D.2 VA Directive 5005_Master_(thru_Change_146)_Final.pdf

Department of Veterans Affairs VA DIRECTIVE 5005 Washington, DC 20420 Transmittal Sheet April 15, 2002

STAFFING

1. REASON FOR ISSUE: To issue Department of Veterans Affairs (VA) policy regarding staffing and recruitment.

2. SUMMARY OF CONTENTS/MAJOR CHANGES: This directive sets forth policies previously contained in numerous other issuances. No substantive changes have been made.

3. RESPONSIBLE OFFICE: The Human Resources Management Recruitment and Placement Policy Service (059), Office of the Deputy Assistant Secretary for Human Resources Management and Labor Relations.

4. RELATED HANDBOOK: VA Handbook 5005, “Staffing.”

5. RESCISSIONS: Refer to the Transmittal Sheet for VA Directive 5001, “General Introduction and Administration.”

CERTIFIED BY: BY DIRECTION OF THE SECRETARY

OF VETERANS AFFAIRS:

John A. Gauss Jacob Lozada, Ph.D.

Assistant Secretary for Assistant Secretary for Human Information and Technology Resources and Administration

APRIL 15, 2002 VA DIRECTIVE 5005

1. PURPOSE. This directive contains policy on the staffing of positions within the Department of Veterans Affairs (VA) for personnel appointed or designated under certain title 38 authorities and personnel appointed under title 5, United States Code. This directive should be used in conjunction with VA Handbook 5005, which contains mandatory guidance and procedures on staffing positions in VA.

2. POLICY

a. VA staffing programs and practices will be administered and used to support the Department’s efforts to create and maintain a high-performing workforce to serve veterans and their families.

b. VA will administer staffing programs in a fair and equitable manner, consistent with applicable title 5 and title 38 provisions, Office of Personnel Management (OPM) regulations, and applicable legally binding decisions.

c. Each responsible official must assure that the administration of the Department’s placement authorities is carried out in a cost-effective manner, as necessary, to recruit and retain an adequate workforce.

d. Each responsible official must assure that the rights of employees to correct and timely personnel actions are observed.

3. RESPONSIBILITIES

a. Statements of responsibility for the various staffing programs may be found in each of the separate parts or chapters of VA Handbook 5005.

b. In those instances where a specific statement of responsibility has not been listed in a specific part or chapter of VA Handbook 5005, the following officials have responsibility for making staffing determinations:

(1) The Secretary, or designee, is the approving official for staffing actions for employees occupying positions centralized to that office.

(2) Administration Heads, Assistant Secretaries, Other Key Officials, and Deputy Assistant Secretaries, or their designees, may approve staffing actions for employees occupying VA Central Office positions in their organizations that are not centralized to the Secretary and employees occupying field positions centralized to their offices.

Department of Veterans Affairs VA HANDBOOK 5005 Washington, DC 20420 Transmittal Sheet

1. REASON FOR ISSUE: To issue Department of Veterans Affairs (VA) procedures regarding staffing and recruitment.

2. SUMMARY OF CONTENTS/MAJOR CHANGES: This handbook sets forth mandatory procedures previously contained in numerous other issuances. No substantive changes have been made.

3. RESPONSIBLE OFFICE: The Human Resources Management Recruitment and Placement Policy Service (059), Office of the Deputy Assistant Secretary for Human Resources Management and Labor Relations..

4. RELATED DIRECTIVE: VA Directive 5005, “Staffing.”

5. RESCISSIONS: Refer to the Transmittal Sheet for VA Handbook 5001, “General Introduction and Administration.”

CERTIFIED BY: BY DIRECTION OF THE SECRETARY

OF VETERANS AFFAIRS:

John A. Gauss Jacob Lozada, Ph.D.

Assistant Secretary for Assistant Secretary for Human Information and Technology Resources and Administration

APRIL 15, 2002 VA HANDBOOK 5005

CONTENTS

PART I. RECRUITMENT/GENERAL EMPLOYMENT

PART II. APPOINTMENTS

PART III. INTERNAL PLACEMENT AND PROMOTION

PART IV. REDUCTIONS IN STAFF

PART I

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CONTENTS

PARAGRAPH PAGE

CHAPTER 1. RECRUITMENT

1. THE RECRUITMENT PROCESS ................................................................................................... I-1

2. COORDINATION OF RECRUITMENT ACTIVITIES ................................................................. I-1

3. RECRUITMENT PLANNING ......................................................................................................... I-1

4. RECRUITMENT SOURCES ........................................................................................................... I-4

5. AIDS TO RECRUITMENT ............................................................................................................. I-8

6. EVALUATING THE RECRUITMENT PROGRAM...................................................................... I-12

CHAPTER 2. SPECIAL RECRUITMENT PROGRAMS

SECTION A. VETERANS EMPLOYMENT PROGRAMS

1. EMPLOYMENT OF DISABLED VETERANS, VIETNAM ERA VETERANS

AND OTHER QUALIFIED VETERANS ....................................................................................... I-13

2. SPECIAL APPOINTING AND TRAINING AUTHORITIES ........................................................ I-13

3. EMPLOYMENT OF VETERANS WITH MEDICAL MILITARY

OCCUPATION SPECIALTIES ....................................................................................................... I-14

SECTION B. SELECTIVE PLACEMENT PROGRAMS

1. AFFIRMATIVE EMPLOYMENT PROGRAM PLANS ................................................................ I-17

2. PLACEMENT REQUIREMENTS ................................................................................................... I-17

3. SPECIAL APPOINTING AUTHORITIES ...................................................................................... I-18

4. HANDICAP SELF-IDENTIFICATION PROCEDURE ................................................................. I-18

SECTION C. [STUDENT EMPLOYMENT AND HEALTHCARE ADMINISTRATIVE

RESIDENTS, INTERNS AND TRAINEES]

1. POLICY ............................................................................................................................................ I-19

2. REFERENCES ................................................................................................................................. I-19

CHAPTER 3. GENERAL EMPLOYMENT

SECTION A. APPLICATION FORMS

1. TITLE 5 EMPLOYMENT APPLICATIONS .................................................................................. I-21

2. TITLE 38 EMPLOYMENT APPLICATIONS ................................................................................ I-23

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CONTENTS-CONTINUED

PARAGRAPH PAGE

SECTION B. PART-TIME CAREER EMPLOYMENT PROGRAM

1. GENERAL ........................................................................................................................................ I-25

2. PROGRAM DESCRIPTION ............................................................................................................ I-25

3. REVIEWING POSITIONS .............................................................................................................. I-26

4. PUBLICIZING VACANCIES.......................................................................................................... I-27

SECTION C. TEMPORARY ASSIGNMENT OF EMPLOYEES UNDER THE

INTERGOVERNMENTAL PERSONNEL ACT (IPA)

1. GENERAL ........................................................................................................................................ I-29

2. POLICY ............................................................................................................................................ I-29

3. RESPONSIBILITIES ....................................................................................................................... I-32

4. PROCEDURES................................................................................................................................. I-33

SECTION D. VETERANS’ PREFERENCE

1. GENERAL ........................................................................................................................................ I-35

2. DEFINITIONS .................................................................................................................................. I-35

3. TYPES OF PREFERENCE .............................................................................................................. I-37

4. DOCUMENTATION ....................................................................................................................... I-38

5. RESTRICTIONS .............................................................................................................................. I-39

[CHAPTER 4. PREFERENCE TO VETERANS IN MAKING HYBRID TITLE 38

APPOINTMENTS

1. GENERAL ........................................................................................................................................ I-40

2. BACKGROUND .............................................................................................................................. I-40

3. DEFINITIONS .................................................................................................................................. I-40

4. FUNCTIONAL STATEMENTS………………………………………………………………….. I-41

5. HIRING VA RESIDENTS/TRAINEE CANDIDATES .................................................................. I-42

6. JOB OPPORTUNITY ANNOUNCEMENTS (JOA) ....................................................................... I-42

7. APPLICATION REVIEW AND QUALIFICATION DETERMINATIONS .................................. I-43

8. REFERRAL LIST ............................................................................................................................. I-44

9. SELECTIONS................................................................................................................................... I-46

10. OBJECTION OR PASS OVER REQUESTS FOR HYBRID TITLE 38 POSITIONS ................. I-47

11. OBJECTION OR PASS OVER REQUESTS FOR PHYSICAL OR MEDICAL CONDITIONS I-48

12. OBJECTION OR PASS OVER OF A PREFERENCE ELIGIBLE BASED ON SUITABILITY I-43

13. OVERSIGHT ……………………………………………………………………………………I-43]

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APPENDICES

I-A. OUTSIDE RECRUITING ASSISTANCE FROM COMMERCIAL

RECRUITING FIRMS AND NONPROFIT EMPLOYMENT SERVICES ................................I-A-1 I-B. DELEGATED EXAMINING (DE) .............................................................................................I-B-1 I-C. REGULARIZING ERRONEOUS TITLE 5 APPOINTMENTS .................................................I-C-1 I-D. TITLE 5 STAFFING VARIATION REQUESTS ......................................................................I-D-1 [I-E. GROUNDS FOR OBJECTION OR PASS OVER REQUESTS .................................................I-E-1

I-F. PROFESSIONAL AND SCIENTIFIC POSITIONS WITH POSITIVE EDUCATION

REQUREMENTS .........................................................................................................................I-F-1

I-G. OHRM/VACO OBJECTION OR PASS OVER CHECKLIST

30 PERCENT OR MORE VETERANS PREFERENCE .............................................................I-G-1 I-H. SAMPLE NOTIFICATION LETTER ........................................................................................I-H-1]

CHAPTER 1

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CHAPTER 1. GENERAL

1. THE RECRUITMENT PROCESS. Recruitment, or more specifically, positive recruitment, is the proper application of the elements that comprise the planned process of identifying general and specific staffing needs and of locating, attracting, and employing the best qualified available individuals. This is achieved by properly identifying and publicizing VA needs and opportunities, by developing and cultivating general and specific sources of candidate supply, and by identifying individual prospects and accomplishing the preliminaries necessary to appoint appropriate individuals. The process requires a continuous awareness of current and projected employment market conditions in order to capitalize on the availability of persons who are best qualified to perform the work of VA. It is the proper blending of publicity; employment market contacts, including schools, colleges, universities, minority group organizations and professional placement associations; knowledge of applicant supply; and aggressive efforts to seek out the best possible applicants that characterize the positive effort, rather than the routine recruitment procedure. It also requires determining and applying the proper mix of these elements in direct response to the staffing needs of VA. Some of the more common sources of candidates, and available recruitment aids, are discussed in paragraphs 4 and 5.

2. COORDINATION OF RECRUITMENT ACTIVITIES

a. Recruitment Activities within VA. For recruitment purposes, there are no clear-cut boundaries between field facilities and recruitment efforts overlap in areas where two or more field facilities are each conducting recruitment activities. Coordinated efforts, therefore, should be a common goal to facilitate certain recruitment relationships among VA field facilities in proximity to each other, as well as with educational institutions and other organizations. For example, Veterans Health Administration field facilities should coordinate their efforts within the Veterans Integrated Service Network (VISN) so that a cohesive, unified and economical recruitment effort is maintained.

b. Recruitment Activities Sponsored by Non-VA Organizations. VA Human Resources Management (HRM) and other officials will participate, as appropriate, in recruitment activities sponsored by such organizations as the U.S. Office of Personnel Management (OPM), Federal Executive Boards, chambers of commerce, educational institutions, and professional organizations. This participation should normally be in proportion to expected benefits to VA. VA officials who are in a position to influence the content of such efforts should ensure that VA recruitment needs are adequately represented.

3. RECRUITMENT PLANNING

a. General. An important responsibility of the HRM Officer is to anticipate the staffing needs of the installation and, in conjunction with other field facility officials, to develop plans for meeting those needs.

This requires:

(1) Understanding the nature of the work done in each segment of the installation and of its relationship to the work of other segments;

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(2) Understanding the knowledges, skills, abilities, and personal attributes required to do the work of the segment most effectively;

(3) Awareness of situations, conditions, and developments which indicate future personnel needs in each program; and

(4) Active participation in committees whose actions affect staffing decisions, e.g., budget, position management, equal employment opportunity, and employment of disabled veterans and handicapped individuals.

b. Prior Determinations. Before recruiting for a specific position, the HRM staff must determine:

(1) That an authorized position vacancy exists, or will exist, and that appropriate approval for filling the position has been given;

(2) For title 5 positions, that the position is properly classified and if any limitation exists as to the number of employees that can be supported at a given grade level;

(3) For title 38 positions, that the functional statement and credential requirements are reviewed and are current;

(4) The type of appointment and any special conditions of employment such as hours of duty, shift arrangements, time limitations, and alternate grade levels;

(5) The appropriate qualification standard and any selective certification or quality ranking factors which may be appropriate;

(6) The appropriate recruitment sources and techniques to use and whether to use them singularly or in combination. In this regard a determination must be made as to whether there exists any applicable negotiated agreement provisions which would govern the sources and techniques to be used or the sequence of their use; and

(7) That all requirements under the VA Career Transition Assistance Program (CTAP), Interagency Career Transition Assistance Program (ICTAP), and other priority consideration programs have been met.

See parts III and IV of this handbook.

c. Selection and Training of Recruitment Officials. An important part of the recruitment planning process is the selection and training of recruitment officials. VA personnel who contact candidates for employment or officials of recruitment sources should be those best qualified for this purpose. A favorable image presented by the recruiter can be the first step in bridging the gap between interest and employment. The selection and training of recruitment officials is, therefore, of paramount importance.

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d. Recruitment Strategies

(1) Intensive cultivation of newspaper, radio, and television outlets for news about VA job opportunities. This includes public service announcements, cable television advertising, advertisement in professional journals and on organizational and professional web sites.

(2) Use of mailing lists of professionals in the community, schools, vocational counseling offices, and particularly of professional or other occupational associations. Such organizations may be willing to circulate information to their members about VA career opportunities.

(3) Inviting students and others to indicate their vocational interests for possible future employment.

When vacancies occur, facility officials will have a ready list of candidates to contact about VA employment.

(4) Careful development of institutional relationships with teachers, editors, influential professionals, etc.

(5) Preparation and strategic distribution of well-illustrated pamphlets on specific occupations or professions, medical center fact sheets, and local Chamber of Commerce brochures, etc.

(6) Periodic visits and programs directed to college/university campuses to interest students in working for VA.

(7) Maintaining impressive and informative exhibits of VA careers at conventions, state fairs, and similar events where large numbers of persons are in attendance.

(8) Sponsoring an “open house” or “job fair.”

(9) Personalized letters to applicants who are interested in employment instead of patterned or photocopied letters.

(10) Telephone contacts, particularly by officials from those facilities actively seeking candidates, demonstrate a genuine interest in the prospect and provide for an expeditious exchange of pertinent information.

(11) Paying travel expenses for pre-employment interviews and for reporting to the first duty facility, if such actions may be authorized.

(12) Maintaining contacts with branches of the military that may be discharging persons with needed skills.

(13) Regularly informing veterans service organizations about VA staffing needs and career opportunities.

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(14) Encouraging follow-up contacts when recruiting for VHA mission critical positions by using promotional items of nominal value, in accordance with the provisions of paragraph 5b(1)(h) of this chapter, and MP-4, pt. V, chap. 3, paragraph 3A.13.1a.

4. RECRUITMENT SOURCES

a. General. Recruitment sources are varied and numerous. The extent to which the sources will be utilized will depend on local recruiting needs and resources. The sources described below, plus any developed locally, may be used singularly or in combination as circumstances indicate.

b. Standard Sources. When labor market conditions are favorable, the following recruitment sources will normally produce a sufficient number of highly qualified candidates.

(1) Vacancy Databases

(a) Under 5 CFR 330.707, facilities must post on OPM’s USAJOBS vacancy database all VA title 5 competitive service vacancies for positions which last over 120 days and for which applicants outside VA will be accepted, unless the position is filled by an ICTAP eligible. The USAJOBS posting requirement does not apply to appointments under title 5 excepted service authorities (e.g., 5 CFR, parts 213 and 307), but does cover positions of 121 days and up filled under 5 CFR, part 316 time-limited hiring authorities, even if based on excepted appointment eligibility such as VRA under 5 CFR, part 307. Facilities have the option of posting other vacancies on USAJOBS such as those in the excepted service of title 5 or any in the title 38 excepted service.

(b) VHA’s [Healthcare Retention and Recruitment Office (HRRO/10A2D) operates the VACareers Web site which links interested applicants to USAJOBS postings of VHA title 38 and title 5 vacancies, as well as other VA vacancies.]

(2) Civil Service Certificates of Eligibles. [Along with consideration of candidates identified through in-service placement activities] the primary recruitment sources for filling competitive service positions are certificates of eligibles obtained from a VA or other Federal delegated examining unit or an OPM services office. (Ref: 5 U.S.C. § 1104 and VA-OPM Interagency Agreement # [D]VA-1 on delegated examining) [See Appendix B of this part.]

(3) Reemployment Priority List. Former VA employees on the facility’s reemployment priority list will be given consideration as required by 5 CFR 330.201 – 330.209 and 5 CFR 351.803 and part IV of this handbook.

(4) Surplus and Displaced Employees. Surplus and [d]isplaced employees of VA and other Federal agencies will be given employment consideration as required by 5 CFR, part 330 [subparts F and G] and part IV of this handbook.

http://www.vacareers.va.gov/ http://www.vacareers.va.gov/

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[(5)] Applicant Supply System. An applicant supply system may also be used to maintain applications from persons having eligibility for excepted or noncompetitive appointment. Any applicable vacancy announcement requirements must be met.

c. Other Sources. When the above recruitment sources fail to supply a sufficient number of well-qualified candidates, other sources such as the following should be explored. Candidates identified through outside recruiting sources, such as the following, must be considered for Federal employment in accordance with applicable VA and civil service regulations, requirements and procedures, including veteran preference.

(1) Colleges and Universities. Through its close ties with medical and other schools, VA is associated on a day-to-day basis with these potentially productive recruitment sources. From a recruitment standpoint, professional contacts by line and staff officials with their academic counterparts are invaluable and should be cultivated and maintained. Such contacts, however, do not assure that these recruitment sources are being fully utilized. Therefore, VA field facilities will conduct a long range, general VA employment information program at local colleges and universities. Positive recruitment efforts are necessary to fully capitalize on these sources. HRM Officers should assume a leadership role in coordinating these efforts. Central Office staff officials who develop similar programs for specific positions pertinent to their functions will attempt to maintain the same alignment of local schools and field facilities. General instructions to field facilities concerning such separate programs will be coordinated with the Deputy Assistant Secretary for HRM[&LR] prior to issuance. Similarly, VA field facility officials participating in local, State, or regional college recruitment programs will, if feasible, do so in affiliation with the local schools.

(2) Other Educational Institutions. Appropriate efforts should be conducted at educational institutions below the bachelor’s degree level. Junior colleges, trade and technical schools, and high schools may prove to be productive sources of candidates for specific local recruitment needs. To some extent, the value of these efforts must be judged in terms of long-range objectives attained through career orientation and motivation of students.

(3) VA Employees. One of the most productive recruitment sources for a field facility is its own employees. To capitalize on this source, responsible officials need to keep employees informed about VA recruitment needs. This may be accomplished by the use of e-mail and other electronic communication systems such as the internet and/or VA intranet (e.g., the VA Vacancy Database referred to in paragraph 4b(1)(b) of this chapter; conspicuous posting of local and VA-wide employment opportunities on employee bulletin boards; publicity in facility newsletters; and staff meeting announcements). For positions which are included in exclusively recognized units, facility management may consider seeking the assistance of the labor organization which holds exclusive recognition for that unit in the facility’s recruiting effort. Employee assistance in recruitment can be encouraged by granting appropriate incentive awards, including cash awards, to those employees whose efforts result in the appointment of a candidate to a hard-to-fill position. (See VA Handbook 5017, Employee Recognition and Awards.)

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(4) State Employment Services. Local offices of the various State employment services are equipped to give advice regarding labor market conditions, publicize position vacancies, and screen and refer applicants. Many of these offices are organized to provide recruitment assistance for professional occupations, as well as for skilled and unskilled workers.

(5) Outside Recruiting Assistance from Commercial Recruiting Firms and Non-profit Employment Services. Profit-making commercial recruiting firms and professionally sponsored non-profit employment services are legitimate sources in recruiting for hard-to-fill positions. The services are provided via written contract and typically include publicizing an employer's vacancies and referring resumes of any interested applicants who appear to meet the basic qualification requirements. See 5 CFR 300.401 – 300.408 and Appendix I-A for applicable regulatory and procedural requirements. Participation in professional associations' conventions and meetings, many of which feature on-site placement operations, also often pays recruitment dividends. In addition to these formal approaches, informal contacts with professional associations at the national, regional, State, and local levels are often productive. Line and staff officials can play an important role in recruitment activities of this type.

(6) Competing Organizations. Contacts with other Federal, State, county and municipal agencies and private institutions employing the same types of personnel as VA are sometimes productive not to recruit their staff but to invite referrals of personnel who may have declined their offers or are surplus to their staffing needs.

(7) Career Days. Career days, job fairs, and other similar events can serve as productive sources. Such events are sponsored by educational institutions, chambers of commerce, civic groups, and other organizations.

(8) [Pathways Programs for Students and Recent Graduates]. This source yields [employees] who tend to be more immediately productive as they are already familiar with the working environment of VA or another Federal agency [, as applicable]. (See 5 CFR 213.[3402] (a) and (b) and section C of chapter 2, this part.)

(9) Allied Health Training. This source includes VA-funded allied health trainees, such as those established in social work, dietetic and psychology disciplines.

(10) Normally Unemployed Persons. Workers in seasonal industries within the local area may be available for off-season work in VA. Also, the possibility may be explored of obtaining services from members of the local population who normally are not employed, such as students, homemakers, and retired persons. Appropriate consideration should be given to establishing part-time positions to capitalize on the skills and motivation of such individuals.

(11) State Licensing Bodies. State licensing organizations will often furnish names and addresses of newly licensed individuals who may consider employment with VA.

(12) Special Interest Groups. Community action groups, women's organizations, fraternal societies, welfare groups, rehabilitation organizations concerned with training and placement of persons with disabilities, and similar organizations will often provide placement assistance.

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(13) Organizations Representing Minorities or Applicants With Disabling Conditions

(a) Minority Applicants. A program to recruit minority applicants should include ongoing relationships with historically black colleges and universities, the Hispanic Association of Colleges and Universities, alumni associations, and other organizations involved in the placement of minority applicants [(HACU)].

(b) Applicants With Disabling Conditions. Efforts to recruit applicants with disabling conditions should include contacts with the local Equal Employment Opportunity specialists; rehabilitation agencies connected with State, county, municipal or private health care facilities; local, State or national offices of professional, veterans or other associations furthering employment opportunities for people with disabilities; and colleges, universities and other schools with candidates for employment in occupations found in VA.

(14) Veterans Organizations and U.S. Military Services. In addition to other sources listed, to reach the work-ready veteran population, including disabled veterans, information about vacancies may be communicated to Veterans Benefit[s] Administration vocational rehabilitation counselors, VA Vet Centers and veterans organizations. When feasible, recruitment contacts may also be made with military separation centers.

(15) VA Placement Service. [VHA’s] Health Care Staff Development and Retention Office (HCSDRO/10A2D), 1555 Poydras Street, Suite 1971, New Orleans, LA 70112, maintains placement and referral services for [Title 38 full excepted service occupations and Title 38 hybrid occupations].

Those filing application forms with the VA Placement Service are referred, based on their geographic preference and specialty, to medical centers requesting lists of candidates. Applicants may obtain registration materials or additional information by calling the HCSDRO toll-free on 1-800-949-0002.

VA facilities may request Placement Service referrals for a vacancy via the same toll-free number.

(16) VA Central Office Program Officials. When health care facilities have been unsuccessful in recruiting for vacancies, they may request informal advice and assistance from the appropriate Service Director or other appropriate program official on VA Central Office staff. Contacts should reference all pertinent information on the assignment involved. For physicians, the contact should identify the specialty, required qualifications, and intended assignment.

(17) Supplemental Sources. Potentially productive sources also include the public interest programs for such individuals as enrollees of Federally funded economic opportunity programs, people with disabilities, rehabilitated public offenders, and others.

(18) VA Central Office Assistance. The Office of Human Resources Management and Labor Relations (057) and the Office of Diversity Management and Equal Employment Opportunity (06) are available to assist in the development of recruitment programs.

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5. AIDS TO RECRUITMENT

a. Recruitment Incentives. Several incentives are available for use in enhancing VA's ability to recruit, particularly for hard-to-fill positions. Plans for recruitment should capitalize on these provisions to the maximum extent necessary. Among these incentives are:

(1) Higher Salary Rates

(a) Special Salary Rates for Recruitment and Retention. Special salary rates and ranges are established under the provisions of 5 U.S.C. 5305 for certain occupations and grade levels for which there are significant recruitment or retention hindrances. (See 5 CFR 530.301 – 530.307, and VA Handbook 5007, Pay Administration.) Recruitment officials must be aware of these rates in order to conduct effective recruitment and be alert to situations which might justify requesting approval of these rates for other occupations on either a local or nationwide basis.

(b) Above Minimum Rates for Candidates With Superior Qualifications. Under the provisions of 5 U.S.C. 5333, certain persons may be appointed to positions at a salary rate above the minimum rate for the particular grade level on the basis of the candidate’s superior qualifications. (See 5 CFR 531.203(b) and part II, chapter 3, paragraph 4 of VA Handbook 5007, Pay Administration.)

(c) Above Minimum Rates for Occupations Involving Direct Patient-Care Services. Under the provisions of 38 U.S.C. 7408(b), individual appointments above the minimum rate of the grade may be made in General Schedule and title 38 occupations which provide direct patient-care services or services incident to patient-care services. (See part II, chapter 3, paragraph 3 of VA Handbook 5007, Pay Administration.)

(2) Travel and Transportation to First Post of Duty. Authority exists for the payment of travel and transportation expenses for appointees to report to their first post of duty. (See 5 CFR, part 572 and MP-1,

pt. II, ch. 2.) Where such expenses may be paid, this possibility should be communicated to prospective employees so that it will have the maximum favorable effect on recruitment.

NOTE: Travel expenses that can be paid for new employees are limited in scope. Refer to MP-1, part II, chapter 2 before informing prospective employees. (There is a related service obligation agreement requirement.)

(3) Travel Expenses for Visits of College Officials. VA field facilities may pay travel expenses of educational institution officials for the purposes of consulting with them on VA employment opportunities and on recruitment problems and techniques. VA officials should consider capitalizing on these provisions in instances where they sponsor or participate in career day programs, host open house events, or host student groups for tours of field facilities for long-range recruitment purposes. (See MP-1, pt. II,

ch. 2.)

(4) Travel Expenses for Pre-employment Interviews. Payment of travel expenses for pre-employment interviews may be a useful and necessary approach for ascertaining an applicant's qualifications for a position. (See 5 CFR, part 572, and MP-1, pt. II, ch. 2.)

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(5) Recruitment Bonuses. Authority exists for the payment of a recruitment bonus as a lump-sum payment of up to 25% of basic pay to an employee newly appointed to a position that would otherwise be difficult to fill. In return, the employee must sign an agreement to fulfill a period of service with VA. (See 5 CFR, part 575, subpart A and VA Handbook 5007.) Where such a bonus may be paid, this possibility should be communicated to prospective employees so that it will have the maximum favorable effect on recruitment.

(6) Relocation Bonuses. Authority exists for the payment of a relocation bonus as a lump-sum payment of up to 25% of basic pay to a current employee who must relocate to a position in a different commuting area that would otherwise be difficult to fill. In return, the employee must sign an agreement to fulfill a period of service with VA. (See 5 CFR, part 575, subpart B, and VA Handbook 5007.) Where such a bonus may be paid, this possibility should be communicated to prospective employees so that it will have the maximum favorable effect on recruitment.

NOTE: Information on retention allowances can be found in 5 CFR, part 575, subpart C and VA Handbook 5007.

b. Recruitment Techniques

(1) Publicizing VA Recruitment Needs. Publicizing VA recruitment needs will normally be initiated by HRM officials in collaboration with line and staff officials. When non-HRM officials take such initiative, their activities will have the prior concurrence of the HRM Officer for the field facility or of the Deputy Assistant Secretary for HRM in Central Office, as appropriate. To supplement the vacancy databases covered in paragraph 4b(1) of this chapter, there are several added means of making VA employment opportunities known to recruitment sources. Among these are:

(a) Advertising

1. VA regulation in 38 CFR 2.4 delegates authority to the following officials to order paid advertising for recruitment purposes: Administration Heads; Assistant Secretaries; Other Key Officials (the General Counsel, the Inspector General, the Chairman, Board of Veterans’ Appeals, the Chairman, Board of Contract Appeals, and the Director, Office of Small and Disadvantaged Business Utilization); Deputy Assistant Secretaries; the Deputies of such Officials; the Deputy Assistant Secretary for HRM; Associate Deputy Assistant Secretary for HRM; and field facility directors.

2. Prior Central Office approval is not required in placing recruitment advertisements having a local or State-wide audience or for advertising regarding title 38 positions; and there are no restrictions on the type of advertising media used, e.g., newspapers, periodicals, radio, or television. Paid advertisements for positions in the competitive service having a nation-wide audience or area of publicity will require the prior approval of the Deputy Assistant Secretary for HRM (05). When a number of field facilities request approval to advertise nationwide for a particular position, consideration will be given to utilizing a larger VA-wide advertisement placed by the Office of HRM or other central office component in lieu of the smaller advertisements requested by the field facilities. All advertisements should be in good taste and appear in media that are appropriate in terms of the type and location of the positions involved.

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3. A file for each advertisement will be established and maintained for 2 years. The file will include such pertinent information as a copy of the advertisement, media used, cost, and a concise assessment of the results achieved. This information will be evaluated to determine the effectiveness of advertisements and to plan any needed improvements in future advertising efforts. Upon request, this information will be forwarded through channels to the Deputy Assistant Secretary for HRM[&LR] (05) for review and analysis.

[(b)] Recruitment of Minorities and Women. Recruitment activities will be designed to reach and attract job candidates from all segments of society. Where appropriate, these activities should be tailored to improve their effectiveness among members of special groups. The following techniques may be helpful in this respect:

1. Participation in recruitment activities and outreach contacts of program coordinators for employment of Hispanics, women, disabled veterans and other people with disabilities, and students/graduates of the {HACU] and of Historically Black Colleges and Universities, or other EEO representatives;

2. Spanish translation of job announcements, fact sheets, pamphlets, and other recruitment literature;

3. Use of the Spanish language to reach the Hispanic public via the various media (radio, television, newspapers, and magazines);

4. Pictures of Hispanic and other minority employees and women in recruitment literature and exhibits;

and

5. Identification of specific positions in which the employment of bilingual, bicultural persons would enhance VA's responsiveness to the unique needs of a large segment of the population which it serves.

[(c)] Recruitment Literature. Recruitment literature developed by VA Central Office or by OPM is usually designed to support recruitment efforts on a VA-wide basis. This literature may be supplemented by additional material identified or developed by field facilities.

[(d)] Recruitment Exhibits. Several professionally prepared recruitment exhibits are available from Central Office for use by field facilities on special occasions. Requests for these exhibits should be made through channels to the [Director, Office of Administration] or [ ] for some [health care] occupation portable exhibits, to the Under Secretary for Health, HCSDRO (10A2D). These exhibits may be supplemented by ones developed locally.

[(e)] VA Fact Sheets. These are descriptive summaries of VA field facilities, their mission and special programs, and the community and surrounding areas, which are used to inform and interest prospective applicants in employment. Photographs are used to show facility features and activities, as well as historical and recreational items of interest. Fact Sheets are developed by the field facility with the advice and assistance of the Deputy Assistant Secretary for HRM&LR (059).

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[(f)] Open House Activities. An effective means of publicizing VA recruitment needs is through local open house activities. Such activities are usually held in conjunction with Veterans Day, National Hospital Week, or similar observances; and they present excellent opportunities to publicize local, as well as VA-wide employment possibilities. Presentation of exhibits, distribution of recruitment literature, showing of film and similar recruitment messages can often be used effectively during activities of this type.

[(g)] Promotional Items of Nominal Value in Recruiting for VHA Positions. Under 38 U.S.C.

7423(f), VA organizations and facilities may expend appropriated funds to purchase items of nominal value for use in recruiting individuals for employment in positions filled under 38 U.S.C. chapter 74 in the Veterans Health Administration (VHA). Promotional item use will be limited to recruitment for occupation(s) considered mission critical based on the need to interest qualified applicants given current and anticipated job market conditions. (The companion Finance policy is in MP-4, pt. V, chap. 3, paragraph 3A.13.1a, dated June 18, 1993.)

1. An item whose total cost (including any taxes and related fees) amounts to no more than $5.00 per individual recipient is considered to be of nominal value. Note that suitable items are usually available for a small fraction of the $5.00 maximum. Purchase requests for such items will document the justification for the expenditure level in keeping with the criticality of the recruitment need.

2. The item’s purpose of serving as a recruitment aid must be evident on the item itself. To serve as a recruitment aid, the item will include a permanent display of:

a. The Department’s VA logo and/or the name of either the Department of Veterans Affairs or the VHA facility purchasing the item.

b. A telephone number and/or address (e-mail, mailing, and/or [W]eb site) to provide potential applicants with a VA point of contact for recruitment follow-up.

c. Space permitting, a recruitment slogan or message.

3. The entire item’s design is to be professional and tasteful, and to reflect favorably on VA as a preferred employer.

(2) Recruitment on an Individual Basis. The approach to be used in recruiting for a specific position should be tailored to fit local needs and circumstances existing at the time. There are some fundamental principles, however, that apply across-the-board in all recruitment activities. Some of these principles are discussed below.

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(a) Communicating With Prospects. One of the most important stages in the recruitment process is the initial contact with a potential applicant. Whether by telephone, written communication, or otherwise, the initial contact represents the point in the recruitment process at which an individual either loses interest in VA employment or becomes an interested candidate.

(b) Interviews. An equally important stage in the recruitment process is the employment interview, whether at the initial contact stage or at the selection consideration stage. Officials with responsibilities in this area should be thoroughly trained in the techniques of conducting successful interviews. In tight labor market situations, consideration should be given to publicizing and conducting interviews after normal working hours and during weekends, either on-site or at locations more convenient to prospective candidates. Other field facilities located closer to an applicant's home should be utilized to the maximum extent possible to conduct personal interviews.

(c) Administrative Requirements. Application procedures and subsequent processing requirements should be accomplished with the prospect's convenience in mind at all times. The objective should be to make it as easy as possible for a prospect to make application, be interviewed, have a physical examination conducted if required, and be appointed.

6. EVALUATING THE RECRUITMENT PROGRAM. The effectiveness of the recruitment program must be reviewed and evaluated on a continuous basis. The objectives and evaluation standards and procedures outlined in VA Handbook 5001 will be followed.

CHAPTER 2

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CHAPTER 2. SPECIAL RECRUITMENT PROGRAMS

SECTION A. VETERANS EMPLOYMENT PROGRAMS

1. EMPLOYMENT OF DISABLED VETERANS, VIETNAM ERA VETERANS AND OTHER

QUALIFIED VETERANS. Field facilities are to make on-going efforts to employ and advance disabled veterans and Vietnam era veterans. All facilities should use these key techniques:

a. Demonstrated support from each facility’s top management.

b. Productive recruitment outreach activities, including liaison with VA Counseling Psychologists and/or Vocational Rehabilitation Counselors, State employment service offices, State rehabilitation agencies, OPM service[s office]s, veterans organization representatives, etc.

c. Effective use of available special appointing and training authorities.

d. Full implementation of the field facility affirmative action program plans for employment of disabled veterans and other persons with disabilities.

e. Assurance that these veterans have full access along with other employees to promotion, training, and advancement opportunities.

f. Periodic evaluation of facility progress. A report which should provide some basis for these internal reviews is the quarterly statistical Disabled Veteran and Vietnam Era Veteran Employment Report (computer-generated COIN PAI 204 Report).

2. SPECIAL APPOINTING AND TRAINING AUTHORITIES

a. Authorities for Appointment and Training of Veterans. There are a number of title 5 authorities specifically covering appointment and training of veterans and/or preference eligibles. These authorities cover: appointment under the amended Veterans Employment Opportunities Act (VEOA);

Veterans [Recruitment] Appointments (VRAs); time-limited appointment of VRA eligibles;

noncompetitive appointment of disabled veterans with a service-connected disability of 30 percent or more; unpaid training/work experience and possible subsequent noncompetitive appointment of service-disabled veterans (see subparagraph b [ ]); and appointment of Congressional Medal of Honor recipients. Additional details on these authorities are located in part II, chapter 2 of this handbook.

b. Unpaid Training/Work Experience for Service-Disabled Veterans. VA policy is to promote maximum use of authority granted by 38 U.S.C., chapter 31 to provide unpaid training for certain service-disabled veterans and by 5 CFR 3.1 and 315.604 to noncompetitively appoint such veterans to continuing positions and then convert them to career-conditional (or career). Facility heads will assess areas appropriate for chapter 31 training and advise the rehabilitation and employments staffs of servicing VA regional offices of these opportunities so that trainees may be referred.

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(1) Utilization and Training. There are two means through which Federal agencies may provide on-the-job training for disabled Veterans under Chapter 31 authority—as paid employees via a regular appointment and as Chapter 31 unpaid trainees. Chapter 31 unpaid trainees will not replace or be used in lieu of regular employees for whom funds and ceiling have been provided. This training is to be provided on a host-enrollee basis for which an agreement, VA Form 22-1904, Agreement to Train On-the-Job Disabled Veterans, is required. WOC (without compensation) appointments are inappropriate.

(2) [Noncompetitive] Appointments. Special emphasis will be directed toward full utilization of the 5 CFR 315.604 [noncompetitive] appointment authority to enhance employment opportunities for disabled Veterans who complete training. Every effort will be made to place Chapter 31 unpaid trainees who successfully complete training. This should include close coordination with Veterans Benefits Administration (VBA) rehabilitation and education staffs, referral for employment consideration to other VA facilities, and referral to other Federal agencies if employment opportunities are not available within

VA.

c. General. Authorities specifically covering appointment and training of Veterans are referred to above. Numerous other hiring or training authorities, while not specifically aimed at the Veteran population, also often prove useful for those Veterans who meet the applicable eligibility requirements.

Examples include: the various authorities for appointing persons with disabilities (see 5 CFR, part 213 and part II, chapter 2, section C, this handbook); the time-limited appointment authorities (see 5 CFR, part 316), and part II, chapter 2, section B, this handbook); and such programs as [Pathways Programs] (see 5 CFR, part 213 and part II, chapter 2, section C, this handbook) and VA Alcohol and Drug Abuse Rehabilitation Counseling (see part II, chapter 2, section C, this handbook). See also 5 CFR, part 330, subpart D for information on positions restricted to preference eligibles (custodian; guard; messenger;

and elevator operator). In addition, 38 U.S.C. 4214(g) authorizes the Secretary to accord preference for employment in VA of qualified Vietnam era Veterans and certain disabled Veterans as Veterans benefits and psychological readjustment counselors, Veterans claims examiners, outreach…