Federal personnel manual system


Material Information

Federal personnel manual system
Portion of title:
FPM letter
Physical Description:
United States Civil Service Commission
United States -- Office of Personnel Management
United States Civil Service Commission
Place of Publication:
Washington, D.C
completely irregular


Subjects / Keywords:
Personnel management -- Handbooks, manuals, etc -- United States   ( nal )
Civil service -- Handbooks, manuals, etc -- United States   ( lcsh )
Personnel management -- Handbooks, manuals, etc -- United States   ( lcsh )
federal government publication   ( marcgt )
periodical   ( marcgt )


Issuing Body:
Vols for 1979- issued by: Office of Personnel Management.
General Note:
Description based on: 410-19 (Aug. 22, 1977); title from caption.
General Note:
Latest issue consutled: 292-23 (No. 3, 1983); title from caption.

Record Information

Source Institution:
University of Florida
Rights Management:
All applicable rights reserved by the source institution and holding location.
Resource Identifier:
aleph - 021549616
oclc - 06727309
lccn - 2009238041
System ID:

This item is only available as the following downloads:

Full Text

:,AFF14 Letter 1920

yte MI
Ished in advance
41cotporaficin in FPM
tbj*ter q2O or
vmiumw A;&6ED

ftton, 1). C. 20415
yebruary, 110 1982

to the, 40tablishwnt of
s reqUir4ed, `0y 5 CM 412-

I*ttwr *h$ch U41--lailed refire-
im. That', aw sea

%e o rizent, AdMinfttAt*ml dazit itted
of the Peceral r t;r Up reducing
gave, Irma
t be 40hie, 1wi, Sys--30-1efforts

I entk coar force cimpares;
orqanidtjd in,thii" mm, "emr, not
% 'he m4nagaftent
ci*Vetemim neeW bc) bring
mt' Tt-islbe'kesponsibijity of
X =e bowtaritly learnim how bo do
Iy selec .0als 4i*,piipared to be f-utLwe

I R a means,, for *PPWzUq the effect-
n ai
at, Port 'of I&xnent. it
Ow'better bo higher
a more rqpretive re&ral work
Ilk the predsea ar4 assumptiom underlyuV
Woh of inanoWria4l "' j6MjSrpntaIrwd I'in

4'b,'del of'' Fedeta I F"ulatiowj. requitvs the.
1 -'nt Wograms,, Major ptwisions re-

in...eithet or both of the fbIlowing,

J*A A, emppvnt swtew offering management development
-00 sow Potentia.1 manauers,

deveopment programs of fer v-V KRnagement
J- selolb 10
ted 'ep yees;* [412.103 (a) 31

Office of Executive and Management
tctlventss and Development Croup (202) 632-4661

OPM FOAM 652 1179

FPM Letter 920-15 (2) 0 t%
0 4r

eme ing and, devel4m, *4
managers Vi
AncuMbent. cialists.ide asba tv 'Pot'"'t
through W-15 to ency arA 0;
_4 4A
W(2) et' tod Af flrmatiye'
appropriate to this an agency at

"(3) Be% bD comtabi-lity,
at, the mid,-management 1

"M Provide a fo ation of fi r"'a
deveRopmental experiences for SES candidate AeVo!lomeht

C. "Overall planning and management of the agency e:kecutiVe ab&I
deve1qpinent programs) shall be provided b i1o",
y a departmental
,executive resources board or a complex of execiativ4 boards atage'
ordinate levels..."[412.107(a)l
d. agency making or intending tojmke'tore than'f ive
ments tO the Senior ExecutiveServioe shall establi;sh its' executive:,
ment development program in acoordancewith a'program plan which has-'-'*.
1_y CM Agencies shall... inform OM of any significant changes as they

5'. Linkage with &4:)eryisbry Deve '2nt-., Syste W" t1c'efforts to
ompetencies begin at the first level of, management -- the supe i s0%,
Mherever practical$, development at the mid-4nanayement -level should bux_ OW I
of developmental 'activities provided to supervisors. planning.for 'the
of the entire agency m ent team (supervisbrst' managers and execdtivopf
be closely coordinated ba assure consistency and to minfiftiz'eoverlapa' J*-

6. schedule.for'Agency Ictipn. Each department or a' ncy subject to
and management development gram plan approVal byOPM shall report bo'OM-
amendments to its plan needed to meet the requirem6hts reproduced in pat*_A0.*
above. This information should be provided as soon"as pr cticable, -untess 611
described in the plan update that was due November 2, 1981. pians for this
should call for systems) and/or programs) to become fully ollorational W late
than january, !,, 1983. 'The above mentioned report was cleared in accordarf6e
FM 101-11.11, and assigned report control.number 0259-OPM-M.

7. Seiection of Approach. ''The regulation requires agencies to establisih eitheei"o-ll
cpen management deve tems or selective management development *64iaims",
or both. Federal agencies differ markedly in characteristics which bearuponthe,
selection of an approach to management'development that is whetber a partioular
agency should choose an open system, a selective program or a cambination'Ot-,pWII:,,,,,J

33ecause of the complexity of thefactor influencing this decision, agencies
should consult with their components, including'field operations, in the dediln,,
of their management developnent efforts. Same factors in this decision ai*
differences in size of agencies, geographical dispersion and organizational
patterns, nuaibers and varieties of missions, programs and occupations, anticipated
levels of turnover in managerial ranks, and an agency's historys including its PtVL-_
...Vious experience with management development.

Vd*never possible, an agency should maintainboth an open system anda selective
program. This will provide a broad based focus onimpraving management competence
(and thereby improving productivity) throughout the organization plus an cppDr-
tunity to identify and intensively develop the most talented future managers. *#$IR_

FPM Letter 920-15 (31

Sa. Open systems are designed to address the developmental needs of all or a very
:: .substantial portion of the people who are in managerial positions. In addition, open
systems often cover other employees who demonstrate both a high interest in and capac-
ity for assuming managerial positions. This approach aims at improving the overall
Sguality of management in an agency. It may be (but need not be) standardized, that is,
have set courses for all managers, mass lectures and firm IDP requirements. However,
an open systems approach may also be very flexible, allowing the widest variations in
.individual development. Developmental activities are apt to be in less depth in the
....short run than in selective programs since they apply to a large and varied group of
individuals rather than to a select few. An open system should be tied to career
Development over many years.

b. Selective programs aim to prepare canpetitively selected employees for
entry into managerial positions. These programs are based on the assumption that
an agency with limited resources will get the best return for its investment by
targeting its efforts at this smaller group with the best potential for successful
future performance in managerial positions.

(1) In planning the number of participants to be accepted into selective programs,
agencies should assume that candidates successfully completing the program will fill
no more than 50% of projected management vacancies.

(2) The selective program may be particularly appropriate for tapping managerial
S potential and/or aspirations which have not been manifested in traditional ways,
e.g., in uncovering and nurturing managerial potential on the part of individuals
who have had no prior supervisory experience or experience in the line (or main-
mission) occupation(s) of the agency. *

(3) Although the law now provides for a probationary period before an initial
appointment as a manager becomes final, a selective management development program
provides an additional cushion, a preparatory period during which an individual can
test both interest and potential, with a relatively graceful means of not proceeding
should that seem desirable.

8. Eligibility. Normally, management development systems and programs will address
employees in grades GS-13 through GS-15. However, to further progress toward affir-
mative action goals, agencies might need to include employees at GS-12. This could
be necessary because, in special situations, the logical contenders for managerial
positions would be in these grades. Additionally, some agencies have GS-12 jobs
which have many of the functions of managerial positions.

9. OPM Role. CPM will assist agencies in the establishment of management development
programs and monitor program implementation. The staff of The Office of Executive
and Management Development, Workforce Effectiveness and Development Group is available
for consultation on the establishment or operation of management development systems
or programs and, within available resources, will provide needed advice and
assistance on request.

"Mi "u: r". ::
.. .. ... iii

S "* .. .
.:il ":. ..... ."i

S* QpM'as Office of Executive and 4anagenent aevel4nant is engaged in continuing
e search to ientify and validate generic managerial cnpetencies. Assistance
in getting and using results to date may be obtained by contacting OHID.

be recognized and institutionalized.
,. .. ; :" ;"
14. To move from journeyman or supervisory work to a managerial position i.t i
cross one of the most significant career thresholds. It is in the into*~
of agencies and individuals alike that such moves not be undertaken 114i6
thus it is potentially a worthwhile investment for an agency t provide a
means whereby employees who so desire may, for their own information, ais
their motivation and aptitude for managerial work.

* 4
I ',,

=' ..EiH iE

'Aw f

-AWamtment 2, to TT:K fO 5,20-1,5

DE:tfiftjtlork-kio ,rx4 Positiobs

al, tions, i*,tb in whidi tnctfn.bents (1.) direct-the,
f- Otgo;IIZA 31' 12),at6 bEiUlacc6W, of
0 an'' t O)V-
4eir, (j) ib6k fl*' prc4ros
PMahixation Wwardcjmlsbod por odicall, evaluate arA' Ae
-appro iate, i4 i '16 4 rform. t1w fu4 rarqe,
ro-Spobs Kli ties
Ivel plps
Oh,,Jme'pehdj 61,6i7, 3 ''bitli w:ii bigbe rm

b, Determine, rewor-M mopgrah ocao *''Of z'vsowdos, arid
int for use;

Co Determine, th6 Tr-ednnar4,44 Plam for cwganizaticnal
cha*sWhich hwe-C6 such-,,Os
4 f4
qt*=,Ok 6cors wheo Odng'deqisioq
(or; reaxime da e Ti-
t*6rqA, to,Mgb -,ge"t) Mpludingl
publia m1a 6al t
bngrpsq,1 ions, lom
r-,IA#ons., pt*JO effect on 6thet ovgrVi-
zatibns', 4id o" 1P C
1, a #-ivitie
i* e.,,ODoxdinate other'interna s or
with #iq acUvAtieg 16f O*r agmcies;

Arus ess the ,cavorgabitatipn programs of subitan
develcPmeht-5,10, Ograu$ an;kjp-lioies in otirer -parts, 0
44ency, in 6ther bmie" 'Lt'*'- ae4, and, in pr iva'- te iseq-,

g. Set policy for t janUatipdmdnaged in s6ch axeas as
determining progr*1 en 401411 operating quidp11ine8;,-
understand and* %i
&F ido gency Policiek ahd prw"rities
throughout the oroni ion'Manag

h. Del with genpra o,* na managenen Py icy, matters affect
ing organization Axna" i 'personneX, acHDMS, affecting
key employee s-, -- Aril,, 61t 164;-V)ith -re-
Perpuss ions; Wid,
4- i Delegate authDrity, U> s6b6tdfh#6 sopetviso- r's aM hold t'heffi
responsible 'for tbe, 'petf6imnqe Of' their orqaniz ional units.


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