DCIPS Occupational Structure Review

Slides:



Advertisements
Similar presentations
Gaining experience in the workplace and completing courses similar to this one will help you develop these skills.
Advertisements

How to write an effective job description
Creating or Updating Job Descriptions. Agenda Requesting a new position and updating a current position Position Evaluation Questionnaire (PEQ) Compensable.
IT Career Framework. IT Career Framework Imagine…. ….being able to identify how your role fits within the larger picture and being able to identify.
Criminal Justice Organizations: Administration and Management
Human Resources Management. Poor HR…  Hire wrong people  Staff under performs  Employee dissatisfaction…attrition  Difficult employees  Under utilize.
Classification Appeal Process First, get your PD Second, look at the Commerce Web site to determine a PD or possible PDs in the same job group or job family.
Designing Pay Levels, Mix, and Pay Structures
Use of Working Titles Broad unit authority with periodic central HR/unit review Used in directories, verification of work and business cards Working Title.
Career Banding.
INDUSTRIAL & SYSTEMS ENGINEERING
©a Times Mirror Higher Education Group, Inc., company, 1997 IRWI N Equity Theory OUTCOME INPUTS OUTCOME INPUTS ? the same more or less A person evaluates.
Staff Compensation Program Update
Agenda Topics: Managing Pay Within a Grade Setting Starting Salaries
Perspectives on Effective Leadership Behavior
Careers in IT Farrokh Alemi, Ph.D.. Course on Project Management Credit.
Ch 4 1 To develop and operate a compensation system that promotes fair treatment, an organization should consider such compensation strategies as: l Relating.
BP Centro Case Top management job descriptions Team 4 Jussi Tiilikainen Jiri Sorvari.
Chapter 7 Administration of the Fire Department
UNCLASSIFIED (Command Name Here) Town Hall DCIPS Transition and Way Forward (Insert Date Here) UNCLASSIFIED.
Assessing Your Organizational Span of Control State Classification Office, September 2003.
Part 3 Managing for Quality and Competitiveness © 2015 McGraw-Hill Education.
Designing Organizational Structure
POSITION AND SALARY MANAGEMENT LEAD 2012 Job Categories Position Descriptions Career Bands and Salary Ranges Position/Salary Change Requests 1.
Career + Compensation Program?
Human Capital Management Assessment Joe Burt Director, HRM March 31, 2004.
Vgt1 DUTY A DUTY IS THE LEGAL OR MORAL OBLIGATION TO PERFORM A REQUIREMENT ARISING FROM THE POSITION AN INDIVIDUAL HOLDS.
Non-Academic Staff Compensation Program Employee Presentation 2013.
WORKING EFFECTIVELY IN AN INFORMATION TECHNOLOGY ENVIRONMENT
Enhanced Performance Management Process Results-driven performance objectives and performance elements address what and how achievements are accomplished.
Army Intelligence Personnel Management Office (IPMO)
PANHA CHIET UNIVERSITY Course: Principle of Management Introduced By: YORN SOMETH, MBA Summary my Background rbs Graduated: BBA from National University.
DCIPS Overview- Executive Briefing
“CITUS ET CERTUS” 435th Air Base Wing NSPS Classification Andy Liepnieks/Colleen Wilson /
Spring 2007Introduction to Organizations and Management1.
DCIPS Implementation Project Plan Update Army G2 Intelligence Personnel Management Office (IPMO) April 6, 2009.
© Prentice-Hall, Inc., 2001 Chapter Seven Building Internally Consistent Compensation Systems.
Page 1 Organizing Mrs. Belen B. Apostol. Page 2 Organizing Organizing is the process of structuring an entity’s resources and undertakings in order to.
Executive, Administrative and Professional Exemptions FLSA 29 CFR 541.
DCIPS Performance Management Rating Guidance for Supervisors.
The Nature of Management Lecture #1. Characteristics of Organizations Combining of individual efforts in pursuit of certain common purposes or organizational.
NAF HR for SUPERVISORS.
Organizational Development Specialist Responsibilities –Analyzes organizational structures, responsibilities, team work, business or operating procedures,
Unit one ORGANIZATION STRUCTURES “It’s all about working together” What is organizing as a managerial responsibility? What are the most common types of.
Nature of Management Goal Oriented : It coordinates the efforts of workers to achieve the goals of the organisation. The success of management is measured.
Managing Employees 11 chapter. Staffing The process of recruiting and hiring employees to fulfill job obligations associated with the delivery of a product.
Planning and Organizing Chapter 13. The Planning Function Planning for a business should stem from the company’s Business Plan – The business plan sets.
- 1 - FINAL_NOScript_JDVerificationTraining pptx Job Titles Examples Used for HISD Nonexempt Jobs Assistant: Using knowledge of a functional area(s),
HR Elements for HR Practitioners 1 Lesson 7: Performance Management Duration: 1 hour, 30 minutes Performance Management Slide 7- 1.
Discussion on Compensation. Goal To assist in securing and retaining a staff of necessary quality to achieve the goals and objectives of the organization.
HR Elements for HR Practitioners 1 Lesson 4: Position Alignment Duration: 2 hours, 30 minutes Position Alignment Slide 4 -1.
BROADBANDING. OVERVIEW GOALS/OBJECTIVES Decentralize compensation management & administration Reduce the need for reclassification reviews and improve.
Fredonia Fair Labor Standards Act- (“FLSA”) Compliance Plan
Job Titles Examples Used for HISD Nonexempt Jobs
Position Descriptions for Public Health Informaticians
Clinical Engineering Lecture (3).
Human Resource Management
Business, Management & Administration
Working Title Guidelines
Overview of UVA Job Structure
UNC Banding Decision Bands Bret Naber CHECO – Salary Banding
Career Banding Program for North Carolina State Government Employees
Managers and Organizations
Creating or Updating Job Descriptions
Management Information Systems: Classic Models and New Approaches
Career Framework: Grade
Making Sense of Overtime Law Changes
Overview of Academic Staff Title Change Process
The University Career Architecture Project (UCAP) is designed to better define jobs, support career progression, and align compensation practices with.
Presentation transcript:

DCIPS Occupational Structure Review May 2009

Agenda Occupational Structure Overview Mission Categories Work Categories Work Levels How Positions Map to Occupational Structure How Pay Bands Map to Work Categories and Work Levels Contact Information

Competency-based Position Descriptions Occupational Structure Overview Mission Categories Level 1 Work Category Work Category Work Category Level 2 Work Level Work Level Work Level Work Level Level 3 Competency-based Position Descriptions Level 4 3 3

Mission Categories Mission Categories are derived from those in the National Intelligence Program budget structure. They shall be used to the extent practical to categorize DCIPS occupations or positions performing similar or related missions or functions USD(I) has defined seven Mission categories (Volume 2007): Collection and Operations Processing and Exploitation Analysis and Production Research and Technology Enterprise Information Technology Enterprise Management and Support Mission Management

Work Categories Work Categories - Broad sets of related occupational groups that are characterized by common types of work USD(I) has defined three Work Categories Technician/Administrative Support Professional Supervision/Management 5 5

Technician/Administrative Support Work Categories Technician/Administrative Support Positions that primarily involve support for the operations and functions of a particular type of work or organizational unit Activities are technical or administrative in nature Positions in this category typically are covered by the Fair Labor Standards Act Technician/ Administrative Support Occupational Series and Job Title Examples Administrative Support Assistant 0303 Computer Operator 0332 Civilian Pay Technician 0544 Human Resources Assistant 0203 Police Officer 0083 6 6

Work Categories Professional Positions primarily involve professional or specialized work that requires the interpretation and application of concepts, theories, and judgment As a minimum, all groups in this category require either a bachelor’s degree or equivalent experience for entry This work category features multiple career progression stages and work levels Mechanical Engineer 0830 Staff Officer 0301 Professional Occupational Series and Job Title Examples Auditor 0511 Human Resources Specialist 0201 IT Specialist 2210 Intel Officer 0132 Security Specialist 0080 7 7

Supervision/Management Work Categories Supervision/Management Positions that primarily involve: Planning, directing, and coordinating the operation of units Developing and/or executing strategy Formulating and/or implementing policies Overseeing daily operations Managing material, financial and/or human resources Supervisory Administrative Officer 0301 Supervision/ Management Occupational Series and Job Title Examples Supervisory Financial Specialist 0501 Supervisory Human Resources Specialist 0201 Supervisory IT Specialist 2210 Supervisory Intelligence Officer 0132 Supervisory Security Specialist 0080 8 8

Work Levels Work Levels -General descriptions that define work in terms of increasing complexity, span of authority/responsibility, level of supervision (received or exercised), scope and impact of decisions, and work relationships, associated with a particular work category. USDI has defined four work levels: Entry/Developmental Full Performance Senior Expert 9 9

Work Level – Entry/Developmental Work at this level involves: Learning and applying basic procedures Acquiring competencies through training and/or on- the-job experience Positions in the Technician/Administrative Support Work Category at this level : Involve independent performance of duties Have a primary function of executing established office procedures and standard program practices The Entry/Developmental Work Level has positions in the following work categories: Technician/Administrative Support Professional 10 10

Work Level – Full Performance Work at this level involves: Independently performing the full range of non- supervisory duties assigned to the employee Employees at this level have: Successfully completed required entry-level training or developmental activities, either within Army Intelligence or prior to joining Army Intelligence Full understanding of a technical or specialty field Independently handle situations or assignments with minimal supervision The Full Performance Work Level has positions in the following work categories: Technician/Administrative Support Professional Supervisor/Manager 11 11

Work Level - Senior Senior Work at this level involves: Complex assignments that require extensive knowledge and experience in a technical or specialty field Employees at this level: Receive broad objectives and guidelines from the supervisor Act independently to establish priorities and deadlines May lead and coordinate special projects, teams, tasks, and initiatives Are likely to have an impact beyond the employee’s immediate organization The Senior Work Level has positions in the following work categories: Technician/Administrative Support Professional 12 12

The Expert Work Level has positions in the following work categories: Work Level - Expert Expert Work at this level involves: An extraordinary degree of specialized knowledge or expertise Employees at this level: Set priorities, goals, and deadlines Accomplish critical mission goals and objectives Create formal networks involving coordination among groups across the IC and other external organizations Professional The Expert Work Level has positions in the following work categories: Supervisor/Manager Employees at the Expert work level use an extraordinary degree of specialized knowledge to perform highly complex and ambiguous assignments that typically require integration and synthesis of many unrelated disciplines and unlike concepts. Employees at this level receive broad objectives and guidelines, set priorities, exercise independent judgment to take action, lead and coordinate others and activities, and are likely to have an impact beyond their immediate organization. Components rely on Expert-level employees to accomplish critical mission goals and objectives and as a result, employees may lead the activities of senior and other expert employees. The Expert work level includes positions in the Professional work category. 13 13

Work Level – Supervisor & Manager Plans, directs, assigns, leads, and monitors work Hires or selects employees, and manages and appraises employee and organizational performance. Makes decisions that impact the resources (people, budget, material) of the work unit Collaborates with supervisors across the organization Manager Supervises other subordinate managers and/or supervisors Directs and allocates resources (people, budget, material) across the organization Sets organizational goals, objectives, and priorities Interacts with, influences and persuades high-ranking officials inside and outside the organization The Supervisor & Manager Work Levels have positions in the following work categories: Professional Senior Expert The last work level we will review is that of supervisors and managers. You may wonder what the differences are between their responsibilities. Supervisors plan, lead and monitor work, while managers set organizational goals and priorities. Supervisors hire employees and manage their performance, while managers supervise other subordinate managers and/or supervisors. Supervisors make decisions that impact work unit resources, while managers direct and allocate resources across the entire organization. Supervisors collaborate with their peers across the organization, while managers interact with and influence high-ranking officials inside and outside the organization. The Supervisor and Manager work levels include the Professional, Senior and Expert work categories. 14 14

How Positions Map to the Occupational Structure Example: Human Resources Specialist – Pay Band 3 Mission Category Enterprise Management & Support Work Category Professional Work Level Full Performance Competency–based Position Description Performs, advises, develops, reviews… 15 15

Mapping Pay Bands to Work Categories and Work Levels Supervisor/Manager Level (Expert) Expert Level Pay Band 5 $98,156 - $134,148 (Senior) Senior Level Pay Band 4 $70,615 - $114,047 (Full Performance) Full Performance Level Pay Band 3 $49,544 - $96,509 Entry/ Developmental Level Pay Band 2 $33,477 - $61,628 Pay Band 1 $17,540 - $45,753 Supervision/Management Professional Technician/ Administrative Support Work Categories Pay Bands and Salary Ranges* *Salary ranges are for Base Pay rate and do not include a Local Market Supplement (LMS) 16

DCIPS Conversion Calculator The DCIPS Conversion Calculator will help you: Understand the DCIPS conversion process Determine your DCIPS work category, work level, and pay band, and estimated within-grade increase (WGI) buy-in (It is not intended to result in official conversion information) The calculator can be found using the following link: http://dcips.dtic.mil/convcalc/convcalc.html

NIPRnet: http://dcips.dtic.mil/index.html USDI DCIPS Website NIPRnet: http://dcips.dtic.mil/index.html

Army IPMO DCIPS Website NIPRnet: http://www.dami.army.pentagon.mil/site/dcips/ SIPRnet: http://www.dami.army.smil.mil/site/dcips JWICS: http://www.dami.ic.gov/site/dcips 19

Contact Us Your Command Transition Manager Ms. Yolanda Watson Chief, Intelligence Personnel Management Office (IPMO) Phone: 703-695-2443/DSN: 225-2443 Ms. Vieanna Huertas Army DCIPS Implementation Lead, IPMO Phone: 703-695-1070/DSN: 225-1070 Mr. Mark Johnson Alternate Army DCIPS Implementation Lead Phone: 703-695-3689/DSN: 225-3689 DCIPS E-Mail Inbox NIPRnet: DCIPS@us.army.mil JWICS: DCIPS@dami.ic.gov SIPRnet: DCIPS@dami.us.army.smil.mil