FOREST SERVICE HANDBOOK WASHINGTON FSH 6109.15 - POSITION CLASSIFICATION HANDBOOK Amendment No. 6109.15-96-2 Effective November 1, 1996 POSTING NOTICE. Amendments are numbered consecutively by Handbook number and calendar year. Post by document name. Remove entire document and replace with this amendment. Retain this transmittal as the first page of this document. The last amendment to this Handbook was Amendment 6109.15-96-1 to 6109.15,50 Contents. Superseded New Document Name (Number of Pages) 6109.15,50 - 5 Digest: 50 - Establishes a new Chapter 50, Classification of Positions Using "Impact-of-the-Person-on-the-Job" Concept. This chapter provides direction for utilizing impact classification within the Forest Service. JACK WARD THOMAS Chief FSH 6109.15 - POSITION CLASSIFICATION HANDBOOK WO AMENDMENT 6109.15-96-2 EFFECTIVE 11/1/96 CHAPTER 50 - CLASSIFICATION OF POSITIONS USING "IMPACT-OF-THE-PERSON-ON-THE-JOB" CONCEPT "Impact-of-the-Person-on-the-Job" is an established, but little understood and infrequently used, position classification concept. This chapter provides direction on the use of Office of Personnel Management's (OPM) "impact classification" concept within the Forest Service. Guidance in the OPM Position Classification Standards recognizes that the greatest opportunity for an impact classification (although not limited to these positions) most likely occurs within the scope of two-grade interval administrative and resource-oriented technical specialist work. The Forest Service Position Classification Guide "Impact Classification" provides further explanation and guidance for the use of the impact classification process (sec. 50.6). 50.1 - Authority. OPM Position Classification Standards provide for classification of Federal Government positions according to the concept of "Impact-of-the-Person-on-the-Job." 50.2 - Objectives. 1. To recognize, in the position classification process, the changes in scope, complexity, and responsibility of a position as a result of the impact of the incumbent on the position. 2. To institutionalize the "Impact-of-the-Person-on-the-Job" as one of several position classification approaches used in the Forest Service. 50.3 - Policy. 1. Correctly classify positions including use of "impact classifica- tion" methodology to recognize changes in a position's scope, complexity, and responsibility made by the employee and endorsed by management. 2. Recognize management approved work by employees wherever assigned and performed without regard to placement in the organization hierarchy. 3. Apply the classification concept or concepts appropriate for classifying particular positions. The amount of effort to achieve correct classification is driven by and in proportion to the difficulty or complexity for achieving correct classification. It is not necessary nor efficient to use the same process for every position classification. 4. Ensure that a position affected by the impact of an individual reverts to its original classification when vacated (sec. 51.2). 50.5 - Definitions. Impact Classification. The process that recognizes "Impact-of- the-Person-on-the-Job" in position classification. Impact-of-the-Person-on-the-Job. Position classification concept established by Office of Personnel Management that provides for taking into account the incumbent's special knowledge, skills, abilities, talents, or achievements which may have an important effect on the duties, responsibilities, and expectations of the job held. 50.6 - References. The Forest Service Position Classification Guide "Impact Classification," produced by the Washington Office, Personnel Management Staff, is available from unit servicing personnel offices. 51 - OPM's CONCEPT OF IMPACT CLASSIFICATION. For further guidance, see the Forest Service Position Classification Guide "Impact Classification" (sec. 50.6). Impact classification is based on the premise that the special knowledge, skills, abilities, talents, or achievements of an individual may have an important effect on the duties, responsibilities, and expectations of the job held. 1. While it is the position that is classified, the relationship of the employee to the position can be reflected in the classification when the performance of a particular individual makes the job materially different from what it otherwise would be or when the performance of the incumbent broadens the nature or scope and effect of the work being performed. For example, exceptional ability of the employee may lead to especially difficult work assignments, unusual freedom from supervision, special authority to speak for and make commitments for the agency, continuing contribution to organizational efficiency and economy, recognition as an "expert" sought out by peers, or similar considerations. Such changes affect the difficulty of work or the responsibility and authority given the employee and can be recognized in the position classification decision. 2. The opportunity for an incumbent's special talents or capacity to be reflected in the responsibilities assumed varies with the occupation and the organizational context in which the work is performed. A highly routine, carefully structured job is not likely to leave much room for "Impact-of-the-Person-on-the-Job." In such instances, differences between individuals are reflected in the usual performance distinctions in volume and accuracy of the work product for which within grade pay increases, special recognition, awards, or promotional opportunities may be used to reflect management's acknowledgment of their value. The influence of personal differences in capacity on the work assignment is most likely to be significant in professional, managerial, or analytical positions. 3. The fact that an individual in a position possesses higher qualifications or stands out from other individuals in comparable positions, however, is not sufficient reason by itself to classify the position at a higher grade. The position's final classification must be based on grade level criteria in appropriate OPM position classification standards, and not by comparison to other individuals or positions. The opportunity for an employee to have an impact on the dimensions of the employee's position should not be prejudged, and positions submitted for classification should be evaluated on an individual basis, following the process presented in section 52. 51.1 - Reflection of Impact in Position Descriptions. It is essential that the employee's duties are management recognized and endorsed, and are recurring. Continuing duties and responsibilities must be stated in the position description. 51.2 - Change of Position's Incumbent. A position whose classification has been affected by the impact of the individual shall revert to the original classification when vacated. 51.3 - Merit Promotion Considerations. (FSH 6109.12, ch. 20.) Promotions may be noncompetitive when the grade level is based on the increased impact of the individual's qualifications and contributions on the position. 52 - IMPACT CLASSIFICATION PROCESS. (For direction on classification appeals, see sec. 53.) The unit manager, work supervisor, and/or employee may initiate a classification request based upon the employee's "Impact-of-the-Person-on-the-Job." Normally, the request is the result of consensus among the employee, the work supervisor, and the unit manager. Often, the annual or mid-term performance review, or recognition from outside the employee's unit, may serve as an alert that the position's duties and responsibilities may have changed. The classification request may be initiated at any time, and should be submitted to the unit's servicing personnel office. The process is as follows: 1. Review of Changes in Position's Duties and Responsibilities. First, the work supervisor and unit manager determine whether they concur with (endorse) the changes in the duties and responsibilities of the employee's position. a. If they concur with the changes, they initiate action to have the position classified, following steps 2 through 4. b. If they do not concur with the changes in the position, they must direct the employee to perform the duties in the current position description. They may request assistance from a personnel specialist when needed in such situations. 2. Review for Applicable Standard Position Description. Next, the work supervisor and the unit manager determine whether there is a Standard Position Description (SPD) that appropriately describes the work of the position (ch. 40). Forest Service policy is to use an SPD when it describes the principal duties, knowledge requirements, and supervisory relationships of the position, and when it covers 80 percent or more of the work situation. If an appropriate SPD exists, the work supervisor or unit manager initiates an SF-52, Request for Personnel Action, to assign the employee to the SPD. Most position classification actions are accomplished at this step. The work supervisor and unit manager must determine that no appropriate SPD already exists before developing an individualized position description (step 3). 3. Development of Individualized Position Description. When management has concurred with the content and/or changes in the duties and responsibilities of the position, and has determined that an SPD is not appropriate, the work supervisor prepares an individualized position description that: a. Describes the current duties and responsibilities of the position, and b. Changes the description of one or more of the factor level descriptions when the position description is written in the Factor Evaluation System (FES) format. With the advice of a personnel specialist, the unit manager determines whether an Impact Statement is necessary for the adequate explanation and understanding of the full scope of the position for position classification purposes. 4. Submission of Request for Classification. Next, the unit manager submits the SF-52, Request for Personnel Action, with the new position description and, if necessary, the Impact Statement, to the servicing personnel office for classification action. For some positions, a position classification evaluation panel may be called to assist in making judgments regarding technical aspects of the work of the position. See the Forest Service Position Classification Guide "Impact Classification" for an expanded discussion of this process. After the position is classified, the decision is implemented. 53 - CLASSIFICATION APPEALS. Classification appeals under impact classification follow the same process as other Forest Service classification appeals. For further information regarding the appeals process, see section 18 of this Handbook and contact the unit's servicing personnel office.