Introduction to the Position Classification Standards

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Introduction to the

Position Classification Standards

TABLE OF CONTENTS

(Also See The Classifier’s Handbook)

SECTION I. BACKGROUND.......................................................................................................................2

A. ...............................................................................................................................2 Statutory Basis

.............................................................................................2 Classification Standards Issuances

SECTION II. STRUCTURE AND USE OF CLASSIFICATION STANDARDS............................................3

A. .....................................................................................................................3 Explanation of Terms

...................................................................................................4 Form and Content of Standards

....................................................................................................5 Using Classification Standards

SECTION III. PRINCIPLES AND POLICIES OF POSITION CLASSIFICATION........................................6

A. ....................................................................6 Authorities and Responsibilities for Classification

.................................................................................................8 Judgment in Applying Standards

......................................................................................8 Work Covered by the General Schedule

..................................................................................................................11 Position Management

......................................................................................................11 Use of Position Descriptions

.........................................................................................12 Determining Duties To Be Classified

.............................................................................................13 Selecting the Occupational Series

...........................................................................................................................14 Titling Positions

.............................................................................................................16 Determining Grade Level

.................................................................................................................17 Mixed Grade Positions

.................................................................................................18 Impact of the Person on the Job

....................................................................................19 Interdisciplinary Professional Positions

SECTION IV. DETERMINING COVERAGE BY THE GENERAL SCHEDULE OR THE FEDERAL WAGE

SYSTEM.................................................................................................................................................20

A. ............................................................................................................................20 General Criteria

....................................................................................................................20 Borderline Positions

APPENDIX 1...............................................................................................................................................26

LIST OF SERIES FOR WHICH A TWO-GRADE INTERVAL PATTERN IS NORMAL.........................26

APPENDIX 2...............................................................................................................................................35

FUNCTIONAL CLASSIFICATION FOR SCIENTISTS AND ENGINEERS ...........................................35

APPENDIX 3...............................................................................................................................................42

PRIMARY STANDARD ..........................................................................................................................42

GRADE CONVERSION TABLE.............................................................................................................56

APPENDIX 4...............................................................................................................................................57

POSITION CLASSIFICATION APPEALS..............................................................................................57

APPENDIX 5...............................................................................................................................................71

EFFECTIVE DATES OF POSITION CLASSIFICATION ACTIONS ......................................................71

REVISION SUMMARY................................................................................................................................73

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

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SECTION I. BACKGROUND

A. Statutory Basis

The classification standards program for positions in the General Schedule was established by

the Classification Act of 1949, which has been codified in chapter 51 of title 5, United States

Code. The statute:

⎯ Establishes the principle of providing equal pay for substantially equal work.

⎯ Provides a definition of each grade in the General Schedule.

⎯ Directs the Office of Personnel Management (OPM), after consulting with Federal

agencies, to prepare standards for agencies to use in placing positions in their proper

classes and grades.

⎯ States that standards issued by OPM shall:

• Define the various classes of positions in terms of duties, responsibilities, and

qualification requirements.

• Establish official class titles.

• Set forth the grades in which the classes of positions have been placed.

Based on this statutory guidance, OPM has developed an occupational structure and

classification system for positions included in the General Schedule.

B. Classification Standards Issuances

This Introduction to the Position Classification Standards provides background information and

guidance regarding the classification standards for General Schedule work. It describes the

fundamental policies which Federal managers, supervisors, and personnel specialists need to

understand in using classification standards to determine the series, titles, and grades of

positions.

The full set of OPM guidance for General Schedule classification standards includes the

following:

1. Basic definitions and policies as set forth in this Introduction.

2. Position classification standards, which include:

a. Classification standards for individual occupations, which should be filed in

numerical order by series code.

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b. Classification guides which cover work typically found in a number of series.

In addition, there are several other sources of information on position classification and related

subjects with which users should be familiar. OPM's guidance related to classification standards

is designed to help the user classify work and make decisions on the proper occupational series

and grade of a position.

1. The Classifier’s Handbook, which provides general classification guidance on many

different subjects also covered in this Introduction.

2. Handbook of Occupational Groups and Families, which provides the full occupational

structure established by OPM for the General Schedule. It lists and defines each

occupational group and series in the classification system.

3. Digest of Significant Classification Decisions and Opinions, which is issued

periodically. It contains summaries of recent OPM decisions and opinions which may

have Governmentwide impact.

4. Qualification standards, which set forth the minimum experience or education that

individuals must have to qualify for a position.

SECTION II. STRUCTURE AND USE OF

CLASSIFICATION STANDARDS

A. Explanation of Terms

Following are definitions of basic terms relating to position classification standards.

1. General Schedule ⎯ The broadest subdivision of the classification system covered by

title 5. It includes a range of levels of difficulty and responsibility for covered positions

from grades GS−1 to GS−15. It is designated by “GS” for supervisory and

nonsupervisory positions at all of these grade levels. (Most positions above grade GS−15

are included in the Senior Executive Service (SES) which is outside the General

Schedule.)

2. Occupational Group ⎯ A major subdivision of the General Schedule, embracing a group

of associated or related occupations; e.g., the Accounting and Budget Group, GS−500;

the Engineering and Architecture Group, GS−800; the General Administrative, Clerical,

and Office Services Group, GS−300).

3. Series ⎯ A subdivision of an occupational group consisting of positions similar as to

specialized line of work and qualification requirements. Series are designated by a title

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and number such as the Accounting Series, GS−510; the Secretary Series, GS−318; the

Microbiology Series, GS−403.

4. Grade ⎯ The numerical designation, GS−1 through GS−15, which identifies the range of

difficulty and responsibility, and level of qualification requirements of positions included

in the General Schedule.

5. Class of Positions ⎯ All positions that are classified to the same schedule, series, and

grade (e.g., GS−510 −12) and are sufficiently alike to warrant like treatment in personnel

processes such as testing, selection, transfer, and promotion.

6. Position ⎯ The duties and responsibilities which make up the work performed by an

employee.

7. Position Description ⎯ The official description of management's assignment of duties,

responsibilities, and supervisory relationships to a position.

8. Classification Standard ⎯ Issued by OPM to relate the grade level definitions in title 5

to specific work situations and thereby provide the basis for assigning each position the

appropriate title, series, and grade.

B. Form and Content of Standards

The majority of position classification standards are developed by OPM and are applicable to

occupations common to many or all Federal agencies. Standards for positions existing in one or

a few agencies may be developed by OPM, or by a lead agency, under the guidance of OPM.

All position classification standards are formally issued by OPM and distributed by the

Government Printing Office, through subscription, to Federal agencies and other subscribers.

Published standards remain in effect until they are abolished or replaced by OPM.

Classification standards usually include a definition of the kind of work covered by the standard;

background information, such as descriptions of typical kinds of assignments found in the

occupation(s) covered and definitions of terms; official titles; and criteria for determining proper

grade levels. Some standards, usually referred to as series coverage standards, do not contain

specific grade level criteria and refer the user to other standards or guides for grading guidance.

Some broad standards are issued as grade level guides, which provide criteria for determining

the proper grade level of work in a number of occupational series.

There are a number of possible ways of presenting, for purposes of analysis and classification,

the essential characteristics of work. For this reason, classification standards and guides have

different formats and include a variety of evaluation elements. The most common formats of

classification standards are:

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⎯ Narrative ⎯ Standards describing the nature of work and level of responsibility for each

grade covered by the standard. This requires the user to look at work as a whole and

select the most appropriate overall grade.

⎯ Narrative factor ⎯ Standards describing covered work in terms of individual factors

essential to determining the difficulty of assigned work. This requires the user to select

the proper level for each factor to determine the overall grade.

⎯ Point factor ⎯ Standards describing work in terms of individual evaluation factors,

which are assigned points for different levels. This requires the user to select the proper

level for each factor, add up the total points assigned, and refer to a point-grade

conversion table to determine the overall grade. Many point factor standards are in

Factor Evaluation System (FES) format, which uses factors with established point values.

Some FES standards include benchmark position descriptions to illustrate typical

combinations of factor levels at different grade levels.

From time to time, other formats and evaluation elements may be used in classification

standards. Regardless of style or variations in the way criteria are presented, classification

standards deal one way or another with essential characteristics that are common to all work.

These include such things as the kinds of knowledge and skills required, the degree of difficulty

involved, the kind of supervision received, the nature of personal judgment required, the level

and purpose of contacts with others, and the impact of the work environment or inherent risks

and hazards involved in the work.

Most standards deal only with the classification of nonsupervisory duties and responsibilities,

although a few include criteria for program management and supervisory work. Most positions

involving supervisory duties are classified using broad guides covering supervisory work across

occupational lines. (See discussion on Classifying Supervisory Work later in this

Introduction.)

C. Using Classification Standards

Position classification standards encourage uniformity and equity in the classification of

positions by providing an established standard for common reference and use in different

organizations, locations, or agencies. This “sorting out” and recording of like duties and

responsibilities provides a basis for managing essential Federal personnel management

programs, such as those for recruiting, placing, compensating, training, reassigning, promoting,

and separating employees.

Position classification standards are descriptive of work as it exists and is performed throughout

the Federal service. While they indicate the proper series, titles, and grades of positions, they do

not alter the authority of agency managers and supervisors to organize programs and work

processes; to establish, modify, and abolish positions; to assign duties and responsibilities to

employees; and to direct and supervise the accomplishment of their assigned missions. The

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classification system should be a guide to judgment and supportive of each agency’s efforts to

manage its workforce.

Classification standards which have grade level criteria normally describe typical grades for the

work covered. This does not preclude agencies from properly classifying positions at levels

above or below the grade range specifically described in the standard. Such grades are

determined by extending the criteria as needed to meet specific job situations.

To aid in the classification of specific positions, agencies are encouraged to develop and use

internal classification guides. These guides may be useful in assuring consistent treatment of an

important occupational area in an agency. While such agency guides do not require OPM review

or approval, they must result in classification findings that are consistent with published OPM

standards for similar or related kinds of work.

SECTION III. PRINCIPLES AND POLICIES

OF POSITION CLASSIFICATION

This Section highlights the basic principles and policies which govern the classification system.

A. Authorities and Responsibilities for Classification

Both OPM and Federal agencies bear responsibility for carrying out the General Schedule

classification system in accordance with the principles set forth in law. While OPM has overall

responsibility for establishing the basic policies and guidance governing the classification

system, each agency has the general authority and responsibility for properly classifying all of its

positions covered by the General Schedule.

1. OPM Authority and Responsibility

a. Developing position classification standards.

Title 5 U.S.C. directs OPM to prepare and publish position classification

standards as a means of implementing the classification system. The criteria in

these standards must be based on the principles and concepts outlined in the law.

OPM has final authority over standards.

b. Developing and issuing classification policies for the Federal personnel system.

c. Monitoring agency classification programs.

The law requires OPM to evaluate agency operations to determine whether

agencies are classifying positions in a manner which is consistent with published

standards.

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d. Providing assistance to agencies on classification matters.

OPM responds to agency requests for interpretations of classification issues and

advisory opinions on the classification of work.

e. Providing final decisions on classification appeals filed by agencies and Federal

employees.

f. Responding to questions on whether specific kinds of work are covered by or

exempt from the General Schedule according to provisions of the law.

g. Revoking and restoring agency classification authority.

Whenever OPM finds that an agency is not classifying its positions in

conformance with published standards, it may revoke or suspend the agency’s

authority in whole or in part.

2. Agency Authority and Responsibility

a. Carrying out a program for creating, changing, or abolishing positions and

assigning or reassigning duties and responsibilities to employees.

Under the law, each agency has the authority to administer the General Schedule

classification system for its own positions, including the authority to organize and

assign work.

b. Exercising and redelegating classification authority.

While the head of an agency remains responsible for insuring compliance with the

law and with published classification standards, this authority is usually

redelegated to agency managers and personnelists.

c. Emphasizing sound position management.

Federal managers have the responsibility to organize work to accomplish the

agency's mission in the most efficient and economical manner. The policy of the

Federal Government is to assign work in a way that will make optimum use of

available resources. (See further discussion on Position Management in Section

III D. later in this Introduction.)

d. Participating in OPM’s development of classification standards.

Agencies recommend standards, projects, and factfinding sites; provide

background information; and comment on draft standards during the development

process.

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e. Developing agency classification guidance.

An agency may develop internal agency guides used in the classification of

positions to assure uniform treatment of work in that agency.

f. Ensuring consistency in the classification of positions within the agency.

Each agency should have sufficient instructions and oversight to assure that

delegated classification authority is exercised consistently throughout the agency.

B. Judgment in Applying Standards

Position classification standards are intended to be a guide to judgment, not a substitute for it.

Standards are prepared on the assumption that the people using them are either skilled personnel

management specialists or managers who are highly knowledgeable about the occupations which

are basic to their organizational units.

In the development of occupational standards, OPM has no intention of establishing a rigid

framework for putting jobs in categories. The standards program has been oriented toward a

broad concept of job structure that aims to: (1) broaden the range of backgrounds for initial

entry into occupations; (2) remove artificial barriers between related occupations; (3) increase

responsiveness to needs of management and of career patterns; (4) facilitate coordination or

integration of classification and qualification practices; and (5) improve and encourage greater

use of different methods for evaluating the impact of individual contributions to the job. The

objective is to provide a classification system which permits agency managers to develop and

use employee talents as fully as possible.

Standards are to be considered and interpreted as guides to judgments made under the

classification authority delegated to agencies by title 5 U.S.C. Jobs within an occupation

frequently vary so extensively throughout the government that it is not possible to reflect in a

standard all the possible combinations and permutations of duties and responsibilities. Proper

application of standards, therefore, requires the use of judgment rather than just a mechanical

matching of specific words or phrases in standards. Regardless of the format of the standard

being used, it should be viewed in terms of its overall intent, and considerable judgment is

needed in determining where work being classified fits into the continuum of duties and

responsibilities described by the standard.

C. Work Covered by the General Schedule

Occupational series in the General Schedule are normally divided into two categories − those

covering one-grade interval work, and those covering two-grade interval work. A list of series

for which the two-grade interval pattern is normal is provided as an appendix to this

Introduction.

Two-grade interval series follow a two−grade interval pattern up to GS−11; i.e., GS−5, 7, 9, 11.

From GS−11 through GS−15, such series follow a one-grade pattern. Grade GS−9 normally

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represents the first full performance level for two-grade interval work although this may vary

with some occupations. (The use of grades GS−6, GS−8, and GS−10 is not prohibited in two-

grade interval series. Such grades are unusual, however, and would ordinarily not be in keeping

with the normal grade pattern for such work.)

One-grade interval series have a grade level pattern which increases by one grade increments;

i.e., GS−1, 2, 3, 4, 5, 6, etc. The typical grade range for one-grade interval occupations is GS-2

through GS−8, although jobs in some occupations may be at higher grades.

The material below summarizes the general characteristics of work classifiable under the

General Schedule. (The general categories of work described are not reflective of the multitude

of position titles in General Schedule occupations. Basic titles such as specialist, analyst,

investigator, examiner, technician, assistant, operator, clerk, or aid are used in series for

administrative, technical, or clerical work. The titles of professional positions usually reflect the

field concerned; e.g., engineer, chemist, or accountant.)

1. Professional Work

Professional work requires knowledge in a field of science or learning characteristically

acquired through education or training equivalent to a bachelor’s or higher degree with

major study in or pertinent to the specialized field, as distinguished from general

education.

Work is professional when it requires the exercise of discretion, judgment, and personal

responsibility for the application of an organized body of knowledge that is constantly

studied to make new discoveries and interpretations, and to improve data, materials, and

methods.

There are situations in which an employee meets the formal education requirements for a

particular professional field but does not perform professional work. This may be due to

a lack of professional work to be done, or it may be because the organization and

structure of the assignment does not require a professionally qualified employee. In such

situations, the position is classified in an appropriate nonprofessional series, based on the

duties and responsibilities assigned and the qualifications required to do the work.

Professional occupational series follow a two-grade interval pattern and are identified as

professional in the series definitions. If a series definition does not state that the work

covered is professional, it should not be considered professional for classification

purposes.

2. Administrative Work

Administrative work involves the exercise of analytical ability, judgment, discretion, and

personal responsibility, and the application of a substantial body of knowledge of

principles, concepts, and practices applicable to one or more fields of administration or

management. While these positions do not require specialized education, they do involve

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the type of skills (analytical, research, writing, judgment) typically gained through a

college level education, or through progressively responsible experience.

Administrative work may be performed as a part of the principal mission or program of

an agency or subcomponent, or it can be performed as a service function which supports

the agency’s mission or program. Employees engaged in administrative work are

concerned with analyzing, evaluating, modifying, and developing the basic programs,

policies, and procedures which facilitate the work of Federal agencies and their

programs. They apply a knowledge of administrative analysis, theory, and principles in

adapting practice to the unique requirements of a particular program.

Administrative occupational series typically follow a two-grade interval pattern.

3. Technical Work

Technical work is typically associated with and supportive of a professional or

administrative field. It involves extensive practical knowledge, gained through

experience and/or specific training less than that represented by college graduation.

Work in these occupations may involve substantial elements of the work of the

professional or administrative field, but requires less than full knowledge of the field

involved.

Technical employees carry out tasks, methods, procedures, and/or computations that are

laid out either in published or oral instructions and covered by established precedents or

guidelines. Depending upon the level of difficulty of the work, these procedures often

require a high degree of technical skill, care, and precision.

Some technical work may appear similar to that performed by employees doing

beginning professional or administrative work in the same general occupational field.

Technical work, however, typically follows a one-grade interval pattern and does not

require the application of knowledge and skills equivalent to those required for two-grade

interval work. Classification decisions are based on duties and responsibilities,

qualifications required, career patterns, management’s intent in designing the position,

the purpose of the work, and recruiting sources.

4. Clerical Work

Clerical occupations involve structured work in support of office, business, or fiscal

operations. Clerical work is performed in accordance with established policies,

procedures, or techniques; and requires training, experience, or working knowledge

related to the tasks to be performed. Clerical occupational series follow a one-grade

interval pattern.

Clerical work typically involves general office or program support duties such as

preparing, receiving, reviewing, and verifying documents; processing transactions;

maintaining office records; locating and compiling data or information from files;

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keeping a calendar and informing others of deadlines and other important dates; and

using keyboards to prepare typewritten material or to store or manipulate information for

data processing use. The work requires a knowledge of an organization’s rules, some

degree of subject matter knowledge, and skill in carrying out clerical processes and

procedures.

5. Other Kinds of Work

There are some occupations in the General Schedule which do not clearly fit into one of

the above groupings. Included among these are series such as the Fire Protection and

Prevention Series, GS−081, and Police Series, GS−083. The series definition or

classification standard should indicate whether the series is one- or two-grade interval.

D. Position Management

The law which governs the classification system clearly places upon agencies the authority and

responsibility to establish, classify, and manage their own positions. The need to achieve an

economical and effective position structure is critical to the proper and responsible use of limited

financial and personnel resources.

Good position management can be defined as a carefully designed position structure which

blends the skills and assignments of employees with the goal of successfully carrying out the

organization's mission or program. Sound position management reflects a logical balance

between employees needed to carry out the major functions of the organization and those needed

to provide adequate support; between professional employees and technicians; between fully

trained employees and trainees; and between supervisors and subordinates.

Good position management also requires consideration of grade levels for the positions involved.

Grades should be commensurate with the work performed to accomplish the organization's

mission and should not exceed those grades needed to perform the work of the unit. A carefully

designed position structure will result in reasonable and supportable grade levels.

Since supervisors and managers play major roles in the management and classification of

subordinate positions, they are responsible for assuring a sound position structure in the

organizations they lead. The Federal classification system allows considerable freedom and

flexibility for Federal managers to establish an organizational structure that is not only efficient

but also cost conscious.

E. Use of Position Descriptions

A position description is a statement of the major duties, responsibilities, and supervisory

relationships of a given position. The description of each position must be kept up to date and

include information about the job which is significant to its classification.

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For a nonsupervisory position, the description should include enough information so that proper

classification can be made when the description is supplemented by other information about the

organization's structure, mission, and procedures. The position description should define clearly

the major duties assigned and the nature and extent of responsibility for carrying out those

duties. Qualification requirements should be evident from reading the description, and

specialized requirements not readily apparent from the description should be specifically

mentioned and supported by the described duties.

For a supervisory position, the description should identify the information necessary to evaluate

the position by the appropriate supervisory criteria. The scope and degree of supervisory

responsibility are of primary importance. The description of a supervisory position need not

include a detailed discussion of the work performed by subordinate employees. It is important,

however, that there be consistency between a supervisor's and subordinates' position descriptions

concerning supervision given and received.

All position descriptions must include a statement signed by the immediate supervisor certifying

to the accuracy of the position description. (For a more detailed discussion of the development,

maintenance, and use of position descriptions, see The Classifier’s Handbook.)

F. Determining Duties To Be Classified

An important step in evaluating a position is identifying the factors of the total position that are

significant. The following discussion provides guidance on determining the duties of a position

which influence the overall classification. In most positions, certain duties are performed from

time to time that do not affect the position's title, series, or grade.

1. Major vs. Minor Duties

Major duties are those that represent the primary reason for the position's existence, and

which govern the qualification requirements. Typically, they occupy most of the

employee's time. Minor duties generally occupy a small portion of time, are not the

primary purpose for which the position was established, and do not determine

qualification requirements.

Because the final classification of most positions is based on an evaluation of the major

duties, small parts of the job could be overlooked as relatively insignificant to the

position's classification. These small parts, however, can sometimes have a major

influence on series and grade level determinations and the qualifications required, and

must be considered when classifying the position. (See discussion on classifying Mixed

Grade Positions in Section III J. later in this Introduction and in The Classifier’s

Handbook.)

2. Regular vs. One-Time Only and Temporary Duties

Regular and recurring duties are the foundation of most positions. They may be

performed in a continuous, uninterrupted manner, or they may be performed at recurring

intervals. Within reason, the time intervals between the performance of recurring duties

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is not as important as the fact that the duties recur with a somewhat anticipated

frequency.

One-time only or temporary duties generally do not affect the series or grade level. Such

duties cannot be ignored, however, when they become a regular part of a job. The

position should be reevaluated if the duties extend over a long period of time (e.g.,

several months) and it is reasonable to assume that the duties will continue to recur, even

if not in a precisely predictable pattern.

3. Projected Duties

As a rule, a position is classified on the basis of the duties actually performed. In some

cases, such as classifying a new position for recruitment, proposed duties rather than an

established assignment must be evaluated. If it is necessary to base a grade and series on

duties of this type, the position should be reviewed within a reasonable time; i.e., six

months or so, after the work concerned is being performed.

4. Trainee Duties

Duties assigned to trainee positions are recognizably different from duties performed by

experienced employees in the same occupation. Trainee assignments are purposely

designed to:

⎯ Provide orientation, training, and familiarization with the work processes of the

occupational field and specific job.

⎯ Reinforce and supplement previous experience and education.

⎯ Allow the trainee to carry out progressively more difficult and responsible tasks.

Generally these positions are subject to close supervision and review.

The classification of trainee positions must take into account their developmental nature, and

judgment should be applied when comparing the assignment to classification criteria.

G. Selecting the Occupational Series

The duties and responsibilities assigned to most positions are covered by one occupational

series, and the series determination is clear. For these positions, the series represents the primary

work of the position, the highest level of work performed, and the paramount qualifications

required.

Some positions, however, are a mix of duties and responsibilities covered by two or more

occupational series and classified by more than one standard or guide. Often the appropriate

series for these positions is a general series for the occupational group covering the type of work

performed.

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For positions whose duties fall in more than one occupational group, the most appropriate series

for the position depends on consideration of a number of factors. For many of these positions

the grade controlling duties will determine the series. Sometimes, however, the highest level of

work performed does not represent the most appropriate series, and the series can be determined

only after considering the paramount qualifications required, sources of recruitment and line of

progression, the reason for establishing the position, and the background knowledge required.

(See also the discussion on Interdisciplinary Professional Positions

in Section III L. later in

this Introduction.)

H. Titling Positions

1. Titles Prescribed by OPM

The law (5 U.S.C. 5105) requires OPM to establish the official titles of positions in

published classification standards. Accordingly, position classification standards

generally prescribe the titles to be used for positions in the covered series. Only the

prescribed title may be used on official documents relating to a position; e.g., position

descriptions and personnel actions.

The requirement to use official titles, however, does not preclude agencies from using

any unofficial title they choose for positions. Unofficial titles (such as those relating to

specific agency organizations or programs) may be appropriate and helpful for internal

agency use or for recruiting purposes, but are not always descriptive of the overall

occupation for Governmentwide purposes.

2. Titles Prescribed by Agencies

Agencies may designate the official title of positions in occupational series for which

OPM has not prescribed titles; i.e., those not specifically covered by classification

standards. The title selected by the agency should not be one that has been prescribed by

OPM as an official title for positions in another series. Agencies should consider the

following guidance when constructing official titles of positions.

a. Nonsupervisory titles

The purpose of a position title is to communicate an immediate understanding and

identification of the job. Titles should be short, meaningful, and generally

descriptive of the work performed. They should also be consistent with the

occupational series titles established by OPM; for example, positions in

occupational series involving analytical, clerical, examining, or investigating

work should be titled analyst, clerk, examiner, or investigator. Once basic titles

have been established for positions in a series, those titles should be used

consistently throughout the agency.

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b. Supervisory titles

The duties, responsibilities, and qualifications involved in supervisory work

should be recognized in the titles of positions. Therefore, when supervisory

qualifications and skills are needed to perform the work, as defined in the

appropriate guide or standard, the official title should be supplemented with the

word Supervisory as a prefix or Supervisor as a suffix. Words such as Officer,

Administrator, or Manager may be substituted to denote a level of responsibility

which inherently includes supervision.

c. Parenthetical titles

For some occupational series OPM has prescribed certain parenthetical titles to be

used as appropriate for positions in those series. Only these designations may be

used. For positions in series for which OPM has not established parenthetical

titles, agencies may supplement official titles with parenthetical designations

determined by the agency. A parenthetical designation should be used only when

it is decided that it would add materially to the understanding and identification of

the position. Parenthetical titles should be used only where it would be helpful or

necessary to identify further the duties and responsibilities involved, and such

duties and responsibilities reflect special knowledge and skills needed to perform

the work. The addition of parenthetical designations can be important for a

variety of purposes, such as to indicate special skills for recruitment or to identify

positions for pay purposes. In all cases where a parenthetical title is used, the

position description must reflect the duties which support the parenthetical

designation.

A parenthetical title of (Typing), (Stenography), (Office Automation), or (Data

Transcribing), must be added to the official title of a position when the duties of

the position require proficiency at or above competitive level standards for one of

these skills. The parenthetical designation (Office Automation) may be shortened

to (OA), if desired. When either “Stenography” or “Office Automation” is used

alone in parenthesis, the “Typing” designation will not be used.

When a position is classified to a specialized clerical series and requires

competitive level stenographic skill and competitive level typing skill to perform

office automation work, both “Stenography” and “Office Automation” are added

parenthetically to the position title, i.e., Secretary (Stenography/Office

Automation) or Secretary (Stenography/OA).

In any case where one of these parenthetical titles is used, the position description

must state the skill level required to assure appropriate recruitment for the job.

This requirement does not apply to positions in the Clerk-Stenographer and

Reporter Series, GS−312; the Clerk-Typist Series, GS−322; the Data Transcriber

Series, GS−356; or the Office Automation Series, GS−326.

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d. Student trainee titles

All positions classified to a student trainee series should be titled Student Trainee

followed by a parenthetical title consistent with the occupational field involved;

for example: Student Trainee (Human Resources Management), Student Trainee

(Psychology), or Student Trainee (Civil Engineering).

I. Determining Grade Level

Selecting appropriate grade level criteria is a primary decision in determining the proper

classification of work. The criteria selected as the basis for comparison should be for a kind of

work as similar as possible to that of the position being evaluated.

1. Classifying Nonsupervisory Work

The selection of an appropriate guide or standard for evaluating nonsupervisory work

should be accomplished as follows:

If the work assigned to a position is covered by criteria in a standard for a specific

occupational series, evaluate the work by that standard. For example, secretarial work

must be evaluated by the criteria in the standard for the Secretary Series, GS−318.

-OR-

If there are no specific grade level criteria for the work use an appropriate general

classification guide or criteria in a standard or standards for related kinds of work. In

using other standards, the criteria selected as the basis for comparison should be for a

kind of work as similar as possible to the position to be evaluated with respect to:

⎯ The kind of work processes, functions, or subject matter of work performed,

⎯ The qualifications required to do the work,

⎯ The level of difficulty and responsibility, and

⎯ The combination of classification factors which have the greatest influence on the

grade level.

Wherever possible, the position to be classified should be matched against classification

criteria which are comparable in scope and difficulty, and which describe similar subject

matter and functions. Thus, professional positions should be evaluated by standards for

professional work, administrative duties by criteria for administrative occupations,

technical work by standards involving similar factors and skill levels, and clerical or

administrative support positions by criteria describing comparable duties and

responsibilities.

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For almost all positions there will be a classification guide(s) or standard(s) which

applies directly or indirectly to the work. On occasion, the FES Primary Standard may

be used for supplemental guidance but only in conjunction with other FES standards.

The Primary Standard may not be used alone to classify a position except when

evaluating an individual FES factor which falls below the lowest or above the highest

factor level described in the applicable FES standard. (For more information on using

the Primary Standard, see The Classifier’s Handbook

The assigned duties which control the qualifications of the job and constitute the primary

reason for establishing the position are usually grade controlling. In some cases,

however, the duties and responsibilities of a position may be “mixed series” in nature and

require the application of more than one classification guide or standard. It may also be

appropriate to evaluate both supervisory and nonsupervisory work assigned to a position

to determine which is higher graded and controls the overall grade of the position.

2. Classifying Supervisory Work

OPM’s supervisory guidance is used most often to classify supervisory positions. It

includes definitions of managerial and supervisory work and criteria for titling and

grading supervisory positions. In addition, some other standards for specific

occupational series provide criteria for classifying supervisory and program management

work. Not all standards, however, which cover program management work also measure

the difficulties and responsibilities of supervising people.

Therefore, to classify a supervisory or program management position in any occupational

series, users should:

⎯ Apply criteria for measuring program management work as provided in the

standard for the series to which the position is classified or in related standards or

guides which measure program management duties and responsibilities.

-and-

⎯ Apply the supervisory classification guide to positions whose supervisory duties

and responsibilities meet minimum requirements for coverage by the guide.

For positions covered by standards which measure program management authorities, the

grade level is typically governed by program management duties and responsibilities.

For positions which are primarily supervisory, the grade level will usually be determined

by the supervisory classification guide. The overall grade of the position should reflect

the highest level of program management or supervisory work performed.

J. Mixed Grade Positions

Some positions involve performing different kinds and levels of work which, when separately

evaluated in terms of duties, responsibilities, and qualifications required, are at different grade

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levels. The proper grade of such positions is determined by evaluation of the regularly assigned

work which is paramount in the position.

In most instances, the highest level work assigned to and performed by the employee for the

majority of time is grade-determining. When the highest level of work is a smaller portion of the

job, it may be grade-controlling only if:

⎯ The work is officially assigned to the position on a regular and continuing basis;

⎯ It is a significant and substantial part of the overall position (i.e., occupying at least 25

percent of the employee's time); and

⎯ The higher level knowledge and skills needed to perform the work would be required in

recruiting for the position if it became vacant.

Work which is temporary or short-term, carried out only in the absence of another employee,

performed under closer than normal supervision, or assigned solely for the purpose of training an

employee for higher level work, cannot be considered paramount for grade level purposes.

As discussed earlier under Position Management, the organization of work and the assignment

of duties and responsibilities to positions are the responsibilities of agency managers and

supervisors. This includes the requirement to assure that work is organized in an efficient and

cost-effective manner and that the skills and abilities of employees are used to the fullest extent

possible. Assignment of work that results in a higher grade based on duties performed less than

a majority of time generally is not efficient or cost-effective.

K. Impact of the Person on the Job

The duties and responsibilities of a position may change over time. For the most part these

changes result from reorganizations, new or revised organizational responsibilities or missions,

and changes in technology. Sometimes, however, the unique capabilities, experience, or

knowledge a particular employee brings to the job can also have an effect on the work performed

and therefore on the classification of the position.

While it is the position which is classified, the relationship of the employee to the position can be

recognized 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 the

attraction of especially difficult work assignments, unusual freedom from supervision, special

authority to speak for and commit 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.

Job changes resulting from the individual impact of an employee should be recorded to

distinguish the position from descriptions of other positions.

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When significant changes in work occur for any of the kinds of reasons mentioned above, the

classification of the position (title, series, and grade) should be reviewed and revised as needed.

When a position which has been affected by the impact of an individual is vacated, it should

normally revert to its original classification.

L. Interdisciplinary Professional Positions

An interdisciplinary professional position is a position involving duties and responsibilities

closely related to more than one professional occupation. As a result, the position could be

classifiable to two or more professional occupational series. The nature of the work is such that

persons with education and experience in either of two or more professions may be considered

equally well qualified to do the work. For example, the duties of a position assigned research

work in the environmental responses of certain living organisms may be accomplished by an

employee trained in either biology or physiology. Thus, the position could be classified to either

the General Natural Resources Management and Biological Sciences Series, GS−401, or to the

Physiology Series, GS−413.

Interdisciplinary positions generally fall into one of the following two categories:

⎯ Positions which involve a specific combination of knowledges characteristic of two or

more professional series. Such positions involve the performance of some duties which

are characteristic of one profession and other duties which are characteristic of another

profession.

⎯ Positions which involve knowledge which is characteristic of either of two or more

professional series. These positions include work which is substantially identical to work

performed in either of the professional occupations or academic disciplines involved.

The position description should show clearly that the position is interdisciplinary and indicate

the various series in which the position may be classified. The final classification of the position

is determined by the qualifications of the person selected to fill it.

Positions are not to be considered interdisciplinary when members of a team work cooperatively

on an interdisciplinary problem or project where each team member contributes to the solution

primarily in terms of a single professional discipline. Also excluded are positions which require

special licensing, as in the practice of medicine, and positions which are solely and clearly

classifiable to a single series but can be filled by persons from a variety of education and

experience backgrounds.

NOTE: For classification purposes, each of the major academic branches of engineering, e.g.,

aeronautical, civil, and chemical, should be regarded as a separate occupation. Therefore,

positions involving two engineering series should be classified as interdisciplinary positions

rather than in the General Engineering Series, GS−801.

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SECTION IV. DETERMINING COVERAGE BY

THE GENERAL SCHEDULE OR THE FEDERAL WAGE

SYSTEM

This section provides guidance for looking at the duties, responsibilities, and qualification

requirements of a position to determine if it is covered by the General Schedule or the Federal

Wage System.

A. General Criteria

1. 5 U.S.C. 5102 (c)(7) exempts from coverage under the General Schedule those

“employees in recognized trades or crafts, or other skilled mechanical crafts, or in

unskilled, semi-skilled, or skilled manual-labor occupations, and other employees

including foremen and supervisors in positions having trade, craft, or laboring experience

and knowledge as the paramount requirement.”

2. The “paramount requirement” of a position refers to the essential, prerequisite

knowledge, skills, and abilities needed to perform the primary duty or responsibility for

which the position has been established. Whether particular types of positions are trades,

crafts, or manual labor occupations within the meaning of title 5 depends primarily on the

facts of duties, responsibilities, and qualification requirements; i.e., the most important,

or chief, requirement for the performance of a primary duty or responsibility for which

the position exists. If a position clearly requires trades, crafts, or laboring experience and

knowledge as a requirement for the performance of its primary duty, and this requirement

is paramount, the position is under the Federal Wage System regardless of its

organizational location or the nature of the activity in which it exists.

a. A position is exempt from the General Schedule if its primary duty involves the

performance of physical work which requires knowledge or experience of a trade,

craft, or manual-labor nature.

b. A position is subject to the General Schedule, even if it requires physical work, if

its primary duty requires knowledge or experience of an administrative, clerical,

scientific, artistic, or technical nature not related to trade, craft, or manual-labor

work. (For more information on the Federal Wage System, see the Operating

Manual for the Federal Wage System.)

B. Borderline Positions

1. For the vast majority of positions, the determination as to coverage by the General

Schedule or a prevailing rate wage system is not difficult to make. Sometimes, however,

the proper pay category cannot easily be determined by direct application of the law or

by OPM classification standards and guidance. In such borderline situations, it is

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necessary to evaluate such factors as (a) the nature of work products or services of the

organization, (b) working relationships with other positions in the organization, (c)

normal lines of career progression, (d) equitable pay relationships with other positions in

the immediate organization, and (e) management's intent or purpose in creating the

position. This examination should not place emphasis on the organizational location or

the physical environment of the position. If the weight of these factors points toward

trade, craft, or manual-labor knowledge and experience as being of paramount

importance in performing the primary duty of the position, it is proper to classify it under

a prevailing rate system. If not, the position is subject to the General Schedule. In

borderline situations, the position record should clearly state the facts and conclusions on

which the pay category determination is based.

2. Some classification standards contain guidance which will be helpful in making pay

category determinations. These include the following:

Equipment Operator Series, GS−350

Physical Science Technician Series, GS−1311

Facility Operations Services Series, GS−1640

Equipment Services Series, GS−1670

Sales Store Clerical Series, GS−2091

Introduction to the Electronic Equipment Installation and Maintenance Family,

WG−2600.

3. Supervisory and managerial positions.

(1) Any position in which the primary responsibility is supervision over trades, crafts,

or manual labor work is exempted from the General Schedule, even though such

supervision is exercised through intermediate supervisors. The following

examples typify responsibilities appropriate to wage system positions having

supervisory responsibility over workers performing trades, crafts, or manual labor

work:

⎯ Assigning work to individual workers.

⎯ Overseeing workers on the job.

⎯ Instructing workers on the job.

⎯ Reviewing work in progress.

⎯ Observing and securing worker compliance with procedures and methods.

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⎯ Keeping down spoilage and waste.

⎯ Maintaining work flow.

(2) Positions which involve primarily managerial responsibility for trades, crafts, or

manual labor functions are not exempt from the General Schedule. Following are

typical examples of managerial responsibility for a function:

⎯ Planning and revising organizational structure.

⎯ Planning, revising, and coordinating programs.

⎯ Planning general work flow and methods.

⎯ Deciding overall goals and standards.

⎯ Budgeting and exercising fiscal control.

⎯ Determining needs for space, personnel, equipment, etc.

Although these examples are illustrative of supervisory and managerial

responsibilities, they are not all inclusive, nor do they represent a finite dividing

line between Federal Wage System and General Schedule types of jobs.

(3) Some positions may have primary responsibility for supervision over trades,

crafts, or manual labor work, but participate to a limited degree in individual tasks

of the type in the General Schedule examples. Limited participation of this type

does not, of itself, require that a position be subject to the General Schedule.

4. Inspection and similar positions.

(1) An inspection position is covered by the Federal Wage System when it primarily

requires trades, crafts, or manual labor knowledge and experience and has as its

primary purpose:

⎯ Accepting or rejecting the product of trades, crafts, or manual labor work

on the basis of discrepancies discovered through the inspection process; or

⎯ Determining the condition of supplies, equipment, or material as

serviceable, repairable, or condemned based on comparison with

established requirements; or

⎯ Determining the need for repairs, modifications, replacements, or

reconstruction needed for compliance with specifications, blue-prints, or

technical orders.

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(2) An inspection position is subject to the General Schedule when it primarily

requires knowledge and experience in administrative, professional, technical, or

managerial work and has as its primary purpose:

⎯ Advising on, performing, or directing work concerned with developing,

installing, evaluating, modifying, or administering quality assurance

programs, systems, or methods; or

⎯ Performing inspections requiring the application of established scientific

or engineering principles, techniques, concepts, methods, and procedures;

⎯ Performing inspection work for regulatory or law enforcement purposes.

5. Educational, informational, scientific, or technical positions and positions in the arts.

(1) A position involving manual work in a field of science or art is under the Federal

Wage System if all of the following conditions apply:

⎯ The manual work is not fundamentally dependent on any professional or

technical knowledge in the science or art, except that the names of things

directly related to the manual tasks performed or the materials handled are

associated with the science or art; and

⎯ The manual work is auxiliary or collateral to the science or art rather than

an integral part; and

⎯ The manual work is not a part of training for work which is an integral

part of the science or art.

(2) A similar position is covered under the General Schedule if any one of the

following conditions apply:

⎯ The manual work requires professional or technical knowledge in the

science or art; or

⎯ The manual work is an integral, although subordinate, part of the science

or art; or

⎯ The manual work is a part of training for work which is an integral part of

the science or art.

(3) In addition, a position is under the General Schedule if all of the following

conditions apply:

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⎯ The manual skills are specialized to the field in which the work is done;

and

⎯ The specialized skills are not normally acquired through experience in a

trades, crafts, or manual labor occupation; and

⎯ The position primarily requires knowledge and experience in the

application of specialized skills of the field in which the work is done.

6. Machine operation positions.

(1) The operator of an office device is under the General Schedule. An office device

is a machine or tool which (1) is used to facilitate clerical work, (2) substitutes

machine operation for what would otherwise be clerical work, or (3) requires the

application of clerical skills.

(2) A position is covered under the Federal Wage System when it involves operation

of printing equipment to accomplish such processes as hot type composition (but

not cold-type, computerized, or photo typesetting), platemaking, presswork,

binding, and other printing functions. Operators of duplicators (small offset

printing presses) and copier/duplicator machines are covered under the General

Schedule as provided in the “Pay Category Determination” section of the

classification standard for the Equipment Operator Series, GS-350.

(3) Operation of other mechanical equipment, including motor vehicles, is covered

under the General Schedule when the equipment operation is incidental to

performing the primary duty of the position, and the paramount qualification

requirements are those of a General Schedule occupation.

7. Examiners, screeners, checkers, and other similar positions (other than inspectors).

Positions which involve determining repairs, modifications, replacements, or

reconstruction needed for compliance with specifications, blueprints, or technical orders

are under the Federal Wage System if they require trades, crafts, or manual labor

knowledge and experience as the paramount requirement.

8. Mixed positions.

(1) A position may have some duties which require trades, crafts, or manual labor

occupation knowledge and experience, as well as duties involving other kinds of

knowledge and experience. Such a position is under the Federal Wage System if

it has, as the paramount requirement for the performance of its primary duty,

knowledge and experience in the trades, crafts, or manual labor occupation.

Whether the duties which require other knowledge or experience are more

numerous or take up most of the working time is not material.

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(2) A position is under the General Schedule if it has, as the paramount requirement

for the performance of its primary duty, knowledge and experience in other than a

trades, crafts, or manual labor occupation. Whether the duties which require

trades, crafts, or manual labor knowledge or experience are more numerous or

take up most of the working time is not material.

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Revised: August 2009

APPENDIX 1

LIST OF SERIES FOR WHICH

A TWO-GRADE INTERVAL PATTERN IS NORMAL

The occupational series listed below follow a two-grade interval pattern. While two-grade

interval work is normally classified to the odd grades from GS−5 to GS−11, there is nothing to

preclude classification of a position to any grade level established by title 5. (For more

information on the use of grades GS−6, GS−8, and GS−10 for professional and other two-grade

interval positions, see Section III C

. of this Introduction and Chapters 2 and 5 in The

Classifier’s Handbook.)

Several of the series on the list include both one- and two-grade interval work. Agencies have

the authority and responsibility to determine the proper grade intervals for work classified to

series which may include both kinds of work. Those series not included on the list normally

involve one-grade interval work only.

Series Code Series Title

0006 Correctional Institution Administration

0011 Bond Sales Promotion

0018 Safety and Occupational Health Management

0020 Community Planning

0023 Outdoor Recreation Planning

0025 Park Ranger *

0028 Environmental Protection Specialist

0030 Sports Specialist

0060 Chaplain

0062 Clothing Design

0072 Fingerprint Identification *

0080 Security Administration

0082 United States Marshal

0095 Foreign Law Specialist

* Series include both one- and two-grade interval work.

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Series Code Series Title

0101 Social Science

0105 Social Insurance Administration

0106 Unemployment Insurance

0110 Economist

0130 Foreign Affairs

0131 International Relations

0132 Intelligence

0135 Foreign Agricultural Affairs

0136 International Cooperation

0140 Manpower Research and Analysis

0142 Manpower Development

0150 Geography

0160 Civil Rights Analysis

0170 History

0180 Psychology

0184 Sociology

0185 Social Work

0188 Recreation Specialist

0190 General Anthropology

0193 Archeology

0201 Human Resources Management

0241 Mediation

0243 Apprenticeship and Training

0244 Labor Management Relations Examining

0249 Wage and Hour Compliance

0260 Equal Employment Opportunity

0301 Miscellaneous Administration and Program

0340 Program Management

0341 Administrative Officer

0343 Management and Program Analysis

0346 Logistics Management

0360 Equal Opportunity Compliance

0391 Telecommunications

* Series include both one- and two-grade interval work.

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Series Code Series Title

0401

General Natural Resources Management and Biological

Sciences

0403 Microbiology

0405 Pharmacology

0408 Ecology

0410 Zoology

0413 Physiology

0414 Entomology

0415 Toxicology

0430 Botany

0434 Plant Pathology

0435 Plant Physiology

0437 Horticulture

0440 Genetics

0454 Rangeland Management

0457 Soil Conservation

0460 Forestry

0470 Soil Science

0471 Agronomy

0480 Fish and Wildlife Administration

0482 Fish Biology

0485 Wildlife Refuge Management

0486 Wildlife Biology

0487 Animal Science

0501 Financial Administration and Program

0505 Financial Management

0510 Accounting

0511 Auditing

0512 Internal Revenue Agent

0526 Tax Specialist

0560 Budget Analysis

0570 Financial Institution Examining

* Series include both one- and two-grade interval work.

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Series Code Series Title

0601 General Health Science

0602 Medical Officer

0603 Physician’s Assistant

0610 Nurse

0630 Dietitian and Nutritionist

0631 Occupational Therapist

0633 Physical Therapist

0635 Kinesiotherapy

0637 Manual Arts Therapist

0638 Recreation/Creative Arts Therapist

0639 Educational Therapist

0644 Medical Technologist

0660 Pharmacist

0662 Optometrist

0665 Speech Pathology and Audiology

0667 Orthotist and Prosthetist*

0668 Podiatrist

0669 Medical Records Administration

0670 Health System Administration

0671 Health System Specialist

0673 Hospital Housekeeping Management

0680 Dental Officer

0685 Public Health Program Specialist

0688 Sanitarian

0690 Industrial Hygiene

0696 Consumer Safety

0701 Veterinary Medical Science

0801 General Engineering

0803 Safety Engineering

0804 Fire Protection Engineering

0806 Materials Engineering

0807 Landscape Architecture

0808 Architecture

0810 Civil Engineering

0819 Environmental Engineering

0828 Construction Analyst

0830 Mechanical Engineering

* Series include both one- and two-grade interval work.

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Series Code Series Title

0840 Nuclear Engineering

0850 Electrical Engineering

0854 Computer Engineering

0855 Electronics Engineering

0858 Biomedical Engineering

0861 Aerospace Engineering

0871 Naval Architecture

0880 Mining Engineering

0881 Petroleum Engineering

0890 Agricultural Engineering

0892 Ceramic Engineering

0893 Chemical Engineering

0894 Welding Engineering

0896 Industrial Engineering

0901 General Legal and Kindred Administration

0904 Law Clerk

0905 General Attorney

0920 Estate Tax Examining

0930 Hearings and Appeals

0935 Administrative Law Judge

0945 Clerk of Court

0950 Paralegal Specialist

0958 Pension Law Specialist

0962 Contact Representative*

0965 Land Law Examining

0967 Passport and Visa Examining

0987 Tax Law Specialist

0991 Workers’ Compensation Claims Examining

0993 Railroad Retirement Claims Examining

0996 Veterans Claims Examining

1001 General Arts and Information*

1008 Interior Design

1010 Exhibits Specialist

1015 Museum Curator

1016 Museum Specialist and Technician*

1020 Illustrating

1035 Public Affairs

* Series include both one and two-grade interval work.

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Series Code Series Title

1040 Language Specialist

1051 Music Specialist

1054 Theater Specialist

1056 Art Specialist

1071 Audiovisual Production

1082 Writing and Editing

1083 Technical Writing and Editing

1084 Visual Information

1101 General Business and Industry*

1102 Contracting

1103 Industrial Property Management

1104 Property Disposal

1130 Public Utilities Specialist

1140 Trade Specialist

1144 Commissary Management*

1145 Agricultural Program Specialist

1146 Agricultural Marketing

1147 Agricultural Market Reporting

1150 Industrial Specialist

1160 Financial Analysis

1163 Insurance Examining

1165 Loan Specialist

1169 Internal Revenue Officer

1170 Realty

1171 Appraising

1173 Housing Management

1176 Building Management

1210 Copyright

1220 Patent Administration

1221 Patent Adviser

1222 Patent Attorney

1223 Patent Classifying

1224 Patent Examining

1226 Design Patent Examining

1301 General Physical Science

1306 Health Physics

* Series include both one- and two-grade interval work.

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Series Code Series Title

1310 Physics

1313 Geophysics

1315 Hydrology

1320 Chemistry

1321 Metallurgy

1330 Astronomy and Space Science

1340 Meteorology

1350 Geology

1360 Oceanography

1361 Navigational Information

1370 Cartography

1372 Geodesy

1373 Land Surveying

1380 Forest Products Technology

1382 Food Technology

1384 Textile Technology

1386 Photographic Technology

1397 Document Analysis

1410 Librarian

1412 Technical Information Services

1420 Archivist

1421 Archives Technician*

1510 Actuarial Science

1515 Operations Research

1520 Mathematics

1529 Mathematical Statistics

1530 Statistics

1550 Computer Science

1601 Equipment, Facilities, and Services*

1630 Cemetery Administration Services

1640 Facility Operations Services

1654 Printing Services

1658 Laundry Operations Services

1667 Food Services

1670 Equipment Services

* Series include both one- and two-grade interval work.

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Series Code Series Title

1701 General Education and Training

1702 Education and Training Technician*

1710 Education and Vocational Training

1712 Training Instruction

1715 Vocational Rehabilitation

1720 Education Program

1725 Public Health Educator

1730 Education Research

1740 Education Services

1750 Instructional Systems

1801 General Inspection, Investigation, and Compliance

1810 General Investigating

1811 Criminal Investigating

1812 Game Law Enforcement

1815 Air Safety Investigating

1816 Immigration Inspection

1822 Mine Safety and Health

1825 Aviation Safety

1831 Securities Compliance Examining

1850 Agricultural Commodity Warehouse Examining

1854 Alcohol, Tobacco, and Firearms Inspection

1864 Public Health Quarantine Inspection

1884 Customs Patrol Officer

1889 Import Specialist

1890 Customs Inspection

1894 Customs Entry and Liquidating

1896 Border Patrol Agent

1910 Quality Assurance

1980 Agricultural Commodity Grading

2001 General Supply

2003 Supply Program Management

2010 Inventory Management

2030 Distribution Facilities and Storage Management

2032 Packaging

2050 Supply Cataloging

* Series include both one- and two-grade interval work.

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Series Code Series Title

2101 Transportation Specialist

2110 Transportation Industry Analysis

2121 Railroad Safety

2123 Motor Carrier Safety

2125 Highway Safety

2130 Traffic Management

2150 Transportation Operations

2152 Air Traffic Control

2161 Marine Cargo

2181 Aircraft Operation

2183 Air Navigation

2210 Information Technology Management

* Series include both one- and two-grade interval work.

U.S. Office of Personnel Management 34

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

APPENDIX 2

FUNCTIONAL CLASSIFICATION FOR SCIENTISTS

AND ENGINEERS

The functional classification for scientists and engineers is a system for describing the kinds of

work activities of employees who are scientists or engineers. These employees work in the

physical, biological, mathematical, social, computer, and health sciences, and in engineering.

The information is used by the National Science Foundation and others to study the composition

of the workforce engaged in certain kinds of activities.

The functional classification consists of functional categories plus a miscellaneous “Other-Not

Elsewhere Classified” category. The appropriate code is shown in parenthesis in the official title

and series of a position immediately following the series number, e.g., Civil Engineer, 0810(21).

Agencies are responsible for developing methods for determining, recording, and maintaining

this code information.

Series to be Coded

Number Title

0000 Miscellaneous Occupations Group

0020 Community Planning

0100 Social Science, Psychology, and Welfare Group

0101 Social Science

0110 Economist

0140 Manpower Research and Analysis

0150 Geography

0170 History

0180 Psychology

0184 Sociology

0185 Social Work

0190 General Anthropology

0193 Archeology

0400 Natural Resources Management and Biological Sciences Group

0401 General Natural Resources Management and Biological Sciences

0403 Microbiology

0405 Pharmacology

0408 Ecology

0410 Zoology

0413 Physiology

0414 Entomology

0430 Botany

0434 Plant Pathology

0435 Plant Physiology

0437 Horticulture

0440 Genetics

0454 Rangeland Management

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Number Title

0457 Soil Conservation

0460 Forestry

0470 Soil Science

0471 Agronomy

0480 Fish and Wildlife Administration

0482 Fish Biology

0485 Wildlife Refuge Management

0486 Wildlife Biology

0487 Animal Science

0600 Medical, Hospital, Dental, and Public Health Group

0601 General Health Science

0602 Medical Officer

0610 Nurse

0630 Dietitian and Nutritionist

0631 Occupational Therapist

0633 Physical Therapist

0635 Kinesiotherapy

0637 Manual Arts Therapist

0638 Recreation/Creative Arts Therapist

0639 Educational Therapist

0644 Medical Technologist

0660 Pharmacist

0662 Optometrist

0665 Speech Pathology and Audiology

0668 Podiatrist

0680 Dental Officer

0690 Industrial Hygiene

0696 Consumer Safety

0700 Veterinary Medical Science Group

0701 Veterinary Medical Science

0800 Engineering and Architecture Group

0801 General Engineering

0803 Safety Engineering

0804 Fire Protection Engineering

0806 Materials Engineering

0807 Landscape Architecture

0808 Architecture

0810 Civil Engineering

0819 Environmental Engineering

0830 Mechanical Engineering

0840 Nuclear Engineering

0850 Electrical Engineering

0854 Computer Engineering

0855 Electronics Engineering

0858 Biomedical Engineering

0861 Aerospace Engineering

0871 Naval Architecture

0880 Mining Engineering

U.S. Office of Personnel Management 36

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Number Title

0881 Petroleum Engineering

0890 Agricultural Engineering

0892 Ceramic Engineering

0893 Chemical Engineering

0894 Welding Engineering

0896 Industrial Engineering

1200 Copyright, Patent, and Trademark Group

1220 Patent Administration

1221 Patent Adviser

1223 Patent Classifying

1224 Patent Examining

1226 Design Patent Examining

1300 Physical Sciences Group

1301 General Physical Science

1306 Health Physics

1310 Physics

1313 Geophysics

1315 Hydrology

1320 Chemistry

1321 Metallurgy

1330 Astronomy and Space Science

1340 Meteorology

1350 Geology

1360 Oceanography

1370 Cartography

1372 Geodesy

1373 Land Surveying

1380 Forest Products Technology

1382 Food Technology

1384 Textile Technology

1386 Photographic Technology

1500 Mathematical Sciences Group

1510 Actuarial Science

1515 Operations Research

1520 Mathematics

1529 Mathematical Statistics

1530 Statistics

1550 Computer Science

U.S. Office of Personnel Management 37

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Category Category Definition Code

Research Systematic, critical, intensive investigation directed toward the development

of new or fuller scientific knowledge of the subject studied. It may be with

or without reference to a specific application. The work involves theoretical,

taxonomic, and experimental investigations or simulation of experiments and

conditions to: (1) Determine the nature, magnitude, and interrelationships of

natural and social phenomena and processes; (2) Create or develop

theoretical or experimental means of investigating such phenomena or

processes; and (3) Develop the principles, criteria, methods, and a body of

data of general applicability for use by others.

Excluded from this category is work concerned primarily with the

administrative and monitoring of research contracts and research grants.

Research contract and grant

administration

The administration and monitoring of research contracts and research grants. 12

Development Systematic application of scientific knowledge directed toward the creation

of new or substantially improved equipment, materials, instrumentation,

devices, systems mathematical models, processes, techniques, and procedures

that will perform a useful function or be suitable for a particular duty.

The work involves such activities as: (1) Establishing requirements for

technical objectives and characteristics; (2) Devising and evaluating concepts

for design approaches: criteria, parameters, characteristics, and

interrelationships; (3) Experimenting, investigating, and testing to produce

new data, mathematical models, or methods to test concepts, formulate

design criteria, and measure and predict natural and social phenomena and

performance; (4) Designing and developing prototypes, breadboards, and

engineering models including the direction of their fabrication as required;

(5) Developing standards and test plans to assure reliability; and (6)

Managing specific developments being executed in-house or under contract.

Development, like research, advances the state of art, but it is further

characterized by the creation of specific end-items in the form of equipment

or equipment systems (“hardware” development) and/or methodologies,

mathematical models, procedures and techniques (“software” development)..

Testing and evaluation The testing of equipment, materials, devices, components, systems and

methodologies under controlled conditions and the systematic evaluation of

test data to determine the degree of compliance of the test items with

predetermined criteria and requirements. This work is characterized by the

development and application of test plans to be carried out in-house or under

contract or grant utilizing one or more of the following kinds of tests:

physical measurement techniques; controlled laboratory, shop, and field

(demonstration) trials; and simulated environmental techniques.

This category includes: (1) Development testing to determine the suitability

of the test items for use in their environment; (2) Production and

post-production testing to determine operational readiness; (3) Testing in

regulatory programs to determine compliance with laws, regulations and

standards; and (4) Testing in the social sciences using demonstration or

experimental and control groups to determine the effectiveness of new

methodologies or practices.

U.S. Office of Personnel Management 38

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Category Category Definition Code

Design The planning, synthesis, and portrayals for purposes of fabrication or

construction of structures, equipment, materials, facilities, devices, and

processes which will perform a useful function or be suitable for a certain

duty.

The work involves such activities as: (1) Investigating, analyzing, and

determining needs and design considerations; (2) Planning, synthesizing, and

proportioning the structure or mechanism so that the result is achieved with

safety and economy; (3) Preparing design criteria, detailed designs,

specifications, cost estimates, and operating instructions; and (4) Reviewing

and evaluating design proposals and designs prepared by others including the

management of architectural and engineering contracts.

For present purposes, design in a research and development organization is

the application of the known state of the art in the form of standard guidelines

and references to prepare the detailed working plans and data required for

fabrication, assembly, and production.

Construction The original erection, repair, and improvement of structures that provide

shelter for people and activities, support transportation systems, and control

natural resources.

The work involves surveillance and control of construction operations carried

out in-house or under Federal grants, contracts, or loans through such

activities as: (1) Conducting site surveys; (2) Reviewing and interpreting

project plans and specifications; (3) Making cost analyses and estimates; (4)

Layering out and scheduling operations; (5) Investigating materials, methods,

and construction problems; (6) Negotiating with utilities, contractors, and

agencies involved; and (7) Inspecting work in progress and completed work

and final acceptance of completed work.

Production The fabrication and manufacture of structures, equipment, materials,

machines, and devices. The work involves surveillance and control of

production operations carried out in-house or under contract through such

activities as: (1) Planning, directing, controlling, inspecting, and evaluating

production processes, equipment, and facilities; (2) Refining designs to adapt

them to production facilities and processes; and (3) Devising, applying, and

monitoring procedures to measure and assure quality.

Installation, operations, and

maintenance

The installing, assembling, integrating, and assuring of the proper technical

operation and functioning of systems, facilities, machinery, and equipment.

The work involves such activities as: (1) Analyzing operating and

environmental conditions in order to provide design inputs and feedbacks and

modifying designs as necessary to adapt them to actual environments;

(2) Developing and determining logistic requirements, documentation,

technical plans, procedures, controls and instructions; (3) Equipping,

supplying, and commissioning facilities; (4) Analyzing performance and cost

data and developing actual performance and cost data requirements;

(5) Integrating equipment installation and operating schedules; (6) Managing

on site an operating facility such as a power plant, test range, mission control

center, irrigation station, data acquisition station, or flight control station; and

(7) Managing installation, operations, or maintenance contracts.

U.S. Office of Personnel Management 39

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Category Category Definition Code

Data collection, processing,

and analysis

This category includes the collection, processing, and analysis of general

purpose scientific data describing natural and social phenomena. General

purpose scientific data include newly gathered statistics, observations,

instrument readings, measurements, specimens, and other facts obtained from

such activities as statistical and field surveys, exploration, laboratory

analyses, photogrammetry, and compilations of operating records for use by

others.

The work involves such activities as: (1) Determining data needs and data

processing requirements; (2) Planning, directing, and evaluating collection

activities performed in-house or under contract; (3) Designing overall

processing plans and systems to handle, control, operate, manipulate, reduce,

store, check, and retrieve data; (4) Analyzing raw and processed data for

validity and subject-matter interpretation; (5) Providing analytic services

such as chemical analyses; (6) Forecasting and projecting data and

conditions; and (7) Summarizing and presenting data for general use.

Excluded from this category are collection and analysis of data only for

research and development projects and internal operating or administrative

purposes such as policy formulation and planning.

Scientific and technical

information

The processing and dissemination of published and unpublished technical

documents and information on work in progress and completed work to

facilitate their use. The work involves developing and implementing

information systems through such activities as: (1) Providing for the

selection, acquisition, compilation, exchange, and storage of scientific and

technical information; (2) Cataloging, abstracting, and indexing information

for retrieval and dissemination; (3) Providing reference, literature search and

bibliographic services for information users; (4) Interpreting, evaluating, and

briefing on the significance and relevance of information; (5) Disseminating

information through briefings, technical publications, and other

communications media; and (6) Classifying and declassifying technical

information where use must be controlled in the national interest..

Standards and

specifications

The preparation and determination of mandatory and/or voluntary standards

or specifications including rules, regulations, and codes.

These standards are for purposes of: (1) Government regulation; and (2) The

assuring of the acceptability, quality, and/or standardization of products,

materials, and parts as required for design, production, purchasing, logistics,

and documentation.

The work involves the development of performance criteria, test and

inspection methods, and data for the application of the standards to

technological products and services.

Regulatory enforcement

and licensing

The application and enforcement of laws, rules, regulations, orders, and

governmental agreements through inspection, investigation, surveillance,

licensing, certification, and similar activities. The work includes such

activities as: (1) Licensing power plants and radio stations; (2) Enforcing

plant or animal disease eradication programs; (3) Examining applications for

patents; (4) Inspecting operations for compliance with requirements;

(5) Approving utility rates and services; (6) Investigating aircraft accidents;

(7) Allocating radio frequencies; and (8) Determining compliance with

engineering aspects of Federal tax laws.

U.S. Office of Personnel Management 40

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Category Category Definition Code

Natural resource operations The development and utilization of Federally owned and trust lands and

natural resources for the operations purposes of bringing current use into

balance with natural processes of renewal to assure sustained yields to meet

present and future public needs. Natural resources include land, air, and

water and their related products or uses, such as soil, minerals, forage,

wildlife's power, and recreation. The work involves implementing programs

and projects to inventory, classify, utilize, improve, conserve, regulate,

protect, sell, lease, exchange, or market natural resources. Resource

operations as defined here are concerned with managing and conserving the

land and resources in a specified geographic area.

Clinical practice,

counseling, and ancillary

medical services

The provision of direct clinical and related services to patients and clients

including examining, testing, diagnosis, treatment, therapy, casework,

counseling, disability evaluation, and related patient care.

Planning The study and projection of present and future needs and the formulation of

alternative policies and ways of meeting these needs for the utilization of:

land, natural, social, industrial, material and manpower resources; physical

facilities; and social and economic services and programs. The work

involves: (1) Gathering, compiling, analyzing, and evaluating data; (2)

Projecting needs and establishing goals; (3) Developing single or alternative

plans, policies, programs, and recommendations and measures of their

economic, social, and political costs, benefits, and feasibility; and (4)

Reevaluating progress to assure that plan objectives are realized in putting the

plans into effect.

This category includes physical, economic, and social planning for land

population centers and missions, policy, and program planning.

Management The direction and control of scientific and engineering programs in any one

or combination of functions in a line or staff capacity with responsibilities

that have a direct and substantial effect on the organizations and programs

managed. The work involves decisions, actions, and recommendations that

establish the basic content and character of the programs directed in terms of

program objectives and priorities, program initiation and content, funding,

and allocation of organizational resources.

This category is not intended to cover those primarily engaged in the

supervision or monitoring of work carried out through contracts and grants or

in contracts and grants administration. Such positions are to be coded to the

appropriate function.

Teaching and training The teaching of scientific and technical subjects; the education and training

of scientific and technical personnel in-house and through programs

consisting of fellowships, traineeships, and training grants; and the

development of curricula and training materials and aids.

Technical assistance and

consulting

The provision of scientific and technical expert assistance, consultation, and

advice to other scientific personnel; foreign governments; government

agencies at the Federal, State, or local level; private industry; organized

groups, and individuals. The work involves advising upon and promoting

application of the results of research and specialized program knowledge.

Other−Not elsewhere

classified

This category is to be used for: (1) Positions with highly specialized

activities which are not covered in any of the categories; (2) Positions of such

generalized nature that a primary function cannot be identified; and (3)

Trainee positions for which functional assignments have not been made.

U.S. Office of Personnel Management 41

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

APPENDIX 3

PRIMARY STANDARD

The Primary Standard serves as a “standard-for-standards” for the Factor Evaluation System

(FES). Factor level descriptions for position classification standards are point rated against the

Primary Standard. Thus, it serves as a basic tool for maintaining alignment across occupations.

The Primary Standard has descriptions of each of the nine FES factors and the levels within each

factor as well as the point values appropriate for each level. The nine factors are:

Factor 1, Knowledge Required by the Position

Factor 2, Supervisory Controls

Factor 3, Guidelines

Factor 4, Complexity

Factor 5, Scope and Effect

Factor 6, Personal Contacts

Factor 7, Purpose of Contacts

Factor 8, Physical Demands

Factor 9, Work Environment

Also included in the Primary Standard is a master grade conversion table showing the total point

ranges (based on sets of complete factors) for grades GS−1 through GS−15.

For additional information on the Factor Evaluation System and on writing FES position

descriptions, see The Classifier’s Handbook

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION

Factor 1 measures the nature and extent of information or facts that a worker must understand to

do acceptable work, e.g., steps, procedures, practices, rules, policies, theories, principles, and

concepts, and the nature and extent of the skills needed to apply this knowledge. To be used as a

basis for selecting a level under this factor, a knowledge must be required and applied.

U.S. Office of Personnel Management 42

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Level 1

−

⎯

50 points

Knowledge of simple, routine, or repetitive tasks or operations that typically include following

step-by-step instructions and require little or no previous training or experience;

Skill to operate simple equipment or equipment that operates repetitively and requires little or no

previous training or experience;

Equivalent knowledge and skill.

Level 1

−

⎯

200 points

Knowledge of basic or commonly used rules, procedures, or operations that typically require

some previous training or experience;

Basic skill to operate equipment requiring some previous training or experience, such as

keyboard equipment;

Equivalent knowledge and skill.

Level 1

−

⎯

350 points

Knowledge of a body of standardized rules, procedures, or operations that require considerable

training and experience to perform the full range of standard clerical assignments and resolve

recurring problems;

Skill, acquired through considerable training and experience, to operate and adjust varied

equipment for purposes such as performing numerous standardized tests or operations;

Equivalent knowledge and skill.

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Level 1

−

⎯

550 points

Knowledge of an extensive body of rules, procedures, or operations that require extended

training and experience to perform a wide variety of interrelated or nonstandard procedural

assignments and resolve a wide range of problems;

Practical knowledge of standard procedures in a technical field, requiring extended training or

experience, to perform such work as adapting equipment when this requires consideration of the

functioning characteristics of equipment; interpreting results of tests based on previous

experience and observations (rather than directly reading instruments or other measures); or

extracting information from various sources when this requires considering the applicability of

information and the characteristics and quality of the sources;

Equivalent knowledge and skill.

Level 1

−

⎯

750 points

Knowledge (such as would be acquired through pertinent education, experience, training, or

independent study) of basic principles, concepts, and methodology of a professional or

administrative occupation, and skill in applying this knowledge in carrying out elementary

assignments, operations, or procedures;

In addition to the practical knowledge of standard procedures in Level 1−4, practical knowledge

of technical methods to perform assignments such as carrying out limited projects that involve

use of specialized complicated techniques;

Equivalent knowledge and skill.

Level 1

−

⎯

950 points

Knowledge of the principles, concepts, and methodology of a professional or administrative

occupation as described at Level 1−5 that has been either (a) supplemented by skill gained

through job experience to permit independent performance of recurring assignments, or (b)

supplemented by expanded professional or administrative knowledge gained through relevant

education or experience, that has provided skill in carrying out assignments, operations, and

procedures that are significantly more difficult and complex than those covered by Level 1−5;

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Practical knowledge of a wide range of technical methods, principles, and practices similar to a

narrow area of a professional field; and skill in applying this knowledge to such assignments as

the design and planning of difficult, but well-precedented projects;

Equivalent knowledge and skill.

Level 1

−

⎯

1250 points

Knowledge of a wide range of concepts, principles, and practices of a professional or

administrative occupation, such as would be gained through extended study or experience, and

skill in applying this knowledge to difficult and complex work assignments;

A comprehensive, intensive, practical knowledge of a technical field, and skill in applying this

knowledge to the development of new methods, approaches, or procedures;

Equivalent knowledge and skill.

Level 1

−

⎯

1550 points

Mastery of a professional or administrative field to⎯

⎯ apply experimental theories and new developments to problems not susceptible to

treatment by accepted methods;

⎯ make decisions or recommendations significantly changing, interpreting, or

developing important public policies or programs;

Equivalent knowledge and skill.

Level 1

−

⎯

1850 points

Mastery of a professional field to generate and develop new hypotheses and theories;

U.S. Office of Personnel Management 45

Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Equivalent knowledge and skill.

FACTOR 2, SUPERVISORY CONTROLS

“Supervisory Controls” covers the nature and extent of direct or indirect controls exercised by

the supervisor, the employee’s responsibility, and the review of completed work. Controls are

exercised by the supervisor in the way assignments are made, instructions are given to the

employee, priorities and deadlines are set, and objectives and boundaries are defined.

Responsibility of the employee depends upon the extent to which the employee is expected to

develop the sequence and timing of various aspects of the work, to modify or recommend

modification of instructions, and to participate in establishing priorities and defining objectives.

The degree of review of completed work depends upon the nature and extent of the review, e.g.,

close and detailed review of each phase of the assignment, detailed review of the finished

assignment, spot-check of finished work for accuracy, or review only for adherence to policy.

Level 2

−

⎯

25 points

For both one-of-a-kind and repetitive tasks the supervisor makes specific assignments that are

accompanied by clear, detailed, and specific instructions.

The employee works as instructed and consults with the supervisor as needed on all matters not

specifically covered in the original instructions or guidelines.

For all positions the work is closely controlled. For some positions, the control is through the

structured nature of the work itself; for others, it may be controlled by the circumstances in

which it is performed. In some situations, the supervisor maintains control through review of the

work. This may include checking progress or reviewing completed work for accuracy,

adequacy, and adherence to instructions and established procedures.

Level 2

−

⎯

125 points

The supervisor provides continuing or individual assignments by indicating generally what is to

be done, limitations, quality and quantity expected, deadlines, and priority of assignments. The

supervisor provides additional, specific instructions for new, difficult, or unusual assignments,

including suggested work methods or advice on source material available.

The employee uses initiative in carrying out recurring assignments independently without

specific instructions, but refers deviations, problems, and unfamiliar situations not covered by

instructions to the supervisor for decision or help.

The supervisor assures that finished work and methods used are technically accurate and in

compliance with instructions or established procedures. Review of the work increases with more

difficult assignments if the employee has not previously performed similar assignments.

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Level 2

−

⎯

275 points

The supervisor makes assignments by defining objectives, priorities, and deadlines and assists

the employee with unusual situations that do not have clear precedents.

The employee plans and carries out the successive steps and handles problems and deviations in

the work assignments in accordance with instructions, policies, previous training, or accepted

practices in the occupation.

Completed work is usually evaluated for technical soundness, appropriateness, and conformity to

policy and requirements. The methods used in arriving at the end results are not usually

reviewed in detail.

Level 2

−

4 ⎯ 450 points

The supervisor sets the overall objectives and resources available. The employee and supervisor,

in consultation, develop deadlines, projects, and work to be done.

The employee, having developed expertise in the line of work, is responsible for planning and

carrying out the assignment, resolving most of the conflicts that arise, coordinating the work

with others as necessary, and interpreting policy on own initiative in terms of established

objectives. In some assignments, the employee also determines the approach to be taken and the

methodology to be used. The employee keeps the supervisor informed of progress and

potentially controversial matters.

Completed work is reviewed only from an overall standpoint in terms of feasibility,

compatibility with other work, or effectiveness in meeting requirements or expected results.

Level 2

−

5 ⎯ 650 points

The supervisor provides administrative direction with assignments in terms of broadly defined

missions or functions.

The employee has responsibility for independently planning, designing, and carrying out

programs, projects, studies, or other work.

Results of the work are considered technically authoritative and are normally accepted without

significant change. If the work should be reviewed, the review concerns such matters as

fulfillment of program objectives, effect of advice and influence on the overall program, or the

contribution to the advancement of technology. Recommendations for new projects and

alteration of objectives usually are evaluated for such considerations as availability of funds and

other resources, broad program goals, or national priorities.

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

FACTOR 3, GUIDELINES

This factor covers the nature of guidelines and the judgment needed to apply them. Guides used

in General Schedule occupations include, for example, desk manuals, established procedures and

policies, traditional practices, and reference materials, such as dictionaries, style manuals,

engineering handbooks, and the pharmacopoeia.

Individual jobs in different occupations vary in the specificity, applicability, and availability of

the guidelines for performance of assignments. Consequently, the constraints and judgmental

demands placed upon employees also vary. For example, the existence of specific instructions,

procedures, and policies may limit the employee’s opportunity to make or recommend decisions

or actions. However, in the absence of procedures or under broadly stated objectives, employees

in some occupations may use considerable judgment in researching literature and developing

new methods.

Guidelines should not be confused with the knowledge described under Factor 1, Knowledge

Required by the Position. Guidelines either provide reference data or impose certain constraints

on the use of knowledge. For example, in the field of medical technology, for a particular

diagnosis there may be three or four standardized tests set forth in a technical manual. A

medical technologist is expected to know these diagnostic tests. However, in a given laboratory

the policy may be to use only one of the tests, or the policy may state specifically under what

conditions one or the other of these tests may be used.

Level 3

−

1 ⎯ 25 points

Specific, detailed guidelines covering all important aspects of the assignment are provided to the

employee.

The employee works in strict adherence to the guidelines; deviations must be authorized by the

supervisor.

Level 3

−

2 ⎯ 125 points

Procedures for doing the work have been established, and a number of specific guidelines are

available.

The number and similarity of guidelines and work situations require the employee to use

judgment in locating and selecting the most appropriate guidelines, references, and procedures

for application and in making minor deviations to adapt the guidelines to specific cases. The

employee may also determine which of several established alternatives to use. Situations to

which the existing guidelines cannot be applied or significant proposed deviations from the

guidelines are referred to the supervisor.

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

Level 3

−

3 ⎯ 275 points

Guidelines are available but are not completely applicable to the work or have gaps in

specificity.

The employee uses judgment in interpreting and adapting guidelines, such as agency policies,

regulations, precedents, and work directions for application to specific cases or problems. The

employee analyzes results and recommends changes.

Level 3

−

4 ⎯ 450 points

Administrative policies and precedents are applicable but are stated in general terms. Guidelines

for performing the work are scarce or of limited use.

The employee uses initiative and resourcefulness in deviating from traditional methods or

researching trends and patterns to develop new methods, criteria, or proposed new policies.

Level 3

−

5 ⎯ 650 points

Guidelines are broadly stated and nonspecific, e.g., broad policy statements and basic legislation

that require extensive interpretation.

The employee must use judgment and ingenuity in interpreting the intent of the guides that do

exist and in developing applications to specific areas of work. Frequently, the employee is

recognized as a technical authority in the development and interpretation of guidelines.

FACTOR 4, COMPLEXITY

This factor covers the nature, number, variety, and intricacy of tasks, steps, processes, or

methods in the work performed; the difficulty in identifying what needs to be done; and the

difficulty and originality involved in performing the work.

Level 4

−

1 ⎯ 25 points

The work consists of tasks that are clear-cut and directly related.

There is little or no choice to be made in deciding what needs to be done.

Actions to be taken or responses to be made are readily discernible. The work is quickly

mastered.

Level 4

−

2 ⎯ 75 points

The work consists of duties that involve related steps, processes, or methods.

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Introduction to the Position Classification Standards TS-134 July 1995, TS-107 August 1991

Revised: August 2009

The decision regarding what needs to be done involves various choices that require the employee

to recognize the existence of and differences among a few easily recognizable situations.

Actions to be taken or responses to be made differ in such things as the source of information,

the kind of transactions or entries, or other differences of a factual nature.

Level 4

−

3 ⎯ 150 points

The work includes various duties involving different and unrelated processes and methods.

The decision regarding what needs to be done depends upon the analysis of the subject, phase, or

issues involved in each assignment, and the chosen course of action may have to be selected

from many alternatives.

The work involves conditions and elements that must be identified and analyzed to discern

interrelationships.

Level 4

−

4 ⎯ 225 points

The work typically includes varied duties that require many different and unrelated processes

and methods, such as those relating to well established aspects of an administrative or

professional field.

Decisions regarding what needs to be done include the assessment of unusual circumstances,

variations in approach, and incomplete or conflicting data.

The work requires making many decisions concerning such things as interpretation of

considerable data, planning of the work, or refinement of the methods and techniques to be used.

Level 4

−

5 ⎯ 325 points

The work includes varied duties requiring many different and unrelated processes and methods

that are applied to a broad range of activities or substantial depth of analysis, typically for an

administrative or professional field.

Decisions regarding what needs to be done include major areas of uncertainty in approach,

methodology, or interpretation and evaluation processes that result from such elements as

continuing changes in program, technological developments, unknown phenomena, or

conflicting requirements.

The work requires originating new techniques, establishing criteria, or developing new

information.

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Level 4

−

6 ⎯ 450 points

The work consists of broad functions and processes of an administrative or professional field.

Assignments are characterized by breadth and intensity of effort and involve several phases

pursued concurrently or sequentially with the support of others within or outside the

organization.

Decisions regarding what needs to be done include largely undefined issues and elements and

require extensive probing and analysis to determine the nature and scope of the problems.

The work requires continuing efforts to establish concepts, theories, or programs, or to resolve

unyielding problems.

FACTOR 5, SCOPE AND EFFECT

“Scope and Effect” covers the relationship between the nature of the work, i.e., the purpose,

breadth, and depth of the assignment, and the effect of work products or services both within and

outside the organization.

In General Schedule occupations, effect measures such things as whether the work output

facilitates the work of others, provides timely services of a personal nature, or impacts on the

adequacy of research conclusions. The concept of effect alone does not provide sufficient

information to properly understand and evaluate the impact of the position. The scope of the

work completes the picture and allows consistent evaluations. Only the effect of properly

performed work is to be considered.

Level 5

−

1 ⎯ 25 points

The work involves the performance of specific, routine operations that include a few separate

tasks or procedures.

The work product or service is required to facilitate the work of others; however, it has little

impact beyond the immediate organizational unit or beyond the timely provision of limited

services to others.

Level 5

−

2 ⎯ 75 points

The work involves the execution of specific rules, regulations, or procedures and typically

comprises a complete segment of an assignment or project of broader scope.

The work product or service affects the accuracy, reliability, or acceptability of further processes

or services.

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Level 5

−

3 ⎯ 150 points

The work involves treating a variety of conventional problems, questions, or situations in

conformance with established criteria.

The work product or service affects the design or operation of systems, programs, or equipment;

the adequacy of such activities as field investigations, testing operations, or research

conclusions; or the social, physical, and economic well being of people.

Level 5

−

4 ⎯ 225 points

The work involves establishing criteria; formulating projects; assessing program effectiveness;

or investigating or analyzing a variety of unusual conditions, problems, or questions.

The work product or service affects a wide range of agency activities, major activities or

industrial concerns, or the operation of other agencies.

Level 5

−

5 ⎯ 325 points

The work involves isolating and defining unknown conditions, resolving critical problems, or

developing new theories.

The work product or service affects the work of other experts, the development of major aspects

of administrative or scientific programs or missions, or the well-being of substantial numbers of

people.

Level 5

−

6 ⎯ 450 points

The work involves planning, developing, and carrying out vital administrative or scientific

programs.

The programs are essential to the missions of the agency or affect large numbers of people on a

long-term or continuing basis.

FACTOR 6, PERSONAL CONTACTS

This factor includes face-to-face contacts and telephone and radio dialogue with persons not in

the supervisory chain. (NOTE: Personal contacts with supervisors are covered under Factor 2,

Supervisory Controls.) Levels described under this factor are based on what is required to make

the initial contact, the difficulty of communicating with those contacted, and the setting in which

the contacts take place, e.g., the degree to which the employee and those contacted recognize

their relative roles and authorities.

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Above the lowest level, points should be credited under this factor only for contacts that are

essential for successful performance of the work and that have a demonstrable impact on the

difficulty and responsibility of the work performed.

The relationship of Factors 6 and 7 presumes that the same contacts will be evaluated for both

factors. Therefore, use the personal contacts that serve as the basis for the level selected for

Factor 7 as the basis for selecting a level for Factor 6.

Level 6

−

1 ⎯ 10 points

The personal contacts are with employees within the immediate organization, office, project, or

work unit, and in related or support units;

AND/OR

The contacts are with members of the general public in very highly structured situations, e.g., the

purpose of the contact and the question of with whom to deal are relatively clear. Typical of

contacts at this level are purchases of admission tickets at a ticket window.

Level 6

−

2 ⎯ 25 points

The personal contacts are with employees in the same agency but outside the immediate

organization. People contacted generally are engaged in different functions, missions, and kinds

of work, e.g., representatives from various levels within the agency, such as headquarters,

regional, district, or field offices, or other operating offices at the immediate installation;

AND/OR

The contacts are with members of the general public, as individuals or groups, in a moderately

structured setting. For example, the contacts generally are established on a routine basis, usually

at the employee’s work place; the exact purpose of the contact may be unclear at first to one or

more of the parties; and one or more of the parties may be uninformed concerning the role and

authority of other participants. Typical of contacts at this level are those with persons seeking

airline reservations or with job applicants at a job information center.

Level 6

−

3 ⎯ 60 points

The personal contacts are with individuals or groups from outside the employing agency in a

moderately unstructured setting. For example, the contacts are not established on a routine basis;

the purpose and extent of each contact is different; and the role and authority of each party is

identified and developed during the course of the contact. Typical of contacts at this level are

those with people in their capacities as attorneys; contractors; or representatives of professional

organizations, the news media, or public action groups.

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Level 6

−

4 ⎯ 110 points

The personal contacts are with high-ranking officials from outside the employing agency at

national or international levels in highly unstructured settings, e.g., contacts are characterized by

problems, such as the officials may be relatively inaccessible; arrangements may have to be

made for accompanying staff members; appointments may have to be made well in advance;

each party may be very unclear as to the role and authority of the other; and each contact may be

conducted under different ground rules. Typical of contacts at this level are those with Members

of Congress, leading representatives of foreign governments, presidents of large national or

international firms, nationally recognized representatives of the news media, presidents of

national unions, State governors, or mayors of large cities.

FACTOR 7, PURPOSE OF CONTACTS

In General Schedule occupations, the purpose of personal contacts ranges from factual

exchanges of information to situations involving significant or controversial issues and differing

viewpoints, goals, or objectives. The personal contacts that serve as the basis for the level

selected for this factor must be the same as the contacts that are the basis for the level selected

for Factor 6.

Level 7

−

1 ⎯ 20 points

The purpose is to obtain, clarify, or give facts or information regardless of the nature of those

facts; i.e., the facts or information may range from easily understood to highly technical.

Level 7

−

2 ⎯ 50 points

The purpose is to plan, coordinate, or advise on work efforts, or to resolve operating problems by

influencing or motivating individuals or groups who are working toward mutual goals and who

have basically cooperative attitudes.

Level 7

−

3 ⎯ 120 points

The purpose is to influence, motivate, interrogate, or control persons or groups. The persons

contacted may be fearful, skeptical, uncooperative, or dangerous. Therefore, the employee must

be skillful in approaching the individual or group in order to obtain the desired effect, such as

gaining compliance with established policies and regulations by persuasion or negotiation, or

gaining information by establishing rapport with a suspicious informant.

Level 7

−

4 ⎯ 220 points

The purpose is to justify, defend, negotiate, or settle matters involving significant or

controversial issues. The work usually involves active participation in conferences, meetings,

hearings, or presentations involving problems or issues of considerable consequence or

importance. The persons contacted typically have diverse viewpoints, goals, or objectives

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requiring the employee to achieve a common understanding of the problem and a satisfactory

solution by convincing them, arriving at a compromise, or developing suitable alternatives.

FACTOR 8, PHYSICAL DEMANDS

The “Physical Demands” factor covers the requirements and physical demands placed on the

employee by the work assignment. This includes physical characteristics and abilities, e.g.,

specific agility and dexterity requirements, and the physical exertion involved in the work, e.g.,

climbing, lifting, pushing, balancing, stooping, kneeling, crouching, crawling, or reaching. To

some extent the frequency or intensity of physical exertion must also be considered, e.g., a job

requiring prolonged standing involves more physical exertion than a job requiring intermittent

standing.

Level 8

−

1 ⎯ 5 points

The work is sedentary. Typically, the employee sits comfortably to do the work. However,

there may be some walking; standing; bending; carrying of light items, such as papers, books, or

small parts; or driving an automobile. No special physical demands are required to perform the

work.

Level 8

−

2 ⎯ 20 points

The work requires some physical exertion, such as long periods of standing; walking over rough,

uneven, or rocky surfaces; recurring bending, crouching, stooping, stretching, reaching, or

similar activities; or recurring lifting of moderately heavy items, such as typewriters and record

boxes. The work may require specific, but common, physical characteristics and abilities, such

as above average agility and dexterity.

Level 8

−

3 ⎯ 50 points

The work requires considerable and strenuous physical exertion, such as frequent climbing of tall

ladders, lifting heavy objects over 50 pounds, crouching or crawling in restricted areas, and

defending oneself or others against physical attack.

FACTOR 9, WORK ENVIRONMENT

The “Work Environment” factor considers the risks and discomforts in the employee’s physical

surroundings, or the nature of the work assigned and the safety regulations required. Although

the use of safety precautions can practically eliminate a certain danger or discomfort, such

situations typically place additional demands upon the employee in carrying out safety

regulations and techniques.

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Level 9

−

1 ⎯ 5 points

The environment involves everyday risks or discomforts that require normal safety precautions

typical of such places as offices, meeting and training rooms, libraries, residences, or commercial

vehicles, e.g., use of safe work practices with office equipment, avoidance of trips and falls,

observance of fire regulations and traffic signals. The work area is adequately lighted, heated,

and ventilated.

Level 9

−

2 ⎯ 20 points

The work involves moderate risks or discomforts that require special safety precautions, e.g.,

working around moving parts, carts, or machines; exposure to contagious diseases or irritant

chemicals. Employees may be required to use protective clothing or gear, such as masks, gowns,

coats, boots, goggles, gloves, or shields.

Level 9

−

3 ⎯ 50 points

The work environment involves high risks with exposure to potentially dangerous situations or

unusual environmental stress that require a range of safety and other precautions, e.g., working at

great heights under extreme outdoor weather conditions, subject to possible physical attack or

mob conditions, or similar situations where conditions cannot be controlled.

GRADE CONVERSION TABLE

GS Grade Point Range

1 190-250

2 255-450

3 455-650

4 655-850

5 855-1100

6 1105-1350

7 1355-1600

8 1605-1850

9 1855-2100

10 2105-2350

11 2355-2750

12 2755-3150

13 3155-3600

14 3605-4050

15 4055-up

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APPENDIX 4

POSITION CLASSIFICATION APPEALS

A. Summary

This appendix describes the procedures governing the classification appeals program and

outlines the steps to be followed by agencies and employees when submitting position

classification appeals to the Office of Personnel Management (OPM). The law and regulations

governing the classification appeals program are contained in 5 U.S.C. Chapter 51 and 5 CFR

Part 511.

B. Scope

This appendix applies to positions in the General Schedule (GS), except as otherwise noted. The

following matters may be appealed to OPM, even if the classification decision in question was

made by OPM under its evaluation authority or by the employee’s agency as the result of an

intra-agency classification consistency study required by OPM.

1. Inclusion in or exclusion from the General Schedule. (D-l below covers the exception.)

2. Occupational series.

3. Grade.

4. Position title, if the applicable position classification standard prescribes position titles or

the title reflects a qualification requirement or authorized area of specialization. This

appendix does not apply to positions in the Senior Executive Service, to Administrative

Law Judge positions, nor to positions classified to grades above GS−15. Except for

sections H, I, and J, it does not apply to positions paid under the Federal Wage System

(FWS). Procedures governing appeals of FWS positions are covered in the

Operating Manual for the Federal Wage System

C. Definitions

For the purposes of this appendix, the following terms mean:

1. Classification action (also, position action). The decision classifying a position to a pay

plan, occupational series, grade, and title in accordance with approved position

classification standards.

2. Personnel action. Action taken to place an employee in a position or remove an

employee from a position, e.g., by appointment, promotion, reassignment, demotion, or

separation.

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3. Classification appeal. A written request by an employee or by an agency, under 5 U.S.C.

5103 or 5112, asking OPM to review the classification of a position.

4. Classification certificate. A final decision issued by OPM on the classification of a

position. The certificate is mandatory and binding on all administrative, certifying,

payroll, disbursing, and accounting officials of the Government.

5. Deciding officials. The persons in OPM who are delegated authority to make final

decisions on classification appeals.

D. Authority

OPM authority for position classification is derived from the Classification Act of 1949 (5

U.S.C. Chapter 51) as amended. A decision issued under any of the following authorities is a

classification certificate:

1. Pay system determinations. Under 5 U.S.C. 5103, OPM makes the final determination as

to whether a position is included in or excluded from the General Schedule, except for

positions located in the Office of the Architect of the Capitol.

2. Evaluation determinations. Under 5 U.S.C. 5110, OPM conducts periodic personnel

management evaluations of executive departments and agencies. These evaluations may

include a review of classification actions taken by the agency. If any of these actions are

found to be incorrect, OPM will, after consultation with the agency, issue a certificate

specifying the correct pay plan, occupational series, title, and grade.

3. Appeal determinations. OPM classification appeal certificates are issued under authority

of 5 U.S.C. 5112. An appeal certificate is the Government’s final administrative decision

on the classification of the position, and no further appeal can be made. However, OPM

may reconsider an appeal decision under certain conditions (see G.10).

E. Responsibilities

1. Office of Personnel Management responsibility. OPM issues final decisions as

certificates of classification to:

(a) The head of the office that has responsibility for classifying the position(s); or

(b) The office that submitted the request to OPM; or

2. Agency responsibility.

(a) Adherence to OPM certificates. Employing agencies are responsible for assuring

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that a classification certified by OPM is not changed unless the job changes

significantly or if the application of a newly issued OPM standard or guide would

change the classification of the position. In the event that a position changes,

agencies must exercise original classification authority; that is, write a new

position description which reflects new responsibilities, and classify accordingly.

(b) Agency file of certificates. Agencies must keep OPM classification certificates on

file. They may be filed with the position descriptions to which they refer, or filed

separately. If filed separately, the related position descriptions and certificates

should be cross-referenced.

when a classification action may be directed by another party, such as an

arbitrator or the EEOC, under other authorities. If the agency believes the

directed classification action is inconsistent with OPM classification certificates,

standards, regulation, or law, it should simultaneously notify OPM and request

the directing party to further review the directed classification action. It is

necessary that such decisions be brought to the attention of OPM promptly so that

action may be taken to resolve the inconsistency.

F. Exceptions

The following issues are among those that may not be appealed by an employee. Items 1

through 4 may be reviewed under agency administrative or negotiated grievance procedures, if

applicable.

1. The accuracy of the official position description including the inclusion or exclusion of a

major duty in the official position description. (See section G.4.a. for additional

information on resolution of such issues.)

2. An assignment or detail outside the scope of normally performed duties outlined in the

official position description.

3. The accuracy, consistency, or use of agency supplemental classification guides.

4. The title of the position unless a specific title is authorized in a published OPM

classification standard or guide, or the title reflects a qualification requirement or

authorized area of specialization.

5. The series, grade, pay system, or title of a position to which the employee is not officially

assigned by an official personnel action.

6. An agency’s proposed classification decision.

7. The series, grade, pay system, or title of a position to which the employee is detailed or

promoted on a time-limited basis, except that employees serving under time-limited

promotions for 2 years or more may appeal.

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8. The classification of the employee’s position based on position-to-position comparisons

and not standards published by OPM.

9. The accuracy of grade level criteria contained in an OPM classification guide or standard.

10. A classification appeal decision previously issued by OPM unless there has been a

subsequent change in the governing classification standard(s) or the major duties of the

position.

G. Procedures

1. Agency Appellate System. Each agency should establish a system for deciding employee

classification appeals, with written procedures available to all employees. These

procedures should apply to all positions for which the agency has classification authority.

Unless administratively impossible, the final agency appeal decision should be made at

least one administrative level above the level which originally classified the position.

Employees are encouraged to appeal to their agency before appealing to OPM if the

agency has an established appeals system; however, they are not required to do so.

2. Effect of filing an appeal on other appeal or grievance rights.

a. The filing of a classification appeal does not affect any other rights or privileges

the employee may have under other provisions of law or regulation. However,

since the classification of the position may be raised as an issue in other appeals

or administrative procedures, it is advisable that the employee file a classification

appeal whenever the agency’s classification decision becomes an issue. The

filing of such an appeal will resolve the classification issue.

b. Wrongful demotion. If an agency effects a classification action resulting in actual

loss of grade or pay to an employee and the employee files a timely classification

appeal and that classification action is subsequently found to be in error, the

employee may be entitled to retroactive corrective action. The agency must

review all administrative actions taken after such a wrongful demotion. Each

action must be reconstructed on the basis of the correct classification as specified

in the appeal decision with full regard to the rules governing effective dates. In

these cases, the employee must be given full information about the conditions

warranting retroactive adjustment. NOTE: Since the Civil Service Reform Act

was enacted, most employees will be entitled to saved grade/pay under 5 U.S.C.

Chapter 53, subchapter VI, and will not actually be adversely affected by the

classification decision. Therefore, they will not be entitled to any procedural or

appeal rights under 5 U.S.C. Chapter 75, but will retain their normal classification

appeal rights to OPM. In those very few instances which may occur, where there

is a need to protect a right to potential retroactive corrective action, the following

conditions apply:

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(1) The employee must file the classification appeal in a timely manner. To

be considered timely:

(a) The appeal must be filed with the agency or OPM no later than 15

calendar days following receipt of written notification of a final

agency administrative decision or 15 calendar days after the

effective date of the agency personnel action, whichever is later;

and

(b) If initially filed with the agency and the agency’s decision is

unfavorable, the subsequent appeal to OPM must be filed no later

than 15 calendar days after receipt of the agency’s decision.

(2) The classification appeal decision must reverse in whole or in part a

classification action which changed the position to a lower grade or

resulted in loss of pay. The classification appeal decision must find that

the classification action resulting in wrongful demotion was based on a

classification error. The appeal decision must be based on duties and

responsibilities assigned and performed at the time the wrongful demotion

occurred and not on duties and responsibilities assigned later.

(3) The employee must not be eligible for retained grade or pay.

(4) Extension of time limits. OPM may extend the above time limits if an

employee was not notified of the limits and was not otherwise aware of

them, or if circumstances beyond the employee’s control prevented filing

an appeal within the prescribed time limit.

3. When classification appeals may be filed:

a. Employees. Employees may file a classification appeal at any time.

b. Agency-directed classification actions. The filing of a classification appeal does

not automatically stop a classification action taken by an agency on its own

initiative. The agency’s policies govern in such cases. Agencies are encouraged

not to cancel, postpone, or take alternative personnel actions solely because an

employee has filed an appeal.

c. OPM-directed classification actions. An employee or agency appeal of a

certificate issued by OPM (under 5 U.S.C. 5103, 5110, or 5112) or a request for

reconsideration of a certificate on an appeal decision does not alter the

implementation date specified in the certificate unless a suspension is specifically

granted.

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4. Submitting a classification appeal:

a. Resolving issues of position description accuracy. If the official position

description is considered inaccurate, the employee should attempt to resolve the

matter within the agency before appealing to OPM, since it is management’s right

to assign work. This might be done by requesting a desk audit or by using the

administrative or negotiated grievance procedure. If this fails to resolve the

matter, OPM will decide the appeal on the basis of the actual duties assigned by

management and performed by the employee. In the absence of evidence that a

reasonable attempt has been made to resolve the issue of position description

accuracy, the appeal will be returned to the employee for an attempt at resolution

before OPM adjudicates the appeal.

b. Content of classification appeals. See section J for information to be submitted

by the employee and/or agency.

c. Where to submit appeals. See section H for guidance on where to submit appeals.

5. Action to be taken during the conduct of an appeal:

a. By the employee. An employee must cooperate in the adjudication of an appeal

by promptly furnishing information requested by OPM. Information requested

will be forwarded within 15 calendar days from the date of the letter unless a

longer period is granted by OPM.

b. By the Office of Personnel Management.

(1) Upon acceptance of an appeal, OPM will send an acknowledgment letter

to the employee or the employee’s representative and to the employing

agency. OPM will make any necessary inquiries to ascertain the nature

and scope of the duties, responsibilities, and qualification requirements of

the position. The employee, the employee’s representative, or the agency

may be asked to furnish information either orally or in writing. OPM will

determine if there is a need for on-site review of the position. This

determination is totally at the discretion of the deciding official.

(2) Upon completion of its review, OPM will issue a classification certificate

specifying the decision on the appeal. Copies will be provided to the

employee (or the employee’s representative) and to the employing agency.

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c. By the agency.

(1) The employing agency will provide all information requested by OPM

within 15 calendar days unless a longer time is granted by OPM. If the

requested information is not received within a reasonable time, OPM may

adjudicate the appeal on the basis of information contained in the record.

Upon notification that an appeal has been accepted by OPM, the agency

will cancel any classification appeal pending under agency procedures. If

the appellant leaves the position being appealed (e.g., by reassignment,

promotion, separation), the agency will notify OPM of the change.

(2) When an appeal is directed to OPM through the agency, the agency has 60

calendar days to review the employee’s request and issue an appeal

decision. If the agency agrees with the classification requested by the

employee, it will take appropriate corrective action and close the appeal.

If the decision is unfavorable or if the agency has not completed its review

within 60 days, the appeal must be forwarded to OPM. If the agency does

not have authority to act on the appeal (e.g., if the appealed position is a

position previously certified by OPM), it will forward the record to OPM

as soon as possible. The agency will notify the employee in writing when

it forwards the appeal to OPM.

6. Employee representative:

a. Choice of a representative. An employee may select a representative of his or her

choice to assist in the preparation and presentation of an appeal. An agency may

disallow an employee’s representative when the individual’s activities would

cause a conflict of interest; or when the individual cannot be released from his or

her official duties because of the priority needs of the Government; or when the

individual’s release would give rise to unreasonable costs to the Government.

The appellant’s representative cannot be:

(1) A supervisor with line or staff authority over the position; or

(2) Any official having classification authority over the position, e.g.,

personnel officer or position classification specialist.

b. Designation of representative. The appellant must notify OPM in writing of the

name and address of the representative if one is selected.

c. Duties of the representative. A representative has the same obligation to

cooperate in processing the appeal as does the appellant. The representative

should promptly relay instructions from OPM to the appellant and will be

expected to provide information promptly to OPM upon request.

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d. Participation in factfinding. The selection of a representative does not convey a

right to the representative to be present during factfinding conducted by OPM.

The deciding official is responsible for determining the best method of gathering

facts concerning the duties, responsibilities, and qualification requirements of the

appealed position. However, the representative may submit information which is

significant to the classification of the position.

7. Access to appeal file:

The employee, the employee’s representative, and the agency may review the official

appeal record maintained by OPM. The review may be arranged by contacting the

deciding official. The deciding official will establish the date, time, and place where the

file can be reviewed. Agencies will make available to the appellant or the appellant’s

representative copies of all information forwarded to OPM in connection with the appeal.

8. Cancellation of an appeal:

a. OPM will cancel an employee’s appeal when:

(1) The employee withdraws the appeal;

(2) The employee is no longer officially assigned to the position, unless there

is a possibility of retroactive benefit (a temporary assignment to a

different position will not be cause to cancel an appeal); or

(3) The employee fails to provide requested information or otherwise fails to

cooperate in the adjudication of the appeal.

b. An appeal canceled for noncooperation cannot be reopened unless the appellant

was unable to provide requested information for reasons beyond his or her

control.

9. Appeal decisions made by OPM:

a. Finality of decisions. An appeal decision constitutes a certificate which is

mandatory and binding on all administrative, certifying, payroll, disbursing, and

accounting officials of the Government and is not subject to further appeal.

b. Content of decision. Normally, an OPM certificate will specify the correct pay

plan, occupational series, and grade of the appealed position. If the governing

classification standard prescribes position titles, the certificate will also specify

the title. However, if the certificate changes the pay plan (e.g., WG to GS) OPM

may, at its discretion, decide only the pay plan and remand the appeal to the

agency for classification within that pay plan. If dissatisfied with the agency’s

decision on the remand, the employee may then file a subsequent appeal with

OPM.

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c. Effective date. The deciding official will set a date by which the certificate must

be implemented in accordance with the requirements in Appendix 5. The agency

must establish an effective date and implement the certificate within the time

period specified.

d. Compliance. When a certificate directs a change in classification, OPM will

require a compliance report from the agency indicating the nature of action taken

with respect to the appellant and the position. The deciding official will

determine the date the compliance report must be submitted.

e. Effect on other positions. Agencies must ensure that their classification of

identical, similar, and related positions is consistent with OPM certificates.

Section I provides additional information concerning internal consistency.

10. Reconsideration of an OPM classification appeal decision:

a. Either the agency or the employee may request reconsideration of an OPM appeal

decision. The agency request must come from or be endorsed by the

headquarters’ personnel office. This is to ensure that it reflects an agencywide

view of the classification of the position. A decision may be reopened and

reconsidered when written information is presented, within 45 calendar days of

the date of the decision, that establishes reasonable doubt as to the technical

accuracy of the decision or provides evidence that material facts were not

considered in the initial appeal. To establish reasonable doubt, the requester

should refer specifically to the decision and the classification standards to

demonstrate possible error in the evaluation of the position.

b. Reopening of an OPM classification appeal decision. OPM may at its discretion

reopen and reconsider any appeal decision made by itself or by an OPM region

when information is presented, in writing, which establishes a reasonable doubt as

to the technical accuracy of the decision or provides evidence that material facts

were not considered in the initial appeal.

c. Reopening by Director. The Director of OPM may, at his or her discretion,

reopen and reconsider any decision issued when written argument or evidence is

submitted which tends to establish that:

(1) The previous decision involves an erroneous interpretation of law or

regulation, or a misapplication of established policy; or

(2) The previous decision is of a precedential nature involving a new or

unreviewed policy consideration that may have effects beyond the actual

case at hand, or is otherwise of such exceptional nature as to merit the

personal attention of the Director.

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d. Resolution of questions of fact. A decision under reconsideration may be

remanded to the office with original geographic jurisdiction when extensive

factfinding is required or when material information is presented which was not

previously considered. Questions of fact will be resolved at that level whenever

practicable.

e. Effective date. When a decision is made upon reconsideration to change the

classification specified in the original decision, a new effective date will be

established.

11. Suspension of an appeal decision:

a. Requesting a suspension. Agency personnel officers are advised to weigh the

consequences of implementing a certificate when they believe the decision is in

error. An agency or the affected employee may request suspension of a certificate

which directs a change in the classification of a position. The reopening of an

appeal does not automatically suspend the required implementation of a

certificate. Therefore, a request to suspend a certificate should be made when

requesting a reopening and reconsideration of a classification appeal. A

suspension may be granted only if the request establishes a basis for

reconsideration. (See no. 10 above.) If the appeal decision required a

downgrading and the employee is entitled to retained grade or pay, a suspension

normally will not be granted.

b. Authority to suspend. The determination to suspend implementation may be

made by the Deputy Associate Director for the Center for Merit System

Accountability or a designee when the decision is made by the Deputy Associate

Director for the Center for Merit System Accountability or a designee, or the

Director with respect to any appeal decision.

c. Effect of a suspension. If the certificate is sustained on reconsideration, it must be

implemented retroactively by the agency as of the date specified in the original

certificate unless it directs a downgrading. In the case of a downgrading, a new

effective date will be established in the reconsideration decision.

12. Temporary compliance authority:

a. Applicability. Under certain limited circumstances, an agency may implement a

certificate using temporary compliance authority as specified in 5 CFR 511.615.

The purpose of this authority is to allow agencies to grant an appellant any

immediate benefit a certificate may warrant pending final resolution of the case

without requiring later adverse action if the certificate is reversed. Temporary

compliance actions include temporary promotions and temporary reassignments.

Temporary compliance actions must comply with applicable guidance and

regulations (e.g., 5 CFR Part 335).

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b. Conditions required. In order to use temporary compliance authority, the

following conditions must be met:

(1) The position has been certified by OPM under 5 U.S.C. 5103, 5110, or

5112;

(2) OPM has not suspended the certificate; and

(3) Either the agency or the employee has requested reconsideration of the

decision.

c. Temporary compliance authority will not be used if the certificate directs a

downgrade and the employee is entitled to retained grade or pay.

H. Where To Submit Appeals

Information on where to submit classification appeals may be found at

http://www.opm.gov/classapp/.

I. Report of Intra-Agency Classification Consistency

1. Equal pay for equal work. A prime concern of OPM is that agencies classify their

positions consistent with published classification standards and in accordance with the

principle of equal pay for substantially equal work. One way of achieving this is to

ensure that agency classification decisions are consistent with OPM certificates.

2. Intra-agency consistency reports. OPM may require a consistency report when in the

adjudication of a classification appeal it finds reason to believe that identical, similar, or

related positions may be classified inconsistent with the appealed position. For this

purpose, related positions are those whose classification is dependent on the

classification of the certified position, e.g., supervisor and leader positions. Similar

positions are positions whose duties, responsibilities, and qualification requirements are

so closely related that identical classification is required.

The intra-agency consistency report is intended to provide OPM with information to

insure that agencies are complying with statutory requirements. The deciding official

will determine whether to require a consistency report.

The agency’s report will contain a copy of the OPM certificate and a copy of the position

description to which it is applicable. In addition, it will contain either:

a. A statement from the personnel director indicating that all identical, similar, or

related positions within the agency are classified consistent with the OPM

certificate; or

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b. If the agency identifies positions which need to be reviewed to determine whether

they are classified inconsistent with the OPM certificate, it must submit a plan for

reviewing these positions. The plan will outline:

(1) A systematic review program including tentative identification and

location of all inconsistently classified positions;

(2) A timetable for completing the review; and

(3) A schedule for the periodic reporting of accomplishments.

Upon completion of the review, the agency will submit a final report outlining the

number of positions reviewed and the number of position actions taken, by type (e.g.,

number of positions upgraded, downgraded, abolished, series changes, etc.). The agency

will move promptly to correct misclassifications identified in the review.

3. Extent of review. The agency’s review of classification allocations of identical, similar,

or related positions should be restricted to positions performing the same grade-

controlling duties as those outlined in the certificate. For example, if the certificate

applied to a supply clerk involved in property management and accountability, the

agency would review only those supply clerks performing the same kind of duties and

functions. It would not be necessary to review all supply clerk positions.

On the other hand, if the certificate covered a regional program-oriented position and the

agency had similar positions located in other regional offices, the agency would have to

review the scope and complexity of each regional program to determine if equal

classification treatment is required.

If the certified position was classified on the basis of the impact of the employee on the

position, the agency need only review its choice of standards to insure consistency.

4. Submission of report. The statement from the personnel director or the plan for

reviewing positions is due to OPM 90 days from the date of the letter requesting the

intra-agency consistency report.

The review plan and final report will be sent to:

U.S. Office of Personnel Management

1900 E Street, NW

Washington, DC 20415

J. Content of Position Classification Appeals

1. Employee appeals. Employee appeals must be in writing and should include:

a. The employee’s name, mailing address, and office telephone number.

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b. Employing department or agency and the location within the agency (installation

name, mailing address).

c. Exact location of the employee’s position within the agency (e.g., bureau,

division, branch, section, unit).

d. Employee’s current position title, pay plan, occupational series, and grade.

e. Requested pay plan, position title, occupational series, and grade.

f. A copy of the official position description, if available, along with a statement

concerning its accuracy. If the employee believes the position description is not

accurate, the employee must provide his or her own description of the work

currently being performed and show what steps have been taken to have the

official description changed.

g. Reasons why the employee believes the position is erroneously classified. The

employee should refer to position classification standards which support the

appeal and should state specific points of disagreement with the agency’s

evaluation statement. The employee may also include a statement of facts that he

or she thinks may affect the final classification decision.

h. Name, address, and business telephone number of the employee’s representative,

if any.

2. Agency administrative report. When an agency forwards an employee’s appeal to OPM,

it should ensure that the record contains all of the information listed above. The agency

should also forward an administrative report containing:

a. Complete identification of the appealed position including a copy of the official

position description and evaluation statement. In addition, if the appealed

position is supervisory, provide copies of subordinates’ position descriptions

(with evaluation statements) which are used to determine base level. If

subordinate positions include military or local national employees, show

equivalent GS/WG grade levels.

b. The exact location of the position within the agency including organization charts

with positions shown in detail. Mission and functional statements should be

included, if available.

c. A current (not older than 90 days) signed statement from the immediate

supervisor or higher management official certifying that the official position

description is complete and accurate.

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d. A copy of the employee’s latest SF 50 which shows the position to which the

employee is permanently assigned and the Central Personnel Data File (CPDF)

Organization Identification (see the Guide to Personnel Data Standards).

e. Copies of any previously issued agency or OPM appeal or review decisions which

address the classification of the position or similar positions within the agency.

f. A copy of the official position description, along with a statement concerning its

accuracy. If the employee believes the position description is not accurate, the

employee must provide his or her own description of the work currently being

performed and show what steps have been taken to have the official description

changed.

g. The agency’s response to any classification issues presented in the employee’s

appeal.

h. Any supplementary information bearing on the duties and responsibilities of the

position including a complete analysis of any point on which the agency disagrees

with the employee’s description of the work.

i. A copy of the official position description and evaluation statement of the

employee’s immediate supervisor.

j. Performance standards for the position (not the performance evaluation of the

employee).

k. Name and telephone number of a point of contact within the agency.

3. Agency appeals. An agency appeal should contain all the information required in an

employee appeal. In addition, the agency should submit a copy of the OPM classification

certificate concerning the position.

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APPENDIX 5

EFFECTIVE DATES OF POSITION CLASSIFICATION ACTIONS

A. Summary

This appendix provides instructions for determining the effective date for implementing

personnel actions. For purposes of this appendix, the terms classification action and personnel

action have the same meanings as defined in Appendix 4.

B. Agency Classification Actions

1. An agency position classification action resulting from an OPM classification appeal

decision takes effect on the date an agency official with delegated authority approves the

pay system, title, occupational series, and grade determination. This is normally the date

the official recertifies or revises the official position description. If the position is

occupied, the classification action must be implemented by a subsequent personnel

action, i.e., the issuance of a Notification of Personnel Action, SF 50 (or equivalent),

within a reasonable period of time. The Comptroller General has found that four pay

periods is a reasonable period of time within which to issue the SF 50 after the position is

classified. If the agency cannot effect the personnel action within this timeframe,

permission for an extension of the deadline must be obtained from OPM. OPM may

authorize a delay. The agency may not make a classification action effective

retroactively.

2. In determining when an employee’s pay entitlements begin, it is the effective date of the

personnel action (SF 50) that appoints or assigns the employee to the reclassified

position, and not the date of the classification action, that is determining. In accordance

with Comptroller General Decisions (see B-180144, September 1974):

It has long been the rule of this office that a personnel action may

not be made effective retroactively so as to increase the right of an

employee to compensation. It is also an established rule that

employees of the Federal Government are entitled only to the

salaries of the positions to which they are actually appointed

regardless of the duties they perform. When an employee

performs duties at a grade level higher than that in which his

position is classified and is successful in obtaining reclassification

of his/her position and promotion, no entitlement exists for

compensation at the higher grade level prior to the date the

necessary administrative actions are taken to effect the promotion.

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3. Whenever an agency takes a classification action that reduces the grade of a position or

will result in a lower rate of basic pay, it must promptly notify all affected employees of

the decision and the reasons for the reclassification. This includes employees who are

entitled to retained grade or pay. The notice must be in writing and must advise the

employees of any appeal rights within the agency as well as the right to appeal to OPM.

It must specify the time limits that must be observed in order to establish or preserve any

right to retroactive adjustment. (See Appendix 4, section G.2.b.) It must notify the

employee of any other appeal or grievance rights under law, rule, regulation, or

negotiated agreement.

C. Implementation of OPM Certificates

1. OPM certificates. A certificate issued by OPM under 5 U.S.C. 5103, 5110, or 5112, is

effective no earlier than the date of the certificate and no later than the beginning of the

fourth pay period which begins after that date, unless a later date is specified in the

decision.

2. Retroactive effective date for correction of wrongful demotion.

(a) Conditions required. An appeal decision which corrects a wrongful demotion is

effected retroactive to the date of the demotion if the conditions in Appendix 4,

section G.2.b. are met.

(b) Decision resulting in higher grade. When an appeal decision places a position in

a higher grade than that which existed before the downgrading occurred, the

grade of the position immediately before the downgrading is to be restored

retroactively if conditions in Appendix 4, section G.2.b. are met. The effective

date of the remainder of the upgrading required by the appeal decision is

governed by section C.1. above.

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REVISION SUMMARY

The Introduction to the Position Classification Standards has been revised as follows:

• Appendix 3, Primary Standard, has been updated to remove references to specific

educational requirements for Factor Levels 1-5, 1-6, and 1-7. This change supports

consistency between the classification of positions and the qualifications required to perform

the work.

• The date of revision has been added to the cover page and page headers.

• A Revision Summary has been added to document these changes.