointees, even if the 

noncareer appointee is their higher-level supervisor and functions as a reviewing official 

or final rater, or has the authority to reassign them. 

If a moratorium is initiated by the appointment of a noncareer supervisor, an involuntary 

reassignment action may not be taken by the agency head even if the agency head has 

been in office more than 120 days.

“Acting” designations. The designation of an “acting” agency head or noncareer 

supervisor (e.g., by a detail or when a deputy acts in the position) is not legally an 

appointment (except in the case of a recess appointment). Therefore, the statutory 

moratorium is not technically applicable. However, the agency at its discretion may 

provide in its instructions that it will apply the moratorium on involuntary reassignments 
SES Desk Guide December 2020 3-16 

in such situations. If the individual later receives a permanent appointment to the 

position without a break in service, any days spent under an agency applied moratorium 

in an acting capacity shall be counted toward the 120-day moratorium on involuntary 

reassignments initiated by the permanent appointment (5 CFR 317.901(c)(5)). However, 

an agency may not count time served by an individual in an acting capacity toward the 

120-day moratorium on involuntary removals (See 5 CFR 359.406; 5 CFR 359.503).

Reassignment based on performance. When an executive is reassigned as a result of 

an Unsatisfactory performance rating under 5 U.S.C. 4314(b)(3), the 120-day moratorium 

does not apply if the final performance rating was issued before the appointment that 

initiated the moratorium. When a final rating of Unsatisfactory has already been issued, 

the reassignment may proceed even if a new agency head or noncareer supervisor (with 

authority to make an initial appraisal) is subsequently appointed. However, any 

moratorium that is already underway at the time the final Unsatisfactory rating is issued 

must be allowed to run its course before the reassignment action can be taken. 

Reassignment notice. The 15- and 60-day advance notices pertaining to reassignment 

may run concurrently with the 120-day moratorium. However, if the advance notice is 

issued after the moratorium begins, an involuntary reassignment may not be effected until 

the moratorium ends. (5 CFR 317.901(d)).

If an advance notice is issued before the moratorium begins but the notice has not yet 

expired, the involuntary reassignment may be effected at the end of the notice period 

even if the moratorium has not ended. However, it would not be appropriate for a 

proposed agency head or noncareer supervisor to have some other official issue a 

reassignment notice before appointment to avoid application of the moratorium. The 

action needs to be taken independent of the incoming agency head or noncareer 

supervisor. 

Realignments. The 120-day restriction does not apply to realignment, which is the 

movement of an employee and the employee’s position when a transfer of function or an 

organization change occurs within the same agency and there is no change in the 

employee’s position. 

Abolishing positions. The 120-day restriction does not preclude the abolishment of a 

position during the moratorium. For example, a position could be abolished, and the 

incumbent could elect immediate discontinued service retirement, if all eligibility 

requirements are met, or agree to an immediate voluntary reassignment. However, the 

incumbent could not be involuntarily reassigned until the 120 days have elapsed. 

[Note: Information about the 120-day moratorium on removals (5 U.S.C. 3592(b)) is 

provided in Chapter 8] 

CAREER TRANSFERS 

STATUTE: 5 U.S.C. 3395(a) and 3595(e)

REGULATIONS: 5 CFR 317.902
SES Desk Guide December 2020 3-17

This section applies to the movement of a career appointee between executive agencies and/or 

military departments (Army, Navy, and Air Force). (Movements of SES members within 

executive agencies or military departments are reassignments and are covered in the previous 

section on Career Reassignments.) 

Conditions 

A career appointee may be transferred only with the consent of the appointee and the gaining 

agency, except where there is a transfer of function between agencies. This provision is not 

intended to restrict the statutory authority of the Secretary of Defense under Title 10 of the U.S. 

Code in the matter of transfers between major DoD components specifically directed by the 

Secretary. 

Transfers may be noncompetitive; however, the appointee must meet the qualification 

requirements of the position to which transferred. 

Transfer of Function 

A career appointee affected by a transfer of function between agencies has rights comparable to a 

competitive service employee, as provided in 5 U.S.C. 3595(e). Therefore, the appointee is 

entitled to transfer with the function if the only alternative upon remaining in the losing agency 

would be removal through reduction in force. [For information about competitive service 

provisions on transfer of function, see 5 CFR part 351, Subpart C.] 

A career appointee who fails to accompany a transfer of function may be removed from the SES 

and the Federal service under 5 CFR part 752, Subpart F. [Chapter 8, Removals.] As an 

alternative to removal, the agency losing the function may reassign the appointee to another SES 

position in a different function. 

DETAILS

STATUTE: 5 U.S.C. 3341

REGULATIONS: 5 CFR 317.903

A “detail” is the temporary assignment of an SES member to another position (within or outside 

of the SES) or the temporary assignment of a non-SES employee to an SES position, with the 

expectation that the employee will return to his/her regular position at the end of the period. A 

detail may be mandated by an agency. For purposes of pay and benefits, the employee continues 

to be the incumbent of the position from which he or she is detailed. Details may be made within 

the employing agency or negotiated between agencies. In either event, the provisions of section 

317.903 apply. 

Details to SES Positions 

Details of career SES members should not be used to circumvent the advance notice requirement 

for reassignments, or the 120-day moratorium on involuntary reassignments following the 
SES Desk Guide December 2020 3-18 

appointment of a new agency head, or noncareer supervisor. Any detail during these periods 

should be made judiciously and only when there is a clear, bona-fide need for the individual to 

serve in the position. The agency should document the reasons for the detail. 

Details of Non-SES Employees to SES Positions (and vice versa) 

CSRA created the Senior Executive Service as a new “service” separate and apart from the two 

existing services (competitive and excepted). Therefore, details of non-SES employees to SES 

positions and details of SES employees to non-SES positions should be kept to an absolute 

minimum and strictly controlled. For purposes of pay and benefits, the employee continues to 

encumber the position from which detailed. An employee may not receive pay in addition to the 

pay of his or her position for performing the duties of another position (5 U.S.C. 5535(b)).

The duties of a vacant SES position may be restructured temporarily to an appropriate level 

outside the SES. The agency may then detail or temporarily promote a non-SES employee to the 

restructured position subject to applicable rules, e.g., 5 CFR 300.301, 5 CFR 335.103, and 5 CFR 

302. If the position cannot be restructured to remove it from the SES, an agency should make 

sure that the detail authority is used judiciously. If the duties of an SES position must be 

performed by detail for an extended period, the agency should consider rotating several qualified 

employees through the position. 

Details should not be used as a means of providing a specific non-SES employee the opportunity 

to acquire the qualifications required for entry into the SES (other than in accordance with an 

OPM-approved SES candidate development program). 

Details of SES employees to non-SES positions below the SES level are generally considered to 

be an inappropriate use of executive talent. 

Other Details 

For details to non-Federal organizations, see the IPA provisions of 5 U.S.C. 3371-3375 and 5 

CFR 334.

For details to the White House and its organizational components, see 3 U.S.C. 112. 

For details to international organizations, see 5 U.S.C. 3343 and 5 CFR 352 Subpart C.

For details to foreign governments, see 22 U.S.C. 2387; contact the Agency for International 

Development. 

For details to congressional committees, see Chapter 12 of the U.S. Government Accountability 

Office Report on Principles of Federal Appropriations Law, Third Edition, Volume III. 

For vacant positions that are required to be filled by Presidential Appointment with Senate 

confirmation, see the Federal Vacancies Reform Act of 1998. The Department of Justice has 

issued extensive guidance on the Act. 

Conditions 

Initial details and extensions within a department or agency must be made in accordance with 

5 U.S.C. 3341 and 5 CFR 317.903(b)(1), which authorize details in increments of no more than 
SES Desk Guide December 2020 3-19 

120 days. Although this requirement does not apply to details between departments and 

agencies, such details should be reviewed periodically to assure that they are still appropriate. 

To Career Reserved positions. Only career SES employees and career-type non-SES 

employees may be detailed to a Career Reserved position. Any SES employee or nonSES employee may be detailed to a General position. A noncareer SES employee may 

not be detailed to a competitive service position. 

To Unclassified Duties. Agencies cannot detail an SES member to unclassified duties 

for more than 240 days. For a longer detail, the agency must determine whether the 

duties are at the SES level. If the duties are at that level, the agency has the option of 

formally establishing an SES position and continuing the detail. If the duties are 

determined to be GS-15 or below, or equivalent, 5 CFR 317.903(b)(4) requires OPM 

approval for any extension. 

[Note: It is not appropriate to detail an SES member to a series of different positions 

with unclassified duties or at the GS-15 or equivalent level or below in order to “restart” 

the 240-day clock. This circumvents the purpose of the 240-day limit.] 

For more than 240 days. An agency must use competitive procedures when detailing a 

non-SES employee to an SES position for more than 240 days. An agency may apply its 

competitive procedures under 5 CFR part 335 or 5 CFR part 317 subpart E or comparable 

procedures devised by the agency; however, it is not necessary to open competition 

outside the agency. Since details of non-SES employees to SES positions should be kept 

to a minimum and must be made in increments of not more than 120 days, competition 

should normally be deferred until it becomes evident there will be a need to exceed 240 

days. Even then, competition is only required if a non-SES employee whose selection 

would result in a detail exceeding 240 days is under consideration. Competition would 

not be required to detail a different individual to the position. However, competition is 

not required to detail an employee for more than 240 days who is eligible for 

noncompetitive career SES appointment, e.g., is a QRB certified SESCDP graduate or 

eligible for reinstatement under 5 CFR 317 subpart G. 

[Note: It is not appropriate to detail a non-SES employee to an SES position and 

intentionally create a break before completing 240 consecutive days to “restart” the 240-

day clock. This circumvents the purpose of the 240-day limit.]

OPM Approval. In addition to competitive procedures, OPM approval is required for a 

detail of more than 240 days if a non-SES employee is being detailed to an SES position 

that supervises other SES positions. Since this could enable a non-SES employee to 

appraise, rate, discipline and remove career senior executives, presumably with adverse 

impact on morale, an agency must present a compelling case. Approval will be rare and 

for not more than 120 days. OPM approval and competition are not required if the 

individual is in an SES-type system and is covered by an SES interchange agreement, as 

described in Chapter 12. An agency requesting OPM approval for a detail should submit 

the following documents to OPM, Senior Executive Services and Performance 

Management, Senior Executive Resources Services: 

• A letter from the agency official requesting extension/approval of the detail; 

• A detailed written justification outlining the circumstances requiring the 
SES Desk Guide December 2020 3-20 

extension, including the proposed number of days up to a maximum of 120 days; 

• A written description of how the position’s duties have been performed since it 

became vacant and alternatives the agency considered before requesting the 

extension; and 

• The applicable agency organizational chart and the name and appointment type of 

the official who would supervise the employee on detail. 

OPM approval is also required for a detail of more than 240 days if an SES employee is 

being detailed to a non-SES position at GS-15 or below, or equivalent. The agency 

would need to submit a letter from the agency head and detailed written justification 

making a compelling case why such a detail is needed. 

Funding. In the absence of a specific statute authorizing non-reimbursable details, 

normally both intra-agency and inter-agency details between positions covered by 

different appropriations, must be made on a reimbursable basis. GAO has identified 

limited circumstances in which non-reimbursable interagency details may be considered: 

• Details involving a matter similar or related to matters ordinarily handled by the 

loaning agency and will aid the loaning agency in accomplishing a purpose for 

which its appropriations are provided; 

• Details for brief periods when necessary services cannot be obtained, as a 

practical matter, by other means and the numbers of persons and cost involved are 

minimal; and 

• Details involving an agency faced only with the choice of implementing such 

details or carrying out a reduction in force. 

• When considering a non-reimbursable detail, it is recommended that the agency’s Office 

of General Counsel be consulted. [See 64 Comp. Gen. 370, B211373, March 20, 1985.] 

[Note: There is no requirement to give an executive advance notice of a detail. 

However, appropriate notice should be provided when possible, particularly for details to 

positions outside the commuting area.] 

Effect of Moratorium on Details 

The law provides that, in calculating the 120-day moratorium, any days (not to exceed a total of 

60 days) during which the career appointee is serving on a detail or other temporary assignment 

apart from the appointee’s regular position are not counted. The moratorium provision does not 

restrict the total length of a detail, which may exceed 60 days. 

If a career appointee is detailed during the moratorium, or is already on detail at the start of a 

moratorium, the first 60 days of the detail (or any combination of details) do not count against 

the 120 days. For example, if the employee is placed on a 90-day detail, the first 60 days would 

be added to the 120 days, and the moratorium would last 180 days. Although there is no limit on 

the total length of a detail during the moratorium, any detail during the moratorium must meet 

the detail requirements in the regulations. It also should be made judiciously and only when 

there is clear, bona-fide need. Details should not be used to circumvent the 120-day moratorium. 
SES Desk Guide December 2020 3-21 

Documentation 

An SF-50 or -52 must be filled out: 

• if the detail is expected to last 120 calendar days; or 

• if the detail is over 30 days and is from a GS-15 or lower position (or equivalent), to an 

SES position. 

However, an SF-50 or -52 is not required if the detail is to an identical position or the detail is 

from one SES position to another and the occupational series and basic duties are the same as the 

employee’s current position. 

REINSTATEMENT IN THE SES 

STATUTE: 5 U.S.C. 3593(a) and (b)

REGULATIONS: 5 CFR 317.702 and 317.703

Conditions 

The following conditions apply for reinstatement to the SES as a career appointee: 

• Reinstatement may be based only on prior career service in the SES. Reinstatement 

eligibility acquired in the competitive service is not transferable to the SES. (Similarly, a 

career appointment in the SES does not establish reinstatement eligibility in the 

competitive service.) Receipt of QRB certification is not a basis for reinstatement; 

• The appointee must have successfully completed an SES probationary period or been 

exempt from probation (e.g., converted to the SES as a career appointee when the SES 

was established in 1979); 

• Separation from the SES must not have been for reasons of performance, for disciplinary 

reasons, or a resignation in lieu of removal for these reasons. However, reinstatement is 

permitted if separation was because of failure to accept a directed geographic move and 

there was no written mobility agreement; 

• There is no time limit after leaving the SES for reinstatement of an eligible appointee;

• Individuals apply for reinstatement to the agency where the individual wants to work, not 

to OPM; 

• Reinstatement may be noncompetitive or agencies may apply merit staffing procedures at 

their discretion; 

• The agency must determine that the individual meets the qualifications requirements of 

the position to which reinstated, but the individual need not receive a new QRB 

certification; and 

• If the reinstatement is of a reemployed annuitant, the Standard Form 50 should indicate 
SES Desk Guide December 2020 3-22 

that the employee serves at the discretion of the appointing authority. 

Reinstatement after Presidential Appointment 

This section covers reinstatement of a former SES career appointee appointed by the President to 

a civil service position outside the SES without a break in service from the career appointment, 

and who left the Presidential appointment for reasons other than misconduct, neglect of duty, or 

malfeasance. It does not matter whether the Presidential appointment was with or without 

Senate confirmation or at what level the position is compensated. Coverage includes an 

individual who was appointed by a Presidential designee under 3 U.S.C. 107(a) and (b) to a 

position in the White House Office, Office of Policy Development, or Office of Administration. 

Under 5 U.S.C. 3593(b), the individual is entitled to be reinstated to the SES as a career 

appointee, if he or she applies to OPM within 90 days after separation from the Presidential 

appointment; however, an individual may also negotiate his/her own reinstatement directly with 

an agency. An individual who obtains reinstatement by negotiating directly with an agency is 

not entitled to further assistance from OPM. [See 5 CFR 317.703] 

Eligibility 

There must not be any break between the SES career appointment and the Presidential 

appointment. Intervening appointments, such as expert and consultant appointments, constitute a 

break and will result in loss of directed reinstatement rights. 

Subsequent Presidential appointments. If an individual is serving in one Presidential 

appointment and receives another Presidential appointment without a break in service 

between the two appointments, the individual continues to be entitled to reinstatement to 

the SES following termination of the second appointment. 

If there is an interim period between expiration of the first Presidential appointment and 

onset of the second (e.g., while awaiting Senate confirmation), the individual must be 

reinstated to an appropriate position as an SES career appointee before the effective date 

of the new Presidential appointment to preserve his or her reinstatement entitlement 

following termination of the second appointment. (Note that having received an initial 

Presidential appointment without a break in service makes the individual eligible for 

reinstatement as a career appointee under 5 CFR 317.703 while awaiting a new 

Presidential appointment, even if not eligible for general reinstatement due to not having 

completed the probationary period. See cautions stated below at Other.) 

Procedures 

A Presidential appointee may apply for reinstatement assistance as soon as the appointee’s 

resignation is requested or submitted, but not later than 90 days after separation. The application 

must be in writing and specify the position held immediately before the Presidential 

appointment. There must also be an effective date for the resignation or separation, because 

OPM will not begin placement assistance until this date is specified. 

To the extent practicable, OPM will direct reinstatement within 45 days of the date OPM 

receives the application for reinstatement, or the date of separation from the Presidential 
SES Desk Guide December 2020 3-23 

appointment, whichever is later. The executive’s expressed geographic availability will be 

honored when possible. OPM will use the following order of precedence in directing 

reinstatement: 

• the agency in which the individual last served as an SES career appointee before 

accepting the Presidential appointment; 

• the successor agency to the one in which the individual last served as an SES career 

appointee; 

• the agency or agencies in which the individual served as a Presidential appointee; and 

• any other agency in the Executive branch with SES positions. 

The agency being directed to take the reinstatement action is responsible for assigning the 

individual to an SES position for which he or she meets the qualifications requirements. 

An individual may negotiate his/her own reinstatement with an agency, rather than requesting 

OPM assistance. 

OPM may, as appropriate, provide an additional SES allocation to an agency that is reinstating a 

former Presidential appointee. 

Pending the reinstatement. When a Presidential appointee resigns, voluntarily or upon 

request, the agency in which the Presidential appointment was held, upon approval by 

OPM, may place the individual on a limited term or limited emergency appointment, as 

appropriate, to avoid a break in service pending reinstatement to a career SES 

appointment. 

Agency Compliance 

An agency must comply with an OPM order to reinstate as promptly as possible, but not more 

than 30 calendar days from the date of the order. 

An agency must notify OPM of a reinstatement action within five workdays of the effective date 

of the reinstatement. The notification should be sent to Senior Executive Services and 

Performance Management by email or written correspondence. 

An individual who declines a reinstatement ordered by OPM is not entitled to further OPM 

placement assistance under this section. 

Separations 

If an individual who is eligible for placement in the SES following a Presidential appointment 

decides instead to separate from the Federal service, the individual would be eligible for 

discontinued service retirement if otherwise covered, and if the individual meets all 

requirements, such as age and service requirements, for discontinued service retirement. 

Other 

Probation. An individual who was serving an SES probationary period at the time of 
SES Desk Guide December 2020 3-24 

Presidential appointment is required to complete the probationary period upon 

reinstatement. It is important to make sure that such an individual does not lose the 

reinstatement entitlement of 5 CFR 317.703 due to any break in service, whether before 

the initial Presidential appointment or any subsequent Presidential appointment. If the 

entitlement is lost, the individual would not be eligible for general reinstatement under 

5 CFR 317.702 due to not having finished the probationary period. 

OPM notification. Agencies shall record the reinstatement action in the ESCS within 

five workdays. 

RETENTION OF SES BENEFITS UPON CERTAIN NON-SES APPOINTMENTS 

STATUTE: 5 U.S.C. 3392(c)

REGULATIONS: 5 CFR Part 317, Subpart H

An SES career employee who is appointed to a civil service position in the executive branch 

outside the SES is entitled to elect to continue certain SES benefits if either of the following 

conditions is met─ 

• The appointment is by the President, with Senate confirmation (PAS), to a civilian 

position in the executive branch that is outside the SES at a rate of basic pay equivalent to 

Executive Schedule level V (EX-V) or higher. 

• The appointment is to a civilian position in the executive branch covered by the 

Executive Schedule, or the rate of basic pay for the position is fixed by statute at a rate 

equal to one of the five levels of the Executive Schedule. 

Coverage does not include a position for which the minimum rate of basic pay is below EX-V 

and the maximum rate is at or above EX-V (e.g., senior-level positions), even though at a 

particular time the pay of the incumbent is equivalent to EX-V or higher. To be eligible, there 

must be no break in service between the SES career appointment and the non-SES appointment. 

This CSRA provision is intended to encourage career appointees to serve at the highest levels of 

Government and to broaden the pool of individuals from which the President and heads of 

certain Federal agencies can choose top officials. Consistent with that purpose and 5 U.S.C. 

3392(c)(1)(B), OPM considers the opportunity to elect to retain SES benefits to continue when a 

former career appointee with the election opportunity in a PAS position is appointed without a 

break in service to a different PAS position that also meets the requirement of 5 U.S.C. 

3392(c)(1) (i.e., having a rate of basic pay equal to or greater than EX-V). However, if there is a 

break in service between the PAS appointments, the individual must be reinstated to a career 

SES appointment and be appointed to the second PAS position without a break in service in 

order to have the election opportunity. 

[Note: Neither the election of benefits described in this section nor the reinstatement rights 

described in the previous section apply to SES noncareer or limited appointees who receive such 

appointments outside the SES.] 

Benefits. Upon appointment, the employee may elect to retain some, all, or none of the 
SES Desk Guide December 2020 3-25 

following SES benefits: basic pay (including the aggregate limitation on pay); 

performance awards; rank awards; severance pay; annual and sick leave; and if elected 

before November 10, 1988, Social Security coverage. The appointing agency is 

responsible for advising affected employees of their election opportunity. The election 

decision must be in writing and will remain in effect no less than one year, unless the 

appointee leaves the position sooner. 

Changes in election. After the initial election has been in effect one year, the appointee 

may make a change in election for the purpose of adding or dropping coverage no more 

than once in any 12-month period. 

Basic Pay, Performance Awards, and Awarding of Ranks. An employee who elects 

to retain SES basic pay or eligibility for SES performance awards or awarding of 

Presidential ranks remains subject to the SES performance appraisal system. Although 

the individual is eligible to be considered for performance or rank awards, the agency has 

discretion to determine whether to grant them. 

Retirement Coverage. Due to changes introduced by the Miscellaneous Revenue Act of 

1988 (Pub. L. 100-647), retirement coverage for an employee who receives a Presidential 

appointment with Senate confirmation on or after November 10, 1988 (the date of 

enactment), is determined by the position to which the employee is appointed and is not 

affected by any election on the employee’s part under 5 U.S.C. 3392(c). 

If the position is an Executive Schedule position listed in 5 U.S.C. 5312-17, the employee 

is subject to mandatory Social Security coverage under CSRS Offset or FERS. If the 

employee returns to an SES position, the employee remains subject to full FICA 

deductions in the SES position, regardless of any election the employee made under 5 

U.S.C. 3392(c). [See Chapter 11 for information about coverage.] 

If the position is not listed in 5 U.S.C. 5312-17, the employee retains whatever retirement 

coverage was previously applicable under the SES career appointment, whether it was 

regular CSRS, CSRS Offset, or FERS. 

Leave coverage. If an employee elects to retain SES leave coverage, the employee must 

continue both annual and sick leave coverage. See Chapter 11 for further information. 

Reinstatement in the SES 

Any SES career appointee who receives a Presidential appointment is entitled to be reinstated to 

the SES under the conditions specified in the previous section, Reinstatement in the SES. 

Individuals who have the opportunity to elect to retain benefits under 5 U.S.C. 3392(c)(2) in a 

non-SES position but who are not Presidential appointees are not entitled to reinstatement. 

However, these individuals have general reinstatement eligibility if they meet the conditions of 5 

CFR 317.702, including completion of the probationary period for career appointees. 

Reemployment Rights 

Reemployment rights of SES members who accept certain assignments outside the SES and their 

agencies (e.g., to international organizations) are covered in 5 CFR part 352. Generally, the 

individual must have held a career SES appointment before the assignment to be entitled to 
SES Desk Guide December 2020 3-26 

reemployment, and in some instances, must have completed the SES probationary period.

Restoration rights following military duty or recovery from a compensable injury are covered in 

5 CFR part 353.
SES Desk Guide December 2020 4-1

Chapter 4

CHAPTER 4: PERFORMANCE MANAGEMENT ............................................................. 4-3

USING APPRAISAL AND RATING INFORMATION .................................................. 4-3

Pay Adjustments............................................................................................................ 4-3

Performance Award....................................................................................................... 4-3

Performance Removals.................................................................................................. 4-3

Reduction in Force......................................................................................................... 4-4

Executive Development ................................................................................................. 4-4

PERFORMANCE APPRAISAL SYSTEMS .................................................................... 4-4

Basic SES Performance Appraisal System.................................................................. 4-4

Agency Responsibilities................................................................................................. 4-4

OPM Responsibilities..................................................................................................... 4-6

PLANNING PERFORMANCE .......................................................................................... 4-6

Individual Performance Plans...................................................................................... 4-6

MONITORING PERFORMANCE ................................................................................... 4-7

APPRAISING PERFORMANCE ...................................................................................... 4-8

Rating all Executives...................................................................................................... 4-8

Extending the Appraisal Period ..................................................................................... 4-8

Reassignment or Transfer of Executive......................................................................... 4-9

Detail of Executive ......................................................................................................... 4-9

Departure of Supervisor................................................................................................ 4-9

Appointment of New Supervisor ................................................................................ 4-10

Moratorium .................................................................................................................. 4-10

RATING PROCESS .......................................................................................................... 4-10

Initial Summary Rating............................................................................................... 4-10

Higher-Level Review ................................................................................................... 4-11

Alternative Review......................................................................................................... 4-12

Annual Summary Rating ............................................................................................ 4-12

PERFORMANCE REVIEW BOARD (PRB) ................................................................. 4-13

Membership.................................................................................................................. 4-13

Procedures.................................................................................................................... 4-14

What to Avoid in the PRB............................................................................................. 4-15

Recommendations to the Appointing Authority ....................................................... 4-15

OTHER GUIDANCE ........................................................................................................ 4-15

USERRA....................................................................................................................... 4-15

Timing of Rating .......................................................................................................... 4-16

Distribution of Ratings................................................................................................ 4-16

Communication of System Application Results........................................................ 4-16

Documentation and Records....................................................................................... 4-16

PERFORMANCE APPRAISAL CERTIFICATION FOR PAY PURPOSES ............ 4-16

Pay Limitations............................................................................................................ 4-17

CERTIFICATION PROCESSES..................................................................................... 4-17
SES Desk Guide December 2020 4-2

Certification 2.0 - Changes to SES and SL/ST Performance Appraisal System 

Certification Process..................................................................................................... 4-17

Descriptions of Key Changes........................................................................................ 4-18

Automatic Renewal ....................................................................................................... 4-19

Tools and Templates ..................................................................................................... 4-20

SES and SL/ST Performance Appraisal Assessment Tool (PAAT)............................ 4-20

CERTIFICATION CRITERIA ........................................................................................ 4-21

Aligned Results............................................................................................................. 4-21

Consultation.................................................................................................................. 4-21

Balance .......................................................................................................................... 4-21

Organizational Assessments and Guidelines............................................................. 4-22

Oversight....................................................................................................................... 4-22

Accountability................................................................................................................ 4-22

Performance Distinctions............................................................................................ 4-23

Pay Differentiation....................................................................................................... 4-23

Methodologies for Demonstrating Pay Differentiation............................................... 4-24

Demonstrating Pay Differentiation Separately versus APBC..................................... 4-24

MRPs and Pay Differentiation ..................................................................................... 4-26

Lack of Pay Differentiation .......................................................................................... 4-26

Other Requirements .................................................................................................... 4-26

EXPIRATION OF CERTIFICATION ............................................................................ 4-26

SUSPENSION OF CERTIFICATION ............................................................................ 4-27
SES Desk Guide December 2020 4-3 

CHAPTER 4: PERFORMANCE MANAGEMENT

STATUTE: 5 U.S.C. 4311-4315

REGULATIONS: 5 CFR Part 430, Subparts C and D

An essential goal of the SES, as stated in 5 U.S.C. 3131, is “to ensure accountability for honest, 

economical, and efficient Government.” In order to achieve this goal, senior executives must be 

held accountable for their individual and organizational performance through an effective 

performance management system. Performance management incorporates planning, monitoring, 

developing, evaluating, and rewarding both individual and organizational performance. 

[Regulations under 5 CFR 430 subpart B cover performance management for senior-level and 

scientific and professional employees.]

USING APPRAISAL AND RATING INFORMATION 

Important consequences flow from executive performance appraisals, as they should in any 

performance-based personnel system. To underscore the importance for agencies to establish 

sound performance management systems, below is a list of executive personnel actions that must 

be based on performance appraisals and ratings. The annual summary rating, and the appraisal 

information on which it is based, shall be used as a basis for making decisions in the following 

situations, as indicated: 

Pay Adjustments 

Under 5 U.S.C. 5382 and 5383, each senior executive shall be paid at one of the rates within the 

SES pay range based on individual performance, contribution to the agency’s performance, or 

both, as determined under a rigorous performance management system. [See Chapter 5, SES 

Pay, Adjusting Individual Pay Rates.] 

Performance Award 

Under 5 U.S.C. 5384, only a career appointee who has a Fully Successful rating or higher is 

eligible for a performance award. [See Chapter 6, Awards, Performance Awards.] 

Performance Removals 

If the annual summary rating is less than the Fully Successful level, the agency must take the 

personnel actions required by 5 U.S.C. 4314(b) as follows: 

• The executive must be reassigned or transferred to another position within the SES, or 

removed from the SES, for one Unsatisfactory rating; 

• The executive must be removed from the SES for two Unsatisfactory ratings in a fiveyear period; or 

• The executive must be removed from the SES for two less than Fully Successful ratings 

(Unsatisfactory or Minimally Satisfactory) in a three-year period. 
SES Desk Guide December 2020 4-4 

The agency must provide assistance in improving performance for those executives retained in 

the SES. This may include formal or on-the-job training, counseling, or closer supervision. 

The agency must inform the executive of the effect of any personnel action being taken. If the 

executive is being retained in the SES, he or she should be advised of the effect of another less 

than Fully Successful rating. 

Reduction in Force 

Under 5 U.S.C. 3595(a), the determination of who shall be removed from the SES in a reduction 

in force (RIF) is made through competitive procedures based primarily on performance. [See 

Chapter 9, Reduction in Force.] 

Executive Development 

Under 5 CFR 412.401(a), each agency must establish a program(s) for the continuing 

development of its senior executives in accordance with 5 U.S.C. 3396(a). Such agency 

programs must include preparation, implementation, and regular updating of an Executive 

Development Plan (EDP) for each senior executive. Using input from the performance 

evaluation cycle, EDPs should be reviewed annually and revised, as appropriate, by an ERB or 

similar body designated by the agency to oversee executive development. [See Chapter 7, 

Executive Development.] 

PERFORMANCE APPRAISAL SYSTEMS 

Basic SES Performance Appraisal System 

The Basic SES Appraisal System, developed by OPM with extensive participation by interagency working groups, satisfies the regulatory system standards at 5 CFR 430.305 and 

promotes consistency, clarity, equity, and mutual regard for SES appraisal processes, standards, 

feedback, and ratings across Government. Implementation of the Basic SES Appraisal System 

also provides a streamlined and efficient means for SES performance appraisal systems to be 

approved and certified by OPM. Agencies are strongly encouraged to adopt and adapt, as 

appropriate, the Basic SES Appraisal System to meet their specific needs. Agencies must 

continue to comply with all laws and regulations pertaining to SES and SL/ST certification, pay, 

awards, and performance management. Visit the SES and SL/ST MAX Portal for the latest 

information and resources on the Basic SES Appraisal System. 

Agency Responsibilities 

Each agency must establish and maintain one or more SES performance appraisal systems that 

will encourage excellence in performance. An agency may develop its own performance 

appraisal system that must include the requirements identified below or adopt the Basic SES 

Appraisal System, which incorporates all the requirements. 

The performance appraisal system must provide for— 
SES Desk Guide December 2020 4-5 

1. Identifying executives covered by the system; 

2. Monitoring progress in accomplishing critical elements and performance requirements 

and conducting progress reviews at least once during the appraisal period; 

3. Establishing an official performance appraisal period for which an annual summary 

rating must be prepared; 

4. Establishing a minimum appraisal period of at least 90 days; 

5. Ending the appraisal period at any time after the minimum period is completed, but 

only if the agency determines there is an adequate basis on which to appraise and rate the 

executive’s performance and the shortened appraisal period promotes effectiveness; and

6. Establishing criteria and procedures to address performance of executives who are on 

detail, temporarily reassigned, or transferred. 

Each agency performance appraisal system also must incorporate the following system 

standards— 

1. Use critical elements based on OPM-validated executive competencies; 

2. Align critical elements and performance requirements with agency mission and 

strategic planning initiatives; 

3. Establish five summary performance levels as follows: 

• An Outstanding level; 

• An Exceeds Fully Successful level; 

• A Fully Successful level; 

• A Minimally Satisfactory level; and 

• An Unsatisfactory level. 

Agencies choosing to use agency-specific terms for the levels must include equivalency 

statements for the five summary levels: 

4. Define performance standards for each of the summary rating levels; 

5. Appraise each executive’s performance at least annually against requirements and 

standards; 

6. Derive an annual summary rating through a mathematical method that ensures an 

executive’s performance aligns with level descriptors contained in performance 

standards, which clearly differentiate levels above fully successful, while prohibiting a 

forced distribution of rating levels; and

7. Use performance appraisal as a basis to adjust pay, reward, retain, develop, remove 

executives, or make other personnel decisions. 

Agencies must— 

1. Submit proposed SES performance appraisal systems to OPM for approval; 

[Note: An Office of Inspector General should establish and submit its proposed SES 

performance appraisal system separately from the agency SES system.] 

2. Provide appropriate training and information to agency leadership, supervisors and 
SES Desk Guide December 2020 4-6 

executives on the performance appraisal system; 

3. Evaluate the effectiveness of their performance appraisal system(s) on a periodic basis 

and implement improvements as needed. Evaluations must provide for both assessment 

of effectiveness and compliance with relevant laws, OPM regulations, and OPM 

performance appraisal policy; and 

4. Establish timelines for communicating performance plans, conducting appraisals, and 

assigning and communicating annual summary ratings. 

OPM Responsibilities 

OPM approves agency performance appraisal systems and provides guidance on their 

implementation. If OPM finds that an appraisal system does not meet legal and regulatory 

requirements, it shall direct the agency to implement appropriate system changes. 

OPM, with concurrence from OMB, certifies agency performance appraisal systems. If 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. An 

agency’s system certification is automatically suspended when OPM withdraws performance 

appraisal system approval or mandates corrective action because of misapplication of the system. 

PLANNING PERFORMANCE 

Individual Performance Plans 

Performance plans must be established for all SES members (including individuals serving on 

career, noncareer and limited appointments) on or before the beginning of the appraisal 

period. A template for an executive performance plan is included as part of the Basic SES 

Appraisal System and is available on the SES and SL/ST MAX Portal.

Performance plans must be developed in consultation with the executive. The executive’s 

immediate supervisor must communicate the plan to the executive in writing, including through 

the use of automated systems. Additionally, executive performance plans must describe the 

individual and organizational expectations for the appraisal period that clearly fall within the 

senior executive's area of responsibility and control. 

Each executive performance plan must include—

1. Critical elements that reflect individual performance results or competencies and 

organizational performance priorities within the executive’s area of responsibility and 

control, which are based on OPM-validated executive competencies; 

2. Performance standards describing each level of performance at which a senior 

executive’s performance can be appraised. Performance standards for a level of 

performance establish the general expectations an executive must meet to be rated at a 

particular level and the benchmark for developing associated performance requirements; 

and 

3. At a minimum, performance requirements that describe expected accomplishments or 
SES Desk Guide December 2020 4-7 

demonstrated competencies at the Fully Successful level. Performance requirements may 

also be established for other levels of performance. Performance requirements must be 

aligned with agency mission and strategic planning initiatives and must contain measures 

of the quality, quantity, timeliness, cost savings, or manner of performance, as 

appropriate, expected for the applicable level of performance. 

Critical elements, performance standards, and requirements must be consistent with the goals and 

performance expectations in the agency’s strategic planning initiatives. An agency performance 

appraisal system may also provide for review or approval of an executive’s proposed 

performance plan by a higher-level supervisor or committee (e.g., the Performance Review 

Board) prior to implementation. This may help ensure that performance elements and 

requirements are in accord with mission requirements and planned resource allocations, are 

consistent among supervisors and across organizational lines, and are fair and equitable. If the 

reviewer does not agree with the performance plan, it can be returned to the supervisor and 

executive for modification. 

The agency performance appraisal system should provide for revision of the performance plan 

during the appraisal period if modifications are necessary due to factors such as changes in 

agency or organizational priorities, available resources (e.g., budget or staff), deadlines, or 

workload. The supervisor should consult with the executive and provide the executive in 

writing, including through the use of automated systems, with any modification of the plan. If 

changes occur with fewer than 90 days (or other agency prescribed minimum) remaining in the 

official appraisal period, the agency should consider: (1) ending the appraisal period on schedule, 

appraising affected elements based on prior performance requirements, and implementing new 

performance requirements in the next appraisal period; (2) extending the current appraisal period 

so that an executive’s ratings can take into account performance under the revised performance 

requirements; or (3) closing out the current appraisal period early and initiating a new appraisal 

period that will run longer than 12 months. Whenever possible, an executive should be rated on 

schedule to promote consistency, stability, and objectivity in appraisal. However, an executive 

must have adequate time to perform before being appraised against performance requirements 

that have changed. 

MONITORING PERFORMANCE 

A supervisor must conduct at least one progress review with an executive during the appraisal 

period. Supervisors must monitor each executive’s performance during the appraisal period and 

provide feedback on meeting the performance requirements described in the plan. Supervisors 

must advise executives on how to improve their performance. The progress review may be 

conducted informally rather than formally with a written appraisal but the fact that it took place 

should be documented. 

The progress review can also be used as an opportunity to modify critical elements and 

performance requirements to reflect changes that may have taken place since the performance 

plan was initially developed. 
SES Desk Guide December 2020 4-8 

APPRAISING PERFORMANCE 

Rating all Executives 

All senior executives (including individuals serving on career, noncareer and limited 

appointments) must be assigned an annual summary rating. The following are inappropriate 

reasons for not assigning a rating to an executive at least annually (this list is not exhaustive, but 

rather represents common situations): 

• The executive’s rating official departed before a rating was assigned – in such a situation, 

the next-level supervisor and/or reviewing official should assume the responsibility for 

observing and appraising performance and assigning an initial rating; 

• Not rating executives because they are limited term, limited emergency, or noncareer 

appointees – all executives, regardless of appointment type, must be rated at least 

annually; or 

• Not rating executives because they were not assigned to a performance plan – all 

executives should be assigned to a performance plan on or before the beginning of the 

appraisal period. 

Extending the Appraisal Period

The agency SES appraisal system must indicate the beginning and end dates of the official 

appraisal period. The agency SES performance appraisal system must also establish a minimum 

appraisal period of at least 90 days. If an executive has not served the minimum period, the 

appraisal period must be extended. 

For instance, a new executive is appointed to a position effective September 1. The agency’s 

appraisal cycle ends September 30. Listed below are possible options for extending the appraisal 

period. 

1. The executive’s appraisal period is extended to November 30 allowing for completion of 

the 90-day minimum period; or 

2. The executive’s appraisal period is extended to a total of 13 months, adding the 

additional month to the next 12-month appraisal period. 

In considering the options for extending the appraisal period, agencies should review their pay 

policies and the impact possible extensions could have on an executive’s pay. 

An agency may terminate the appraisal period at any time after the minimum period if there is an 

adequate basis on which to appraise and rate an executive’s performance and doing so will 

promote effectiveness. 

When an executive cannot be evaluated due to special circumstances that take the executive 

away from normal duties (e.g., extended sick leave), the supervisor should document the special 

circumstances on the appraisal form. 
SES Desk Guide December 2020 4-9 

Reassignment or Transfer of Executive

If an executive is reassigned, or transferred to a new agency, and had been in the former position 

for more than the minimum appraisal period, the former supervisor must appraise the executive’s 

performance in writing, including through the use of an automated system, before the executive 

leaves and provide this information to the executive. 

The most recent annual summary rating and any subsequent appraisals must be transferred to the 

gaining agency or organization. The gaining supervisor must consider the rating and appraisals 

when deriving the initial summary rating at the end of the appraisal period. 

At times, an executive may receive an interim summary rating in a former position upon 

reassignment or transfer but will not have served in the new position for the minimum appraisal 

period. (For example, the executive is reassigned on August 1, and the period ends on 

September 30.) The agency system description or policy documentation should specify what to 

do in these instances. Listed below are possible options for addressing the situation: 

1. The agency may provide that the appraisal period will be extended until the executive 

has served the minimum period in the new position, so that the executive’s initial 

summary rating can take into account the appraisal for that position along with any 

interim summary ratings for former positions held during the appraisal period; or 

2. The agency may provide that the appraisal period will end as scheduled and the initial 

rating will be based on the interim summary rating, or ratings, received during the 

appraisal period. 

Detail of Executive 

If an executive is detailed for 120 days or longer to another position within the agency, the 

supervisor shall provide written critical elements, performance standards, and requirements as 

soon as possible after the beginning of the detail and appraise the executive’s performance in 

writing, including through the use of automated systems. A detail does not remove the 

requirement for an agency to rate executives annually, and the supervisor of the executive’s 

position of record remains responsible for preparing the initial rating used in determining the 

detailed executive’s annual summary rating for the appraisal cycle. The supervisor of the detail 

must therefore provide timely appraisal information for the executive’s supervisor of record to 

consider in preparing the initial rating. If an executive is detailed to a position outside the 

agency, to include by Intergovernmental Personnel Act (IPA) assignment to a non-federal 

organization, for more than the agency’s minimum appraisal period, the supervisor of record 

must make a reasonable effort to obtain appraisal information from the outside organization for 

use in preparing the detailed executive’s initial summary rating. For any interagency detail, the 

borrowing agency’s obligation to provide appraisal information to enable the lending agency to 

conduct performance appraisal for the executive should be addressed before the detail begins. 

Departure of Supervisor 

Although not required by regulation, agencies may provide that supervisors who are leaving their 
SES Desk Guide December 2020 4-10 

positions must give an interim summary rating for all executives who have been under their 

supervision for the minimum appraisal period. 

Appointment of New Supervisor 

If, at the conclusion of the appraisal period, the supervisor has served for less than the minimum 

appraisal period, there are several options available, depending on agency policy, including the 

following: 

• the new supervisor may give the initial summary rating; 

• the next level supervisor may give the initial summary rating, if that supervisor has 

sufficient knowledge of the executive’s performance; or 

• the appraisal period may be extended to allow a minimum appraisal period under the new 

supervisor before the initial summary rating is given. 

In all cases, the initial summary rating must take into account interim summary ratings prepared 

by previous supervisors. 

Moratorium 

Performance appraisals and ratings for career appointees may not be made within 120 days after 

the beginning of a new Presidential administration [5 U.S.C. 4314(b)(1)(C)]. When the new 

President is inaugurated on January 20, appraisal actions may not be taken until May 21 unless 

the inauguration is for a second term of a continuing presidency. 

The moratorium applies to all phases of the formal appraisal process—the initial summary rating 

recommendation by the supervisory official, any review by a higher-level official, review and 

recommendation by the Performance Review Board (PRB), and the annual summary rating by 

the appointing authority. The length of the performance appraisal period is not extended by the 

moratorium, which merely delays the appraisal and rating actions.

The moratorium does not preclude the issuance of a written appraisal when an executive changes 

positions, as required by 5 CFR 430.310, or when the supervisor leaves if agency policy requires 

a rating at that time. A progress review is not a formal appraisal and is not subject to the 

moratorium. Additionally, a reduction in pay based on a less than Fully Successful annual 

summary rating assigned prior to the beginning of a new Presidential administration is not 

subject to the moratorium. 

RATING PROCESS 

Initial Summary Rating 

The initial summary rating is the summary rating of the executive’s performance made by the 

supervising official (normally the immediate supervisor) and provided to the Performance 

Review Board. The supervising official assigns an initial summary rating based on an evaluation 

of the executive’s performance against individual critical elements, performance standards, and 

requirements in the executive’s performance plan. 
SES Desk Guide December 2020 4-11 

In addition to balanced measures based on customer and employee perspective found in the 

performance plan, the agency’s SES appraisal system also must require the consideration of 

performance appraisal guidelines as a factor when assigning an initial summary rating. 

Guidelines must be based upon assessments of organizational performance and provided by the 

oversight official to senior executives, rating and reviewing officials, PRB members, and 

appointing authorities at the conclusion of the appraisal period and before completion of the 

initial summary ratings. 

Appraisal of elements. The executive must be appraised on each critical element in the 

performance plan, unless the executive has had insufficient opportunity to demonstrate 

performance on the element. The rating for each critical element depends on the degree 

to which the executive has achieved the performance requirement(s) for the element and 

met the performance standards. A brief explanation justifying the rating level selected, 

along with specific examples of accomplishments or failure, is desirable to communicate 

the basis for the supervising official’s judgment and to support later steps in the process, 

particularly if the rating is below the Fully Successful level. The agency’s appraisal 

system must include a mathematical method to derive an initial summary rating from the 

assessments/ratings on individual elements. 

Consideration of interim ratings. In preparing the initial summary rating, the 

supervising official must consider and appropriately factor in any interim summary rating 

prepared for an executive who changed positions during the appraisal period, any ratings 

on critical elements prepared for an executive on detail within the agency, and any 

appraisal information obtained on an executive detailed to another agency or outside 

organization. 

Discussion with executive. There must be a discussion between the supervising official 

and the executive so that the official can review the appraisal with the executive, provide 

guidance and any necessary counseling, and receive feedback from the executive. The 

official should discuss and document areas for future emphasis or training and 

development. 

Proposed ratings. An agency may elect to have proposed initial summary ratings 

considered by the next level supervisor to help ensure that appraisals are done in a 

uniform and equitable manner. Following this review, the supervising official would 

assign the official initial summary rating. 

Executive rights. The executive must be given a copy of the official initial summary 

rating and advised of the right to respond in writing. The executive must also be advised 

of the right to request a higher-level review of the rating, if such a review is not 

mandatory following the initial rating. 

Higher-Level Review 

The agency’s performance appraisal system or internal operational policy should specify when 

the higher-level review is to take place and how the reviewer is to be determined. The reviewer 

must be at a higher organizational level than the supervising official, but not necessarily in the 

same organization. The reviewer should not be a member of the PRB or an official who 

participated in determining the initial summary rating. If agency policy requires that all 
SES Desk Guide December 2020 4-12 

proposed initial ratings be reviewed by the next level supervisor, then the next level supervisor is 

considered to be involved in the initial rating process. 

The higher-level reviewer must be given a copy of any written response made by the executive 

regarding the initial rating. The agency may also provide the reviewer with additional 

information deemed relevant for conducting the review as outlined in the agency’s policy. The 

review must precede action by the Performance Review Board, so that the Board will have the 

opportunity to consider the reviewer’s comments in its deliberations. 

An executive is entitled to only one higher-level review during the rating process. Some 

agencies provide for a mandatory higher-level review of all initial ratings by an official who was 

not involved in the initial rating process. In those circumstances, if the executive’s written 

comments on the initial rating are considered by the mandated reviewer, then no further higherlevel review is required. However, an executive must be given the opportunity to respond in 

writing to the initial appraisal provided to the PRB. An official who has authority to change the 

initial rating provided to the PRB cannot provide the higher-level review to which an executive 

is entitled. 

If a senior executive declines review by agency-designated higher-level officials, the agency may 

offer an alternative review but is not obligated to do so since the agency has provided an 

opportunity for higher-level review. The agency must document the executive’s declination of 

the higher-level review opportunity before offering an alternative review. 

Alternative Review

When an agency cannot provide a review by a higher-level official for an executive who receives 

an initial summary rating from the agency head because no such higher-level official exists in the 

agency, the agency must offer an alternative review by an official the agency deems appropriate 

other than an official involved in determining the initial summary rating or a PRB member. An 

agency should also offer an alternative review in other circumstances where no higher-level 

official exists in the agency. 

OPM regulations provide for alternative review only when the higher-level review, as defined in 

statute, is not possible, or those higher-level review opportunities offered by the agency are 

declined (in which case, alternative review is at the agency’s option). Since this applies where 

higher-level review as provided in statute is not available or has been declined, an agency may 

provide for alternative review by an official who is not at a higher-level or who is not within the 

agency, as needed. 

An official providing the higher-level review or an alternative review is authorized to present the 

findings of the review and make recommendations, but not to change the initial summary rating. 

Copies of the reviewer’s findings and recommendations must be provided to the executive, the 

supervising official who gave the initial summary rating, and the Performance Review Board. 

Annual Summary Rating 

The annual summary rating is the official final rating for the appraisal period assigned by the 

appointing authority (and may not be delegated to an official who does not have authority to 

make SES appointments), after considering (1) the initial summary rating; (2) any input from the 
SES Desk Guide December 2020 4-13 

executive; (3) any higher-level review; and (4) the recommendations of a Performance Review 

Board. Agencies should complete all steps in the rating process in time for the annual summary 

rating to be communicated to the executive in writing, including through the use of automated 

systems, normally no later than three months after the end of the appraisal period. Annual 

summary ratings should be based on an appraisal of both individual and organizational 

performance. 

The annual summary rating shall be provided to the executive and the supervising official who 

made the initial summary rating. Review of the annual summary rating is subject to the 

following provisions: 

• Under 5 U.S.C. 4312(d) and 5 CFR 430.309(d), there is no appeal of the annual summary 

rating; 

• A career appointee may file a complaint with the Office of Special Counsel on any aspect 

of the rating process that the individual believes to involve a prohibited personnel 

practice; and 

• A non-probationary career appointee who is removed from the SES as a result of the 

performance rating may request an informal hearing before the Merit Systems Protection 

Board on the removal. 

An annual summary rating cannot be changed based on additional information obtained after the 

annual summary rating. If the agency receives additional information regarding the executive’s 

performance that has any bearing on his/her performance in the current appraisal period, it 

should be addressed appropriately and given consideration during the ensuing rating cycle. 

PERFORMANCE REVIEW BOARD (PRB) 

Each agency must establish one or more Performance Review Boards (PRB) to make 

recommendations to the appointing authority on the performance of executives (career, 

noncareer, and limited appointees), including recommendations on performance ratings, 

performance-based pay adjustments, and performance awards. 

Membership 

Size. Each PRB shall have three or more members appointed by the agency head or by 

another official or group (such as the Executive Resources Board) acting on behalf of the 

agency head. 

Composition. PRB members must be appointed in such a manner as to assure 

consistency, stability, and objectivity in performance appraisal. Agency heads are 

encouraged to consider diversity and inclusion in establishing their PRBs. 

PRB composition can include all types of executives (e.g., noncareer appointees and 

military officials as well as career appointees) from both within and outside the agency. 

OPM recommends that members of the PRB have maintained at least Fully Successful 

performance ratings, possess an understanding of the agency appraisal system, and 

occupy SES or equivalent positions. 
SES Desk Guide December 2020 4-14 

Career membership. More than one-half of the membership of a PRB must be SES 

career appointees when reviewing appraisals and recommending performance-based pay 

adjustments or performance awards for career appointees. SES members from other 

agencies may be used to meet this requirement when it cannot be met by using an 

agency’s own career SES members. Exceptions to this requirement may be granted by 

OPM on receipt of a written request from the agency. However, since SES career 

executives from outside an agency may serve on PRBs, exceptions will be granted only 

in very rare circumstances. 

Publication. Prior to serving on a PRB, the name of each PRB member must be 

published in the Federal Register. For large agencies, it may be practical to establish a 

PRB roster. An agency could appoint individuals to a PRB roster with multi-year 

membership terms, publish their names in the Federal Register, including the 

membership time period, and then establish specific PRBs from this roster. 

Small agencies. PRB requirements in 5 U.S.C. 4314(c) and 5 CFR 430.311 apply to all 

executive agencies, including very small agencies where the agency head makes both the 

initial and final appraisal for each agency executive. The head of the agency must 

establish a PRB, publish names of PRB members in the Federal Register before their 

service begins, and finalize executive ratings only after considering PRB 

recommendations. A small agency intending to select PRB members from another 

agency’s published list should either arrange to state that intent in the applicable FR 

notice or publish its own FR notice to identify the published agency list from which its 

PRB members will be drawn. 

Procedures 

Each PRB reviews and evaluates the initial summary rating by the executive’s supervisory 

official, the executive’s written response (if any), and the written review of the initial summary 

rating by a higher-level executive, if such a review was made. 

The PRB must be provided and take into account appropriate assessments of organizational 

performance when making recommendations on performance ratings of executives. Guidelines 

for using organizational performance results are provided by the oversight official to senior 

executives, rating and reviewing officials, PRB members, and appointing authorities at the 

conclusion of the appraisal period and before completion of the initial summary ratings. In its 

deliberations, a PRB may obtain additional records and statements, and may call witnesses. The 

PRB may not review an initial summary rating to which the executive has not been given the 

opportunity to respond in writing, including through the use of automated systems. 

The PRB should attempt to achieve equity and consistency among the ratings of executives as 

well as the accuracy and fairness of individual ratings. It is within the PRB’s purview to ensure 

that organizational accomplishments have been properly taken into account in the appraisals of 

individual performance. The PRB should consider guidance provided by the Oversight Official 

or agency head concerning the extent to which performance of senior executives has brought 

about organizational accomplishments consistent with strategic targets established for those 

components. 
SES Desk Guide December 2020 4-15 

What to Avoid in the PRB

PRB members are prohibited from making recommendations to achieve a forced or artificial 

distribution (such as a bell curve) of rating levels for senior executives.

PRB members may not be involved in deliberations involving their own appraisals, performancebased pay adjustments, and performance awards. Agencies may also, if they wish, exclude 

members from actions involving their own supervisors and subordinates. (An exception is when 

the member is called as a witness before the PRB.) A majority of participating PRB members 

must be SES career appointees when acting on a career appointee’s appraisal, performance-based 

pay adjustments, or performance award recommendation. 

Recommendations to the Appointing Authority 

As provided in 5 CFR 430.311(b)(2), the PRB must make a written recommendation, including 

through the use of automated systems, to the appointing authority concerning an executive’s 

annual summary rating (5 U.S.C. 4314(c); 5 CFR 430.311), performance-based pay adjustment 

(5 U.S.C. 5382; 5 CFR 534.404) and performance award (5 U.S.C. 5384; 5 CFR 534.405). 

When the PRB does not concur with the initial rating, or when the record shows employee or 

reviewing official disagreement with the initial rating, the PRB should provide a written 

explanation of the basis for its recommendation that is consistent with the derivation method 

used in the agency’s SES appraisal system. 

PRBs should establish adequate means for documenting the written recommendations to the 

appointing authority about each senior executive’s annual summary rating, performance-based 

pay adjustment, and performance award. The written recommendations provided by the PRB 

should also be distinguishable from documentation of the appointing authority’s final 

determinations. 

OTHER GUIDANCE 

USERRA 

Appraisal law and regulations require appraising executives at least annually and USERRA 

requires the agency to treat the executive as if he or she never left the agency. When no current 

rating is available and there is no way to conduct an appraisal for the executive (i.e., the 

minimum appraisal period cannot be met and the appraisal period cannot be extended), agencies 

must find another method, such as a carryover or modal rating, to serve as a basis for granting 

pay adjustments and/or performance-based award (if warranted by OPM and agency policy). 

(See Chapter 5 for information on SES pay.) OPM has no preferred method for doing this. An 

agency must decide upon the most appropriate method in view of the agency’s performance 

appraisal practices and results. 

If the executive was on military duty for a majority of the appraisal period and returned prior to 

the end of the appraisal cycle (but will not have satisfied the minimum appraisal period at the 

time appraisals are conducted), agencies should follow 5 CFR 430.309(c) and extend the 
SES Desk Guide December 2020 4-16 

appraisal period until the minimum appraisal period is met. This may require a reconvening of 

the PRB. 

The rating that is used for USERRA purposes is not used as a rating of record; it is only used to 

provide the pay adjustment and/or performance-based bonus that the employee would have 

received if not away serving the military. 

Timing of Rating 

Agencies should complete all the steps in the rating process in time for the annual summary 

rating to be communicated to the executive in writing, including through the use of automated 

systems, normally within 3 months of the end of the appraisal period. 

Distribution of Ratings 

An agency may not prescribe a distribution of levels of ratings for executives. Agencies must 

avoid any policies or practices that would lead to pre-determined ratings/a forced distribution. 

Communication of System Application Results 

Agencies must communicate to executives in writing, including through electronic 

communication, the results of the previous appraisal period (i.e. overall ratings distribution, and 

average pay adjustment and average performance award percentages for each rating level). Such 

action is likely to promote confidence in the fairness of the process and is a certification criterion 

with which agencies must comply. Where such communication might compromise individual 

performance information, it is acceptable to communicate only the average rating, pay increase, 

and award. In very small organizations (less than five executives), this requirement may be 

waived. 

Documentation and Records 

Agencies must retain SES annual summary ratings and the performance plans on which they are 

based for at least five years from the date the annual summary rating is issued. [See 5 CFR part 

293 and OPM’s Guide to Personnel Recordkeeping.] 

PERFORMANCE APPRAISAL CERTIFICATION FOR PAY PURPOSES 

Certification, which applies to SES and Senior-Level (SL) or Scientific and Professional (ST) 

appraisal systems only, 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 senior executives or senior professionals are significant 

features of a Federal compensation system that gives the highest pay to agencies' highest 

performing employees. In order to access the flexibilities offered by these statutes and 

regulations, agencies must first obtain certification from OPM, with OMB concurrence, of their 

applicable performance appraisal system(s) under subpart D of 5 CFR part 430. An Office of 
SES Desk Guide December 2020 4-17 

Inspector General must obtain certification of its SES performance appraisal system separately 

from the agency SES system. 

Certification may be granted for a period not to exceed 24 months beginning on the date of 

certification, unless extended by the Director of OPM for up to six additional months (this 

request is granted in limited circumstances such as when an agency has requested approval of its 

adoption of the Basic SES or SL/ST Appraisal System). Generally, the length of the period for 

which certification is granted will be determined by the degree to which the agency submission 

meets the criteria for certification. To assist in preventing a lapse in certification, an agency 

under the Basic SES or SL/ST Appraisal System should submit its request for certification three 

months prior to the expiration of its current certification. Other agencies using agency-designed 

appraisal systems should submit their requests for certification six months prior to the expiration 

of their current certification. 

Pay Limitations 

An agency may set the rate of basic pay for a senior executive or senior professional 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 appraisal system may set the rate of basic pay 

for a senior executive or senior professional 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 information on SES pay.) 

CERTIFICATION PROCESSES 

Certification regulations contained in 5 CFR 430 Subpart D require performance appraisal 

systems for SES and SL/ST employees to meet the same certification criteria (see Certification 

Criteria section below). The processes used by OPM to review systems’ compliance with those 

requirements differ based on the type of system for which certification is requested. Meaningful 

distinctions in performance must be accomplished through an agency's performance appraisal 

systems for both SES and SL/ST employees. Additionally, systems must ensure pay 

differentiation, so that SES or SL/ST employees who have received the highest performance 

ratings also receive the largest corresponding pay adjustments, performance awards, and levels 

of pay. 

Certification 2.0 - Changes to SES and SL/ST Performance Appraisal System 

Certification Process

In November 2018, OPM revised the SES and SL/ST Performance Appraisal System 

Certification Process. A significant amount of administrative improvement was made to the 

process, hereafter referred to as Certification 2.0, that reduces agency burden and minimizes the 

time and resources spent on preparing and reviewing certification submissions. Certification 2.0

applies to agencies that request certification of OPM-approved basic SES or SL/ST performance 

appraisal systems; agencies that have designed their own appraisal systems will continue to use 

the SES or SL/ST Performance Appraisal Assessment Tool (PAAT) to request certification. The 
SES Desk Guide December 2020 4-18 

certification criteria at 5 CFR 430.404(a) have not changed and agencies must continue to 

comply with all laws and regulations pertaining to SES and SL/ST certification, pay, awards, and 

performance management. 

Certification 2.0 places more responsibility on agencies in verifying the proper application of 

their SES performance system, 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. 

Key changes under Certification 2.0 include— 

• Agencies are no longer required to submit performance plans with certification 

requests; 

• Automatic renewal of fully certified appraisal systems based on OPM and OMB 

review of annual data submissions to determine that ratings, pay, and awards 

decisions comply with statutory and regulatory requirements; and 

• The option for agencies to show pay differentiation using the combination of 

performance-based pay adjustments and performance awards, referred to as 

“annual performance-based compensation.” 

Descriptions of Key Changes

Automatic Renewal of Fully Certified Appraisal Systems 

Following full certification under Certification 2.0, an agency’s system will be renewed for an 

additional two calendar years if the agency meets the annual reporting requirements in 5 CFR 

430.405(g) and, based on those annual reports, OPM determines and OMB concurs, that the 

appraisal system continues to meet the certification criteria in 5 CFR part 430, subpart D.

Aligned Results - Removing Review of Performance Plans 

Agencies are no longer required to submit a sample of SES or SL/ST performance plans as 

part of a certification submission. Instead, the agency’s Oversight Official will verify in the 

certification request letter that the agency is in compliance with the Aligned Results criterion. 

Agencies continue to be responsible for establishing SES and SL/ST performance plans in 

accordance with law, regulation, and the SES and SL/ST basic systems. 

Pay Differentiation through “Annual Performance-Based Compensation” 

Senior employees who have demonstrated the highest levels of individual performance and/or 

contribution to the agency’s performance must receive the highest annual summary ratings or 

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 performance-based pay adjustments and performance awards separately; 

however, Certification 2.0 introduced an additional option for agencies to demonstrate pay 

differentiation—the annual performance-based compensation (APBC) methodology. APBC 

allows agencies to show differentiation using the combination of performance-based pay 

adjustments and performance awards. 
SES Desk Guide December 2020 4-19 

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 senior employees’ 

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— 

1) it is the initial request for system certification under Certification 2.0; or 

2) 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 senior employees, rating and reviewing officials, and Performance Review Board 

(PRB) and central review panel members to demonstrate that appraisal of SES and SL/ST 

performance is based on both individual and organizational performance. OPM provides an 

optional template that agencies may use in crafting communication of Organizational 

Assessment and Guidelines. Agencies are only required to submit Organizational Assessment 

and Guidelines documentation if—

1) it is the agency’s initial request for system certification under Certification 2.0; or 

2) the system’s most recent certification under Certification 2.0 was provisional. 

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. 

Automatic Renewal 

Under Certification 2.0, an agency’s applicable performance appraisal system (SES or SL/ST) 

will be eligible for automatic renewal when that system receives full certification. Under the 

automatic renewal process, OPM will—

• Review the agency’s pay policy whenever updated or, if there are no updates, review at 

least every five years; 
SES Desk Guide December 2020 4-20 

• Ensure (per regulation), the agency head or designee requests certification through a 

written request to OPM every two years; (however, the request letter, verification 

statement, and annual ratings, pay, and awards data will be the only required submission 

materials); and 

• Review the agency’s annual data submission and contact the agency to address any 

issues that may arise.

Tools and Templates 

To assist agencies in fulfilling Certification 2.0 criteria, a variety of tools and templates are 

available. They can be found on the SES and SL/ST MAX Portal in the Resources section. 

Required Templates 

• Oversight Verification Statement - Enables the Oversight Official to attest that all of 

the certification criteria, as outlined and defined in 5 CFR part 430, subpart D and OPM 

policy, have been met. 

• Ratings Distribution Justification Template - Designed to capture the number of senior 

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. 

• Annual Data Call Spreadsheet - Mechanism used by agencies to submit annual data on 

senior employees’ final summary performance ratings, and all pay and awards data. 

Optional Templates 

• SES/SL/ST 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 senior 

employee ratings. 

• SES and SL/ST Pay Policy Templates - May be used by agencies to establish the 

written procedures required by regulation for setting and adjusting pay for senior 

employees. 

• SES/SL/ST Appraisal System Certification 2.0 Request Checklist - Designed for 

agencies to use when developing and/or reviewing required documentation and templates 

submitted to OPM for requesting certification. 

• SES Pay Policy Checklist - Designed as a convenient tool for agencies to use to 

compare their SES pay policy with regulatory requirements and recommendations of 

OPM.

• SES Pay Fact Sheet with Questions and Answers - Covers SES pay sections in 5 CFR 

part 534, subpart D along with frequently asked SES pay questions. 

• SL/ST Pay Policy Guidance – 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. 

SES and SL/ST Performance Appraisal Assessment Tool (PAAT)

Agencies using their own OPM-approved appraisal system (different from the Basic SES or 
SES Desk Guide December 2020 4-21 

SL/ST Appraisal System) must request system certification using the SES Performance 

Appraisal Assessment Tool (PAAT) and/or the SL/ST PAAT, as appropriate. Agencies may 

contact OPM’s Executive Resources and Performance Management (ERPM) for assistance in 

submitting systems using the PAAT. 

CERTIFICATION CRITERIA 

To obtain certification of one or more appraisal systems, agencies must demonstrate that each

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 senior 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 

requirements for individual senior 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; 

• 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 SES or SL/ST Appraisal System, all performance requirements or 

objectives for results-focused critical elements must be written in terms of measurable results. 

Consultation 

Agencies must consult with senior employees in the development of their performance 

requirements. These performance requirements must be communicated to the employees at the 

beginning of the appraisal period 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 senior 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 Appraisal System(s), this criterion is no longer reviewed for 

certification purposes, but compliance is verified by the Oversight Official.

Balance 

Individual performance expectations must include measures of customer/stakeholder 
SES Desk Guide December 2020 4-22 

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 Appraisal System(s), this criterion is no longer reviewed for certification 

purposes, but compliance is 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 senior employees, rating and reviewing 

officials, Performance Review Board/Centralized Review Panel members, and appointing 

authorities at the conclusion of the appraisal period, but 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 Appraisal System(s), this criterion will 

be assessed by the agency with appropriate documentation provided to OPM as instructed. 

Oversight 

The appraisal system must provide for oversight by the designated individual who certifies that 

1) the appraisal process makes meaningful distinctions based on relative performance; 2) the 

results of the appraisal process take into account the agency’s organizational performance 

assessment; and 3) 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 a centralized review and assurance that the performance appraisal 

system is functioning as designed throughout the organization. 

Agencies should review the delegations of authority or other appropriate sources of assigned 

responsibilities to determine which official has been assigned these duties. Agencies are 

responsible for checking to see that the official has performed the assigned duties in a manner 

that ensures the appraisal requirements have been met. For agencies using the Basic Appraisal 

System(s), this criterion will be assessed by the agency with appropriate documentation provided 

to OPM as instructed. 

Accountability

For supervisory senior 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 Appraisal 

System(s), this criterion is no longer reviewed for certification purposes, but compliance is 

verified by the Oversight Official. 
SES Desk Guide December 2020 4-23

Performance Distinctions 

For agencies that have not adopted the Basic SES or SL/ST appraisal system, the appraisal 

system 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, and the 

annual administration of the system results 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 senior 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 SES or SL/ST system, 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 senior executives and senior 

professionals who have demonstrated the highest levels of performance and/or contributions to 

the agency’s performance receive the highest annual summary ratings or 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. OPM 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— 

• 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).

****

Note: An administrative edit was made to the 

SES Desk Guide in March of 2021 to remove an 

inaccurate example that was previously located in this space.

****
SES Desk Guide December 2020 4-24

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 a senior employee’s rating-based pay adjustment(s) 

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 adjustment(s) and rating-based award, separately. 

Agencies may demonstrate pay differentiation through one of two methodologies:

• Separate, in which each senior employee’s rating-based award and rating-based pay

adjustment(s) are evaluated independently of the other; or

• APBC, which is a combination (i.e., sum) of rating-based pay adjustment(s) and a ratingbased 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 versus APBC

The table below describes and delineates the methodologies by which agencies may demonstrate 

compliance with the pay differentiation criterion:
SES Desk Guide December 2020 4-25

APBC 

Rating-Based Pay Adjustment(s) + RatingBased Award 

SEPARATE 

Rating-Based Pay Adjustment(s) 

and Rating-Based Award, separately

• All senior employees rated Level 5 receive a

combination (i.e., sum) of rating-based pay

adjustment(s) and a rating-based award that

is more than any senior employee rated at

Level 4;

• All senior employees rated Level 4 receive a

combination of rating-based pay

adjustment(s) and a rating-based award that

is more than any senior employee rated at

Level 3; and

o If any senior employee is rated at

Level 3, then all employees at Level

4 must receive a higher combination

than all individuals at Level 3.

Senior 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 senior employees rated Level 5

receive rating-based pay adjustment(s)

and a rating-based award, separately,

that are more than that distributed to

those senior employees rated at Level

4; and

• All senior employees rated Level 4

receive rating-based pay adjustment(s)

and a rating-based award, separately,

that is more than that distributed to any

senior employee rated at Level 3.

o If any senior employee is rated

at Level 3, then all employees at

Level 4 must receive a higher

rating-based pay adjustment(s)

and a rating-based award,

separately than all individuals at

Level 3.

Senior 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 rating-based pay

adjustments and rating-based awards.

• All senior 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(s) or rating-based award

amounts distributed across rating

levels.

• May demonstrate differentiation in $

amounts or %, separately, in ratingbased pay adjustments and rating-based

awards.

• Senior employees with a salary at the

pay/tier cap are not assessed for pay

differentiation in the rating-based pay

adjustment(s) review; however, they

are assessed in the rating-based award

review.
SES Desk Guide December 2020 4-26

MRPs and Pay Differentiation 

For the purpose of demonstrating pay differentiation in SES populations, a pay increase to 

maintain relative position (MRP) is incorporated with the rating-based pay adjustment. Agencies 

do not need to show differentiation in MRPs unless it is the only type of rating-based pay 

adjustment being used to show pay differentiation (and the agency is using the Separate

methodology to demonstrate pay differentiation). In such a case, an agency must ensure that 

executives with higher ratings receive higher MRPs.

Lack of Pay Differentiation 

An agency’s performance appraisal system(s) 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 showing a lack of pay differentiation. It is critical that agencies’ SES and 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 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 senior executives and senior professionals 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 with few senior employees 

should keep in mind that they may neither disclose ratings for individuals nor pay or award 

amounts that would reveal the recipient’s rating.

Agencies must provide OPM with ratings, pay and awards data for their senior executives and 

senior professionals in accordance with the annual data call 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 will lose its authority to apply the higher 

maximum rate of pay and higher aggregate limit. Once certification expires, the agency cannot 
SES Desk Guide December 2020 4-27

set or adjust a senior executive’s or senior professional’s pay at a rate that exceeds level III of the 

Executive Schedule. (The rate of basic pay of a senior executive or senior professional that is 

above level III is not reduced upon expiration of certification.) Additionally, the agency must 

limit aggregate compensation received by a senior executive or senior professional to the rate for 

level I of the Executive Schedule. See 5 CFR part 550, subpart B for further information. 

OPM, with OMB concurrence, will certify the agency’s system once the agency demonstrates 

the system meets the certification criteria. 

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 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 a 

senior employee's pay at a rate that exceeds level III of the Executive Schedule. (The rate of 

basic pay of a senior employee that is above level III is not reduced upon suspension of 

certification. See Chapter 5, Restrictions on Reducing Pay.) Additionally, the agency must limit 

aggregate compensation received by a senior 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. 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.
SES Desk Guide December 2020 5-1

Chapter 5

CHAPTER 5: PAY AND OTHER COMPENSATION ......................................................... 5-2

CHAPTER NOTES ............................................................................................................. 5-2

SES RATE RANGE ............................................................................................................. 5-2

AGENCY RESPONSIBILITIES ........................................................................................ 5-3

Policy Requirements...................................................................................................... 5-3

Considerations When Creating Pay Policy.................................................................. 5-4

SETTING INDIVIDUAL PAY RATES............................................................................. 5-5

Initial Appointment to the SES..................................................................................... 5-5

Following a Break in SES Service ................................................................................ 5-5

Upon Reinstatement from a Presidential Appointment Requiring Senate 

Confirmation .................................................................................................................. 5-6

Upon Transfer ................................................................................................................ 5-6

ADJUSTING INDIVIDUAL PAY RATES ....................................................................... 5-7

Performance-Based Pay Increase................................................................................. 5-7

12-Month Rule................................................................................................................ 5-7

Pay Actions that Do Not Count Against the 12-Month Rule ..................................... 5-8

Exceptions to the 12-Month Rule ................................................................................. 5-8

Maintain Relative Position in the Rate Range ............................................................ 5-9

RESTRICTIONS ON REDUCING PAY ........................................................................ 5-11

AGGREGATE LIMITATION ON PAY ......................................................................... 5-12

OTHER PAY PROVISIONS ............................................................................................ 5-13

Premium Pay ................................................................................................................ 5-13

Pay Following Placement Outside the SES................................................................ 5-13

Pay for Employees on Detail or Transfer to an International Organization ......... 5-15

Recruitment, Relocation, and Retention Incentives ................................................. 5-15

Pay for Military and Civilian Retirees....................................................................... 5-16

Critical Position Pay .................................................................................................... 5-17

Pay for SES Positions Included under 5 U.S.C. 5314 - 5316.................................... 5-17
SES Desk Guide December 2020 5-2

CHAPTER 5: PAY AND OTHER COMPENSATION 

STATUTE: 5 U.S.C. 5307 and 5381-5385, 

REGULATIONS: 5 CFR Part 534, Subpart D; Part 530, Subpart B

Strong performance appraisal systems provide the necessary foundation for establishing pay-forperformance systems in which an individual’s pay is directly linked to accomplishments. It is 

within this framework that the Senior Executive Service (SES) pay-for-performance system 

operates. All agencies, regardless of whether they seek certification of their performance 

appraisal system(s), are required to operate pay-for-performance systems for their SES cadre. 

CHAPTER NOTES - Updated March 2021

1. On January 1, 2021, the President signed an Executive Order to implement the January

2021 pay adjustments. OPM issued a memorandum, CPM 2021-01, available at 

https://www.chcoc.gov/content/january-2021-pay-adjustments, providing guidance and 

general information on the 2021 pay rates for various pay systems.

2. Section 748 of division E of the Consolidated Appropriations Act of 2021 contains a

provision that continues the pay freeze on the payable pay rates for the Vice President and

certain senior political appointees at the rates of pay and applicable limitations on payable

rates of pay in effect on December 31, 2020, by operation of section 749 of division C of

Public Law 116-93 (December 20, 2019). The section 748 pay freeze is scheduled to end on

the last day of the last pay period that begins in calendar year 2021 (i.e., January 1, 2022, for

those on the standard biweekly pay period cycle). Future Congressional action will determine

whether the pay freeze continues beyond that date.

On January 1, 2021, OPM issued guidance providing information on the employees covered 

by the pay freeze, the rates of pay affected and exceptions to the pay freeze. See CPM 

2021-04 at https://www.chcoc.gov/content/continued-pay-freeze-certain-senior-politicalofficials-4.

SES RATE RANGE 

The SES pay range has a minimum rate of basic pay equal to 120 percent of the basic pay rate 

for GS-15, step 1 and the maximum rate of basic pay is equal to the rate for level III of the 

Executive Schedule (EX-III). However, for any agency having 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 will be the rate for 

level II of the Executive Schedule (EX-II). The minimum rate of basic pay for the SES rate 

range will increase consistent with any increase in the rate of basic pay for GS 15, step 1. The 

applicable maximum rate of basic pay for the SES rate range will increase with any increase in 

the rate for levels EX-II or EX-III under 5 U.S.C. 5318.

For SES employees stationed in Alaska, Hawaii, and U.S. Territories, Section 1912 of the 
SES Desk Guide December 2020 5-3

National Defense Authorization Act for Fiscal Year 2010 (Pub. L. 111-84, October 28, 2009) provides 

that SES employees whose official worksite was in one of the nonforeign areas on the day before 

the effective date of the section (defined as the first day of the first pay period beginning on or 

after January 1, 2010) will receive the locality pay rate for that area. The locality rates are 

subject to the limitations in 5 U.S.C. 5304(g) and section 1915(b) of the Act. Employees who are 

assigned to SES positions in the nonforeign areas on or after the effective date are not eligible for 

locality payments but will be eligible for the applicable cost-of-living allowance (COLA) rate in 

effect for their official worksite. The nonforeign areas include Alaska, Hawaii, Guam, American 

Samoa, the Northern Mariana Islands, Puerto Rico, the U.S. Virgin Islands and other islands and 

atolls as described in 5 CFR 591.205. For additional information see: 

Nonforeign Area Retirement Equity Assurance Act, CPM 2009-27, available at 

https://www.chcoc.gov/content/nonforeign-area-retirement-equity-assurance-act.

AGENCY RESPONSIBILITIES 

Policy Requirements 

Each agency must establish a written pay policy for setting and adjusting the rates of basic pay 

for SES members. It may be useful to include members of both the Executive Resources Board 

(ERB) and the Performance Review Board (PRB) in establishing or modifying this policy so that 

roles and perspectives of each are properly integrated. For example, while an agency’s written 

pay policy should address aggregate compensation, including how pay decisions may be related 

to SES performance awards and incentive awards, it may not preempt the PRB responsibility to 

provide the agency head recommendations on SES performance awards for career appointees or 

the agency head’s determination of SES performance award amounts after considering those 

recommendations. 

The pay policy must do the following: 

1. It must describe the review and approval process for setting and adjusting pay, including

procedures for setting pay for new appointees, pay adjustments after appraisal, and any other

circumstances that may result in the setting and adjusting of pay. It must specify who has

authority for pay adjustments consistent with regulatory provisions, e.g., which pay

adjustments may be finalized by an authorized agency official and which require action by the

agency head or the official designated by the agency head to oversee and certify the results of

the agency’s SES performance appraisal system.

2. The policy must address administrative and management controls to meet the requirements of

law and regulation. It should address budget issues, such as procedures for determining how

available funds will be allocated among pay adjustments, performance awards and other

awards or what kinds of adjustments to make in the event of budget constraints. The policy

should also identify the role and nature of significant control points, external and internal, for

these decisions. Below are examples of rules or control points that can affect pay adjustments

and awards.

a. External:

• Statutory, e.g., pay cap at EX-III or EX-II based upon certification status of

performance appraisal system; and
SES Desk Guide December 2020 5-4 

• Regulatory, e.g., requirements for justifying a “maintain relative position” (MRP) 

adjustment for an executive currently paid above EX-III, or for whom the 

resulting rate is above EX-III.

b. Internal: 

• Factors that, if applicable, will be used to differentiate payouts among executives 

who receive the same rating; 

• Organizational performance measures that, if applicable, will be used to 

determine allocation of funds for performance awards or pay adjustments among 

components; 

• Formulas, ratios, or limits that specify how pay adjustments and awards may be 

combined to recognize exceptional performance or achievements; 

• Ranges of pay adjustments available to executives rated at certain levels; and 

• Agency established tiers or other categorization of executive positions. 

3. The policy must provide for meaningful pay distinctions. Specifically, the policy must 

identify the criteria to be used to set and adjust a senior executive’s pay, including any 

procedures, guides, rules or benchmarks that may be applied in setting and adjusting pay at 

levels above EX-III. SES pay-for-performance systems must avoid any quotas or forced 

distribution of performance ratings; however, pay differentiation based on performance 

ratings should be evident and applied consistently so that the highest performers receive the 

highest rewards. Agencies must provide transparency in the pay decision process and will 

communicate the results to demonstrate the correlation between executive excellence and 

desirable pay outcomes. 

Considerations When Creating Pay Policy 

Although the SES is established as a rank-in-person system, an agency’s pay policy may 

incorporate the concept of “position value.” This could, for example, involve establishing tiers 

of positions with distinct pay rules, ranges or limits, or accommodating other ways to include 

factors such as scope of responsibility, degree of accountability, and position in the organization. 

At the top levels of an organization, the personal qualifications and performance of an executive 

are often critical to the success or failure of a key program, and executives in these positions 

should be paid accordingly.

Pay is also a key element in the recruitment and retention of executives. In this regard, agencies 

may factor into their pay-setting decisions such elements as qualifications and level of expertise, 

scarcity of qualified personnel, and compensation levels for comparable executive positions in 

the private sector. 

Agencies should inform their SES members how their pay system works. Even the bestdesigned pay system can fail if not implemented properly, and a major aspect of any successful 

system is effective communication about the workings of the system and its results. 
SES Desk Guide December 2020 5-5

SETTING INDIVIDUAL PAY RATES 

Initial Appointment to the SES 

Agencies have broad discretionary authority to set pay on initial entry to the SES. An agency 

may set the rate of basic pay of a newly appointed SES member at any rate within the SES rate 

range, subject to the following limitations: 

• In an agency with a certified performance appraisal system, rates of basic pay above the

rate for EX-III but less than or equal to the rate for EX-II are generally reserved for those

newly appointed executives who possess superior leadership or other competencies.

• If an individual receiving an initial career appointment in the SES has at least 5 years of

current continuous service in one or more positions in the competitive service and is

appointed without any break in service, the basic pay rate may not be less than the rate of

basic pay (including any applicable locality payment, special rate supplement, or similar

payment or supplement) last payable to the individual immediately before appointment.

The agency must determine the appropriate rate of pay based on the nature and quality of the 

individual’s experience, qualifications, and accomplishments as they relate to the requirements 

of the SES position, as well as the individual’s current responsibilities. 

Example: In November 2019, a GS-15/4 employee in the Washington, DC area was 

appointed to an SES position. 

Calculations 

GS-15/4 salary (includes locality pay) prior to SES appointment: $ 151,633 

6% pay increase per agency’s general policy for new SES appointments: $ 9,098

Subtotal: $ 160,731 

Jan 2020 projected 2.6% increase in the SES rate range. Given the appointment occurs in 

November, the executive will not have time to satisfy the minimum period of 

performance (90 days) necessary to receive a performance rating and an increase to 

maintain his/her relative position in the SES rate range. The agency may exercise 

discretion to incorporate into the initial SES rate an amount equivalent to the projected 

increase in the SES rate range. 

Projected SES rate range increase (2.6%): $ 4,179 

Total: $ 164,910 

The agency reviewed the individual’s experience, qualifications, and accomplishments and made 

the determination to set pay at $164,910. 

Following a Break in SES Service 

Upon reappointment to the SES, an authorized agency official may set the rate of basic pay of a 

former senior executive at any rate within the SES rate range, subject to the limitations in 5 CFR 

534.403(a), if there has been a break in SES service of more than 30 days. 
SES Desk Guide December 2020 5-6

If there has been a break in SES service of 30 days or less, the senior executive’s rate of basic 

pay may be set at any rate within the SES rate range (without regard to whether the employee 

received a pay adjustment during the previous 12-month period), but not higher than the senior 

executive’s former SES rate of basic pay. However, the agency head or designee who performs 

the functions described in (a)(5) and (6) (including the Inspector General, where applicable) may 

approve a higher rate 5 CFR 430.404 than the senior executive’s former rate of basic pay, if 

warranted. 

This may be supported where necessary to recruit an executive with superior leadership or other 

competencies from a position outside the agency or to reacquire the service of an executive 

whose services are critical to the agency. Factors used in deciding upon an exception to the 12-

month rule under 5 CFR 534.404(c)(4)(ii) or (iii) may be applicable. 

Setting a rate of basic pay upon reappointment to the SES is considered a pay adjustment for 

purposes of applying the 12-month rule at 5 CFR 534.404(c). 

Upon Reinstatement from a Presidential Appointment Requiring Senate Confirmation 

The following provisions apply to a former career senior executive who is reinstated under 5 

CFR 317.703: 

• If the individual elected to remain subject to the SES pay provisions while serving under

a Presidential appointment, his or her SES rate may be adjusted upon reinstatement,

either in the agency where the individual held the Presidential appointment or in another

agency, if at least 12 months have elapsed since the employee’s last SES pay adjustment.

• If fewer than 12 months have elapsed since the employee’s last SES pay adjustment, an

authorized agency official may approve an additional pay increase under 5 CFR 534.404

(c)(4) if the agency head or the official designated to oversee and certify the results of the

agency’s SES appraisal system determines the additional pay increase is warranted.

• Any pay adjustment must be made in accordance with paragraphs (b), (d), and (e) of 5

CFR 534.404 and the agency’s plan for setting and adjusting SES rates of pay required by

5 CFR 534.404(g).

• If the individual did not elect to remain subject to the SES pay provisions while serving

under a Presidential appointment, his or her SES rate may be set upon reinstatement at

any rate within the SES rate range, subject to the limitations in 5 CFR 534.403(a).

• Setting a rate of basic pay upon reinstatement to the SES under this section is considered

a pay adjustment under 5 CFR 534.404(c).

Upon Transfer 

A senior executive is not entitled to retain his or her rate of pay upon transfer to another agency, 

except in the case of an executive transferring under circumstances described in the next 

paragraph. An authorized agency official may set the pay of a senior executive transferring from 

another agency at any rate within the SES rate range, subject to the limitation on the maximum 

rate of basic pay in 5 CFR 534.403(a). If the executive considering the transfer is not satisfied 

with the proposed rate of pay, the executive need not accept the position. If pay is set at the 
SES Desk Guide December 2020 5-7

same SES rate the senior executive received in his or her former agency, the action is not 

considered a pay adjustment for the purpose of applying 5 CFR 534.404(c). If pay is set at a rate 

higher than that held in the former agency, the pay action initiates a new 12-month restriction. If 

pay is to be increased upon transfer within 12 months of the executive’s last pay adjustment, the 

agency should first document an exception to the 12-month rule under 5 CFR 534.404(c)(4)(ii)

and (c)(5), i.e., to recruit an executive with superior leadership or other competencies from a 

position in another agency. 

A senior executive whose rate of basic pay is higher than EX-III may not suffer a reduction in 

pay as a result of transferring to an agency where the maximum rate of basic pay for the 

applicable SES rate range is equal to EX-III. The senior executive will continue to receive his or 

her current SES rate but is not eligible for a pay adjustment until the senior executive is assigned 

to a position that would allow the employee to receive a pay adjustment, such as reassignment 

from a position in a component with a non-certified appraisal system to a position in a 

component with a certified appraisal system, or the employing agency’s applicable performance 

appraisal system is certified. The SES rate of pay is not considered a retained rate of pay for the 

purpose of applying 5 U.S.C. 3594 and 5 CFR part 359, subpart G, or 5 U.S.C. 5363 and 5 CFR 

536, subpart C.

ADJUSTING INDIVIDUAL PAY RATES 

An agency may adjust (increase or reduce) the rate of basic pay of a senior executive consistent 

with the agency’s plan for setting and adjusting SES rates of basic pay. When adjusting the rate 

of basic pay for noncareer appointees, it is recommended that the agency’s Office of White 

House Liaison be consulted. 

Performance-Based Pay Increase 

An agency may provide a pay increase to allow a senior executive to advance his or her relative 

position within the SES rate range only upon a determination by the authorized agency official 

that the executive’s individual performance and/or contribution to agency performance so 

warrant. (See 5 CFR 534.404(b)(3)). A senior executive who receives an annual summary 

rating of Outstanding (or equivalent) must be considered for an annual pay increase. A senior 

executive who receives an annual summary rating of less than Fully Successful (or equivalent) 

may not receive a pay increase for the current appraisal period. OPM expects that executives 

who are paid at a rate that is consistent with their current level of responsibilities and 

performance and who receive an acceptable (Fully Successful or higher) annual summary rating 

will receive a performance-based pay increase. A pay increase of any amount that is granted 

under 5 CFR 534.404(b)(3) restarts the clock under the 12-month rule. 

12-Month Rule 

An agency may not adjust the rate of basic pay of a senior executive more than once during any 

12-month period, except as provided by regulation. Provisions at 5 CFR 534.404(c)(2) identify

pay adjustments that are subject to the 12-month rule, including setting an individual’s rate of

pay upon initial appointment, reappointment, or reinstatement, and, generally, any other increase
SES Desk Guide December 2020 5-8

or reduction in a senior executive’s rate of pay. However, certain pay actions are identified in 5 

CFR 534.404(c)(3) that are not considered pay adjustments for purposes of the 12-month rule; 

and 5 CFR 534.404(c)(4) provides conditions under which the head of an agency – or the official 

designated to oversee and certify the results of the agency’s SES appraisal system – may 

authorize a pay increase even though an applicable 12-month waiting period has not expired. 

Pay Actions that Do Not Count Against the 12-Month Rule 

The head of the agency or appropriate authorized agency official can take certain pay actions 

(including actions that increase an executive’s pay) that are not considered pay adjustments for 

the purpose of applying the 12-month rule. The following pay actions may be taken whether or 

not the employee received a pay adjustment during the previous 12-month period and do not 

initiate a new 12-month period. 

1. The conversion of senior executives to the new SES pay system under §534.406 and the

conversion of other employees to equivalent senior executive positions (5 CFR 534.404(c)(3)(i));

2. A determination by an authorized agency official to make a zero adjustment in pay after

considering an executive’s annual summary rating (5 CFR 534.404(c)(3)(ii));

3. A determination to provide an additional pay increase under the circumstances specified in

5 CFR 534.404(f)(1) or (2) when there is an increase in Executive Schedule rates of pay (5 CFR

534.404(c)(3)(iv)); 

4. A determination to provide a pay increase under 5 CFR 534.404(b)(4) that is equal to or less

than the amount needed to maintain the relative position of a senior executive’s rate of basic pay

within the SES rate range (5 CFR 534.404(c)(3)(vi)); and

5. An increase in pay equivalent to the minimum amount necessary to ensure that a senior

executive’s rate of basic pay does not fall below the minimum rate of the SES rate range (5 CFR

534.404(c)(3)(vii)).

Exceptions to the 12-Month Rule 

The head of an agency or designee who performs the functions described in 5 CFR 430.404(a)(5)

or (6) has the authority (under 5 CFR 534.404(c)(4)) to make exceptions to the 12-month rule 

where he or she determines that an additional increase is warranted. These include— 

1. for an exceptionally meritorious accomplishment that significantly contributes to the agency’s

performance;

2. for a senior executive who is reassigned to a position with substantially greater scope and

responsibility [Note: A performance appraisal and rating are necessary to document the basis for

a pay increase upon a senior executive’s reassignment to a position with substantially greater

scope and responsibility. The exception to the 12-month rule at 5 CFR 534.404(c)(4)(ii) only

provides authority to forgo the otherwise required 12-month waiting period.];

3. for a senior executive with superior leadership or other competencies that is recruited from a

position in another agency;

4. for a senior executive who is critical to the mission of the agency and who would be likely to
SES Desk Guide December 2020 5-9

leave the agency in the absence of a pay increase; or 

5. to align a senior executive with the agency’s senior executive appraisal and pay adjustment

cycle (e.g., in the case of a senior executive who was appointed to an SES position within the

past 12 months or a senior executive who was transferred to an SES position from an agency

with a different senior executive appraisal and pay adjustment cycle within the past 12 months).

A pay increase that is made as a result of a determination to approve an exception to the 12-

month rule must be documented in writing. It is considered a pay adjustment and begins a new 

12-month period.

An executive is not entitled to receive an exception under 5 CFR 534.404(c)(4)(iv) to re-align the 

executive with the agency’s senior executive appraisal and pay adjustment cycle because he or 

she receives a pay increase under 5 CFR 534.404(c)(4)(i),(ii), or (iii), which initiates a 12-month 

waiting period that will not expire before the current cycle ends. If an exception is granted to realign the executive, the agency head or designee should document under 5 CFR 534.404(c)(5)

how the reduced period of performance during the cycle (i.e., since the last pay increase) was 

considered in calculating any pay increase. 

Maintain Relative Position in the Rate Range 

When the minimum or maximum rate of basic pay of the SES rate range is increased (typically 

during the first pay period beginning on or after January 1), an agency may choose to increase 

the basic pay of fully performing senior executives (those who meet or exceed performance 

expectations as reflected in their performance rating) by an amount that does not exceed the 

amount necessary to allow the executive to maintain his or her relative position in the SES rate 

range (5 CFR 534.404(b)(4)). As previously stated, a pay increase to maintain relative position 

in the SES rate range (MRP) is not considered a pay adjustment for the purpose of applying the 

12-month rule. An MRP adjustment may be made separately from a pay increase that results in a

senior executive advancing his or her relative position in the SES rate range.

Agencies should be aware of the regulatory requirements and limitations associated with 

granting MRPs as listed in 5 CFR 534.404(b)(4)(i)-(iii) and summarized in the following table: 

Senior Executive’s 

Rate of Basic Pay 

Prior to Adjustment 

Resulting Rate of 

Basic Pay After 

Adjustment 

Rating for Most 

Recent Appraisal 

Period 

MRP 

Above EX-III Above EX-III 

Outstanding 

May be granted upon approval by 

agency head or designee who 

performs the Oversight function 

Below 

Outstanding but Above 

Fully Successful 

May be granted by agency head or 

designee, who performs the 

Oversight function, in limited 

circumstances (e.g., exceptionally 

meritorious accomplishment) 

Fully Successful 

or Below May not be granted 
SES Desk Guide December 2020 5-10

Senior Executive’s 

Rate of Basic Pay 

Prior to Adjustment 

Resulting Rate of 

Basic Pay After 

Adjustment 

Rating for Most 

Recent Appraisal 

Period 

MRP 

At or Below EX-III Above EX-III 

Outstanding 

May be granted upon approval by 

agency head or designee who 

performs the Oversight function 

Below 

Outstanding May not be granted 

Below EX-III Below EX-III Fully Successful 

or above 

May be granted by an authorized 

agency official 

A pay increase to allow an employee to maintain his or her relative position in the SES rate range 

is effective on the date the minimum and/or maximum rate range for the SES is adjusted (i.e., the 

first day of the first pay period beginning on or after January 1). Decisions to increase pay made 

during the first full pay period in January may be made effective on the first day of that pay 

period if the pay increase was officially approved no later than the end of the first full pay 

period. 

To accurately calculate a pay increase intended to maintain an employee's relative position in the 

pay range, agencies must use the following process. The process applies whether the minimum 

and maximum rates of the range are adjusted by the same amount or different amounts. 

Example: The minimum and maximum rates of the SES rate range are adjusted by 2.6 percent. 

The example assumes the agency's performance appraisal system for senior executives is 

certified, allowing for a maximum pay rate equivalent to EX-II.

Former Minimum: $127,914 New Minimum: $131,239 

Former Maximum: $192,300 New Maximum: $197,300 

Former Rate for EX-III: $176,900 New Rate for EX-III: $181,500 

Employee's Former Rate: $157,594 Employee's New Rate: $161,691 

Calculations

Step 1: Subtract the minimum rate of the range for the employee's position in effect on the day 

immediately preceding the pay adjustment from the employee's rate of basic pay on the day 

immediately preceding the pay adjustment. 

$157,594 - $127,914 = $29,680 

Step 2: Subtract the minimum rate of the range in effect immediately preceding the pay 

adjustment from the maximum rate of that rate range. 

$192,300 - $127,914 = $64,386 
SES Desk Guide December 2020 5-11

Step 3: Divide the result of step 1 by the result of step 2. Carry the result to the seventh decimal 

place and truncate. 

$29,680/$64,386 = 0.4609697 

Step 4: Subtract the minimum rate of the new rate range from the maximum rate of the new rate 

range. 

$197,300 - $131,239 = $66,061 

Step 5: Multiply the result of step 3 by the result of step 4. Round to the closest whole dollar 

amount. 

0.4609697 x $66,061 = $30,452 

Step 6: Add the result of step 5 to the minimum rate of the new rate range. 

$131,239 + $30,452 = $161,691 

This is the executive's new rate of basic pay preserving his/her relative position in the pay range. 

RESTRICTIONS ON REDUCING PAY 

A senior executive whose rate of basic pay is higher than the rate for EX-III may not suffer a 

reduction in pay as a result of: 

(1) transferring to an SES position in an agency where the maximum rate of basic pay for the

applicable SES rate range is equal to the rate for EX-III; or

(2) a decision to suspend certification of the applicable performance appraisal system.

The senior executive will continue to receive his or her current SES rate and is not eligible for a 

pay adjustment until the employing agency’s applicable performance appraisal system is 

certified or the senior executive is assigned to a position that would allow a pay adjustment. For 

example, if the executive was reassigned from a position in a component with a non-certified 

appraisal system to a position in a component with a certified appraisal system. 

An authorized agency official may reduce a career senior executive’s SES rate of basic pay by 

not more than 10 percent for performance or disciplinary reasons, subject to the restrictions on 

reducing the pay of career senior executives in 5 CFR 534.406(b) and 534.404(c) (i.e., the 12-

month rule) and on setting pay below the minimum rate of the SES rate range in 5 CFR 

534.403(a). 

The SES rate of basic pay of a career senior executive may be reduced without the employee’s 

consent by the senior executive’s agency or upon transfer of function to another agency only— 

• If the senior executive has received a Minimally Satisfactory or Unsatisfactory annual

summary rating under 5 CFR part 430, subpart C, or has otherwise failed to meet the

performance requirements and standards for a critical element as defined in 5 CFR

430.303; or
SES Desk Guide December 2020 5-12

• As a disciplinary or adverse action resulting from conduct-related activity, including, but

not limited to, misconduct, neglect of duty, or malfeasance.

Pay reduction may, if determined appropriate by the agency, be used alone or in combination 

with other responses to poor performance or to circumstances warranting disciplinary action. 

However, it may not be used in place of any action required by statute, e.g., reassignment or 

removal from the SES due to an annual summary rating of Unsatisfactory, removal from the SES 

due to two less than Fully Successful ratings within three years or removal due to two 

Unsatisfactory annual summary ratings within five years. 

Prior to reducing a senior executive’s rate of basic pay, whether for performance or disciplinary 

reasons, the agency must provide the senior executive with the following: 

• written notice of such reduction at least 15 calendar days in advance of its effective date;

• a reasonable period of time, but not less than seven calendar days, for the senior

executive to respond to such notice orally and/or in writing and to furnish affidavits and

other documentary evidence in support of that response;

• an opportunity to be represented in the matter by an attorney or other representative;

• a written decision and specific reasons for the reduction at the earliest practicable date

after the senior executive’s response; and

• an opportunity to request, within seven calendar days after the date of that decision,

reconsideration by the agency’s head, whose determination with respect to that request

will be final and not subject to further review.

Reductions in pay under 5 CFR 534.404(j) are not appealable under 5 U.S.C. 7543. 

AGGREGATE LIMITATION ON PAY 

Under 5 CFR 530.203(b), an executive’s aggregate compensation received in any given calendar 

year may not exceed the rate of pay for level I of the Executive Schedule (EX-I) or the rate 

payable to the Vice President (under 3 U.S.C. 104) at the end of the calendar year, whichever is 

applicable to the employee based on the certification status under 5 CFR part 430, subpart D, of 

the performance appraisal system covering that executive. 

Aggregate compensation for SES employees includes basic pay and certain payments made 

under the authority of title 5, United States Code, such as rank and performance awards, 

physicians’ comparability allowances, recruitment, relocation, and retention incentives, and other 

similar payments (5 CFR 530.202).

An agency with a certified appraisal system may pay aggregate compensation in an amount up to 

the Vice President’s salary. An agency that does not have a certified appraisal system must limit 

aggregate compensation to the rate for level I of the Executive Schedule. Any excess amount is 

carried over and paid as a lump sum at the beginning of the next calendar year. The excess 

payment must be taken into account when applying the applicable aggregate limitation for the 

new calendar year. 

If a performance award, rank award, or other additional payment, when added to basic pay, 
SES Desk Guide December 2020 5-13

would cause an executive’s aggregate compensation to exceed the applicable aggregate 

limitation by the end of the calendar year, the excess amount is withheld from the award or other 

additional payment subject to the aggregate pay limit, rather than from the individual’s basic pay. 

The withheld excess amount will be paid at the beginning of the following calendar year, unless 

such payment would cause the employee’s aggregate compensation to exceed the limit for that 

new calendar year. Basic pay counts toward the aggregate limitation on pay, but basic pay itself 

is not reduced or withheld. 

If an executive whose aggregate compensation will exceed the applicable aggregate limitation 

transfers to another agency, payment of any excess amount shall be made at the beginning of the 

next calendar year, not at the time of transfer, by the gaining agency. The previous employing 

agency must provide a fund transfer to the gaining agency. The gaining agency should keep a 

record of the payment since it counts against the employee’s aggregate limitation for the new 

calendar year. 

If the applicable aggregate limitation changes during a calendar year (e.g., due to a lapse in 

agency performance appraisal system certification), agencies must review any performance, rank 

award, or other additional payment subject to the aggregate pay limit that was paid before the 

new aggregate limitation was effective where the agency was required to withhold part of the 

payment because of the aggregate limitation that then existed. The agency shall then pay any 

part of the withheld payment that does not exceed the new aggregate limitation. If an SES 

member’s pay rate also changed, the agency should first recalculate the executive’s aggregate 

compensation for the calendar year using the new rate and any award money previously paid. 

(See 5 CFR 530.203(g) and (h) for information on re-determining an employee’s aggregate 

compensation and excess payments in such situations.) 

OTHER PAY PROVISIONS

Premium Pay 

SES members are excluded from the premium pay provisions of 5 U.S.C. chapter 55, subchapter 

V (such as overtime pay, Sunday premium pay, holiday premium pay, night pay, standby duty 

pay, and hazardous duty pay) by 5 U.S.C. 5541(2)(xvi). As a result, SES members are also 

excluded from earning compensatory time off in lieu of overtime pay, as allowed for other 

employees under 5 U.S.C. 5543. [See Chapter 11 for more information on compensatory time 

off.] 

Pay Following Placement Outside the SES 

Saved pay. If a career appointee is entitled to guaranteed placement in a position outside 

the SES when removed during the probationary period for performance, or as the result 

of a reduction in force, saved pay is provided under 5 U.S.C. 3594. If the individual is 

placed in a General Schedule position, the saved pay is subject to the limitation on SES 

pay under 5 U.S.C. 5382 of Executive Schedule level II. [See Chapter 10 for more 

information on saved pay.] 

Retained rate. If an appointee is not eligible for saved pay under 5 U.S.C. 3594

following separation from the SES and is placed in a General Schedule position, the 
SES Desk Guide December 2020 5-14

individual may still be eligible for pay retention under 5 CFR 536.301(a)(4), which states 

that the head of an agency must provide pay retention to an eligible employee whose 

payable rate of basic pay would otherwise be reduced as the result of a management 

action, as defined in 5 CFR 536.103. (See list of employees excluded from pay retention 

at 5 CFR 536.102(b).) 

[Note: The termination of a noncareer SES appointment (or voluntary resignation in 

anticipation of such termination) because of a change in agency leadership is not a 

management action.] 

When initially established, a retained rate may not exceed (1) 150 percent of the 

maximum rate of basic pay of the highest applicable rate range payable for the grade of 

the employee’s position of record or (2) EX-IV. At no time may a retained rate exceed 

Executive Schedule level IV. There are exceptions for former National Security 

Personnel System employees with a pay rate determinant code Y and certain employees 

in nonforeign areas as provided in 5 CFR 536.310(a). 

Examples of individuals who may be eligible for retained pay under the management 

action provision include a career SES member who voluntarily accepts a GS-15 position 

following receipt of a notice of position abolishment, a notice of directed geographic 

reassignment (if there is no mobility agreement), or other management action that causes 

or influences the employee to move to a lower-paid position. 

However, an employee is not eligible for pay retention if placement in the General 

Schedule is at the employee’s request, i.e., placement is voluntary and not the result of a 

management action. Nor is an employee eligible if the employee declines a reasonable 

offer, as defined in 5 CFR 536.104. 

Maximum payable rate. If an SES member takes a position in the General Schedule at 

the member’s request and is not eligible for saved pay, the individual may be paid under 

the “maximum payable rate” rule, as determined by the agency. 

Individuals serving on a limited term appointment who return to the General Schedule are 

not eligible for retained pay, but they may have pay set under the “maximum payable 

rate” rule, as determined by the agency. It does not matter whether the return to the 

General Schedule is voluntary or is the result of a management decision. However, the 

SES appointment must have been for more than 90 days, even though the appointee may 

have not actually served that long. In determining the General Schedule rate, agencies 

may take into account such factors as how long the individual served under the limited 

appointment and what the individual’s pay would have been had the individual remained 

in the General Schedule. (See 5 CFR 531.221 – 531.223 for additional information.) 

Example: In 2020, an SES employee in Washington, DC voluntarily moves to a GS-15 

position in Washington, DC. The employee’s SES annual salary of $155,000 is the 

highest previous rate. To calculate the maximum payable rate, compare $155,000 with 

the highest applicable rate range as if the employee held the GS position. Identify the 

lowest step in that range equal to or higher than $155,000. In this example, the highest 

applicable rate range is the DC locality rate schedule. GS-15, step 4 is the employee’s 

maximum payable rate. Pay may be set at any rate in the GS-15 rate range up to step 4. 
SES Desk Guide December 2020 5-15

2020

DC

1 2 3 4 5 6 7 8 9 10

GS-15 142,701 147,458 152,215 156,973 161,730 166,487 170,800* 170,800* 170,800* 170,800*

*Rate limited to the rate for level IV of the Executive Schedule (5 U.S.C. 5304(g)(1)).

Pay for Employees on Detail or Transfer to an International Organization 

An agency must consider any employee on detail or transfer to an international organization for 

all pay increases for which the employee would be considered if not absent. An increase is 

effective on the date it would have been made were the employee not absent. 

Recruitment, Relocation, and Retention Incentives 

Recruitment. An agency may pay a recruitment incentive to a newly appointed senior 

executive (excluding a noncareer appointee) if the agency has determined that the 

position is likely to be difficult to fill in the absence of an incentive. For this purpose, 

“newly appointed” is defined at 5 CFR 575.102 and refers to an individual newly 

appointed to the Federal Government rather than an individual newly appointed to the 

SES. A recruitment incentive may not exceed 25 percent of the executive's annual rate of 

basic pay in effect at the beginning of the service period multiplied by the number of 

years (including fractions of a year) in the service period (not to exceed four years). With 

OPM approval, this cap may be increased to 50 percent (based on a critical agency need) 

as long as the total incentive does not exceed 100 percent of the executive's annual rate of 

basic pay at the beginning of the service period. 

Relocation. An agency may pay a relocation incentive to a current senior executive 

(excluding a noncareer appointee) who must relocate to accept a position in a different 

geographic area if the agency determines that the position is likely to be difficult to fill in 

the absence of an incentive. A relocation incentive may be paid only when the 

executive's annual summary rating under an official performance appraisal or evaluation 

system is at least Fully Successful or equivalent. A relocation incentive may not exceed 

25 percent of the executive's annual rate of basic pay in effect at the beginning of the 

service period multiplied by the number of years (including fractions of a year) in the 

service period (not to exceed four years). With OPM approval, this cap may be increased 

to 50 percent (based on a critical agency need) as long as the total incentive does not 

exceed 100 percent of the executive's annual rate of basic pay at the beginning of the 

service period. 

Retention. An agency may pay a retention incentive to a current senior executive 

(excluding a noncareer appointee) if (1) the agency determines that the unusually high or 

unique qualifications of the executive or a special need of the agency for the executive's 

services make it essential to retain the executive, and that the executive would be likely to 

leave the Federal service in the absence of a retention incentive; or (2) the agency has a 

special need for the employee’s services that makes it essential to retain the employee in 

his or her current position during a period of time before the closure or relocation of the 

employee’s office, facility, activity, or organization and the employee would be likely to 

leave for a different position in the Federal service in the absence of a retention incentive. 

A retention incentive may be paid only when the executive's annual summary rating 
SES Desk Guide December 2020 5-16

under an official performance appraisal or evaluation system is at least Fully Successful 

or equivalent. A retention incentive rate, expressed as a percentage of the executive’s 

rate of basic pay, must not exceed 25 percent. With OPM approval, this cap may be 

increased to 50 percent (based on a critical agency need). 

Recruitment, relocation, and retention incentives are not considered a part of basic pay 

for any purpose. Detailed information, including examples and payment methods, is 

available at 

http://www.opm.gov/policy-data-oversight/pay-leave/recruitment-relocation-retentionincentives/#url=Fact-Sheets. 

Pay for Military and Civilian Retirees 

Generally, when a military retiree becomes a Federal employee there is no reduction in his or her 

Federal pay or retirement pay or annuity. However, paid work may reduce Social Security 

retirement, survivor or disability benefits if earnings exceed the established limits. 

If a civilian retiree is reemployed, his or her salary is generally reduced, or the annuity is 

terminated. However, in accordance with the National Defense Authorization Act (NDAA) for 

Fiscal Year 2010, the head of an agency is authorized to grant their own dual compensation 

(salary off-set) waivers on a temporary basis under specified circumstances. Agencies must 

adhere to the following conditions: 

• Agencies must report to OPM on their use of this authority no later than February 1,

2010, and no later than February 1 of each year through 2015 (the NDAA for FY 2015

extended this authority until December 31, 2019, and the NDAA for FY 2020 extends

this authority until December 31, 2024);

• Appointments are limited to one-year or less;

• Hours worked by any annuitant reemployed under these provisions are limited to 520

during the first six months of retirement, 1,040 during any 12-month period, and 3,120

for total hours worked during any period;

• Reemployment may not exceed 2.5 percent of the full-time workforce at any time, and if

1 percent is exceeded agencies are required to provide a justification and a succession

plan to the Congress and OPM; and

OPM recommends using the SES reinstatement hiring authority, instead of the limited term or 

emergency hiring authority, when authorizing a dual compensation waiver under the NDAA 

2010 provisions for an individual filling an SES position. Using the SES reinstatement authority 

enables an agency head to act without prior OPM review, consistent with the law’s requirement 

to provide justification and a succession plan to OPM if the number of such waivers exceeds 1 

percent of the agency’s number of employees. It also avoids an agency having to satisfy limited 

term and emergency criteria as well. Limited term and emergency appointments are also nonrenewable by law. 

An agency head may use the limited time dual compensation waiver authority for career 

reinstatement if the appointment does not exceed one year, the appointee is notified up front of 

the duration, and duration is properly documented. Given that by law a reemployed annuitant 

(i.e., an employee whose annuity under subchapter III of chapter 83 of title 5, United States Code
SES Desk Guide December 2020 5-17

was continued on reemployment in an appointive position on or after October 1, 1956) serves at 

the pleasure of the agency head, an agency head may direct that an annuitant’s appointment will 

not exceed one year. On the SF-50 documenting the appointment, an agency should include a 

remark that states the appointment is not to exceed 1 year. An individual accepting the 

appointment must be notified up front that the appointment will not exceed one year. 

For more information, see the December 9, 2011, OPM memorandum, Policy Guidance on the 

Reemployment of Civilian Retirees Under the National Defense Authorization Act for Fiscal 

Year 2010, at https://www.chcoc.gov/content/policy-guidance-reemployment-civilian-retireesunder-national-defense-authorization-act-ndaa. 

Critical Position Pay 

Critical position pay may be granted only for positions that require expertise of an extremely 

high level in a scientific, technical, professional, or administrative field, and are critical to the 

accomplishment of an agency’s mission, and only to the extent necessary to recruit or retain an 

individual exceptionally well qualified for the position. Critical position pay may be set up to 

level II of the Executive Schedule or level I of the Executive Schedule in exceptional cases under 

5 U.S.C. 5377. Pay above level I must be approved by the President. Agencies wishing to use 

the critical pay authority should review 5 CFR 535. All requests must be submitted to OPM 

which, in consultation with OMB, will make the determination to approve such a request. For 

additional information, see the fact sheet at http://www.opm.gov/policy-data-oversight/payleave/pay-administration/fact-sheets/critical-position-pay/. 

Pay for SES Positions Included under 5 U.S.C. 5314 - 5316

Pay for SES positions that are included under 5 U.S.C. 5314 – 5316 is not restricted by the level 

of pay established by law for the corresponding Executive Schedule level. Pay for SES positions 

is determined in accordance with SES pay provisions.
SES Desk Guide December 2020 6-1

Chapter 6

CHAPTER 6: AWARDS......................................................................................................... 6-2

CHAPTER NOTE .............................................................................................................. 6-2

GENERAL INFORMATION AND COMPARISON OF SES AWARD 

PROGRAMS........................................................................................................................6-2

Award Programs............................................................................................................ 6-2

Relationship Among Award Programs........................................................................ 6-2

Appropriate Use of Other Awards............................................................................... 6-4

Paying for Awards ......................................................................................................... 6-4

Presenting Awards......................................................................................................... 6-4

Documentation ............................................................................................................... 6-5

Reporting Requirements............................................................................................... 6-5

PERFORMANCE AWARDS ............................................................................................ 6-5

Eligibility......................................................................................................................... 6-5

Restrictions..................................................................................................................... 6-6

Award Pool ..................................................................................................................... 6-6

Number and Amount of Individual Awards ............................................................... 6-7

Award Determination.................................................................................................... 6-7

Payment Procedures...................................................................................................... 6-8

PRESIDENTIAL RANK AWARDS ................................................................................ 6-8

Rank Award Descriptions............................................................................................. 6-8 

Agency Nominations...................................................................................................... 6-8

Eligibility......................................................................................................................... 6-9

Restrictions................................................................................................................... 6-11

Nomination Criteria..................................................................................................... 6-11

Nomination and Selection Procedures....................................................................... 6-11

Award Payment Procedures ....................................................................................... 6-12

Tips for Writing Nominations..................................................................................... 6-12

OTHER AWARDS .......................................................................................................... 6-12

Eligibility....................................................................................................................... 6-13

Restrictions................................................................................................................... 6-13
SES Desk Guide December 2020 6-2

CHAPTER 6: AWARDS

STATUTE: 5 U.S.C. 4501 - 4509 and 5384

REGULATIONS: 5 CFR Parts 451 and 534, Subpart D

The law authorizes the granting of special recognition, awards, and incentive payments to 

members of the SES to help attract, retain, recognize, reward, and motivate highly competent 

executives. These payments and forms of recognition include agency performance awards,

Presidential Distinguished and Meritorious Rank Awards, and other forms of recognition. Only 

career appointees are eligible for rank and performance awards. 

CHAPTER NOTE 

Guidance on Awards Spending 

On July 12, 2019, OMB issued OPM/OMB Memorandum M-19-24, Subject: Guidance on 

Awards for Employees and Agency Workforce Fund Plan, which applies during fiscal year (FY) 

2020 and subsequent fiscal years. The memorandum rescinded prior OPM/OMB guidance 

limiting aggregate awards spending. Agencies granting awards for Senior Executive Service 

(SES), Senior-Level (SL), Scientific and Professional (ST), and non-SES/SL/ST employees are 

to follow requirements in applicable statute and regulation. Awards are to be paid in accordance 

with Agency Workforce Fund Plans designed to guide agency spending toward the strategic use 

of employee awards and recognition. 

This guidance applies to all departments and agencies for all employees, except political 

appointees covered by the President’s memorandum of August 3, 2010, freezing discretionary 

awards, bonuses, and similar payments for political appointees, as communicated in OPM 

Guidance CPM 2010-14, posted on the CHCOC website. 

GENERAL INFORMATION AND COMPARISON OF SES AWARD 

PROGRAMS 

Award Programs 

The three SES award programs are—

• Performance Awards;

• Presidential Rank Awards; and

• Other Awards

Agencies should develop written pay and awards policies that incorporate policies for all three 

SES award programs. 

Relationship Among Award Programs 

Performance awards and Presidential Rank Awards both recognize overall high-level 
SES Desk Guide December 2020 6-3 

performance by SES career appointees. 

SES performance awards reflect performance over a single appraisal period while rank awards 

are based upon service over an extended period of time. A single Outstanding annual summary 

rating does not justify a rank nomination, but it may justify a performance award. Conversely, 

an unbroken record of Outstanding ratings over a period of years suggests that an individual may 

be a candidate for a rank award whether or not the individual has received a performance award 

each year. 

Performance Awards. Recognizes excellence in performance at the end of the 

performance appraisal period. Career SES members with a performance rating of Fully 

Successful or higher are eligible for a performance award. The statute does not specify a 

limit on the number of awards that may be given by an agency. The supervisor 

nominates the executive for the award, the agency Performance Review Board (PRB) 

recommends, and the agency head or designee considers the recommendations but 

he/she has the final authority as to who is to receive a performance award and the amount 

of the award. SES performance awards are 5 to 20 percent of the SES member’s base 

salary; payment is a lump sum. If the amount brings total compensation for the calendar 

year (CY) over the Vice President’s pay for executives covered by a certified appraisal 

system or over the rate of pay for Executive Schedule level I for executives not covered 

by a certified appraisal system, the excess is rolled over to the next CY (5 CFR 

530.302(b)). 

Presidential Rank Awards. Recognizes sustained extraordinary accomplishment 

(Distinguished) or sustained accomplishment (Meritorious) over at least three years as 

SES or equivalent. (Service does not have to be all in same agency.) To be eligible, an 

executive must have at least three years of career or career-type Federal civilian service at 

the SES level, currently hold a career appointment in the SES, and be an employee of the 

nominating agency on OPM’s nomination date. An executive cannot receive the same 

rank award within four fiscal years following receipt of that award. The agency head 

nominates, the OPM Director recommends (assisted by outside panels), and the President 

selects. For a Distinguished Rank Award, the SES member receives an amount equal to 

35 percent of his/her annual basic pay, a gold lapel pin, and a Presidential certificate. For 

a Meritorious Rank Award, the SES member receives an amount equal to 20 percent of 

his/her annual basic pay, a silver lapel pin, and a Presidential certificate. Payment is 

made in a lump sum and is subject to the applicable aggregate pay limitation (same as the 

performance awards). There are Governmentwide limitations on the number of SES 

members who can receive Presidential Rank Awards each year. Only one percent of the 

career SES members can receive the Distinguished Rank and five percent of the career 

SES members can receive the Meritorious Rank. 

In 2003, Distinguished Senior Professional and Meritorious Senior Professional rank 

awards were also established and made available (5 U.S.C. 4507a) for senior career 

employees paid under 5 U.S.C. 5376 (i.e., Senior-Level and Scientific or Professional 

(SL/ST)) under the same terms and conditions that apply to rank awards for career 

members of the SES. 

Other Awards. Other forms of recognition are available to recognize a single, 

significant act or contribution that is not tied to overall performance. Examples include 
SES Desk Guide December 2020 6-4 

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; or a special act or service in 

the public interest in connection with/related to official employment. Unless otherwise 

restricted, e.g., by statute or by a Presidential Administration, all SES members are 

eligible. 

The statute does not specify a limit on the number of awards. The process for these 

awards is determined by the agency in accordance with OPM regulations. Awards can be 

monetary, honorary, or informal recognition. The agency approves cash awards of up to 

$10,000; OPM approves awards greater than $10,000 up to $25,000; and the President 

approves cash awards over $25,000. Payment is a lump sum and is subject to the 

applicable aggregate pay limitation (the same as for the performance and rank awards). 

Appropriate Use of Other Awards 

An award may be used to recognize a contribution (e.g., service on a task force, accomplishment 

on a detail to other duties, or an extraordinary effort on a project not anticipated in the 

employee’s annual performance plan) or a scientific achievement that may have culminated after 

a significant period of time. These other forms of recognition should be considered for SES 

members only in those limited circumstances where a performance award would not be 

appropriate. 

Receiving one of these forms of recognition does not bar an executive from receiving a 

performance award, or vice versa. Each award must be judged on its own merits and 

commensurate with the contribution it is recognizing. However, agencies should give careful 

consideration before granting both a performance award and another award to an SES member 

during the same year. 

Given the sensitivity associated with executive awards, 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 recognized the same accomplishment. 

Paying for Awards 

Except as otherwise authorized by law, the cost of awards to SES members must be borne by the 

agencies in which they are employed. Because Presidential Rank Awards and performance 

awards occur on an annual basis and are a significant part of executive compensation, it is 

important that each agency budget for the resources necessary for their payment. 

If a career SES appointee transfers to a new agency after receiving an annual summary rating but 

before his/her performance award is paid out, the losing agency may still pay the award to the 

executive. Payment procedures should be coordinated between the losing and gaining agencies. 

Presenting Awards 

Agencies are encouraged to have the agency head or other high ranking official present awards at 

an appropriate ceremony recognizing the contributions recipients made to the agency and to 
SES Desk Guide December 2020 6-5 

publicize the awards to the workforce as well as outside the agency. Agencies may fund travel 

for an employee and a guest to receive an award at a major award ceremony (e.g., Presidential 

Rank Awards) under the conditions in Comptroller General Decision B-233607 (October 26, 

1989). 

Documentation 

Agencies should document Presidential Rank Awards on an SF 50 and file it on the right side of 

the Official Personnel Folder (OPF). Agencies must document SES performance awards and 

other awards but OPM does not require an SF 50, and agencies may not file these awards on the 

right side of the OPF. [See OPM’s Guide to Processing Personnel Actions, Chapter 29.] 

Reporting Requirements 

While OPM approval is not required before payment of most awards, there is a reporting 

requirement. Agencies must submit a report of their final distribution of performance ratings and 

performance awards to OPM in accordance with instructions in OPM’s annual data call. 

PERFORMANCE AWARDS 

STATUTE: 5 U.S.C. 5384

REGULATIONS: 5 CFR 534.405

Performance awards recognize and reward excellence of career appointees over a performance 

appraisal period based on the annual summary rating. 

Eligibility 

To be eligible for an SES performance award, an individual must have received a Fully 

Successful (FS) or higher annual summary rating for the most recent appraisal period under 5 

CFR part 430, subpart C and as of the end of the performance appraisal period must have been— 

• an SES career appointee, including a reemployed annuitant with an SES career 

appointment; or 

• a former SES career appointee who elected to retain award eligibility under 5 CFR part 

317, subpart H.

An individual who is no longer in the SES at the time the performance award decision is made 

but who was an SES career appointee at the end of the appraisal period normally remains 

eligible, but departure without participation in the rating process can hinder or prevent 

consideration. 

A career SES appointee on detail to another agency is eligible in his/her official employing 

agency, i.e., the agency from which detailed. 
SES Desk Guide December 2020 6-6 

An SES member who leaves an agency before the end of an applicable agency appraisal period is 

eligible for an award if: 

• The agency ends the executive’s appraisal period at any time after the minimum appraisal 

period is completed, as provided in 5 CFR 430.304(b)(5), based upon the determination 

there is an adequate basis to appraise and rate the executive’s performance; 

• The agency’s process for rating and granting awards is applied, including initial rating, 

PRB review and recommendation concerning rating and award, and final rating of the 

executive at Fully Successful or higher by the appointing authority; and

• The agency head approves an award between 5% and 20% of the executive’s salary that 

is accommodated within the bonus pool for the fiscal year in which the award is paid. 

(See Award Pool below.) 

Restrictions 

To be recognized with an SES performance award, service must have been performed under an 

SES career appointment and must have been for no less than the agency’s minimum appraisal 

period. If an individual has served less than a full year as an SES career appointee, the agency 

may take this into account in determining the amount of the award; however, an SES 

performance award may not be less than five percent of the individual’s SES rate of basic pay as 

of the end of the performance appraisal period. 

Since 5 U.S.C. 5384(a) states that SES performance awards shall be paid to career SES 

appointees, a career appointee contemplating SES noncareer, limited term, or limited emergency 

appointment should consider that timing of such a change can preclude payment of a 

performance award. 

An Inspector General (IG) is not eligible for SES performance awards, rank awards, or other 

cash awards (See the Inspector General Act of 1978, 5 U.S.C. Appendix Sec. 3(f)). An IG who 

is otherwise eligible to elect to retain certain SES benefits under 5 U.S.C. 3392 and 5 CFR part 

317, subpart H may not retain eligibility for SES performance awards or rank awards (Pub. L. 

110-409, § 4(c), October 14, 2008, Inspector General Reform Act of 2008).

Award Pool 

The total amount of SES performance awards an agency pays during a fiscal year may not 

exceed the greater of—

• 10 percent of the aggregate amount of basic pay for SES career appointees in the agency 

as of the end of the fiscal year before the fiscal year in which the award payments are 

made. [For example, if the payments are made in September 2020 (FY 2020), the pool is 

calculated as of September 30, 2019 (end of FY 2019). However, if the payments are 

made in November 2020 (FY 2021), the pool is calculated as of September 30, 2020 (end 

of FY 2020)]; or 

• 20 percent of the average annual rates of basic pay for career SES appointees as of the 

end of the fiscal year before the fiscal year in which the performance award payments are 

made. 
SES Desk Guide December 2020 6-7 

The salary of a former SES career appointee who elected to retain award eligibility under 

5 CFR part 317, subpart H is taken into account in calculating the pool. If the level of basic pay 

of the individual is higher than the maximum rate of basic pay for the applicable SES rate range, 

the maximum rate of that SES rate range is used for crediting the agency award pool. Similarly, 

the salary of a career appointee receiving critical position pay is taken into account, but only the 

maximum rate of the SES rate range is used for crediting the agency award pool. 

The salary of a career appointee who is on detail to another agency is included in calculating the 

pool of the agency from which the appointee is detailed. If the appointee is on a reimbursable 

detail, the agency to which the appointee is detailed may reimburse the employing agency for 

some or all of any award, as agreed upon by the two agencies, but the reimbursement does not 

affect the pool of either agency. 

Number and Amount of Individual Awards 

An agency may determine the number of executives who receive performance awards and the 

amount of each award, based on the dollars available in the pool and the guidelines below. 

Number of Awards. The law does not intend that the maximum number of eligible 

executives necessarily receive awards. Performance awards are intended to be given only 

when there is a clear demonstration they are merited by performance. Awards are not to 

be used merely as supplements to basic pay and agencies should avoid giving awards on 

a rotational basis (e.g., giving half of their SES members a performance award one year 

and the other half a performance award the next year). Agencies rating executives above 

Fully Successful would be expected to pay performance awards to at least some of those 

executives, based on the criteria established in their agency pay plans. 

Amount of Awards. A performance award may not be less than 5.0 percent or more 

than 20.0 percent of the appointee’s SES rate of basic pay as of the end of the appraisal 

period [5 CFR 534.405(c)]. These percentages may not be rounded (i.e., the award 

amount may not be less than 5.0 percent or more than 20.0 percent). An individual may 

not voluntarily agree to accept an SES performance award of less than five percent.

When an individual whose rate of basic pay exceeds the maximum rate of the SES rate range 

(e.g., a SES member receiving critical pay or a former SES career appointee who elects to retain 

award eligibility under 5 CFR part 317, Subpart H) is considered for a performance award, the 

minimum (5.0%) and maximum (20.0%) award available to the individual is calculated using the 

agency’s maximum SES rate (EX-III or EX-II, as applicable). 

Award Determinations 

When making recommendations on a performance award, a PRB must be composed of a 

majority of career SES members, unless OPM has approved a waiver [5 CFR 534.405(a)(3)]. 

The agency head (or designee) must consider PRB recommendations, but he or she has the final 

authority as to who receives a performance award and the amount of the award [5 CFR 

534.405(a)(4)].
SES Desk Guide December 2020 6-8 

Payment Procedures 

Awards are paid in lump sums. 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 FICA tax withholding if the individual is in FERS or 

CSRS Offset. 

Awards are subject to the EX-I aggregate pay limitation for a calendar year for executives not 

covered by a certified appraisal system. For executives covered by a certified appraisal system, 

awards are subject to an aggregate pay limitation equal to the Vice President’s salary. If the full 

award cannot be paid because of the ceiling, 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 

award pool for the fiscal year in which the initial payment was made. For example, if an 

executive received a performance award of $15,000 in FY 2020 (e.g., August 2020), but $1,000 

could not be paid until the beginning of CY 2021, that $1,000 counts against the executive’s 

applicable CY 2021 aggregate pay limitation; but the full $15,000 is charged against the 

agency’s FY 2020 award pool. 

[Note: Agencies should pay performance awards generally within five months following the end 

of the applicable appraisal period to reinforce the linkage between performance excellence and 

its associated reward.] 

PRESIDENTIAL RANK AWARDS 

STATUTE: 5 U.S.C. 4507

REGULATIONS: 5 CFR 451, Subpart C

Rank Award Descriptions 

The Presidential Rank Award (PRA) recognizes and rewards career Senior Executive Service 

(SES) members and career senior professionals [Senior-Level (SL) and Scientific or Professional 

(ST)] who have demonstrated exceptional performance over an extended period of time. There 

are two ranks: 

The Distinguished Executive and Distinguished Senior Professional Rank may be awarded for 

“sustained extraordinary accomplishment” to no more than one percent of career SES members 

and no more than one percent of senior career professionals Governmentwide. The awards 

include a lump-sum payment of an amount equal to 35 percent of annual basic pay, a distinctive 

gold lapel pin, and a framed certificate signed by the President. 

The Meritorious Executive and Meritorious Senior Professional Rank may be awarded for 

“sustained accomplishment” to no more than five percent of career SES members and no more 

than five percent of career senior professionals Governmentwide. The awards include a lumpsum payment of an amount equal to 20 percent of annual basic pay, a distinctive silver lapel pin, 

and a framed certificate signed by the President. 
SES Desk Guide December 2020 6-9 

Agency Nominations 

Each agency may nominate up to nine percent of its career SES members and/or up to nine 

percent of its career senior professionals for rank awards. Agencies are not subject to any 

prescribed ratio of Distinguished to Meritorious nominations but should keep in mind that the 

statute permits only one percent of career SES members and one percent of career senior 

professionals to receive the Distinguished Rank, and only five percent of career SES members 

and five percent of career senior professionals to receive the Meritorious Rank. Agencies with 

fewer than 12 career SES members or fewer than 12 career senior professionals may nominate 

one individual in either category. 

The IG Reform Act of 2008 (Pub. L. 110-409) provides for the Council of the Inspectors General 

on Integrity and Efficiency (CIGIE) to serve as agency head for Offices of Inspector General 

with respect to 5 U.S.C. 4507(b) (SES Rank Awards). In that capacity, CIGIE reviews 

recommendations for career SES members from each Office of Inspector General to receive rank 

awards and may nominate up to nine percent of career SES appointees serving in Offices of 

Inspector General Governmentwide for rank awards, and 5 U.S.C. 4507a provides for Senior 

Professional rank award recommendations to be “made, reviewed, and awarded under the same 

terms and conditions (to the extent determined by the Office of Personnel Management) that 

apply to rank awards for members of the Senior Executive Service under section 4507.” 

Eligibility 

SES Career Appointees – Distinguished and Meritorious Ranks 

Nominees must —

1. Hold a career appointment in the SES; 

2. Be an employee of the nominating agency; and 

3. Have at least three years of career or career-type Federal civilian service at the SES level. 

Service does not have to be continuous. Qualifying service includes career or equivalent 

appointments in the SES, Senior Foreign Service, and the Defense Intelligence Senior 

Executive Service, and other SES-equivalent systems (e.g., FBI/DEA SES). 

Appointments not qualifying include noncareer, limited term and limited emergency SES 

appointments, and Senior-level (SL) or scientific and professional (ST) appointments. 

Senior Career Employees (SL/ST) 

Nominees must —

1. Hold a career appointment in a Senior-Level (SL) or Scientific or Professional (ST) 

position that is subject to OPM position allocations under part 319 of this chapter and 

paid under 5 U.S.C. 5376 on the nomination deadline set by OPM; 

2. Be an employee of the agency on the nomination deadline set by OPM; and 

3. Have at least three years of career or career-type Federal civilian service above GS-15. 

Service need not be continuous. Qualifying service includes appointments that are not—

a. Time-limited; or 
SES Desk Guide December 2020 6-10 

b. To positions that are excepted from the competitive service because of their 

confidential or policy-making character. 

A career SES member or career senior professional who is a reemployed annuitant or who has a 

part-time or intermittent work schedule is eligible as long as he or she meets the other criteria for 

nomination. However, agencies are advised to carefully consider whether such a nomination 

would be in the best interests of the agency and the program, in view of the limitation on awards 

that can be given. 

An individual who leaves the SES or senior professional position after being nominated (e.g., 

retires, resigns, or takes a position outside the SES), but before being approved by the President, 

remains eligible unless the agency withdraws the nomination. An individual also remains 

eligible posthumously. 

A Presidential Rank Award nominee remains eligible for the rank award even if the individual 

leaves the nominating agency: 

• If the individual is selected as a finalist, the original nominating agency continues to have 

authority to award the individual after the individual leaves the agency and is responsible 

for paying the full award amount to the individual. 

• The nominating agency can withdraw the nomination of the individual at any time during 

the process, however, should the nominating agency allow the individual to continue 

through the process, OPM recommends the nominating agency contact the new agency to 

verify that the individual is still deserving of the award and that there are no issues that 

would cause embarrassment to the President or Administration if the individual is 

selected. 

• If the nominating agency withdraws its nomination that ends the individual’s 

consideration for a rank award for that fiscal year. 

Appointed employees in PAS Executive Schedule positions may not receive incentive awards, 

including Presidential Rank Awards, according to 5 U.S.C. 4509, except that a career SES 

member who receives such an appointment without a break in service and elects to retain 

eligibility for rank awards under 5 U.S.C. 3392 continues to be eligible. OPM Guidance on the 

CHCOC Website implementing the President’s memorandum of August 3, 2010, freezing 

discretionary awards, bonuses, and similar payments for political appointees also makes an 

exception for a former career SES member who elects to retain eligibility for awards under 5 

U.S.C. 3392. Nevertheless, an agency may consider a variety of factors, including concerns 

expressed by Congress or the Administration regarding awards for political appointees when 

deciding on rank award nominations.

Section 5 of the Inspector General Reform Act of 2008 (Pub. L. 110-409) provides that an 

Inspector General of an establishment or a designated Federal entity may not receive any cash 

award or cash bonus, including a Presidential Rank Award; however, other SES members in IG 

offices are eligible for performance and other awards, including Presidential Rank Awards. As 

noted above, Pub. L. 110-409 provides for the Council of the Inspectors General on Integrity and 

Efficiency (CIGIE) to determine which SES members from Offices of Inspector General are to 

be nominated for rank awards. 
SES Desk Guide December 2020 6-11 

Restrictions 

The recipient of either a Distinguished or Meritorious Rank Award may not receive the same 

rank again during the four fiscal years following the one for which the award is given. (For 

example, if an individual received a meritorious award in FY 2019, he or she is not eligible for 

another meritorious award until FY 2024.) However, there is no restriction on receiving one 

rank (i.e., either Distinguished or Meritorious) and subsequently receiving the other rank at a 

closer interval. There is also no requirement that an individual receive a meritorious award 

before receiving a distinguished award. 

An individual may receive both a rank award and a performance award during the same calendar 

year. 

Nomination Criteria 

Career SES and senior professional appointees are nominated and evaluated on the following 

criteria: 

Career SES appointees Career Senior Professional appointees

1. Program Results 1. Program Results 

2. Executive Leadership 2. Stature in the 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 are not to be 

proposed simply to recognize long and dedicated service. 

Nomination and Selection Procedures 

OPM call. OPM issues an annual call memorandum for rank award nominations which 

states the criteria and deadline for submitting nominations and includes nomination 

forms. 

OPM and Review Boards. Review boards composed of private citizens (normally from 

outside the Government) are established to assist the Director in reviewing and ranking 

nominations from agencies. OPM also conducts a background inquiry and criminal 

records check to verify the qualifications and suitability of nominees recommended by 

the boards for distinguished and meritorious rank. 

After the completion of the review boards, background inquiries, and records checks for 

potential concerns relating to federal taxes, EEO, prohibited personnel practice, Inspector 

General or other complaints, and criminal records, the Director of OPM recommends 

candidates to the President for a final decision. 

Nominees are considered on the basis of relative merit Governmentwide and not on the 

basis of agency size or number of submissions. 
SES Desk Guide December 2020 6-12 

Agency withdrawals. Heads of Agencies may withdraw a nomination at any time 

during the process, up until the time of the President’s final decision. 

Presidential action. The President makes the final selections from the nominees 

recommended by the Director of OPM. Agencies must wait for OPM authorization to 

make external announcements of award recipients and to hold internal recognition 

ceremonies. 

Award Payment Procedures 

The award is paid by the recipient’s nominating agency as a lump-sum payment, in addition to 

basic salary. It is not subject to retirement, health benefits, or life insurance deductions. It is not 

included in the “high three” average pay computation for retirement benefits or in basic pay for 

thrift savings plan computation. The payment is subject to income tax withholding as well as 

FICA tax withholding if the individual is in FERS or CSRS Offset. 

Awards are subject to the applicable aggregate limitation on pay for a calendar year. (See 

Chapter 5, Aggregate Limitation on Pay.) 

Agency payment of ceremonial expenses in connection with the actual presentation of awards is 

authorized under 5 U.S.C. 4503.

Tips for Writing Nominations 

Based on feedback we receive from board members as they review agency cases, here is some 

advice on preparing agency nominations for Presidential Rank Awards. In general, board 

members are impressed by the professionalism and accomplishments of the executives. 

However, there are some things that you can do to strengthen the case for your nominees. 

• Avoid acronyms and “bureaucrat speak.” Most PRA board members have not worked in 

a Federal environment and some are turned off by overly bureaucratic language. Be 

direct, be clear. 

• Avoid broad statements. Describe how the nominee’s actions led to specific results. 

• Show the nominee’s performance was exceptional and sustained. Board members give 

low scores to individuals who were “just doing their job.” 

OTHER AWARDS 

STATUTE: 5 U.S.C. 4501-4503, 4505, 4508, 4509

REGULATIONS: 5 CFR Part 451, Subpart A

Under chapter 45 of title 5, agencies may grant cash, honorary, or informal recognition awards, 

or grant time off without charge to leave or loss of pay to SES members individually or as a 

member of a group to recognize the following: 

• a suggestion, an invention, superior accomplishment, productivity gain, or other personal 
SES Desk Guide December 2020 6-13 

effort that contributes to the efficiency, economy, or other improvement of Government 

operations, or achieves a significant reduction in paperwork; or 

• a special act or service in the public interest in connection with or related to official 

employment. 

A time-off award may not be converted to a cash payment under any circumstances. If permitted 

by agency policy, an SES member may use a time-off award received prior to the SES 

appointment. 

Eligibility 

In general, SES appointees of all types are eligible for awards under chapter 45 of title 5 unless 

the award would conflict with certain related statutes or is restricted by applicable statute, 

regulation, or administration policy. See examples below. 

Restrictions 

Agencies cannot use these chapter 45 awards to circumvent either the statutory or regulatory 

provisions concerning— 

• the limitations on eligibility for performance awards. For example, an agency should not 

give superior accomplishment awards to noncareer appointees in recognition of 

performance of their regular job duties and responsibilities to make up for their exclusion 

from performance award eligibility under 5 U.S.C. 5384; 

• the limitations on the size of individual performance awards. For example, an agency 

should not give job-related superior accomplishment awards to career SES employees to 

supplement performance awards for overall performance or pay less than the minimum 

performance award required; and 

• the limitations on the total amount of funds available to pay performance awards. For 

example, an agency should not give superior accomplishment awards to career SES 

employees in order to grant larger or more awards for job performance to executives than 

the agency’s award pool can support. 

The following statutory restrictions have been placed on awards under chapter 45, subchapter I, 

for senior political officials. 

• agencies may not grant any award under 5 CFR part 451, subpart A to noncareer or 

limited SES appointees, or Schedule C appointees, between June 1 of a Presidential 

election year and the following January 20 [5 U.S.C. 4508];

• agencies may not grant a cash award to Presidential appointees with Senate confirmation 

(PAS) in Executive Schedule positions or positions for which pay is set in statute by 

reference to a section or level of the Executive Schedule [5 U.S.C. 4509]. However, 

career SES members who are appointed to PAS positions and elect to continue SES 

performance award and rank award eligibility under 5 U.S.C. 3392(c) may still receive a 

performance award or rank award; and 

• an Inspector General may not receive any cash award or cash bonus, including any cash 
SES Desk Guide December 2020 6-14 

award under chapter 45 of title 5, United States Code. [See the Inspector General Act of 

1978, 5 U.S.C. Appendix Sec. 3(f)] 

It is generally recommended that an agency consult with its White House Liaison on awards for 

noncareer SES members; however, on August 03, 2010, a Presidential Memorandum placed a 

freeze on discretionary awards for Federal Political Appointees (see OPM guidance).

• 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. 

• Time-off awards and nonmonetary awards (e.g., a plaque or certificate) are not subject to 

the freeze. Agencies may continue to authorize or grant time-off awards and 

nonmonetary awards to political appointees. However, time-off awards are among the 

awards prohibited for certain employees during a Presidential election period. 

• The freeze on discretionary awards for Federal Political Appointees remains in effect 

until further notice. 
SES Desk Guide December 2020 7-1

Chapter 7

CHAPTER 7: EXECUTIVE DEVELOPMENT.................................................................... 7-2

DEVELOPMENT OF CURRENT EXECUTIVES .......................................................... 7-2

Executive Development Plan......................................................................................... 7-2

OPM’s Framework for the Continuing Development of Federal Senior Executives ..................... 7-3

Executive Onboarding................................................................................................... 7-4

SES Situational Mentoring ........................................................................................... 7-4

Mobility Assignments.................................................................................................... 7-4

Fifteen Percent (15%) Governmentwide Rotation Goal................................................7-5

Annual Leadership Talent Management and Succession Planning Process............... 7-5

Intergovernmental Personnel Act Temporary Assignments ..................................... 7-6

Sabbaticals...................................................................................................................... 7-6

Work-Life Programs ..................................................................................................... 7-8

DEVELOPMENT OF FUTURE EXECUTIVES ............................................................. 7-8

Coaching ......................................................................................................................... 7-8

OPM Approved SES Candidate Development Programs.......................................... 7-9

OPM Approval of SES Candidate Development Programs (SESCDPs).................. 7-9

Developing SESCDP Policies for OPM Approval .................................................... 7-10

Organizational Oversight Level of SES Candidate Development Programs......... 7-13

Conducting Candidate Development Program in Partnership with Other Agencies................... 7-14

Recruiting for Candidate Development Programs................................................... 7-15

Use of Recommendations in Selection Process.......................................................... 7-15

Memorandum of Understanding................................................................................ 7-15

Formal Training Experience....................................................................................... 7-16

“Grandfathering” Recently Attended Training........................................................ 7-16

Developmental Assignments ....................................................................................... 7-17

SES Mentors for SESCDP Candidates...................................................................... 7-18

OPM Re-Approval of SES Candidate Development Programs (SESCDPs) .............. 7-18

QUALIFICATIONS REVIEW BOARD CERTIFICATION ....................................... 7-19

QRB Action................................................................................................................... 7-19

APPOINTMENT OF SESCDP GRADUATES INTO THE SES .................................. 7-20

OPM Support For QRB-Certified SESCDP Graduates .......................................... 7-20

CDP Registry ................................................................................................................. 7-21

CDP LinkedIn Group ................................................................................................... 7-22

OPM EXECUTIVE DEVELOPMENT PROGRAMS ................................................... 7-22
SES Desk Guide December 2020 7-2 

CHAPTER 7: EXECUTIVE DEVELOPMENT

STATUTE: 5 U.S.C., 3373-3375, 3396, 4103, 4121

REGULATIONS: 5 CFR Part 410; 5 CFR 412.202, 412.301, 412.302, 412.401; 5 CFR Part 

334

EXECUTIVE ORDER – Strengthening the Senior Executive Service 

Faced with constant challenges, changing technologies, and a fluid environment, executives need 

to continually broaden their perspectives and strive for professional development. Executives 

should seek to strengthen their Executive Core Qualifications (ECQs), skills, and knowledge to 

make more informed decisions and devise innovative solutions to the complex challenges they 

encounter. Engaging in continuing development can assist executives in achieving those goals.

There are many ways for executives to benefit from learning and developmental opportunities. 

There are many ways to provide learning and developmental opportunities for executives. 

Leadership and self-development typically relate to experiential activities, developmental 

relationships, assessments and feedback, and instruction-led development. Specific activities 

may include developmental assignments, job rotation, coaching, networking, mentoring, 

multisource feedback and other structured training programs. 

DEVELOPMENT OF CURRENT EXECUTIVES 

Executive Development Plan 

Each senior executive is required to prepare, implement, and regularly update an Executive 

Development Plan (EDP) as specified in 5 CFR 412.401. EDPs must be reviewed annually and 

revised appropriately by the agency’s ERB, or similar body designated by the agency, to oversee 

executive development using input from the performance evaluation cycle. EDPs will: 

• function as a detailed guide of developmental experiences, including short and longerterm experiences, to help senior executives meet organizational needs for leadership, 

managerial improvement, and organizational results; 

• address enhancement of existing executive competencies and other competencies to 

strengthen the senior executive’s performance; and 

• outline developmental opportunities and assignments to allow the senior executive to 

develop a broader perspective in the agency as well as Governmentwide. 

Consistent with 5 U.S.C. 3396(d) and other applicable statutes, EDPs may provide for 

sabbaticals and other long-term assignments outside the Federal Government. 
SES Desk Guide December 2020 7-3 

Executives are encouraged to review OPM’s Framework for the Continuing Development of 

Federal Senior Executives to assess their current state of development and create an EDP to 

strengthen specific competencies. 

OPM has developed a sample EDP for Agency use, and this EDP is available at: 

https://www.opm.gov/policy-data-oversight/senior-executive-service/executivedevelopment/edptemplate.pdf.

OPM’s Framework for the Continuing Development of Federal Senior Executives 

This executive development framework incorporates mandatory training, recommended key 

leadership behaviors, developmental objectives, and developmental opportunities at each specific 

stage of an executive’s lifecycle of learning. Executives are also encouraged to review the 

framework to assess their current state of development and create a plan to strengthen specific 

competencies. 

Each career stage of the SES lifecycle is characterized by key leadership behaviors that define 

the characteristics necessary to achieve and sustain executive excellence. Furthermore, the 

developmental objectives provide executives direction and focus to enhance the desired 

behaviors. The recommended developmental opportunities identified in the framework for each 

career stage provide the specific experiences that enable executives to build their leadership 

capability. 

The framework, coupled with organizational and individual executive needs, should be used 

during the executive development phase of each agency’s talent management process (for more 

information see the section below entitled Annual Leadership Talent Management and 

Succession Planning Process). It is critical to involve executives in identifying their 

developmental objectives and experiences, and to recognize that development should be 

individualized. No “one-size fits all” solution exists for individual development. Each executive 

and his/her supervisor should work together to outline developmental goals and select 

appropriate development to meet the requirements and learning needs of the specific executive. 

Agencies are also encouraged to use multiple strategies to hold executives accountable for 

continued development (e.g., as part of the competency element in their performance standards, 

ERB regular talent management review). In 2012 OPM released the Executive Development 

Best Practices guide. This guide contains a compilation of best practices used by the public and 

private sector to support executives’ continued learning. 

Many private organizations have recently shifted the focus of their leadership learning and 

development efforts from formal, classroom-based training programs to less formal on-the-job 

learning experiences. These organizations have largely made this shift in recognition of the 

abundant research demonstrating that 70% of learning takes place on-the-job; 20% of learning 

results from meaningful relationships and coaching; and 10% of learning occurs through formal 

training. The 70-20-10 model of learning and development has been widely accepted by 

organizations and learning institutions. 

For your convenience, this comprehensive guide is also available online at: 

https://www.chcoc.gov/sites/default/files/trans5241.pdf. 
SES Desk Guide December 2020 7-4 

Executive Onboarding 

Executive onboarding refers to the acquiring, accommodating, assimilating and accelerating of 

new executives into the organizational culture and business. Onboarding is not “orientation” but 

is a longer, more involved and deliberate approach of a fast track to meaningful, productive work 

and strong employee relationships tailored specifically to the needs of the executives. Executive 

onboarding should be strategic, so that it not only prevents executive derailment, but expedites 

the executive’s contribution to optimize strategic achievement. 

A 2017 study of Governmentwide executive onboarding programs as experienced by new 

executives highlights the need for: 

(1) agencies to provide onboarding executives with critical information to facilitate an efficient 

and effective assimilation into the organization; 

(2) supervisors to act as key facilitators of the onboarding process; and 

(3) executive coaching to ease the transition process for new executives. 

Agency onboarding programs should address three types of new executives: 

• those from outside the agency, but still within the Government; 

• executives from outside the Federal Government; and 

• executives promoted from within the agency. 

Various agencies have piloted executive onboarding programs and have shared information, 

planning documents, and more. You can find these documents as well as templates and 

examples of these requirements on OPM’s Executive Onboarding Wiki page at: 

http://www.opm.gov/WIKI/training/New-Employee-Orientation.ashx. 

For questions and/or assistance in executive onboarding planning and implementation, please 

email SESDevelopment@opm.gov. 

SES Situational Mentoring 

Federal agencies are required by law (5 U.S.C. 3396) to establish programs to assist senior 

executives in their continuing development. One tool that OPM has created to assist agencies in 

this regard is the SES Situational Mentoring program. This program provides executives the 

opportunity, through mentors, to obtain valuable ideas and guidance on high-impact issues, 

problems, challenges or opportunities. The contact with the mentor can be via email, telephone, 

over lunch, etc. This Governmentwide program provides Federal executives with timely advice 

and support from experienced executive mentors across Government through a new Situational 

Mentoring portal. For more information on enrolling executive mentees and mentors into the 

program, please email SESDevelopment@opm.gov. 

Mobility Assignments 

OPM encourages executives to pursue broadening developmental opportunities (see Executive 

Order on Strengthening the Senior Executive Service) to include rotational assignments. 

A rotation is defined as, “...a development process, involving movement to another position, that 
SES Desk Guide December 2020 7-5 

broadens the executive’s knowledge, skill and experience in order to improve talent 

development, mission delivery and collaboration.” A rotation must last 120 consecutive days and 

provide experience outside the scope of an executive’s current role. 

Examples of rotations may include, but are not limited, to the following: 

• Executive reassignment; 

• Executive transfer; 

• Developmental assignment internal to the agency, for example to another subcomponent, 

functional area, or location (e.g., acting in another executive position, field executive 

rotating to HQ or vice versa); 

• Detail or developmental assignment external to the agency (e.g., Intergovernmental 

Personnel Act (IPA) program; temporary assignment/detail to another Federal agency or 

private sector where permitted by law); 

• An assignment that includes full-time, extended service on a multi-agency or joint task 

force or project team that may provide employees with sufficient interagency experience 

to qualify as a rotation; or

• Sabbatical. 

The requirements (specific to the EO) that define, support, and promote executive rotations are 

as follows: 

• Agencies with 20 or more SES positions shall develop and submit to OPM a 2-year plan 

to increase their number of SES on rotations; 

• Rotations must be for a minimum period of 120 days; 

• Annual Governmentwide goal, beginning in FY 2017, of 15% of SES members on 

rotations (no agency-specific goal); and 

• Annual reporting to OPM on SES rotations. 

Fifteen Percent (15%) Governmentwide Rotation Goal

The EO set an annual Governmentwide goal of 15 percent of executives on rotations lasting a 

minimum of 120 days. Since there are no agency-specific goals, it is expected that some 

agencies may rotate more than 15 percent annually while others will rotate less. The frequency 

of SES rotations in any specific agency will depend on agency and individual needs. Not every 

executive in an agency is required to rotate. Agencies should make strategic decisions on 

rotations based on mission and organizational needs (see below for information on the annual 

Talent Management and Succession Planning Process). 

Annual Leadership Talent Management and Succession Planning Process

Federal agencies are legally required to develop a comprehensive management succession 

program, per 5 CFR 412.201. Additionally, EO 13741 includes a phased implementation 

requirement of an annual talent management and succession planning process.

Talent management and succession planning are essential to effective human capital 

management – ensuring organizations take a planned, deliberate, and holistic approach to the 

cycles of selection, development, and engagement of their workforce. OPM’s Guidance on 
SES Desk Guide December 2020 7-6 

Establishing an Annual Leadership Talent Management and Succession Planning Process and 

supplemental infographic help agencies implement and enhance an annual leadership talent 

management and succession planning (TM&SP) process. 

The process consists of five main stages: (1) determine future executive resources needs; (2) 

evaluate current talent state; (3) align talent to agency needs; (4) finalize executive development 

plans; and (5) implement and update plans. 

The guidance and additional resources are located on OPM’s Leadership Talent Management & 

Succession Planning Wiki page. Agencies are encouraged to continue sharing resources and 

templates that align with this guidance. 

Intergovernmental Personnel Act Temporary Assignments 

Career SES appointees are eligible for temporary assignments to or from State, local, and Indian 

tribal governments, institutions of higher education, and other eligible organizations, under 

provisions of the Intergovernmental Personnel Act (IPA) of 1970 and title VI of the Civil Service 

Reform Act, in accordance with requirements in 5 U.S.C. 3373 and 5 CFR part 334. See 

http://www.opm.gov/programs/ipa/mobility.asp for more information on this program for 

Federal employees and non–Federal employees. 

Further information pertaining to various provisions of the IPA, to include standards of conduct 

and conflict-of-interest provisions, can be found at https://www.opm.gov/policy-dataoversight/hiring-information/intergovernment-personnel-act/#url=Provisions. Use the following 

links to find information pertaining to additional areas of consideration, including pay and leave 

accumulation (https://www.opm.gov/policy-data-oversight/senior-executiveservice/compensation/#url=Overview), or performance requirements 

(https://www.opm.gov/policy-data-oversight/senior-executiveservice/performance/#url=Overview). 

Sabbaticals 

Agency heads may grant sabbaticals for up to 11 months to SES career appointees for full-time 

study or uncompensated work experience which will contribute to their development and 

effectiveness (5 U.S.C. 3396(c); 5 CFR 412.401(b)). Sabbaticals can broaden professional skills 

and provide an opportunity for personal growth. Sabbatical activities can include— 

• teaching, study (independent or structured), research, or some combination of these at a 

college or university; 

• non-institutional study or research (independent or guided); 

• periods of relevant and developmental work experience in the private sector; with nonprofit organizations, or with State or local governments; and 

• activities or projects not covered above (e.g., bench research, invention, design, 

development, trouble-shooting or problem-solving assignments, or writing). 

Eligibility. Career appointees must have completed seven years of service in SES positions 

or equivalent civil service positions (i.e., classified above GS-15 and having responsibilities 

consistent with SES functions described in 5 U.S.C. 3132(a)(2)), and at least two of the seven 
SES Desk Guide December 2020 7-7 

years specifically must have been in the SES. The appointee cannot be eligible for voluntary 

(optional) retirement at the time the sabbatical begins. A sabbatical may not be granted to 

the same individual more than once in a 10-year period. 

Conditions. Agencies must assure that sabbaticals do not violate conflict-of-interest 

regulations. A sabbatical is a prolonged period of time away from work with all the benefits 

and is not a part-time activity. An agency’s designated ethics official should advise on 

procedures appropriate to the agency’s needs. 

The SES member must sign an agreement to continue in the civil service for a period of two 

consecutive years following the sabbatical. The agency head may waive this requirement for 

“good and sufficient reasons” (e.g., disability retirement, reduction in force, or other 

involuntary separation). 

Employment Provisions. While on sabbatical, the executive—

• continues to occupy his/her SES position of record and to receive SES pay; 

• continues to earn leave and is charged for any leave taken; 

• may receive such travel expenses (including per diem) as the head of the agency 

determines to be essential for the sabbatical study or experience (in some cases, 

agencies have arranged to have the host organizations pay or share in travel and 

certain other expenses); and 

• remains subject to the SES performance appraisal system and must receive a 

performance rating in accordance with the requirements of that system. He or 

she should be evaluated against appropriate standards, including standards 

addressing activities involved in the sabbatical. Appropriate pay adjustments and 

performance awards may be given in accordance with agency’s SES pay policy. 

Documentation and Program Review. No later than the beginning of each sabbatical, 

agencies should submit the following information to OPM: 

• name of the SES member; 

• a general description of planned activities, developmental benefits, and expected 

contributions to the Government; and 

• the approximate dates of the sabbatical. 

Agencies should monitor their sabbatical programs, including the nature of participants’ 

activities during their sabbaticals, to determine if developmental objectives have been met. 

Records documenting the decision process in granting a sabbatical must be maintained for 

two years from the date the sabbatical is approved by the agency. 

Submit the SES sabbatical documentation by letter to: 

Senior Executive Services and Performance Management 

ATTN: Work-Life & Leadership/Executive Development 

U.S. Office of Personnel Management 

1900 E Street NW, Room 7412 

Washington, DC 20415 
SES Desk Guide December 2020 7-8 

SESDevelopment@opm.gov

Work-Life Programs 

A work-life program is the business practice of creating a flexible, supportive environment to 

engage employees and maximize organizational performance. Key work-life programs offered 

to Federal employees include workplace flexibilities, such as dependent care, telework, worksite 

health and wellness, and Employee Assistance Programs. When implemented well, these 

programs can demonstrate significant benefits for agencies and employees. 

OPM’s Work-Life Toolkit for Managers is a useful reference that provides executives with the 

information they need to deal with work-life issues in the workplace.

DEVELOPMENT OF FUTURE EXECUTIVES 

Each agency is required to have an integrated training program, which supports the of the 

agency’s mission (Federal Workforce Flexibility Act of 2004) by building the agency’s 

leadership capacity. The training program is to include supervisors, managers, and executives on 

a range of management issues to improve employee performance and productivity. 

• Agencies must also establish systematic and comprehensive management succession 

plans for supervisory, managerial, and executive positions (5 CFR 412.202) to 

ensure the smooth transition in leadership of agency programs. 

To highlight the importance of a broader approach to supervisory development, OPM developed 

the Federal Supervisory and Managerial Training Frameworks which outline the full scope of 

mandatory and recommended training for aspiring leaders.

The frameworks also include the requirements outlined in 5 CFR 412.202, which indicate that all 

leaders should be trained on managerial actions, options, and strategies that they may use: 

• relating to employees with unacceptable performance; 

• mentoring employees and improving employee performance and productivity; and 

• conducting employee performance appraisals. 

Coaching 

OPM encourages agencies to provide coaching services as a supplement to leadership 

development efforts, particularly for new SES during their first year. Coaching is a practical, 

goal-focused form of one-on-one learning where the participant works with an internal or 

external coach who helps establish and monitor progress toward goals. 

Agencies and executives can access internal federal coaching services through the Federal 

Coaching Network, which emerged in early 2013 under the partnership between OPM and the 

Chief Learning Officer’s Council. The network has an overarching goal of building and sharing 

coaching services across Government at no cost, and in April 2014 began training a cadre of 

Internal Federal Coaches. These Internal Federal Coaches, along with other trained coaches in 

the Federal Government, are listed in an online inventory housed on MAX.gov. This Database 
SES Desk Guide December 2020 7-9 

of Internal Coaches is accessible to points of contact within each agency, which can use this 

resource to share coaching services across agencies. 

For more information about coaching or the Federal Coaching Network, please send an email to 

FederalCoachingNetwork@opm.gov. 

To learn more about Coaching Services offered by OPM’s Center for Leadership Development, 

please click https://cldcentral.usalearning.net/mod/page/view.php?id=258. 

OPM Approved SES Candidate Development Programs 

STATUTE: 5 U.S.C. 3396 

REGULATION: 5 CFR Part 412

The SES Candidate Development Program (SESCDP) is a means that agencies can use to 

manage their succession planning needs. An SESCDP provides aspiring senior executive leaders 

with Governmentwide leadership challenges, interactions with senior employees outside their 

department and/or agency, interagency training experience, executive level development 

assignments, and mentoring. The combination of these experiences should enhance their 

executive competencies and increase their understanding of government programs and issues 

beyond their individual agency and profession. Graduates of an OPM-approved SESCDP who 

are selected through civil service-wide competition and are certified by OPM’s Qualifications 

Review Board (QRB) may receive an initial career SES appointment without further 

competition. Certified graduates typically tend to be those who entered their SESCDP with 

experiences normally obtained at the GS-15 level. OPM encourages agencies’ Executive 

Resources (ER) staff to make SESCDP graduates aware of support resources available, and more 

information on these tools can be found in the OPM Support For QRB-Certified SESCDP 

Graduates section of this chapter. Agencies must have a written policy describing their 

program. Requirements for agency candidate development programs are in 5 CFR part 412, 

which requires all agencies to submit their program’s written policy to OPM for approval before 

announcing subsequent programs. 

OPM Approval of SES Candidate Development Programs (SESCDPs) 

As indicated in revised 5 CFR 412, agencies must obtain OPM approval before they conduct an 

SESCDP. Agencies must seek re-approval every five years. 

Mail requests for OPM approval to: 

U.S. Office of Personnel Management 

Senior Executive Services and Performance Management 

1900 E Street NW, Room 7412 

Washington, DC 20415 

Email requests for OPM approval to: SESDevelopment@opm.gov 
SES Desk Guide December 2020 7-10 

Developing SESCDP Policies for OPM Approval 

OPM has developed an outline to assist agencies as they develop their SESCDP and operations 

document. The outline below includes program requirements, as stated in 5 CFR 412.302, which 

must be included to obtain OPM approval. Some of the components are described in more detail 

in the next sections of this chapter. 

A. Program Overview – This section describes how your program’s objectives contribute 

to the agency’s workforce goals. The information in this section includes— 

• Description of the program; 

• Statement of the program’s purpose, goals and objectives; 

• Description of how the program supports the agency’s strategic plan; 

• Description of how the program conforms to relevant statutory and regulatory 

authorities related to staffing and SESCDPs; 

• Description of how the program’s success will be measured; 

• Description of methods to be used to ensure program graduates are considered when 

executive vacancies occur and the ways in which the agency will facilitate placement 

of program graduates into the SES; and 

• Description of how the program ties into the agency’s succession plan, how the 

program is linked to projected SES vacancies within the agency, and how the 

program will help the agency achieve its succession and workforce diversity goals. 

B. Program Administration and Oversight – This section describes how an agency will 

organize and run the program. This section includes the program scope and the roles and 

responsibilities of team members. The information in this section includes—

• Defined program scope– duration (including procedures for documenting the 

dates each candidate starts and finishes the program); target audience (e.g., all 

qualified individuals or only civil service employees); and organizational level 

responsible for program oversight (e.g., agency level, component level, or multilevel); 

• Description of the program-related roles and responsibilities of the following, as 

appropriate: Agency Head, ERB, SES Mentors, Human Resources Office, 

SESCDP Program Office, Developmental Assignment Supervisors, and SES 

Candidates; and 

• How the agency will— 

➢ Handle external selections for the purposes of placement and payment of program 

expenses; and 

➢ Periodically evaluate the program and incorporate the evaluation results into 

planning for future programs (please see OPM’s Training Evaluation Field Guide 

for information on evaluating your programs -- http://www.opm.gov/policy-data-
SES Desk Guide December 2020 7-11 

oversight/training-and-development/reference-materials/training_evaluation.pdf); 

5 CFR 410.202 requires all agencies to evaluate their training programs annually, to 

include SESCDPs, “...to determine how well such plans and programs contribute to 

mission accomplishment and meet organizational performance goals.” There are several 

methods agencies can use to evaluate training programs. One common method is 

Kirkpatrick’s Four Levels of Evaluation. The four levels are reaction, learning, behavior, 

and results. OPM has created the Training Evaluation Field Guide to help agencies 

evaluate their training programs. The OPM presentation on Evaluating the Effectiveness 

of SESCDP also contains helpful information, sample outcomes, metrics and a dashboard 

to further assist agencies in evaluating their CDPs at the results level. This presentation 

is available on OPM’s Training and Development wiki (see the SES Candidate 

Development Program page) and includes guidance on how to: 

➢ Plan, budget, and manage the overall program; 

➢ Document the specifics of the candidate selection process; 

➢ Ensure proper merit staffing procedures are followed in recruiting and selecting 

program participants; 

➢ Determine candidates’ development requirements and approve each candidate’s 

individual development plan;

➢ Document the completion of all program requirements; 

➢ Monitor candidate performance (particularly in developmental assignments) and 

completion of all program requirements, as well as removing candidates who do 

not make adequate progress; and 

➢ Submit for QRB review only those graduates the ERB determines possess the 

executive qualifications for career appointment to the SES. 

C. Program Announcement – This section should describe all necessary vacancy 

announcement components. The information in this section must include—

• Scope of the announcement – Identify if the announcement will be limited to 

recruitment from qualified individuals within the civil service, or be open to all 

groups of qualified individuals; 

• Length of time announcement will remain open. The announcement must be open on 

USAJOBS for at least 14 calendar days including the day of publication (5 CFR 

317.501(b)(2)); and 

• Minimum recruitment sources must include an announcement on USAJOBS and 

reflect efforts to solicit applications from women, minorities, and persons with 

disabilities to help create and maintain a diverse SES workforce. 

OPM encourages agencies to have their draft program announcements reviewed by OPM. 

Please send them to HRDLeadership@opm.gov, or the current OPM SESCDP program 

manager, for review. In addition, please refer to the SESCDP announcement template on 

OPM’s Training and Development wiki for additional guidance 
SES Desk Guide December 2020 7-12 

(http://www.opm.gov/wiki/training/Senior-Executive-Service-Candidate-DevelopmentProgram.ashx).

D. Candidate Evaluation and Selection – This section must describe the selection process 

and all relevant assessment criteria needed to evaluate the candidates. The information in 

this section must include—

• Information applicants must submit as part of the application process and the 

qualification requirements against which candidates will be evaluated (e.g., the five 

executive core qualifications and fundamental competencies); 

• Note: SESCDP participants will serve in a position no higher than GS-15, therefore

an agency may require one year of specialized experience, including supervision, at 

the GS-14 or equivalent level, based upon job.

• The basis for determining how well candidates meet the required qualifications (e.g., 

demonstrated experience, executive potential, competencies, and training); 

• Description of the mechanism(s) to be used to evaluate the candidates (e.g., review of 

applications, structured interviews, and assessment centers): 

➢ All eligible candidates must be rated and ranked on the same basis (5 CFR 

317.501(c)(1)). Veteran’s preference should be applied when necessary (i.e., to 

non-status candidates) in accordance with 5 CFR 412.302(d)(1). 

➢ Note: Supervisor evaluations and other recommendations on candidates may not 

be used in the rating and ranking process. 

• Description on how Veterans’ preference will be applied during the selection process; 

and 

• Documentation outlining the methodology used by the ERB to evaluate the 

qualifications of each candidate: 

➢ Preliminary qualifications screening, rating and ranking of candidates, which may 

be delegated by the ERB; 

➢ Provision of written recommendations on each candidate by the ERB to the 

appointing authority; 

➢ Identification of the appointing authority and an outline of his/her options for 

acting on the ERB's recommendations; 

➢ Description of how the merit staffing records will be maintained (i.e., for at least 

2 years after the appointing authority approves the selections); and 

➢ Description of agency procedures for handling inquiries regarding the staffing 

process. 

E. Program Curriculum – This section should describe the training program components 

including formal training, developmental assignments, assessment, mentoring and an 

executive development plan. The information in this section should include—
SES Desk Guide December 2020 7-13 

• Description of the process to be used to assess each candidate's individual executive 

development needs (e.g., 360 degree assessment and assessment center report); 

• Description of how each candidate will develop the required executive development 

plan addressing developmental needs, which covers the entire period of the program. 

The development plan should include the following required components of an 

SESCDP: 

➢ Documentation that candidates receive a minimum of 80 hours of formal, 

interagency training addressing the executive core qualifications. A description 

includes how the agency intends to address the “wide mix” requirement for 

interagency training; 

➢ Explanation of the kinds of developmental activities (e.g., projects and details) 

candidates will be expected to complete in general, and specifically the fourmonth (120-day) executive level assignment(s) outside the candidate’s position of 

record. (It is required that at least one assignment be for a minimum of 90 

consecutive days.) The minimum time interval for the executive level 

assignment(s) must be stated; and 

➢ Explanation of the agency's mentoring program and how the candidate will be 

matched with a current SES member mentor. A description also includes how 

often they will meet and any instructions both the mentor and protégé are 

provided; and 

• Description of any required standard courses, seminars, activities, etc. 

F. Program Completion and Candidate Certification – This section should describe 

criteria and documentation needed for candidates to complete the program and receive 

QRB certification. The information in this section should include— 

• Agency procedures for monitoring candidate progress throughout the program 

including: 

➢ Procedures for documenting candidate’s in-program performance and progress; 

➢ Procedures for documenting successful completion of the program; 

➢ Procedures for a pause in the program (i.e., medical emergency); and 

➢ Procedures for discontinuing a candidate’s participation in the program; and 

• Description of the agency’s procedures for requesting Qualifications Review Board 

(QRB) certification including a requirement that certification should be completed in 

a timely fashion upon completion of the program. It is recommended all candidates’ 

QRB packages be sent to OPM for QRB certification within 90 days of a candidate's 

successful completion of the program. 

Organizational Oversight Level of SES Candidate Development Programs 

The organizational level at which OPM approval is granted becomes the organizational level 
SES Desk Guide December 2020 7-14 

responsible for assuring that all programs conducted by the covered components are consistent 

with the OPM-approved SESCDP plan. This includes reviewing the documentation for proposed 

SESCDP graduates, certifying compliance with program requirements, and successful 

completion of the individual’s executive development plan as approved by the agency Executive 

Resources Board (ERB). Departments and agencies may establish a single program on a 

department or agency-wide basis, establish several programs at component levels, or pursue any 

combination of these options. However, a bureau or organization within a department may not 

independently propose a program to OPM without the approval of the department headquarters. 

The organizational oversight level of a candidate development program is entirely at the 

agency’s discretion. 

Department/Agency-level approval. Departments/agencies may choose to obtain OPM 

approval of a single program at the department/agency level that covers all 

department/agency components. In this case, the department/agency is responsible for 

assuring that programs conducted meet the requirements of the department/agency 

approved plan. This includes reviewing the documentation and obtaining ERB 

certification of compliance with the plan and successful completion of the program. 

Component-level approval. Departments/agencies may choose to allow major 

components to develop their own programs and individually seek OPM approval of their 

programs. In this case, each component is responsible for compliance with the plan and 

ERB certification. 

Multiple-level approval. Departments/agencies may pursue a combination of these 

options. For example, they may permit major components to develop separate programs, 

while the department develops a program to cover those components that have not 

developed individual programs. In this case, the components may seek approval for their 

separate programs, while the department seeks approval for the remaining components. 

Conducting Candidate Development Program in Partnership with Other Agencies 

Agencies may conduct a program in partnership with other agencies (see 5 CFR 412.301(b)). 

The benefits of partnering with other agencies include sharing costs and other resources of a 

CDP, as well as sharing developmental assignments across agencies. 

For example, two agencies partner to conduct a CDP. Each agency selects 10 candidates. The 

two agencies mutually decided to share the costs by having one agency pay for the development 

and administration of the assessment portion of the program and another agency pay for the 

candidate orientation and interagency training. 

If agencies decide to partner to conduct an SESCDP, the partnership must be documented in the 

program overview submitted to OPM for approval. Agencies must describe in their policy 

overview document each agency’s roles and responsibilities. 

Agencies may announce a program using a joint or separate USAJOBS vacancy announcement. 

If separate, the vacancy announcements must be consistent. Agencies may jointly rate and rank 

candidates. Each agency’s ERB is responsible for identifying its best qualified candidates for the 

program. 
SES Desk Guide December 2020 7-15 

Recruiting for Candidate Development Programs 

The merit staffing procedures described in Chapter 2 also apply to entry into an SES candidate 

development program. 

Area of Consideration. Recruitment for SESCDPs is from all groups of qualified 

individuals within or outside the civil service. Graduates of programs, who were 

excepted from the recruiting area under the previous regulations (prior to December 

2009) and who have been certified by a QRB must compete for entry to the SES. 

However, they do not have to obtain a second QRB certification before appointment. 

Non-status appointment requirements. Candidates from outside Government and/or 

employees serving on other than career or career-type appointments (e.g., term and 

temporary) are considered “non-status.” Agencies must consider non-status civil service 

employees when announcing their program to all qualified individuals within the civil 

service. These candidates must be appointed using the Schedule B authority, see 5 CFR 

213.3202(j). The appointment may not exceed or be extended beyond three years. 

Assignments must be to full-time non-SES positions created for developmental purposes 

connected with the SESCDP. Candidates serving under Schedule B appointment may not 

be used to fill an agency’s regular positions on a continuing basis. 

Schedule B appointments must be made in the same manner as merit staffing 

requirements prescribed for the SES, except that each agency shall follow the principle of 

veterans’ preference as far as administratively feasible. Positions filled through this 

authority are excluded under 5 CFR 412.302(d)(1) from the appointment procedures of 

part 302 pertaining to employment in the excepted service. 

Use of Recommendations in Selection Process 

Some agencies request an “executive letter of reference” during the application process. 

Solicitation of recommendations from supervisors for use in the rating and ranking process is not 

allowed. An ERB can take an executive letter of reference into account after candidates have 

been rated and ranked and the best qualified list has been determined. An appointing authority 

might also consider such recommendations when making selections from among candidates on 

the Best Qualified list. 

Memorandum of Understanding 

If an agency sponsors an SESCDP and selects candidates from outside the agency, 5 CFR 

412.302(d)(3) requires that the sponsoring agency develop a memorandum of understanding 

(MOU) with the candidate’s home agency. The MOU would indicate the candidate can 

participate in the program even if leadership changes occur within the candidate’s home agency. 

The MOU should be signed by an official at a higher-level than the candidate’s first line 

supervisor (preferably, the Chief Human Capital Officer). A copy of the MOU must be 

submitted to OPM. 

Terms of the MOU must be consistent with applicable provisions of 5 U.S.C. Chapter 41. Items 

that could be included in the MOU are: 
SES Desk Guide December 2020 7-16 

• Candidate’s Name; 

• Home Agency; 

• SESCDP Sponsoring Agency; 

• Program Duration; 

• Components of the program to be completed; and 

• A provision that establishes which of the two agencies pays for what program-related 

costs (e.g., for training, details, travel, etc.). 

Either agency may decline or discontinue a candidate’s participation if such terms cannot be 

negotiated or fulfilled. 

Formal Training Experience 

Candidates are required to complete at least 80 hours of formal training throughout the duration 

of the program. The formal training must address the ECQs and their application to SES 

positions, and it is recommended the training target competency gaps identified during the initial 

assessment phase of the program. Candidates’ training must include interaction with a wide mix 

of senior managers and executives outside the candidate’s department or agency to foster a 

broader perspective. A “wide mix” of senior managers and executives can also include state, 

local, foreign governments, and private and non-profit sector personnel. The requirement for 80 

hours of formal training does not have to be met through one 80-hour course; it can be met 

through a series of courses. However, the formal training should target specific ECQs identified 

during the initial assessment for each candidate. 

“Grandfathering” Recently Attended Training 

To some extent, candidates do have the option to count training they have recently attended 

towards the 80-hour interagency requirement provided that training included the necessary 

interaction with senior employees from outside the candidate’s department or agency. For this 

purpose, “interagency” and “multi-sector” participation is credited and includes state, local, and 

foreign governments as well as private sector and non-profit organizations. 

• A maximum of 40 hours of recent training can be counted towards the 80-hour 

requirement. Types of training include: 

➢ Classroom training;

➢ Training targeted to meet one or more ECQs the candidate is trying to develop;

➢ Online/web-based training – it is unlikely a candidate would utilize web-based 

training to meet the 80-hour training requirement because the candidate needs to 

show how interaction with other senior employees met the requirement for 

substantive interaction with other senior executives; or

➢ Graduate level courses in a degree program accredited by the U.S. Department of 

Education. Based on American Council for Education guidelines, 40 hours of 
SES Desk Guide December 2020 7-17 

instruction are equivalent to about three graduate semester hours.

• The nature of the training must be interagency and/or multi-sector. This should 

be verified through review of sufficient supporting information, such as:

➢ Syllabus of the training;

➢ List of speakers; and

➢ Description of the types of participants including the participant’s agency or 

organization; and the nature of interaction during the training.

• The candidate must show evidence of course completion and the training must 

address one of the ECQs the candidate identified at the beginning of the 

program as needing development. Agencies must verify the candidate’s 

completion of the training and ensure the training addressed the ECQs.

• The training must have been completed within a one-year period prior to 

selection. However, the training could have begun any time before the one-year 

period prior to selection. 

The focus of the entire program should be on closing competency gaps identified at the 

beginning of the program. If after all the requirements are met and the candidate’s competency 

gap(s) are not all addressed, the agency will need to provide training or other developmental 

opportunities (e.g., developmental assignments) to the candidate prior to QRB certification. 

Ultimately, the agency must provide the appropriate developmental strategies to enable 

candidates to address their competency gap(s) to meet the Criterion B qualifications. 

Developmental Assignments 

One of the requirements listed in 5 CFR 412.302(c)(3) is a developmental assignment totaling at 

least four months of full-time service outside the candidate’s position of record. One assignment 

must be at least 90 continuous days in a position other than, and substantially different from, the 

candidate’s position of record. The purpose of the assignment is to broaden the candidate’s 

experience and/or increase the knowledge of the overall function of the agency, so the candidate 

is prepared for a variety of SES positions. The assignment(s) must include executive-level 

responsibilities and differ from the candidate’s current and past assignments. The assignment(s) 

should challenge the candidate with respect to leadership competencies and the ECQs. 

Developmental assignments do not need to be restricted to the candidate’s home or sponsoring 

agency, the Executive Branch, or even the Federal Government, so long as the assignment(s) can 

be accomplished in compliance with applicable law and Federal and agency-specific ethics 

regulations. 

Candidates are held accountable for organizational and/or agency results achieved during the 

assignment. If an assignment is in a non-Federal organization, the agency’s ERB must provide 

for adequate documentation of the individual’s actions and accomplishments and must determine 

the assignment will contribute to the development of the candidate’s executive qualifications. 

In line with the National Strategy for the Development of National Security Professionals, 

agencies should place particular emphasis on developmental assignments for SESCDP 
SES Desk Guide December 2020 7-18 

candidates who are designated as National Security Professionals (NSP) under Executive Order 

13434, May 17, 2007. A developmental assignment is almost essential if the SESCDP candidate 

is currently in an NSP position or would like to develop NSP competencies. See OPM’s 

November 13, 2008 memorandum to the Chief Human Capital Officers “Recommended National 

Security Professional Qualification for NSP SES” on Qualification for NSP SES” on 

https://www.chcoc.gov/content/recommended-national-security-professional-qualification-nspses for more information. 

An SESCDP developmental assignment listing has been developed to aid SESCDP candidates to 

find developmental assignments. Agencies submit developmental assignment opportunities to 

OPM by emailing HRDLeadership@opm.gov for review and approval. Once these 

developmental assignment opportunities are approved, they will be sent to SESCDP 

coordinators. Agencies should use this listing as a tool to offer opportunities for all SESCDP 

candidates and encourage their candidates to utilize this website when searching for 

developmental assignment opportunities. 

SES Mentors for SESCDP Candidates 

All SESCDP candidates are required to have an SES mentor. The SES mentor should have the 

knowledge and capacity to advise the candidate, consistent with the goals of the agency 

SESCDP. The SES mentor must be approved by the agency ERB. Candidates have the option 

of finding their own mentors, or agencies can facilitate the selection of mentors and candidates 

through the following options: 

Develop a list of ERB-approved SES mentors. Candidates can indicate their top choices. The 

program coordinator matches the candidates with one of their choices, if possible. Alternatively, 

match mentors and candidates using an automated tool. Candidates complete a profile online 

and indicate their top choices. The tool would assist the program coordinator in matching the 

candidate with a mentor.

Candidates and mentors are jointly responsible for developing a productive relationship during 

the program. However, agencies are responsible for establishing methods to assess these 

relationships, and facilitate or make appropriate changes, if necessary. 

More information about SESCDP Mentor Requirements and the SESCDP Candidate Evaluation 

Form can be found on the OPM Training & Development Policy Wiki at 

http://www.opm.gov/WIKI/training/Senior-Executive-Service-Candidate-DevelopmentProgram.ashx. 

Documentation for a QRB Certification. Prior to submitting requests to OPM for a 

QRB certification of graduates’ executive qualifications, the mentor must provide a 

completed Mentor Evaluation. 

OPM Re-Approval of SES Candidate Development Programs (SESCDPs)

As indicated in 5 CFR 412, agencies must submit for re-approval an updated or new program 

overview every five years from the approval date of their original plan to continue operating an 

SESCDP. This approval helps to ensure the SESCDP’s continued and current alignment with 

the agency’s succession plan. Agencies should follow OPM’s guidance for developing SESCDP 
SES Desk Guide December 2020 7-19 

policies and complete a thorough analysis of their program evaluation efforts. Additionally, 

agencies should submit their SESCDP’s program evaluation results including:

• Description of cohort(s) characteristics (e.g., candidate demographic data, program 

completion rate, QRB-certification rate, SES placement rate, etc.); 

• Description of candidate satisfaction with program components (e.g., interagency 

training, developmental assignment, mentoring relationship, etc.); 

• Description of evaluation methods used to collect data (e.g., candidate surveys, focus 

groups, etc.); 

• Description of the program impact on the agency’s succession plan, SES vacancies 

within the agency, and workforce diversity goals; and 

• Description of evaluation conclusions and recommendations including strengths of the 

program, recommendations for improvement, and other implications of the findings (e.g., 

policy implications, curriculum revisions, etc.). 

Mail requests for OPM re-approval to: 

U.S. Office of Personnel Management 

Senior Executive Services and Performance Management 

1900 E Street NW, Room 7412 

Washington, DC 20415 

Email requests for OPM re-approval to: SESDevelopment@opm.gov 

QUALIFICATIONS REVIEW BOARD CERTIFICATION 

QRB Action 

The criteria for QRB Criterion B certification are the same as criterion A cases – possession of 

the Executive Core Qualifications. The QRB reviews each candidate’s mentor assessment, EDP, 

and training and developmental experiences based on the documentation provided to ensure the 

information provides the basis for certification of the individual’s executive qualifications as 

required by 5 U.S.C. 3393. If the agency has an OPM-approved CDP and the candidate has 

completed the program requirements in 5 CFR 412.104(e), the QRB will determine if the 

candidate possesses the executive qualifications required for initial career appointment to the 

SES.

If a candidate is not initially approved by the QRB, the agency has the option to revise the 

package and clarify any areas identified by the QRB panel. If a candidate is disapproved a 

second time, then the agency must address any competency gaps identified by the QRB panel 

before submitting the candidate for approval a third time. 
SES Desk Guide December 2020 7-20 

APPOINTMENT OF SESCDP GRADUATES INTO THE SES 

SESCDP graduates, who competed at least civil service-wide, are eligible for an initial career 

appointment without further competition to any SES position for which they meet 

professional/technical qualification requirements. An agency may noncompetitively appoint any 

certified SESCDP graduate, regardless of whether they currently work in that agency. Positions 

filled noncompetitively do not need to be posted on USAJOBS or otherwise advertised. 

However, QRB certification does not guarantee placement in the SES. 

The few SESCDP candidates who were selected through agency-wide competition under the 

previous 5 CFR 412 rule, not civil service-wide competition, must compete for their first SES 

career appointment even if they are certified by the QRB. 

Certified graduates can also compete for any vacancy and be selected and remain certified by the 

QRB. 

OPM Support For QRB-Certified SESCDP Graduates 

CDP-Opps Listserv 

The U.S. Office of Personnel Management (OPM) has launched a new Senior Executive Service 

(SES) Candidate Development Program (CDP) Opportunities listserv (CDP-Opps) 

(CDPopps@listserv.opm.gov) to help all agencies recruit for SES vacancies as well as to help 

place current QRB-certified Candidate Development Program (CDP) graduates. The purpose of 

the listserv is to: (1) help agencies identify top talent for SES positions more quickly, and (2) 

increase the placement rate of QRB-certified CDP graduates. QRB-certified graduates who 

apply to vacancies and meet the position-specific technical qualifications can be immediately 

non-competitively appointed, allowing agencies to potentially identify top talent in a manner that 

will reduce time-to-hire from months to weeks. 

Qualifications Review Board (QRB)-certified SES CDP graduates who register for the CDPOpps listserv will be alerted to SES vacancies submitted by Agency Offices of Executive 

Resources. While agencies will still regularly announce SES vacancies on USAJOBS, CDPOpps participants will receive notifications through the listserv and have opportunity to apply 

and have their applications immediately reviewed, including before the USAJOBS 

announcement needs to be posted or before it closes. 

Agency Executive Resources (ER) offices are encouraged to share SES vacancies with certified 

graduates via the CDP-Opps listserv simply by sending an e-mail to 

CDPOpps@listserv.opm.gov. Each SES vacancy notification should include the following: 

• Agency and Bureau; 

• Job Title; 

• Job Series; 

• Duty Location; 

• Travel; 

• Security Clearance; 

• Technical Qualifications Requirement; 

• Brief Description of Duties; and 
SES Desk Guide December 2020 7-21 

• List of required application materials, such as: 

o Current Resume; 

o Technical Qualifications Statements (if necessary); 

o OPM-issued SES Certificate; and 

o Any other required items; 

• Application Submission Deadline; and 

• Agency ER Contact Information (where candidates send their resume and application). 

Offices of Executive Resources are encouraged to announce to CDP-Opps as soon as a 

vacancy opens, but if the vacancy announcement is already on USAJOBS, please send the 

following to the listserv: 

• Agency and Bureau; 

• Job Title; 

• USAJOBS link; and 

• Agency ER Contact Information (where candidates send their resume and application for 

advance non-competitive consideration). 

OPM will regularly evaluate the listserv in terms of usage, feedback, and requested 

improvements. 

QRB-certified SES CDP graduates can register for the CDP-Opps listserv by following 

these steps: 

1. Click on the link: https://apps.opm.gov/Listserv_Apps/listsub.cfm?Targetlist=CDPOpps.

2. Click “Join or Leave CDPOpps” (Only QRB-certified CDP graduates are eligible to 

enroll.).

3. Enter your Name and Email Address and click “Join CDPOpps.” 

For more information on the CDP-Opps listserv, please email SESDevelopment@opm.gov. 

CDP Registry 

The SES Candidate Development Program (CDP) Graduate Registry is a searchable database 

that contains profiles of Qualifications Review Board (QRB)-certified CDP Graduates that are 

ready to be appointed to the Senior Executive Service (SES). QRB-certified CDP graduates are 

available to be non-competitively appointed to SES vacancies, saving weeks or months when 

compared to traditional hiring timeframes using USAJOBS. 

The goals of the CDP Registry are to increase the placement rate of QRB-certified CDP 

graduates and to fill SES vacancies more rapidly. 

While many agencies also utilize the CDP-Opps listserv to announce SES vacancies, the CDP 

Registry allows SES Hiring Managers to search for QRB-certified CDP graduates based on 

search criteria. QRB-certified CDP graduates are encouraged to send in their resume and profile 
SES Desk Guide December 2020 7-22

form to SESDevelopment@opm.gov; and many have done so. 

The CDP Registry is hosted at MAX.gov, offering SES Hiring Managers across government 

real-time access to a secure database of CDP Graduates. Points of Contact have been identified 

at each Agency to perform searches for their Agency in the CDP Registry. The goal is for SES 

Hiring Managers to better recognize the existing talent that makes up the leadership bench and 

convert many to SES positions. 

For more information on the CDP Registry, please email SESDevelopment@opm.gov. 

CDP LinkedIn Group 

The SES Candidate Development Program (CDP) participants also have access to a LinkedIn 

group specifically for use while in a CDP. This group acts as a place for aspiring SES in a CDP 

to receive information on Developmental Assignments, share professional articles related to 

executive and leadership development, and build their network as they make steps toward 

finding a spot in the Senior Executive Service. Participants can gain access to this private 

LinkedIn group by selecting “Ask to Join.”

OPM EXECUTIVE DEVELOPMENT PROGRAMS 

OPM maintains an online catalogue of Federal Government Leadership Development Programs 

(FedLDP). This is a searchable electronic library of programs offered by Federal departments 

and agencies to foster the development of leadership skills in their agencies. See 

https://www.opm.gov/services-for-agencies/federal-leadership-development-programs/.

OPM’s Center for Leadership Development (CLD) in OPM’s Human Resources Solutions 

Division provides professional and leadership development through a rigorous career-long 

continuum of offerings that support advancement within the civil service to achieve our Nation’s 

missions and goals. CLD programs are delivered governmentwide and worldwide through 

virtual, blended eLearning, and residential or in-person settings. CLD operates training facilities 

in Washington DC (Eastern Management Development Center), Charlottesville, VA (Federal 

Executive Institute), and Denver, CO (Western Management Development Center). 

For overall information about CLD programs please email: CLDConnect@opm.gov

See https://leadership.opm.gov/ for a CLD overview; see the CLD Schedule at a Glance which 

shows CLD Open-enrollment programs: https://leadership.opm.gov/search.aspx?p=4. 

Information about CLD programs tailored to individuals in the Senior Executive Service and for 

those aspiring to the SES, may be found on OPM.GOV at the following links:| 

• OPM FEI SES Leading EDGE for the onboarding and continuing development of career

Senior Executives (SES, SL, ST, and SES equivalents): https://www.opm.gov/servicesfor-agencies/center-for-leadership-development/federal-executive-institute/#url=SESLeading-EDGE.

• Leadership for a Democratic Society for GS-15, Senior Executive Service members, or
SES Desk Guide December 2020 7-23 

their equivalent: https://www.opm.gov/services-for-agencies/center-for-leadershipdevelopment/federal-executive-institute/#url=Leadership-for-a-Democratic-Society. 

• LEAD Institute programs for team leads, supervisors, managers and senior leaders 

https://www.opm.gov/faq/leadership/How-do-I-get-a-LEAD-certificate.ashx.
SES Desk Guide December 2020 8-1

Chapter 8

CHAPTER 8: REMOVALS AND SUSPENSIONS .............................................................. 8-2

GENERAL INFORMATION ............................................................................................. 8-2

Prohibited Actions ......................................................................................................... 8-2

120-Day Moratorium on Certain Removals................................................................ 8-3

Appeals............................................................................................................................ 8-3

REMOVAL DURING THE PROBATIONARY PERIOD .............................................. 8-3

Removal of Probationers for Unacceptable Performance ......................................... 8-4

Removal of Probationers for Disciplinary Reasons.................................................... 8-6

Removal of Probationers for Conditions Arising Before Appointment ................... 8-7

Removal of a Probationer Under a Reduction in Force (RIF) .................................. 8-8

REMOVAL OF POST-PROBATIONERS FOR PERFORMANCE REASONS ......... 8-9

Performance Appraisal ................................................................................................. 8-9

Optional Removal: One Unsatisfactory Rating ........................................................ 8-10

Mandatory Removal: Two Less-Than-Fully-Successful Ratings........................... 8-10

Procedures.................................................................................................................... 8-10

120-Day Moratorium................................................................................................... 8-11

Placement...................................................................................................................... 8-11

Informal MSPB Hearing ............................................................................................. 8-11

REMOVAL AND SUSPENSION FOR DISCIPLINARY REASONS (ADVERSE 

ACTIONS) .......................................................................................................................... 8-12

Coverage ....................................................................................................................... 8-12

Standard for Action..................................................................................................... 8-12

Procedures.................................................................................................................... 8-13

120-Day Moratorium................................................................................................... 8-15

Placement...................................................................................................................... 8-15

Appeals.......................................................................................................................... 8-15

REMOVAL AND SUSPENSION OF NONCAREER AND LIMITED 

APPOINTEES AND REEMPLOYED ANNUITANTS ................................................. 8-16

Removal ........................................................................................................................ 8-16

Suspension .................................................................................................................... 8-17

120-Day Moratorium................................................................................................... 8-17

Appeals.......................................................................................................................... 8-17
SES Desk Guide December 2020 8-2 

CHAPTER 8: REMOVALS AND SUSPENSIONS

STATUTE: 5 U.S.C. 3393(g), 3592, and 7541-7543

REGULATIONS: 5 CFR Part 359 and Part 752

Procedural protections and placement or other rights to which an SES member is entitled are 

determined by law and regulation. They depend on the nature of the action being taken, the type 

of SES appointment held by the member and, at times, by the member’s appointment status just 

before entry into the SES. 

GENERAL INFORMATION 

Discipline vs. unacceptable performance. An agency may find it difficult at times to 

distinguish between unacceptable performance and misconduct, neglect of duty, or 

malfeasance. Each may result in the appointee’s failure to carry out significant duties 

and responsibilities of the position. Unacceptable performance results when the 

employee cannot perform acceptably in their job because they lack the skill, specific 

knowledge, or the ability to meet the performance standard of an element or elements in 

their performance plan. Misconduct, neglect of duty, and malfeasance, on the other hand, 

denote a wrongful act on the part of the employee. Corrective action of Senior Executive 

Service employees does not require a finding of intent. 

An employee’s actions or inaction related to job performance may or may not constitute 

misconduct, neglect of duty, or malfeasance. When they do not, 5 U.S.C. 3592

(performance removal) applies. When they do, 5 U.S.C. 7543 applies. When elements of 

both exist, an agency has discretion to proceed under the statute the agency determines 

will best fit the circumstance and yield the more appropriate result. 

Off-duty conduct. If an agency wishes to take disciplinary action based on the 

appointee’s off-duty actions or misconduct, it must demonstrate a nexus between the offduty actions and the appointee’s ability to carry out the assigned responsibilities of the 

position to which assigned (5 U.S.C. 2302(b)(10)). Where the circumstance meets the 

standard of action at 5 CFR 752.603, 5 CFR 752.604 supports taking into account offduty actions involving criminal conduct that implicate legitimate Government interests in 

making certain determinations. 

Prohibited Actions 

Agencies should refer to 5 U.S.C. 2301 (merit system principles) and 5 U.S.C. 2302 (prohibited 

personnel practices) for information on practices that cannot be used as a basis for taking actions 

covered in this chapter. 

Under 5 U.S.C. 3392(d), the removal of an individual from any SES position in an independent 

regulatory commission “shall not be subject, directly or indirectly, to review or approval by any 

officer or entity within the Executive Office of the President.” 
SES Desk Guide December 2020 8-3 

Under 5 U.S.C. 3393(g), a career appointee may not be removed from the SES or the civil 

service except in accordance with specifically cited provisions in Title 5, U.S.C. If a career 

appointee volunteers to take a position outside the SES, the voluntary nature of the action should 

be agreed to in writing before the action is effected, and the agreement should be retained as a 

permanent record in the Official Personnel Folder. 

120-Day Moratorium on Certain Removals 

The law [5 U.S.C. 3592(b)(1)] prohibits involuntary removals of career appointees during the 

probationary period or for performance reasons after completion of the probationary period: 

• within 120 days after an appointment of the head of the agency; or 

• within 120 days after the appointment in the agency of the career appointee’s most 

immediate supervisor who is a noncareer appointee and has the authority to remove the 

career appointee. Time spent “acting” in the supervisory position does not count toward 

the 120-day time period. 

The purpose of the moratorium is to prevent peremptory actions during transition periods when 

the agency head or noncareer supervisor does not have adequate knowledge of an SES career 

appointee. For more details on removals during the probationary period, see the next section. 

For more details on post-probationary removals during the 120-day moratorium, see section on 

removal of post-probationers. 

Definitions and interpretations. See Moratorium on Involuntary Reassignments in 

Chapter 3. 

Waiver. An appointee may voluntarily waive application of the 120-day moratorium to a 

specific removal action. The waiver must be in writing and be retained as a temporary 

record in the Official Personnel File. 

Effect on advance notice. Any advance notice requirements for a removal action may 

run concurrently with the 120-day moratorium, but the removal normally may not be 

effected until the moratorium has ended. 

Appeals 

Merit System Protection Board (MSPB) requirements on what a decision notice regarding 

matters appealable to the Board should include and the procedures for filing an appeal are found 

at 5 CFR 1201.21-.24. 

REMOVAL DURING THE PROBATIONARY PERIOD 

STATUTE: 5 U.S.C. 3592

REGULATIONS: 5 CFR Part 359, Subpart D

An individual who receives an SES career appointment must serve a one-year probationary 

period as established by 5 U.S.C. 3393. Under 5 CFR 317.503, the probationary period is 
SES Desk Guide December 2020 8-4 

defined as a full calendar year, which must include credit for time in accordance with all 

provisions of that section. If an agency action cannot be effected before the probationary period 

ends (see below), the agency may only proceed under rules that apply to non-probationary career 

SES appointees. [See Chapter 2 for guidance on the probationary period.] 

A career appointee may be removed from the SES during the probationary period for a variety of 

reasons, such as unacceptable performance, misconduct, conditions arising before appointment, 

and reduction in force. The procedural protections and placement rights to which the probationer 

is entitled are determined by the basis for the removal action and the individual’s appointment 

status just before entering the SES. 

Timing. The SES probationary period is considered to end when the individual 

completes his/her last scheduled tour of duty before the anniversary date of the 

appointment. After this, the individual is considered a non-probationary career appointee 

even if the anniversary date has not yet occurred. For example, when the last workday is 

a Friday and the 1-year anniversary date is the following Monday, any probationary 

separation would have to take place before the end of the tour of duty on Friday. For 

reference, see decision by MSPB Chief Administrative Law Judge in the case of Walton 

D. Morris, Jr. v. Department of Interior (HQ35928610024, February 4, 1987), which was 

later affirmed by a U.S. District Court Order in Walton D. Morris, Jr. v. Department of 

Interior, et al, Civil Action 88-2063, August 9, 1993. Also, see Hardy v. MSPB (1994) 

13 F.3d 1571. An agency must also provide written notice to the employee before the 

effective date of a probationary removal for performance, conduct or reduction in force 

(5 CFR part 359, subpart D). If the removal action takes effect on the individual’s last 

workday, the removal notice must specify a time prior to the end of the individual’s tour 

of duty. Otherwise, removal on the date would be presumed to be effective at the end of 

the day, which would normally be after the individual has completed the tour of duty and, 

consequently, the probationary period. 

Reemployed annuitants. A career appointee who is a reemployed annuitant serves at the 

pleasure of the appointing authority, except when he or she is not receiving an annuity from the 

Civil Service Retirement and Disability Fund. As used in this chapter hereafter, the term 

“reemployed annuitant” refers solely to an annuitant who is reemployed and continues to receive 

an annuity from the Civil Service Retirement and Disability Fund, consistent with definition of 

the same term in 5 CFR 210.102. Removal of a reemployed annuitant (so defined) who is 

serving a probationary period is effected under 5 CFR part 359, subpart I, because he or she 

serves at the pleasure of the appointing authority. In general, an annuitant who is reemployed 

but not receiving an annuity will not be described as a reemployed annuitant in this chapter. 

Such individuals who are career SES appointees are generally subject to procedures applicable to 

a probationer if serving a probationary period, or to procedures applicable to a post probationer, 

if not serving a probationary period. 

Removal of Probationers for Unacceptable Performance 

Agencies use the probationary period to observe and evaluate the appointee’s performance of 

assigned duties and responsibilities. If an agency finds that the probationer’s managerial or 

professional/technical performance is unacceptable, the agency should consider whether 

remedial action (such as specialized training or assignment to other SES duties) or removal 
SES Desk Guide December 2020 8-5 

action is appropriate. Removal for unacceptable performance during the probationary period is 

effected under 5 CFR 359.401-.407. The removal of a probationer for unacceptable performance 

need not be predicated on a formal Unsatisfactory rating under the performance appraisal system 

established under 5 U.S.C. 4312-14 and 5 CFR part 430, subpart C. However, if the agency has 

given a probationer a formal Unsatisfactory (or Minimally Satisfactory) rating of record, it can 

use that rating as the basis for the removal action. 

Even though one Minimally Satisfactory rating is not the basis for removal of an individual who 

has completed the probationary period, it does not prevent the removal of a probationer on the 

basis of the rating. Further, even if an individual receives a formal Fully Successful or higher 

rating of record during the probationary period, it does not prevent the removal of the individual 

later in the probationary period if the individual’s performance has become unacceptable. A new 

formal rating is not necessary (5 CFR 359.402(b)).

Notice. The agency must give the probationer a written notice at least one day before the 

effective date of the removal. However, the agency may want to consider a longer notice 

period. In accordance with 5 CFR 359.402(c), the notice must—

• state the agency’s conclusions as to the inadequacies of the probationer’s 

performance; 

• state whether the probationer has placement rights to another position outside the 

SES and, if so, identify the position to which the individual will be assigned; and 

• show the effective date of the action. 

Guaranteed Placement. Guaranteed placement at GS-15 or above (e.g., Senior-level) 

upon removal from the SES is limited to those probationers who, at the time of 

appointment to the SES held a career or career-conditional appointment, or an 

appointment of equivalent tenure as defined in 5 CFR 359.701(a). Probationers who are 

not entitled to guaranteed placement are separated from the Federal service. 

120-Day Moratorium. The removal of a probationer for performance reasons is subject 

to the 120-day moratorium described at the beginning of this section. However, it should 

be noted that:

• there is an exception to the moratorium if the removal is based on a formal 

Unsatisfactory performance rating given before the appointment of the new 

agency head or noncareer supervisor which initiated the moratorium; and 

• the moratorium does not extend the probationary period. Thus, it is possible for a 

probationer against whom an agency is contemplating removal action to complete 

the probationary period during a moratorium. In such case, a subsequent removal 

action for performance could not be processed as a probationary removal under 

5 CFR 359.401-.407, but would be taken under 5 CFR 359.501-.504.

Appeal. The removal of a probationer for performance reasons is not appealable to the 

Merit Systems Protection Board and does not entitle the employee to an informal hearing 

before the Board. McNair v. EEOC (2011) 116 MSPR 315; 5 CFR 1201.143(a), 5 CFR 

359.407(a). 
SES Desk Guide December 2020 8-6 

Removal of Probationers for Disciplinary Reasons 

This section pertains only to probationary career SES appointees for whom disciplinary action 

may be taken under 5 U.S.C. 3592(a)(1) and 5 CFR 359.403 for conduct or 5 CFR 359.404 for 

conditions arising before appointment. Procedures in this section do not apply to a career SES 

probationer who held a civil service position in which he or she was covered by 5 U.S.C. 7511

immediately before SES appointment. Under 5 U.S.C. 7541, such probationers are covered by 

the adverse action procedures described later in this chapter that apply to non-probationary 

career appointees; however, they are covered by 5 U.S.C. 3592(a)(1) and 5 CFR 359 subpart D

for other removal actions. Since 5 U.S.C. 3392(b) requires most SES positions to be filled from 

within the civil service, disciplinary procedures herein described apply to a minority of 

probationers. 

Basis for action. Under the CSRA, a removal under 5 U.S.C. 7543 had to meet the standard of 

“for such cause as would promote the efficiency of the service,” which pertains to removals 

under 5 U.S.C. 7511. Subsequent legislation substituted for that standard of action “misconduct, 

neglect of duty, malfeasance, or failure to accept a directed reassignment or to accompany a 

position in a transfer of function.” Although 5 U.S.C. 3592(a)(1) was not changed, OPM 

provided in 5 CFR 359.403 that removal of probationers covered by that section should meet the 

standard applicable to other career SES appointees. 

Off-duty actions or misconduct could support removal under 5 CFR part 359 provided there is a 

nexus between the off-duty actions and the probationer’s ability to discharge the responsibilities 

of the position. 

Notice. Notice requirements for effecting the removal of a probationer under CFR part 359, 

Subpart D, for disciplinary reasons are similar to those governing removals for performance 

reasons. The agency must give the probationer a written notice at least 1 day before the effective 

date of the action. (To the extent that circumstances warrant and permit, it is recommended that 

the notice be given to the probationer at an earlier date.) The notice must indicate the basis for 

the removal action (e.g., misconduct, neglect of duty, or malfeasance), and show the effective 

date of the removal. These procedures are modified when a moratorium exists and the agency 

invokes a specific exception, as discussed below. 

120-day Moratorium. The removal of a probationer under 5 CFR 359.403-.404 for disciplinary 

reasons is subject to the 120-day moratorium described at the beginning of this chapter, with the 

following exceptions: 

• the disciplinary action was initiated before the appointment of the agency head or SES 

noncareer supervisor (i.e., before the appointment which initiated the moratorium); or 

• there is reasonable cause to believe that the probationer committed a crime punishable 

by a prison sentence, or that retention of the probationer may pose a threat to the 

appointee or others; may result in loss of or damage to Government property; or may 

otherwise jeopardize legitimate Government interests. Refer to 5 CFR 731.202 and 5 

U.S.C. 2302(b)(10). When this exception is invoked, the following additional 

procedural requirements must be met: 

1) the agency’s notice shall include the reasons for invoking the exception; 

2) the probationer shall be given a reasonable time (not less than seven days) to 
SES Desk Guide December 2020 8-7 

respond regarding the propriety of the exception; 

3) the agency shall give the probationer a notice of decision on the propriety of 

using the exception at or before the time the action will be effective; and 

4) when circumstances require immediate action, the agency may place the 

probationer in a nonduty status with pay for such time as necessary to effect 

the removal. 

Imposing a moratorium does not extend the probationary period. Thus, it is possible for a 

probationer against whom an agency is contemplating disciplinary action to complete the 

probationary period during a moratorium. In such case, a subsequent disciplinary 

removal action could not be processed under 5 CFR 359.403-.404, but would have to be 

taken under 5 CFR 752.601-606 (Adverse Actions). 

Guaranteed Placement. A probationer removed for disciplinary reasons is not entitled 

to placement in a position outside the SES. 

Appeal. The removal of a probationer for disciplinary reasons under 5 CFR 359.403-

.404, is not appealable to the Merit Systems Protection Board. 

Removal of Probationers for Conditions Arising Before Appointment 

An agency may separate a probationer for conditions arising before appointment to the SES 

when those conditions have a bearing on the probationer’s fitness or qualifications for continued 

employment in the SES. Cases of this type should occur infrequently. Generally, they would 

involve an appointee from outside the Federal service, and the derogatory information would 

become known as a result of a post-appointment background review. In such cases, a removal 

for pre-appointment conditions would be effected under 5 CFR 359.404. 

However, in the event that the probationer had coverage under 5 U.S.C. 7511 immediately before 

entering the SES, the removal would be affected under 5 CFR 752.601-.606. 

Procedures. The procedural requirements governing the removal of a probationer for 

pre-appointment conditions differ significantly from those governing removal for 

performance or misconduct. Pursuant to 5 CFR 359.404, when the removal is based, in 

whole or in part, on conditions arising before appointment to the SES, the probationer is 

afforded an opportunity to answer or refute the derogatory information bearing on fitness 

or qualifications for continued employment. The probationer is entitled to the following: 

• an advance written notice stating the specific reasons for the proposed removal; 

• a reasonable time to respond; 

• the right to reply orally or in writing, to furnish documentary evidence in support 

of the answer, and to be represented by an attorney or other representative; and 

• a written decision which shows the reasons for the action and the effective date 

and which is delivered at or before the time the action will be made effective. 

As discussed below, these procedures are modified when a moratorium exists and the 

agency invokes a specific exception. 

120-day moratorium. The removal of a probationer for pre-appointment conditions is 
SES Desk Guide December 2020 8-8 

subject to the 120-day moratorium described at the beginning of this chapter. The 

moratorium may be waived under the same conditions previously described in this 

section. 

Thus, it is possible for a probationer against whom an agency is contemplating removal 

for conditions arising before appointment to complete the probationary period during a 

moratorium. In such a case a subsequent disciplinary removal action could not be 

processed under 5 CFR 359.404, but would have to be taken under 5 CFR 752.601-606

(Adverse Actions). 

Guaranteed placement. A probationer removed for pre-appointment conditions is not 

entitled to placement in a position outside the SES. 

Appeal. The removal of a probationer for pre-appointment conditions under 

5 CFR 359.404, is not appealable to the Merit Systems Protection Board. 

Removal of a Probationer Under a Reduction in Force (RIF) 

The provisions on competition for job retention in a RIF apply to all SES career appointees, 

probationers and post-probationers alike. All requirements for conducting a competition for job 

retention in a RIF situation are covered in Chapter 9. 

Placement rights. A probationer who is affected by a RIF has no statutory or regulatory 

placement rights within the SES. However, an agency may on its own place the 

probationer in a vacant SES position for which qualified, if there is no post-probationer 

affected by the RIF who is entitled to the position. 

If the probationer is not placed in another SES position, removal from the SES is effected 

under 5 CFR 359.405, except that removal of a reemployed annuitant is effected under 5 

CFR 359.901-.902.

Notice. The agency must give the probationer a written notice before the effective date 

of the removal showing—

• the action to be taken and its effective date; 

• the reason for the action; 

• the nature of the competition for job retention including the probationer’s 

competitive area (if the competitive area is not agencywide) and competitive 

standing; 

• a statement on whether the probationer has placement rights to another position 

outside the SES and, if so, the position to which he or she will be assigned; 

• the probationer’s eligibility for discontinued service retirement, if the applicable 

age and/or service requirements are met [Chapter 11]; 

• the place where the probationer may inspect the regulations and records pertinent 

to the action; and

• the probationer’s right of appeal to the Merit Systems Protection Board (MSPB) 

on the competitive procedures used for determining job retention, the time limit 
SES Desk Guide December 2020 8-9 

for making an appeal, and the MSPB office to which the appeal should be sent. 

120-day moratorium. The removal of a probationer from the SES by RIF is not subject 

to the moratorium. 

Guaranteed placement. The probationer’s placement rights outside the SES, if any, are 

governed by 5 CFR 359.701-.705. Guaranteed placement upon removal from the SES by 

RIF is limited to those probationers who, at the time of appointment to the SES, held a 

career or career-conditional appointment, or an appointment of equivalent tenure as 

defined in 5 CFR 359.701(a). [See Chapter 10 on placement provisions.] Probationers 

who are not entitled to a guaranteed placement are separated from the Federal service. 

REMOVAL OF POST-PROBATIONERS FOR PERFORMANCE REASONS 

STATUTE: 5 U.S.C. 3592

REGULATIONS: 5 CFR Part 359, Subpart E

This section covers the removal of a post-probationer from the SES for less-than-fully-successful 

executive performance under 5 CFR part 359.501-.504. The term “post-probationer” refers to an 

SES career appointee who completed the SES probationary period or was not required to serve a 

probationary period. 

A career appointee who is a reemployed annuitant serves at the pleasure of the appointing 

authority. The removal of a reemployed annuitant is effected under 5 CFR part 359.901-.902. 

Actions taken under that subpart are discussed later in this chapter. 

For those situations that involve both performance and conduct factors, see Removal and 

Suspension for Disciplinary Reasons, for guidance on whether to effect a removal under 

performance or adverse action procedures. 

Performance Appraisal 

Each agency is required to have an SES performance appraisal system. One of the purposes of 

an appraisal system is to provide a basis for determining that an individual’s performance either 

merits retention in the SES or warrants some remedial action, including the individual’s removal 

from the SES. [See Chapter 4 for performance appraisal systems.]

The removal of a career appointee from the SES under 5 CFR 359.501-.504 must be based on the 

appointee’s final SES rating (or ratings) of record assigned by the appointing authority following 

recommendation of a Performance Review Board. 

An agency may terminate a performance appraisal period before its completion when it finds 

there is adequate basis on which to appraise and rate the executive [5 U.S.C. 4314(b)(l)(D)].

This means that an agency need not retain an Unsatisfactory performer in a position until the end 

of the SES rating cycle, although the executive must be given a reasonable opportunity to 

demonstrate competence in a position before being appraised. At the least, the minimum 
SES Desk Guide December 2020 8-10 

appraisal period must be met and the agency must complete the full rating process, including 

action by a Performance Review Board, and final rating by the appointing authority. 

If an executive receives an Unsatisfactory rating and is retained in the SES in another position, or 

if the executive receives a Minimally Satisfactory rating, the agency is required under 

5 CFR 430.307 to provide the executive with advice and assistance, to improve his/her 

performance before the next annual summary rating is given. 

Optional Removal: One Unsatisfactory Rating 

An appointee who receives a final rating of “Unsatisfactory” cannot remain in the same position 

[5 U.S.C. 4314(b)(3)]. The agency must either place the appointee in a position outside the SES, 

or in another position in the SES for which the appointee is qualified. This may be done by 

reassignment within the agency, or with the appointee’s approval, by transfer to another agency. 

Placement in another SES position, rather than removal from the SES, would be appropriate 

when the individual is capable of performing at the SES level, but was not suited for the original 

SES position. However, should the agency choose to take a reassignment action, it cannot 

subsequently remove the individual from the SES solely on the basis of this one Unsatisfactory 

rating. The individual must receive another Unsatisfactory rating, or a Minimally Satisfactory 

rating, as described in the next paragraph.

Mandatory Removal: Two Less-Than-Fully-Successful Ratings 

Under 5 U.S.C. 4314(b)(3) and (4), an agency must remove a career appointee from the SES 

when the appointee receives the following final ratings of record under an SES performance 

appraisal system: 

• two ratings of “Unsatisfactory” within five consecutive years; 

• two ratings of “Minimally Satisfactory” within three consecutive years; or 

• one rating of “Unsatisfactory” and one rating of “Minimally Satisfactory” within three 

consecutive years. 

The final ratings of record used to support the removal action may have been assigned under two 

different SES performance appraisal systems, or by two different agencies. Further, both ratings 

may be based on a shortened appraisal period when issued in accordance with the Performance 

Appraisal section above.

Procedures 

In accordance with 5 CFR 359.502, the agency must give the career appointee a written notice at 

least 30 calendar days before the effective date of removal from the SES. The notice must 

include the following information: 

• the reason for the removal, i.e., the annual summary rating(s) and date(s) when given that 

the agency is using to support the removal action; 

• the appointee’s right to be placed in a position outside the SES. (If the agency makes a 

decision regarding the specific position to which the appointee will be assigned, this 
SES Desk Guide December 2020 8-11 

information should be included in the advance notice. As an alternative, the agency may 

advise the appointee of the new position in a supplementary notice issued at least 10 

calendar days before the effective date of the action); 

• the appointee’s right to request an informal hearing before an official designated by 

MSPB. (Advise the appointee that the request should be made to the Headquarters Office 

of the MSPB at least 15 days before the effective date of the action); 

• the effective date of the removal; and 

• when applicable, the appointee’s eligibility for discontinued service retirement under 

5 U.S.C. 8336(h) for CSRS or 5 U.S.C. 8414(a) for FERS. 

120-Day Moratorium 

The removal of a career appointee for performance reasons is subject to the 120-day moratorium, 

except for a removal based on an Unsatisfactory rating given before the appointment of the new 

agency head or noncareer supervisor that initiated the moratorium. This exception covers— 

• an optional removal based on one Unsatisfactory rating; 

• a mandatory removal based on two Unsatisfactory ratings in five years; and 

• a mandatory removal based on two less than Fully Successful ratings in three years when 

the second rating is an Unsatisfactory rating. 

For additional information on the moratorium, see Career Reassignments in Chapter 3.

Placement 

A post-probationer removed for performance reasons is entitled to placement in a position 

outside the SES (See Chapter 10 for placement provisions). Note also that an SES appointee 

removed for performance reasons is not eligible for reinstatement in the SES (See guidance on 

reinstatement in Chapter 3).

Informal MSPB Hearing 

A removal for performance is not appealable to MSPB under 5 U.S.C. 7701. However, under 

5 U.S.C. 3592(a)(2), a career appointee may request (and MSPB shall grant) an informal hearing 

before an official designated by MSPB. 

Under MSPB regulations [5 CFR 1201.143-.145], the appointee and/or a representative may 

appear and present arguments. A transcript is made of the hearing. The MSPB lacks jurisdiction 

to hear appeals regarding dismissal from the SES based on performance and to modify or order 

modification of performance evaluations. Charrow v. Federal Retirement Thrift Investment 

Board (June 21, 2006) 102 M.S.P.R. 345. 

The MSPB normally refers a copy of the record and any recommendations resulting from an 

informal hearing to the Special Counsel, as well as to OPM and the employing agency, for 

whatever action may be appropriate. Conducting an informal hearing does not delay the 
SES Desk Guide December 2020 8-12 

effective date of removal. 

REMOVAL AND SUSPENSION FOR DISCIPLINARY REASONS (ADVERSE 

ACTIONS) 

STATUTE: 5 U.S.C. 7541-7543

REGULATIONS: 5 CFR Part 752, Subpart F

This section deals with adverse actions resulting in the removal from the Federal service or 

suspension of SES career appointees and certain limited appointees for disciplinary reasons. 

Coverage 

Career appointees who have completed the SES probationary period or were not required to 

serve one. 

Career appointees who are serving an SES probationary period if they were covered under 

5 U.S.C. 7511 immediately before entering the SES. Essentially, 5 U.S.C. 7511 covers 

employees in the competitive service who are not serving a probationary period, preference 

eligible employees in the excepted service who have completed one year of current continuous 

service in an executive agency, and certain other employees in the excepted service who are not 

preference eligible.

Limited emergency and limited term appointees who were covered by 5 U.S.C. 7511

immediately before entering the SES and who received their limited appointment in the same 

agency. 

A career appointee who is a reemployed annuitant serves at the pleasure of the appointing 

authority. Removal of a reemployed annuitant is effected under 5 CFR 359.901-.902. Actions 

taken under this subpart are discussed later in this chapter. 

Standard for Action 

Adverse actions in the SES cover only two actions: removal and suspension for more than 14 

days. Moreover, the standard for action in accordance with 5 U.S.C. 7543 is “misconduct, 

neglect of duty, malfeasance, or failure to accept a directed reassignment or to accompany a 

position in a transfer of function.” 

Removal. “Removal” means separation from Federal service initiated by the employing 

agency, OPM, or MSPB.

Suspension. “Suspension” means more than 14 days. The law is silent on short-term 

suspensions, i.e., a suspension of 14 days or less. Since there is no statutory authority for 

such action, agencies may not take a suspension of 14 days or less against an SES 

member. However, this does not restrict the agency from issuing a reprimand or 

admonishment for offenses which do not warrant a suspension. 
SES Desk Guide December 2020 8-13 

Disciplinary reasons. A disciplinary reason is defined as misconduct, neglect of duty, 

malfeasance, or failure to accept a directed reassignment or to accompany a position in a 

transfer of function. [Note, however, that 5 U.S.C. 8336(d) provides that separation for 

failure to accept a directed reassignment or a transfer of function outside of the 

commuting area shall not be considered a removal for cause on charges of misconduct or 

delinquency for purposes of determining eligibility for discontinued service retirement.] 

Procedures 

Procedural requirements for taking an adverse action against an appointee are in 5 CFR 752.601-

.606.

Notice. The agency must give the appointee at least 30 days advance written notice that 

includes this information: 

• the nature of the proposed action—if a proposed suspension, give the 

duration; 

• the specific reasons for the proposed action—identify and/or describe the 

instances of misconduct, neglect of duty, or malfeasance, or the reassignment 

or transfer of function the appointee declined; 

• the appointee’s right to review the material the agency is using to support the 

charges; 

• the appointee’s right to reply orally and in writing and to furnish affidavits 

and other documentary evidence (e.g. medical documentation)—identify the 

agency official authorized to hear the oral reply and advise the appointee of 

the time limit for making an oral and/or written reply; 

• if agency regulations provide for one, the appointee’s right to a hearing in 

place of or in addition to the opportunity for written and oral reply; and [See 5 

U.S.C. 7543(c)] 

• the appointee’s right to be represented by an attorney or other representative. 

Exception to the 30-day notice period. The 30-day advance notice period may be 

curtailed only if the agency has reasonable cause to believe that the appointee committed 

a crime for which a sentence of imprisonment may be imposed and is proposing a 

removal or suspension. Refer to 5 CFR 752.604(d). Per 5 U.S.C. 7543(b), the SES 

employee is entitled to a reasonable time, but not less than seven days to answer orally 

and in writing and to furnish affidavits and other documentary evidence in support of his 

answer to the action. The employee is also entitled to be represented by an attorney or 

other representative and to have a written decision and specific reasons therefor at the 

earliest practicable date.

Other considerations. If the agency does not have reasonable cause to believe that the 

appointee committed a crime for which an imprisonment may be imposed, the appointee 

has a right to the 30-day notice period. Even so, there may be circumstances where 

keeping the appointee in his/her present position may pose a threat to the appointee or 

others, result in loss or damage to Government property, or otherwise jeopardize 
SES Desk Guide December 2020 8-14 

legitimate Government interests. In such cases, an agency may act to reduce or remove 

the threat during the notice period. Such actions could include: 

• assigning the appointee to duties where he or she is no longer a threat; 

• placing the appointee on leave with his/her consent; and 

• carrying the appointee in an appropriate leave status (i.e., annual, sick, leave 

without pay, absent without leave) if the appointee is voluntarily absent for 

reasons not originating with the agency. 

If these options are not available, the agency could place the appointee in a paid, 

nonduty status during all or part of the 30-day advance notice period. Refer to 

5 CFR 752.604(b).

Appointee review and response. The documentary evidence used by the agency to 

support a disciplinary action must be made available for review by the appointee or a 

representative or designated physician, as applicable. An appointee in an active duty 

status must be given a reasonable amount of official time to review the documentary 

evidence and prepare a response. The agency official designated to hear the oral reply 

must be one who has authority either to make or to recommend a final decision on the 

proposed action. 

Appointee representative. The appointee is entitled to be represented by an attorney or 

other representative. The agency may, under certain circumstances, disallow an 

appointee’s choice of representative. This may occur when the appointee’s choice would 

result in a conflict of interest. In addition, if the proposed representative is an agency 

employee, the agency may disallow the choice when that employee’s assumption of the 

representational responsibilities would give rise to unreasonable costs, or undue 

interruption of priority work assignments.

Agency review of medical information. When medical information is supplied by the 

appointee, the agency may, if authorized, 

• require a medical examination under 5 CFR 339.301, or 

• offer a medical examination in accordance with 5 CFR 339.302.

If the appointee has the requisite years of service under CSRS or FERS, the agency must 

provide information concerning disability retirement. All of these procedural 

requirements are contained in 5 CFR 752.604. It is contemplated these actions would be 

taken in consultation with agency legal counsel. 

[Note: Agencies must be aware of the requirements pertaining to reasonable 

accommodation of a qualified individual with a disability.] 

Agency decision. In arriving at a decision, the agency shall consider only the reasons 

specified in the advance notice and any written and/or oral response thereto by the 

appointee or a representative. 

Notice of decision. The agency must give the appointee a notice of decision that: 

• states the reasons for the agency’s decision to take the removal or suspension 
SES Desk Guide December 2020 8-15 

action—the notice should indicate the agency’s decision on each of the 

reasons specified in the advance notice; 

• shows the effective date of the removal or the duration and effective dates of 

the suspension except as provided for in the above paragraph on exceptions, 

the effective date may not be less than 30 calendar days from the date of the 

advance notice); 

• advises the appointee of the right of appeal to the Merit Systems Protection 

Board (the notice should indicate the time limit for making an appeal and the 

MSPB office to which the appeal should be sent); and 

• is delivered to the appointee at or before the time the action will be effective. 

Imposing a less severe penalty. After consideration of the appointee’s response, an 

agency may decide to substitute a less severe penalty. The substitute penalty may be a 

suspension for more than 14 days or a letter of reprimand. As provided in 

5 CFR 752.601(b), an agency may not suspend a senior executive for 14 days or less. 

The agency’s decision to mitigate the penalty should be included in the notice of decision 

given the appointee. 

120-Day Moratorium 

The removal of a career SES appointee from Federal service pursuant to 5 CFR 752.601-.606, is 

not subject to the 120-day moratorium. 

Placement 

An appointee removed from the SES under 5 CFR 752.601-.606, is not entitled to placement in a 

position outside the SES. 

Further, there is no authority for an agency to move the appointee directly from the SES to a 

non-SES position. However, following the action removing the appointee from the Federal 

service, an agency may subsequently as a separate action appoint the individual to a position 

outside the SES for which eligible. 

[Note: The career transition regulations [5 CFR 330.601-.613; 330.701-.711] apply to placement 

actions in the competitive service and in the excepted service in certain cases. Agencies should 

also make sure that the employee meets all the requirements pertinent to the new appointment, 

including suitability standards.] 

Appeals 

Removal or suspension from the SES under 5 CFR 752.601-.606, is appealable to the MSPB 

under 5 U.S.C. 7701.

Under 5 U.S.C. 7701(b)(3), the Board has the authority to mitigate an adverse action penalty of a 

career SES appointee (e.g., change a removal to a suspension or change a 30-day suspension to 

15 days). The Board’s policy on mitigation is addressed through case law [e.g., Douglas v. 

Veterans Administration, 5 M.S.P.R. 280 (1981)]. Generally, the Board will review a penalty 
SES Desk Guide December 2020 8-16 

only to determine if the agency conscientiously considered all the relevant aggravating and 

mitigating factors and exercised management discretion within tolerable limits of 

reasonableness. The agency should be able to show that the penalty was appropriate and 

reasonable under the circumstances. The Board has indicated that it may review a penalty to 

determine whether it is clearly excessive, disproportionate to the sustained charge, or arbitrary, 

capricious, or unreasonable. 

REMOVAL AND SUSPENSION OF NONCAREER AND LIMITED 

APPOINTEES AND REEMPLOYED ANNUITANTS 

STATUTE: 5 U.S.C. 3592(c)

REGULATIONS: 5 CFR Part 359, Subpart I, Part 317, Subpart F, and Part 752, Subpart 

F

This section covers the removal and suspension from the SES of noncareer appointees, limited 

emergency appointees, limited appointees, and reemployed annuitants holding any type of 

appointment under the SES. A reemployed annuitant serves at the pleasure of the appointing 

authority whether holding a career, noncareer, or limited appointment. 

Reemployed annuitants. As noted above, in this chapter the term “reemployed annuitant” is 

used consistent with the definition in 5 CFR 210.102 to refer solely to an annuitant who is 

reemployed and continues to receive an annuity from the Civil Service Retirement and Disability 

Fund. Removal of a reemployed annuitant (so defined) is effected under 5 CFR 359.901-.902, 

because he or she serves at the pleasure of the appointing authority. In general, an annuitant who 

is reemployed but does not receive an annuity is subject to the same procedures that apply to 

other SES members based upon the type of appointment held and, if a career appointee, based 

upon whether serving a probationary period. 

Limited appointees who were covered by 5 U.S.C. 7511 immediately before SES appointments 

are covered by 5 CFR 752 in disciplinary cases. Removal and suspension of these limited 

appointees is discussed in the previous section on disciplinary removals. 

Removal 

Notice. An individual covered by this section can be removed at any time. Removal is 

effected under 5 CFR 359.901-.902. The agency must give the appointee a written notice 

at least one day prior to the effective date of the removal and the notice must show the 

effective date of the removal. The notice should be given on a workday for the employee 

and not be effective on a non-workday (i.e., Saturday, Sunday, or holiday), unless there is 

at least one intervening workday following the day on which the notice was given. The 

agency may include a statement of the reason for the action, but it is optional. 

Expiration of appointment. A limited appointment must be terminated when the 

appointment expires, or when the employee completes the maximum period of service 

permitted under law. The termination is processed as prescribed in the material on 

noncareer and limited appointments in Chapter 3 and not as a removal.
SES Desk Guide December 2020 8-17 

Placement. The appointee is not entitled to placement in a position outside the SES, 

except as provided in the material on special conditions regarding limited appointments 

in Chapter 3.

Suspension 

The law does not specify procedural requirements regarding the suspension for disciplinary 

reasons of appointees covered by this section. Thus, an agency may suspend these appointees 

under whatever procedures it establishes. 

120-Day Moratorium 

A removal or suspension covered by this section is not subject to the 120-day moratorium. 

Appeals 

A removal or suspension covered by this section is not appealable to the Merit Systems 

Protection Board. 
SES Desk Guide December 2020 9-1

Chapter 9

CHAPTER 9: REDUCTION IN FORCE, RIF PLACEMENT, AND FURLOUGH......... 9-2

GENERAL INFORMATION ............................................................................................. 9-2

REDUCTION IN FORCE ................................................................................................... 9-2

Agency RIF Plans........................................................................................................... 9-2

Agency Pre-RIF Actions................................................................................................ 9-3

Competitive Procedures ................................................................................................ 9-4

Placement in the SES..................................................................................................... 9-6

Removal and Placement Outside the SES ................................................................... 9-7

Notice Requirements...................................................................................................... 9-7

120-Day Moratorium..................................................................................................... 9-8

Appeals............................................................................................................................ 9-9

Noncareer and Limited Term Appointees and Reemployed Annuitants................. 9-9

Records............................................................................................................................ 9-9

OPM RIF PLACEMENT PROGRAM .............................................................................. 9-9

Eligibility for Priority Placement ................................................................................. 9-9

Agency Action............................................................................................................... 9-10

SES Member Action .................................................................................................... 9-11

OPM Placement Activity............................................................................................. 9-11

Agency Action on OPM Referrals.............................................................................. 9-12

RIF in Inspector General Organizations................................................................... 9-13

Career Transition Regulations................................................................................... 9-14

FURLOUGHS .................................................................................................................... 9-14

Short Furloughs ........................................................................................................... 9-14

Long Furloughs............................................................................................................ 9-15

Requirements For Career Appointees....................................................................... 9-15

Requirements for Noncareer, Limited Term or Limited Emergency Appointees and 

Reemployed Annuitants .............................................................................................. 9-16
SES Desk Guide December 2020 9-2

CHAPTER 9: REDUCTION IN FORCE (RIF), RIF PLACEMENT, 

AND FURLOUGH

STATUTE: 5 U.S.C. 3595, 3595a

REGULATIONS: 5 CFR Part 359, Subpart F and Subpart H

GENERAL INFORMATION 

This chapter covers SES RIF, OPM’s RIF placement program, and furlough. The procedures on 

competition for job retention in a RIF and the appeal rights described in this chapter, apply to 

both probationers and post-probationers. The procedures on placement, separation, and notices, 

apply only to post probationers (See Chapter 8 for procedures for probationers).

As defined in 5 U.S.C. 3595(d), RIF includes the elimination or modification of a position due to 

reorganization, lack of funds, curtailment of work, or any other factor. These would include 

OPM withdrawal of SES spaces, a total agency shutdown, or the determination that a position no 

longer meets the criteria for inclusion in the SES. 

For RIF purposes, “agency” means an executive department or an independent establishment. 

For example, the Department of Defense is one agency, with Army, Navy, and Air Force being 

components within that agency. 

REDUCTION IN FORCE 

Agencies are required by law to establish competitive procedures to determine who shall be 

removed from the SES in reductions in force. These procedures must be designed to ensure RIF 

determinations are based primarily on performance. 

Agency RIF Plans 

Each agency is responsible for implementing the statutory provisions on RIF. An agency must 

publish its written RIF procedures before initiating any specific RIF action. These procedures 

should: 

• identify the area or areas of competition, i.e., the full agency or a specified portion of the

agency;

• indicate how positions or employees will be grouped within a competitive area;

• indicate how retention registers will be set up;

• describe the competitive procedures used to determine job retention;

• establish a mechanism for considering post-probationers for vacant SES positions and

indicate whether probationers will be considered for such positions;

• establish a procedure for referring post-probationers to OPM for placement assistance

when they cannot be placed in the SES within the agency;
SES Desk Guide December 2020 9-3 

• provide for placement outside the SES of post-probationers who cannot be placed in the 

SES;

• provide for the separation, or placement outside the SES, of probationers affected by RIF; 

• provide for the separation from the Government of a post-probationer who declines a 

directed reassignment in his/her own agency (an adverse action taken under 5 CFR part 

752); and 

• set forth the notice requirements for implementing RIF actions. 

Agencies may consult with Senior Executive Services and Performance Management when 

developing or significantly modifying their plans, to ensure the plans comply with law and 

regulation. 

Agencies shall provide Senior Executive Services and Performance Management a copy of their 

final SES RIF plan and any substantive changes. 

Agency Pre-RIF Actions 

Agency management organizes the SES workforce to accomplish agency objectives within the 

given constraints on funds and personnel spaces. When faced with the possibility of a RIF, the 

agency should carefully examine its SES positions and determine how each may be affected. If 

necessary, the agency can draw up new SES staffing requirements. 

Minimize negative impact. Agencies can take action to minimize the negative impact of 

a RIF on their SES members. For example, an agency may find that by taking a series of 

reassignment actions, it can reduce the number of SES members affected or, perhaps, 

obviate the need for a RIF. If an SES member’s position is abolished, the agency can 

reassign the individual to a vacant SES position for which qualified, without invoking 

RIF procedures. In addition, the agency may help interested executives locate suitable 

positions in other Federal agencies or the private sector, either through its own efforts, or 

through OPM’s RIF placement program. The agency may also consider contacting OPM 

about the appropriateness of discontinued service retirement or a voluntary “early out” 

retirement authority. 

Effect on SES spaces. As soon as it is evident that a RIF cannot be avoided, the agency 

should decide how the cuts will be distributed among its career, noncareer, and limited 

appointees. In making this decision, the agency should consider the impact on its SES 

structure with respect to the position authorization requirements in 5 U.S.C. 3133 and the 

appointment limitation requirements of 5 U.S.C. 3134 (e.g., the 25 percent limit on 

noncareer authorities), and consult with OPM on any necessary adjustments. Depending 

on the circumstances, agencies that apply a RIF to their SES workforce are subject to 

withdrawal of the affected SES spaces and should be prepared to justify any proposal to 

retain the spaces. 

Advance notice. Agencies are asked to advise OPM as far ahead as possible about 

potential RIF activity, so that OPM can plan for placement assistance and ask other 

agencies for assistance. It would also be beneficial for agencies to advise executives 

early about possible RIFs, as they must search for job opportunities themselves, and 

obtain placement assistance provided by their agencies and OPM. 
SES Desk Guide December 2020 9-4 

Competitive Procedures 

5 U.S.C. 3595(a) requires competition for job retention. This requirement applies to all SES 

career appointees, probationers as well as post-probationers. However, reemployed annuitants 

who serve at the pleasure of the appointing authority, are excluded from SES RIF procedures by 

5 CFR 359.601(a)(2), and may be removed without competition under 5 CFR part 359, Subpart I. 

If an agency is being abolished (without a transfer of functions) and its SES members are being 

separated at the same time or within 3 months of the abolishment, it is not necessary to use 

competitive procedures [5 CFR 359.602(a)(4)].

Competitive Area. As a first step, the agency establishes the area of competition. The 

competitive area may be the full agency or a major component of the agency (normally 

one that reports to the head of the agency). Agencies are advised to define the 

competitive area in such a way as to ensure adequate competition, especially in situations 

where the competitive area is other than the full agency. 

Retention Registers. Retention registers must be developed for affected employees. 

There are different ways this can be done, and two examples are shown below: 

 (1) An agency can establish competitive levels within each competitive area and 

then develop a retention register for each level, as is done in the non-SES RIF [5 CFR 

part 351]. Competitive levels consist of all positions in the competitive area that are 

sufficiently alike in qualifications requirements, duties, and responsibilities, that the 

agency may readily assign the incumbent of any one position to any of the other 

positions, without unduly interrupting the work. 

Under this procedure, when a position in a competitive level is abolished, selection for 

release is in inverse order of standing on the retention register for that level beginning 

with the employee with the lowest retention standing. If employees are listed by group, 

the agency may select for release any SES member in the lowest group on the retention 

register. 

 (2) An agency can develop a retention register that contains all SES incumbents 

within the competitive area. Under this procedure, when a position is abolished, the 

incumbent displaces the lowest ranking person on the retention register (or a person in the 

lowest group on the register). The incumbent must meet the qualifications requirements 

of the displaced person’s position. 

Ranking. An agency must have a method for ranking individuals on the retention 

register. The competitive procedures used for ranking must be designed to assure that 

retention determinations are primarily based on performance, as determined under an 

approved SES performance appraisal system. 

Beyond this, however, the agency has a good deal of flexibility in developing a ranking 

plan. The agency could group employees by performance rating level and then use 

factors such as length of SES service or receipt of a Presidential Rank Award or a 

performance award to rank employees within the group. (Veterans’ preference may not 

be considered since SES members are excluded by law from such preference.) As an 
SES Desk Guide December 2020 9-5 

alternative to grouping employees by performance rating level, the agency could use a 

point system, provided a majority of points are assigned for performance (e.g., 75 points 

for performance and 25 points for other factors). 

Performance Rating. In ranking SES members on a retention register, an agency must 

use the final annual summary rating given under an SES performance appraisal system, 

and not any interim rating [5 CFR 359.602(a)(2)]. The agency may consider performance 

for more than one year. 

The following are two examples of how an agency could group SES members on a retention 

register. As indicated below, individuals can be further ranked within each group. The use of 

unnecessarily large groups from which any employee can be chosen for release may subject the 

agency’s actions to challenge as being arbitrary or capricious. 

Plan I 

Post-probationer with Outstanding rating 

Probationer with Outstanding rating 

Post-probationer with Exceeds Fully Successful rating 

Probationer with Exceeds Fully Successful rating 

Post-probationer with Fully Successful rating 

Probationer with Fully Successful rating 

Post-probationer with Minimally Satisfactory rating 

Probationer with Minimally Satisfactory rating 

Post-probationer with Unsatisfactory rating 

Probationer with Unsatisfactory rating 

Plan II 

Post-probationer with Outstanding rating 

Post-probationer with Exceeds Fully Successful rating 

Post-probationer with Fully Successful rating 

Probationer with Outstanding rating 

Probationer with Exceeds Fully Successful rating 

Probationer with Fully Successful rating 

Post-probationer with Minimally Satisfactory rating 

Probationer with Minimally Satisfactory rating 

Post-probationer with Unsatisfactory rating 

Probationer with Unsatisfactory rating 
SES Desk Guide December 2020 9-6 

If a probationer and a post-probationer have the same retention standing, the post-probationer 

must be retained over the probationer. 

Placement in the SES 

In the Agency. A post-probationer who is selected by competition for release from the 

retention register, has a statutory right to be assigned to any vacant SES position in the 

agency for which the employee meets the qualifications requirements, whether in the 

same or a different commuting area, and without regard to the type of appointment used 

to fill the position in the past. Since “agency” refers to an executive department or an 

independent establishment, this placement right cannot be restricted to SES jobs in an 

organizational component, regardless of the competitive area established for the RIF. 

[Note: The Department of Defense is considered one agency for this purpose.] 

If an individual is qualified for two or more vacant positions, the agency may decide to 

place the individual in either position. 

If two or more individuals released from a retention register are qualified for the same 

vacant position, the agency may decide which individual to place in the position. 

[Note: A post-probationer has priority placement rights over a probationer.] 

If an individual fails to accept a directed reassignment in a RIF placement, the agency 

may initiate an adverse action removal under 5 CFR part 752, Subpart F. 

[Note: The agency cannot refer this individual to OPM for priority placement, if there is 

a vacant SES position within the agency for which he or she is qualified (See Chapter 8, 

Removals).] 

If there is no vacant SES position within the agency for which a post-probationer is 

qualified, the executive is entitled to placement assistance by OPM. This includes 

individuals from abolished agencies where competitive RIF procedures were not used. 

During the period of OPM placement assistance, the individual remains on the agency 

rolls in an SES pay status. Further, the agency has a continuing obligation during the 

period to place the post-probationer in the SES, should a vacancy occur in the agency for 

which the individual is qualified. 

OPM Placement Assistance. The specifics of OPM’s RIF placement assistance 

program are described later in this chapter, including the responsibilities of agencies, SES 

members, and OPM. 

For a post-probationer to receive OPM placement assistance, the agency head must 

certify in writing that there is no vacant SES position in the agency for which the 

employee is qualified. Placement assistance begins when OPM acknowledges the agency 

head’s certification and continues for 45 calendar days, unless the employee is appointed 

to another SES position, declines a reasonable offer of placement, leaves the 

Government, or fails to request assistance. 

If, in an emergency, the agency lacks work or funds for all or part of the period during 

which OPM is attempting to place the employee, the agency may, with or without the 

employee’s consent, place the employee on annual leave or in a leave without pay 
SES Desk Guide December 2020 9-7 

(LWOP) or non-pay status. Placement in an LWOP or non-pay status, however, may 

require the use of furlough procedures. 

Removal and Placement Outside the SES 

If a post-probationer declines a reasonable offer of placement, OPM will advise the employing 

agency. OPM’s notice will identify the agency that made the offer, the title of the position 

offered, its geographical location, the date the offer was made, and the date the offer was 

declined. Under 5 U.S.C. 3595(b)(4), the employing agency may initiate a removal action from 

the SES based on the declination. 

If a post-probationer is not placed in another SES position by the end of the 45-day OPM 

placement period, OPM will notify the employing agency in writing that it may initiate a 

removal action from the SES. 

A post-probationer is entitled to placement outside the SES (See Chapter 10 on Guaranteed 

Placement). The agency must place the individual in a continuing position at the GS-15 level or 

above, or an equivalent position. An individual affected by a RIF may accept placement outside 

the SES before the end of the 45-day OPM placement period, if they voluntarily agree in writing. 

Notice Requirements 

On release from the retention register and certification to OPM. The agency must 

give a written notice to a post-probationer if the employee is released from a retention 

register and cannot be placed in another SES position in the agency. The notice must be 

given at least 45 days before the employee’s removal from the SES. Typically, the notice 

should be given no later than the time when the employee is referred to OPM for the 45-

day placement period. The notice must include the following information: 

• the nature of the RIF competition, including the appointee’s competitive area (if 

less than the agency) and standing on the retention register; 

• the place where the appointee may inspect the regulations and records pertinent to 

the competition for job retention;

• efforts made to place the employee in a vacant SES position within the agency; 

• the date on which the agency certified the employee to OPM for placement 

assistance; 

• information about OPM’s placement assistance program, including what the 

employee must do to apply; 

• the prospective effective date of removal if the individual cannot be placed 

elsewhere in the SES during the 45-day OPM placement period. If the specific 

date is not known, the agency may use a “no later than” date. (A specific 

termination date is needed to ensure eligibility for discontinued service 

retirement.); and 

• the appointee’s right to appeal the competitive procedures used in the RIF to the 
SES Desk Guide December 2020 9-8 

Merit Systems Protection Board if removed from the SES, the time limit for 

making an appeal, and the MSPB office to which the appeal should be sent. 

Removal from the SES. At least one day before removal the agency must inform the 

post-probationer in writing of: 

• the basis for the removal, i.e., 5 U.S.C. 3595(b)(5) if the basis is expiration of the 

45-day OPM placement period, or 5 U.S.C. 3595(b)(4) if the basis is declination of 

a reasonable placement offer. In the latter case, identify the position offered and 

the date the employee declined; 

• the effective date of the removal; 

• reminder of the employee’s appeal rights; 

• placement rights outside the SES, i.e., the GS-15 or above position in which the 

executive will be placed;

• when applicable, the appointee’s eligibility for discontinued service retirement; 

and 

• if the employee is being separated from the Federal service (e.g., due to the 

abolishment of the agency), information concerning how to apply for 

unemployment insurance. [See Chapter 11 for other provisions affecting the 

SES.] 

120-Day Moratorium 

The 120-day moratorium does not apply to a removal as a result of RIF. 

The MSPB maintains that the 120-day moratorium addressed in 5 U.S.C. 3592(b)(1) on removals 

of career appointees following the appointment of a new agency head or noncareer supervisor, 

“is not applicable to a removal pursuant to a RIF” [Gordon C. Facer v. Department of Energy

(DC035 18310289, November 9, 1984)]. The Board noted that in the case of post-probationers, 

section 3592 covered only performance removals and that Congress had created a separate 

provision for RIF removals in section 3595, because it does not have the 120-day moratorium. 

[Note: RIF is traditionally understood as a means of taking actions solely for bona fide 

management needs, such as lack of work or shortage of funds, and not for personal reasons 

related to the individual.] 

However, agencies also need to consider the 120-day moratorium regarding involuntary 

reassignments in 5 U.S.C. 3395(e). When applicable, an agency must observe this restriction 

except when doing so would result in the violation of another law taking precedence. For 

example, an agency may involuntarily reassign a career appointee during the moratorium period 

if funding for an activity stopped, all the positions in the activity are being abolished in a RIF, or 

failure to make the reassignment would violate the Anti-Deficiency Act. 

Also, an agency may offer a reassignment and, if the offer is acceptable to the appointee, make 

the reassignment without regard to the moratorium. [See Chapter 3 for information on the 

moratorium on reassignments.] Agencies should take care to ensure that RIF actions, even when 

legally permitted, are not used to circumvent the moratorium provisions on removals and 
SES Desk Guide December 2020 9-9 

involuntary reassignments. To the extent possible and practicable, agencies may want to avoid 

RIF actions while the moratorium periods are in effect, to avoid even the appearance of 

circumvention. 

Appeals 

5 U.S.C. 3595(c) provides a right of appeal to MSPB, under 5 U.S.C. 7701, for career appointees 

(both probationers and post-probationers) on the competitive procedures taken under a RIF. 

Noncareer and Limited Term Appointees and Reemployed Annuitants 

This section covers actions affecting SES noncareer, limited term, and limited emergency 

appointees, as well as reemployed annuitants (i.e., an employee whose annuity under subchapter 

III of chapter 83 of title 5, United States Code, was continued on reemployment in an appointive 

position on or after October 1, 1956) holding career appointments. 

Under a RIF situation, an agency is not required to use competitive procedures in making 

reductions from among these groups of employees but may do so at its discretion. Noncareer 

and limited appointees must be placed on separate retention registers from career appointees and 

the agency plan should include information regarding the treatment of these employees. 

The removal of an employee covered by this section is effected under 5 CFR part 359, Subpart I

[See Chapter 8 on Removals.] The employee is not entitled to receive placement assistance from 

OPM, to be placed in a position outside the SES (except a limited appointee with “fallback” 

rights as described in Chapter 3), or to appeal to the MSPB. 

Records 

The agency must retain all records pertaining to a RIF for at least two years from the effective 

date of the RIF. These records include retention registers and information on efforts made to 

place the appointee within the SES. The agency shall allow the inspection of its retention 

registers and related records by an appointee to the extent that they have a bearing on the 

appointee’s situation. 

OPM RIF PLACEMENT PROGRAM 

STATUTE: 5 U.S.C. 3595(b)(3)

REGULATIONS: 5 CFR 359.603

Eligibility for Priority Placement 

OPM provides priority placement assistance to career SES members who successfully completed 

the SES probationary period and who, but for placement rights accorded under 5 U.S.C. 3595, 

would be removed from the SES because of a RIF within an agency. Eligible SES members are 

entitled to priority placement assistance from OPM for a period of 45 calendar days. 
SES Desk Guide December 2020 9-10 

This 45-day period begins on the date OPM acknowledges receipt of the agency’s certification 

that the individual cannot be placed in an SES position in that agency. Agency RIF certifications 

should be mailed to: 

U.S. Office of Personnel Management 

Senior Executive Services and Performance Management 

1900 E Street NW, Room 7412 

Washington, DC 20415 

The key to successful RIF placements is partnership; OPM, the agencies, and the executives 

share the responsibility for working together cooperatively to place career executives affected by 

a RIF. Agencies are expected to seriously consider referred executives. Executives are expected 

to join with agencies and OPM and actively search for placement opportunities and to tailor their 

application packages when they are referred to positions. OPM will promote the partnership, 

assist the agencies and the executives, and facilitate the placement initiative. 

Status during priority referral. During the priority referral period, the executive 

remains an SES career appointee of the agency that certified him or her as surplus. 

Declination of offer. If an SES member turns down an offer for a career SES 

appointment from any agency to which referred by OPM, OPM’s placement efforts will 

cease immediately, and all outstanding priority referrals will be cancelled. The appointee 

may be removed from the SES at the expiration of the agency notice period. 

Agency Action 

Agency placement action. The agency must place the surplus employee internally in a 

vacant SES position for which the SES member is qualified. 

Agency head certification. If the agency cannot place the surplus SES member in a 

vacant position, the agency head must certify, in writing, to the Director of OPM that 

there is currently no vacant SES position in the agency for which the individual is 

qualified. (By regulation, this certification authority may not be delegated below the 

Assistant Secretary level in departments, or an equivalent official above the director of 

personnel in other agencies.) The certification should include a copy of the employee’s 

RIF notice and a statement describing internal placement efforts made on the employee’s 

behalf. 

OPM acknowledgement. OPM’s 45-day placement assistance program begins after the 

OPM Director acknowledges receipt of the certification, in writing, to the agency head. 

Agency notice to SES member. The agency should notify the SES member that he or 

she must apply to OPM for placement assistance. 

Agency action during OPM placement period. The agency taking the RIF action has a 

continuing obligation to seek opportunities to place the SES member in an SES position 

if a vacancy occurs for which he or she is qualified. 

Certification on QRB cases. If an agency has certified an SES member as surplus, that 

agency shall certify, in writing, any QRB case submitted to OPM during the OPM 

placement period. The certification must state that the RIF’ed executive does not meet 
SES Desk Guide December 2020 9-11 

the position’s technical qualifications. 

SES Member Action 

Application for assistance. The SES member must apply to OPM for placement 

assistance. The individual provides Senior Executive Services and Performance 

Management a completed, signed, and current application for employment (resume, or 

equivalent) along with the most recent SES performance evaluation, information about 

geographic availability, information about the pay level the executive is willing to accept, 

and a Privacy Act statement that gives permission to release this information to other 

agencies and other potential sources of employment. If this information is not provided, 

OPM will consider the individual declined OPM placement assistance. 

Resumes. Individuals are encouraged to prepare a one-to-two-page synopsis of their 

technical and managerial accomplishments, addressing the five executive core 

qualifications that is suitable for publication. 

Tailored applications. Individuals are urged to tailor applications to meet specialized 

qualifications requirements of the positions to which they are referred in the OPM 

placement process. 

OPM Placement Activity 

Information sources. OPM reviews SES vacancy announcements on USAJobs to 

identify vacant positions to which surplus executives may be referred. 

Qualifications review. OPM matches individual qualifications with qualifications 

requirements of vacant positions, based on information provided by the agency and SES 

member. 

Referral to agencies. OPM will contact agencies where there are vacancies to give 

advance notice about potential referrals. Informal contacts are followed by formal letters 

referring surplus executives for particular vacancies and these referral letters specify 

action the agency must take and set a time limit for response. Executives may be referred 

to more than one agency at a time. OPM gives the executive a copy of each referral 

notice. 

Temporary space. OPM may provide an additional SES space when appropriate, at the 

agency’s request, to facilitate a priority placement. 

Intervention in the staffing process. OPM has the authority to intervene in the staffing 

process to make a priority referral at any time before the QRB approves a candidate’s 

executive qualifications. Such intervention could defer QRB consideration of one or 

more agency cases until the priority referral has been resolved. However, unless OPM 

determines that an agency is not giving serious consideration to referrals, it will not 

intervene in a staffing action after a selection has been approved by the appointing 

authority. 

Action at the end of the placement period. At the end of the 45-day priority placement 

period, OPM will advise the agency that the placement period expired and summarize the 
SES Desk Guide December 2020 9-12

results of the placement activity. The agency may then proceed with actions to separate 

from the SES the executives who were not placed during the 45 calendar days. 

Agency Action on OPM Referrals 

Suspension of Appointment Action. When OPM refers a priority candidate to an 

agency for a vacant SES position, the agency may not fill that position with anyone from 

outside the SES or the agency, until OPM informs the agency that the priority candidate 

was offered an SES position in another agency, or the agency informs OPM why it is not 

placing the priority candidate. 

Consideration of the Referred Executive. The agency must place the referred 

executive in the position to which referred unless it determines that the individual does 

not meet the position’s qualifications requirements (see Agency Objections below). The 

agency must ensure that the selecting official gives a priority referral bona fide 

consideration for the position. Agencies are strongly encouraged to interview priority 

referrals. 

Alternate position. If there is another SES position in the agency for which the referred 

executive is qualified and which falls within his/her area of geographic availability, the 

agency may offer the executive that position instead of the one to which referred. 

Pay rate. The agency must match a priority candidate’s current rate of basic pay unless 

the individual voluntarily agrees to accept a lower rate. 

Timeframe. The agency has 10 calendar days to respond in writing to the referral, 

unless OPM grants an extension. When an extension has been granted, the agency should 

keep OPM informed of consideration action. If an agency fails to respond to the referral 

in a timely manner, OPM may intervene in the staffing process or take other appropriate 

action. 

Agency Objections.

 Qualifications. A referred executive is entitled to be placed in the agency unless the 

head of that agency determines that the appointee is not qualified for the position to 

which referred. Since all SES members whose performance is not in question meet the 

basic SES executive qualifications by virtue of QRB certification, any objection to 

placement of a priority candidate must be based on failure to meet the 

professional/technical qualifications for the position. Required professional/technical 

qualifications must be clearly justified by the duties of the position. It is inappropriate for 

an agency to object to an SES member on the basis that he or she lacks experience that 

can be gained only in that agency. 

 Certification to OPM. If an agency declines to place a priority candidate because it 

determines that the candidate is not qualified for the position, or for any other reason 

(e.g., cancellation of the position), the agency head (or acting agency head in the absence 

of the agency head) must certify this decision in writing to OPM. (The agency head may 

not delegate this authority below the Assistant Secretary level in departments or an 

equivalent official above the director of personnel in other agencies.) A certification that 

a priority candidate is not qualified for a position must be accompanied by a copy of the 
SES Desk Guide December 2020 9-13

qualifications standard and a detailed explanation of why the candidate is not qualified. 

 Cancelled positions. If the agency fails to place a priority candidate because the 

agency cancels the position, the candidate will be entitled to priority consideration for the 

position if it or a successor position is reestablished in the SES within one year of the 

cancellation date (and the candidate has not been placed in another SES position). 

RIF in Inspector General Organizations 

SES reduction in force provisions in 5 U.S.C. 3595 apply to any Office of Inspector General 

(OIG) that employs career SES appointees. The Inspector General Reform Act of 2008, PL 110-

409, October 14, 2008 (5 U.S.C. App Inspector General Act of 1978 §6(e)) provides that the 

Office of Inspector General is a separate agency and the Inspector General (IG) is the head of 

that agency for all provisions related to the Senior Executive Service (as determined by the 

Office of Personnel Management). However, as provided in 5 U.S.C. 3591, the term “agency” in 

5 U.S.C. 3595 has the meaning set forth in 5 U.S.C. 3132(a)(1). Consistent with this, 5 CFR 

359.601(b)(3) specifies that “agency” means an executive department or an independent 

establishment for purposes of 5 CFR 359 subpart F, Removal of Career Appointees as a Result 

of Reduction in Force. OPM considers the statutory and regulatory definitions of agency to 

govern a career appointee’s placement right described in 5 U.S.C. 3595(b)(3)(A) and 5 CFR 

359.602(b). Even though an OIG is a separate agency, it is not an executive department or an 

independent establishment. Accordingly, the following instructions apply. 

Competitive area. As the head of a separate agency for purposes of SES statutes, an IG 

may determine when SES RIF is required in the OIG and establish any OIG competitive 

area separate and apart from the parent agency. An OIG should not be included in an 

SES RIF conducted by a parent agency. 

Competitive procedures. Before conducting an SES RIF within the OIG, the IG must 

establish competitive procedures in writing to be used in identifying which career 

appointees will be displaced in any reduction in force of career appointees within the 

OIG. If the IG wants to adopt or adapt existing written competitive procedures of the 

agency within which the OIG is established, the IG must establish them in writing for the 

OIG and assure the written procedures meet the requirements of 5 CFR 359.602(a). 

Agency certifications of surplus executives. Upon identifying through competitive 

procedures any career appointees to be displaced, the IG must determine and certify to 

OPM that there are no positions in the Office of Inspector General for which the surplus 

career appointee qualifies. However, 5 U.S.C. 3595(b)(3)(A) also requires the head of 

the agency within which the OIG is established to determine and certify that there are no 

vacant non-OIG SES positions within the agency for which the executive qualifies. To 

confirm the career appointee’s assignment entitlement has been addressed, the IG and the 

agency head must each provide the certification required under 5 CFR 359.603(a) to 

enable OPM to initiate placement efforts affecting other agencies. 

OPM priority referrals to agencies. If OPM directs a priority referral to an OIG, the IG 

must consider the career appointee for SES vacancies within the OIG and OPM will 

accept technical objections from the IG. Such a referral will not obligate the head of the 

agency within which the OIG is established. 

Similarly, if OPM directs a priority referral to an agency head, the agency head must 
SES Desk Guide December 2020 9-14

consider the career appointee for non-OIG SES vacancies within the agency and OPM 

will accept technical objections from the agency head. The referral will not obligate the 

IG unless OPM so provides. 

Placement upon removal through SES RIF. Under 5 CFR 359.703, the IG is 

responsible for placing an executive removed from the OIG under 5 U.S.C. 3595(b)(4) or 

(5) in an appropriate non-SES civil service position within the OIG, arranging placement

in an appropriate position in the agency within which the OIG is established, or arranging

transfer to an appropriate position in another agency.

[See Chapter 11, Other Actions Affecting the SES, for information on actions affecting 

Inspector General Organizations.] 

Career Transition Regulations 

In accordance with 5 CFR 330, Subparts F and G, agencies are required to offer career transition 

services to their employees to give them the skills and resources needed to find other 

employment. Services may include such things as skills assessment; resume preparation 

counseling, and job search assistance. These career transition services are available to all 

employees, including SES members. Although not required, agencies are encouraged to develop 

career transition and outreach programs especially for executives that include information about 

job search techniques as well as employment opportunities in the private as well as the public 

sector. 

Agencies are also required to establish Career Transition Assistance Plans (CTAP) and 

Interagency Career Transition Assistance Plans (ICTAP), which provide priority selections to 

well-qualified RIFed employees before other candidates from within or outside the agency and 

for reemployment priority to former employees separated through RIF. These programs and 

requirements do not apply to the SES, although they do apply to SL and ST employees in the 

competitive and excepted service in certain cases. 

FURLOUGHS 

STATUTE: 5 U.S.C. 3595a

REGULATIONS: 5 CFR Part 359, Subpart H

“Furlough” means placing an SES appointee in a temporary status without duties and pay 

because of lack of work or funds, or other non-disciplinary reasons. 

Former career SES appointees who accepted appointments at level V of the Executive Schedule 

or higher and elected to retain SES leave benefits under 5 U.S.C. 3392(c) are subject to furlough 

at the agency’s discretion. 

Short Furloughs 

A short furlough is one that will last for 30 consecutive calendar days or less (or for 22 workdays 
SES Desk Guide December 2020 9-15 

or less if the furlough does not cover consecutive days) within a 12-month period beginning on 

the first day of the furlough. 

An agency need not use competitive procedures in selecting the SES appointees to be furloughed 

for short periods. However, it should make its selections for sound management reasons. 

Long Furloughs 

A long furlough is one that will last for more than 30 consecutive calendar days (or for more than 

22 workdays if the furlough does not cover consecutive days) within a 12-month period 

beginning on the first day of the furlough. The furlough may not exceed one year. 

An agency may furlough an SES appointee for more than 30 days only when it intends to recall 

the appointee to a duty status with pay within one year from the beginning of the furlough. A 

furlough should not be used when an agency knows it will have to separate an SES appointee 

through a RIF action when the furlough ends. 

An agency must use competitive procedures in selecting SES career appointees for long 

furloughs of more than 30 days. Agencies may use the same procedures they established for 

competition for job retention under a RIF situation. 

Additional information on shutdown furloughs or administrative furloughs may be found at 

http://www.opm.gov/policy-data-oversight/pay-leave/furlough-guidance/. 

Requirements for Career Appointees 

Notice Requirements. An agency must give the career appointee a written notice at 

least 30 calendar days before the effective date of the start of the furlough. The notice 

must include the following information: 

• the reasons for the agency decision to take the furlough action; 

• the expected duration and the effective dates of the furlough; 

• the basis for selecting the appointee for furlough when some, but not all, SES 

appointees in a given organizational unit are being furloughed; 

• the place where the appointee may inspect the regulations and records pertinent to 

the action; 

• The reason if the notice period is less than 30 days; 

• the appointee’s right to appeal the furlough to MSPB, the time limit for making an 

appeal and the MSPB office to which the appeal should be sent; and 

• if the appointee is serving a probationary period, the effect (if any) on the duration 

of the probationary period. [See information on Probationary Periods in Chapter 

2.] 

The 30-day notice period may be shortened or waived in the event of unforeseen 

circumstances, such as sudden emergencies requiring immediate curtailment of activities, 

or when furlough of employees is necessary to avoid violation of the Anti-Deficiency 

Act. If the notice period is shortened or waived, the agency must include the reason in 
SES Desk Guide December 2020 9-16 

the notice. 

Agencies should inform SES members who are being put on long furloughs of any 

changes to their retirement, health benefits, or life insurance coverage during such 

furloughs. 

Appeals. The furlough of an SES career appointee (for any length of time) is appealable 

to the MSPB. 

Requirements for Noncareer, Limited Term or Limited Emergency Appointees and 

Reemployed Annuitants 

An agency may furlough an SES noncareer, limited term, or limited emergency appointee, or a 

reemployed annuitant holding a career appointment, under agency designated procedures. 

Agency procedures should meet certain minimum requirements. The appointee should be given 

a written notice, delivered at least one day prior to the beginning of the furlough, and it should 

indicate the reasons for, the duration of, and the effective dates of the furlough. 

The furlough of noncareer and limited appointees and reemployed annuitants (i.e., an employee 

whose annuity under subchapter III of chapter 83 of title 5, United States Code, was continued 

on reemployment in an appointive position on or after October 1, 1956) is not appealable to the 

MSPB. 
SES Desk Guide December 2020 10-1

Chapter 10

CHAPTER 10: GUARANTEED PLACEMENT................................................................. 10-2

GENERAL INFORMATION ..................................................................................... 10-2

CONDITIONS OF OFFER ......................................................................................... 10-2

EQUIVALENT TENURE ........................................................................................... 10-3

AGENCY RESPONSIBILITY FOR PLACEMENT ............................................... 10-3

SAVED PAY ................................................................................................................. 10-4

DISCONTINUED SERVICE RETIREMENT ......................................................... 10-5
SES Desk Guide December 2020 10-2 

CHAPTER 10: GUARANTEED PLACEMENT

STATUTE: 5 U.S.C. 3594

REGULATIONS: 5 CFR Part 359, Subpart G

GENERAL INFORMATION 

Guaranteed placement (“fallback”) to a position outside the SES applies for a career appointee 

(other than a reemployed annuitant) who is removed from the SES under the following 

circumstances: 

• during the SES probationary period for other than disciplinary reasons, if at the time of 

appointment to the SES the individual held a career or career-conditional appointment, or 

an appointment of equivalent tenure as defined in 5 CFR 359.701(a) [See Chapter 8, 

Removals and Suspensions, for information on removal during probation.]; 

• after the SES probationary period as the result of less than Fully Successful performance 

[See Chapter 8 for information on removal for performance.]; or 

• after the SES probationary period as the result of a reduction in force. [See Chapter 9, 

Reduction in Force, RIF Placement, and Furlough, for information on RIF removal of 

post-probationers.]

CONDITIONS OF OFFER 

The placement offer must meet the following conditions: 

• the offer must be to a continuing position (to be considered “continuing” a position must 

last at least three months); 

• the position must be one at GS-15 or above, or equivalent, even if the individual entered 

the SES from a position below the GS-15 level; 

• the individual must meet the qualifications requirements for the position; 

• the tenure of the appointment must be equivalent to the tenure of the appointment held by 

the individual at the time of entry into the SES, if it was a career or career-conditional

appointment (or an appointment of equivalent tenure). This provision does not apply if 

the agency does not have a position with an appointment of equivalent tenure or if the 

appointee is willing to accept a position having a different tenure; and 

If a post-probationer does not have reinstatement eligibility in the competitive service and 

if there is no regular excepted appointment authority the agency can use, the agency may 

use the Schedule B authority under 5 CFR 213.3202(m). 

The placement may not cause the separation or reduction in grade of any other employee. 
SES Desk Guide December 2020 10-3 

EQUIVALENT TENURE 

Appointment in the excepted service that is of “equivalent tenure” [defined at 5 CFR 359.701(a)] 

to that of a career or career-conditional appointment in the competitive service means an 

appointment other than—

• an appointment to a Schedule C position established under 5 CFR part 213; 

• an appointment to a position that meets the same criteria as a Schedule C position (i.e., is 

policy determining or involves a close and confidential working relationship with the 

head of an agency or other key appointed official), but which is filled under a different 

appointment authority; or 

• an appointment to a position where the incumbent traditionally changes when 

Presidential administrations change.

AGENCY RESPONSIBILITY FOR PLACEMENT 

It is the agency’s responsibility to place the employee in an appropriate position within the 

agency, without causing the separation or reduction in grade of any other employee, or for 

arranging a transfer to an appropriate position in another agency (5 CFR 359.703). Except when 

a transfer of function is involved, the transfer must be mutually acceptable to both the employee 

and the gaining agency. 

Reductions in Force (RIF) situations. A RIF will often affect both SES and non-SES 

positions and personnel. It may be difficult to find a position outside the SES in which to 

place an SES member. Even so, the agency is obligated by law (5 U.S.C. 3594(c)(1)(A)) 

to place the individual in a continuing position at GS-15 or above unless the action would 

violate the Anti-Deficiency Act or other applicable statute. 

If it appears that the position in which the individual is placed outside the SES will be 

abolished sometime after the 3-month period, the agency should continue its effort to find 

an appropriate position for the individual, either internally or in another agency. 

Any future RIF action affecting an individual after placement outside the SES would be 

taken under 5 CFR part 351. Although the agency could issue a part 351 RIF notice 

during the three-month period, the action may not be made effective until the period is 

over. 

Abolished agencies. If an agency is being abolished (without a transfer of functions) and 

an employee is being removed from the SES within three months of the effective date of 

the abolishment, the employee is not entitled to placement in a position outside the SES 

in the agency since there is no continuing position. 

[Note: If an individual has placement rights outside the SES following removal, the 

agency is subject only to the notice requirements governing the removal and not to the 

notice requirements governing SES reassignments. For example, if the non-SES position 

is in a different geographic area, the agency does not have to provide a 60-day advance 

notice to the individual, but the agency would be subject to any advance notice 

requirements applicable outside the SES to geographic moves. If the individual fails to 

report to the new position, the individual may be removed from the civil service under 
SES Desk Guide December 2020 10-4

adverse action procedures that are applicable for employees outside the SES, i.e., 5 CFR 

part 752, Subpart D.] 

Effect of Career Transition Requirements. SES members exercise placement rights 

without regard to priority selection requirements for certain RIFed employees provided 

under the career transition regulations in 5 CFR part 330, Subparts F and G. 

SAVED PAY 

Under 5 U.S.C. 3594(c)(1)(B), an employee placed in a non-SES position under the guaranteed 

placement provisions at 5 U.S.C. 3594 is entitled to be paid at the highest of: 

• the rate of basic pay for the non-SES position to which assigned;

• the current rate of basic pay for the civil service position which the employee held

immediately before entry into the SES; or

• the rate of basic pay held under the SES immediately before removal.

The “basic rate of pay” for the first two alternatives includes any applicable locality payment 

under 5 U.S.C. 5304, special rate supplement under 5 U.S.C. 5305, or similar payment under 

other legal authority (see 5 CFR 359.705(b)). However, for an employee placed in a General 

Schedule position, once the saved pay rate has been established, it is not to be supplemented by a 

locality payment, a special rate supplement, or a similar payment under other legal authority (see 

5 CFR 359.705(c)(1)).

If placement is in a position in another agency, the employee is still entitled to saved pay. 

The saved pay of an employee receiving saved pay under 5 U.S.C. 3594(c) based on the rate of 

basic pay held in the SES immediately before removal is subject to the limitation on SES pay 

under 5 U.S.C. 5382 (EX-II) if the individual is placed in a General Schedule position. 

[5 CFR 359.705(c)(2)] 

Effect of rate increase. An employee receiving saved pay will have his/her basic pay 

rate increased by 50 percent of the dollar amount of each increase in the maximum rate of 

basic pay for the grade in which placed (including any applicable locality payment, a 

special rate supplement, or a similar payment under other legal authority), until the pay 

rate is equal to the rate in effect for the position in which placed [5 U.S.C. 3594(c)(2)]. 

Example: In 2019 an employee was placed in a GS-15 position in the DC area with SES 

saved pay and the increase to which the employee is entitled under 5 CFR 359.705(d)(1)

for 2020 needs to be calculated. First, identify the maximum payable rate in 2020 for 

GS-15, step 10 (i.e., $170,800) and subtract from that the maximum payable rate in 2019 

for GS-15, step 10 (i.e., $166,500). The difference in the amount of the maximum 

payable rate for a GS-15 employee in DC is $170,800 - $166,500 = $4,300. 5 CFR 

359.705(d)(1) entitles the employee to a pay adjustment equal to 50% of that dollar 

amount, which would be $2,150. 

If, as a result of an increase in the scheduled rate(s) of the grade of the employee’s 

position, the employee’s saved pay becomes equal to or lower than the maximum rate of 

that grade, saved pay ceases and the employee receives the maximum rate. For example, 
SES Desk Guide December 2020 10-5

if the saved pay falls to between GS-15, step 8 and GS-15, step 9, the employee is 

entitled to the GS-15, step 10 rate.

Effect of limited appointment. If an employee on saved pay at GS-15 receives a limited 

SES appointment and then returns to the GS-15 position after the limited appointment 

terminates, without a break in service, the employee shall resume the saved pay based on 

what the pay would have been had the employee remained at GS-15. 

Limited appointees who return to the General Schedule. These appointees are not 

eligible for retained pay, but they may have pay set under the “maximum payable rate” 

rule, as determined by the agency. It does not matter whether the return to the General 

Schedule is voluntary or is the result of a management decision. However, the SES 

appointment must have been for more than 90 days, even though the appointee may have 

not actually served that long. In determining the General Schedule rate, agencies may 

take into account such factors as how long the individual served under the limited 

appointment and what the individual’s pay would have been had the individual remained 

in the General Schedule. 

Termination of saved pay. Termination of saved pay is covered by 5 CFR 359.705(f).

DISCONTINUED SERVICE RETIREMENT 

An employee may elect discontinued service retirement if eligible in lieu of guaranteed 

placement. [See Chapter 11, Other Provisions Affecting the SES]. 
SES Desk Guide December 2020 11-1

Chapter 11

CHAPTER 11: OTHER PROVISIONS AFFECTING SES MEMBERS ......................... 11-2

GENERAL INFORMATION ........................................................................................... 11-2

WORK SCHEDULES ....................................................................................................... 11-2

LEAVE ................................................................................................................................ 11-3

UNEMPLOYMENT COMPENSATION ........................................................................ 11-7

Unemployment Compensation for Federal Employees............................................ 11-7

Dislocated Worker Services........................................................................................ 11-7

RETIREMENT .................................................................................................................. 11-8

TRAVEL AND TRANSPORTATION .......................................................................... 11-10

STUDENT LOAN REPAYMENTS ............................................................................... 11-12

OFFICE OF INSPECTOR GENERAL POSITIONS .................................................. 11-12
SES Desk Guide December 2020 11-2

CHAPTER 11: OTHER PROVISIONS AFFECTING SES MEMBERS 

STATUTE: 5 U.S.C. Chapter 61 and Chapter 34

REGULATIONS: 5 CFR Part 340 and Part 610

GENERAL INFORMATION 

The Civil Service Reform Act (CSRA) did not remove Senior Executive Service (SES) members 

from the normal provisions of law governing leave and hours of work. Therefore, as a general 

rule, it is necessary to establish a 40-hour basic administrative workweek under 5 U.S.C. 

6101(a), for SES members on a full-time work schedule in the same way agencies must for other 

employees who are subject to the leave system. Certain flexibilities, however, are available to 

agencies. For example, agencies may adopt flexible or compressed work schedules under an 

alternative work schedule (AWS) program for SES members under 5 U.S.C. Chapter 61, 

Subchapter II. (For additional information, see 5 CFR part 610, subpart D, and OPM’s 

Handbook on Alternative Work Schedules at http://www.opm.gov/policy-data-oversight/payleave/reference-materials/handbooks/alternative-work-schedules/.) 

WORK SCHEDULES 

Prohibition on compensatory time off (overtime and travel). SES members are not 

eligible for overtime pay. Therefore, they also may not receive compensatory time off 

in lieu of overtime pay under 5 U.S.C. 5543 for work performed as an SES member. 

Each agency should establish policies governing the handling of accrued compensatory 

time off for an employee who is subsequently placed in an SES position and thus no 

longer covered by 5 U.S.C. 5543. The agency may choose to (1) provide payment for 

any balance of compensatory time off accrued before placement in the SES position at 

the rate at which it was earned; or (2) allow the employee to use the accrued 

compensatory time off while in the SES position, subject to the normal time limits 

established in 5 CFR 550.114. 

Members of the SES are not eligible to earn compensatory time off for travel under 

5 U.S.C. 5550b and 5 CFR 550, subpart N. If an individual has unused compensatory 

time off for travel at the time of appointment to the SES, the individual forfeits it. 

Credit hours. SES members are prohibited from accumulating credit hours under a 

flexible work schedule program (5 CFR 610.408). SES members can use credit hours 

accumulated prior to their SES appointment. However, they may not receive 

compensation in lieu of any unused credit hours. 

Part-time and intermittent employment. SES members may be employed on a parttime basis (regularly scheduled tour of duty) or an intermittent basis (no prearranged 

scheduled tour of duty), when appropriate. The employee must be able to perform at the 

SES level under the work schedule established. 

Under 5 U.S.C. 3405(b), employees in positions paid at a rate equal to or greater than the 

minimum rate for SL positions are exempt from the part-time career program 
SES Desk Guide December 2020 11-3

requirements (5 U.S.C. 5376), e.g., the 16 to 32 hours per week tour-of-duty requirements 

(5 U.S.C. 3401(2)). Therefore, it is possible for a part-time SES employee to be placed 

on a tour of duty that exceeds 32 hours per week. 

Intermittent employment in the SES is rare, due to the nature of the duties SES members 

must perform, but might be used, for example, in a rare instance when someone may be 

returning from sick leave. Unlike employees on a part-time schedule, intermittent 

employees are excluded from the definition of “employee” at 5 U.S.C. 6301(2)(ii) and 

therefore do not accrue annual and sick leave. 

LEAVE 

STATUTE: 5 U.S.C. Chapter 63

REGULATIONS: 5 CFR Part 630

General. SES members are subject to the same annual and sick leave system and 

policies as other non-SES employees, except for the annual leave rate of accrual and a 

higher maximum annual leave carryover ceiling. 

Annual leave accrual. SES members and employees in SL/ST positions are entitled to 

accrue annual leave at the rate of 8 hours per biweekly pay period, without regard to their 

length of service in the Federal Government. 

Annual leave accumulation. SES members have a maximum annual leave ceiling of 

720 hours. Public Law 103-356 amended 5 U.S.C. 6304 to place a 90-day (720-hour) 

limit on the amount of annual leave an SES member could carry over from one leave year 

to the next. 

[Note: Previous to the amendment, there was no limit.] 

Effective October 13, 1994, SES members who had fewer than 720 hours of annual leave 

and new SES members became subject to the maximum annual leave ceiling of 720 

hours. However, SES members who had an accumulated annual leave balance of more 

than 720 hours were permitted to carry that balance forward as a personal leave ceiling 

(excluding any restored or advanced annual leave). 

SES members employed on a part-time basis (regularly scheduled tour of duty) are also 

subject to an annual leave ceiling of 720 hours. 

Leave year. Each new leave year begins on the first day of the first full biweekly pay 

period in a calendar year and ends on the day immediately before the first day of the first 

full biweekly pay period in the following calendar year. Specific leave year beginning 

and ending dates are found at http://www.opm.gov/policy-data-oversight/payleave/leave-administration/fact-sheets/leave-year-beginning-and-ending-dates. 

Personal leave ceiling. The personal leave ceiling is the maximum amount of annual 

leave in excess of 720 hours that may be carried over to a new leave year. The personal 

leave ceiling is subject to reduction under the rules in 5 U.S.C. 6304(c) and 

5 CFR 630.301. An SES member’s personal leave ceiling must be reduced at the 
SES Desk Guide December 2020 11-4

beginning of any leave year in which the annual leave balance falls below the personal 

leave ceiling. When the personal leave ceiling falls below 90 days (720 hours), the 

personal leave ceiling is eliminated and the SES member becomes subject to the 90-day 

(720-hour) limit. Agencies are responsible for notifying employees of any reduction in 

the personal leave ceiling. Amounts of annual leave that are advanced or restored to SES 

members are not included in the personal leave ceiling. 

Use or lose leave. If an SES member has annual leave in excess of the applicable leave 

ceiling on the last day of the leave year, he or she is subject to the “use or lose” rules for 

the forfeiture of excess annual leave under 5 U.S.C. 6304(c) and 5 CFR 630.301. Thus, 

an SES member who has 1,000 hours as a personal leave ceiling at the start of a leave 

year and earns 100 hours more than he or she uses in that year, will lose those 100 hours, 

and his or her personal ceiling remains at 1,000 hours at the beginning of the next leave 

year. Conversely, an SES member who has 1,000 hours as a personal leave ceiling at the 

start of the leave year and a balance of 920 hours of annual leave at the beginning of the 

next leave year will have his or her personal leave ceiling reduced to 920 hours for that 

next leave year. 

Lump-sum payments upon separation. At the time of an SES member’s separation 

from Federal service, the member is entitled to a lump-sum payment for any unused 

accumulated and accrued annual leave to his or her credit, including any restored annual 

leave. Generally, a lump-sum payment will equal the pay the employee would have 

received had he or she remained employed until expiration of the period covered by the 

annual leave and used that leave. Therefore, if according to agency policy an SES 

member had remained in Federal service and would have received a pay adjustment 

during this period, the lump-sum payment is adjusted to reflect the increased rate 

beginning on the effective date of the pay adjustment (5 U.S.C. 5551). See

https://www.opm.gov/policy-data-oversight/pay-leave/leave-administration/factsheets/lump-sum-payments-for-annual-leave/ for additional information. 

Example: The agency appointing authority approved a 3 percent performance-based pay 

adjustment for an SES member in December 2020 to be effective on January 3, 2021. 

The SES member retires effective December 31, 2020, with 500 hours of unused 

accumulated and accrued annual leave. The member’s lump-sum payment for 8 hours of 

annual leave (January 1) is calculated using the employee’s pay prior to the pay 

adjustment and 492 hours of annual leave is calculated to include the pay adjustment. 

(Note that the January 1 holiday is counted as a day on which the annual leave would 

have been used. See 5 U.S.C. 5551(a) and 5 CFR 550.1204(a).) 

Home leave. SES members who have completed 24 months of continuous service 

outside the United States may be granted leave of absence at a rate not to exceed 1 week 

for each four months of service. The leave is for use in the United States or if the 

employee’s residence is outside the area of employment, in its territories or possessions 

(5 U.S.C. 6305 and 5 CFR 630, subpart F).

Military leave. SES members are entitled to military leave for certain types of active or 

inactive duty in the Armed Forces’ Reserves and National Guard. Any full-time Federal 

civilian employee whose appointment is not limited to one year is entitled to military 

leave under 5 U.S.C. 6323(a) and (b). For additional information on military leave, see 
SES Desk Guide December 2020 11-5

http://www.opm.gov/policy-data-oversight/pay-leave/pay-administration/factsheets/military-leave/. 

Movement to an SES appointment. If an individual moves from a non-SES 

appointment to an SES appointment, any annual leave at the time of the move in excess 

of the employee’s maximum accumulation level is subject to forfeiture, if not used by the 

beginning of the first full biweekly pay period in the leave year immediately following 

entry into the SES (5 CFR 630.301(f)(1)). Annual leave can be restored under conditions 

provided at 5 U.S.C. 6304(d). Entry into the SES does not change the time limit under 

5 CFR 630.306 during which restored leave must be used to avoid forfeiture. 

Example: A GS-15 employee with a maximum accumulation level of 240 hours of 

annual leave is selected for an SES position. At the time of appointment, the 

employee has 300 hours of accumulated annual leave, i.e., 60 hours in excess of the 

240-hour ceiling. The employee earns 100 additional hours in the SES before the 

end of the leave year. If the employee uses less than the 60 hours of excess leave 

(e.g., 40 hours) during the remainder of the leave year while in the SES, the 

employee’s leave balance at the beginning of the new leave year is 340 hours (the 

maximum 240 hours that the employee could accumulate as a GS-15 plus the 100 

hours earned in the SES). The employee forfeits 20 hours of leave (i.e., the 60 

hours excess leave brought into the SES, minus the 40 hours used). If the employee 

uses more than the 60 hours of excess leave (e.g., 80 hours) during the remainder of 

the leave year while in the SES, there is no forfeiture since the amount of leave used 

exceeds the 60 hours of excess leave. In this case, the employee’s leave balance at

the beginning of the new leave year is 320 hours (the maximum 240 hours that the

employee could accumulate as a GS-15, plus the 100 hours earned in the SES, 

minus the 20 hours used above the 60 hours of excess leave).

Movement from an SES appointment. If an SES member moves to a non-SES or 

equivalent position, any annual leave in excess of that which otherwise would be 

permitted in the new position remains to the employee’s credit. Subsequently, if the 

individual uses more annual leave in a leave year than earned, the balance carried 

forward will become the new personal leave ceiling if it is still above the maximum limit 

normally permitted for the position (5 CFR 630.301(g)). The employee’s annual leave 

balance is subject to reduction under the rules in 5 U.S.C. 6304(c). 

Example with a personal leave ceiling: An individual was in the SES in October 

1994 with accumulated leave in excess of 720 hours and became entitled to retain 

that leave as a personal leave ceiling when 720 hours was set as the annual limit on 

the accumulation of annual leave for SES members. Later, the SES member moved 

to a GS-15 position with a retained personal leave ceiling of 800 hours of 

accumulated annual leave. The employee earned an additional 100 hours before the 

end of the leave year. 

If the employee uses 150 hours of annual leave in the GS-15 position (i.e., 50 hours 

more than the 100 hours earned), the employee’s personal leave ceiling for the next 

leave year is reduced to 750 hours. However, if the employee uses only 40 hours 

(i.e., 60 hours less than the 100 hours earned), the personal leave ceiling for the next 

leave year remains at 800 hours and the employee loses 60 hours of annual leave. 
SES Desk Guide December 2020 11-6

Example without a personal leave ceiling: An SES member with 750 hours of 

accumulated annual leave moves to a GS-15 position. The individual does not have 

a personal leave ceiling as described in 5 CFR 630.301(h). The employee earns 100 

additional hours in the new (GS-15) position before the end of the leave year. If the 

employee uses 150 hours of annual leave in the new position (i.e., 50 hours more 

than the 100 hours earned), the employee’s carry over amount to the next leave year 

is 700 hours. However, if the employee uses only 40 hours (i.e., 60 hours less than 

the 100 hours earned), the carry over amount to the next leave year is 750 hours, and 

the employee loses 60 hours of annual leave. 

In addition, an SES member who moves to a non-SES or equivalent position will no 

longer be entitled to the higher annual leave accrual rate. The employee’s annual leave 

accrual rate is determined based on years of creditable service as provided in 5 U.S.C. 

6303(a). (5 CFR 630.301(d)).

Appointed by the President with or without Senate confirmation. In general, officers 

and employees who are appointed by the President to a PAS or PA position are not 

covered by the Federal leave system established by 5 U.S.C. Chapter 63 if their rate of 

basic pay equals or exceeds the rate for level V of the Executive Schedule. (See 5 U.S.C. 

6301(2)(x) and 5 CFR 630.211(a)(3).) These Presidential appointees do not earn annual 

and sick leave and cannot be charged leave for absences from work. Nevertheless, OPM 

has determined that an individual who is appointed by the President to an SES, SL or ST 

position (regardless of his or her rate of basic pay) is covered by the Federal leave system 

unless the individual is an officer designated (for exclusion) by the President under 

5 U.S.C. 6301(2)(xi). The President has delegated the responsibility for making 

exclusions under section 6301(2)(xi) to OPM, and OPM has delegated responsibility to 

the head of each agency consistent with the provisions of 5 CFR 630.211.

Career SES members who are appointed by the President, with Senate confirmation, to a 

civil service position outside the SES at a rate of pay equivalent to Executive Schedule 

level V or higher, are entitled to elect to retain SES annual and sick leave coverage (and 

certain other career SES benefits, including SES basic pay) in accordance with 

5 U.S.C. 3392(c)(1). Career SES members who are appointed by the President (without 

Senate confirmation) to a civil service position outside the SES, which is covered by the 

Executive Schedule, or the rate of basic pay for which is fixed by statute at a rate equal to 

one of the levels of the Executive Schedule, have the same entitlement under 

5 U.S.C. 3392(c)(2). If Federal leave system coverage is retained, the individual 

continues to accrue leave and is charged leave as if still in the SES. If the individual 

separates from the Government immediately following the Presidential appointment, any 

lump-sum annual leave payment is based on his/her current pay (i.e., SES pay, if 

retained, or Executive Schedule or equivalent pay, if SES pay was not retained). (See 5 

CFR 550, subpart L) 

A current Federal employee who receives a Presidential appointment to a civil service 

position (other than an SES, SL or ST position) with a rate of basic pay that equals or 

exceeds level V of the Executive Schedule (including an employee who held a career 

SES position immediately before the Presidential appointment and who does not retain 

leave coverage under 5 U.S.C. 3392(c)(1) or (2)), is not covered by the Federal leave 

system and does not receive a lump-sum payment for his/her unused annual leave at the 
SES Desk Guide December 2020 11-7

time of the Presidential appointment. The unused annual leave is held in abeyance for recredit if the employee is subsequently reemployed in a position covered by the Federal 

leave system. If the individual separates from Federal service while under a Presidential 

appointment, he or she will receive a lump-sum payment for unused annual leave based 

on the rate of pay in effect for the position the employee held immediately before the 

employee accepted the Presidential appointment. (5 U.S.C. 5551(b) and 5 CFR 550, 

subpart L). (If the Presidential appointment is to an SES or SL/ST position, the employee 

is covered by the Federal leave system regardless of the employee’s rate of basic pay.) 

UNEMPLOYMENT COMPENSATION 

STATUTE: 5 U.S.C. Chapter 85

Unemployment Compensation for Federal Employees 

Presidential appointees, noncareer SES appointees, and Schedule C employees who resign by 

request due to a change in agency leadership, or as a result of the transition to a new Presidential 

Administration or Term, may be eligible for Unemployment Compensation for Federal 

Employees (UCFE). Career and limited SES appointees who are involuntarily separated from 

the civil service may also be eligible for unemployment compensation, depending on the reason 

for the involuntary separation. 

In general, unemployment compensation is provided through the State of the individual’s last 

official duty station. Eligibility requirements and benefit levels vary from State to State. For 

further information about UCFE requirements and benefits, contact the appropriate State 

Employment Security Office. 

Whether an individual’s resignation is requested or not requested may affect entitlement to 

unemployment compensation. Resigning before receiving a request to resign is generally 

considered an unprompted resignation and is not usually viewed as sufficient for unemployment 

compensation purposes. To assure that State unemployment offices are aware that the separation 

by request is due to a change in agency leadership, it is important that this reason is clearly 

indicated on the SF-50 and all UCFE claims inquiry forms. Individuals are advised to provide a 

copy of the request for resignation to the State unemployment compensation office when filing. 

For additional information about these services, see 

http://workforcesecurity.doleta.gov/unemploy/unemcomp.asp. 

Dislocated Worker Services 

These employees may also be eligible for dislocated worker services, including retraining and 

placement assistance, which are funded through Department of Labor grants. Benefits and 

eligibility requirements vary from state to state. For further information about Dislocated 

Worker Services and eligibility requirements, contact the State Dislocated Worker Unit in the 

state in which the individual was employed (20 CFR 680.130).
SES Desk Guide December 2020 11-8

For additional information about these services, see 

www.dol.gov/dol/topic/training/dislocatedworkers.htm. 

RETIREMENT 

STATUTE: 5 U.S.C. Chapters 83 and Chapter 84

REGULATIONS: 5 CFR Parts 831, 841 – 847, 850, 880, 891

THE GUIDE TO PROCESSING PERSONNEL ACTIONS: Chapter 30

Coverage. For individuals appointed to the SES after December 31, 1986, with no prior 

civilian service that is creditable for retirement: 

• all career appointees are covered by the Federal Employees’ Retirement System

(FERS);

• all noncareer appointees are covered by FERS even if the appointment is designated

as “indefinite”; and

• a limited appointee is covered by FERS if the appointment is for more than one year.

For individuals appointed to the SES after December 31, 1986 with prior Government 

service, refer to the CSRS and FERS Handbook for Personnel and Payroll Offices to 

determine the retirement coverage. Some provisions to note regarding noncareer and limited 

SES appointees: 

• noncareer appointees: these individuals are covered by Social Security, even though

they may have continuous service without a break in service of more than 365 after

December 31, 1983, from an appointment where they were under regular CSRS); and

• limited appointees: individuals normally are excluded from FERS or CSRS if they are

serving under an appointment limited to one year or less. This exclusion does not

apply, however, if the individual moves from a position covered by FERS or CSRS

into the excluded type of appointment with no break in service or a break of three

days or less.)

These elections generally remain in effect upon subsequent appointments. See Chapter 101, 

Appendix A of the FERS & CSRS Handbook for Personnel and Payroll Offices

Under Pub. L. 100-647, if an SES career appointee takes a PAS appointment on or after 

November 10, 1988, where the maximum rate of pay payable for their position is at or above 

the rate for level V of the Executive Schedule, and the position is listed in 5 U.S.C. 5312-

5317, the appointee is subject to mandatory Social Security coverage even if the appointee 

elected to continue SES benefits under 5 U.S.C. 3392(c). (See the CSRS and FERS 

Handbook, Chapter 101, Special Retirement Provisions for Senior Officials.) 

If the appointee was under full CSRS in the SES and had at least 5 years of creditable civilian 

service at the time of the Presidential appointment, the appointee is under CSRS Offset and 

has a six month opportunity to elect FERS. 
SES Desk Guide December 2020 11-9

If the appointee was under FERS or CSRS Offset in the SES, the appointee remains under 

FERS or the CSRS Offset. 

If an individual under Social Security coverage in a civil service position (e.g., in a 

Presidential or noncareer SES appointment) takes an SES career appointment on or after 

November 10, 1988, the individual remains subject to full FICA deductions in the SES 

position, in addition to CSRS or FERS coverage, as appropriate. 

Under FERS there is no authority to allow credit for service performed after 1988 under 

appointments excluded from FERS coverage. Thus, service after 1988 under an SES limited 

appointment that is for 1 year or less not only is not covered by FERS at the time of the 

appointment, but also is not creditable for eligibility or computation purposes, if the 

individual takes an appointment that is covered by FERS. 

Optional retirement. Eligibility for optional retirement is the same for SES members as for 

other employees. 

If the individual is covered by CSRS, eligibility is at least age 55 with 30 years of service or 

more, at least age 60 with 20 years of service or more, or at least age 62 with five years of 

service or more. 

If the individual is covered by FERS, eligibility is at least 5 years of service and age 62, at 

least 10 years of service and the Minimum Retirement Age (reduced benefits), at least 20 

years of service and age 60, or at least 30 years of service and the Minimum Retirement Age. 

The Minimum Retirement Age is the first year in which an individual can receive benefits 

and varies according to the year born. See Chapters 41 and 42 of the CSRS & FERS 

Handbook for more information about the minimum Retirement Age. 

Under both CSRS and FERS, a minimum of five years of civilian service is required.

There are special provisions for law enforcement officers and certain other personnel. 

Discontinued service retirement. To be eligible for discontinued service retirement (DSR), 

an individual must have completed 25 years of service or have completed 20 years of service 

and be 50 years of age. Further, the individual must be involuntarily separated other than for 

cause or charges of misconduct or delinquency. General information on DSR is in the CSRS 

and FERS Handbook for Personnel and Payroll Offices, Chapter 44. 

[Note: Although the eligibility criteria for DSR are the same under CSRS (5 U.S.C. 8336(d)) 

and FERS (5 U.S.C. 8414(b)), the benefit formulas differ.] 

Subject to the requirements described in Chapter 44 of the CSRS and FERS Handbook, after 

a notice of specific action, a resignation in lieu of involuntary action is qualifying for 

discontinued service retirement. These are the actions that qualify you for discontinued 

service retirement: 

• separation from the SES as the result of a reduction in force following notification

that there is no vacant SES position in the agency for which qualified. (Eligibility

exists even if the individual declines OPM placement assistance, declines an SES

position offer in another agency, separates during the OPM placement period, or

declines placement in a position outside the SES.);

• separation from the SES following position abolishment, even though no reduction in

force was conducted, if the employee did not have an offer of another SES position in
SES Desk Guide December 2020 11-10

the agency at the time of separation; 

• separation from the SES following notice of directed reassignment to another

commuting area or transfer of function to another commuting area, and the notice

indicates the employee would be subject to removal under adverse action procedures

for declining the proposed move; or removed under adverse action procedures (or

during the probationary period) for declining to accept the proposed move. (The

individual is eligible for DSR even if the separation occurs before the effective date

of the reassignment. The employee is not eligible for DSR, however, if at the time of

appointment the employee’s position description, or other written agreement or

understanding, provided for geographic mobility. SES employment in itself does not

automatically establish a mobility agreement.);

• separation from the SES, when reporting directly to a Presidential appointee, in

response to a specific written request from a recognized representative of a new

Administration having authority to request such resignation or from a new department

or agency head;

[Note: The separation of a career appointee in these circumstances cannot be

required; the appointee must voluntarily agree to the request.]; or

• separation from the SES, if a noncareer appointee, when reporting directly to a

Presidential appointee who is leaving (otherwise a noncareer appointee who resigns

without being asked is not eligible for DSR); and

• length of service even if the appointee has placement rights in a position outside the

SES:

(1) removed from the SES for less than Fully Successful performance under

5 U.S.C. Chapter 43, Subchapter II; or 

(2) removed from the SES during the probationary period for reasons not

involving conduct. 

A Presidential appointee who is eligible for DSR upon separation maintains that eligibility 

even if entitled to reinstatement to the SES as a former career SES appointee. This is true 

even if the appointee has received a job offer in the SES since tenure is different in the SES 

from that under the Presidential appointment. 

Disability retirement. The eligibility requirements for disability retirement are the same for 

SES as for non-SES personnel and the same under FERS as under CSRS. The individual 

must have at least 18 months of civilian service for FERS and five years for CSRS (5 CFR 

844.202).

TRAVEL AND TRANSPORTATION 

STATUTE: 5 U.S.C. 5723, 5724, and 5752

REGULATIONS: 5 CFR Part 572
SES Desk Guide December 2020 11-11

Pre-employment interviews. An agency may pay candidates’ travel expenses incurred 

for pre-employment interviews requested by the agency. This authority may be used 

regardless of whether the candidate is presently in another SES position, is currently 

employed by a Federal agency in a non-SES position, is applying for reinstatement to the 

SES from outside the Government, or never worked for the Government. The authority 

covers candidates for career, noncareer, or limited SES appointment (5 U.S.C. 5752).

Travel to first duty station. An agency may pay travel expenses of a new appointee 

(career, noncareer, or limited) to the SES from outside the Government. (A new 

appointee includes not only individuals first appointed to Government service, but also 

individuals appointed after a break in Government service.) An agency may also pay 

transportation expenses of the appointee’s immediate family and household goods and 

personal effects, to the extent authorized by 5 U.S.C. 5724, from the appointee’s place of 

residence at the time of selection to the duty station (5 U.S.C. 5723(a)).

Payment may be made only after the individual agrees in writing to remain in 

Government service for 12 months after appointment, unless separated for reasons 

beyond the individual’s control which are acceptable to the agency concerned. If the 

individual violates the agreement, the payment is recoverable from the individual as a 

debt due the United States (5 U.S.C. 5723(b)).

Change of duty station. The provisions in law (5 U.S.C. 5724) and the travel 

regulations concerning payment of travel and transportation expenses when an employee 

is moved in the interest of the Government are applicable to SES members, including 

those individuals newly appointed to the SES from other positions in Government 

without a break in Government service. A permanent change in duty station which is 

outside the employee’s commuting area shall take effect only after the employee has been 

given advance notice for a reasonable period. 

Last move home. Under 5 U.S.C. 5724(a)(3), an SES career appointee is entitled to 

travel, transportation, and household goods moving expenses upon retirement from 

Government service, to the place where the individual will reside, if the individual: 

• was moved geographically by the Federal Government as a career appointee in

the SES; and

• at the time of the last Federal directed move was eligible for optional retirement,

or within five years of optional retirement, or was eligible for discontinued

service retirement.

Entitled individuals include:

• individuals who were geographically moved while a career appointee in the SES

as the result of a reassignment or a transfer;

• individuals who at the time of the move were going from an appointment outside

the SES (e.g., at GS-15) to a career appointment in the SES; and

• individuals who at the time of the move were going from a limited or noncareer

SES appointment to a career appointment in the SES.

Coverage includes families of deceased employees who were eligible for the benefits at 
SES Desk Guide December 2020 11-12

the time of death, effective January 1994. 

Noncareer and Limited appointees are not eligible for “last move home”. 

Regulatory provisions. See the Federal Travel Regulation issued by the General 

Services Administration for further information. The information on Relocation 

Allowances is codified in 41 CFR Chapter 302. For more information visit 

http://www.gsa.gov/transportationpolicy. 

STUDENT LOAN REPAYMENTS 

The Federal student loan repayment program permits agencies to repay certain types of Federally 

made, insured, or guaranteed student loans as a recruitment or retention incentive for job 

candidates or current employees of the agency. The program implements 5 U.S.C. 5379, which 

authorizes agencies to set up their own student loan repayment programs to attract or retain 

highly qualified employees. The authority is used at the discretion of the agency. SES members 

are eligible, unless otherwise excluded in the agency’s implementation plan. Agencies may wish 

to consider the following when implementing this program: 

• limiting SES eligibility to executives serving on career appointments only, and

• using the standard recruitment incentive as a first choice in recruiting new executives.

For more information visit http://www.opm.gov/policy-data-oversight/pay-leave/student-loanrepayment/. 

OFFICE OF INSPECTOR GENERAL POSITIONS 

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 but did not make it an executive agency, as that 

term is defined in 5 U.S.C. 105. Otherwise, every OIG could be considered an executive agency 

covered by the SES under 5 U.S.C. 3132(a)(1) whether or not the agency within which the OIG 

is established is covered by the SES. If the agency within which an OIG is established is 

covered by the SES, so is the OIG, but if the agency within which an OIG is established is not 

covered by the SES, then neither is the OIG. 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. Where there is a 

question of how this principle specifically applies, agencies should consult with Senior 

Executive Services and Performance Management. It should be noted that the IG Reform Act of 

2008 did not designate the OIG a separate agency, and the IG the head of that agency, with 

respect to senior-level (SL) positions or scientific and professional positions (ST). However, for 

allocation requests of SL/ST positions, the OIGs should independently submit separate requests 

from the ones submitted by their agencies. 

Section 4(a) of the IG Reform Act of 2008 revised the pay of Inspectors General in an 

“establishment” (as defined in section 12(3) of the IG Act of 1978) by providing for a rate of 

basic pay equal to EX-III plus 3 percent. For these IGs, biweekly pay is computed by 
SES Desk Guide December 2020 11-13

multiplying the applicable hourly rate by 80 hours. The applicable hourly rate is derived by 

dividing the annual rate of EX-III plus 3% by 2,087 hours and rounding to the nearest cent. 

Section 4(b) of the IG Reform Act of 2008 also provided rules for establishing and compensating 

IGs in a “designated Federal entity” (DFE) (as defined in section 8G of the IG Act of 1978). 

First, section 4(b) provided that an IG at a DFE must be classified at a grade, level, or rank 

designation, as the case may be, at or above those of a majority of the senior-level executives of 

that DFE. For example, this provision could result in an IG at a DFE being placed in the SES 

pay system instead of the General Schedule classification and pay system. Second, section 4(b) 

provided that the pay of a DFE IG shall be not less than the average total compensation 

(including performance awards) of the senior-level executives of that designated Federal entity 

calculated on an annual basis—i.e., section 4(b) establishes a pay floor. The DFE agency head 

must continue to determine the IG’s pay in accordance with the applicable pay system rules (i.e., 

regular pay entitlement without regard to the pay floor) and the resulting pay will be compared to 

the pay floor established by section 4(b). The higher amount will be payable. 

OPM established a pay plan code “IG” for IGs in establishments whose rate of basic pay is fixed 

at the rate for EX-III plus three percent. In addition, OPM established a pay rate determinant 

code “D” for IGs in DFEs to recognize their coverage under a provision providing a special 

classification authority and pay floor. 

[Note: There is no new pay plan code for IGs at DFEs. The pay floor provision in section 4(b) 

does not constitute a pay system but rather interacts with the applicable pay system. (The 

applicable pay system may have been determined under the other provision in section 4(b) 

guaranteeing that a DFE IG has the same grade or level as a majority of senior executives in the 

same DFE).] 

Career SES members who are appointed to an IG position and are entitled to elect to continue 

certain SES benefits under 5 U.S.C. 3392 may do so with the exception that SES performance 

awards and awarding of ranks will not apply. Furthermore, notwithstanding any provision of 

law, career Federal employees serving on an appointment under an authority other than 5 U.S.C. 

3392 may not suffer a reduction in pay (not including any bonus or performance award) as a 

result of being appointed to an IG position. (See section 4(c) of the IG Reform Act of 2008.) An 

IG of an establishment or a designated Federal entity may not receive any cash award or cash 

bonus, including any cash award under 5 U.S.C. Chapter 45. (See section 3(f) of the IG Act of 

1978, as added by section 5 of the IG Reform Act of 2008.) These provisions apply solely to an 

IG and not to other SES members within an OIG. Accordingly, other SES members in IG 

offices are eligible for performance and other awards. Career SES appointees in an OIG may be 

nominated for rank awards. (See Chapter 6, Presidential Rank Awards, for additional 

information.) 

Each IG or agency head, as applicable, is responsible for implementing and administering the 

provisions of the IG Reform Act; however, OPM has responsibility to determine how to interpret 

and apply SES provisions with respect to the designation of each OIG as a separate agency and 

the IG as the head of that agency. Where there is a question of how to apply SES provisions, 

agencies should consult with Senior Executive Services and Performance Management.

As head of a separate agency, each IG has the authorities and responsibilities of an agency head 

with respect to the OIG pertaining to the administration of any SES statute. (See section 6(d) of 

the IG Act of 1978, as amended by section 14 of the IG Reform Act of 2008.) For example, each 
SES Desk Guide December 2020 11-14

IG establishes an Executive Resources Board (ERB) to conduct merit staffing for career 

appointments and establishes a Performance Review Board (PRB) to make recommendations 

regarding SES performance ratings and SES performance awards for OIG senior executives. IGs 

normally establish a separate performance appraisal system to cover OIG SES members. With 

respect to such a system, the IG is the highest-level official in the OIG; therefore, higher-level 

review is not available to a senior executive for whom the IG is the initial rater, although the IG 

can administratively provide for an alternative review. IGs determine rates of basic pay for their 

senior executives and may provide SES performance awards from an SES performance award 

pool calculated based upon salaries of career SES appointees within the OIG. As head of a 

separate agency, each IG is independent of the agency within which the OIG is established with 

regard to SES actions, e.g., recruitment and selection of executives, reassignment or transfer of 

executives, position management, performance appraisal, compensation, awards, adverse actions, 

and reduction-in-force. 

When an IG is appointed as a career SES member by the head of a DFE, normal application of 

SES rules would require the DFE agency head to appraise the DFE IG’s performance 

annually. Based upon the results of appraisal, the DFE agency head could adjust the pay of the 

DFE IG or even remove the DFE IG. However, OPM holds that such authority would contradict 

the purpose of the IG Reform Act of 2008 to “amend the Inspector General Act of 1978 to 

enhance the independence of Inspectors General.” We therefore advise, pursuant to OPM’s 

authority under section 6(e)(1)(B)(iii) of title 5 Appendix to determine how SES provisions 

apply for purposes of section 6(e), that for the purpose of SES performance appraisal a DFE IG 

should not be considered to occupy a DFE position but rather a position in the DFE Office of 

Inspector General, which under section 6(e)(1)(A)(i) “shall be considered to be a separate 

agency.” 

Since the DFE IG does not occupy a position in the DFE for this purpose, a DFE agency head 

should not establish performance requirements for the DFE IG under 5 U.S.C. 4312(b)(1) or 

appraise the DFE IG’s performance. It follows that a DFE agency head will not be able to adjust 

SES pay for a DFE IG under SES rules or remove a DFE IG from the SES based upon 

performance ratings. A DFE agency head must still set pay in accordance with section 4 of the 

IG Reform Act of 2008, which includes setting the DFE IG’s pay at his or her existing SES rate 

of basic pay—computed under normal rules without regard to the section 4(b) pay floor—if it is 

higher than that pay floor. The head of a DFE may also take an adverse action against a DFE IG 

under 5 U.S.C. 7543, consistent with section 3 of the IG Act of 1978, including a removal action 

that is not based on a performance rating.
SES Desk Guide December 2020 12-1

Chapter 12

CHAPTER 12: SENIOR POSITIONS OUTSIDE THE SES ............................................. 12-2

EXECUTIVE SCHEDULE POSITIONS ........................................................................ 12-2

Title 5 Listings.............................................................................................................. 12-2

Pay ................................................................................................................................. 12-2

SENIOR-LEVEL (SL) AND SCIENTIFIC AND PROFESSIONAL (ST) 

POSITIONS ........................................................................................................................ 12-3

MISCELLANEOUS POSITIONS .................................................................................... 12-3

Experts and Consultants............................................................................................. 12-3

INTERCHANGE AGREEMENTS AND COOPERATION ......................................... 12-3

Criteria for Approval .................................................................................................. 12-4

Current Agreements.................................................................................................... 12-4
SES Desk Guide December 2020 12-2

CHAPTER 12: SENIOR POSITIONS OUTSIDE THE SES

EXECUTIVE SCHEDULE POSITIONS 

At the top of the Federal civilian personnel hierarchy are positions placed by statute in the 

Executive Schedule or established at pay rates equivalent to the Executive Schedule. This 

compensation system is divided into five levels, EX-I (the highest) through EX-V (the lowest). 

The Executive Schedule includes cabinet secretaries; under, deputy, and most assistant 

secretaries; heads of most of the independent agencies; members of regulatory commissions; and 

other key officials (e.g., general counsels and bureau directors). Executive Schedule and 

equivalent positions are generally filled by Presidential appointment with Senate confirmation. 

Title 5 Listings 

Positions placed by statute in the Executive Schedule are listed in 5 U.S.C. 5312 through 5316. 

By Executive order, the President may also place up to 34 positions in EX-IV and V combined, 

under 5 U.S.C. 5317. Requests should be sent to the Office of Management and Budget; 

however, section 5317 is not appropriately applied to any position that would meet the definition 

of an SES position at 5 U.S.C. 3132(a)(2) if placed in EX-IV or V. 

[Note: Many positions listed in 5 U.S.C. 5315 (EX-IV) and 5316 (EX-V) or that have been 

placed in EX-IV or V under section 5317 are established as positions in the SES if they are in an 

agency to which the SES applies and meet the definition of an SES position at 5 U.S.C. 

3132(a)(2), e.g., a position at EX-IV or EX-V, or equivalent, that performs SES functions and is 

not required to be filled by Presidential appointment with Senate confirmation.] 

Occasionally, a new law will establish a position that performs SES functions and place it in 

level IV or V of the Executive Schedule without providing for it to be filled by Presidential 

appointment with Senate confirmation. Unless the law specifies that the position is exempt from 

the SES definition at 5 U.S.C. 3132(a)(2), the position is to be established in the SES and 

becomes subject to SES provisions, including determination of pay by the agency head under 5 

U.S.C. 5382 and 5383.

Pay 

Section 5318 of title 5, United States Code, provides for annual adjustment of the rates of pay for 

Executive Schedule positions at the beginning of the first applicable pay period commencing on 

or after the first day of the month in which an adjustment takes place under 5 U.S.C. 5303 in the 

rates of basic pay under the General Schedule. OPM calculates the rates of basic pay for levels I 

through V of the Executive Schedule annually based upon the formula in section 5318 and 

publishes them online at: http://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/. 

See the chapter notes for Chapter 5 regarding the pay freeze for certain senior political 

appointees. 
SES Desk Guide December 2020 12-3

SENIOR-LEVEL (SL) AND SCIENTIFIC AND PROFESSIONAL (ST) 

POSITIONS 

NOTE: Information on SL and ST positions is now available in the Senior Professional 

(SL/ST) Handbook, which can be found on ESCS under Resources. 

MISCELLANEOUS POSITIONS 

Experts and Consultants 

In accordance with 5 U.S.C. 3109 and 5 CFR part 304, agencies may make expert and consultant 

appointments without regard to competitive civil service requirements, to positions which 

primarily require performance of advisory services rather than performance of operating 

functions. 

Experts. Have unique or superior education, skills, and accomplishments in a particular 

field, and are regarded as authorities by others in the field. The expert performs 

unusually difficult work beyond the usual range of competent employees in the field. 

Consultants. Provide advice, options, or recommendations on issues or problems and 

usually have a high degree of administrative, professional, or technical experience. A 

consultant may also be a person affected by a program who can provide public input 

based on personal experience. 

Limitations on work. There are limits on the nature of the work. Experts and 

consultants may not serve in an SES position or a position requiring Presidential 

appointment with or without Senate confirmation, but an agency may appoint an 

individual awaiting final action on a Presidential appointment to an expert or consultant 

position. It is not appropriate to assign consultants to the policy-making or managerial 

work that characterizes the SES. 

Experts and consultants may not do work performed by the agency’s regular employees 

or function in the agency’s chain of command. For example, they may not supervise 

agency employees, direct the preparation of a report or special study, or make decisions 

regarding agency policies or programs. Their work must be strictly advisory in nature 

(reviewing/recommending) or limited to a special project requiring an exceptional level 

of expertise. 

INTERCHANGE AGREEMENTS AND COOPERATION 

Under Civil Service Rule 6.7 and 5 CFR 214.204, OPM and any agency with an executive 

personnel system essentially equivalent to the SES may, pursuant to legislative and regulatory 

authorities, enter into an agreement providing for the movement of persons between the SES and 

the other system. Such agreements may be established when it is mutually determined that 

movement between the two systems is in the interest of good administration and is consistent 

with the intent of civil service and other applicable laws. Each agreement must prescribe the 

conditions for interchange of persons and define the status and tenure acquired by persons when 

they move from one system to another.
SES Desk Guide December 2020 12-4

Criteria for Approval 

The criteria OPM considers in a proposal to authorize the interchange of personnel between the 

SES and another Federal executive system are—

• the basic framework of the system is established through law, rules, regulations, or

instructions in written form; is designed to ensure that personnel management is based on

and embodies merit system principles; and is free from prohibited personnel practices;

• positions covered by the system are fully comparable to Senior Executive Service

positions, as defined in 5 U.S.C. 3132(a)(2), i.e., being classified above GS-15 and

performing work characteristic of the SES functional criteria;

• provisions for career-type appointment in the system include competition and

certification of qualifications commensurate with Senior Executive Service requirements

such that appointees who will be eligible for noncompetitive movement can be expected

to perform effectively in SES positions; and

• provisions for movement between systems specify that executives eligible for movement

are serving in permanent, continuing career-type positions and that executives meet the

technical and managerial qualifications of any position to which movement is proposed.

An interchange agreement may not be established if the statute providing for the executive 

system requires the agency to credit veterans’ preference when selecting executives, since this is 

not compatible with the provision of 5 U.S.C. 2108(3) that the term “preference eligible” does 

not include applicants for, or members of, the Senior Executive Service. 

Procedures allow for periodic personnel management evaluations conducted by OPM, or by the 

independent agency with OPM representatives on the evaluation team. 

The system includes a stipulation for discontinuance of the interchange agreement at the request 

of either party. 

Current Agreements 

Currently, only the following agencies have an interchange agreement: 

• the Government Accountability Office;

• the Transportation Security Agency; and

• the Office of the Inspector General of the United States Postal Service.
ES--03387--12/2020

U.S. Office of Personnel Management

Employee Services

1900 E Street, NW, Washington, DC 20415

OPM.GOV