Attachment 1

OR F 325.2 POSITION DESCRIPTION

PART I:  TO BE COMPLETED BY THE REQUESTING ORGANIZATION
ORGANIZATIONAL ASSIGNMENT: [Insert Title of Organization here]
Yes r r r r r r   r		No r r r r r r r		Technical Qualification Program (TQP)   Senior Technical Safety Manager (STSM)   Critical Technical Capabilities (CTC)   Systems Safety Oversight (SSO) Acquisition Career Development Program Drug Testing Designated Position   HRP Designated Position		If TQP, STSM, CTC, and/or SSO are checked yes, the position description must document the duties and functions performed which are the bases of such determination as well as the knowledge required to accomplish the duties of the position.  Knowledge requirements must include any items which will form the basis for selective placement factors under recruitment or reduction-in-force processes.
SUPERVISORY CERTIFICATION:  I certify that this is an accurate statement of the major duties and responsibilities of this position and its organizational relationships, and that the position is necessary to carry out Government functions for which I am responsible.  This certification is made with the knowledge that this information is to be used for statutory purposes relating to appointment and payment of public funds, and that false of misleading statements may constitute violations of such statues or their implementing regulations.
Signature and Title of Immediate Supervisor:										Date
PART 2:  TO BE COMPLETED BY THE HUMAN RESOURCES DIVISION
Classification Title:							Pay Plan		Series		Grade
CHRIS Position Number:					CHRIS Job Code:			Bargaining Unit Determination:
CLASSIFICATION CERTFICIATION:  I certify that this position, as described below, has been classified by a Departmental Official to whom classification authority has been officially delegated.
Signature and Title of Official Exercising Classification Authority:										Date:

[Insert Title Here] 

Begin typing position description text here. 

Add the following paragraph as appropriate to Factor 1.  Knowledge Required by the Position: 

TQP - This position is included in the Department of Energy Technical Qualification Program (TQP).  The TQP was established as a result of the Defense Nuclear Facilities Safety Board Recommendation 93-3 and requires the incumbent to be competent in his/her technical discipline as demonstrated by education, professional certification, examination, or on-the-job performance.  Positions in the TQP are subject to periodic evaluation to ensure that it meets the needs of the Department and the mission(s) of the office in accordance with the TQP.

Add the following paragraphs, as appropriate, to the “Major Duties” section: 

ISM – This position includes responsibility for knowledge and implementation of Integrated Safety Management.  The incumbent has taken the necessary initiatives to fully implement the principles of the Department's Safety Management System Policy in programs and functions for which the incumbent is responsible.  This includes the demonstration of an appropriate emphasis on ensuring the technical competence of the staff associated with those programs and the conduct of effective oversight of the accomplishment of the related work products and schedules. 

SAFETY BASIS – This position has specific assigned responsibility for nuclear facilities and is knowledgeable in the requirements for safe operation of nuclear facilities including safety basis process requirements, implementation requirements, and flow down of approved safety basis documents. 

STSM - This position is in the Technical Qualification Program and is designated as a Senior Technical Safety Manager (STSM) position.  The incumbent makes technical decisions based on the education and experience requirements for an STSM.  If the incumbent does not meet the education or experience requirements contained in the STSM Qualification Standard, management will designate a fully qualified STSM as a compensatory measure.  The incumbent ensures all employees reporting to them are appropriately trained and technically competent to perform their duties and to accomplish ORO's missions and responsibilities in a safe and efficient manner by protecting the health and safety of employees and the public. 

SSO - This position is designated as a Safety System Oversight (SSO) position.  The incumbent is a key technical resource qualified to oversee contractor management of safety systems and is responsible for overseeing assigned systems to ensure they will perform as required by the safety basis and other applicable requirements.  The incumbent performs assessments and investigations to confirm performance of assigned safety systems in meeting established safety and mission requirements and review sections of the DSA related to these systems.  Position requires a working knowledge of assigned systems and the contractor's application of the cognizant system engineer concept and safety program management.

Attachment 2

 

OPTIONAL FORM 8, POSITION DESCRIPTION

 

For review purposes, see Form OF-8 at the following web site:

http://www.oro.doe.gov/pmab/Forms/3511.pdf

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Attachment 3

FACTOR EVALUATION SYSTEM FORMAT 

I.      Functional Statement. 

The Functional Statement should summarize the organizational placement of the position as well as the basic purpose of the position in a single paragraph. 

II.    Major Duties. 

List Major Duties in priority order. 

III.   Factors. 

Factor 1.   Knowledge Required by the Position 

This Factor covers 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. 

Factor 2.   Supervisory Controls 

This Factor 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, and review only for adherence to policy. 

Factor 3.   Guidelines 

This factor covers the nature or 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, etc. 

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 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. 

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. 

Factor 5.   Scope and Effect 

This Factor covers the relationship between the nature of the work, i.e., the purpose, breath, 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. 

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). 

Above the lowest level, this factor will be credited 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. 

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. 

Factor 8.   Physical Demands 

This 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. 

Factor 9.   Work Environment 

This 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 technique.
 

Attachment 4

GUIDANCE FOR ESTABLISHMENT OF LEAD POSITIONS

DEVELOPING A LEADER POSITION DESCRIPTION

(FOR 2-GRADE INTERVAL POSITIONS) 

Some of the following information is extracted directly from the General Schedule Leader Grade Evaluation Guide and the General Schedule Supervisory Guide.  This guidance does not contain all the pertinent information in those guides and should not be relied upon as a “final authority” for determining whether a position should be classified as a supervisor or a leader.  Rather the guidance contained herein should be considered as a “rule of thumb.”  There are several different kinds of lead positions.  This guidance addresses only those lead positions which are considered to be a step below full supervisors.  For positions which are intended to be “senior” positions as opposed to “lead,” please consult with your Servicing Human Resources Office. 

In addition, the distinction between “supervisor” and “leader” discussed herein applies only to assigned duties and classification purposes including official classification titles.  For labor relations purposes, lead positions are excluded from bargaining unit coverage. 

1.     CONSTRUCTING A LEAD POSITION DESCRIPTION 

If a “Lead” employee also has significant responsibility for individual contributor functions, start with your complete “worker” position description (PD). 

a.     Insert the following statement into the Functional Statement of your PD: 

Serves as a team lead with responsibility for performing a variety of coordinating, coaching, facilitating, consensus building and planning duties designed to assure that the work of the team is carried out in accordance with standards of quantity and quality. 

b.     Insert ALL of the following duties into the Major Duties section of your PD: 

Ensures that the organization’s strategic plan, mission, vision and values are communicated to the team and integrated into the team’s strategies, goals, objectives, work plans and work products and services. 

Articulates and communicates to the team the assignment, project, problem to be solved, actionable events, milestones, and/or program issues under review, and deadlines and time frames for completion. 

Coaches the team in the selection and application of appropriate problem solving methods and techniques; provides advice on work methods, practices and procedures; and assists the team and/or individual members in identifying viable solutions. 

Leads the team in identifying, distributing, and balancing workload and tasks among employees in accordance with established work flow, skill level and/or occupational specialization.  Makes adjustments to accomplish the workload in accordance with established priorities to ensure timely accomplishment of assigned team tasks; and ensures that each employee has an integral role in developing the final team product.  Trains or arranges for the training of team members in methods and techniques of team building and working in teams to accomplish tasks or projects.  Provides or arranges for specific administrative or technical training necessary for accomplishment of individual and team tasks. 

Monitors and reports on the status and progress of work, checking on work in progress and reviewing completed work to see that the supervisor’s instructions on work priorities, methods, deadlines and quality have been met.   

Serves as coach, facilitator and/or negotiator in coordinating team initiatives and in consensus building activities among team members.  

c.     Select the following duties as appropriate for inclusion in the Major Duties section of the PD.  At least seven (7) of these duties must be included for the position to be classified as a “Lead”: 

Maintains program and administrative reference materials, project files and relevant background documents and makes available policies, procedures and written instructions from the supervisor; maintains current knowledge to answer questions from team members on procedures, policies, directives, etc. 

Prepares reports and maintains records of work accomplishments and administrative information, as required, and coordinates the preparation, presentation and communication of work-related information to the supervisor. 

Represents the team in dealings with the supervisor or manager for the purpose of obtaining resources (e.g., computer hardware and software, use of overtime or compensatory time), and securing needed information or decisions from the supervisor on major work problems and issues that arise. 

Reports to the supervisor periodically on team and individual work accomplishments, problems, progress in mastering tasks and work processes, and individual and team training needs. 

Represents the team consensus and conveys the team’s findings and recommendations in meetings and dealings with other team leaders, program officials, the public and other customers on issues related to or that have an impact on the team’s objectives, work products and/or tasks. 

Estimates and reports to the team on progress in meeting established milestones and deadlines for completion of assignments, projects and tasks, and ensures that all team members are aware of and participate in planning for achievement of team goals and objectives. 

Researches, learns and applies a wide range of qualitative and/or quantitative methods to identify, assess, analyze, and improve team effectiveness, efficiency and work products.

Leads the team in assessing its strengths and weaknesses and provides leadership to the team in exploring alternatives and determining what improvements can be made (e.g., in work methods, processes and procedures). 

Approves emergency leave for up to three days; eight hours or less for medical appointments; and/or other types of leave as specifically delegated in writing by management. 

Note:  If this duty is chosen, be sure to prepare a written delegation of authority and provide a copy to the payroll office. 

Resolves simple, informal complaints of employees.  Refers others, such as grievances and appeals, to the supervisor or an appropriate management official. 

Communicates team consensus and recommendations to the supervisor on actions affecting team and individual awards, rewards, and recognition. 

Informs employees of available employee benefits, services, and work related activities. 

Intercedes with the supervisor on behalf of the team to inform the supervisor of performance management issues/problems and to recommend/request related actions, such as: assignments, reassignments, promotions, tour of duty changes, peer reviews and performance appraisals.

GENERAL SCHEDULE SUPERVISORY GUIDE FORMAT 

I.      Introduction/Functional Statement. 

The Introduction/Functional Statement should summarize the organizational placement of the position as well as the basic purpose of the position in a single paragraph. 

II.     Major Duties. 

List Major Duties in priority order.

III.   Factors. 

Factor 1.   Program Scope and Effect 

This factor includes the general complexity, breadth, and impact of the program areas and work directed, including its organizational and geographic coverage.  It also assesses the impact of the work both within and outside the immediate organization.   Consideration should be given to all program areas, projects, and work assignments which the supervisor technically and administratively directs, including those accomplished through subordinate General Schedule employees, Federal Wage System employees, military personnel, contractors, volunteers, and others. 

Factor 2.   Organizational Setting 

This factor considers the organizational situation of the supervisory position in relation to higher levels of management. 

Factor 3.   Supervisory and Managerial Authority Exercised 

This factor covers the delegated supervisory and managerial authorities which are exercised on a recurring basis. 

Factor 4.   Personal Contacts 

This is a two part factor which includes the nature and the purpose of personal contacts related to supervisory and managerial responsibilities. 

Factor 5.   Difficulty of Typical Work Directed 

This factor should cover the difficulty and complexity of the basic work most typical of the organization(s) directed, as well as other line, staff, or contracted work for which the supervisor has technical or oversight responsibility, either directly or through subordinate supervisors, team leaders, or others.

Factor 6.   Other Conditions 

This factor includes the extent to which various conditions contribute to the difficulty and complexity of carrying out supervisory duties, authorities, and responsibilities.  Conditions affecting work for which the supervisor is responsible (whether performed by Federal employees, assigned military, contractors, volunteers, or others) may be considered if they increase the difficulty of carrying out assigned supervisory or managerial duties and authorities.

SENIOR EXECUTIVE SERVICE FORMAT 

I.      Introduction 

II.     Major Duties and Responsibilities 

 List Major Duties in priority order. 

III.    Level and Purpose of Contacts 

Discuss the nature of contacts including the organizational placement of individuals with whom the position will be in contact on a routine basis.  This discussion should also include the purpose of contacts. 

IV.   Supervision Received 

Discuss the placement of the position in the organization and the reporting relationship of the position to other more senior positions.  This discussion should also include the authority exercised by the position to make decision and commit the government to a course of action. 

V.    Technical Qualification Requirements 

Describe technical qualifications and specialized knowledge, skills, competencies, etc., required by the position. 

Add the following paragraph(s) as appropriate: 

ISM – This position includes responsibility for knowledge and implementation of Integrated Safety Management (ISM).  The incumbent has taken the necessary initiatives to fully implement the principles of the Department's Safety Management System Policy in programs and functions for which the incumbent is responsible.  This includes the demonstration of an appropriate emphasis on ensuring the technical competence of the staff associated with those programs and the conduct of effective oversight of the accomplishment of the related work products and schedules. 

SAFETY BASIS – This position has specific assigned responsibility for nuclear facilities and is knowledgeable in the requirements for safe operation of nuclear facilities including safety basis process requirements, implementation requirements, and flow down of approved safety basis documents. 

STSM - This position is in the Technical Qualification Program and is designated as a Senior Technical Safety Manager (STSM) position.  The incumbent makes technical decisions based on the education and experience requirements for an STSM.  If the incumbent does not meet the education or experience requirements contained in the STSM Qualification Standard, management will designate a fully qualified STSM as a compensatory measure.  The incumbent ensures all employees reporting to them are appropriately trained and technically competent to perform their duties and to accomplish ORO's missions and responsibilities in a safe and efficient manner by protecting the health and safety of employees and the public.