Attachment 4 - Reg 690_6 Recruitment Assessment and Hiring.pdf

*USSOCOM REGULATION 690-6

UNITED STATES SPECIAL OPERATIONS COMMAND

7701 Tampa Point Boulevard

MacDill Air Force Base, Florida 33621–5323

USSOCOM REGULATION

Number 690-6 26 August 2015

RECRUITMENT, ASSESSMENT, AND HIRING

*This Regulation supersedes Regulation 15-4, Civilian Selection Advisory Panel, 9 December 2013.

Pages: 65

Table of Contents Paragraph Page

Section I. General Purpose ...................................................................................................... 1 2 Reference ................................................................................................... 2 2 Applicability .............................................................................................. 3 2

Section II. Policy ......................................................................................................... 4 2

Section III. Staffing Procedures ................................................................................. 5 4 Short-Term Staffing Requirements ............................................................ 8 5 Permanent Staffing Requirements ............................................................. 9 6 Hiring Options ........................................................................................... 10 7 Hiring Authorities ...................................................................................... 11 8 Delegated Examining Authority ................................................................ 12 9 Alternative Staffing Options ...................................................................... 13 10 Flexibilities for Attracting Qualified Candidates ...................................... 14 10 Other Programs and Factors Influencing the Recruitment Process ........... 15 11

Section IV. Assessment Process Civilian Selection Advisory Panel (CSAP) ............................................... 16 12 Responsibilities ......................................................................................... 17 15

Section V. Retention Tools Tools .......................................................................................................... 18 18 Reporting/Accountability .......................................................................... 19 19 Proponent ................................................................................................... 20 19

Appendixes A – Flow chart for Recruit/Fill Approval Process ..................................... A-1 B – Merit System Principles ...................................................................... B-1 C – USERRA Violations ........................................................................... C-1

USSOCOM R 690-6 26 August 2015

D – Prohibited Personnel Practices ........................................................... D-1 E – Procedures for Filling Short-Term Staffing Requirements ................. E-1 F – Staffing Procedures for HQ Internal Opportunities ............................ F-1 G – Procedures for Filling Permanent Staffing Requirements .................. G-1 H – Sample Civilian Selection Advisory Panel Appointment Memorandum .................................................................................. H-1 I – Non-disclosure Agreement Form ......................................................... I-1 J – Example of Indicators of Proficiency .................................................. J-1 K – Behavior-Based Interview Guidelines ............................................... K-1 L – Example of CSAP timeline ................................................................. L-1 M – Sample Selection Panel Scoring Sheet .............................................. M-1 N – Sample CSAP Results and Selection Recommendation Memorandum .................................................................................. N-1 O – Sample Summary Sheet Form 14 ....................................................... O-1 P – Sample of Candidates Categorized by Groups ................................... P-1

Glossary .................................................................................................................... GL-1

SECTION I—GENERAL

1. Purpose. To establish policy, assign responsibilities, and prescribe staffing procedures for General Schedule (GS) and Defense Civilian Intelligence Personnel System (DCIPS) Excepted Service General Government (GG) Air Force (AF) civilian employees within Headquarters (HQ), U.S. Special Operations Command (USSOCOM).

2. Reference. (See Glossary, Section III)

3. Applicability. This regulation applies to AF serviced civilian positions assigned to HQ USSOCOM.

This includes all HQ USSOCOM Directorates with the exception of Special Operations Forces Acquisition, Technology and Logistics. This regulation does not supersede the competitive procedures required for Attorney positions as established by AF Instruction (AFI) 51-107.

SECTION II POLICY

4. The hiring official’s role remains critical throughout the entire recruitment and placement process.

Hiring officials are responsible for:

a. Requesting preapproval for recruiting and filling vacant billets from their Director, HQ USSOCOM Directorate.

The request will be submitted using a custom workflow summary sheet available at SIPRnet Command Staff Site https://workflow.socom.smil.mil/AOWeb/ and include justification based on a bona fide mission and validated workload requirements. (See flowchart at Appendix A)

b. Reviewing and updating position descriptions that will be used for recruiting and filling vacant positions within the HQ. An accurate position description is an essential element of the recruitment process. Clearly knowing the requirements for the position being filled facilitates developing assessment tools, such as the job analysis and interview questions, for evaluating candidates’ qualifications and competencies. An accurate job description provides potential candidates with a realistic job preview which is important for the retention of new employees.

c. Ensuring hiring practices are consistent with Merit System Principles and the Civil Service Reform Act of 1978. In accordance with (IAW) Federal law and regulations, hiring and placement practices within HQ USSOCOM that discriminate in employment on the basis of race, color, religion, sex, national origin, political affiliation, sexual orientation, marital status, disability, age, and membership in an employee organization1 are prohibited.

d. Hiring must not be influenced by a candidate’s personal relationship to any employee. Furthermore, hiring and promotion decisions at HQ USSOCOM will be free of any favoritism or cronyism. See Appendix B for list of Merit System Principles.

e. Promoting competitive and excepted service employees using a merit promotion program IAW AF Manual (AFMAN) 36-203 designed to ensure selection for positions at a higher grade or with higher promotion potential is based on merit.

f. Complying with Uniformed Services Employment and Reemployment Rights Act (USERRA) of 1994. Hiring official shall not deny initial employment or promotion because of past, present or future military service of a candidate (Title 20 Code of Federal Regulation (CFR), Part 1002). (See Appendix C for example of USERRA violations).

g. Competing vacant positions, evaluating and ranking applicants on the basis of job-related criteria that extend beyond the minimum requirements specified by the qualification standards, and for following procedures described in this regulation. Competition is required for recruit/fill actions except for management-directed reassignments (see Paragraph 10.b (3)-(4)) or for re-promotions (see Paragraph 10.c (2)) as described in this regulation.

h. Announcing vacancies to the widest pool of candidates for recruitment actions. Internal as well as external recruitment sources that produce an ample supply of candidates will be included in the request for personnel action.

1 Membership in an employee organization generally refers to an employee Union organization.

These eligibilities include: DOD and non-DOD transfers, individual with disabilities, Executive Orders 12721 and 13474, Interagency Career Transition Assistance Program, AF DCIPS and Priority Placement Program Military Spouses Registrants, Veteran’s Recruitment Appointment (VRA), Veterans’ Employment Opportunity Act of 1998 (VEOA) and 30% Disabled Veterans.

i. Recruiting from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society and for fostering inclusion. A diverse workforce contributes to a culture that encourages collaboration, flexibility, and fairness and enables individuals to develop to their full potential and further retention.

j. HQ USSOCOM managers or supervisors with authority to take, direct others to take, recommend or approve any personnel action, may not, with respect to such authority, engage in prohibited personnel practices as stated in the Civil Service Reform Act of 1978 (Appendix D). Hiring Officials must exercise care when communicating with prospective candidates and not provide any information or take any action that would advantage or appear to advantage one prospective candidate over another.

k. Using selection procedures with proper assessment methodology that prevents violation of Federal employment laws, CFR, and general merit principles. Assessment tools will adhere to The Uniform Guidelines on Employee Selection Procedures IAW 29 CFR Part 1614. Section IV of this regulation provides the HQ USSOCOM requirements for conducting Civilian Advisory Panels and for conducting structured behavior-based interviews.

l. Adhering to AF Career Field Team guidance for Centrally Managed Positions IAW AFMAN 36-606 and, DOD, AF, and USSOCOM Staffing Regulations.

m. Limiting the area of consideration for competitive position review upgrade requests for personnel actions for all grade levels to the employee’s office passcode.

n. Obtaining approval from Hiring Authority for candidate selection. The final hiring authority for all HQ USSOCOM positions graded GS/GG-15 is the Director, HQ Directorate, Flag Officer or SES equivalent. For positions GS/GG-14 and below the hiring authority is the Director, HQ Directorate or the designated Deputy Directors. The authority to approve GS-14/GS-15 Attorney appointments remains with the AF Civilian Attorney Qualifying Committee IAW AFI 51-107.

o. Personal information provided during the hiring process will be protected IAW the Privacy Act of 1974, 5 U.S.C. Section 552a. Only personnel with a role in the hiring process will have access to candidates’ resumes and information regarding the hiring decisions. When privacy breaches related to personal information occur, they must be promptly reported to the AF Personnel Center staffing specialist and to the Directorate of Force Management and Development (FMD), Civilian Personnel Branch (FMD-

J1-SC).

p. Hiring Officials will maintain all documentation related to Civilian Selection Advisory Panel assessments for 5 years from the date of notification of selection and non-selection or until audit from the Office of Personnel Management, whichever is sooner from the date of notification of selection and non-selection IAW AFMAN 36-203 for GS/GG-14-15 hiring actions.

Documentation for positions GS/GG-13 and below will be maintained by hiring officials for a period of 6 months, FMD-J1-SC will hold documentation for 3 years, IAW CJCSM 5760.01A, Volume II.

q. Ensuring employees’ time-limited assignments such as details and reassignments are documented with personnel actions IAW AFMAN 36-203. Section III of this regulation describes these types of actions.

5. Directors, HQ Directorates and their designated Deputy Directors are key stakeholders in civilian personnel workforce management. They are responsible for:

a. Communicating and overseeing the implementation of new HQ civilian workforce staffing initiates to standardize and improve recruitment, assessment, and hiring processes within their directorates IAW the guidelines established in this new regulation.

b. Implementing ways to promote civilian workforce staffing initiatives to attract, develop, and retain a highly qualified workforce on the basis of mission requirements.

SECTION III—STAFFING PROCEDURES

6. Shaping a workforce with talented individuals so there is no gap or surplus of skills is vital for fulfilling the USSOCOM Commander’s goals. It is management’s responsibility to determine the best method for filling positions that will result in the right individual with the required competencies needed to fill a critical gap. The duties and length of the requirements drive the type of personnel actions needed for reaching the ideal composition of the workforce.

7. AF Personnel Center (AFPC) is the servicing operational center responsible for the recruitment and management of HQ USSOCOM AF serviced positions. They provide AF policies and procedures for personnel management including staffing. FMD-J1-SC serves as the Liaison for HQ USSOCOM coordinating personnel actions with the HQ Directorate Liaisons, MacDill AF Civilian Personnel Flight, and AFPC.

8. Short-Term Staffing Requirements. Time-limited appointments are generally used to meet a short-term workload surge, when a specialized knowledge or expertise is needed to meet an unexpected short-duration mission requirement, to work on projects of definite duration, to fill temporary manpower shortages, or when positions are obligated to employees who have return rights to their former positions.

In these cases, a time-limited appointment is a better alternative than a permanent fill. Internal or external sources of candidates may be used to fill temporary needs of the organization (see Appendix E, Procedures for Filling Short-Term Staffing Requirements). The following type of time limited appointments may be used.

a. Term Appointment. A term appointment is a non-status appointment to a GS position for a specified period exceeding one year and lasting no more than 4 years.

(1) Employees on a term appointment may be extended to the maximum period allowed (4 years) without competition.

(2) Conversion from a term appointment to a career conditional appointment may not require competition, if full competitive procedures were used for the initial term appointment.

(3) It is HQ USSOCOM practice to use term appointments not to exceed (NTE) 13 months to fill behind obligated positions.

b. Temporary Appointment. A temporary appointment is a non-status appointment lasting one year or less, with a specific expiration date NTE 2 years or 24 months within the preceding 3-year period.

(1) A temporary appointment may be terminated at any time.

(2) Reassignments, promotions, and details with a NTE date are considered temporary appointments and are processed IAW AFMAN 36-203.

(3) Employees on temporary appointments may be extended to the maximum period allowed without further competition.

(4) Current Federal employees may be required to have a break in service of more than three calendar days prior to the temporary or term appointment. Break in service is required to avoid USSOCOM paying severance pay to an employee if she/he is not placed on a permanent appointment prior to the expiration date of the time limited appointment. For an exception to the break in service requirement, HQ Directorates should coordinate with the Chief of Staff and Command Support Directorate (SOCS) Headquarters Budget Office (SOCS-RM-C) for availability of funds and request approval from the DCOS.

c. Detail of an AF Employee. A detail is a temporary assignment of an employee to a different position or set of duties for a specified period with the employee returning to his/her original position at the end of the detail.

(1) Details to the same grade and to a position without known promotion potential can be made without competition.

(2) Details to a higher grade or to a position of same grade level with known promotion potential cannot be made longer than 120 days without competition.

(3) Details of 30 days or less are documented in the Supervisor’s Employee Work Folder.

(4) A request for personnel action must be processed for details in excess of 30 days.

d. DCIPS GG. Details are processed IAW DODI 1400.25-V2005. Competitive procedures apply to details of more than 240 days to positions at the higher grade. Normally details should not exceed one year.

e. Rotations and job swaps within the HQ will adhere to time-limited appointment guidance IAW AFMAN 36-203. The rules of engagement for announcing internal job opportunities within HQ USSOCOM and self-nominations are provided in Appendix F.

9. Permanent Staffing Requirements. Internal as well as external sources of candidates may be used to fill positions for permanent staffing requirements. (See Appendix G)

a. Recruit and fill actions. These are generally competitive actions IAW Merit Promotion Procedures (AFMAN 36-203, Chapter 2 Table 2-1). The Merit Promotion and placement plan provides for a uniform and equitable means of referral and selection for all placement actions according to merit system principles. USAJOBS is the recruitment application used by the AF. Vacancy announcements are posted to the USAJOBs website. Individuals with the eligibility listed in the announcement submit self-nominations. These competitive actions are different than using competitive examining which is open to the public (individuals 18 years or older).

b. Non-competitive actions. Agencies have special authorities that allow for appointment in the competitive service without competition. These appointments are described later in this regulation.

Below are some non-competitive actions:

(1) Management-Directed Reassignments

(2) Management-Initiated Reassignments

(3) Time-limited Appointments

(4) Provisional Appointments

(5) Individual with Disabilities

(6) Others

10. Hiring Options.

a. Internal Hires. Refers to AF employees including HQ USSOCOM AF civilians.

b. Reassignment of an AF Employee. The lateral movement of an employee to another position at the same grade level and within the same service is a reassignment.

(1) Non-competitive permanent reassignments are permitted to a position with no known promotion potential beyond the grade of the employee’s current position.

(2) Reassignments to positions with known promotion potential are competitive actions.

(3) A reassignment can be “management directed” by a management official to laterally move an employee to another position at the same grade level within the organization without competitive procedures.

(4) Management initiated reassignment is the lateral move of an employee to another position at the same grade level from one organization to another without competition. Both losing and gaining supervisors must agree on the reassignment and on the effective date of the action.

(5) Non-competitive reassignments of centrally managed positions require prior coordination and approval by the respective AFPC Career Field Team.

(6) Reassignments can be for limited duration with a specified expiration date.

(7) Time-limited reassignments are generally processed without competition and are documented with a personnel action.

c. Promotion of an AF Employee. A promotion is the movement of an employee to a position at a higher level within the same job classification system and pay schedule or to a position with a higher rate of basic pay in a different job classification system and pay schedule.

(1) Promotions usually require competition.

(2) Employees who have previously held a position on a permanent basis under a career or career conditional appointment at or above the grade level of the position to be filled may be non-competitively promoted. This is often referred to as re-promotion.

(3) Temporary promotions for 120 days or less may be processed non-competitively.

(4) If a temporary promotion is expected to last or be extended beyond 120 days, competitive procedures apply.

d. Change to Lower Grade of AF Employee. A change to lower grade of an AF employee is the movement of an employee to another position for which he/she qualifies at a lower grade than is currently being held. It is not considered an adverse action when an employee voluntarily requests a change to a lower grade.

e. External Hire

(1) Transfer of a DOD Employee. A transfer is the movement of an employee, without a break in service of a single workday, from a position in one Federal agency to a position in another Federal Agency.

Career or career conditional employees who transfer from one agency to another retain their career or career-conditional status in the new agency.

(2) Non-DOD Transfer of a Federal Employee. A non-DOD transfer is the movement of an employee who currently works for a non-DOD government agency who can, without a break in service of one full workday, move to a position in a DOD agency under the same appointing authority. Career or career-conditional employees who transfer from one agency to another retain their career or career-conditional status in the new agency.

(3) Reinstatement. A reinstatement is the reemployment of a former Federal employee. A former Federal employee is an individual who is no longer employed by a Federal agency. A reinstatement eligible candidate is an applicant who previously held a career or career-conditional appointment as a Federal employee on a permanent, competitive appointment.

(4) Reemployed Annuitants. A reemployed annuitant is a retired Federal employee who has been reemployed by a Federal agency. Authority to appoint annuitants is delegated to installation commanders or others with delegated appointing authority. Annuitant should be hired to meet critical mission needs. If the annuitant is hired for a permanent position, the Priority Placement program requisition will remain open during the annuitant’s employment IAW DODI 1400.25, Volume 300.

(5) New Hires. A new hire is an individuals who is appointed for the first time as federal civilian employee.

11. Hiring Authorities.

a. 30% Disabled Veteran. A former military member with a service-connected disability of 30% or more may be non-competitively appointed to positions. Employees hired under this authority are initially given a temporary provisional appointment with a NTE date of 60 days or more and may be converted to a career or career-conditional appointment at any time during the temporary appointment. Time-in-grade does not apply for this provisional appointing authority.

b. VRA. Organizations may appoint any disabled veteran, or a veteran whose service on active duty was during war, in a campaign or in an expedition where a campaign badge was authorized, or any veteran discharged or released under conditions other than dishonorable to positions at any grade level through GS-11 or equivalent under this authority. This is an excepted service appointment. After completing 2 years, the employee is converted to the competitive service. Candidate must self-nominate and meet the basic qualification requirements for the position.

c. VEOA. This act allows eligible veterans discharged or released after three or more years of continuous active service performed under honorable conditions to apply for positions announced under merit promotion procedures when the agency is recruiting. Veteran is appointed to a career-conditional appointment.

NOTE. Eligible veterans are required to submit DD 214 or a certification of service document that certifies the member is expected to be discharged or released from active service in under honorable conditions no later than 120 days after the date the certification is submitted for consideration during the hiring process at the time of application IAW 5 CFR Part 211.

d. Executive Order 12721. This order enables certain eligible family members to be considered for employment once they return to the U.S. from an overseas assignment in which they were a dependent. A family member is a spouse or unmarried child under the age of 23.

e. Executive Order 13473. Provides eligibility to spouses of members of the armed forces serving on active duty who have orders specifying a permanent change of duty station (not for training) or to the spouse of a military member receiving 100% service connected disability received while on active duty or to the spouse of a service member killed while serving on active duty.

f. Individuals with Disabilities. This is a non-competitive appointing authority for persons with intellectual disabilities, severe physical disabilities, or psychiatric disabilities. There is no competition required and no rating and ranking of the candidates.

g. Other Non-competitive Authority. Attorney positions are part of the excepted service (that is, they are exempt from the competitive ranking and referral procedures). The AF Civilian Attorney Qualifying Committee is solely responsible for the qualification and approval of appointments, promotions, reassignments and transfer of persons to attorney positions. Refer to AFI 51-107 for hiring procedures.

12. Delegated Examining Authority. An authority that the Office of Personnel Management grants to agencies to fill competitive civil service jobs through competitive examining with the following pool of candidates: applicants from outside the Federal workforce, Federal employees who do not have competitive service status, and Federal employees with competitive service status. Applicants eligibility is U.S. citizens 18 years or older.

a. AFPC limits the use of this authority for hard-to-fill GS vacancies.

b. DCIPS positions are filled through competitive examination.

13. Alternative Staffing Options. The Pathways Programs is comprised of three distinct programs, Internship, Recent Graduates, and the Presidential Management Fellows to offer students and graduates meaningful training and career development opportunities as they begin careers in Federal Service. These programs are designed to assist agencies in building a diverse workforce and facilitate the intake of new talent.

a. Internship Program. The Internship Program provides students in high school, college, trade school, vocational school, and other eligible programs with the opportunities to work in Federal departments and agencies and explore Federal careers while still in school. An Intern can be appointed to a position at any grade level for which qualified. It allows for year-round employment and flexible work schedules for students in a variety of educational programs.

b. Recent Graduates Program. This program provides employment opportunities for recent graduates and individuals who obtained certificates from qualified educational institutions. Appointments are one-year career development assignments with potential for conversion to competitive service.

c. Presidential Management Fellows Program. This program provides employment opportunities for individuals who have received a qualifying advanced degree within the preceding two years. The purpose is to attract to the Federal service outstanding individuals from a variety of academic disciplines and career paths who have a clear interest in, and commitment to, excellence in the leadership and management of public policies and programs. Successful applicants are placed in a two-year career development program that offers non-competitive conversion to the competitive service at the agency.

14. Flexibilities for Attracting Qualified Candidates.

a. Recruitment Incentive. A monetary incentive paid to a newly appointed employee or a former employee with at least a 90-day break-in-service, if it has been determined that the position is considered hard (difficult) to fill. The amount paid can be up to 25% of the basic salary. Employees must fulfill a service agreement (of any length) with repayment penalties if the agreement is not fulfilled. Refer to USSOCOM Regulation 690-9 for instructions. Job announcement must include a statement that recruitment incentive may be paid.

b. Relocation Incentive. A monetary incentive paid to current employees who must relocate to accept a position in a different geographic area that will likely be difficult to fill in the absence of such an incentive. Employees must fulfill a service agreement (of any length) with repayment penalties if the agreement is not fulfilled. Prior to payment of the incentive, the employee must establish a residence in the new geographic area. The determination to pay the relocation incentive must be made prior to the employee’s effective date in the position to which he or she is being relocated to fill. Refer to USSOCOM Regulation 690-9 for instructions. Job announcement must include a statement that recruitment incentive may be paid.

c. Student Loan Repayment Program Incentive. A monetary incentive offered and used to repay federally insured student loans. Maximum of $10,000 for an employee in a calendar year and a lifetime total of not more than $60,000. It also requires a service agreement for at least three-years. It can be used as a recruitment or retention incentive for candidates or current employees of the agency. Job announcement must include a statement that this incentive may be offered.

d. Incentive for prior non-Federal work experience or experience in Active Duty Uniformed service creditable for determining annual leave accrual rate. Applies to newly hired civilian employees or to civilian employees rehired after a break in service of at least 90 calendar days. Allows employees to earn service credit for prior work experience that otherwise would not be creditable. The request and supporting information must be received and approved PRIOR to the employee entering on duty. AF requires that this incentive be used only for hard-to-fill positions.

e. Superior Qualifications. Advanced pay rates can be offered to a new employee who has certain qualifications that are deemed significantly higher compared to other candidates in the field or the new employee fills a special need if his/her skills, competencies, or experiences are relevant to the requirements of the position and are essential to accomplishing an important agency mission, goal or program activity. Refer to USSOCOM Regulation 690-10 for instructions.

15. Other Programs and Factors Influencing the Recruitment Process.

a. Placement Programs. DOD mandates the use of the Priority Placement Program (PPP) and the reemployment Priority List to minimize the adverse effects on employees caused by actions such as, but not limited to, reduction-in-force, base closures, realignments, contracting out, position classification decisions, rotation from overseas, and transfers of functions. HQ USSOCOM supports the hiring of well qualified candidates placed through placement programs and complies with program guidelines.

NOTE: HQ USSOCOM has an exception to the PPP based on the security clearance held by the registrant. Priority placement registrants are ineligible for placement unless they already possess the required security clearance. If the Hiring Official commits to a non-PPP candidate who does not possess the required security clearance when making a selection from a referral certificate, the position must be cleared IAW standard PPP procedures. For example: a Program Analyst GS-343-12 vacancy with a Top Secret clearance level is being advertised and three PPP matches are not considered because employees only possess a Secret clearance. If during the assessment of candidates, the official selects a candidate with a clearance level lower than Top Secret; AFPC is required to clear the three PPP matches that were bypassed.

b. AF Centrally Managed Positions. The AF centrally manages a group of HQ USSOCOM positions through a series of functionally-oriented Career Field Programs. AFMAN 36-606 provides specific guidance from the Career Field Teams. Guidance includes criteria for the authorization of PCS funding for centrally managed positions, non-competitive actions, and the approval of some incentives. Career Field Teams have different career paths and staffing requirements.

c. Mission Critical Occupations. These are occupations that are core to carrying out the organization’s mission or those occupations without which mission-critical work cannot be completed. A list of AF designated mission critical occupations can be found in AFPC myPers portal page at https://gum-crm.csd.disa.mil/.

d. Hard-to-Fill Positions. In determining whether a position is hard-to-fill the following factors should be considered: availability and quality of candidates, including the success of recent recruitment efforts, recent turnover in similar positions, salaries paid for similar positions outside the Federal government, employment trends and labor-market factors, special or unique competencies required for the position, organizations efforts to use non-pay authorities, the desirability of the duties, work or organizational environment, or geographic location of the position, and other supporting factors (See 5 CFR Part 575).

e. Personnel Systems. HQ USSOCOM is composed of a mix of GS, AF DCIPS, DIA DCIPS, and DOD Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) employees.

Managers must consider employees’ personnel systems and rules governing that particular system when considering the movement of personnel to different positions. For instance, the DCIPS Interchange Agreement that allowed the movement of employees to and from the competitive service expired on 30 September 2010. Each personnel system has different eligibility requirements that must be met for the appointment of employees and different performance management activities that must be accomplished.

Please discuss with your Directorate Civilian Liaison or FMD-J1-SC subject matter expert before affecting the movement of personnel to and from different personnel systems.

f. Qualification Requirements. To claim specialized experience, an applicant must have at least 52 weeks of experience that equipped him/her with the particular knowledge, skills, and abilities to perform successfully in the duties of the position, and that is typically in or related to the position that is being filled. To be creditable, specialized experience must have been equivalent to at least the next lower grade level.

g. Time-In-Grade. Employees are required to serve 52-weeks in the competitive service, GS positions, at their current grade level before they are eligible for promotion to the next grade level.

h. Positive Education Requirement. Refers to the determination by OPM that duties of certain positions cannot be performed by individuals who do not have the minimum education or special licensure prescribed in the OPM Qualification Standards. The following positions within the HQ USSSOCOM command require positive education: Accounting, Auditing, Engineering, Mathematic and Social Sciences.

SECTION IV—ASSESSMENT PROCESS

16. Civilian Selection Advisory Panel (CSAP).

a. The CSAP will be used to rank all applicants for civilian positions GS/GG-12 and above. Use of the CSAP process is optional for management-directed reassignments within the same grade level. The Hiring Official will appoint CSAP members as soon as the request for personnel action is submitted to FMD-J1-SC for processing.

b. CSAP Composition.

(1) The CSAP will consist of at least three individuals, including a chairperson who is a subject-matter expert (SME) in the area for which a candidate is being considered.

(2) Members will be individuals of a grade equal to or higher than the grade level of the position being filled.

(3) All CSAP members must have knowledge or experience in the functional area of the position.

(4) One member of the CSAP will come from outside the Hiring Official’s area of supervision (member may come from outside the HQ USSOCOM or outside the Command).

(5) The CSAP will be composed of a diverse group. It will include at least one female and a member of an ethnic minority is encouraged.

(6) CSAPs for GS/GG -14 and 15 positions will include one civilian with no prior military service IAW AF guidance. This requirement is optional for GS/GG-12 and 13 positions, but it is highly encouraged.

(7) Beginning 1 November 2015, at least one CSAP member must have completed Behavior-based Interviewer Training.

(8) The Hiring Official is not required to be a member of the CSAP, but may (at his/her discretion) serve on the CSAP either as the chairperson (if the SME) or as a member. The CSAP process will be a transparent and well documented.

c. The Hiring Official will provide in writing to each appointed member and the FMD-J1-SC a CSAP Appointment Memorandum listing member’s responsibilities (Appendix H) along with the USSOCOM IMT 02, Civilian Selection Advisory Panel Non-Disclosure Agreement Form, March 2012. (Appendix I).

d. The CSAP will evaluate, group, and prioritize candidates; interview candidates when requested by the CSAP chairperson or Hiring Official, and make recommendations for selection of primary and alternate candidates to the Hiring Official. The final hiring authority for HQ USSOCOM is defined in paragraph 4. n. of this regulation.

e. Evaluation Techniques. CSAP members/Chairperson must determine its evaluation techniques preferably as soon as the CSAP is appointed and must be ready for beginning the rating and ranking process immediately upon receipt of the referral certificate. Evaluation techniques should not change after the ranking process begins unless absolutely necessary. Changes and reasons for the adjustment should be documented. A thorough review of each candidate’s resume is required.

(1) Defining criterion measures. A job analysis is undertaken by CSAP members to determine the evaluation method for ranking candidates’ competencies and to define the criterion measures. The CSAP provides a description of the criterion measures (or ranking factors) selected the rationale for their use, and the data collection procedures such as review of resumes, sample products, interview and/or references. The CSAP will ensure that criterion measures will reliably and validly assess the extent to which candidates possess the needed Knowledge Skills and Abilities (KSA’s) and other personal characteristics that are the best predictors of future job success (see glossary for definition of reliability and validity of selection methods). Criterion measures should represent important or critical work behavior(s) and work outcomes that are predictive of an employee’s successful performance and which can be used to measure an applicants’ experience. The measures should be broad enough so applicants from a particular population or applicants without prior Federal experience wouldn’t be adversely affected during the assessment process. For instance, when leadership is used as a criterion measure, it should include military, DOD and non-DOD civilian equivalent benchmarks. Do not select KSA’s that could be acquired on the job (e.g. knowledge of organizational policies and procedures).

https://sof.hq.socom.smil.mil/sites/socs/SJS/Pubs/Forms1/Shared%20Documents/2.xfdl https://sof.hq.socom.smil.mil/sites/socs/SJS/Pubs/Forms1/Shared%20Documents/2.xfdl

There are positions within HQ USSOCOM that do not require knowledge of Special Operations. See Appendix J for examples of indicators of proficiency.

(2) Scores. Scores are the numerical indicator for the desired attribute. Define how the selected criteria will be scored and determine the rating scale. Develop benchmarks that describe the type and level of accomplishments or achievements that represent each level of proficiency. The defined benchmarks are specific, and should clearly suggest which accomplishments or achievements are better than others by assigning a point value. For interview questions, benchmarks represent qualitative examples of the types of responses expected from candidates. The applicant’s score is determined by comparing these benchmarks with the information provided by the candidate.

(3) Weighting of scoring. Determine if criterion measures selected for the evaluation of candidates are of equal importance in contributing to the total score. Apply greater weight to criterion measures that are most important for assessing candidate’s skills and lesser weight to the others.

(4) Grouping of Candidates. Candidates are rank-ordered into 3 groups once evaluations are completed: most qualified, highly qualified, and qualified, by the CSAP according to applicants’ qualification levels, and referred to by the Hiring Official for selection. Cut-off scores used to rank-order candidates into the three groups should be reasonable and consistent with normal expectations of acceptable proficiency within the workforce. The panel should be able to describe the way in which normal expectations of proficiency within the workforce were determined and the way in which cut-off scores were set. The group categories are as follows:

(a) Group A (Most Qualified), consists of those candidates evaluated by the CSAP as the most qualified to fill the position. The Hiring Official may choose from this group independently.

(b) Group B (Highly Qualified), consists of those candidates evaluated by the CSAP as highly qualified to fill the position, but not as qualified as those in Group A. Hiring Officials will submit written requests to the Director of the relevant HQ USSOCOM Directorate for approval of a selection as a candidate form Group B. Request will include rationale for not selecting a candidate from Group A.

(c) Group C (Qualified), consists of those candidates evaluated by the CSAP as minimally qualified to fill the position. Hiring Official will submit a written request to the Director, HQ USSOCOM Directorate for approval of a selection of a candidate from Group C. Request will include rationale for not selecting a candidate from Group A or B, depending on the CSAP’s recommendation.

(5) Interviews.

(a) Behavior-based Interviews are mandatory. CSAP members interview top contenders (normally Group A) following the structured behavior-based interview format IAW Office of Personnel Management’s Practical Guide, dated September 2008. Interviews will be conducted in an impartial and objective way. Questions asked of candidates must be strictly job-related. All candidates interviewed will be asked the same questions in the same order. Results of interviews will become a matter of record within the CSAP package. Appendix K outlines guidelines for behavioral interviews.

(b) Structured interviews use a standard set of questions and an established set of answers against which applicant’s responses are rated. It provides a consistent basis for evaluating applicants.

Development of the structured interview plan generally includes three sequential steps: construction of interview questions, construction of benchmark responses for the questions and weighting of the importance of the questions if desired.

(c) Training on behavior-based interviews will be offered to potential panel board members, hiring officials, and civilian personnel liaisons that provide advice during the CSAP process. A list of trained members will be posted on the Civilian Workforce Portal under the Recruitment, Assessment, and Hiring webpage.

(d) Interviewed applicants will be contacted for notification of non-selection by a member of the CSAP. Ideally, the Chairperson should notify the non-selectees after the selectee has accepted the tentative job offer from AFPC.

(6) DCIPS Assessments. CSAP for AF DCIPS positions includes veteran’s preference methodology IAW DODI 1400.25-V2005.

17. Responsibilities.

a. Director, HQ Directorate and designated Deputy Director are responsible for the following:

(1) Coordinating with officials from other directorates to ensure their CSAPs meet the composition requirements when requested.

(2) Releasing employees to participate as CSAP members in other directorates.

(3) Eliminating barriers impeding fairness and equity in the execution of CSAPs within their directorates.

(4) Exercising final hiring authority for recruit and fill personnel actions IAW paragraph 4.n. of this regulation.

(5) Ensuring recommendation for selections and documentation submitted to support actions adhere to the requirements established in this regulation.

(6) Evaluating overall directorate hiring practices including the timely execution of CSAPs and compliance with regulatory guidance.

b. Directorate Civilian Liaison is responsible for the following:

(1) Act as an advisor to hiring officials on all aspects of the recruitment, assessment, and hiring initiatives outlined in this regulation.

(2) As soon as a position becomes vacant or an overhire position is approved for recruit or fill, Civilian Liaisons will work with hiring officials for submitting personnel actions and begin coordinating the establishment of the CSAP if applicable.

(3) Requesting assistance or clarification from FMD-J1-SC staffing subject matter experts for complex civilian personnel actions, or when needing assistance with the CSAP.

c. Hiring Official or Chairperson is responsible for the following:

(1) The appointment of CSAP members IAW the guidelines outlined in this regulation.

(2) Providing CSAP members and FMD-J1-SC with Appointment Memorandum (Appendix H).

d. CSAP Chairperson is responsible for the following:

(1) Collecting CSAP Non-disclosure Agreement Form from members (Appendix I).

(2) Directing the work of the CSAP.

(3) Ensuring that the CSAP is in compliance with HQ USSOCOM policy and procedures as described in this regulation.

(4) Ensuring members are cognizant of their duties and responsibilities as CSAP members.

(5) Coordinating with the CSAP members, developing assessment criterion measures for the evaluation of applicants’ qualifications; scoring, grouping, and prioritizing candidates; interviewing candidates and recommending selection of candidates.

(6) Establishing and monitoring milestones for completion of the CSAP and selection of candidates before the expiration date of referral certificate (Appendix L).

(7) Preparing and submitting a written memorandum (Appendix N) for the final hiring authority through the hiring official describing:

(a) The results of the CSAP including the recommendation for selection of primary and alternate candidates.

(b) Determination of whether or not the selectee may be offered an incentive based on superior qualifications, special needs of the organization or the position is hard-to-fill. This includes a recruitment or relocation incentive or superior qualifications appointment.

(c) List of candidates categorized in Groups A, B, and C (Appendix P).

(d) Memorandum will be signed by CSAP members.

(8) Providing a complete results package to FMD-J1-SC upon completion of the CSAP, which includes the following:

(a) USSOCOM IMT 14, Custom Workflow Summary Sheet (Appendix O).

(b) Signed selection Panel Scoring Sheet with Evaluation Criteria (Appendix M).

(c) Panel Interview Questions with the rating scale.

(d) Signed Referral Certificate List.

(e) Resumes of the Top Contenders (normally Group A).

(f) Copy of CSAP Results Memorandum for the final hiring authority (Appendix N).

(g) List of candidates categorized in Groups A, B, and C (Appendix P).

(h) Approval for final selection by Director, HQ Directorate or Deputy Director IAW 4.n. of this regulation.

e. CSAP members are responsible for the following:

(1) Conducting the CSAP as directed by Chairperson.

(2) Administering the CSAP IAW HQ USSOCOM guidelines as described in this regulation ensuring fairness, equity, transparency, and acting in the best interest of USSOCOM.

(3) Evaluating candidates’ records, grouping, scoring, interviewing, prioritizing, and recommending candidates for selection.

(4) Certifying the results and recommendations of the CSAP by all members signing the memorandum for the final hiring authority (Appendix N).

(5) Notifying non-selection to candidates interviewed during the CSAP upon request by the Chairperson. CSAP Chairperson and the Hiring Official will decide what information will be provided to non-selectees IAW with privacy Personal Information and Privacy Act of 1974.

(6) CSAP members will refrain from discussing candidates’ records, grouping, scores, interviews, and priority with any person not officially involved in the selection process. Likewise, CSAP members will not discuss the deliberations of the CSAP, or the opinions expressed by members of the CSAP with any person not officially involved in the selection process. A non-disclosure form will be completed by each CSAP member and sent to FMD-J1-SC with the appointment letter (Appendix I).

f. FMD-J1-SC. Is responsible for providing the selection and CSAP guidelines and for assisting management with questions and concerns during the CSAP. A copy of the complete package will be forwarded to FMD-J1-SC upon completion of the CSAP.

g. HQ USSOCOM Chief Information Officer (Director J6). Will review and validate all civilian positions designated by job description to perform Information Technology (IT) and Information Management (IM) functions; review and endorse associated selection panel scoring sheets and panel interview questions; review and endorse selection recommendation; and ensure the position is assigned to the J6 Joint Table of Distribution IAW USSOCOM Directive 25-1, Management of Information Resources for the Special Operations Forces (SOF) Information Environment (SIE), 21 July 2008.

h. Special Operations Financial Management (SOFM), Chief Financial Officer (CFO). Will appoint a representative to advise the hiring panel as required for all Defense Financial Management Certification coded positions in HQ USSOCOM. Contact CFO front office when panels are formed to obtain the name of SOFM’s representative.

i. Certification. Hiring officials are required to sign all referral certificates after a selection has been made. Hiring Officials certify that the selection process was conducted IAW merit principles and without the infringement of employment laws or discrimination.

j. References. It is recommended that managers…