6.335.1  IRS Merit Promotion Plan and Internal Placement (Cont. 1)

6.335.1.12 
Merit Promotion Plan

6.335.1.12.14 
Determining Highly and Best Qualified

6.335.1.12.14.1  (03-20-2013)
Use of Quality Groups For Internal Non-Bargaining Unit (NBU) Non-Managerial Positions Announced in CareerConnector (CC)

  1. With the implementation of CC for internal NBU positions, quality groups were established for use in filling non-bargaining unit positions. The quality group referral method places applicants in quality groups (Best Qualified, Highly Qualified, Qualified) based on their responses to on-line questions. The quality group method allows management the opportunity to consider a larger pool of Best Qualified (BQ) applicants with the option to consider candidates from the next lower quality group if needed.

  2. The use of the quality group referral method is an alternative to the traditional referral method used for NBU vacancies as outlined in IRM 6.335.1.12.14. The traditional method limits the number of BQ candidates referred based on the number of vacancies and whether meaningful distinctions exist among candidates.

  3. Management has the option to use either referral method based on their preference and hiring needs. The referral method used must be included in the CC vacancy announcement.

  4. Quality Groups: Cut off scores for three quality groups, Best Qualified (BQ), Highly Qualified (HQ), and Qualified (Q) are pre-established in CC.

    The following guidance will be used when referring candidates using the quality group method except management positions announced in CC. Prior to announcing a vacancy, the HR Specialist should consult with the Hiring Manager to discuss the referral method (i.e., quality group method or traditional method) that would best meet their hiring needs. For management positions follow the guidance in the Policy for Management Selection 2.0 (MSP 2.0). :

    1. Candidates will be assigned to one of three quality groups based on their responses to the online questions. Each group represents a quality level (BQ, HQ, or Q).

    2. Candidates will be referred in alphabetical order within each quality group.

    3. Candidates will be referred to the selecting official in quality group order with the BQ quality group considered first.

    4. The selecting official has the discretion to request the next lower level quality group of candidates after the higher level quality group has received proper consideration and/or if there are an insufficient number of applicants available for consideration.

    5. If there are three or less candidates on the BQ quality group certificate, both BQ and HQ quality group certificates may be referred automatically to the selecting official due to an insufficient pool of BQ candidates.

    6. If there are four or more candidates on the BQ quality group certificate, the selecting official has the discretion to request the next lower quality group of eligibles after the higher quality group has received proper consideration. If the selecting official chooses not to select or chooses not to make all selections from the higher level quality group of candidates and requests to consider the next lower level quality group of candidates, he/she must document the merit based reason(s), e.g., candidates lack specific type of experience or insufficient pool of candidates. The documentation can be accomplished in the comment field of the online certificate or by sending an email to the servicing HR Specialist.

      • The Servicing Employment Office (SEO) must ensure receipt of supporting documentation from the selecting official before issuing the next lower level quality group certificate. The SEO is responsible for reviewing the documentation and must ensure that the reason submitted is merit based. Documentation that does not appear to be merit based must be questioned and/or elevated through the appropriate channels.

      • The SEO will upload the supporting documentation in the appropriate Manage Case File option in CC if the documentation is not generated or processed through CC.

    7. Each quality group will be referred on a separate certificate and will not be merged with other quality groups.

    8. After final selection/nonselection is made, the selecting official must return the certificate(s) for the higher and lower quality groups to the SEO.

    9. If it is determined by the business unit that they have not received sufficient candidates or received too many candidates in the BQ quality group, the SEO should elevate this concern to Talent Acquisition and Evaluation for reevaluation of the crediting plan and/or pre-established cut off scores for future announcements.

    10. For current vacancy announcements changes can not be made in the referral method, pre-established cut off score or crediting plan. This would be a violation of merit systems principles.

6.335.1.12.14.2  (03-20-2013)
Language for "Certificate Notification to the Selecting Official" Template

  1. The following language should be included in your communication to the selecting official when forwarding the Certificate of Eligibles. You should add this language in the "User Enter" area of the "Certificate Notification to the Selecting Official" template:

    "Each quality group represents a quality level (i.e., Best Qualified, Highly Qualified, and Qualified). Applicants must be considered in quality group order, with Best Qualified considered first. If there are 4 or more candidates remaining in the higher quality group and you decide to request the next lower quality level group of candidates, your decision must be documented with a merit based reason. The documentation can be noted in the comment field of the on-line certificate or by email to your servicing HR Specialist. Your servicing HR Specialist will review your justification and, if warranted, will issue you the certificate for the next lower quality group of candidates."

6.335.1.12.14.3  (03-20-2013)
Quality Groups and Interviews

  1. It is not mandatory to interview all applicants within a quality group, unless there is a mandatory interview required by the position. If the selecting official decides to limit the number of interviews within a quality group, the criteria used to select applicants for an interview must be job related, i.e., candidates interviewed had specific job related experience in the private or public sector. The selecting official must document the merit based criteria used to select interviewees. The SEO must upload the supporting documentation in the appropriate Manage Case File option in CC.

6.335.1.12.15  (03-20-2013)
Selection

  1. The selecting official has the right to select or not select from among a group of appropriately certified candidates. Management also has the right to select from other appropriate sources (i.e. reinstatement, transfer, veterans' appointment, those within reach on an appropriate external certificate, etc.) or concurrent selection from several appropriate sources.

  2. The selecting official may select any candidate referred as BQ as well as those referred as non-competitive candidates (i.e. reinstatements, transfer, reassignment, etc.). Selection interviews may be conducted, at the selecting official’s discretion. Additional guidance on selecting a candidate being considered for a lateral reassignment is contained in the section below, Lateral Reassignments (See IRM 6.335.1.12.16).

  3. If a BQ candidate is selected and does not accept the position, the declination must be documented in the promotion file. The selecting official then has several options:

    1. Choose from among the other best-qualified candidates appearing on the same referral certificate;

    2. Move another highly qualified candidate into the best-qualified group and then make a selection; or

    3. Elect to fill the position by other means.

  4. Additional positions of the same kind (i.e. the vacancy announcement information would be the same) may be filled within 60 calendar days of the initial selection.

  5. Promotion files will be documented if actions occur within the life of the promotion action that may lead employees to believe that pre-selection, favoritism or other merit violations are affecting competitive selections (i.e. last-minute additions to the selection referral, reappraisals of candidates, long delays in making selections, etc.).

6.335.1.12.16  (12-29-2009)
Lateral Reassignments

  1. Generally, the application and consideration procedures in the promotion system will be allowed to function as freely as possible. Employees may continue to file voluntary applications for positions of their choice. Unless the area of consideration was restricted in the vacancy announcement, employees will continue to receive full consideration for lateral reassignments by the selecting office.

  2. However, to promote fairness for all concerned parties, an action involving an employee selected for a lateral reassignment will be effected only if the employee is considered to be the best person for the position and after the impact on the losing office has been determined, or in cases of real hardship.

  3. The determination as to whether or not an employee is the best person for the position does not necessarily have to result from a structured competitive process; however, non-competitive actions must be based on a review of the employee’s abilities and the management needs involved. Lateral reassignments will not be effected to avoid recruiting or training local people, just because the employee involved wants to move there, or for other reasons that are not either cost effective or directly mission related.

  4. In terms of deciding the best person for the job, selecting officials will be encouraged to give preference to their local candidates, particularly when filling positions at and below the full working level. Selecting officials are strongly encouraged to exhaust the supply of local, well-qualified employees eligible for promotion before making lateral reassignments.

  5. After the "best person" test has been met, appropriate officials must also look at the impact of the selection on the losing BOD, and reach an agreement as to where the greater need exists. After the selecting office has determined that an employee is the best person for the position, that BOD will contact the losing BOD to discuss the situation, and reach an agreement based on a mutual consideration of each other’s needs.

  6. No BOD may have a policy prohibiting the release of employees for lateral reassignment. All lateral reassignments will be in compliance with existing regulations and the release of employees for lateral reassignment will be made within a reasonable timeframe as well as mutually agreeable to both the gaining and losing office.

  7. In the case of competitive reassignments, an employee determined to be among the BQ through the competitive process meets the "best person" test. Competitive reassignments between two BODs (or equivalent) will be granted unless there are extenuating circumstances that would negatively impact the overall operation of the organization and that cannot be relieved by an extended reporting date. Competitive reassignments within a BOD can be denied with the concurrence of the lowest supervisory level in the BOD with supervisory responsibility over both the gaining and losing organizations.

  8. Release disputes between BODs will be raised for resolution to the Division Commissioners (or equivalent). If the Division Commissioners (or equivalent) cannot agree, then the Deputy Commissioner will have final authority.

  9. No lateral reassignment may be finalized until the above process is completed, and the losing office has agreed to the release. An employee should not be notified of his/her selection until all required coordination has taken place. The release date should be coordinated between the two BODs.

  10. However, there are two situations when the losing office should not object to an employee’s release. These are:

    1. When it is not feasible for the selection office to recruit or train local people;

    2. When the employee involved has been selected for a position, which clearly enhances his/her career opportunities. Examples of this would be when an employee is moving into another occupation which has greater promotional opportunities and/or provides valuable developmental opportunities for the future; or when an employee is moving into a more responsible position.

  11. The appropriate management officials will determine whether or not moving expenses will be paid. However, moving expenses will not be paid when the lateral reassignment is effected at the employee’s request based on hardship circumstances, except in very unusual situations personally approved by the Division Commissioner (or equivalent). Division Commissioner (or equivalent) should establish appropriate controls to comply with these instructions. Information pertaining to moving expenses is contained in IRM 1.32.1, Financial Policies and Procedures, Official IRS Local Travel Guide.

6.335.1.12.16.1  (03-20-2013)
Temporary Reassignment Actions

  1. Under Federal Register 73 FR 66148, November 7, 2008, "Changes in Pay Administration Rules for General Schedule Employees," an agency may reassign an employee to another position for a specific period of time, but the agency will l use the Nature of Action (NOA) code 721 for the reassignment. OPM staffing regulations make no distinction between permanent and temporary reassignments, however, certain OPM regulations recognize this distinction.

  2. Only two situations warrant processing a competitive or non-competitive temporary reassignment.

    Note:

    If the employee does not qualify for the position the action will be processed as a detail.

    1. Special Rate Reassignments:

      A reassignment will be processed when an employee temporarily moves from a non-special rate position to a special rate (SR) position at the same grade, and the special rate is higher than the employee's rate of basic pay, e.g., employee is temporarily reassigned from a GS-335-7 to a GS-2210-7 (special rate).

    2. Long -Term Rotational Reassignments:

      • A reassignment will be processed when an employee temporarily moves from a bargaining unit position to a different bargaining unit position based on a negotiated LOU rotational agreement (e.g., GS-512, 526, and 1169 employees covered under the SB/SE Rotational Positions Agreement). Depending on the locality pay areas involved, this may or may not result in a change to the employee's rate of basic pay. The employee will be placed in the correct BU awards pool.

      • A reassignment will be processed when an employee temporarily moves from a bargaining unit position to a non-bargaining unit position based on a Recruiter Rotational Assignment NTE Three Years (e.g., employee moves from a GS-512-13 bargaining unit position to a GS-512-13 non-bargaining recruiter rotational reassignment NTE three years). Depending on the locality pay areas involved, this may or may not result in a change to the employee's rate of basic pay. Any union dues being withheld will be stopped and the employee will be placed in the NBU awards pool.

        Note:

        If the employee does not qualify for the position the action will be processed as a detail.

  3. Complete the acknowledgement of Temporary Reassignment notice, for both competitive and non-competitive actions, and send a copy to the gaining manager to share with the employee (Exhibit 1-12). The manager should retain a copy in the Employee Performance File. The servicing EO must maintain a copy of the acknowledgement and the finalized PAR in the vacancy announcement file.

6.335.1.12.17  (12-29-2009)
Release of Employee After Selection

  1. Release of an employee for promotion, reassignment or change to lower grade will normally not be delayed beyond the end of the first full pay period after selection, or after the position is vacant if selection is made in advance.

  2. Exceptions to this provision may be made in circumstances when an employee’s release date within the prescribed time limits would unduly hamper operations, or greatly inconvenience the employee involved. Such exceptions can be made only by mutual concurrence of the gaining and losing BODs.

  3. An employee’s promotion will under no circumstances be delayed beyond two full pay periods after selection unless the employee agrees to the delay or the promotion is contingent upon an established training date. It is not required that the promotion effective date and the reporting date be the same. If they are not the same, applicable detail requirements apply.

6.335.1.12.18  (12-29-2009)
Documentation

  1. Documentation of a promotion action must be sufficient for a reviewer to reconstruct the action in its entirety, including reasons for determining qualified, HQ, and BQ. Complete promotion files must be maintained for two years from the date final selection is made and the selecting official signs the appropriate selection form. There is no need to duplicate information available in the Plan, the negotiated agreement or in other Personnel records; however, it must be annotated in the file where this information can be located.

  2. The promotion folder (electronic or manual) must contain, at a minimum, the following information:

    1. Identification of the position and the plan under which it was filled;

    2. Area of consideration;

    3. Documentation that special programs were cleared;

    4. Justification from management if the area of consideration is restricted;

    5. Qualification standard for each grade level and selective placement factors (including the validity documentation requirements for selective placement factors);

    6. Copy of Recruit Action;

    7. Copy of PD;

    8. Copy of the vacancy announcement;

    9. Evaluation methods (e.g. performance appraisals, applications, etc.); evaluation criteria (e.g. KSAOs, behavioral indicators, etc.) -including documentation of job analysis data and other data necessary to document the validity and job relatedness of the promotion procedures; or in the case of nationally developed criteria, a notation as to where this information may be found;

    10. System for ranking candidates and how it was applied to each eligible candidate (e.g. crediting plan);

    11. Names of all candidates that applied for consideration;

    12. Basic eligibility determinations on all candidates (e.g. a completed qualification determination record, a complete application, etc.);

    13. Names of all eligible candidates;

    14. Names of all highly-qualified candidates;

    15. Names of those referred to the selecting official;

    16. Name(s) of the individual(s) selected;

    17. Copy of selection certificate;

    18. Any other information that may be needed to explain actions taken in qualification, evaluation and selection processes (i.e. cancellation notice);

    19. Copy of certification for IR 340/343 positions, if applicable; and

    20. Copy of completed personnel action.

  3. The personnel action of the selected candidate must indicate whether the promotion was made under competitive procedures, as a career promotion or as an exception to competitive promotion procedures and that, at the time of promotion, the employee met all qualification requirements and other legal and regulatory requirements.

  4. Promotion records may be used for the following purposes:

    1. Personnel management evaluation reviews by the bureau, agency itself, or OPM;

    2. To serve as evidence that promotions are being made on a fair and valid basis and in accordance with prescribed regulations;

    3. For use as information or evidence in resolving employee questions or grievances;

    4. If necessary, to show compliance with Uniform Guidelines on Employee Selection Procedures; and

    5. To help in other placement and personnel activities.

6.335.1.12.19  (12-29-2009)
Program Review

  1. This Plan should be reviewed annually by servicing EOs to ensure that:

    1. The Plan is as effective as possible and useful to employees and management;

    2. Promotion actions are taken promptly and properly and that employee complaints are also handled promptly and properly;

    3. Promotions are used effectively to encourage competent employees, to consider and apply for positions that expand or open careers to them and make the best use of their skills; and

    4. Employees and supervisors have a full understanding of the Merit Promotion Programs.

  2. In reviewing the Plan, employees, management and the union should be given an opportunity to present their views in order to ensure a thorough evaluation of the Program.

6.335.1.13  (12-29-2009)
Employee Relations

  1. Copies of the Plan will be made available upon request to all employees

6.335.1.14  (12-29-2009)
Employee Questions and Complaints

  1. Questions or complaints from employees about the Plan will be referred to as follows:

    1. Immediate supervisor;

    2. Servicing HCO, ETS, EO;

    3. EEO Counselor, if employee is raising discrimination issues; and

    4. HCO, ETS, Policy and Programs Office for resolution of questions that cannot be addressed by servicing HCO, ETS, EO.

  2. Employees with complaints that cannot be resolved by the above contacts can file a grievance under applicable procedures. However, failure to be selected for promotion when proper promotion procedures are used (that is non-selection from a properly constituted best-qualified list), is not a basis for grievance or for review under any other procedure.

6.335.1.15  (12-29-2009)
Information Requests with Servicewide Impact

  1. Guidance for information requests with Servicewide impact can be found in IRM 6.300.1.

6.335.1.16  (12-29-2009)
Information About Specific Promotion Actions

  1. The immediate supervisor, if requested, will counsel an employee on his/her non-selection and discuss methods of enhancing the employee’s future prospects for promotion.

  2. Employees who are considered for a position and not selected must be notified of the results of the promotion action within 15 work days from the selection date.

  3. The following information about specific promotion actions will be available to employees at their request:

    1. Whether the employee was found basically eligible for the position and what the minimum qualification requirements were;

    2. Whether the employee was highly qualified and BQ and what evaluation criteria was used for making such distinctions among applicants;

    3. Who was selected for promotion; and

    4. Any evaluative material used or generated by an automated system or ranking panel/official concerning the requesting employee. Requests for evaluative material prepared by the ranking panel/official should be made through the employee’s manager.

6.335.1.17  (03-20-2013)
Release of Evaluative Information to Employees, Unions and Others

  1. When a request for information is received, the request must be independently evaluated by the responsible official per the provisions of the CSRA (5 USC § 7114), the appropriate negotiated agreement, regulation, and other appropriate law (i.e., Freedom of Information, Privacy Act, etc.).

  2. Crediting plans (i.e., evaluation criteria used in the promotion action) will not be released to individual employees. Interview questions and scores that are used as part of the assessment process are part of the crediting plan. Under rare circumstances, crediting plans can be released to a union official in accordance with the procedures in ALERT # 335-28.

    1. Requests received by EOs from IRS EEO investigators, counselors, and Treasury EEO officials for unsanitized evaluative information must be forwarded directly to the HCO ETS Policy and Programs Office.

    2. Requests from other third parties for unsanitized evaluative information must be forwarded directly to the Policy and Programs (P&P) mailbox at: hco.ets.policy.programs@irs.gov. The list of potential third party sources below is not intended to be all inclusive.

  3. Once a crediting plan has been released, a new crediting plan must be developed prior to use in another competitive action.

  4. Guidance on the release of evaluative data in a promotion file to employees, the Union and/or the public is contained in the IRM 11.3, Disclosure of Official Information Handbook.

6.335.1.17.1  (03-20-2013)
Procedures for Obtaining Approval for Release of a Crediting Plan

  1. Upon receipt of a request to release a crediting plan, the servicing EO will:

    1. Consult with the appropriate servicing LRO regarding whether the information is necessary (e.g., for resolving a grievance) and whether an alternative might meet the information need.

    2. Explore alternatives to meet the requester’s information needs that would not compromise the crediting plan.

  2. If the efforts described in paragraph (1) do not resolve the request, the servicing EO will prepare a written request with all appropriate information. As a minimum, the request must include:

    1. The name and contact information of the requester;

    2. An explanation of why the request is being made (e.g., grievance, EEO inquiry);

    3. The particularized need for release of the crediting plan;

    4. The date by which release is required;

    5. An explanation of who would view, handle and hear the information contained in the crediting plan; and

    6. An explanation of what safety and security procedures would be in place to secure the crediting plan and to minimize the possibility of its being compromised.

  3. The HCO, ETS, Policy and Programs Office must review and approve all requests for the release of crediting plans from the servicing EOs. No action should be taken to release a crediting plan or the material it contains unless and until written approval is received from the HCO, ETS, Policy and Programs Office. In the very rare event such a release is determined to be necessary, prior written approval will be provided. In the event that such approval is requested, the servicing HCO, ETS, EO should obtain a copy of the grievance, if applicable, and prepare a transmittal for the HCO, ETS, Policy and Programs Office explaining the following:

    1. Efforts made to meet the information need without release of the crediting plan;

    2. Why those options do not meet the need;

    3. A point of contact from your office;

    4. The specifics of any grievance under consideration; and

    5. Whether the plan is in active use or scheduled to become obsolete.

  4. Crediting plans will not be duplicated and used to record ranking scores or narrative. If that process was utilized, then the release of ranking results would compromise the crediting plan.

  5. Interview questions and scores that are used as part of the assessment process are part of the crediting plan.

    1. If the interview is scored in any way, used to put the applicants in any type of rank order, or are technical in nature but not scored, the interview questions will be protected and their release will be covered by these procedures. These questions are typically considered to require technical knowledge in order to be answered satisfactorily, are developed through a structured standardized process with the use of subject matter experts, and contain criteria against which answers/responses are judged.

    2. In accordance with established procedures at the discretion of the selecting official, general interview responses and questions may be shared, along with individual ranking information, with employees upon written request through their manager. Interview questions that do not meet the definition that is described in paragraph 5a above, and are not technical in nature, are considered general interview questions.

  6. If selection interview feedback is requested related to that described in paragraph 5a above, this feedback should be provided to the employee as counseling by the immediate supervisor, selecting official or designee, as appropriate. This feedback may not include providing actual copies of interview questions, interviewer’s notes, or any specific information that might compromise these structured interview tools. This counseling:

    1. Should occur within a reasonable period of time after the employee requests it;

    2. Does not require a justification for non-selection;

    3. May take place via telephone or indirect method; and

    4. The Union has no right to representation.

6.335.1.18  (03-20-2013)
Security of Personnel Records

  1. All personnel records associated with a promotion action, including a grievance and/or appeal, will be maintained according to the security standards contained in IRM 1.4.6, Resource Guide for Managers. Security standards may never be lower than those contained in IRM 1.4.6.

6.335.1.19  (12-29-2009)
Correction Action

  1. Failure to comply with laws, policies, regulations and applicable promotion procedures governing competitive actions requires immediate correction of the violation involved. Corrective action may involve the employee who was erroneously promoted, the employee(s) who was (were) not promoted or considered because of the violation, or the officials who caused or sanctioned the violation. It may also involve correcting program deficiencies. The nature and extent of actions to be taken in any case have to be determined on the basis of all the facts in the case. Due regard must be given to the circumstances surrounding the violation, to the equitable and legal rights of the parties concerned, and to the interests of the Government.

6.335.1.19.1  (12-29-2009)
Types of Violation

  1. Procedural - A procedural violation occurs when an internal competitive action does not conform to the requirements of this Plan. It may include:

    1. Failure to consider an employee entitled to consideration;

    2. Selection of an employee not in the best-qualified group; and

    3. Failure to give the prescribed weight to an evaluation criterion.

  2. Regulatory - A regulatory violation occurs when the selected employee did not meet legal requirements or regulatory requirements at the time of promotion. It may include:

    1. Failure to meet eligibility (i.e. TIG) requirements; and

    2. Failure to meet OPM qualification requirements.

  3. Program - A program violation occurs when agency promotion guidelines do not conform to regulatory requirements or to other high level guidelines. It may include:

    1. Use of inappropriate methods; and

    2. Establishment of inappropriate minimum areas of consideration.

6.335.1.19.2  (03-20-2013)
Actions Involving Erroneously Promoted Employees

  1. The general rule is that an erroneously promoted employee may be retained in the position only if the promotion action can be corrected to conform essentially to all OPM and agency requirements as of the date the action was taken. However, corrective action decisions must be tempered by all the facts surrounding the violation. Under some conditions, it may be permissible to retain the employee in the position even when the general rule does not apply. These conditions include:

    1. Procedural Violation - The employee may be retained in the position only if: reconstruction of the internal competitive action shows that the employee could have been selected had the proper procedures been followed at the time the action was taken; or OPM gives approval. Requests for such approval must be made through HCO, ETS, Policy and Programs Office;

    2. Regulatory Violation - The employee may be retained in the position only if: the employee now meets the necessary qualification or regulatory requirements; and OPM gives approval. Requests for such approval must be made through the HCO, ETS, Policy and Programs Office; and

    3. Program Violation -The employee generally may be retained in the position if there was no accompanying procedural or regulatory violation. Appropriate program corrections will be made.

  2. Corrective Action - If an employee is not retained in the position, he/she must be returned to his/her former position or placed in another position for which he/she is qualified. If the latter position is in a higher grade or level than the position he/she held prior to the erroneous promotion, the position change is made under competitive promotion procedures as though the employee was still serving at the grade or level from which erroneously promoted.

  3. Retention of Erroneously Selected Employee - A determination for retaining an employee in his/her position will be dependent on the nature, extent, and seriousness of the violations involved in the particular situation. It will take into account factors such as:

    1. How close the employee was to meeting qualification or regulatory requirements at the time of promotion if a regulatory violation is involved;

    2. How close the employee was to being in the best-qualified group if a procedural violation is involved;

    3. How much time has elapsed since promotion; and

    4. Whether identification can be made of employees who were or should have been in the group certified to the selecting official and whether they have been promoted or have left the agency.

6.335.1.19.3  (12-29-2009)
Action Involving Non-selected Employees

  1. If the corrective action was to require that the position be vacated, an employee, who was not promoted or given proper consideration because of the violation, will be considered for promotion to the vacated position before candidates under a new promotion or other placement action are considered.

  2. If the corrective action did not include vacating the position, an employee who was not promoted or given proper consideration because of the violation is to be given PC for the next appropriate vacancy before candidates under a new competitive or other placement action are considered. An employee may be selected on the basis of this consideration as an exception to the competitive promotion procedures of this Plan.

6.335.1.19.4  (12-29-2009)
Action Involving Responsible Officials

  1. Violations of the Plan can have a serious impact on personnel management that goes beyond the particular cases involved. Proper competitive actions are essential to ensure that the best people are being selected for Service positions and employees are receiving fair consideration. An official who permits a violation to occur shall be informed of the violation and told what will be done to avoid repetition. Whether and what type of action should be taken against the official will depend on such factors as the severity of the violation, the motivation for the violation and whether the violation was repetitive. Action may include withdrawal of authority to make selections or promotions and/or disciplinary action up to and including separation from the Service. At a minimum, repetitive violations will be considered when completing the official’s performance appraisal

6.335.1.19.5  (12-29-2009)
Retroactive Promotion and Other Corrective Actions

  1. Other corrective actions, including retroactive promotion, are appropriate when an employee has been found to have undergone an unjustified or unwarranted personnel action as defined in 5 CFR Part 550 and Comptroller General decisions. Additional information pertaining to corrective actions and retroactive promotions can be found in IRM 6.550.1, Pay Administration.

6.335.1.20  (12-29-2009)
Wage Grade Positions

  1. The OPM Job Element Qualification System and this Plan should be used in filling Wage Grade positions, both supervisory and non-supervisory, under competitive procedures. In those instances where there are variances between the requirements of the two systems, the Job Element Qualification System will prevail

6.335.1.21  (12-29-2009)
Training and Development Programs

  1. Guidance pertaining to formal development plans affording pay retention can be located in IRM 6.536.1, Grade and Pay Retention.

6.335.1.21.1  (03-20-2013)
Accelerated Training and Promotion

  1. This program is designed to provide the framework for implementing a formal competitive Accelerated Training and Promotion Program for any position that allows individuals to successfully acquire the required competencies within a compressed timeframe. The purpose of establishing an accelerated training and promotion program is to attract and develop high potential individuals earlier and fast track their progression to the journey level. This will ensure that the IRS continues to meet the current and future succession planning needs and mission of the Service.

  2. 5 CFR § 410.307(a)(2), Training for Promotion or Placement in Other Positions, provides agencies the authority to establish training programs that provide intensive and directly job-related training to substitute for all or part of the experience (but not education, licensing, certification, or other specific credential), required by OPM qualification standards. Such training programs may be established to provide individuals with the opportunity to acquire the experience and knowledge, skills, and abilities necessary to qualify for another position (including at a higher grade) at an accelerated rate. This program may include permanent positions in the competitive and excepted service.

  3. The IRS relies heavily upon the recruitment and retention of highly skilled individuals in various positions to ensure the timely and successful accomplishment of its mission. Each BOD is responsible for identifying positions, developing an Accelerated Training and Promotion Program and developing Accelerated Career Learning Plans (ACLPs) for these positions. The ACLP is a key requirement to support accelerated promotions through identification of required benchmarks, technical competencies and leadership competencies individuals must successfully accomplish at each grade level and complete before advancement to the next higher grade level.

6.335.1.21.2  (03-20-2013)
Implementation of Accelerated Training and Promotion Programs

  1. BODs may establish a formal competitive accelerated training and promotion program for any position that allows individuals to successfully acquire the required competencies within a compressed timeframe. Prior to announcing vacancies, BODs must work closely with the HCO, ETS, Talent, Acquisition and Evaluation Office (TAE) to identify Subject Matter Experts (SMEs) in the development of technical competencies and benchmarks for the position. The pre-established program must include structured activities, experiences and training that are designed to prepare individuals for higher-graded duties in the occupation/career field within at least six months. All individuals selected under this program must be placed on an ACLP within 30 days following selection.

6.335.1.21.3  (03-20-2013)
Accelerated Career Learning Plans

  1. An ACLP is the key component for successful completion of an accelerated training and promotion program. The ACLP is a defined action plan that outline the steps for reaching position career goals. An ACLP has various elements designed to help individuals determine where they are within their plan, include benchmarks, and levels of accomplishment that must be met at each grade level in order to progress to the next higher grade level at an accelerated rate. Individuals may not receive more than two promotions in any 52-week period solely on the basis of one or more training agreements. (5 CFR § 300.603(b)(6)).

6.335.1.21.4  (03-20-2013)
ACLP Requirements

  1. ACLPs must be established and discussed with each individual within 30 days of his/her selection into an accelerated training and promotion program. An ACLP of at least 24 months duration shall be developed for each individual selected for an accelerated training and promotion program. This plan serves as a structured program of activities (aligned to levels of difficulty and grade level progression) for the individual’s training and development. It is structured to develop the competencies of the occupation or functional discipline in which the individual is placed. The format for an ACLP is not specified, but should include (at a minimum) the following:

    1. Individual’s information, including current position (position title, series, grade, and career ladder);

    2. Individual’s supervisor information;

    3. Target position title, series, grade, and career ladder;

    4. The ACLP requires at least two levels of managerial approval and must be signed by selected individuals (e.g. manager, territory manager, and selected individual);

    5. Standard Position Description (SPD) Number of the targeted position;

    6. The targeted position in which the individual will be placed upon completion of all requirements is outlined within the ACLP. Responsibilities of the targeted position are extracted from the Major Duties of the SPD;

    7. Qualifications of the targeted position extracted from the Knowledge required of the SPD and the Office of Personnel Management (OPM) Qualification Handbook;

    8. Target competencies and learning/developmental objectives in support of each competency;

    9. Specified training activities—course title, technical and/or leadership competencies/learning objectives addressed for each grade level, source, costs, training dates, and number of training hours—encompassing at least 80 hours per year of formal classroom training that addresses the core competencies required of the targeted position;

    10. Identification of On-the-Job Instructors (OJIs) for directed learning assignments;

    11. Identification of mentors to work with management and the individuals;

    12. At least one rotational or developmental assignment, of at least three months (or based on management needs) duration in the occupation or functional discipline with management and/or technical responsibilities consistent with the targeted position. This assignment is full-time and outside the individual’s immediate office; and

    13. Assignments in the ACLP are mandatory and each individual’s development may be personalized by assignment. However, optional tasks in addition to the "mandatory" tasks may be added for each grade level.

  2. In developing the ACLP, consideration should be given to training and developmental activities that build knowledge and skills across multiple competencies. BODs are encouraged to develop a methodology for evaluating progress, validating readiness and movement to each progressive grade level. This methodology will also be used, along with the individual’s performance evaluation, to justify removing individuals from the program who are not performing satisfactorily and/or fail to meet the requirements.

6.335.1.21.5  (03-20-2013)
Performance Plans

  1. In addition to an ACLP, each individual will be placed on a performance plan establishing performance elements and standards that are directly related to acquiring and demonstrating the various leadership, technical, and/or general competencies of the targeted position, as well as elements and standards established for the duties assigned. An individual must be performing at a fully successful level and must successfully complete all required assignments and benchmarks identified within the ACLP at their current grade level, and must demonstrate their potential to perform at the next higher grade, in order to be promoted at an accelerated rate.

  2. Managers and coaches/OJIs will evaluate assignment completion against the competencies and benchmarks identified in the individual’s ACLP through the completion of bi-monthly "ACLP Candidate Progress Record" review forms contained in the ACLP Development Plan. Managers will use these forms to complete mid-year and annual appraisals and approve completion of all assignments. These forms will also be used to justify a determination that an individual is not performing satisfactorily, fails to complete the required assignments, or does not demonstrate the potential to perform at the next higher grade.

6.335.1.21.6  (03-20-2013)
Accelerated Promotions

  1. In accordance with 5 CFR § 300.603(b)(6), an individual may not receive more than two promotions in any 52-week period solely based on one or more accelerated training and promotion program agreements.

  2. Individuals participating in an accelerated training and promotion program are not required to meet the one-year time-in-grade restrictions for promotion to the next higher grade level. However, individuals will not be eligible for promotion until all ACLP requirements are successfully met, management has certified their potential to perform at the next higher grade level, and the minimum appraisal period of 60 days has elapsed.

  3. Selected individuals are eligible for accelerated promotions that follow the normal line of progression up to the full working level of the position in which the individuals were hired, and as identified in OPM’s Qualification Standards.

  4. Selected individuals are eligible for accelerated promotions under this program upon successful completion of all training objectives and benchmarks within the allotted timeframes (no more than two promotions within a 52-week period). All accelerated promotions are contingent upon:

    1. Documentation for successful completion of the training programs and fulfillment of the training objectives/benchmarks for each grade level; and

    2. The manager’s/supervisor’s certification that the individual has demonstrated the ability to apply the subject matter of the training, and potential to perform assignments at a higher grade level of difficulty, and/or with greater independence and responsibility. The final evaluation must address and document the individual’s readiness for the higher grade level. Second level management approval is required.

  5. Promotions cannot be made retroactive; therefore, it is essential that the manager/ supervisor promptly initiates promotion actions. The manager/supervisor must ensure promotion documentation is timely, specific, and complete.

  6. In addition to the documentation requirements above, the following notation must appear on the Personnel Action Request (PAR) documenting selections into the accelerated training and promotion program: "Employee qualified for this position under an approved accelerated training and promotion program. Employee is promoted under an approved accelerated training and promotion program. "

  7. Management has certified (see attached certification) that employee has successfully met all developmental/training assignments and required benchmarks for his/her current grade level and has successfully demonstrated potential to perform at the (insert next higher grade level in the normal line of progression for current position) grade level in accordance with 5 CFR § 410.307(a)(2).

  8. The above notation will be required for all promotions under this program.

  9. Individuals must meet the OPM Qualification Standards and follow normal competitive merit staffing procedures for promotions beyond the journey level of their position.

  10. Pay retention benefits may apply upon initial placement into the program (5 CFR § 536.301).

6.335.1.21.7  (03-20-2013)
Responsibilities/Implementation

  1. Administering the Program: HCO is responsible for issuing guidance for the development, implementation and approval of an accelerated training and promotion program. The ETS Division is responsible for developing policy guidance impacting recruitment and selections under this program. The Leadership, Education and Delivery Service (LEADS) Division is responsible for working closely with Embedded HR Offices without an Embedded Learning and Education (L&E) Office to develop and implement an accelerated training and promotion program.

  2. Embedded Human Resources Offices: Embedded Human Resources (EHR) Offices are responsible for implementing an accelerated training and promotion program within their BOD. EHRs are responsible for working closely with their respective Embedded L&E Office to develop and implement an accelerated training and promotion program prior to announcing vacancies. To accomplish this, EHRs are responsible for:

    1. Working with managers to identify key positions that meet program requirements;

    2. Working closely with their Embedded L&E Office and managers in the development of all ACLPs;

    3. Ensuring that all ACLPs are consistent, fair, and administered in an equitable manner;

    4. Ensuring that all ACLPs are timely completed, reviewed, and approved by Embedded L&E or the HCO LEADS Office, where appropriate;

    5. Working with managers to monitor the timely promotions of all individuals selected into the program;

    6. Working with managers to develop and implement an exit strategy for addressing unsuccessful performance and taking action when removing individuals from the program due to unsuccessful performance; and

    7. Reporting program accomplishments under the Annual Federal Equal Opportunity Recruitment Program (FEORP) when requested.

  3. Managers/Supervisors: Managers/supervisors are responsible for:

    1. Providing newly selected individuals with a copy of their performance plans within the first 30 days of their effective date of selection;

    2. Discussing program requirements with selected individuals;

    3. Ensuring newly selected individuals review and sign the Accelerated Training and Promotion Agreement within the first 30 days of their effective date of selection;

    4. Maintaining a copy of the signed Accelerated Training and Promotion Agreement in Employee Performance Files;

    5. Working closely with newly selected individuals to determine additional developmental/training assignments and required benchmarks for successful completion within required timeframes and prior to advancement to the next higher grade level within the first 30 days of their effective date of selection;

    6. Partnering with EHR and Embedded L&E Offices or the HCO LEADS Office where appropriate, to ensure the timely approval of each individual’s ACLP by Embedded L&E or the HCO LEADS Office, where appropriate, within the first 30 days of their effective date of selection;

    7. Providing newly selected individuals with a copy of their approved ACLPs within the first 30 days of their effective date of selection;

    8. Assigning OJIs to work with newly selected individuals;

    9. Monitoring individuals on the timely accomplishments of all developmental/ training assignments and required benchmarks identified in their ACLPs;

    10. Identifying additional developmental/training assignments and required benchmarks for individuals where warranted;

    11. Timely evaluating individuals on their levels of performance for each accelerated promotion grade level. If warranted, individuals are eligible for performance awards, as well as other monetary and honorary awards;

    12. Ensuring timely second level review/approval of all evaluations and ACLPs;

    13. Monitoring and timely promoting individuals to the next higher grade level upon successful completion of all developmental/training assignments and required benchmarks;

    14. Certifying that individuals have successfully met all developmental/training assignments and benchmarks at their current grade level and have demonstrated the potential to perform at the next higher grade level by including the following remark on the individual’s PAR:

      "Employee is promoted under an approved accelerated training and promotion program. Management has certified (see attached certification) that employee has successfully met all developmental/training assignments and required benchmarks for his/her current grade level and has successfully demonstrated potential to perform at the (insert next higher grade level in the normal line of progression for current position) grade level. Employee has met OPM qualification requirements for promotion to the next higher grade."

    15. Proactive on-going counseling of individuals who are not performing at a fully successful level and

    16. Working closely with their EHR and HCO servicing LR/ER Field Operations Office to develop an exit strategy for exiting individuals from the program due to slow progression or unsuccessful performance. Termination or exit from the program at current or lower grade level should be addressed in the exit strategy and determined on a case-by-case basis.

  4. Participating Individuals: Individuals competitively (internally and externally) selected into the accelerated training and promotion program are responsible for:

    1. Reviewing/discussing performance plans with their manager within 30 days of the effective date of their selection;

    2. Reviewing and signing the Accelerated Training and Promotion Agreement with management within the first 30 days of their effective date of selection;

    3. Adhering to program requirements and signing their ACLPs within 30 days of the effective date of their selection; and

    4. Working closely with their manager to identify developmental/ training assignments and required benchmarks within 30 days of the effective date of their selection.

    5. Requesting additional guidance, when required, to ensure successful performance.

  5. Servicing Employment Offices and Non-competitive Actions Group: Servicing Employment Offices and Non-competitive Actions Group (as appropriate) are responsible for:

    1. Ensuring that ACLP announcements clearly define the requirements of this program, advancement through to the journey level, how candidates will be selected and how unsuccessful program performance will be treated;

    2. Working closely with TAE to ensure templates for the automated hiring system are created before announcing vacancies under this program;

    3. Ensuring individuals selected into this program are not receiving more than two promotions in any 52-week period based solely on one or more training agreements;

    4. Ensuring the receipt of the manager’s certification that individuals under this program are performing at a fully successful level, have successfully accomplished all developmental/training assignments and required benchmarks at their current grade level, and have successfully demonstrated their potential to perform at the next higher grade level; and

    5. Ensuring the above certifications are timely filed in participants’ Official Personnel Folders along with the appropriate remarks on the Notification of Personnel Actions.

6.335.1.21.8  (03-20-2013)
Extension of the Program

  1. The initial appointment/selection into the accelerated training and promotion program is up to five years; however, under rare and unusual circumstances, the EHR Director may approve an extension of up to one additional year to cover additional training or work experience to meet program requirements. All extensions must be fully documented along with any required changes to the individual’s ACLP. This documentation must be available upon request.

6.335.1.21.9  (03-20-2013)
Program Exit Strategy

  1. The Service recognizes that there may be some individuals selected into the accelerated training and promotion program who may not be able to demonstrate that they are capable of learning the knowledge, skills and abilities of a position at an accelerated rate.

  2. If an individual does not satisfactorily complete the accelerated training and promotion program requirements as outlined in their ACLP for any reason, the individual must be removed from the program. For those individuals who were selected into this program from an internal competitive announcement, the BODs should make a reasonable effort to reassign the individual to the same position outside of the accelerated training and promotion program, or return the individual to their former or like position, who, within the last year, was promoted and subsequently demoted for inability to perform at the higher level. BODs should make a reasonable effort to reassign that individual to their previous grade and same or similar position. If an equivalent position is not available, the individual will be reassigned to a position at their current grade.

  3. Those individuals who were selected into this program from an external competitive announcement or an announcement open to status eligibles and who are on their initial appointment with the IRS or who have completed their initial probationary period may also be reassigned to the same position outside of the accelerated training and promotion program. Those individuals who are performing below a fully successful level will be terminated. Management is responsible for ensuring that individuals are aware of this requirement immediately upon selection into the program. Management is also responsible for working with the servicing Workforce Relations Office to accomplish this movement or removal action.

6.335.1.22  (12-29-2009)
Management Selection Program

  1. This guidance outlines the competitive process used in the selection of all temporary or permanent managers (except Executives) Servicewide. The Management Selection Program (MSP) encompasses the current management/leadership competencies and provides a simplified application, ranking and selection process.

6.335.1.22.1  (12-29-2009)
Leadership and Technical Competencies

  1. MSP requires evaluation of each candidate against the leadership and technical competencies for the position being filled.

    1. Leadership competencies are corporately defined as the core responsibilities (Leadership, Customer Satisfaction, Employee Satisfaction, Business Results) currently being used to evaluate managerial employees throughout the Service.

    2. Technical competencies are specific for each position and are identified through a job analysis (job profiling) of the duties and responsibilities of the position by subject matter expert(s) in conjunction with employment representatives.

  2. Behavioral indicators are determined from job analysis. These behavioral indicators serve as the crediting plan to evaluate candidate potential in the ranking process and are unique to each position within each Division or function. The job analysis must be conducted prior to the issuance of the managerial vacancy announcement.

  3. The selecting official must specify the weight given in the ranking process for leadership and technical competencies, as well as the assigned weight for each technical competency prior to announcing a managerial position under MSP.

    1. Leadership competencies/core responsibilities must account for at least 50% and technical competencies must account for no more than 50% of the total ranking score.

    2. Weights among the leadership/core responsibilities are equally allocated. However, weights among the technical competencies do not have to be equally distributed.

6.335.1.22.2  (12-29-2009)
MSP Vacancy Announcement

  1. In addition to the vacancy announcement requirements outlined in IRM 6.335.1.12.4, all managerial announcements must identify the technical competencies for the position to be filled or clearly identify where candidates can locate the specific technical competencies.

6.335.1.22.2.1  (12-29-2009)
Applicant Paperwork

  1. Candidates apply for managerial positions by submitting the following paperwork to the EO specified in the vacancy announcement:

    1. Management Selection Program Vacancy Application, Form 13290 or resume containing all required information as stated on the vacancy announcement;

    2. Two-page (maximum) narrative describing technical competencies;

    3. Current Performance Appraisal;

    4. Current Evaluation of Managerial Potential (EMP), Form 13236 for the announced managerial level (Note: The EMP is not required if the position applied for is the same level as the applicant’s current managerial level and rated at least fully successful; and

    5. Forms 13290 and 13236 can be found at: http://hco.web.irs.gov/apps/msp/Index.htm , the Management Selection Program website.

6.335.1.22.2.2  (03-20-2013)
Ranking Process

  1. Qualified candidates will be ranked based on their potential in both leadership/core responsibilities and technical competencies. Ranking for both leadership/core responsibilities and technical competencies will be computed as described below and recorded on the Management Selection Program Ranking Form 13272, which can be found at: http://hco.web.irs.gov/apps/msp/Index.htm.

  2. The EMP ratings will constitute the potential scores for each leadership/core responsibility based on the following conversion – "Ready Now" = 5 points; "Ready 1-2 years" = 3 points and; "Ready 3-5 years" = 1 point. For more information about EMP, See IRM 6.335.22.3.

    1. Candidates applying for the same level of management as their current permanent position and have been rated at least fully successful will not be required to submit an EMP and their leadership/core responsibility potential score will be 5 points each (i.e., Ready Now).

    2. The sum of the leadership/core responsibilities’ potential scores is multiplied by 5 to achieve a maximum raw score of 100.

    3. The raw score is then multiplied by the percentage weight assigned by the selecting official to the leadership/core responsibilities (this percentage must be at least 50%). This is the final score for Part I Core Responsibilities Potential Rating.

  3. Technical competency potential ratings will be assigned by a ranking panel/official based on a review of the candidate’s application paperwork against each of the behavioral indicators in the crediting plan for the position to be filled. Ranking panels/officials will consist of subject matter experts (other than the selecting official) who are at or above the grade of the position to be filled, are not competing for the position, or expected to be future contender(s). The selecting official may not participate as a ranking panel member or official.

  4. Technical competency potential ratings will be assigned on a scale of 1- 5 (1 = minimally acceptable, 3 = fully acceptable, 5 = exceeds). Potential ratings of 2 and 4 may be assigned if the applicant exceeds the lower level but does not meet the higher level.

    1. Ranking officials should assign a potential rating and provide a narrative for each technical competency. In the case of a ranking panel, a consensus rating and narrative should be provided for each technical competency;

    2. Each technical competency will be individually weighted. The technical competency weight, divided by 5 (maximum score) will be multiplied against the official/panel consensus potential rating score to achieve the total technical competency score. There will be a total competency score for each technical competency;

    3. Add the total competency scores for each technical competency together and multiply the sum by the overall technical competency percentage, which may not exceed 50%. This is the final score for Part II, Technical Competency Potential Rating. Form 13272 will be used by ranking panels to perform necessary calculations.

  5. The final score in Part I, Core Responsibilities Potential Rating and Part II, Technical Competency Potential Rating will be combined to produce a final ranking score.

6.335.1.22.2.2.1  (12-29-2009)
Highly Qualified

  1. The highly qualified (HQ) cut-off score will be established in advance of the candidate ranking. HQ candidates are those candidates that have been determined to possess the competencies necessary to perform the position to be filled in a highly successful manner. The predetermined score of 70 has been designated as the recommended HQ cut-off score; however, HQ scores can be lowered to facilitate maximum candidate referral.

6.335.1.22.2.2.2  (12-29-2009)
Best Qualified

  1. The HQ candidates with the highest scores will be placed on the BQ (BQ) list. This determination will be based on a natural break in scores; however, no more than 10 candidates will be identified as BQ.

    1. In most cases, the top 3-5 candidates will be referred to the selecting official as BQ (based on natural breaks). Up to 10 candidates can be referred as BQ if no meaningful distinction can be made from among a smaller number of candidates;

    2. In cases where the natural break occurs after the 10th HQ candidate, only the top 10 candidates will be referred as BQ with two exceptions:

    • Tied scores – All candidates with the same score as the 10th ranked HQ candidate will be referred as BQ; and

    • Multiple vacancies – One additional candidate may be referred for each additional vacancy.

6.335.1.22.2.3  (03-20-2013)
Selection

  1. All BQ candidates will be referred to the selecting official. Selection interviews may be conducted, at the selecting official’s discretion. The selecting official does not have to interview all BQ candidates. If the selecting official decides to limit the number of interviews, the criteria used to select applicants for an interview must be job related i.e., candidates interviewed had specific job related experience in the private or public sector. The selecting official must document the merit based criteria used to select interviewees. The SEO must upload the supporting documentation in the appropriate Manage Case File option in the automated hiring system (i.e., CareerConnector).

  2. Non-selection counseling must be provided to all BQ candidates and upon request, to other candidates. Counseling can include copies of the candidate’s own application and ranking information; however, under no circumstances will a candidate be provided with any crediting plan (behavioral indicator) information.

6.335.1.22.2.4  (12-29-2009)
Exceptions to the MSP Process

  1. There are a few situations where an employee can be noncompetitively placed into a management position; however, noncompetitive movement is not authorized when moving from a:

    1. Non-managerial position into a managerial position;

    2. Frontline Manager (FM) position into a higher level FM position;

    3. FM position into a Department Manager (DM) or Senior Manager (SM) position;

    4. DM position into a SM position; and

    5. Non-paybanded position into a paybanded managerial position.

  2. Noncompetitive movement is authorized within specific managerial levels such as moving a current SM into another SM position; a current DM into another DM position; or a current FM into a same or lower FM position.

    1. The documented waiver (IRM 6.335.1.22.2.4 (5)) is not required under these circumstances;

    2. Employee must meet qualification and eligibility requirements; and

    3. Special priority programs must be cleared prior to movement.

  3. Noncompetitive movement is authorized when moving former managers (private and public) who demonstrate the leadership competencies required for the level of management into which placement is being made when such action is warranted and supported by sound business rationale.

    1. This exception to competition is rare and must be approved and documented. See (5) below for waiver information;

    2. Employee must meet qualification and eligibility requirements. Employee must be currently a GS-15 or have permanently held a GS-15 position to be considered for a SM position; employee must be currently a GS-13 or have permanently held a GS-13 position to be considered for a DM position; and

    3. Special priority programs must be cleared prior to movement.

  4. Noncompetitive movement is authorized when moving a former IRS payband manager back to the payband competitively held. A former SM employee converted to a GS-14 or GS-15 may be noncompetitively returned to a SM position; a former DM employee who converted to a GS-11, GS-12 or GS-13 position may be noncompetitively returned to a DM position.

    1. This exception to competition must be approved and documented. See (5) for waiver information;

    2. Employee must meet qualification and eligibility requirements; and

    3. Special priority programs must be cleared prior to movement.

  5. Exceptions to competition as described in (3) and (4) above must be documented.

    1. Exceptions are on a case by case basis;

    2. Division level or equivalent embedded Human Resources Directors must approve documented business rationale; and

    3. When this noncompetitive exception is used, the former manager (private or public) will not be entitled to a salary increase when entering the payband.

6.335.1.22.3  (12-29-2009)
Evaluation of Managerial Potential (EMP)

  1. Under the MSP, the Evaluation of Managerial Potential (EMP) is completed at the end of each appraisal period to identify leadership competencies for development and to determine potential in the competitive process. Recently many managers completed the four stages of the Leadership Succession Review (LSR) assessment which also identifies leadership competencies for development. Until further notice, managers who have completed all four stages of the LSR will not be required to complete the EMP annually as part of the appraisal process. Managers who have not completed all four stages of the LSR assessment will continue to complete the EMP as part of the annual appraisal process.

  2. The EMP form is used in the competitive process for management positions.

    1. The EMP ratings become the leadership potential scores and are combined with the technical competency scores during the ranking process.

    2. All employees (excluding Senior Managers and Executives) who are interested in applying for managerial positions must submit their EMP at the time of application.

    3. Once completed, the EMP will be valid for the duration of the employee’s performance cycle.

    4. The EMP leadership potential will be consistent with LSR assessment ratings if completed.

6.335.1.22.3.1  (12-29-2009)
Completing the EMP Form

  1. he EMP is completed by the employee’s manager (rater) and approved at the next higher level (approving authority). Once approved, the EMP can be shared and discussed with the employee.

    1. Employees have the option of providing a two-page narrative addressing the core responsibilities. This narrative will be used by the rater and approving official in determining the employee’s managerial potential rating. Employee narratives will be used for discussion purposes only, be removed after approval of the potential ratings, and placed in the Employee Performance File to support the ratings assigned; and

    2. For individuals applying for managerial positions two levels above their current level, an additional EMP must be completed.

  2. he EMP is not required for employees interested in positions at the same managerial level as their current permanent position.

6.335.1.22.3.1.1  (12-29-2009)
Ratings

  1. Ratings will reflect potential for the next managerial level rather than actual performance. The rater and approving official will consider all relevant past and present experience and demonstrated performance in assessing the employee’s potential for the next managerial level.

  2. Ready Now.

    1. A "Ready Now" rating for all four core responsibilities will be based on either an "Outstanding" current summary rating or demonstrated outstanding potential;

    2. No narrative is required to support a potential rating of "Ready Now" for all four core responsibilities for employees with an "Outstanding" current summary rating;

    3. A current summary rating of either "Outstanding" or "Exceeded" does not guarantee a "Ready Now" potential evaluation; and

    4. A narrative not to exceed one page is required to support a potential evaluation of "Ready Now" for all four core responsibilities for employees with a current summary rating below "Outstanding." The narrative must accompany the EMP as an attachment.

  3. Ready in 1-2 Years.

    1. A "Ready in 1-2 years" evaluation will be based on either an "Exceeded" or above current summary rating or demonstrated above average potential; and

    2. A narrative is not required to assign "Ready in 1-2 years" rating for one or more responsibilities.

  4. Ready in 3-5 years.

    1. A narrative is not required to assign "Ready in 3-5 years" rating for one or more responsibilities.

  5. For definitions and guidance on assignment of potential ratings for each managerial level, see Instructions for Part II of the Evaluation of Managerial Potential Form which can be found in the Management Selection Program website at: http://hco.web.irs.gov/apps/msp/Index.htm .

Exhibit 6.335.1-1 
Actions Required When Processing Time-Limited Promotions and Extensions

Type of Action Action Required
Non-competitive time-limited promotion NTE 120 days – no anticipated extension. Non-competitive 120 day (180 days) time-limited promotion is terminated on or before the NTE date.
Non competitive time-limited promotion NTE 120 days (180 days) – management may choose to extend the promotion up to at least one year. Competition is required to extend the time-limited promotion beyond 120 days (180 days).
Competitive time-limited promotion NTE one year – management may choose to extend the promotion for an additional year. Can extend if original vacancy announcement included a statement that the time-limited promotion may be extended without further competition.

If original vacancy announcement did not include a statement, competition will be necessary to extend the temporary promotion for an additional year.
Competitive time-limited promotion NTE one year – employee is subsequently temporarily promoted into another higher level position. If qualified, employee can be promoted into another position, (competitively or noncompetitively) subject to 120 day /180 day limit at a higher level.
Stacked (sequential) time-limited promotion ends – employee is still needed on the initial time-limited promotion and the initial NTE date has not expired Employee can be returned to the interrupted time-limited promotion with the appropriate NTE date as long as there is no break in service.
Stacked (sequential) time-limited promotion ends – employee is still needed on the initial time-limited promotion and the NTE date has expired. Can be returned to the interrupted time-limited promotion with the appropriate NTE date as long as there is no break in service and the initial vacancy announcement indicated that the position may be extended.

Exhibit 6.335.1-2 
Acknowledgement of Time-Limited Promotion

ACKNOWLEDGMENT OF TIME-LIMITED PROMOTION
 
Employee Name: ________________ SSN: ____________


You have been selected for a time-limited promotion to the position of:
Title: __________________________ Promotion Certificate # (if applicable)________
Check the appropriate box.
□ Non-competitive Temporary Promotion
□ Temporary Promotion NTE one year
□ Temporary Promotion NTE one year, may be extended
□ Temporary Promotion NTE one year may be extended, may be made permanent
□ Temporary Promotion NTE more than one year up to five years
□ Extension of Temporary Promotion NTE more than one year up to five years
□ Stacked Temporary Promotion
• Series, Grade, Step: ____________________________
• Organization: _______________________________
• Underlying Base Rate: $______
• Rate of Basic Pay (Includes Locality/Special Rate): $_______
• Effective Date: ______ Not To Exceed Date: _______
Conditions:
1) This time-limited promotion can be terminated at any time at management's discretion. When the temporary promotion is terminated, you will be returned to your position of record, or to a different position of equivalent grade and pay, depending on the circumstances in effect at the time of your change to lower grade. Your return is not appealable under adverse action or reduction in force procedures. You will be informed of the reason for the termination of the time-limited promotion.
2) This time-limited promotion will have no adverse impact on your ability to compete for permanent promotion.
3) This temporary action is necessary to fill an immediate workload need.
4) Upon the return to lower grade, your salary will be set in accordance with pay regulations, and, at a minimum, will include any applicable pay increases you would have received had the time-limited promotion not occurred.
5) A time-limited promotion does not convey permanent status at the temporary higher grade/band. There is no guarantee that this temporary promotion will be made permanent. You will not have appeal rights upon termination of this time-limited promotion.
6) This temporary promotion does not entitle you to noncompetitive re-promotion to the grade to which temporarily promoted. You will receive credit for experience and time-in-grade for the position to which temporarily promoted.
7) In the event of a reduction-in-force your retention/placement rights will be based on your permanent position, not your temporary promotion.
8) Your higher pay will cease upon termination of this time-limited promotion. If through administrative/payroll error it does not, you will be responsible for repaying the entire overpayment.
Highest Previous Rate (HPR):
1) For time-limited promotions within GS (i.e., GS to GS), held for more than one year, the rate earned may be considered, HPR, and used to set pay upon return to your home (or equivalent) position, however, HPR may not be considered if you are likely to be re-promoted within six months either temporarily or permanently.
2) For time-limited promotions to, from, and within the IRS Payband System, HPR is not applicable upon termination of time-limited promotions.
Time-limited Promotions within GS (i.e., GS to GS):
This time-limited promotion begins a new waiting period for a within grade increase(s) (WGI). You will be eligible for a WGI in the temporary grade when the required waiting period has been completed. Upon termination of this time-limited promotion, you will be returned to your permanent GS grade and step. If applicable, your pay and date of last equivalent increase (DLEI) will be adjusted to reflect any WGI(s) you would have received had this time-limited promotion not occurred.
Time-limited Promotion from Permanent GS position to IR Payband position (Competitive and Non-Competitive):
Your pay will be established using IR pay setting rules. You may be eligible to receive a Performance Based Increase (PBI), if you occupy the IRS payband position on the effective date of the PBI. Upon termination of this time-limited promotion, you will be returned to your permanent GS grade and step. If applicable, your pay and DLEI will be adjusted to reflect any WGI(s) you would have received had this time-limited promotion not occurred.
Time-limited Promotion from Permanent IR Payband Position to Higher IR Payband Position:
Your pay will be established using IR pay setting rules. You may be eligible to receive a PBI, if you occupy the higher IR payband position on the effective date of the PBI. Upon termination of this time-limited promotion to the higher IR payband position, you will be returned to your permanent IR payband position and salary. Your pay will be adjusted to reflect any PBI(s) you would have received had this time-limited promotion not occurred.
Time-limited Promotion from Permanent IR Payband Position to GS Position:
Your pay will be established using GS pay setting rules and you are eligible to earn WGI(s). Upon termination of this time-limited promotion you will be returned to your permanent IR payband position and salary. Your pay will be adjusted to reflect any PBI(s) you would have received had this time-limited promotion not occurred.
Stacked Temporary Promotion:
A stacked promotion occurs when an employee, on a temporary promotion receives a second temporary promotion to a higher grade/band. You will be promoted directly from the first temporary promotion to the stacked temporary promotion provided qualifications and time and grade (if applicable) are met. Pay will be set based on the salary of your first temporary promotion.
1) If at the end of the stacked promotion management determines your services are still needed on the first temporary promotion and the NTE date has not expired or the initial vacancy announcement indicated that the position may be extended, you can be returned to the first temporary promotion.
2) If you are returned to the first temporary promotion without a break your pay will be set in the lower grade/band as if the stacked promotion had not occurred. You will be afforded any pay increases(s) (e.g., WGI, PBI) you would have received in the lower grade/band had the stacked promotion not occurred. If applicable HPR will be afforded in accordance with IRM 6.531.1, Pay Under the General Schedule.

Exhibit 6.335.1-3 
Sample Priority Consideration Request to Priority Consideration Approving Authority

MEMORANDUM FOR (appropriate Priority Consideration (PC) approving authority in the Business Operating Division)
FROM: Chief, Employment Branch
Employment Operations X
THRU: Chief, Labor Relations Branch
Operations X
SUBJECT: Request for Priority Consideration - John Doe
 
Provide the grievant information to include name, title, series, grade, division and location of the employee who is requesting Priority Consideration (PC). Also provide the vacancy announcement information to include the vacancy number, title, series, specialization, temporary or permanent, division, POD, work schedule and tour of duty.
On June 18, 2002, John Doe, Secretary, GS-318-07, W&I, Compliance Services, ACS Remote, in Boondock, NY, applied for:

Vacancy Announcement #:
Title, series, and grade:
Business Division:
Post of Duty:
Work schedule and tour of duty:
Type - Permanent or Temporary:

WI-345900
Secretary, GS-318-08
W&I, Field Assistance
Boondock, NY
Full time, 7:00 a.m.-3:30 p.m.
Permanent

Note:

If position is announced as a career ladder include the full career ladder and the grade(s) qualified .

Provide a complete statement on the fact(s) that entitle(s) the employee to a PC.
During the ranking process an administrative error resulted in Mr. Doe not receiving proper credit for two awards, reducing his overall score by two points. This error prevented Mr. Doe from being referred for selection as a Best Qualified (BQ) applicant.
State the provision that entitles the employee to PC.
(For BU position cite the provisions of the contract that entitle the employee to PC, see example below) In accordance with National Agreement, Article 13 Section 11, "employees erroneously omitted from BQ list shall receive PC in accordance with regulatory requirement."
(For NBU position cite the provisions of the IRM that entitles the employee to PC, see example below) In accordance with IRM 6.335.1.12.8, PC is an appropriate remedy when regulatory or procedural violations have occurred. Employee identified as qualified or highly qualified was improperly excluded from the BQ list.
Therefore, we are seeking your approval to grant PC in this case. If you have any questions or need additional information, please contact ____________, Human Resources Specialist, at XXX-XXX-XXXX.
Approval Yes ________ No ________
   
________________________________
Signature and Date of PC approving authority
cc: (Name of servicing LRO and Employee's manager)

Exhibit 6.335.1-4 
Sample Notification to Employee of Priority Consideration Entitlement

MEMORANDUM FOR EMPLOYEE— (employee’s name)
FROM: Chief, Employment Branch
Employment Operations X
SUBJECT: Priority Consideration – (employee’s name)
 
This is notification that you are being granted Priority Consideration (PC) as a result of (provide reason) for merit promotion (announcement number). You will receive PC for the next appropriate position as follows:

Title, series, and grade:
Business Division:
Post of Duty:
Work schedule and tour of duty:
Type - Permanent or Temporary:

Secretary, GS-318-08
W&I, Field Assistance
Boondock, NY
Full time, 7:00 a.m.-3:30 p.m.
Permanent
If you have any questions, please contact (HR Specialist) at XXX-XXX-XXXX.
 
  Chief, Employment Branch
Employment Operations X

Exhibit 6.335.1-5 
Sample Priority Consideration Request to Priority Consideration Approving Authority Absent a Grievance

MEMORANDUM FOR (appropriate Priority Consideration (PC) approving authority in business unit)
FROM: Chief, Employment Branch
Employment Operations X
SUBJECT: Request for Priority Consideration - John Doe)
 
Provide the name, title, series, grade, division and location of the employee for which a priority consideration (PC) is requested based on the Employment Office’s findings of a procedural or regulatory violation. Also provide the vacancy information that is the basis of the PC to include the vacancy number, title, series, specialization, temporary or permanent, division, POD, work schedule and tour of duty.
On June 18, 2002, John Doe, Secretary, GS-318-07, W&I, Compliance Services, ACS Remote, in Boondock, NY, applied for:

Vacancy Announcement #:
Title, series, and grade:
Business Division:
Post of Duty:
Work schedule and tour of duty:
Type - Permanent or Temporary:

WI-345900
Secretary, GS-318-08
W&I, Field Assistance
Boondock, NY
Full time, 7:00 a.m.-3:30 p.m.
Permanent

Note:

If position is announced as a career ladder include the full career ladder and the grade(s) qualified .

Provide a complete statement of the fact(s) that entitle(s) the employee to a PC.
The Employment Office found an administrative error that resulted in Mr. Doe not receiving proper credit for two awards, reducing his overall score by two points. This error prevented Mr. Doe from being referred for selection as a Best Qualified (BQ) applicant.
State the provision that entitles the employee to PC .
(For BU position cite the provisions of the contract that entitle the employee to PC, see example below.) In accordance with National Agreement, Article 13 Section 11, "employees erroneously omitted from BQ list shall receive PC in accordance with regulatory requirement."
(For NBU position cite the provisions of the IRM that entitle the employee to PC, see example below) In accordance with IRM 6.335.1.12.8, Priority Consideration is an appropriate remedy when regulatory or procedural violations have occurred. Employee identified as qualified or highly qualified was improperly excluded from the BQ list.
Therefore, we are seeking your approval to grant PC in this case. If you have any questions or need additional information, please contact ______________Human Resources Specialist , at XXX-XXX-XXXX.
 
Approval Yes ________ No ________
   
________________________________
Signature and Date of PC approving authority

Exhibit 6.335.1-6 
Instructions for Simplified Rating and Ranking Process

Instructions for Simplified Rating and Ranking 10 or Fewer Qualified Candidates for Non-Bargaining Unit Positions
When a promotion package has 10 or fewer qualified candidates for a non-bargaining unit vacancy, the selecting official can approve the use of a simplified rating and ranking process. Simplified ranking eliminates the need for ratings to be assigned and allows for candidates to be grouped by quality level. The below procedures will be followed consistent with current guidelines and can also be used for applicants outside the IRS who have applied as transfers, reinstatements, etc., when it has been determined that ranking is appropriate.
The enclosed package contains all applicants that were found to meet basic qualifications. Your responsibility as either the servicing HR Specialist or the Ranking Official is to distinguish well qualified candidates from those who meet minimum qualification requirements. A well qualified candidate means one who possesses the knowledge, skills and abilities that clearly exceed the minimum qualification requirements in accordance with the rating and ranking process developed for the position to be filled.
Only candidates who meet all KSAOs/competencies will be considered well qualified and referred for selection. It is possible all candidates will be determined eligible for referral.
• The enclosed rating and ranking sheet for each candidate lists the KSAOs/competencies and you must determine if the candidate meets the KSA/competency by indicating YES or NO. A YES indicates the candidate meets the rating of 3 on a 5 point scale or the rating of 2 on a 4 point scale when compared to the enclosed ranking criteria.
• Document what forms were used to make the determination (e.g. Form 9686, Form 6850, KSA, etc.).
• Document if the candidate meets all KSAOs/competencies for well qualified.
• Provide a brief statement as to why the candidate did or did not meet the KSAOs/competencies.
Example: Candidate met a 3 on a 5 point scale for all KSAOs/competencies listed.
Example: Candidate did not provide documentation relating to experience in automation skills.
• Sign and date each ranking sheet.
• Sign and date the vacancy register as the ranking official.
If ranking was conducted by an HR Specialist, forward package for SME review and confirmation. SME will indicate as to whether they agree or disagree with the ratings and provide remarks if not in agreement per IRM 6.335.1.12.14(5).
If ranking was conducted by SME/Ranking Official, return package to your Servicing Employment Office for review and issuance of certificate to:
Internal Revenue Service
Attn: (HR Specialist name)
(Street address)
(City, State, ZIP)
If you have any questions or concerns, please contact (HR Specialist name) at (Phone number).

Exhibit 6.335.1-7 
Instructions for SME Review of Simplified Rating and Ranking Process

Instructions for SME Review and Confirmation of Simplified Rating and Ranking for Non-Bargaining (NBU) Positions Conducted by the Servicing Employment Office
When a promotion package has 10 or fewer qualified applicants for a NBU vacancy, the selecting official can approve the use of a simplified rating and ranking process. Simplified rating and ranking eliminates the need for ratings to be assigned and allows candidates to be grouped by quality level. The below procedures will be followed consistent with current guidelines and can also be used for applicants outside the IRS who have applied as transfers, reinstatements, etc., when it has been determined that ranking is appropriate.
The enclosed package contains all applicants that were found to meet basic qualifications. Your servicing HR Specialist has conducted the simplified rating and ranking process as approved by the selecting official to determine if each candidate meets the well qualified criteria. A well qualified candidate means one who possesses the knowledge, skills, abilities, and other characteristics (KSAOs) that clearly exceed the minimum qualification requirements in accordance with the rating and ranking process developed for the position to be filled. This would translate to a 3 on a 5 point scale or a 2 on a 4 point scale when compared to the enclosed ranking criteria for this position.
Only candidates who meet all KSAOs/competencies will be considered well qualified and referred for selection. It is possible all candidates will be determined eligible for referral.
Please review and confirm the determination made by the HR Staffing Representative per IRM 6.335.1.12.14(5).
• Review each applicant’s paperwork.
• Indicate whether you agree or disagree with the determination made by the HR Staffing Representative.
•If you disagree with the original determination, provide a brief statement as to why you disagree.
Example: Candidate did not provide documentation relating to experience in automation skills.
•Sign and date each ranking sheet.
If you have any questions or concerns, please contact (HR specialist name) at (Phone number).
Please return the ranking package to your servicing Employment Office at the address listed below:
Internal Revenue Service
Attn: (HR Specialist name)
(Street address)
(City, State, ZIP)

Exhibit 6.335.1-8 
Simplified Rating and Ranking Sheet

SIMPLIFIED RATING AND RANKING SHEET
(Used only when 10 or fewer qualified candidates for NBU vacancy)
Candidate’s Name : _______________________________
Announcement No: _______________________________
Position Applied For: ________________
(Title, Series, Grade)
_______________
(Post of Duty)
WELL-QUALIFIED DETERMINATIONS
KSAOs/ Competencies Met/Not Met
Yes or No
Documents Used in
Determination
KSAO/Competency (From the crediting plan) "Yes" indicates the candidate
meets the rating of 3 on a 5
point scale or 2 on a 4 point
scale for the
KSAO/Competency
Check all documents that apply
1.   Appraisal ( ) Application/Resume ( )
KSAO ( ) Other* ( )
*Other Document
2   Appraisal ( ) Application/Resume ( )
KSAO ( ) Other* ( )
*Other Document
3.   Appraisal ( ) Application/Resume ( )
KSAO ( ) Other* ( )
*Other Document
4.   Appraisal ( ) Application/Resume ( )
KSAO ( ) Other* ( )
*Other Document
5.   Appraisal ( ) Application/Resume ( )
KSAO ( ) Other* ( )
*Other Document
6.   Appraisal ( ) Application/Resume ( )
KSAO ( ) Other* ( )
*Other Document
Does applicant meet all KSAOs/competencies for well-qualified? Yes _____ No _____
     
Remarks:
 
 
       
________________________________
HR Staffing Representative or Ranking Official or Subject Matter Expert
_____________
Date
 
       

Note:

If HR Representative conducted ranking, the following fields must be completed:

 
Subject Matter Expert: Agree ___ Disagree ___  
       
Remarks:  
 
 
       
_______________________________
Subject Matter Expert (Print Name and Sign)
__________
Date
 

Exhibit 6.335.1-9 
LB&I Approved GS-14 Large Case Audit Positions for LB&I Temporary Assignments NTE Five Years

LB&I APPROVED GS-14 LARGE CASE AUDIT POSITIONS FOR LB&I TEMPORARY ASSIGNMENTS NTE FIVE YEARS
PD# PP SER GR TITLE
92200 GS 0512 14 Internal Revenue Agent ( Senior CEP Team Coordinator)
93757 GS 0512 14 Internal Revenue Agent (Qualified Intermediary or Shelter Promoter Compliance Specialist)
94505 GS 0512 14 Internal Revenue Agent (Computer Audit Specialist)
94721 GS 0512 14 Lead Internal Revenue Agent (Senior Financial Products and Transactions Specialist)
94722 GS 0512 14 Lead Internal Revenue Agent (Computer Audit Specialist
94734 GS 0512 14 Internal Revenue Agent (Senior International Examiner)
95175 GS 0801 14 General Engineer (Technical Advisor Specialist - Domestic)
95272 GS 0512 14 Internal Revenue Agent (Senior Employment Tax Specialist)
95915 GS 0512 14 Lead Internal Revenue Agent (Team Leader)
96217 GS 0512 14 Internal Revenue Agent (Senior Flow Through Specialist)
96242 GS 0512 14 Internal Revenue Agent (Senior Business Valuation Specialist)
96247 GS 0512 14 Internal Revenue Agent (Senior Financial Products Specialist)
96628 GS 0512 14 Internal Revenue Agent (International Issue Specialist)
97508 GS 0512 14 Internal Revenue Agent (Technical Specialist)

Exhibit 6.335.1-10 
Calculating Limits on Temporary Promotions

GUIDANCE:

To calculate time available for a non-competitive temporary promotion subtract one year from the NTE date of the current proposed temporary promotion. Note that prior non-competitive temporary promotions and details to higher graded positions during the preceding 12 months must be subtracted when computing the time available (ref 5 CFR § 335.103 (c)(3)(III)).

Example: Management wants to give Daisy a new 120-day non-competitive temporary promotion effective 8/28/2011. Previously, Daisy received a 120-day noncompetitive temporary promotion effective 09/26/2010, NTE 01/15/2011. * This temporary promotion was terminated on 01/16/2011 and Daisy was returned to her permanent position of record. The following chart shows how the 12 month period would be calculated in this case:


STEP ACTION
1 Calculate the 120 day NTE date from the PAR effective date of 08/28/2011. 120 days from 08/28/2011 is 12/17/2011. *
2 Review previous year (12/17/2010 to 12/17/2011) to determine if Daisy held any non-competitive temporary promotions. Daisy was non-competitively temporarily promoted from 12/17/2010 to 01/15/2011 (30 days)
3 Subtract the total number of days already spent on a noncompetitive temporary promotion from the 120 day maximum allowed. 120 days - 30 days = 90 days
4 The difference is the maximum number of days Daisy may be non-competitively temporarily promoted under the current PAR. 90 days from 08/28/2011 = NTE 11/19/2011 *

Note:

*It is IRS practice that temporary promotions end on the last day of a pay period. Therefore, the full 120 days allowable was not used to calculate the NTE date.

Exhibit 6.335.1-11 
Acknowledgement of Temporary Reassignment

Acknowledgement of Temporary Reassignment
 
Employee Name: ___________________ SEID: __________________
Initial Reassignment Extension:
__________________
Effective Date:
_______________NTE Date: ________________
Vacancy Announcement Number (if applicable):
________________
Title, Series, Grade of Temporary Reassignment:
_______________
Basic Salary: $
__________Locality Adjustment: $ ______________
Division/Organization:
__________________
Title, Series, Grade of Home Position:
_________________________
You understand the following:
1. This temporary reassignment can be terminated at any time at management’s discretion prior to the NTE date. When the time-limited reassignment is terminated, you will be returned to your home position or to an different position of equivalent grade and pay with no higher promotion potential.
2. At management’s discretion may be extended up to the maximum allowable period.
3. Your return is not subject to adverse action or reduction-in-force procedures.
:4. You will be informed of the reason for termination of time-limited reassignment by management.
5. This temporary reassignment will have no adverse impact on your ability to compete for other competitive opportunities.
6. This temporary reassignment is necessary to fill an immediate workload need.
7. A temporary reassignment does not convey permanent status in the temporary position. There is no guarantee that this temporary reassignment will be made permanent. You will not have appeal rights upon termination of this temporary reassignment.
8. In the event of a reduction-in-force your retention/placement rights will be based on your permanent position, not your temporary reassignment.
9. If the vacancy announcement included a statement that the position may be extended or made permanent without further competition, your manager must submit a Personnel Action Request to extend the action or remove the temporary limitation
10. Upon return to your same or like position, your salary will be set in accordance with established pay regulations.
Contact Information: ______________

HR Specialist: __________________
Telephone Number: ______________

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