HRM&CTF OFF-SITE RESULTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88-01192R000100210001-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 21
• Document Creation Date: December 27, 2016
• Document Release Date: November 21, 2012
• Sequence Number: 1
• Content Type: MISC

STAT,
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HRM$CTF OFF-SITE RESULTS
time p?Class `cation of positions in n
3. Major changes in the nature and scope of the occupation would
require new OP review.
position limiations.__ 8 _
2. Manager may then modify . position. structure within'` bud et and
Paz` :~?U ! O_ SMleveltt,
I.- Modify GS system
A. Retain existing grade structure.
B. Change existing step structure.
92_
1. Keep 30% pay ran a but give annual increases (from 10 to 19 steps
worth 3%, 1 1/2%, 1%)
2. Keep 3% step but expand pay range from 30% to 45% (from 10 to 1S
steps at 1-2-3 year intervals).
C. Retain and develop Agency unique Special Pay Scales as needed.
D. Expand and decentralize current performance award program.
1. Expand award pool from .2% to approximately 1.5.% of salary budget.
2. Scrap inter-directorate controls.
3. Give pro-rata share of award pool to each DD for delegation to
office level.
F. Decentralize and spimplify position classification process.
4. Institute a single performance award to replace the QSI, EA and SA.?
S. Office's may approve one-time awards of up to $5,000 and/or
perminent salary increases of 3 or 61. Larger awards will be approved
by the DD.
6. Awards may be instituted by supervisors or panels at anytime.
E. Review applicablity of these modifications to existing non-GS pay
cvctnmc and 4r....,.......-~~ _1_-_ - . .
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H. Enhance Benefits Program
A. Design and implement a flexible benefits program.
1. First phase: a cafateria style benefits plan to allow employees to
use pretax dollars to pay for their share of existing federal life and
health insurance premiums.
2. Second phase:
a) Choice among expanded benefits.
b) Flexible spending account.
c) Use of annual leave to pay for benefits.
B. Design and implement enhanced leave options.
1. First phase: create transition leave benefit--use of accumlated
home leave in last year before retirement.
2.
Second phase:
a)
b)
c)
Pay employee for annual leave forfeited based on exigency.
Allow conversion of forfeited annual leave to sick leave.
Establish sick leave bank.
3.
Third phase:
a) Depending on outcome of flexible benefits program, consider
other approaches for conversion of leave to cash.
b) Allow transfer of sick and/or annual leave between spouses.
C. Other benefits
1. Explore educational assistance benefit options
per rectorate) to determine training,needs;:.cost and availablity.
B. Develop occu
Al pation specific training programs in 10 occupations (two
Explore preferential retirement options.
A.: -- Proceed with dual 1,16A. program.:-
E. Design performance planning and evaluation tools for testing at
directorate option.
D. .Design and test individua. Career Development plans
C. Develop two occupations specific Carer-Development handbooks.
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IV. Expertiment with non-GS option
A. Select component.
B. Refine the following features:
1. Occupation specific banding.
2. Market pricing.
3. Incentive pay system.
C. Evaluate and assess experiment for expanded Agency application.
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SUMMARY
The Human Resource Management and Compensation Task Force (HRM$CTF) met at
an offsite the week of 5 October to review Agency (Employee and Management)
reaction and responses to the proposed Pay, Personnel Management, and
Compensation System.
The offsite was in preparation for an EXCOM discussion of the next phase
of the Task Force's activity. The Task Force recommends a strategy which
calls for development and early implementation of a variety of improvements to
our personnel structure, but within the broad contours of the GSAsystem. Ate
the same time we recommend a continue effort to refine and redesign the
non-GS system presented in the Task Force June 30, 1987 preliminary report,
and then field test this non-GS system.
The data presented below includes:
1. A brief review of the substantive areas of agreement and disagreement
among Directorates; and,
2. An outline of the options which the_Task,
considered:
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TASK FORCE ANALYSES
THE DIRECTORATE RESPONSES AGREE
0 There should be movement; doing nothing is not recommended.
o The Agency should take its time and not be driven by short/arbitrary
deadlines.
0 The proposal does not provide enough information to permit
well-informed judgements on merits Y
J 8 , particularly occupational
banding, pay for performance, market-pricingand'PAR reform.
o A GS alternative should be developed for consideration with more
detail on what can be done within existing GS structure.
o The proposal, particularly pay-for-performance and PAR reform,
appears to place additional heavy burdens on managers who are
already over-taxed performing daily functions.
Qke ticismtre arding the Agency bi.lity to
administer and- obita
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o A simplified, decentralized pay classification system is highly
desired.
o There is overwhelming support for a flexible benefits program.
o There is no support for retention bonuses.
o There is little support for the PAR reform features.
o There is concern about loss of status (with separation from
. is
GS-ranks).
o The plan appears to favor senior level employees.
INITIAL AREAS OF DISAGREEMENT
o The DDI prefers to remain within the existing GS structure,
enhancing/modifying mechanisms already in place. This applies
primarly to occupationally defined bands and incentive pay. Other
features rece'ved qualifiu rt.
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determinations-are made. These center primarily around
occupationally defined banding, market-pricing. incentive nav_ and
o The DS$T, DO, DA, and DCI areas provided qualified support to the
overall plan but felt that further clarification was needed to
permit a more informed judgment by employees and management. They
also felt that a GS alternative should be developed for concurrent
consideration.
TASK FORCE CONTENTS AND OBSERVATIONS
o In the Task Force's review and discussion of the Directorate
responses, it waa''CTar "that the Agency is not ready to move to the
totally integrated proposal. Nor was remaining with the status quo
considered desirable.
o A modified-GS version has much merit and could probably be
implemented without the trauma of change associated with the non-GS
version.
o The initial review by employees has identified areas where further
details and explanation to employees._are required before final
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0 A more deliberate approach is now required. Following receipt of
reactions to the second paper, a test-bed should be the next step in
evaluating the feasibility of the integrated non-GS system.
o In the interim, an enhanced GS system could provide a vehicle for
gradually implementing changes that are non-threatening, but offer
transition capability to a non-GS system, if that turns out to be
desirable.
ENHMCED GS SYSTflYt `s- -f.
In accordance with the desires of the directorates, we have developed an
alternative to the occupationally-banded incentive pay system which includes
many of the attributes of the proposed features which had broad acceptance,
but was within the confines of the GS structure. We were able to develop, for
example, proposals for:
a) a more simplified, Agency-specific classification system,
b) the decentralization of position classification
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c) broader pay ranges which allow more lateral salary potential for
employees in a pay grade, relieving the upward pressure on the
system to promote,
d) definition of occupations at well-defined and realistic work
levels and,
e) an award system which provides a more efficient and timely means
to recognize and reward Agency employees.
"`But at the same time, these enhancements to our current personnel
structure contain few radical departures and keep us firmly within the GS
system. They should cause very little pain to implement, feel comfortable to
most of our employees and yet address most of the problems which our employees
and managers have asked us to fix.
The development of a enhanced GS system would immediately meet the
following key design elements apparently desired in any changes.
Retain the familiar GS-grade structure by:
Maintaining GS grades
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b) Retaining and expanding the use of special pay scales to
accomodate occupation specific problems resulting from GS pay scale.
One approach would be to keep the current 30% spread between minimum and
maximum in each grade level but to revise the step structure.
Currently there are 10 steps each worth approximately 3%, but
waiting periods increase to 2 and 3 year intervals as the employee
progresses through the range. To enable us to award an increase
annually as a form of continuing recognition, we could introduce a
19 step structure that would allow employees- In
Tyear waiting
periods to recieve 1 1/21 per year, and those in 3 year waiting
periods to receive 1% annually. Without significant additional
cost, this provides a more frequent recognition for employees.
10), and a three-year wait for the last third to s 11 15).
range (steps 1 -,S), a two-year wait for the second third (steps 6
GS grade. This would allow 1S rather than 10 increments of 3%
each. Progress through the steps would be proportionately similar
to the current system. A one-year wait for one third of the pay
A second variant would be to go from a 301 to a 4S% spread in each
.,off,
option facilitates use of the QZ nerfonca ro id
scales at`ligher steps and having to wait 2 - 3 years for the next
step; and addresses plateuing or headroom problems anticipated in
aFFLU L e sala progression_tor employees coming .
cial,.pa
y
y
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the near future.
2. Simplify and decentralize the existing cumbersome position
classification system by defining
a) The full-performance/journeyman level (a discrete GS grade
or range of GS grades) for each occupation.*
b) The senior level within an occupation. Again it may be a
Discrete GS grade or a.range of grades.
No position descriptions would be needed and no centralized classification
"~r`
effort would be undertaken for jobs below journeyman level. Moreover, once
journeyman and senior level are defined, managers are free within budget
controls to create, add or move postions without OP review. Only if there
were major changes in.the nature and scope of the work would a new review be
required.
3. Greatly enhance and simplify the awards system to recognize
performance. This could be done by:
*Each occupation could be defined as
(i.e., all analysts or just econom
Cross-Directorate
i.e. --computerprogram/analyst would'also be covered.
narro!y or was broadly
9
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a) Eliminating current inter-directorate boards and delegating
responsibility to DD's.
b) Creating an awards pool of 1 to 1.5% of salary vice the existing
level of .2$ (This more in line with current NSA systems). The pool
would be divided among the Directorates.
c) The Directorates would delegate authority to the office level to
approve performance awards which could be proposed by supervisors at
any time or be part of the PAR process or a promotion panel
exercise. The offices could approve one time'`awards of`up to $5000
and/or permanent salary awards of 1-2 steps (3-61). Larger amounts
would be approved by the DD.
4. Design a first-phase cafeteria-style benefits plan which would be
simple to implement and have a significant positive impact on employees by:
a) Allowing employees to subscribe to any existing federal life or
health insurance program and;,
bAllowing employees to pay for these life or health insurance
programs with Dretax dollars thus affnrdina Pmnlnvaac s rnrciAarshla
a
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out of pocket savings at a time of steeply rising insurance cost.
S. Encourage improvement and institutionalization of existing expert or
dual track programs and examination of where additional dual track programs
shall be created.
6. Create a transition leave benefit as part of an effort to create and
control flow-through group. Employees in their last year would be able to use
their home leave balance to prepare for post-Agency employment.
7. Develop improved career guidance tools to include:
a)writing and validating career development handbooks for
occupations, including the training requirements which the
management of each occupation would wish to have available,
b)with OTE participation, develop tools to support voluntary use of
individual career development plans.
8. Develop the management training to support and assist In implementing`
these proposals. This could include development by OTE of additi ._1.modules
to existing managment traini su6 as-
.r1a:'.J~~b.il5':3_
a)additional performance appraisal, performance planning and?~areer
development support to supervisors and new managers, not focused on"
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a) allow for component manager control of position classification
and promotion headroom;
b) support the enhanced and decentralized performance award program;
and,
c) administer the first phase cafeteria-style benefit program.
performance appraisal forms, but on communication and counseling of
employees, and on assisting employees to obtain the training and
skills necessary to achieve career goals.
b)Instruction on effective utilization of the new simplified
position classification system.
9. Development of the Automation support to:
//
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NON-GS SYSTEM
The continued exploration of the non-GS option:
a)Shows responsiveness to employees in following through in their
suggestions for improving the proposal and providing data for them
to make informed decisions as to whether they want to buy into any
system changes beyond the GS modification.
b)Provides a basis for discussion in the upcoming NAPA and oversight
committee reviews of our system. It would be in accord with SSCI
and HPSCI counsel for us to step back and look at our total
personnel and compensation system and avoid the "quick fix." It is
also responsive to HPSCI's concern that we not go too far, too fast.
After review and discussion of the Directorate positions,on the features
of the preliminary report, the Task Force judges the following major features
to require clarification and redefinition as part of the revised HR plan.
MARKET LINKAGE
tionally based banding and market
negative comments from
ricinQ receivM ss
-MAR W-
loyees because they :feared: _w _ -,, ._
'-a)that it would not deliver'
a
sector rates,
adjustment which met private
I _-)
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b)that it could lead to downgrading, rather than upgrading, of
salary levels, and
c)would prevent employees from receiving government-wide
comparability increases.
It is necessary in any second version for us to explain to employees that:
no employee will make less than they do now.
occupations which cannot be market-priced will benefit from their
linkage to occupations which can be market-priced.
occupational panels will participate in the market pricing process
to assure we get the best possible market job matches.
market pricing will not interfere with management decisions
governing internal equity issues.
all employees will continue to receive government comparability
/a
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In summary, what we can achieve through the modified GS system with an
expanded use of special pay scales is the ability to make periodic salary
adjustments to those occupations which are out of alignment with the market
place. An occupationally-based, pay banded system would do the same thing and
also allow us to use market pricing to make corresponding upward adjustments
to those Agency occupations which have no precise correlate in the private
sector, which otherwise would receive no adjustment.
The mechanism for market linkage needs to be more thoroughly explained
before we can have a complete understanding of reactions to the preliminary
report. The objective of'this re-explanation is to more fully describe what
the Agency can gain internally from market linkage of occupations. In so
doing, two facts will be made clear:
a)no employee will make any less than he/she does now, and
b)every employee will continue to receive USG comparability
increases.
INCENTIVE PAY
would foster uriheait} competition. What we'have achieved in the modified GS
system is a more adequately funded award pool and a more efficient method by
which managers an award s ~`.
performance. What we can do , is to evaluate whether
m
i
~~ ? , . R o a in ster,
or issue causing_negative_comment was incentive
Employees believe that the system would he unfair too ha t d
'
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the various private sector performance salary adjustment systems would provide
any additional advantages to us. For example, we will need to determine
whether employees remain comfortable under a system in which first line
supervisors are able to provide many more awards than is presently the case
without any systematic requirement to review all employees in the process.
LEAVE CONVERSION
Numerous revisions are in order for this feature. Specifically:
expand the provision to all employees without regard to current
criteria for leave restoration.
develop detailed cost projections.
state the limits on amount of leave that could be cashed in (e.g.,
one week).
offer the possibility of exchanging leave between spouses.
Evaluate the tax implications results from home leave policy
changes.
I r*
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PERFORMANCE EVALUATION AND PERFORMANCE PLANS
Redefinition should focus on how these features are intended to differf in
practice from AWPs and LOIs, and clarify the practical benefit.
OCCUPATION SPECIFIC AND IMPROVED AVAILABILITY OF TRAINING
The Task Force will clarify the details of how the proposed system would
work, what it would cost, and where training responsibilities lie. To do so
we will work up training plans and costs for 6 - 10 occupations.
EDUCATIONAL ASSISTANCE
This feature will be revised to provide for loans for non-education
purposes.
STAFFING MANAGEMENT TOOLS
This feature will be rescoped to a) eliminate retention bonuses (no
support) and b) expand elegibility for early retirement to "senior" employees
in all fields instead of SIS or experts.
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In addition to areas where redesign and redefinition is in order, the TAsk
Force identified two additional features that had no support in the Agency and
may not warrant further action at this time:
RETENTION BONUS : This is believed to be too difficult to control.
PROMOTION: The belief was that attempting to quantify Agency-wide
promotion factors to specific occupations would be unworkable and
overly complex..
The issues and options thus are:
a)do nothing more at this time,
b)proceed with a modified GS system consistent for consideration by
employees, if yes:
1)retaining the current 30% span with annual step increases or;
over spans of 1, 2, or 3 years,
2)with an expanded S0% GS grade range with step increases given
c)proceed with modifyin
/clarifying non Gs-proposal (gray book
i7
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future consideration by employees,
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d)do both b and c above for employee consideration, including
implementation of design proposals of GS system and test-bed
approach for non-GS.
The Task Force recommends option d. Option B would provide immediate
improvements in awarding performance and simplify decentralizing
classification. It also provides a basis for an evolutionary process if
desired towards a more modern system. At the same time we would redesign the
non-GS approach and test-bed it, following review and comments by employees.
J.x
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