NOAA HIRING GUIDE · NOAA HIRING GUIDE. Workforce Management Office. Last updated May 2018. A...

NOAA HIRING GUIDEWorkforce Management Office

Last updated May 2018

A comprehensive guide to help NOAA Hiring Managers and Proxies navigate the hiring process.

NOAAOverall Hiring Guide

Table of Contents

NOAA Overall Hiring Guide | 1

I. Introduction 3II. Overview of the Hiring Process 4A. Recruitment vs Hiring 5B. Hiring Phases 6C. Key Roles and Responsibilities 7D. Enabling Technology 8III. Pre-Hiring Phase: Pre-Hiring Activities 9-10A. Pre-Recruitment Strategic Conversation 11B. Hiring Timeline Guide 12-13C. Special Hiring Authorities 14D. Reassignments 15E. Pathways Programs 16F. Preparing Your Recruitment Plan 17G. Recruitment Tools 18H. Requesting Approval for Position Funding 19I. Considerations: Recruitment Incentives 20J. Obtaining Budgetary Approval 21K. Selecting and Classifying a PD 22L. Position Description, Job Code, IP, and Billet Number 23M. The Difference Between GS and CAPS PDs 24N. Using a Standard PD vs Classifying a New PD 25O. Locating a Job Code in HRConnect 26P. Establishing a Job Code Request 27Q. Submitting a Recruitment Package to RADS 28R. Initiating a Recruitment Package in RADS 29-30S. Required Recruitment Package Documents 31IV. Phase 1: Preparing the JOA Overview 33-34A. Job Analysis 35B. Competencies 36C. Assessment Questions 37D. Crediting Plan/Rating Schedule 38E. Benchmark Levels 39-40


Table of Contents (continued)


F. The Job Opportunity Announcement (JOA) 40G. Involving a Subject Matter Expert (SME) 41VI. Phase 2: Application Period Overview 42-43A. While You Wait 44VII. Phase 3: Applicant Evaluation Overview 44-46A. Understanding RPL, CTAP, and ICTAP 47B. Understanding the Certificate of Eligibles 48C. The Difference Between MAP and DE Certs 49D. What to Expect Next: The Certificate Timeline 50VIII. Phase 4: Candidate Selection Overview 51-52A. Assembling an Interviewer Panel 53B. The Interview: Sample Interview Questions 54-55C. Basic Reference Check 56D. Interview Do’s and Don’ts 57-59E Extending a Tentative Job Offer (TJO) 60F. Negotiating Incentives 61IX. Security and Onboarding Overview 62-63A. Security Process 64-66B. Entrance on Duty (EOD) 67-68C. Onboarding 69-72X. Additional Resources 73A. Key Points of Contact 74-75XI. Appendix 76A. Position Funding Request Form (PFAR) 77B. Job Analysis 78-81C. Position Overview Worksheet 82-86D. CD-516 87-88E. SF-52 89-90F. OF-306 91-93G. OSY Coversheet 94


Introduction to the Hiring Guide

Usage You can use this document in a variety of ways. If you are a new Hiring Manager and have never hired an employee at NOAA before, reading this document in its entirety will provide you with a comprehensive understanding of all components of the hiring process. You can also use it as a reference guide throughout the process. If you are familiar with the process overall, but have a specific question regarding one step or topic, you can reference that section using the navigation key at the top of each page. In addition, each page of this guide can be extracted and used as a one-pager resource, as needed, to educate relevant stakeholders on unique aspects of the hiring process.


PurposeThis document is intended to help you – a NOAA Hiring Manager – understand the entire hiring process from start to finish. The federal hiring process often feels daunting; however, the clear and easy-to-follow guidance contained here was designed to provide you with better process visibility, so you can track your hiring action and anticipate next steps along the way.

In this hiring guide, you will find process overviews, how-to guidance, reference materials, quick tips, and key points-of-contact on all aspects of the process, from identifying a hiring need, to onboarding your new employee. This guide will be updated as certain processes change over time and will be provided to all NOAA Hiring Managers, Staffing Specialists, and WFMO staff to ensure that all stakeholders share a uniform understanding of the hiring process.



Overview of the Hiring Process

Hiring Process

Overview


Filling a vacancy is about more than selecting an applicant for the job. It’s about attracting the best talent available. To secure the most qualified and diverse candidates, you will need to focus on recruitment as well as hiring. See the difference described below.

Overview of the Hiring ProcessRecruitment vs Hiring

Tip For more information on how to develop an effective recruitment plan, see pages 17-18in this guide and speak to your Human Resources Business Advisor (HRBA).

Recruitment Hiring

“Hiring happens at the point of employment. It is the process of selecting and appointing a job applicant. Hiring considers the open vacancies at one given point in time.”

“Recruitment is a targeted and conscious effort to find qualified and diverse candidates. Recruitment activities involve strategic outreach to the communities that foster the skills necessary for a given field.”



Preparing the JOA

Application Period

Applicant Evaluation

Candidate Selection

A closer look at preparing your Job

Opportunity Announcement

(JOA).

An overview of the application period.

An overview of what to expect with the

Certificate of Eligibles.

An overview from checking references

to negotiating incentives.

1.1 The Job Analysis

1.2 Competencies

1.3 Assessment Question

1.4 Crediting Plan/Rating Schedule

1.5 Benchmark Levels

1.6 The JOA

1.7 Involving a Subject Matter Expert in the Process

2.1 While You Wait 3.1 Understanding the RPL, the CTAP, and the ICTAP

3.2 Understanding the Certificate of Eligibles

3.3 The Difference Between MAP and DE Certs

3.4 The Certificate Timeline

4.1 Basic Reference Check

4.2 Sample Interview Questions

4.3 Interview: Do’s and Don’ts

4.4 Extending a TJO

4.5 Negotiating Incentives

Overview of the Hiring ProcessHiring Phases

During the pre-hiring phase you will work to plan and prepare for filling your vacancy. This begins with a strategic conversation between you and your HRBA about the position, possible recruitment strategies, and issues that could impact the hiring process. Once you agree on a plan, you will confirm funding availability for your position and prepare your Recruitment Package.

Pre-Hiring Phase

After you have selected a candidate, the Staffing Specialist refers them to the Office of Security (OSY) to undergo the security and suitability process. This section covers the OSY approval process, the Final Job Offer (FJO), and Entrance on Duty (EOD).

Security and Onboarding Phase



The hiring process has several key players with different responsibilities throughout the process. This page provides guidance and clarity on specific roles and responsibilities.

Overview of the Hiring ProcessKey Roles and Responsibilities

This is you! You are responsible for identifying the hiring need, developing the recruitment package, advising the Staffing Specialist on the position, and selecting a candidate from the certificate of eligibles. Although you will not drive the overall process, you will work closely and communicate with your HRBA, Staffing Specialist, and, if needed, your HR Liaison along the way.

Hiring Manager

The HRBA is your strategic partner in the hiring process. They will help you to think strategically about your hiring need and advise you on potential recruitment strategies during the pre-recruitment phase. They will also remain your go-to resource for questions and guidance about the overall process or any specific steps within it.

Human Resources Business Advisor (HRBA)

HR Liaisons’ roles vary by line and staff office (LO/SO). They perform a variety of resource management and administrative duties. Some HR Liaisons can assist you with hiring, specifically collecting the necessary resources to create a Job Opportunity Announcement (JOA). Get connected to your HR Liaison through your LO/SO.

Human Resources Liaison

Your Staffing Specialist will be a contractor assigned to support you throughout the hiring process with transactional work. They work with you to develop and post the JOA. They review and evaluate candidate applications, contact candidates, and negotiate incentives with candidates, if necessary.

Staffing Specialist

The individual applying to fill your vacancy, seeking to become a NOAA employee.

Candidate



You can expect to use one or several of the enabling systems and technology listed here during the overall hiring process.

Overview of the Hiring ProcessEnabling Systems and Technology

• Web-based application from DOC Enterprise Services

• Enables users to process and manage personnel actions; also used to classify and create new position descriptions via Job Code Requests.

HRConnect

• Automated Classification System

• Allows users to create and edit individual position descriptions—specifically for DOC Alternative Personnel System (CAPS)—by choosing from approved career paths, pay bands, titles, specialties, etc.

ACS

• Recruitment Analysis Data System

• Used to initiate all competitive recruitment actions once the position description has been validated in HRConnect

RADS

• A secure file-sharing platform

• Used to send documents that contain personally identifiable information

Accellion

• Online system for managing applications (Question Library and Cert List)

• Used to select assessment questions for job announcements and to review job certification information for selections

Monster Government Solutions


Pre-Hiring Phase


Pre-Hiring Activities

Pre-Hiring

Pre-Hiring Phase

Pre-hiring activities are key to achieving an effective, efficient hiring process, which will result in hiring the right person, for the right job, in a timely manner. Once you determine a need to fill a position, whether it is new or existing, contact your HRBA to discuss the position itself, recruitment strategies, and any current or potential issues which could impact the hiring process. After that, you can begin to develop your recruitment package.

Pre-Hiring ActivitiesPre-Hiring

Key Activities

Conduct a Strategic Conversation with HRBA

Review Timeline Agreement

Develop Recruitment Plan and Submit to RADS

Obtain budgetary approval (Staffing Plan, PFAR, other)

Use/Classify valid and classified PD and Job Code

Key Players Key Technologies

Staffing Specialist

HR Liaison

HRBA

Hiring Manager (you) ACS

HRConnect

RADS


Pre-Hiring Phase

Tip To see a complete list of LO/SO HRBAs and contact information visit: http://www.wfm.noaa.gov/contact_lists.html. Also, see pages 74, for a complete list of HR

Business Partners (HRBPs).

Pre-Conversation Considerations with your HRBA

What questions do I have about the hiring process? How can I utilize hiring flexibilities to fill this position? What previous hiring challenges have I faced? Are the duties of the position expected to change

significantly over the next few years? What are the implications of hiring someone

competitively versus non-competitively?

How to Start the Conversation with your HRBA Think through your answers to the pre-conversation

questions above.

Call or email your HRBA to schedule your Strategic Hiring conversation.

During the Strategic Conversation, ask for additional material on the hiring process, if needed. The Timeline Guide (see page 12) is a great place to start.

What is the Strategic Conversation? You can gain consultative hiring and recruiting advice from your Human Resource Business Advisor (HRBA) during the Strategic Hiring Conversation. Equipped with years of HR experience, your HRBA can answer hiring-related questions, discuss strategies to address historical recruiting challenges, including diversity representation, and guide you through other HR processes. When you identify a hiring need, you should contact your HRBA to have a strategic conversation and determine the plan to meet your recruiting need.

Confused about what to talk to your HRBA about? Don’t worry, your HRBA will be equipped with hiring and recruiting specific questions that they will use to guide the conversation. As a Hiring Manager (or Proxy), you just need to be prepared to talk about your Line or Staff Office (LO/SO) and the position you are attempting to fill. You can use the questions below to prepare for the conversation with your HRBA.

Pre-Hiring ActivitiesPre-Recruitment Strategic Conversation


http://www.wfm.noaa.gov/contact_lists.html

Pre-Hiring Phase

Organization:Date:Vacancy Position Title, Series, Grade(s):Hiring Manager (HM) or Proxy’s Name:Human Resources Business Partner or Advisor (HRBP/BA):

Item Action Owner Hiring Guide Reference

TimelineGoals Target Date

Pre-Hiring Activities

ABegin strategic conversation with HRBA.Validate the hiring need against the Workforce, Staffing, and Recruiting Plans.

HMSee “Pre-

Recruitment Strategic

Conversation”

Accomplish these Pre-

Hiring Activities to

launch into the Hiring Process

B

Submit funding request to Budget Analyst,CFO, or LO/SO Director for approval per LO/SO policy, if needed.

(Refer to LO/SO approval policy.)

HMSee “Obtaining

Budgetary Approval”

C

Select and review the Position Description (PD). Use current and standard PD, if possible.

Classify PD and request Job Code, if needed.

HM See sections

on PDs and Job Code Requests

D

Develop and submit Recruitment Package to RADS, including:

• Signed SF-52• Classified PD(s)• Signed CD-516• Other Necessary Supporting

Documents

Review for accuracy.

HM

WFMO CSD

See sections on submitting and initiating recruitment packages in

RADS

E

Discuss JOA elements and RADS Hiring Plan.

The 80-day Hiring Model begins.

HM and Staffing

Specialist

See “The Job Analysis”

The Following Section Aligns to the RADS Hiring Plan.

PHASE 1: Develop and Post Job Opportunity Announcement (JOA)

1A

Create JOA, including:• Crediting Plan• Job Analysis• Specialized Experiences/Duties

Utilize a SME review, if needed

Staffing Specialist

SME See “Preparing the JOA”

2-4 days

1B Review and Approve JOA HM 2 days

1C Post JOA to hiring platform and notify HM of next steps.

Staffing Specialist 1-2 days

Pre-Hiring Activities Hiring Timeline Guide

(Continued on next page) NOAA Overall Hiring Guide | 12

Pre-Hiring Phase

Item Action Owner Hiring Guide Reference

TimelineGoals Target Date

PHASE 2: Applicant Period

2A Assess applicant pool before JOA closes to determine if JOA extension is needed or if certificate can be issued early based on cut-off date.

Staffing Specialist and

HM

See “While you Wait”

7-10 days

PHASE 3: Applicant Evaluation

3A Evaluate applications for qualifications and eligibility (Staffing Specialist will notify hiring manager of timeframe for receipt of certificate list).Utilize a Subject Matter Expert (SME) for review, if needed.

Staffing Specialist

SME, if needed

See “Understanding the Certificate of Eligibles”

8-10 days

3B Issue certificate of eligibles and updateMonster status of candidate.

Staffing Specialist

See “The Certificate Timeline”

1 day

PHASE 4: Candidate Selection

4A Review applications and schedule/conduct interviews. Check references, make selection, and return certificate. Utilize a SME for review, if needed.

HM

SME, if needed

See entire section on Candidate Selection

15 days

4B Quality check certificate. HRBA N/A 1 day

4C Quality check TJO. StaffingSpecialist

N/A 2-3 days

4D Prepare and extend Tentative Job Offer to the selected candidate. Negotiate incentives, if needed.

Staffing Specialist (with input from HM

/ HRBA)

See “Extending the TJO”

4E Indicate selection in RADS and enter security and suitability phase by sending instructions and documents to candidate.

Staffing Specialist

N/A 1-2 days

Security and Suitability

A Email tentative offer letter and specific instructions and links for completion of security and suitability information. Begin collection of pre-employment information and initiate security check by referringdocuments to OSY.

Staffing Specialist

See “Security Process”

30 days

B Refer selectee documents to OSY to initiate suitability clearance and/or investigation, have selectee fingerprinted and invited into e-QIP as deemed necessary.

Staffing Specialist

C WFMO obtains security/suitabilitynotification/confirmation memo from OSY.

Staffing Specialist

D Make official job offer and issue confirmation letter.

Staffing Specialist

E EOD Candidate. HM See “EOD”


Pre-Hiring Phase

Pre-Hiring ActivitiesSpecial Hiring AuthoritiesThese appointing authorities enable NOAA to hire individuals non-competitively and can be used at your own discretion.

Military Spouse AppointmentThis authority allows NOAA to non-competitively appoint eligible candidates to a competitive service position. It is separate from the Military Spouse Preference Program, which entitles the spouses of service members to appointment over other candidates.

Candidate profile: A service member’s spouse, when the service member meets one of the following descriptions:• Has received Permanent Change of Station move; • Has a 100% disability rating; or • Died while on active duty

Appointment term: Varies based on type:• Temporary - Not more than 1 year• Term - 1 to 4 years• Permanent - Indefinite

Schedule A AppointmentSchedule A is an appointment in the excepted service. You can use it to fill special jobs for which it is impractical to use standard qualification requirements and traditional competitive procedures. At NOAA, however, you will mainly use it for appointing persons with disabilities. Eligible individuals may apply non-competitively to a merit promotion announcement.

Candidate profile: Most often, a person with an intellectual disability, a severe physical disability, or a psychiatric disability.

Appointment term: 2 year trial period, after which employees may be non-competitively converted to a permanent appointment in the competitive service.

Veterans’ Recruitment Appointment (VRA)This special hiring authority empowers NOAA to appoint an eligible veteran without competition. You can use it to fill GS-11 positions or below that are otherwise in the competitive service.

Candidate profile: A veteran who meets one of the following descriptions:• Has received a campaign badge for service during

a war or in a campaign or expedition; • Is a disabled veteran; • Has received an Armed Forces Service Medal for

participation in a military operation; or • Is a recently separated veteran (within the last 3

years) and separated under honorable conditions (i.e., honorable or general discharge)

Appointment term: 2 year trial period, after which employees may be non-competitively converted to a permanent appointment in the competitive service.

30% of More Disabled Veterans AppointmentThis special hiring authority enables you to non-competitively appoint eligible candidates to any competitive service position. You can use it to make permanent, temporary, or term appointments. Unlike the VRA, there is no grade-level limitation.

Candidate profile: A person who served in the Armed Forces at any time, was separated from active duty under honorable conditions, and who has established the present existence of a service-connected disability or is receiving compensation, disability retirement benefits, or pension because of a public statute administered by the Department of Veterans Affairs or a military department.

Appointment term: Varies based on type:• Temporary - not more than 1 year• Term - 1 to 4 years• Permanent - At least 60 days, after which

employees are converted at manager’s discretion

Tip Contact your Human Resources Business Advisor (HRBA) for more information on how to use Special Hiring Authorities.


Pre-Hiring Phase

How do I fill a vacancy using a RON? RON’s are initiated in RADS as a reassignment action (please note in the description that it is a RON notice). Prior to initiating a RON in RADS, you should work with your HRBA to draft the RON announcement based on the specifications of the position. Follow your LO/SO procedure to obtain budgetary approval for this action. Once the RON is drafted, submit the following documents in RADS to begin the recruitment process:

Draft of the RON Draft of the RON Broadcast Email Completed and signed CD-516 with HRConnect job code Signed SF-52 Classified/validated PD (if there is no classified/validated PD, complete the classification

process by submitting a job code request in HRConnect) IT approval memo (only for IT positions) Once a selection has been made, attach the Qualifications Documents (selectee’s redacted

resume; current redacted SF-50; transcripts, as necessary; etc.)

Pre-Hiring ActivitiesReassignments Reassignments are another option for non-competitive placement of employees and can be executed using Reassignment Opportunity Notices (RONs).


What is a RON? RONs supplement the competitive hiring process as an alternative to posting a Merit Promotion or Delegated Examining Unit Announcement, allowing you to fill a vacancy with an eligible and qualified internal candidate at their current grade or band level.

When should I fill a vacancy using a RON? RONs are one strategy among many that can be used to fill NOAA vacancy and should not be the only option considered. Please work with your HRBA at the beginning of the hiring process to determined if using a RON is the most effective way to fill your vacancy. RONs are generally best used when you believe that there is an internal candidate with the necessary skillset and band requirements already at NOAA.

Pros and Cons of Utilizing RONs

Pros Cons

• May be faster to fill a position than the competitive hiring process

• Provides a new career opportunity to an current NOAA employee

• Leverages existing expertise at NOAA

• Does not increase the net number or diversity profile of the NOAA workforce

• May limit consideration of employees eligible for non-competitive assignments

• Does not provide the opportunity to promote applicants to a higher grade

Pre-Hiring Phase

Pre-Hiring ActivitiesPathways ProgramsThe selective Pathways Programs channel students and recent graduates into the Federal workforce. Use them to create a pipeline of educated and skilled employees into growth and leadership positions. After successfully completing the initial excepted service appointment, Pathways participants can be noncompetitively converted to permanent or term positions.

Internship ProgramThe Internship Program provides paid opportunities to students who are enrolled (or accepted for enrollment) in a variety of qualifying educational institutions. Participants work either part- or full-time, filling staffing gaps in your office while exploring Federal careers within their fields of study. Long-term Interns take on substantial projects related to their academic interests, while temporary Interns Not-to-Exceed (NTE) fill traditional summer jobs, or take on projects that don’t require subject matter expertise. You will need to post a vacancy on USAJOBS to hire an Intern or Intern NTE.

Candidate profile Current students (high school through graduate level)

Appointment term Indefinite for Interns, up to 1 year for Interns NTE

Recent Graduates ProgramThe Recent Graduates Program promotes careers in the civil service to individuals who have graduated from qualifying programs or educational institutions within the past 2 years. (Veterans have up to 6 years if they could not apply on time due to their military service) Participants in this developmentalprogram receive specialized training and professional development, complete an Individual Development Plan, and are assigned a mentor. You will need to post a vacancy on USAJOBS to hire a Recent Graduate.

Candidate profile Recent higher education program graduates

Appointment term 1 year

Presidential Management Fellows (PMF) ProgramThe PMF Program is the Federal Government’s premier leadership development program. It targets highly qualified advanced degree recipients who have an interest in and commitment to public service, demonstrate academic excellence, and possess management and leadership potential. The Office of Personnel Management (OPM) recruits, assesses, and selects PMF Finalists. You will need to publicize your PMF position on the PMF Talent Management System.

Candidate profile Recent professional or masters’ degree graduates certified by OPM as PMF Finalists

Appointment term 2 years

Tip Use the Pathways Programs to get talent in the door, then retain the participants through non-competitive conversion. Ask your Human Resources Business Advisor (HRBA) for details.


Pre-Hiring Phase

Pre-Hiring ActivitiesPreparing Your Recruitment PlanAgencies need a focused and targeted recruiting strategy to fill positions with highly qualified applicants. It is essential that you use relevant tools available to ensure a sufficient pool of qualified and diverse applicants.

Develop A Recruitment Strategy.As career opportunities and interests throughout the job market in America and abroad evolve, approaches to recruitment must also change and adapt. Efficient recruitment requires the development and delivery of customized messages. It also requires a good understanding of how different recruitment strategies can produce a high quality, diverse applicant pool. Choosing the wrong strategy may produce too many or too few applications. Focus should be placed on ready audiences that are likely to include talented individuals who possess the competencies, skills, and experience required for the position being recruited.

Tip Remember, recruitment is an on-going process. Continue to operate with a mindset towards recruitment, even during the times when you are not "actively" seeking to fill a job.


Why Focus on Recruiting?The purpose of effective recruiting is to attract strong applicants prepared to perform successfully on the job. Passive recruitment strategies have proven ineffective in attracting the best qualified and most diverse pool of candidates. Agencies with a proactive recruitment model focused on building and cultivating talent pipelines, maintaining partnerships, monitoring recruiting activities, and sharing accountability secure more top talent.

Pre-Hiring Phase

Pre-Hiring ActivitiesRecruitment Tools There are a variety of recruiting tools that are available to you. Make sure to talk with your HRBA about which options are best for your specific hiring needs.


Build partnerships to broaden your network…• Colleges and universities with strong undergraduate/graduate programs in

relevant areas• Career development offices• Academic departments• Professional organizations• Advertisements in professional association publications• Professional gatherings (luncheons, conferences, etc.)• Minority and women organizations

Discuss potential monetary incentives with your HRBA…• Recruitment bonuses (5 CFR Part 575) • Referral bonuses (5 CFR Part 451) • Relocation bonuses (5 CFR Part 575)• Retention allowances (5 CFR 575) • Advance payment for new hires (5 CFR Part 550)• Pay-setting for current or former Federal employees (5 CFR Part 531) • Special salary rates (5 CFR Part 530) • Student loan repayment (5 CFR Part 537)

Explore options for broader outreach…• Paid advertising • Job fairs at schools and community events• Special internet-based recruiting web sites • Contracted recruiting support from other Federal agencies or commercial

firms (5 CFR Part 300)

Leverage your own personal/professional networks…• Facebook, LinkedIn, Twitter, or other social media sites• Stakeholder group listservs or message boards• Colleagues personal/professional networks

Pre-Hiring Phase

Pre-Hiring ActivitiesObtain Approval for Position Funding

Before you begin assembling your recruitment package, you must follow your LO/SO’s steps to obtain approval to fund the position and any recruitment incentives. This may be accomplished using an internal LO/SO procedure. Some LO/SOs use the approved annual Staffing Plan to satisfy this requirement. The following section outlines general information and guidance on position funding and recruitment incentives.


Pre-Hiring Phase

Leave Enhancement Traditionally, new employees earn four hours of annual leave per pay period upon entry to Federal service regardless of their past private sector experience. You can offer credit for years of experience based on a candidate’s past experience in order for them to accrue leave hours at a higher rate; however, this is not an entitlement and applicants should not expect this in their offer.

Recruitment or Relocation BonusA recruitment bonus is offered to highly qualified and specialized candidates and is, at most, 25% of that candidate’s annual salary. This may have significant budgetary considerations and used to attract highly skilled candidates. Relocation incentives are offered when a candidate with the necessary and required qualifications has a mission-specific skillset that cannot be easily found in other candidates. A candidate may also receive this incentive because the position has been difficult to fill (e.g. location).

Pay Setting Flexibility You have the flexibility to set pay for CAPS positions anywhere on the band. The typical pay increase offered to candidates hiring through the CAPS program is 6% and 3% for reassignments. Although there is flexibility in these pay increase percentages, you should try to stick to this recommended pay increase, only offering more in the negotiation process.

Superior Qualifications Superior qualifications appointments involve setting pay at rates above step one of the GS grade to which new employees are appointed. The candidate’s skills, competencies, experience, and education must be relevant to the requirements of the position to be able to incentivize an applicant with this offer.

Student Loan RepaymentThe student loan repayment incentive offers to repay candidates student-loan debt up to $60,000. For every year a candidate works for the federal government $10,000 of their loan can be repaid. It should be noted that it is required that a candidate commit to the position in federal service for three years if offered this incentive.

Tip Recruitment incentives must be considered up front and cannot be added to a recruitment package after a candidate’s Entrance on Duty.

Pre-Hiring ActivitiesConsiderations: Recruitment IncentivesWhat are Recruitment Incentives? Recruitment incentives allow you to attract candidates to positions that are likely difficult to fill. There are a number of incentives that you can utilize to make a position more attractive to candidates; however, it is important to remember that these are not entitlements and should not be used for every position or candidate.

How do I offer a Recruitment Incentive? Your HRBA is your resource for determining which incentives, if any, you are able to offer. The five incentives described below are examples that you may wish to discuss with your HRBA at the onset of a recruitment action. You can then keep certain incentives in mind and offer them during negotiations with candidates on an as needed basis. If you wish to offer an incentive during negations, approval from WFMO and your budget office is required. More details on negotiation requirements are found on page 61.


Pre-Hiring Phase

You must first show evidence that a hiring action has available funding allocated for it before initiating a hiring action request. This may be accomplished in several ways, including sharing 1.) a copy of your LO/SO annual Staffing Plan, 2.) a “legacy” PFAR document with CFO and HR approval, or 3.) an internal budget form used by the LO/SO to satisfy this requirement.

Although uncommon, if you need to request funding for an ad hoc vacancy that wasn’t already approved in the Staffing Plan or elsewhere, you can use the PFAR to request funding from your LO/SO CFO or budget office.

What information is required on my PFAR?

Organization Code Billet Number Target Grade (for positions with promotion

potential) Initial Grade Pay Plan and Series Salary, Benefits, and Total Compensation

You can find fillable copies of the PFAR form and other useful hiring documents in this guide’s Appendix.

Pre-Hiring ActivitiesObtaining Budgetary Approval

LO/SO Fiscal Year Staffing Plans

An approved LO/SO Fiscal Year Staffing Plan can represent your budgetary approval for a hiring action. LO/SO leadership create the Staffing Plan around the beginning of the Fiscal Year, determining hiring needs and approving funding for a designated number of positions. Not all LO/SO have a formal Staffing Plan. Any positions not on the Staffing Plan may require your Office Director’s approval, which can be obtained through an internal budget request process or the Position Funding Action Request (PFAR).


Pre-Hiring Phase

Pre-Hiring ActivitiesSelecting and Classifying a PD

You must obtain a classified Position Description (PD) for your recruitment action prior to initiating a hiring action in RADS. To do this, you should understand common terms used in the classification process, the differences between CAPS and GS PDs, when to reuse an existing PD, and how to establish and submit a job code request in HRConnect.


Pre-Hiring Phase

Pre-Hiring ActivitiesPosition Description, Job Code, Position Number, and Billet Number

The PD contains the title, pay plan, occupational series, grade or pay band, and documents the duties of a position(s), along with key position information critical to employment such as Fair Labor Standards Act (FLSA) designation, physical requirements, and risk/sensitivity level.

Position Description

(PD)

These terms are commonly used in the classification process.


A job code is a numerical six-digit code associated with a PD in HRConnect. You can search for an existing Job Code in HRConnect if you know the job code or submit a job code request (JCR) in order to obtain a new job code number. The most recent job codes will have a LO/SO specific letters at the beginning, while older job codes begin with leading zeros.

Job Code

An individual position number is an eight-digit number (used for position management), which demotes an individual employee or vacancy. There can be multiple position numbers associated with one job code, but only one position number per employee or vacancy.

Position Number

A billet number is a five-digit number used for budgetary purposes and included on the SF-52 and CD-516. Depending on when the billet number was generated, it may or may not include the last five digits of the position number. Similar to the position number, there can be multiple billets associated with one job code, but only one billet per employee or vacancy.

Billet Number

Position Description Job Code Position Number Billet Number

FS1234

00000-23695-00

00000-23854-00

00000-34205-0001234567

76543598

62545790

Pre-Hiring Phase

Definition The classification system covered by Title 5 that includes a range of levels of difficulty and responsibility for positions in grades GS-1 to GS-15.

Governing Body Office of Personnel Management (OPM)

Career Paths Professional, administrative, technical, clerical, and other

System for PD DevelopmentMicrosoft Word

Classification Authority A Classifier in the WFMO CSD Operations team sign page 1 and page 2, block 30 of the CD-516.

GS CAPS

Pre-Hiring ActivitiesThe Difference Between GS and CAPS PDsThe majority of NOAA’s positions are classified under the General Schedule (GS) or the Commerce Alternative Pay Schedule (CAPS). The differences between the two are described below. Regardless of the position type, you’re responsible for maintaining up-to-date PDs based on current position duties and responsibilities.

Definition The classification system that allows managers to create PDs by choosing from approved career paths, pay bands, titles, specialties, etc.

Governing Body CAPS Board

Career Paths Scientific and engineering (ZP), scientific and engineering technician (ZT), administrative (ZA), and support (ZS).

System for PD DevelopmentAutomated Classification System (ACS).

Classification Authority You, the Hiring Manager, sign page 1 of the CD-516, a Classifier in the WFMO CSD Operations team signs page 2, block 30 of the CD-516.

Tip If you are hiring for a GS position, the Department of Commerce (DOC) PD Library contains pre-approved PD’s for your use.


http://hr.commerce.gov/Practitioners/ClassificationAndPositionManagement/PDLibrary/index.htm

Pre-Hiring Phase

Did you know?Each unique PD is referred to as a “Job Code” in HRConnect. A position must have an associated Job Code in order to be considered classified. Consult with your HRBA to determine if a valid Job Code exists for your position before submitting a new Job Code Request.

Tip In most instances, you will be able to use an existing PD for your recruitment action. This will save a lot of time in the hiring process. Please contact your HRBA if you are unsure

whether or not you have a valid, classified PD.

Pre-Hiring ActivitiesUsing a Standard vs Classifying a New PDIn many instances, there is already a classified position description (PD) and signed PD Coversheet (CD-516) that you may use for the position you are recruiting for. Please review the criteria below to determine if you can use a standard PD or if you need to create a new one.


You have hired for this position within the past five years and already have a classified PD, Classifier signed CD-516, and job code.

When should I use a standard/existing PD?

The existing PD you have is over five years old.

or

You are hiring for a brand new position that is different from all other positions in NOAA/DOC.

or

You are making substantial changes to an existing PD.

or

When should I classify a new PD?

or

You are backfilling a position, the duties of the position are not significantly changing, and there is a classified PD that is less than five years old for this position.

or

The duties and requirements of this position are similar to those of a position that already exists in the DOC PD Libraryand of which has a classified PD and signed CD-516.

You do not have a Classifiers signature on the CD-516 associated with your PD.

http://hr.commerce.gov/Practitioners/ClassificationAndPositionManagement/PDLibrary/index.htm

Pre-Hiring Phase

Pre-Hiring ActivitiesLocating Job Codes in HRConnect Confirm if a valid job code exists in HRConnect before initiating a new job code request.


How to Search for a Job CodeYou can locate a job code in HRConnect by searching by a “Position Description #” (commonly referred to as Job Code), if you know it. If you do not know the PD#, but want to limit your search to PDs within you LO/SO, you can enter the first two letters of the Job Code based on the listing below:

Tip You can easily tell if a PD in HRConnect is classified and valid. Classified PDs are those records that have the “Major Duties and Responsibilities” section populated.

Locate the Job Code Search Function in HRConnect 2. The “Search PD Library” page will appear. DO NOT select any criteria, just select “Search”.

1. To search for a job code in HRConnect go to the landing page and select “Establish New Position”

Unable to locate a Valid Job Code? If your search in HRConnect does not result in a valid (classified) PD for the position you wish to fill, you will need to establish a new Job Code in HRConnect. This is done by submitting a Job Code Request (JCR) to the Classification Team. Your HRBA can provide you with detailed instructions to follow this process.

Did you know?If your PD# does not start with one of the prefixes in this list, it needs to be updated with a new PD# and validated in HRConnect.

• Acquisition and Grants (AG)• Office of Education (OE) • General Counsel (GC) • NMFS (FS) • OAR (OA) • NOS (OS)• OMAO (MA)

• Chief Financial Officer (OF) • Chief Information Officer (CI) • Chief Administrative Officer (AO) • NWS (WS) • NESDIS (NE)• WFMO (WF) • Under Secretary (US)

Pre-Hiring Phase

Initiate the Job Code Request.Initiate a Job Code Request by submitting a Job Code Request Package to the Classification Team via HR Connect. A complete Job Code Request Package consists of the following documents:

Submit the Job Code Request Package in HRConnect. After you prepare the Job Code Request Package, you will then submit the package to Classification Team via HRConnect. Contact your HRBA for detailed step-by-step instructions on how to submit a Job Code Request Package.

Position Description (PD) with all relevant information completed including Title, Pay Plan, Occupational Series, and major duties and responsibilities.

PD Coversheet (CD-516) with all relevant information completed on page 1. The classification team will fill out page 2 and the classifier will sign the document after all documentation is submitted and validated.

Organizational Chart outlining where the new (or changing) position will fit in your organization.

Pre-Hiring ActivitiesEstablishing a Job Code RequestIf you are hiring for a new position and do not have a classified PD and signed CD-516, or are changing the duties of an existing position, you must submit a request in HRConnect to classify the position. In HRConnect, this is referred to as “establishing a Job Code Request”. Information on this process is highlighted below:


Tip To request access to HRConnect call 1(888) 361-2885 or email [email protected]

mailto:[email protected]

Pre-Hiring Phase

Pre-Hiring ActivitiesSubmitting a Recruitment Package to RADS

To initiate your recruitment action and be assigned a Staffing Specialist, you must upload all requirement documents into the RADS system. Once the Staffing Specialist receives all completed documents, the 80-day hiring model timeline begins.


Pre-Hiring Phase

1. Step One. Log on to the RADS system at: <https://rads.rdc.noaa.gov/>.

2. Step Two. Go to the menu bar at the top of your control panel.

3. Step Three. Click the “Cases” menu item. A drop-down list opens. Click “New Case” to open a new case.

4. Step Four. A new screen will open with the option to select one of three actions. To begin a competitive recruitment or non-competitive action, select “Create a New Action.”

Did you know?Some non-competitive hiring actions, such as the examples below, should be submitted in HRConnect, NOT RADS:

• Reassignments as a result of a re-description or position review

• Career ladder promotions • Accretion of duties

*If you are unsure how or where to submit your non-competitive hiring action, please speak with your HRBA or Staffing Specialist to clarify.

Step 4

(continued on the next page)

Pre-Hiring ActivitiesInitiating a Recruitment Package in RADSThe steps below outline the process for initiating a recruitment package in the RADS system:


Pre-Hiring Phase

5. Step Five. Fill in the required fields on the “Create Case” screen and click the “Create Case” button.

Tip If you have any questions about how to access RADS, reach out to [email protected].

Pre-Hiring ActivitiesInitiating a Recruitment Package in RADS

Step 5

Step 6

7. Step Seven. Your recruitment package will be received by a Staffing Specialist who will reach out to you to schedule an initial consultation. The Staffing Specialist will continue to communicate with you on an ongoing basis about the status of your recruitment action.

8. Step Eight. This is the end of the Initiating a Recruitment Package in RADS process.

6. Step Six. A new screen will open with your case information. Click on the “Docs” box on this page and then on “Add New Documents” and upload the required documents for your recruitment action. Information on required documents is found on the following page.



Pre-Hiring Phase

Documents for Competitive Hiring Actions

(i.e. Recruitment)

Documents for Non-Competitive Hiring Actions

(i.e. Special Appointments and Non-Competitive Reassignments)

Pre-Hiring ActivitiesRequired Recruitment Package DocumentsTo initiate a hiring action, you must submit a recruitment package, special appointment, or reassignment in RADS. Your hiring action will be assigned to a Staffing Specialist once you submit the recruitment package. The 80-Day Hiring Model begins once your completed package is assigned to a Staffing Specialist. The documents required for submission on RADS are outlined below:

SF-52

• If this position is filling a recent vacancy, make sure to include the full name of the individual who last vacated the position in Part D, Remarks by Requesting Office section of the SF-52: “VICE Last Name, First Name”

Classified Position Description

PD Coversheet signed by the Classifier

Optional Documents: Sample Job Opportunity Announcement (JOA) if reusing or modeling previous JOA, draft of Position Overview, Job Analysis forms, Assessment Questions, and authorization of Recruitment Incentives (if applicable)

SF-52

• Provide a copy of the SF-52 with the basic information for the position you are trying to fill

• Include the type of non-competitive action being requested (e.g., Schedule A, VRA, RON Notice, 30% Hire)

• If this position is filling a recent vacancy, make sure to include the full name of the individual who last vacated the position in Part D, Remarks by Requesting Office section of the SF-52: “VICE Last Name, First Name”

Candidate’s Resume

Supporting Documentation (e.g., DD 214, VA Letter, Schedule A Letter, SF50, Transcripts)

Classified Position Description

PD Coversheet signed by the Classifier

Draft Reassignment Opportunity Notice (if applicable)

Draft RON broadcast email (if applicable)


Phase One


Preparing the JOA

Phase

1

Phase One

The following section provides an overview of the necessary components of the Job Opportunity Announcement (JOA). Through an in-depth look at the job analysis, competencies, and assessment questions that make up the JOA, you will be equipped with the knowledge needed to understand this phase of the hiring process.

Preparing the JOA

Key Activities

Determine if Job Analysis needs to be developed

If so, develop Job Analysis by working with Staffing Specialist

Identify core competencies desired and needed for vacancy

Select assessment questions

Create, develop, and finalize JOA

Identify if Subject Matter Expert (SME) is needed


Staffing Specialist

HR Liaison

HRBA

Hiring Manager (You) Monster Government Solutions

RADS


Phase

1

Phase One

When to Conduct a Job Analysis You do not need to conduct a new job analysis every time you seek to fill a job. Where job openings in the same occupation recur frequently, you can often rely on selection instruments that were developed from recent job analyses of that occupation. Make sure to talk with your HRBA and/or assigned Staffing Specialist to determine if a new analysis needs to be completed.

Developing the Job AnalysisYour assigned staffing specialist will work closely with you and/or a SME to identify and prioritize the major duties of the position. This is done through a review of the position description, classification standard, performance plan, qualification standard, etc. Then you will identify the KSAs that are required to carry the documented duties and rank them as either essential or desirable.

Make Sure to Be Prepared! Make sure you are prepared to discuss your position with the Staffing Specialist, so that you can help them complete your Job Analysis in a timely manner. You can prepare by talking with your HRBA and reviewing information and materials related to the vacant position.

Who Does What?Staffing Specialist Performs the actual analysis of the job and documents the findings in consultation with you and/or a Subject Matter Expert.

Subject Matter Expert Provides full knowledge of the duties of the position and the knowledge, skills, and abilities necessary to perform the work.

Hiring Manager (You) Consults with the Staffing Specialist, provides necessary information and documents, and if needed, identifies a SME.

Value of the Job AnalysisTo identify the best person for the job, you must fully understand the nature of the job. The job analysis provides the criteria that will be used to determine which applicants will be referred for consideration. Failure to do a complete job analysis can result in a less than satisfactory referral list.

What is a Job Analysis?A job analysis is a systematic review of the duties of a position and the competencies that are required to perform them effectively. They are both essential tools for effective hiring and legal requirements for Federal employment practices.

Preparing the Job Opportunity Announcement The Job AnalysisThe job analysis is the foundation for all assessment and selection decisions. A valid job analysis provides data used to develop effective recruitment, selection, performance management, and career development methodologies.


Phase One

Did You Know?

Competencies and KSAs are often referred to as “competencies/KSAs” as they serve the same function within the job analysis. However, they are not synonymous. KSAs are simply specific knowledges, skills, or abilities. Competencies are pairings of different KSAs that are required to perform specific functions of a position.

Knowledge

A body of information applied directly to the performance of a function.

Skill

An observable capacity to perform a learned, manual, verbal, or mental act.

Ability

A competence to perform an observable behavior or a behavior that results in an observable product.

Desirable vs Essential Competencies

It is important to consider how critical a competency is for the effective performance of a job. If a candidate could develop the competency within a reasonable period of time (e.g. 3-6 months) while still performing the major duties of the position, it is considered desirable. However, if a candidate requires a competency from their first day in order to effectively perform the job, it is essential. Candidates must possess essential competencies to be considered minimally qualified.

The competencies or knowledge, skills, and abilities (KSAs) you identify in the job analysis provide the foundation for assessing the qualification of applicants. Selecting the proper competencies/KSAs is essential in finding the right candidate for a position. Make sure to work with your Staffing Specialist to consider which competencies/KSAs are truly critical to your selection process.

Distinguishing the Level of Value

It is also important to determine how valuable a competency is for distinguishing between a superior and minimally acceptable employee. The easiest way to do this is to think back on people who have performed the job or similar jobs at a superior level and consider the competencies they possessed that those operating at the acceptable level lacked.

Determining Ratability

A KSA is considered ratable if an applicant can demonstrate possession of a specific knowledge, skill, or ability through descriptions of experience, training and education, awards, outside activities or hobbies, and/or performance appraisal. KSAs which are not ratable are eliminated from consideration in the job analysis process, but may be assessed later on in the selection process.

Preparing the Job Opportunity Announcement CompetenciesA competency is a measurable pattern of knowledge, skills, abilities, and other characteristics that are required to perform the duties of a position successfully. They are used to assess whether or not applicants are qualified for the advertised position.


Phase One

Selecting Assessment Questions The competencies/KSAs that were identified in the job analysis are your foundation for selecting effective assessment questions. Select effective, constructive questions that will provide an accurate and detailed measurement of each applicants’ competencies. You may choose to select existing questions from the Question Library or work with your SME and Hiring Specialist to develop new questions.

The Question LibraryNOAA maintains a database of existing assessment questions within the MGS systems known as the Question Library.

Your Staffing Specialist will provide you with a web address, User ID, and password.

Questions TypesYou have the option to select any of the following types of questions:

Multiple Choice Applicant chooses from a list of predetermined

answers.

True/FalseApplicant indicates

whether a statement is true or false.

Yes/NoAsks the applicant to

agree or disagree with a statement.

Applicant Assessment

The applicants rate their own ability.

NumberThe applicant provides

a numeric value.

Multiple AnswerThe applicant selects

as many of the predetermined choices

as apply.

The Importance of Constructive, Effective QuestionsAdditionally, you should consider the consequences of hiring an applicant who lacks a particular competency/KSA. Some competencies can be developed through training. Depending on the level of the position, the consequences of making a bad hire can vary. Therefore, you want to spend time in the beginning performing a thorough assessment of the needed competencies/KSAs.

Preparing the Job Opportunity Announcement Assessment QuestionsAssessment questions are included in the JOA and are used to measure the degree to which each applicant possesses the competencies/KSAs identified in your Job Analysis. Your Staffing Specialist will use them to rate applicants and list the best-qualified candidates for your consideration.


Phase One

Defining Benchmark Levels Benchmarks are tasks or examples of performance and should be described in a manner that is specific and observable. Knowledge benchmarks should be phrased differently than those for Skills or Abilities:

Knowledge should be operationally defined as the body of learned information that is used in and serves as a necessary prerequisite for observable aspects of work behaviors of the job.

Skills and Abilities should be defined in terms of observable aspects of work behaviors.

In the development of your benchmarks, it is important to make sure that:

1. Tasks statements for barely acceptable levels (1-point credit) are not below the level needed to meet the minimum qualifications of the job; and

2. Tasks statements for the highest acceptable levels (7-point credit) are not indicative of a higher grade level than the job for which you are recruiting.

Definition of BenchmarksBenchmarks are written statements that describe how an applicant could have acquired a KSA at a particular level of competency. They should be related to experience, education, training, awards, appraisals, etc. Measureable KSA’s are evaluated on a seven point scale with five defined rating levels: Superior, Above Average, Average, Acceptable, and No Experience.

Point ValuesBenchmark Level

Superior Above AverageAverageAcceptable No Experience

Points

75310

Developing Your Crediting Plan/Rating Schedule Your Staffing Specialist will be responsible for developing your crediting plan/rating schedule and will begin by using the weights established for KSAs during the job analysis to assign maximum point values for each assessment question. The format and structure of your crediting plans (or rating schedules) will be driven in large part by the requirements of the automated staffing system. You are responsible for providing input to your staffing specialist and approving the final crediting plan.

Preparing the Job Opportunity Announcement Crediting Plan/Rating ScheduleThe Crediting Plan, also commonly referred to as a Rating Schedule, provides the weighting that will be assigned to each assessment question and the benchmarks that will be used to rate and rank the applicants who meet the basic qualification requirements of the position.


Phase One

Examples of Benchmark Level Formats

(continued on next page)

Although there is no one method that is absolutely correct for developing general levels of progression, the above mentioned format is a practical one, as it follows the basic structure of what should be a well developed task statement. Additionally, this format allows for combining the parts of the benchmark, depending on the type of progression.

Preparing the Job Opportunity Announcement Benchmark LevelsBenchmark levels should be written to follow a general progression, focusing on one of four criteria: the common action, the object, the purpose, or required guidelines of the KSAs.

Progression Through Common Action KSA “Ability to Use Regulatory Material”

Points Progression Level 7 Expertly interprets regulatory material 5 Interprets regulatory material3 Researches regulatory material1 Recognizes regulatory material0 No experience using regulatory material


Progression Through ObjectKSA “Ability to communicate in writing”

Points Progression Level 7 Expertly writes technical reports5 Writes technical reports 3 Writes critiques 1 Writes internal communications 0 No experience communicating in writing

Phase One

Progression Through Combined Format (Common Action) KSA "Ability to comprehend and apply written procedures"

Points Progression Level

7 Expertly researches needed material and interprets instructions 5 Researches needed material and interprets instructions 3 Researches and comprehends standards, not interpreting 1 Follows specific instructions0 No experience comprehending and applying written procedures

Progression Through PurposeKSA "Ability to schedule work"


7 Expertly schedules work to accomplish agency’s mission 5 Schedules work to accomplish agency’s mission 3 Schedules work to accomplish project goals 1 Schedules work to accomplish personal work objectives 0 No experience scheduling work

Preparing the Job Opportunity Announcement Benchmark Levels (continued)

Examples of Benchmark Level Formats (continued)


Progression Through GuidelinesKSA "Ability to plan and complete work"


7 Expertly processes actions using general agency policies 5 Processes actions using general agency policies 3 Processes actions using implementing regulations 1 Processes actions using step-by-step procedures 0 No experience planning and completing work

Phase One

Your JOA is one of the most powerful tools in the recruitment process. It provides an important opportunity to make a first impression on potential applicants, and may strongly influence their decision to apply for your position. Therefore, it is important to create an announcement that is clear, concise, and attractive. It should capture interest and make applicants want to apply. You should broadcast a realistic preview of the position and provide a glimpse of the organization and its culture, if possible.

Effective JOAs are…Clear - Written in Plain Language, free of Federal Jargon, Acronyms, and terms unique to your organization.

Concise – No longer than 3-5 pages.

Attractive – Grab readers attention through provocative questions (e.g. “Are you an effective communicator?”) and positive “You…” statements (e.g. “You will lead a team to…”)

Required JOA Elements Agency name; Announcement number; Position Title; Series; and

Grade or equivalent and entrance pay;

Open/closing/cut-off dates Duty location; Number of vacancies; Description of

responsibilities and qualification requirements;

Basis for rating Agency's definition of "well

qualified" - Career Transition Assistance Program (CTAP), Interagency Career Transition Assistance Program (ICTAP) and Reemployment Priority List (RPL);

How to apply and what required documents to submit;

Information on how to claim Veterans' Preference;

EEO Statement; and Reasonable

Accommodation Statement.

Make sure to talk with your Staffing Specialist about whether to include any of the following elements in your JOA: Recruitment/Relocation incentive opportunities; Alternative work schedules; Part-time employment and job sharing

opportunities; Telework options; Employee benefits;

Work/Life programs; Transit subsidies; Employee assistance programs; Incentive award opportunities; and Development and training opportunities

Optional JOA Elements

Preparing the Job Opportunity Announcement The Job Opportunity Announcement (JOA)Your JOA is used to advertise your vacancy on USAJOBS. It informs applicants of the key aspects of the position, how they can apply, and how applications will be evaluated and ranked. A Staffing Specialist will develop a draft JOA for you to review and approve.


Phase One

Tip A SME can help draft an accurate JOA to ensure you attract the best candidate for your position. If your position requires a SME, utilize their expertise and knowledge of a position’s requirements to select a top performing applicant. If you have any questions on how to identify a SME, reach out to your HRBA.

What are the SME roles and responsibilities?A Subject Matter Expert (SME) is a person with comprehensive knowledge of the duties and responsibilities necessary to perform a specific job.

The overall role and responsibility of the SME is to provide a recommendation based upon their subject matter expertise to the Staffing Specialist in regards to relevant information needed to fill a vacant position with a candidate that has the required skills for that position.

The SME must be a neutral party and not plan on applying for consideration for the position being advertised. A SME may serve individually or with other experts on an ad-hoc basis.

When can you involve a SME?There are certain positions at NOAA which require a SME to serve as an important partner in order to understand the nuances of people’s experience as it relates to the job. WFMO has policy when a person can be used as a SME. A SME can be used when they are:

1. Advising on the elements of the JOA before it is posted;

2. Evaluating the experience of candidates to recommend to the HR Specialist.

Who can be a good SME?A SME must be a Federal employee and may be:

A first-level Supervisor of the like position you are attempting to fill;

A Superior incumbent at or above the grade level of the position in the same or very similar positions;

An individual with current and thorough knowledge of the job’s requirements.

Be Proactive!During your strategic conversation with your HRBA, feel free to ask if you can utilize a SME if you have a position that is highly technical. Discuss the characteristics of a good SME, helping you identify someone who can assist the Staffing Specialist as they develop the JOA.

Preparing the Job Opportunity Announcement Involving a Subject Matter Expert (SME)Involving a Subject Matter Expert (SME) throughout the hiring process is an effective way to ensure that the Staffing Specialist creates a JOA that attracts the type of candidates you are looking for. The following guidance outlines when and how to engage a SME and highlights their roles and responsibilities in the process.


Phase Two


ApplicationPeriod

Phase

2

Phase Two

After you develop and post the Job Opportunity Announcement (JOA), the application period begins. Candidates submit their applications on USAJOBS. The Staffing Specialist receives these applications and will initially assess their eligibility. As you wait for the results, continue working to share your vacancy with qualified applicants, and prepare for the next phase of screening: interviews.

Application Period

Key Activities

Promote the JOA

Receive candidate applications

Prepare for interviews



RADS

Staffing Specialist

HR Liaison

HRBA

Hiring Manager (You)

Candidate


Phase

2

Phase Two

Suggestions: Prepare for interviewsHere are some things you can do to get ready for upcoming interviews and ensure that you are prepared and confident for the interview process:

Tip Recruitment does not end with posting the JOA. Think about how to get the word out to qualified candidates. NOAA has a strong social medial presence. Get creative with how

you push out your job posting.

Application PeriodWhile You WaitThe application period captures the time during which candidates respond to the Job Opportunity Announcement (JOA). While the Staffing Specialist receives and screens the applications for eligibility and qualifications, you can lay the groundwork for a smooth interview process later on.

Develop interview questionsThese questions should help you make the most out of your interview with the candidate. Think critically about what you want to know about them, their experiences, and their skills. For some sample interview questions, see page 55 of this guide.

Block off time on your calendarAvoid scheduling conflicts by assembling your panel of interviewers and blocking off time on your calendar as early as possible. During the interview make sure to devote your complete attention to the applicant.

Reserve interview rooms If you require a room to conduct an interview, take a proactive stance and reserve a room as soon as you have scheduled an interview.


Phase Three


ApplicantEvaluation

Phase

3

Phase Three

After closing the JOA, the Staffing Specialist evaluates all the applicants. The Staffing Specialist first screens the applicants for their eligibility, then assigns them points according to their qualifications, including Veterans’ preference. Finally, the Staffing Specialist ranks the applicants and includes those who are best-qualified in a Certificate of Eligibles or “Cert,” which they will pass on to you. During this phase, you, as the Hiring Manager, should continue to prepare for interviews.

Applicant Evaluation

Key Activities

Clear RLP and evaluate candidates for CTAP/ICTAP

Evaluate applications for eligibility and qualifications

Issue Certificate of Eligibles

Continue preparing for interviews



RADSStaffing Specialist



Phase

3

Phase Three

Application EvaluationUnderstanding RPL, CTAP, and ICTAP Prior to filling a position, you must follow regulations regarding DOC’s Reemployment Priority List (RPL), and Career Transition Assistance Plan (CTAP), and Interagency Career Transition Assistance Plan (ICTAP).


Reemployment Priority List (RPL)A required component of the positive placement programs, the RPL includes former competitive service employees that have been separated by reduction in force (RIF) or formerly injured yet fully recovered after more than one year. When filling a vacancy, you must give RPL registrants priority placement over internal and external candidates.

Career Transition Assistance Program and Interagency Career Transition Assistance Program (CTAP/ICTAP)The CTAP and ICTAP grant priority selection to well-qualified Federal employees who fit the definition of “surplus” or “displaced”. CTAP and ICTAP applicants must be considered for competitive service and excepted service vacancies before other applicants under merit promotion procedures or competitive procedures as applicable. Your Staffing Specialist will help you determine with any candidates are CTAP/ICTAP eligible during the hiring process.

Tip For more information on RPL, CTAP, and ICTAP please reference OPM’s Guide to Career Transitions.

Draft JOA Close JOA Issue Cert Return Cert Issue TJO

Clear RPL/ CTAP/ICTAPClear RPL Clear RPL

Checking for RPL/CTAP/ICTAP Eligibility • RPL is cleared three times during the hiring process to check for potential candidates (see

graphic below), including: (1) Prior to recruitment, (2) prior to issuing the cert, and (3) prior to issuing the TJO.

• CTAP/ICTAP is cleared only prior to issuing the certificate.

Did you know?In addition to competitive recruitments, you are also required to check for RPL, CTAP, and ICTAP eligibility during non-competitive hiring actions (reassignments, etc.).

https://www.opm.gov/policy-data-oversight/workforce-restructuring/employee-guide-to-career-transition/ctap_guideline.pdf

Phase Three

What will you see on the Cert? Certificate number Title of the job Series of the position Grade of the position Duty location Applicants Information Veterans' preference symbol of each eligible (CPS, CP, XP, TP or NV) (DE only) Name of the staffing specialist Issue date Expiration date

What is the Cert?The Certificate of Eligibles, also known as the Applicant Referral Certificate and/or the Referral List, captures the best-qualified, eligible candidates. The applicants who are referred on the cert are ones who you can consider for the vacancy.

Application EvaluationUnderstanding the Certificate of EligiblesThe Staffing Specialist rates and ranks applications to create the Certificate of Eligibles (“Cert”). The best qualified/eligible candidates will appear on the Cert and be considered for employment.


How many Certs will I receive?Depending on how you advertise your vacancy, you can receive up to four different cert lists with eligible candidates. Delegated Examining (DE) vacancies are open to all US citizen and will yield one cert. Merit Assignment Program (MAP) vacancies are open to current and previous federal employees, and other eligible candidates and may yield three certs, that include competitive, non-competitive, and veterans recruitment appointments (VRA). More detail on the difference between these certs is found on page 49.

Tip Per WFMO policy, you can involve a SME panel to validate candidates’ technical responses to experience questions. Each panel member will independently rate candidates based on their

competencies and make a determination on which applicants are best qualified.

Did you know?If RPL, CTAP, or ICTAP candidates are identified during the evaluation process, they will be referred directly to you for placement.

Phase Three

Application EvaluationThe Difference Between MAP and DE Certs Depending on how you advertise your vacancy, you can receive multiple cert lists with different eligible candidates on each. It is important to understand the differences between them and the implications for selecting candidates both MAP and DE Certs.


Merit Assignment Program (MAP)

Delegated Examining (DE)

Cert(s) Issued

Up to three certs issued: Competitive, Non-Competitive, and Veterans Recruitment Appointments (VRA)

One cert, open to all U.S. citizens

Category Rating Best Qualified, Well-Qualified Gold, Silver, Bronze

Best Qualified (BQ)

Best Qualified (score of 90-100) Gold (score of 90-100)

# of Candidates Referred

Variable: All best qualified candidates that meet basic eligibility and qualifications

Variable: All Gold category candidates that meet basic eligibility and qualifications

Veterans Preference

An applicant that chooses VRA consideration and meets eligibility requirements will be included on the VRA cert

If there are preference eligible veterans that are qualified, they will be the only ones referred on the cert

Schedule A

An applicant that chooses Schedule A consideration and meets eligibility requirements will be included on the Non-Competitive cert

N/A

Hiring Implications

The type of consideration that the applicant chooses will dictate the type of appointment and probationary period

If the selectee is a current Federal employee, they may have to serve a new probationary period based on this type of appointment

Tip Visit the OPM Vets Guide for more information on Veterans’ Preference.

https://www.opm.gov/policy-data-oversight/veterans-services/vet-guide-for-hr-professionals/

Phase Three

Application EvaluationWhat to Expect Next: The Certificate Timeline (All Certificates) Certificates have an expiration date. Selections must be made within the given time frame.

Issue Certificate: A Certificate of Eligibles is valid for 30 calendar days from the date of issuance.30

Extend Certificate: Under extenuating circumstances, the Certificate may be extended an additional 30 calendar days (with the approval of WFMO).30

15Review Applicants: You are expected to pick a candidate from your issued certificate in 15 days or less.


Tip WFMO may re-issue a Certificate of Eligibles – or shared a Cert – without re-advertising if another vacancy becomes available for a position with the exact same duties, qualifications, and duty location, as long as it is within 180 calendar days of the initial date of issuance of the certificate and CTAP and ICTAP requirements are met. Please talk with

your HRBA if you wish to re-issues an existing certificate.

Phase Four


CandidateSelection

Phase

4

Phase Four

Throughout the candidate selection phase you will decide which candidate is the most qualified for your vacancy, helps grow your future workforce, and ensures the NOAA workforce reflects society at large. A carefully planned interview and paneling process allows you to accomplish all three simultaneously. After you’ve conducted panel interviews and checked references, your Staffing Specialist will extend a tentative job offer (TJO) to the selected candidate. The Staffing Specialist may need to negotiate approved incentives. As soon as the candidate accepts the TJO, you are one step closer to filling your vacancy and onboarding a new employee.

Candidate Selection

Key Activities Assemble an interviewer panel

Conduct reference checks

Interview candidates

Extend TJO

Negotiate incentives



RADS

Staffing Specialist

HR Liaison

HRBA


Candidate


Phase

4

Phase Four

Candidate SelectionAssembling an Interviewer PanelPrior to the interview process you will need to determine if you are going to use an interview panel. This slide explores the advantages, disadvantages, and best practices for assembling a panel of interviewers.

In a panel interview a candidate is interviewed by a panel of two or more people. This type of group interview is usually a question-and-answer session, but a candidate may also be asked to participate in an exercise or test. Panel interviews can be either structured or unstructured. When organized properly, a panel interview can create a broader picture of the candidate than a one-on-one interview would produce.


Advantages of Using a Panel of Interviewers

Disadvantages of Using a Panel of Interviewers

Multiple interviewers hear the same information and have a common basis for comparison reactions and how well they believe the applicants match the requirements of the position.

Feedback from multiple people increases the credibility of the process and can provide additional protection from discrimination claims.

Weaker interviewers can gain experience in a group setting.

Scheduling everyone can be challenging and time consuming.

It increases the risk that someone may utter something inappropriate.

It might increase the tension for the applicant. Applicants tend to be more nervous in front of a group.

When selecting members of an interview panel, keep these tips in mind:

Try to find panel members who are available to participate fully for duration of interviews.

WFMO recommends assembling a diverse hiring panel. Your panel should be diverse in terms of age, gender, ethnicity and work experience.

In general, an interview panels should not exceed five persons for higher graded positions and not exceed three for positions in lower grades.

Phase Four

The DepartureBefore concluding the interview, inform the candidate of your anticipated timeframe for making a decision. Finally, thank the candidate again for interviewing with you and NOAA.

Candidate SelectionThe Interview: Sample Interview QuestionsThe following guidance and sample interview questions will help interviewer panelists and you make the most of a candidate interview. Following the guidance below will help you prepare for interviews and help you make an informed hiring decision.

The Follow UpAfter you ask the candidate questions, let them ask any questions they may have. This provides you with an excellent opportunity to elaborate on NOAA, your role, and details of the specific job responsibilities. Be prepared to answer a variety of questions from the candidate.

The Main EventAfter the introductory question(s), begin asking questions that relate to the position requirements. The categories and questions on the next page are sample questions to help you navigate the interview. This is not a comprehensive list. It is meant to spark your thinking about what you seek to learn about the candidates.

The Warm UpAs you begin the interview, provide the candidate with a brief overview of the interview process, the job position, and NOAA. Start with a few warm-up questions to put the candidate at ease before working up to more substantial, behavioral questions.

The WelcomeThe interview portion of the hiring process can be exciting yet intimidating for a candidate. Greet the candidate when they arrive and thank them for coming. Build rapport with them so that the interview feels more like a conversation.


The SetupAssemble your team of panelists with people skills, a broad range of subject matter expertise, and a diverse representation of our workforce. You and your panelists should take the CLC Unconscious Bias training to ensure a fair candidate evaluation.

Phase Four

Administrative Skills

Describe the type of routine office procedures that you have had to follow. What volume of paperwork have you been responsible for?

What experience have you had in handling confidential records? How do you ensure the confidentiality and security of information and records maintained in the office?

Attention to Detail

Describe a project or task that required your attention to small details and issues in order to keep the project on track and produce a quality project. How did these matters come to your attention? How did you handle them?

Change Management

We often face many changes in the workplace. Describe a specific situation in which you feel you were especially effective in adapting to an unanticipated change.

Customer Service

In this job you will be interacting with a variety of individuals both within and outside of NOAA. Occasionally, you will interact with individuals who are dissatisfied with the service they received. Describe a difficult customer situation you’ve encountered and how you solved it.

Decision-Making

Describe some examples of decisions or recommendations you are called upon to make in your current or past position?

What has been a stubborn or recurring problem area you would like to solve in your current job? How would you solve it?

Interdisciplinary Skills

How would you describe your relationship with your most recent supervisor and coworkers? If I were to contact them today, what would they say about you?

Skill Areas

Please describe the skills, abilities, and experience you have that qualify you for this position.

Teamwork

Provide me with an example of when you worked very effectively as a member of a team. What was the task? How many people were involved? What was your role?

Candidate SelectionSample Interview Questions (continued)


Phase Four

Sample Basic Reference Check Questions What were the beginning and ending employment dates for this individual?

What was this individual's beginning and ending salary?

What positions did the individual hold?

Did this individual earn promotions?

What were the individual's most-recent job duties?

Why did the individual leave your company?

Is there any reason why your company would not rehire this individual?

How did this individual's performance compare to other employees with similar job duties?

In your opinion, what are the individual's strengths? Weaknesses?

Did this individual get along well with management and peers?

Was this individual a team player?

Was this individual a motivated self-starter?

Did any personal problems affect this individual's work performance?

Do you think this individual will perform well as a [job title]?

What kind of job is best suited for this individual's abilities?

Is there anything of significance you'd like to add?

Tip Take the following best practices into account when conducting reference checks:

1. Take a structured approach by having specific questions you will ask the reference(s);

2. Document the results of the reference check—include any derogatory information received since you may need that information later on.

Candidate SelectionBasic Reference CheckOnce a tentative decision has been reached about the candidate you will interview, you will need to reach out to the references the candidate provided. Not sure what questions to ask? Refer to the example questions below to help guide your conversations with candidate references.


Phase Four

Acceptable Unacceptable

Age• If applicant is older than 18 • If applicant is younger than 18 or

21, if job related

• Date of birth• Date of high school or college

graduation

Arrest Record and

Convictions

• If applicant has ever been convicted of a crime

• Whether applicant has ever been arrested

Citizenship• Whether the applicant is a U.S.

citizen or has current permit/visa to work in the U.S.

• Whether applicant is a citizen of a country other than the United States

• Date of U.S. citizenship

Education

• Training applicant has received, if related to the job

• Highest level of education attained, if certain background is necessary to perform the job

• Date of high school or college graduation

Language• What language applicant speaks

and/or writes fluently, if job related

• Applicant’s native language• Language commonly used at

home

Military• What type of training, education,

work experience did applicant receive in the military

• Applicant’s type of discharge

Name • Whether applicant has ever worked under a different name

• The original name of an applicant whose name has been legally changed

• The ethnic association of applicant’s name

• Applicants maiden name


Candidate SelectionInterview Do’s and Don’tsThese are best practices to pursue when conducting applicant interviews. These do’s and don’ts highlight questions to ask in order to make an informed decision when selecting a candidate.


Phase Four


Organizations

• Applicant’s membership in any professional, service, or trade organization relevant to their ability to perform the job

• List of all clubs or social organizations to which applicants belongs

Physical Limitations or

Disabilities

• Whether applicant has the ability to perform the duties of the job for which they are applying

• The nature or severity of an illness or physical condition

• Whether applicant has ever filed workers’ compensation claim

• Any recent or past operations or surgery and dates

• Whether applicant has ever had prior work-related injuries

Reference Checking • Previous work contacts

• Name of applicant’s religious leader

• Whom to contact in case of emergency

Residence • Applicant’s place of residence• Alternate contact information

• Previous addresses• Birthplace of applicant or

applicant’s parents• Length of current and previous

addressesGenerally, these topics are never acceptable and, in some instances, are illegal.

Gender, Sex, or Family

Composition

• Gender or sex of the applicant• Marital Status• Dependents of applicants or child-

care arrangement

Financial Status

• Applicant’s debts or assets• Whether applicant owns home • Whether applicant has ever

declared bankruptcy

National Origin or Ancestry

• Applicant’s lineage, ancestry, national origin, or parentage

• Nationality of applicant, applicant’s parents, or spouse

• Applicant’s maiden name


Candidate SelectionInterview Do’s and Don’ts (continued)


Phase Four


Generally, these topics are never acceptable and, in some instances, are illegal.

Photographs • Photograph with application, with resume, or before hiring

Physical Attributes

• Any inquiry into height and weight of applicant

Race, Ethnicity, or Skin Color

• Applicant’s race, ethnicity, or color of skin

Religion, Faith,or Creed

• Applicant’s religious affiliation• What church, parish, mosque, or

synagogue applicant belongs• What holidays applicants observes

As a rule of thumb, ask questions that…

A. Are designed to build rapport with the candidate.

“So, how do you like living in Baltimore?” vs. “Do you live with a family in Baltimore?”

B. Are related to the job.

See page 53 for a list of acceptable questions.

C. Don’t infringe on a candidate’s legal rights, privacy, or personal life.

Avoid questions that may be answered in a way that infringe on a candidate’s legal rights, privacy, or personal life. For example: "What kinds of organizations do you belong to?" (The candidate's answer may lead to topics involving religious or ethnic background.)

Avoid questions that are a clear violation of the rights of a protected group. For example: “What is your sexual orientation?”

Candidate SelectionInterview Do’s and Don’ts (continued)

Tip If you are unsure about the appropriateness of a certain question, it is best to avoid it. As a Hiring Manager, your job is to represent NOAA as a professional organization that

cares about the well-being of current and prospective employees.


Phase Four

Candidate SelectionExtending a Tentative Job Offer (TJO)

Although the Staffing Specialist does most of the work to extend the TJO, you make the final decision of who to hire at NOAA. Therefore, work together with your Staffing Specialist and utilize them to ensure that you have the candidate you need and want for your vacancy.

Contact your HRBA if you have any specific questions or want to learn more about how a Staffing Specialist extends the TJO. For more insight into the timeline of the TJO and/or the overall hiring process use the Hiring Timeline Guide on pages 12-13.

After you have interviewed, evaluated, and picked the best candidate for your vacancy, your Staffing Specialist will extend a TJO. However, before the TJO is extended, the Staffing Specialist must make sure to follow certain procedures such as reviewing the Reemployment Priority List (RPL) and quality checking the TJO.


Phase Four

Tip Please remember that recruitment incentives must be offered and approved before a candidate’s Entrance on Duty.

Negotiation Process1. Step One You and your HRBA determine the potential hiring incentives available

during the pre-hire phase (see page 20 for more details).

2. Step Two The Staffing Specialist extends a tentative job offer (TJO) to the candidate.

3. Step Three The candidate declines the TJO or asks to negotiate.

4. Step Four The Staffing Specialist speaks with you and makes a recommendation on potential incentives based on their conversation with the candidate.

5. Step Five In collaboration with your HRBA, you determine which, if any, incentivesto offer.

6. Step Six If applicable, work with your HRBA to write a justification for the incentive you wish to offer.

7. Step Seven Your HRBP approves or denies the incentive and escalates the approval process if additional approvals are required (this depends on the type of incentive offered).

8. Step Eight You and your Staffing Specialist are notified of the approval decision and, if approved, the Staffing Specialist offers the incentive to the candidate.

Candidate SelectionNegotiating Incentives

Recruitment incentives can be used to make a position more appealing to a candidate. During the strategic conversation with your HRBA, you discussed the various recruitment incentives available to attract top talent. During this conversation, you should have also discussed the incentives you are able to use if a highly skilled and qualified candidate is hesitant to accept the position.

The steps outlined below, highlight the process that you will take to negotiate incentives with your candidate.

During negotiations, you will communicate closely with your Staffing Specialist and HRBA about the appropriate incentives to highlight. If you have any questions on how you should approach a negotiation, need further clarification on the process, or are still unclear about negotiating incentives, please contact your HRBA.


Security and Onboarding


Security and Onboarding Activities




Security and Onboarding Activities

Key Activities

Undergo security process

Determine candidate suitability

Extend FJO

Start EOD

Prepare for candidate arrival

Before a final job offer (FJO) can be extended to your candidate, they must go through a security and suitability check with the Office of Security (OSY). After the candidate has been approved by OSY and the FJO has been extended, Entrance on Duty (EOD) can begin. This section highlights how to navigate this process and how to prepare for your candidate’s EOD.


Accellion

Staffing Specialist

HR Liaison

HRBA


Candidate



What is Security?Security is the first step in the post-hiring phase. Security refers to the mandated procedures a selected candidate must go through to officially become a NOAA employee. The steps in the security process are outlined below:

1. Submit the OSY Coversheet Your Staffing Specialist will call the candidate you selected

and extend a Tentative Job Offer (TJO).

If/when the candidate accepts, the Staffing Specialist will send an electronic version of the TJO, OF-306, and credit check form (if required) to the candidate.

The candidate completes and returns the form within three business days.

Once the Staffing Specialist receives the completed OF-306, they use that form, the Position Description, and the candidate’s resume to complete the Office of Security’s (OSY) coversheet (see diagram below).

These four documents are submitted to OSY, which starts the investigation process.

Did You Know?You must provide your organizations Treasury Accountingg Symbol (TAS #) and Project Code on the OSY Coversheet. A copy of the coversheet is located in the Appendix.

1. OF-306

2. Candidate’s Resume

3. Position Description

4. OSY Coversheet

Office of Security

Sent from Staffing Specialist to OSY

After you select a candidate, there are a few more steps required before they become an official NOAA employee. The following section details the processes and required documentation to onboard your selected candidate.

Security and Onboarding Activities Security Process




Electronic Questionnaires for Investigations Processing (e-QIP) system:

A web-based automated system that facilitates the processing of standard forms used in background investigations for Federal security, suitability, fitness, and credentialing purposes.

For more information visit: https://nbib.opm.gov/e-qip-background-investigations/first-time-user-instructions.pdf

3. Complete E-QIP (if required)

Two important components of the E-QIP:

Fingerprinting: Fingerprinting is required for all types of background investigations. Your candidate’s prints are run through a database to identify any criminal records. Prints are purged from the system every six months.

Credit check: Credit checks are required for Tier 2 (Moderate Risk) or higher positions. If necessary, you will send a a Fair Credit Reporting Form to your candidate to complete with the OF-306 and TJO.

Security and Onboarding ActivitiesSecurity Process (continued)

2. Conduct PIPS Check

After receiving the proper documents, OSY initiates a Personnel Investigations Processing System (PIPS) check. OSY looks up the candidate in OPM’s database system, Central Verification System (CVS), which contains information on background investigations and security clearances. This process identifies whether or not the candidate has to go through a new investigation.

The PIPS check may lead to two potential outcomes:

Your candidate already holds the required investigation for the position. In this case, they move directly to completing other Conditions of Employment (COEs) (see Step 5 on the next page and EOD.

Your candidate does not hold the required investigation for the position. In this case, the candidate needs to go through a new investigation. OSY notifies the Staffing Specialist, and the candidate is invited to complete an E-QIP.

or




Tip New employees in Silver Spring will attend EOD orientation in a group setting. New employees in field offices will attend EOD orientation based on LO/SO procedures.

Security and Onboarding ActivitiesSecurity Process (continued)

5. Complete Conditions of Employment Some NOAA positions have additional pre-employment

requirements, or COEs that must be met. Such COEs will vary by each Line and Staff Office (LO/SO) and may include official transcripts, medical clearance, and license/certifications.

If additional COEs need to be met, the Staffing Specialist will work with the candidate to gather all relevant documents and information in accordance to LO/SO policy.

Once all COEs are met, you can work with the Staffing Specialist to establish an EOD date for the candidate.

After EOD is established, the Staffing Specialist will issue your candidate’s FJO.

Conditions of Employment (COEs) COEs are additional pre-employment requirements that vary by LO/SO.

4. Check Suitability (if required) The e-QIP system sends the completed form to OSY to conduct a

review and identify any unmitigated suitability issues. Examples of suitability issues, include alcohol or drug abuse, criminal conduct, and foreign influence.

If issues arise, WFMO’s Employee Relations/Labor Relations (ER/LR) is contacted to address any outstanding suitability issues. If any non-mitigatable issues exist, the Staffing Specialist will withdraw the candidate’s TJO.

Once ER/LR mitigates all suitability issues, OSY releases the investigation to OPM to obtain the certificate of investigation. If the position has security sensitivities, it will first go to DOC HQ for review prior to OPM.

This concludes security responsibilities for NOAA at this time, however the investigation with OPM is ongoing.

Suitability IssuesSuitability Issues are an indication that an individual has vulnerabilities that are of concern.



Preparing for EOD (Silver Spring Offices)

Owner Preparation Tasks

PCLBConfirms EOD room, finalizes sign in sheet and employee folders

In-Processing Team

Prepares In-Processing briefing schedule and documents

Benefits Team

Prepares Benefits Enrollment briefing

OSYConfirms new employee data in Defense Enrollment Eligibility Reporting System

On the Wednesday before EOD, WFMO’s Performance Culture and Learning Branch (PCLB) pulls new employee information from the EOD list to create a spreadsheet of specific candidates within the same onboarding group. PCLB also sends an email reminder with a link to the EOD spreadsheet to stakeholders — including WFMO leaders, HRBPs, CSD Benefits Team, and the Office of Security (OSY).

On the Friday before an employee’s EOD, all preparation tasks must be completed. The table to the right summarizes these tasks and parties responsible for them.

On the Thursday prior to EOD, PCLB will send a second email with the finalized EOD schedule.

Tues

day

Wed

nes

day

Thu

rsd

ayFr

iday

Once the Staffing Specialist confirms the candidate EOD, the candidate is placed on the Google EOD list by Tuesday before the scheduled EOD. This list informs WFMO of all candidates attending EOD orientation.

Once you set an EOD date for your new employee, it is time to begin preparing for their first day on the job. EOD coordination varies by office location, however, details on preparations for EOD in the Silver Spring Headquarters are described below:

Security and Onboarding ActivitiesEntrance on Duty (EOD)




Day of EOD (Silver Spring Offices)

On an employee’s EOD date, WFMO will ensure all orientation facilities are prepared. Around 7:45am, your candidate will arrive at the WFMO front desk. From there, they will meet up with other new employees in the same onboarding class and will be escorted to the orientation room.

During a morning orientation session, WFMO will present new employees with information on benefits, ethics, civil rights, and guide them through the completion of in-processing forms.

Once the morning orientation session is over, new employees will go on a tour of the NOAA Silver Spring Campus.

The last stop on the tour is at the Office of Security (OSY), where your new employee will receive either a Common Access Card (CAC) or temporary badge, depending on the progress on the background check.

After the new employee receives a CAC or temporary badge they will report to their Line Offices (LO) where they will meet you and your team.

Post EOD (Silver Spring Offices)

Following a successful onboarding day, the WFMO In-Processing Team will review, sign, confirm, and submit all in-processing paperwork to Enterprise Services.

If your new employee doesn’t complete and submit theirBenefits Enrollment Forms during on-boarding, they must submit them though the Enterprise Service Portal within 60 days of their EOD.

Staffing Specialists will conduct a secondary review of all

EOD (Field Offices)

For offices not located in Silver Spring, EOD is handled by individual offices and procedures may vary. Please refer to your individual field office EOD policies.

Security and Onboarding ActivitiesEntrance on Duty (EOD) (continued)


Did You Know?All EOD packages must be submitted to the WFMO Operations Team ([email protected]) by COB on the day of EOD to ensure timely processing of the new employee’s paperwork.

relevant forms for completeness and reach out to the In-Processing and Benefits teams, if additional information is required. Once all forms are completed, the Staffing Specialist will submit all paperwork to WFMO to be submitted to Enterprise Services for processing and uploading into eOPF.



1. Principles for Successful OnboardingKeep in mind the following key principles when organizing new employee onboarding:

A positive onboarding experience will support your employee’s transition into NOAA and enable them to successfully contribute to your LO/SO’s mission. The following section provides you with strategies to facilitate an effective onboarding process.

Security and Onboarding ActivitiesOnboarding



Onboarding is a Team EffortOnboarding becomes more effective with involvement from all team members. Try using a “buddy” system or preceptor program.

Onboarding is a Process, Not an EventThe process starts before your employee arrives at NOAA and continues through the first year of employment and even beyond.

Onboarding is Planned and StructuredTime invested upfront in planning onboarding activities will develop employees faster. Keep in mind that new hires move through onboarding at different speeds and in different ways.

Onboarding is About More Than Filling a JobIntroducing your new team member to the formal and informal culture, values, and practices of NOAA can go a long way in setting them up for future success.


2. Seven Tactics to Fulfill Your Roles and Responsibilities as a LeaderYour role is to work side-by-side with your new employee to help them thrive during this critical transition period. Consider utilizing the tactics below to do so: 1. Clarify your expectations up front

Tell your new employee what you expect from them by clearly phrasing your expectations and making sure they are comfortable with them;

Don’t assume that a new hire will know exactly what to do.2. Don’t assume that qualifications equal success

Great qualifications may not directly translate to an easy transition at NOAA; Give positive feedback on strengths and coach them through weaknesses –

address concerns the first time.3. Spell out important points about organizational and departmental goals,

culture, and dynamics Cover “big picture” topics of NOAA and of your department such as culture,

mission, and goals.4. Help your new hire nurture their network

Introduce your new hire to team members they will be working closely with; Introduce them to key internal customers and discuss client expectations; Invite them to internal and external meetings when suitable.

5. Be honest about potential pitfalls and past mistakes Discuss past mistakes in the department or team and brainstorm ways to

prevent future occurrences; Discuss possible obstacles to success and strategies to overcome them.

6. Hold regular onboarding check-ins Keep in close contact with your new hire through monthly or quarterly check-ins

and assess how they are adapting to their new work environment.7. Make coaching resources available

See yourself as a coach for your new employee; A good coach:

Listens attentively to their team members; Helps them understand the big picture; and Offers suggestions for mitigating the downside effects.

Security and Onboarding ActivitiesOnboarding (continued)



3. Ideas to Welcome New Employees

4. Defining CultureNOAA’s culture is unique. Helping new employees understand NOAA’s culture will play a key role in creating a positive working environment. In addition to creating a welcoming team environment, it helps to explain to a newcomer what your group culture is. Below are some questions that will assist you in brainstorming this task:

How would you describe the work environment?

What are the informal rules of the team?

What are the positive attributes of our team? What hinders our team?

What does the team value the most?

How are decisions made? Who is involved in the process?

Who, outside the team, are important stakeholders in decision making?

What is the informal hierarchy?

What do you need to be successful within this team and within NOAA?

Plan a “Welcoming Event”



Take an Office Tour

Ask a colleague on your team to take the new employee on a tour of the office and introduce them to other team members.

Create a “New Employee Support Group”

Establish a routine get-together for new hires to share their experiences, successes, and ask questions.

Plan a “Welcome Event”

Host a welcoming breakfast or lunch to facilitate interactions outside of the workplace.

Create a “Get to Know You Questionnaire”

Provide your new employees with fun questions to answer in order to get to know them better. (e.g. What is your hidden talent?)



Manager Responsibilities

Selects positive role models as buddies

Ensures the buddy has the bandwidth to mentor the new employee

Provides the buddy with the tools needed to be an effective buddy (e.g., skills in coaching, feedback, communication)

Monitors the buddy-employee relationship and evaluate the effectiveness of the program

Buddy Responsibilities

Serves as an informational resource for the new employee on policies, procedures, work rules, norms, etc.

Provides insight, feedback, and information that supports the new employee’s social involvement in the department

Helps the new employee get acclimated

Functions as a tour guide – provides introductions of organization and employees

Identifies resources to help the new employee

Roles and Responsibilities for establishing a buddy system in your LO/SO include:

5. Buddy SystemBuddy systems are a beneficial strategy to help new employees feel welcome and promote success. A buddy is someone who partners with a new employee during their first year of employment to offer advice and guidance while helping them foster their skills and their professional development.

An effective buddy is someone who:

Demonstrates high performance and sets a positive example;

Knows how to be successful in achieving the organizational mission;

Can serve as an effective source of advice and encouragement;

Can succeed in steering new employees in the right direction;

Helps create and maintain a positive, productive culture of excellence;

Proves they are someone whom the new hire can trust;

Establishes a sense of belonging for the new hire.





Additional ResourcesThis section includes additional resources for your support such as key points-of-contact.


WFMO Consulting Services Division (CSD)

CSD Director • Pam Sellman, [email protected], 301-713-6346

Weather Service Branch • Nicole Taylor (HRBP), [email protected], 816-426-3041• Burnestine James (HRBA - NCEP/Eastern Region), [email protected],

301-713-6332 • Camelia Harris (HRBA - NCEP/Eastern Region), [email protected],

301-427-9286 • Janet Rizzi (HRBA - NCEP/Eastern Region), [email protected], 816-426-5916 • Cheryl Montgomery (HRBA – NDBC/ROC), [email protected],

816-426-2035 • Gary Troy (HRBA – Southern Region), [email protected], 817-302-2481 • Junell Norris (HRBA – Western/Pacific/Alaska Region), [email protected],

206-526-6050 • Cara Perkins (HRBA – Western/Pacific/Alaska Region), [email protected],

206-526-6040

Fisheries Branch • Yvette Gray (HRBP), [email protected], 301-713-6346• Syndey Clarkson (HRBA – NMFS AKFSC/AKRO), [email protected], 206-

526-6042• Justin Fairley (HRBA – NMFS NWFSC/PIFSC/PIRO), [email protected],

206-526-6045• Robert Steele (HRBA – NMFS SWFSC/WCRO), [email protected], 206-

526-6048• Latrina Thomas (HRBA – NMFS NEFSC/OST/SEFSC), [email protected],

301-427-8030 • Nicki Feagin (HRBA – NMFS OHC/OIASIP/OPR/OSF), [email protected],

301-427-8047• Andrew Kaiser (HRBA – NMFS OAA/OCIO/OLE/OMB), [email protected],

301-427-8028 • April Johnson-Walker (HRBA – NMFS GARFO/SERO), April.Johnson-

[email protected], 301-427-8037

Key Points-of-Contact




















WFMO Consulting Services Division (CSD), cont.

NOS/OAR/OMAO Branch• Todd Morris (HRBP), [email protected], 301-713-631• Sheree McKnight (HRBA – NOS), [email protected], 301-713-6324 • John Catalano (HRBA – NOS), [email protected], 240-533-0936 • Renee Starr-Beauford (HRBA – OAR), [email protected],

816-426-5967• Rhonda Briscoe (HRBA – OAR), [email protected], 816-426-2088• Mia Rinaldi (HRBA – OAR), [email protected], 816-426-2370• Sandra Taylor (HRBA – OMAO), [email protected], 301-713-6348

NESDIS/ Staff Offices Branch• Veronica Johnson (HRBP), [email protected], 301-713-7070• Annette Dawkins (HRBA – NESDID), [email protected], 301-427-3576• Barry Carter (HRBA – NESDIS), [email protected], 301-713-7072 • Tatyana Bush (HRBA – AGO/CAO/WFMO), [email protected],

301-713-6384 • Karisse Carmack (HRBA – CFO/OGC), [email protected], 301-713-1157• Brinklyn Hughes (HRBA – CIO/UnSEC/DUSO), [email protected],

301-713-6388

HR Systems

HR Connect Support [email protected](888)316-2285

RADS Support [email protected]

MGS & ACS [email protected]

Accellion Support [email protected]

Enterprise Services

Contact Center (for general questions or opening a support ticket) [email protected](888)316-2285

Key Points-of-Contact






















AppendixThis section includes forms and material referenced throughout the guide. For example, you can find a Position Funding Approval Request (PFAR) form and an OF-306.

1

POSITION FUNDING APPROVAL REQUEST (If Needed)

Organization: __________________ Org. Code: ___________________

REQUEST TO HIRE: Student Temporary Full Time Permanent

Billet Number: ________________________________________________________

Position Title: ________________________________________________________

Pay Plan/Series: ___________________ Initial Grade(s): ________ Target Grade: __________

Career Progression (“X” if applicable): Two-grade progression: One-grade progression:

Funding Source: __________________ Salary and estimated benefits:

_____________________ Future Fiscal Year Funding Available Yes No

Offering Incentives:

Relocation: Yes No Amount Offering: ________________________________

Recruitment: Yes No Amount Offering: ________________________________

Justification:

Backfilling position in current location. Continuation of current work; Position Description Number ________________________

Creating new position in current location due to: (Change in Table of Organization needed)

VERA/VSIP New Work

Using billet number to create a new position in different location. (Change in Table of Organization needed)

VERA/VSIP Organizational Change

Creating new position based on settlement agreement.

Other (Explain)

________________________________ Title: _______________________ Date: _____________ Signature (Hiring Official)

Approved Disapproved Date

_______________________________________ ___________ Line Office Chief Financial Officer

_______________________________________ ___________ Line Office Deputy Assistant Administrator

JOB ANALYSIS DOCUMENTATION

POSITION, TITLE, SERIES, GRADE: LOCATION:

PROMOTION POTENTIAL: MASTER RECORD#:

HIRING MANAGER: HR SPECIALIST:

Major Duties and Responsibilities Competencies / KSAs % of total time

performing major duty

Level of Importance

Question Number

Question Type

Weight Scale

Total Points

HIRING/SME OFFICIAL Signature: _____________________________________ Date: _____________________

HR ADVISORY SPECIALIST Signature: _____________________________________ Date: _____________________

Hiring Official/SME - Responsibilities You will assist our office with the job analysis process to identify:

· 3-5 major duties of the position along with the primary KSAs that correlate to the major duties; · 10-20 appropriate questions (and related response choices); · Appropriate qualifying specialized experience statements to be included in the vacancy announcement; · Any additional qualification requirements, such as a mandatory selective factor; and · The importance and weight to be assigned to the questions that will be used to evaluate the applicants.

Instructions for Completing the Job Analysis Form Step 1 – Review the major job functions (duties) and tasks in the first column for accuracy, and list the percentage (%) of time spent on the function/task during a performance year.

The function/task statements are succinct, and focus on WHAT is to be done/performed and intended result/outcome (WHY). You should not make significant revisions to duty/task statements as they are were derived from the classified position description.

Step 2 – Review the Primary KSAs identified in the second column for accuracy, and add any additional ones that are needed.

· KNOWLEDGE is a body of information, coursework or training, usually of a factual or procedural nature; · SKILL is the proficient mental, verbal, or manual manipulation of data, people, or things; · ABILITY is the power to perform an activity at the present time.

Step 3 – Select the 10 – 20 Questions. The Question ID Number is required along with the Occupational Question Text. Select questions that reflect the competencies and/or KSAs related to the position and appropriate for the grade level(s) being advertised. If advertising at the entry grade level, do not select full performance level (FPL) questions. Note: Any Mandatory Selective Placement Factor(s) determined necessary for this position must be in the form of a Yes/No question (see Step 7).

Step 4 - Identify The Question Type. For each question you selected, write in the question type code (codes are: AA, MAMC, MC, or Y/N) Question Type Code Descriptions:

1) AA = Applicant Assessment. Applicants can select one of five standard responses to questions, ranging from the lowest level response choice of “I have not had experience, education or training in performing this task,” to the highest level response choice which states “This task has been a central or major part of my work. I have performed it myself routinely, and I have trained others in performance of this task and (or) others have consulted me as an expert for assistance in performing this task.” Point value for standard responses of AA Questions Weighted 1: 0,1,3,5,7; Weighted 2: 0,2,6,10,14; Weighted 3: 0,3,9,15,21 2) MC – Multiple Choice. Applicants can select only one of the responses listed. Individual question responses are assigned points similar to AA questions, based on the weight/importance of the task. 3) MAMC = Multiple Answer/Multiple Choice. Applicants select one or more responses and receive points for each response that has been assigned points based on the weight/importance of the question. Care must be taken when assigning points to ensure the total points for all responses add up to the maximum points possible for the assigned weight, i.e., a total of 7 points for Weight of 1, a total of 14 points for weight of 2, a total of 21 points for weight of 3.

4) Yes/No. Applicants can only respond” Yes” or “No” to the question. 0 points are given for A “No” response, while “Yes” responses receive either 21, 14 or 7 points depending of the weight/importance of the question.

When necessary, new questions can be added to the Monster Hiring library, provided that the question(s) meet specified format and content criteria. (Consult with your HR Specialist to add new questions.)

Step 5 - Assign a Weight to the Selected Questions

Weighting questions based on importance helps ensure that qualified candidates with critical KSA’s will be ranked higher than candidates lacking them. You must weight questions based on your determination of how important the associated question relates to a needed competency/KSA. Only those questions that are more important to successful performance of the job requirements should have associated responses assigned more weight. No more than 50% of the questions should be weighted “3”.

Monster Hiring Weighting scale: 1 = Low, 2 = Moderate, 3 = High.

If the position is being recruited at more than one grade level, you need to weight some questions differently at each grade level in order to differentiate applicant scores at respective grade levels. (For example, the expectations of a GS-9 applicant would not be the same for an applicant at the GS-11.) You may also want to consider adding additional questions at the higher grade (Note: no more than 40 total questions to be weighted).

Step 6 - Select 1 – 3 questions weighted “3” (High) as "Key Questions".

“Key Questions” are used by the HRS to assist you in developing the specialized experience statement(s) for the vacancy announcement. Applicants must meet the specialized experience, as stated in the announcement, in order to be found at least minimally qualified for a position. Before releasing the selection certificate to the selecting official, the HRS will conduct a quality review of the complete online application to verify that qualified applicants have at least one year of qualifying experience as stated in the vacancy announcement. If necessary, particularly for technical and scientific positions, the HRS may involve an SME in the quality review of experience of applicant(s). If an applicant’s experience is not demonstrated/validated in the online application package, the applicant will be determined to be ineligible for the position.

Step 7 - If Required, Identify Selective Placement Factors. Selective Placement factors are rare because they significantly limit the pool of qualified applicants by automatically disqualifying those who don't have the required experience and/or training. Accordingly, they are usually not used on entry level positions. The characteristics of a selective placement factor include: extensive training or experience that is essential for successful performance on the job; almost always are geared toward a specific technical competency or KSA; and cannot be learned on the job in a reasonable amount of time (i.e. 90 days). You must complete a written justification for the mandatory factor.

Generally, you should identify no more than one selective placement factor. If you have identified a selective placement factor, it must be written in a Yes/No question format. Also provide examples of information that could be found in the applicant’s resume that would demonstrate the requirement is met by an applicant. The examples that you provide will help us verify that applicants meet the additional qualification requirements established by the mandatory factor. As with Key Questions, it is also advisable that the experience statements to be used in the vacancy announcement encompass the competency, or KSA that the selective placement question addresses.

POSITION OVERVIEW WORKSHEET

POSITION, TITLE, SERIES, GRADE: LOCATION:

PROMOTION POTENTIAL: MASTER RECORD#:

Major Duties Statement The individual selected for this position will:

Specialized Experience Specialized experience MUST include all of the following:

Selective Placement Factor/Justification

Major Duties and Specialized Experience Statements Instruction

Major Duties statement is requirement of the Vacancy Announcement, and allows Hiring Officials to convey to applicants a list of the major duties, the desired position will be required to complete.

The list of Major Functions from the Job Analysis Form can be developed into major duties, converting those items from paragraph form to bullet form to provide applicants a brief synopsis of the position's duties. Position duties should be concise and to the point, and only those items that are deemed a "major" function of the position. Every duty of the position need not be listed, only those duties in which Knowledge Skills and Abilities are based, and those duties essential to the position completing its Principal Objective.

Example: The individual selected for this position will:

• Assist supervisor in the dissemination of policy to local customers; • Interpret Federal Regulation for the purpose of developing local policy; • Perform work force analysis in order to determine the best use of positions; • Evaluate research data in order to develop policy implementation; • Utilize office automation tools to develop, draft, and disseminate regional policy

Specialized Experience statements are clearly written duty statements that accurately depict an experience (duty) gained at the next lower grade level, based on relevant job analysis information (e.g. the position qualifications and classification standards, relevant fit position descriptions, including those at the next lower grade level). Specialized Experience statements should be no more than 3-5 individual statements.

Specialized experience descriptions are verifiable on the basis of a resume or other required supporting documentation. Words such as "should", "may" or "such as" should be avoided, and where multiple applications of the experience may suffice an, "and/or caveat" should be used e.g. reviews, interprets, and/or analyzes.

• Specialized Experience is a requirement to be minimally qualified for a position. • If recruiting at multiple grade levels, specialized expedience statements should be

made to ensure a distinction between grade levels, as appropriate.

Specialized Experience Statements:

SHOULD be verifiable on the basis of a resume or other required supporting documentation.

SHOULD avoid words such as "should", "may" or "such as", as specialized experience statements are required to meet "minimum qualifications" .

SHOULD utilize an, and/or caveat e.g. reviews, interprets, and/or analyzes, where multiple applications of the experience may suffice.

SHOULD NOT assess Knowledge, Skills, or Abilities as these are competencies required to perform the tasks, not the experience/task itself, required to show "Specialized Experience".

SHOULD NOT be "double barreled"; that is, contain multiple "complete" task statements e.g. conduct research of policy AND evaluate the results.

SHOULD NOT use qualitative adverbs such as "efficiently”, considerably", "expertly" as these descriptions are subjective, given to interpretation, and cannot be assessed through the review of a resume.

SHOULD NOT require job specific or agency specific KSAs that can be acquired in a reasonable period of time on the job.

Example:

You must possess at least one year of specialized experience equivalent to the next to lower grade level (GS-XX) in the Federal service. Specialized experience at this grade level is defined below. Specialized experience MUST include all of the following:

• Developing and presenting research information at scientific conferences. • Developing short and long term budgetary goals. • Analyzing workforce distribution in order to advise o appropriate position

management. • Advising customers on local and regional fishing policy. • Developing and/or conducting training on the usage of electronic databases.

Hiring/SME Official Signature: _______________________________________ Date:___________ HR Advisory Specialist Signature: _____________________________________ Date:___________

Selective Placement Factor Statements Instruction

Selective Placement Factors are knowledge, skills, abilities, or special qualifications that are in addition to the minimum requirements in a qualification standard, but are determined to be essential to perform the duties and responsibilities of a particular position. Selective Placement Factors are those items that:

• Are essential to success in the position; • Are garnered through extensive experience, education, training; • Are observable skills that cannot be obtained within a reasonable amount of time on the job;

and • Are associated with a specific competency described through sound Job Analysis.

Selective Placement Factors might include occupational certifications and licenses, or the need for an applicant to speak a specific language. Applicants who do not meet a selective factor will not be considered further in the application process and it is for this reason the above four factors must be closely met by any requested selective factors.

Hiring/SME Official Signature: _______________________________________ Date:___________ HR Advisory Specialist Signature: _____________________________________ Date:___________

FORM CD-516 U.S. DEPARTMENT OF COMMERCE " NEW (REV 12-2017) LF DAO 202-430 " I/A: _____________

CLASSIFICATION AND MR#: ______________

PERFORMANCE MANAGEMENT RECORD IP#: _______________

• Performance Plan • Performance Appraisal • Performance Recognition • Progress Review • Position Description

Employee’s Name: _____________________ Social Security No.: _______________

Position Title: _________________________________________________

Pay Plan, Series, Grade/Step: _________________________________________

Organization: 1. _____________________ 4. _______________________

2. _____________________ 5. _______________________

3. _____________________ 6. _______________________

Rating Period: ________________________________________________

Covered By: " Senior Executive Service " Other _____________________

" General Workforce ________________________

PART A—POSITION DESCRIPTION

POSITION CERTIFICATION—I certify that this is an accurate statement of the major duties and responsibilities of the position and its organization relationships and that the position is necessary to carry out Government functions for which I am responsible. This certification is made with the knowledge that this information is to be used for statutory purposes relating to appointment and payment of public funds and that false or misleading statements may constitute violation of such statute or their implementing regulations.

SUPERVISOR’S SIGNATURE DATE SECOND LEVEL SUPERVISOR DATE

CLASSIFICATION OFFICIAL TITLE:

CERTIFICATION PP: SERIES: FUNC: GRADE: I/A: " YES " NO

I certify that this position has been classified as required by Title 5, US Code, in conformance with standards published by the OPM or, if no published standard applies directly, consistently with the most applicable published standards.

NAME AND TITLE OF CLASSIFIER SIGNATURE DATE

PART B—PERFORMANCE PLAN

This plan is an accurate statement of the work that will be the basis of the employee’s performance appraisal.

NAME AND TITLE OF FIRST LINE SUPERVISOR/RATING OFFICIAL SIGNATURE DATE

APPROVAL—I agree with the certification of the position description and approve the performance plan.

NAME AND TITLE OF APPROVING OFFICIAL OR SES APPOINTING AUTHORITY SIGNATURE DATE

SIGNATURE DATE EMPLOYEE ACKNOWLEDGEMENT—My signature acknowled-ges discussion of the position description and receipt of the plan, and does not necessarily signify agreement.

PRIVACY ACT STATEMENT—Disclosure of your social security number on this form is voluntary. The number is linked with your name in the official personnel records system to ensure unique identification of your records. The social security number will be used solely to ensure accurate entry of your performance rating into the automated record system.

MASTER RECORD/INDIVIDUAL POSITION DATA A. KEY DATA

1. FUNCTION (1) 2. DEPT. CD/AGCY-BUR CD (4) 3. SON (4) 4. MR NO (6) 5. GRADE (2) 6. IP NO (8)

A/C/D/I/R

B. MASTER RECORD1. PAY PLAN (2) 2. OCC SER (4) 3. OCC FUNC CD (2) 4. OFF TLE-PF/CD/SF (6) 5. OFF TITLE (38) (32 W/ PF OR SF) (26 W/ PF AND SF)

PFIX TITLE CD SFIX

6. HQ/FLD CD (1) 7. SUPV CD (1) 8. CLASS STD CD (1) 9. INTERDIS CD (1) 10. DATE CLASS (6) 1=HQ 1=SUPV SGEG 5=MGT CSRA X=NEW STD N=NO MO DAY YEAR

2=SUPV GSSG 6=LDR LGEG 2=FLD BLANK=N/A Y=INTERDIS 3=MGR SGEG 8=ALL OTHERS 4=SUPV CSRA

11. EARLY RET CD (1) 12. INACT/ACT (1) 13. DT ABOL (6) 14. DT INACT/REACT (6) 15. AGCY USE (10) 1=PRIMARY 3=FOREIGN SVC A=ACTIVE MO DAY YEAR MO DAY YEAR 2=SECONDARY BLANK=N/A I = INACTIVE

16. INTERDIS SERIES (40) (4) (4) (4) (4) (4) (4) (4) (4) (4) (4)

17. INTERDIS-PF/CD/SF (50) (32 W/ PF OR SF) (26 W/ PF AND SF) (6) (6) (6) (6) (6) (6) (6) (6) (6) (6)

C. INDIVIDUAL POSITION1. FLSA (1) PAY TBL (6) 2. FIN DS (1) PROC INTG (1) 3. POS SCHED (1) 3A. CYBER 4. POS SENS (2) 4A. DRUG

SECURITY (2) TS (1) E=EXEMPT 0=NONE Y=YES A=SCH 0=EXCEPTED 1=LOW RIS C=ADP

2=NONCRIT/SEN N=NON-ADP N=NONEXEMPT 3=SF-278 N=NO B=SCH BUT NOT 3=CRIT/SENS 4=SF-450 C=SCH A,B,C 4=SPECIAL SENS 5. COMP

6. WK TITLE CD (4) 7. WK TITLE (38) 5=MOD RISK LVL (4) 6=HIGH RISK

8. ORG STR CD (18) 9. VAC REV CD (1) 9A. TELEWORK (1st) (2nd) (3rd) (4th) (5th) (6th) (7th) (8th) 0=POSN ACTION B=LOWER GRADE D=DIFFERENT TITLE YES - POSITION

ELIGIBLENO VACANCY C=HIGHER GRADE AND/OR SERIES NO - POSITION A=NO CHANGE E=NEW POSN/NEW FTE NOT ELIGIBLE

10. TARGET 11. LANG 12. PROJ DUTY 13. DUTY STATION (9) 14. BUS 15. DT LST AUDIT (6) 16. PAS IND/LEO (1) 17. DATE-EST (6) GRADE (2) REQ (2) IND (1) CD (4)

ST (2) CITY (4) CNTY (3) MO DAY YEAR BLANK=N/A MO DAY YEAR BLANK=N/A 1=PAS Y=YES A=LEO

18. GRADE BASIS IND (1) 19. DT REQUEST RECD (6) 20. NTE DATE (6) 21. POS ST BUD (1) 1=REV WHEN VACANT 4=SUP/PROGRAM 7=EQUIP DEV GUIDE MO DAY YEAR MO DAY YEAR Y=PERM 2=IMPACT OF PERSON 5=RGEG N=OTHER 3=SUP/GSSG 6=POLICY ANAL GEG

22. MAINT REV/CLASS ACT CD (2) (1ST DIGIT=ACTIVITY AND 2ND DIGIT=RESULTS)

ACTIVITY RESULTS 1=AUDIT (COUNTED TOWARDS 1=NO ACTION REQUIRED 4=TITLE CHANGE 7=POSN DOWNGRADE

MAINTENANCE REVIEW) 2=MINOR PD CHANGE 5=SERIES CHANGE 8=NEW POSN 2=OTHER ACTIVITY 3=NEW PD REQUIRED 6=POSN UPGRADE 9=OTHER

23. DATE EMP ASGN (6) 24. DATE ABOL (6) 25. INACT/ACT (1) 26. DATE INACT/REACT (6) 27. ACCTG 28. INTASGN 29. AGENCY USE STAT (4) SER (4) (8)

MO DAY YEAR MO DAY YEAR A=ACTIVE MO DAY YEARI = INACTIVE

30. PERSONNEL MANAGEMENT SPECIALIST’S SIGNATURE 31. DATE

32. REMARKS

FORM CD-516 (REV 12-2017) LF DAO 202-430

Declaration for Federal Employment* (*This form may also be used to assess fitness for federal contract employment)

Form Approved:OMB No. 3206-0182

U.S. Office of Personnel Management5 U.S.C. 1302, 3301, 3304, 3328 & 8716

Optional Form 306 Revised October 2011

Previous editions obsolete and unusable

Instructions

The information collected on this form is used to determine your acceptability for Federal and Federal contract employment and your enrollment status in the Government's Life Insurance program. You may be asked to complete this form at any time during the hiring process. Follow instructions that the agency provides. If you are selected, before you are appointed you will be asked to update your responses on this form and on other materials submitted during the application process and then to recertify that your answers are true.

All your answers must be truthful and complete. A false statement on any part of this declaration or attached forms or sheetsmay be grounds for not hiring you, or for firing you after you begin work. Also, you may be punished by a fine orimprisonment (U.S. Code, title 18, section 1001).

Either type your responses on this form or print clearly in dark ink. If you need additional space, attach letter-size sheets (8.5" X 11"). Include your name, Social Security Number, and item number on each sheet. We recommend that you keep a photocopy of your completed form for your records.

Privacy Act Statement

The Office of Personnel Management is authorized to request this information under sections 1302, 3301, 3304, 3328, and 8716 of title 5, U. S. Code. Section 1104 of title 5 allows the Office of Personnel Management to delegate personnel management functions to other Federal agencies. If necessary, and usually in conjunction with another form or forms, this form may be used in conducting an investigation to determine your suitability or your ability to hold a security clearance, and it may be disclosed to authorized officials making similar, subsequent determinations.

Your Social Security Number (SSN) is needed to keep our records accurate, because other people may have the same name and birth date. Public Law 104-134 (April 26, 1996) asks Federal agencies to use this number to help identify individuals in agency records. Giving us your SSN or any other information is voluntary. However, if you do not give us your SSN or any other information requested, we cannot process your application. Incomplete addresses and ZIP Codes may also slow processing.

ROUTINE USES: Any disclosure of this record or information in this record is in accordance with routine uses found in System Notice OPM/GOVT-1, General Personnel Records. This system allows disclosure of information to: training facilities; organizations deciding claims for retirement, insurance, unemployment, or health benefits; officials in litigation or administrative proceedings where the Government is a party; law enforcement agencies concerning a violation of law or regulation; Federal agencies for statistical reports and studies; officials of labor organizations recognized by law in connection with representation of employees; Federal agencies or other sources requesting information for Federal agencies in connection with hiring or retaining, security clearance, security or suitability investigations, classifying jobs, contracting, or issuing licenses, grants, or other benefits; public and private organizations, including news media, which grant or publicize employee recognitions and awards; the Merit Systems Protection Board, the Office of Special Counsel, the Equal Employment Opportunity Commission, the Federal Labor Relations Authority, the National Archives and Records Administration, and Congressional offices in connection with their official functions; prospective non-Federal employers concerning tenure of employment, civil service status, length of service, and the date and nature of action for separation as shown on the SF 50 (or authorized exception) of a specifically identified individual; requesting organizations or individuals concerning the home address and other relevant information on those who might have contracted an illness or been exposed to a health hazard; authorized Federal and non-Federal agencies for use in computer matching; spouses or dependent children asking whether the employee has changed from a self-and-family to a self-only health benefits enrollment; individuals working on a contract, service, grant, cooperative agreement, or job for the Federal government; non-agency members of an agency's performance or other panel; and agency-appointed representatives of employees concerning information issued to the employees about fitness-for-duty or agency-filed disability retirement procedures.

Public Burden Statement

Public burden reporting for this collection of information is estimated to vary from 5 to 30 minutes with an average of 15 minutes per response, including time for reviewing instructions, searching existing data sources, gathering the data needed, and completing and reviewing the collection of information. Send comments regarding the burden estimate or any other aspect of the collection of information, including suggestions for reducing this burden, to the U.S. Office of Personnel Management, Reports and Forms Manager (3206-0182), Washington, DC 20415-7900. The OMB number, 3206-0182, is valid. OPM may not collect this information, and you are not required to respond, unless this number is displayed.






GENERAL INFORMATION1. FULL NAME (Provide your full name. If you have only initials in your name, provide them and indicate "Initial only". If you do not have a middle name,

indicate "No Middle Name". If you are a "Jr.," "Sr.," etc. enter this under Suffix. First, Middle, Last, Suffix)

2. SOCIAL SECURITY NUMBER 3a. PLACE OF BIRTH (Include city and state or country)

3b. ARE YOU A U.S. CITIZEN?

YES NO (If "NO", provide country of citizenship)

4. DATE OF BIRTH (MM / DD / YYYY)

5. OTHER NAMES EVER USED (For example, maiden name, nickname, etc) 6. PHONE NUMBERS (Include area codes)

Day

Night

Selective Service RegistrationIf you are a male born after December 31, 1959, and are at least 18 years of age, civil service employment law (5 U.S.C. 3328) requires that you must register with the Selective Service System, unless you meet certain exemptions.

7a. Are you a male born after December 31, 1959? YES NO (If "NO", proceed to 8.)

7b. Have you registered with the Selective Service System? YES (If "YES", proceed to 8.) NO (If "NO", proceed to 7c.)

7c. If "NO," describe your reason(s) in item 16.

Military Service8. Have you ever served in the United States military? YES (If "YES", provide information below) NO

If you answered "YES," list the branch, dates, and type of discharge for all active duty. If your only active duty was training in the Reserves or National Guard, answer "NO."

Branch From (MM/DD/YYYY) To (MM/DD/YYYY) Type of Discharge

Background InformationFor all questions, provide all additional requested information under item 16 or on attached sheets. The circumstances of each eventyou list will be considered. However, in most cases you can still be considered for Federal jobs.

For questions 9,10, and 11, your answers should include convictions resulting from a plea of nolo contendere (no contest), but omit (1) traffic fines of $300 or less, (2) any violation of law committed before your 16th birthday, (3) any violation of law committed before your 18th birthday if finally decided in juvenile court or under a Youth Offender law, (4) any conviction set aside under the Federal Youth Corrections Act or similar state law, and (5) any conviction for which the record was expunged under Federal or state law .

9. During the last 7 years, have you been convicted, been imprisoned, been on probation, or been on parole? (Includes felonies, firearms or explosives violations, misdemeanors, and all other offenses.) If "YES," use item 16 to provide the date, explanation of the violation, place of occurrence, and the name and address of the police department or court involved.

YES NO

10. Have you been convicted by a military court-martial in the past 7 years? (If no military service, answer "NO.") If "YES," use item 16 to provide the date, explanation of the violation, place of occurrence, and the name and address of the military authority or court involved.

YES NO

11. Are you currently under charges for any violation of law? If "YES," use item 16 to provide the date, explanation of the violation, place of occurrence, and the name and address of the police department or court involved.

YES NO

12. During the last 5 years, have you been fired from any job for any reason, did you quit after being told that you would be fired, did you leave any job by mutual agreement because of specific problems, or were you debarred from Federal employment by the Office of Personnel Management or any other Federal agency? If "YES," use item 16 to provide the date, an explanation of the problem, reason for leaving, and the employer's name and address.

YES NO

13. Are you delinquent on any Federal debt? (Includes delinquencies arising from Federal taxes, loans, overpayment of benefits, and other debts to the U.S. Government, plus defaults of Federally guaranteed or insured loans such as student and home mortgage loans.) If "YES," use item 16 to provide the type, length, and amount of the delinquency or default, and steps that you are taking to correct the error or repay the debt.

YES NO






Additional Questions14. Do any of your relatives work for the agency or government organization to which you are submitting this form?

(Include: father, mother, husband, wife, son, daughter, brother, sister, uncle, aunt, first cousin, nephew, niece, father-in-law,mother-in-law, son-in-law, daughter-in-law, brother-in-law, sister-in-law, stepfather, stepmother, stepson, stepdaughter, stepbrother, stepsister, half brother, and half sister.) If "YES," use item 16 to provide the relative's name,relationship, and the department, agency, or branch of the Armed Forces for which your relative works.

YES NO

15. Do you receive, or have you ever applied for, retirement pay, pension, or other retired pay based on military, Federal civilian, or District of Columbia Government service?

YES NO

Continuation Space / Agency Optional Questions16. Provide details requested in items 7 through 15 and 18c in the space below or on attached sheets. Be sure to identify attached sheets with

your name, Social Security Number, and item number, and to include ZIP Codes in all addresses. If any questions are printed below, please answer as instructed (these questions are specific to your position and your agency is authorized to ask them).

Certifications / Additional QuestionsAPPLICANT: If you are applying for a position and have not yet been selected, carefully review your answers on this form and anyattached sheets. When this form and all attached materials are accurate, read item 17, and complete 17a.

APPOINTEE: If you are being appointed, carefully review your answers on this form and any attached sheets, including any other applicationmaterials that your agency has attached to this form. If any information requires correction to be accurate as of the date you are signing, makechanges on this form or the attachments and/or provide updated information on additional sheets, initialing and dating all changes and additions. When this form and all attached materials are accurate, read item 17, complete 17b, read 18, and answer 18a, 18b, and 18c as appropriate.

17. I certify that, to the best of my knowledge and belief, all of the information on and attached to this Declaration for Federal Employment, including any attached application materials, is true, correct, complete, and made in good faith . I understand that a false or fraudulent answer to any question or item on any part of this declaration or its attachments may be grounds for not hiring me, or for firing me after I begin work, and may be punishable by fine or imprisonment. I understand that any information I give may be investigated for purposes of determining eligibility for Federal employment as allowed by law or Presidential order. I consent to the release of information about my ability and fitness for Federal employment by employers, schools, law enforcement agencies, and other individuals and organizations to investigators, personnel specialists, and other authorized employees or representatives of the Federal Government. I understand that for financial or lending institutions, medical institutions, hospitals, health care professionals, and some other sources of information, a separate specific release may be needed, and I may be contacted for such a release at a later date.

17a. Applicant's Signature: Date(Sign in ink)

17b. Appointee's Signature: Date(Sign in ink)

Appointing Officer: Enter Date of Appointment or Conversion

MM / DD / YYYY

18. Appointee (Only respond if you have been employed by the Federal Government before): Your elections of life insurance during previous Federal employment may affect your eligibility for life insurance during your new appointment. These questions are asked to help your personnel office make a correct determination.

18a. When did you leave your last Federal job? DATE:MM / DD / YYYY

18b. When you worked for the Federal Government the last time, did you waive Basic Life Insurance or any type of optional life insurance?

YES NO DO NOT KNOW

18c. If you answered "YES" to item 18b, did you later cancel the waiver(s)? If your answer to item 18c is "NO," use item 16 to identify the type(s) of insurance for which waivers were not canceled.

YES NO DO NOT KNOW

U.S. Department of Commerce - Office of Security Security Coversheet / Request for Investigation Coversheet

Date:________________________

Legal Name (First, Middle, Last) Other Names Used (example: Maiden Name)

Social Security Number

Gender Date of Birth (MM/DD/YYYY) Male Female

Place of Birth (City, State, Country) Country of Citizenship Dual Citizenship Subject’s Email Address

Visa Number Alien Registration Number

Position Title Geographic Code (If Employee) Nature of Action Code (If Employee) Duty Station (complete address)

Start Date (EOD) End Date Contract Company Contract Number Supervisor / COR Supervisor’s / COR’s Phone # HR/COR/Sponsor Email HR/COR/Sponsor Signature Previous Federal / DOC Work Dates

Type of investigation (check one)

Prints (less than 30 days)

SAC (less than 179 days)

Tier 1 Tier 2S

Tier 3 Tier 4 Tier 5 Reinvestigation

Position Sensitivity (check one)

Low Risk Moderate Risk High Risk Noncritical-Sensitive Critical-Sensitive Special-Sensitive

Mandatory Financial Fields for Processing Background Investigations Treasury Account Symbol (TAS) *fill in all active fields

SP ATA AID BPOA EPOA A Main Sub Format C

Accounting Data Organization code Project code

NOTES: 1. It is critically important that the TAS fields are accurately populated because they identify the fund account that will be used

to pay for your investigation. If you don’t know your TAS code you will need to consult your local finance or budget office.

2. Treasury Account Symbol must be provided and all fields completed. No actions will be processed without this information.

3. You must complete additional requirements listed in DAO 207-12 to obtain authorization for foreign national access to a DOCfacility. Please contact your Servicing Security Office if you have any questions.

4. Do not email this when filled-out. It will contain Personally Identifiable Information (PII).

Revised 01/01/2017

Status: Volunteer/Student Federal Employee Associate/Guest Contractor Foreign National *(See Note 3)

Bureau / Line Office

TIER 1 (PREVIOUSLY NACI) TIER 3 (PREVIOUSLY ANACI) TIER 5 (PREVIOUSLY SSBI) TIER 2S (PREVIOUSLY MBI) TIER 4 (PREVIOUSLY BI)

5.

NOAA HIRING GUIDE · NOAA HIRING GUIDE. Workforce Management Office. Last updated May 2018. A...

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Transcript of NOAA HIRING GUIDE · NOAA HIRING GUIDE. Workforce Management Office. Last updated May 2018. A...