Alternative Personnel Systems Objectives-Based Assessment Framework Handbook. Working for America

摘要

Federal agencies continue to face unprecedented changes in their missions. The attacks and aftermath of 9/11, the rise of computer hacking and identity theft, the response to natural disasters, and the discovery of dangerous levels of lead in childrens toys are but a few examples of challenges facing Government agencies. These complex changes are driving the need for a transformation of the civilian workforce. Employees are being asked to assume new and different responsibilities, take more risks, and be more innovative, agile, and accountable than ever before. Furthermore, the Federal Government faces significant recruiting and retention challenges in the coming years; within the next 10 years, up to 60 percent of the Government workforce will be eligible to retire, putting at risk agencies critical competencies and institutional knowledge. Federal agencies are recognizing the need to improve their ability to recruit and retain highly motivated and qualified employees and are thus transforming their human capital systems, usually with a focus on results-oriented performance management and performance-based pay. A number of studies advocate replacing the traditional General Schedule pay structure with a system that more closely links employee pay to market conditions and job performance. Traditionally, Federal agencies have used the General Schedule pay system, in which employee pay increases are essentially automatic or time-based. Under this system, employees receive annual pay increases and within-grade pay increases based on organizational tenure. The process sometimes discouraged highly qualified job seekers from applying for Federal employment, as they were often given better pay opportunities elsewhere.