Position Classification Standard for Equal Employment Opportunity

Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Position Classification Standard for

Equal Employment Opportunity Series,

GS-0260

Table of Contents

SERIES DEFINITION....................................................................................................................................2

COVERAGE..................................................................................................................................................2

CIVIL RIGHTS POSITIONS..........................................................................................................................3

EXCLUSIONS...............................................................................................................................................4

OCCUPATIONAL INFORMATION...............................................................................................................6

DISTINGUISHING BETWEEN THE EQUAL EMPLOYMENT OPPORTUNITY SERIES, GS-0260 AND

THE EQUAL OPPORTUNITY ASSISTANCE SERIES, GS-0361.........................................................7

DISTINGUISHING BETWEEN EQUAL EMPLOYMENT OPPORTUNITY SPECIALIST POSITIONS AND

POSITIONS IN OTHER TWO-GRADE INTERVAL SERIES IN THE HUMAN RESOURCES

MANAGEMENT GROUP, GS-0200.......................................................................................................8

DISTINGUISHING BETWEEN THE EQUAL EMPLOYMENT OPPORTUNITY SERIES AND OTHER

CLOSELY RELATED OCCUPATIONS.................................................................................................9

TITLES........................................................................................................................................................10

GRADING POSITIONS...............................................................................................................................11

GRADE CONVERSION TABLE.................................................................................................................13

FACTOR LEVEL DESCRIPTIONS.............................................................................................................13

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION................................................................13

FACTOR 2, SUPERVISORY CONTROLS.............................................................................................19

FACTOR 3, GUIDELINES......................................................................................................................21

FACTOR 4, COMPLEXITY.....................................................................................................................23

FACTOR 5, SCOPE AND EFFECT........................................................................................................31

FACTOR 6, PERSONAL CONTACTS...................................................................................................35

FACTOR 7, PURPOSE OF CONTACTS ...............................................................................................36

FACTOR 8, PHYSICAL DEMANDS.......................................................................................................37

FACTOR 9, WORK ENVIRONMENT.....................................................................................................38

OPM BENCHMARK DESCRIPTIONS .......................................................................................................39

EQUAL EMPLOYMENT MANAGER, GS-0260-11, BMK #1.................................................................39

EQUAL EMPLOYMENT MANAGER, GS-0260-12, BMK #1.................................................................42

EQUAL EMPLOYMENT MANAGER, GS-0260-13, BMK #1.................................................................46

EQUAL EMPLOYMENT MANAGER, GS-0260-14, BMK #1.................................................................49

EQUAL EMPLOYMENT MANAGER, GS-0260-14, BMK #2.................................................................53

EQUAL EMPLOYMENT MANAGER, GS-0260-14, BMK #3.................................................................57

U.S. Office of Personnel Management 1

Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

SERIES DEFINITION

This series includes positions primarily concerned with developing, administering, evaluating, or

advising on the Federal Government's internal equal employment opportunity program within

Federal agencies then the position requires knowledge of Federal equal employment opportunity

regulations and principles; Compliance and enforcement skills; administrative, management, and

consulting skills; and knowledge of Federal personnel administration. This includes managers or

coordinators of special emphasis Programs designed to solve the specialized employment

problems of women, minorities, veterans, the handicapped, persons over age forty, and others as

they relate to Federal employment.

The fly sheet including series coverage information for the Equal Opportunity Series, GS-0160,

issued in May 1972 is superseded.

COVERAGE

This series includes positions involved in internal Federal equal employment opportunity work.

The field of Federal equal employment opportunity is defined by a body of laws, regulations,

administrative procedures, government and agency policies, and court and administrative

decisions. These laws and policies are designed to provide equal opportunity in a wide range of

employment activities including, but not necessarily limited to, recruitment, selection,

promotion, position classification, training, suspension and dismissal. Equal opportunity laws

and policies prohibit discrimination based on race, color, religion, sex, national origin, age,

handicapping condition, or other bases specified by lab or policy. Equal opportunity work in the

Federal Government involves identifying and taking actions designed to eliminate institutional

barriers to equal opportunity, investigating and resolving cases of alleged illegal discrimination,

developing affirmative action plans, and similar work.

Most positions in this series are organization change agent positions. They are intended to

facilitate the removal of barriers to equal employment and to develop affirmative employment

action in the context of the Federal employment system.

Positions in this series involve factfinding, analysis, writing, and application of equal

opportunity principles to identify and/or solve problems. Positions involve investigating,

conciliating, negotiating, or consulting activities. Positions in this series are involved in

investigating and conciliating allegations of discrimination; developing, administering, and

evaluating affirmative action plans; advising Federal Government agency officials on equal

employment opportunity policies and practices; and administering and enforcing the Federal

Government's internal equal employment opportunity programs. Many positions in this series

involve program development, program management, or program evaluation activities.

Positions beyond trainee levels in this series require a common body of knowledges and skills

including: (1) knowledge of the body of law governing Federal equal employment opportunity

programs; (2) knowledge of personnel management principles in general including areas such as

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

recruitment, merit selection, job evaluation, job design, grievances, appeals, labor relations,

employee development and the like; (3) skill in identifying and defining illegal discrimination

through systematic factfinding or investigation; (4) a high degree of analytical skill; (5)

understanding of the nature and causes of institutional barriers to equal employment opportunity;

(6) skill in communicating orally and in writing; (7) ability to work effectively and deal with

persons in various social or economic strata of society, regardless of the Status of their position

in a particular institution; (8) skill in negotiating or consulting; (9) judgment in applying equal

opportunity principles to identify and solve problems; and (10) program management skills for

program management positions.

Depending on the nature of responsibilities and duties assigned, equal employment manager and

specialist positions may require a broad range of knowledges. Most positions at the full

performance level require management and consulting skills to advise managers on policy

formulation related to equal employment, to analyze management problems related to equal

employment, and to monitor and evaluate agency management policies and practices to

determine their impact on equal employment. Equal employment manager positions require

management skills to plan, organize, implement, evaluate, and allocate resources for the equal

employment program itself and to coordinate the allocation of agency resources in connection

with female and minority recruitment planning. Also, equal employment specialists and

managers often apply knowledge in such areas as cross-cultural communication, social

movements, and social dynamics to design and implement programs that meet agency equal

employment needs. Additionally, equal employment specialists and managers typically must

apply an understanding of legal procedures and terminology (e.g. rules of evidence, trial de

novo, case law precedents, and interpretation of court decisions). Most positions require

knowledge of investigative procedures and methods to direct investigations, skill in writing

proposed dispositions and/or final agency decisions in complaints of discrimination, and

knowledge and skill to monitor remedial actions. These skills are applied in the context of a

broad knowledge of civil rights laws and regulations, and their relationship to agency policies

and practices.

CIVIL RIGHTS POSITIONS

The Equal Employment Opportunity Series, GS-0260, is closely related to the

Civil Rights

Analysis Series, GS-0160, and the Equal Opportunity Compliance Series, GS-0360. These three

series and the Equal Opportunity Assistance Series, GS-0361, constitute a civil rights subgroup

that spans three occupational groups. This civil rights subgroup covers positions that are broadly

similar in purpose. Similarities in the methods and approaches common to many positions in

these series may result in career mobility of qualified employees between the series. The

existence of separate series in three occupational groups reflects the scope and variety of civil

rights positions with respect to duties, responsibilities, and qualifications required by the

different kinds of positions.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

EXCLUSIONS

Excluded from this series are:

1. Positions that involve directing a personnel management program, performing work in

two or more specialized personnel areas, or performing specialized personnel work not

covered by other series in the Personnel Management and Industrial Relations Group.

Such positions are classified in the

Job Family Position Classification Standard for

Administrative Work in the Human Resources Management Group, GS-0200. (See the

discussion below on

distinguishing between the Equal Employment Opportunity Series

and positions in other series in the GS-0200 Group.)

2. Positions that primarily provide clerical and technical support of personnel work (other

than equal employment opportunity work) by performing limited aspects of various

personnel functional areas. Such positions are classified in the

Job Family Position

Classification Standard for Assistance Work in the Human Resources Management

Group, GS-0200.

3. Positions that primarily involve the performance of technical work in recruitment,

examination, selection, or placement and utilization of employees to staff government

organizations. Such positions are classified in the

Job Family Position Classification

Standard for Administrative Work in the Human Resources Management Group,

GS-0200.

4. Positions that primarily involve position classification. Such positions are classified in

the Job Family Position Classification Standard for Administrative Work in the Human

Resources Management Group, GS-0200.

5. Positions that primarily involve technical work concerned with management-employee

relations and services such as employee conduct and discipline, employee appeals and

grievances, performance evaluation and appraisal, management-employee

communication, and employee services and benefits. Such positions are classified in the

Job Family Position Classification Standard for Administrative Work in the Human

Resources Management Group, GS-0200.

6. Positions that primarily involve technical work concerned with labor relations in the

Federal Service. Such positions are classified in the

Job Family Position Classification

Standard for Administrative Work in the Human Resources Management Group,

GS-0200.

7. Positions primarily concerned with planning, conducting, and reporting descriptive social

science research in the field of civil rights and equal opportunity when the qualification

requirements for the position include a broad knowledge of the field of civil rights,

ability to apply accepted documentary and field research techniques to study issues and

policies affecting civil rights, consulting skill, and a high degree of writing and oral

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

communication skill. Such positions are classified in the Civil Rights Analysis Series,

GS-0160.

8. Positions involved in the enforcement of civil rights or equal opportunity laws, orders,

and regulations including investigation and/ or conciliation of allegations of

discrimination and equal opportunity compliance reviews of firms, public agencies, and

other institutions outside of the Federal Service. Also, positions that combine equal

opportunity activities both within the Federal service and in non-Federal institutions

when neither kind of work predominates. Such positions are classified in the

Equal

Opportunity Compliance Series, GS-0360.

9. Positions involving technical support of equal opportunity, affirmative action, civil

rights, or compliance programs, when such positions have as a paramount qualification

requirement a substantial knowledge of the procedures, regulations, and objectives of

civil rights and equal opportunity programs, but do not require the breadth of knowledge,

nor the depth of skills required by positions in the Equal Employment Opportunity

Series, GS-0260. Such positions should be classified in the

Equal Opportunity

Assistance Series, GS-0361. (See the discussion below on distinguishing these positions

from positions in the Equal Employment Opportunity Assistance Series, and refer to the

position classification standard for the

Equal Opportunity Assistance Series, GS-0361.)

10. Positions primarily involved with professional legal work including preparation and

argument of cases at trial, presiding at formal hearings of a quasi-judicial nature, and

providing authoritative legal advice when the person filling the position must be admitted

to the bar, positions primarily involving technical legal work requiring specialized legal

training or on-the-job legal experience; and positions primarily involved in processing

legal documents requiring knowledge of particular laws and regulations. Such positions

are classified in the appropriate series in the

Legal and Kindred Group, GS-0900.

11. Positions involved in social science research, technical support or related clerical work,

when the paramount qualification requirement is a professional, technical, or substantial

knowledge of one or more of the social sciences. Such positions should be classified in

the appropriate series in the

Social Science, Psychology, and Welfare Group, GS-0100.

(See the discussion below on

distinguishing between the equal employment opportunity

occupation and other closely related occupations.)

12. Positions involved in planning, analyzing, and evaluating the program management,

administration, or budget aspects of equal opportunity programs, when the paramount

qualification requirement is analytical skill and knowledge of program processes, budget

processes, or management principles, instead of the knowledges and skills required by

specialists performing the operations of a particular equal employment opportunity

program. Such positions are classified in the

Management and Program Analysis Series,

GS-0343, the Budget Analysis Series, GS-0560, or the Administrative Officer Series,

GS-0341, as appropriate.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

13. Positions primarily performing professional or technical work in community relations,

inter-group relations, or minority relations programs when the primary purpose of the

position is to develop mutual understanding, harmony, or improved relations between

different racial, ethnic, or other kinds of groups by changing attitudes and/or behavior.

Such positions should be classified in an appropriate series in the

Social Science,

Psychology, and Welfare Group, GS-0100, or other appropriate professional or technical

series based on the qualifications required by the work.

OCCUPATIONAL INFORMATION

Positions in this series vary according to the nature of the programs they implement and

administer or the agencies in which they are located. While the purpose of the series is to

administer equal employment opportunity within the Federal Government, some positions focus

on solving the specialized equal employment opportunity problems of certain classes such as the

physically handicapped, veterans, women, Hispanic persons, persons over age forty or others.

Most positions involve combinations of these purposes. Selective certification may be

appropriate for recruitment to fill positions in this series requiring a specialized knowledge of the

barriers to equal employment opportunity of certain classes of persons such as women, Hispanic

people, veterans, persons over age forty, the handicapped, or others.

In some cases a correct series determination is difficult because of the variety of positions in this

occupation and their similarity to positions in other occupations. The following guidelines and

discussions for distinguishing the correct series are provided to assist in making these

determinations in difficult cases.

Guidelines:

1. Positions that do not primarily involve factfinding or analysis should not be classified in

this series.

2. Advocacy of civil rights, or the rights of minorities or women, is not by itself sufficient

reason for classifying a position in this series.

3. Performance of work in programs designed to aid minority groups, or promote the rights

of minority groups or women, is not by itself sufficient reason for classifying positions in

this Series.

4. Counseling or other work requiring empathy with the problems of minority groups or

women is not by itself sufficient reason for classifying positions in this series.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

DISTINGUISHING BETWEEN THE EQUAL EMPLOYMENT

OPPORTUNITY SERIES, GS-0260 AND THE EQUAL

OPPORTUNITY ASSISTANCE SERIES, GS-0361

(See Digest 5 for additional guidance on distinguishing between GS-0260 and GS-0361 positions.)

The Equal Opportunity Assistance Series covers positions that involve technical assignments in

support of equal opportunity and civil rights work. These positions require a practical

knowledge of the methods, procedures and regulations, and purposes of the equal opportunity or

civil rights programs they support.

Positions in the Equal Opportunity Assistance Series perform work that is repetitive, or that

involves the application of rules or principles to specific situations within a framework of

supervision and guidelines. Work typical of the Equal Opportunity Assistance Series does not

require the same broad knowledge and depth of analytical skill that is typical of positions in the

Equal Employment Opportunity Series.

Positions should be allocated to the

Equal Opportunity Assistance Series, GS-0361 or other

appropriate series, rather than the Equal Employment Opportunity Series, when the positions do

not include factfinding and analysis to: (1) identify systemic or institutional barriers to equal

opportunity; (2) propose or implement solutions to complex problems when the work involves a

high degree of analysis; (3) investigate or conciliate allegations of discrimination; (4) develop,

carry out, or evaluate broad equal opportunity or affirmative action programs; or (5) apply

judgment in interpreting complex factual situations in light of laws, regulations, and precedent

decisions governing an equal employment opportunity program.

Positions involving the following kinds of work should be classified in the

Equal Opportunity

Assistance Series, GS-0361 or other appropriate technician or one-grade interval series:

1. Performing limited factfinding such as researching office files and records or

standard library or office references to obtain information on a limited subject;

2. Interviewing persons to obtain strictly factual information of a routine or

repetitive nature;

3. Providing factual information to persons outside the immediate work unit

including the general public or persons who may wish to make use of the

organization's services;

4. Arranging for conferences, meetings seminars, and training sessions by contacting

participants, explaining the purpose of the meeting, and making sure space and

supplies are available;

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

5. Writing simple letters, memoranda, or narrative reports based on factual

information when interpretation is not required; and

6. Solving routine or repetitive problems that have only one correct answer and that

are solved by applying clear-cut rules such as performing repetitive arithmetic

computations or making comparisons between two or more sets of facts.

At the GS-5 through GS-07 levels, positions in both series may be superficially similar and may

be difficult to distinguish on the basis of individual duties performed. Equal employment

specialist trainee assignments provide on-the-job experience designed to rapidly develop the

knowledge necessary to perform assignments of greater complexity, responsibility and

independence, making use of the skills and abilities that the worker already possesses. Equal

opportunity assistants at the GS-05 level may perform similar assignments at or near a full

performance level. In the case of bridge jobs in upward mobility programs the equal opportunity

assistant may be working at or near a full performance level aid developing the skills,

knowledges and abilities necessary to move into the equal employment opportunity occupation.

The Equal Employment Opportunity Series is a two-grade interval occupation and the Equal

Opportunity Assistance Series is a one-grade interval occupation.

Additional guidance for distinguishing between these series is provided in the position

classification standard for the

Equal Opportunity Assistance Series, GS-0361.

DISTINGUISHING BETWEEN EQUAL EMPLOYMENT

OPPORTUNITY SPECIALIST POSITIONS AND POSITIONS IN

OTHER TWO-GRADE INTERVAL SERIES IN THE HUMAN

RESOURCES MANAGEMENT GROUP, GS-0200

Positions with primary duties in Federal equal employment opportunity are classified in the

Equal Employment Opportunity Series, GS-0260. Equal employment opportunity specialist

positions with occasional work assignments classifiable in another series in the Human

Resources Management Group are classified in the Equal Employment Opportunity Series,

GS-0260.

Example 1:

This position should be classified in the Equal Employment Opportunity Series, GS-0260.

A position of an equal employment manager administering an equal employment opportunity

program for a military installation manages the equal employment opportunity complaint system,

coordinates preparation of the annual equal employment opportunity affirmative action plan,

organizes and coordinates an equal employment opportunity council, advises the commanding

officer on all equal employment opportunity matters, drafts proposed instructions, and

continuously evaluates equal employment opportunity effectiveness at the installation.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

The equal employment manager must have a thorough knowledge (paramount knowledge) of

equal employment opportunity principles. The equal employment manager relies on the

personnel office to provide technical information and advice on personnel administration issues

arising in adjudicating complaints and developing affirmative action plans, and on other equal

employment opportunity matters. The equal employment manager must have a knowledge of

personnel administration to know when to ask for advice or technical assistance on technical

personnel administration issues. Sources of applicants for such positions could include equal

employment opportunity contract compliance programs, State or local fair employment agencies,

corporate equal employment programs, or other sources providing applicants who have a

primary knowledge of equal employment opportunity rather than personnel administration.

Applicants may also be found in fields concerned with organizational change such as

organizational development or management analysis.

Example 2:

This position would be classified in the

Human Resources Management Series, GS-0201:

The position is established with the primary purpose of developing and advising management on

an upward mobility program with strong emphasis on job design, vocational training, and career

counseling. The position requires a thorough and detailed knowledge of position classification,

employee development, and employee counseling methods and principles. Sources of applicants

for the position could include position classification specialists or personnel staffing specialists

with experience in operating car staff personnel offices in government or private industry.

Position and career structuring: The close relationship and interaction between the fields of

Federal equal employment opportunity and Federal personnel administration indicates the value

of crosstraining employees in both fields. Agencies may create positions, career ladders, and

individual career development plans that offer substantial work experience and on-the-job

training in both equal employment opportunity and personnel administration. Such efforts could

serve to develop candidates for equal employment opportunity, personnel administration, and

mixed positions who are able to effectively integrate the objectives and methods of both fields

with resulting higher levels of effectiveness in both areas. Similarly, career development

programs may focus on the cross-training for and career mobility between positions in this series

and positions in the Equal Opportunity Compliance Series.

DISTINGUISHING BETWEEN THE EQUAL EMPLOYMENT

OPPORTUNITY SERIES AND OTHER CLOSELY RELATED

OCCUPATIONS

Positions that require professional knowledge of fields such as psychology or law are classified

in the appropriate professional series even if they are located in organizations primarily

concerned with equal employment opportunity. They are classified in the professional series

whether or not they require a substantial knowledge of the equal employment program.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

For example, employment test validation studies are typically conducted by professional

psychologists. Such positions are classified in the

Psychology Series, GS-0180. Also, for

example, an attorney position established to give professional legal advice must be classified in

the appropriate series in the

Legal and Kindred Group, GS-0900, even though the legal questions

being answered are in the area of equal employment opportunity.

TITLES

The approved title for nonsupervisory positions in this series is Equal Employment Specialist.

The prefix "Supervisory" should be added to the title of those positions involving supervisory

duties and responsibilities that meet the definition of a supervisor in the

General Schedule

Supervisory Guide.

The approved title for positions which involve responsibility for managing a Federal equal

employment opportunity program is constructed by substituting "manager" for "specialist" in the

title, viz: Equal Employment Manager.

(See Digest 3 for additional guidance on distinguishing between "specialist" and "manager" positions)

The equal employment manager title is used for positions that have primary responsibility

(See Digest 3) for a total equal employment opportunity program or an identifiable part of the

program (e.g., Federal women's program, Hispanic employment program, complaint adjudication

program, etc.) or, when warranted, full deputies to equal employment managers.

The designation of "supervisor" is not necessary and not appropriate in the title of manager

positions. Positions that meet both the definitions for "manager" and for "supervisor" should be

graded by reference both to this standard and to the

General Schedule Supervisory Guide.

Organizational Titles

The above approved titles are official titles to be used for personnel, budget, and fiscal purposes.

This does not prevent the use of organizational or other titles for internal administration, public

convenience, law enforcement, program management, or similar purposes. Organizational titles

with specific meanings have been and probably will continue to be used for positions in this

series. The above approved titles do not affect the practice of using organizational titles such as:

Equal Employment Opportunity Officer,

Deputy Equal Employment Opportunity Officer,

Federal Women's Program Manager, or

Hispanic Employment Program Coordinator.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

GRADING POSITIONS

The grade level criteria in this standard cover nonsupervisory positions at grades GS-05 through

GS-15. Supervisory positions should be evaluated by reference to the

General Schedule

Supervisory Guide.

Positions should be evaluated on a factor-by-factor basis, using the factor level descriptions, one

or more of the comparable Office of Personnel Management benchmarks, or both, for the Equal

Employment Opportunity Series. Only the designated point values may be used. More complete

instructions for evaluating positions are contained in the introductory material for the Factor

Evaluation System.

The Factor Level Descriptions have been emphasized in this standard for both manager and

specialist positions because they provide broader coverage of the wide variety of positions in this

series. A limited number of benchmark positions illustrating some managerial positions have

been provided. Benchmarks have not been included for the relatively small number of specialist

positions. Users may refer to the position classification standard for the

Equal Opportunity

Compliance Series, GS-0360, for examples of analogous specialist positions. Of course,

positions may be evaluated at any grade from GS-05 to GS-15 based on comparison with the

factor level descriptions. The absence of a benchmark position at any grade from GS-05 to

GS-15 does not preclude evaluation of positions at that grade.

GRADING EQUAL EMPLOYMENT MANAGER POSITIONS

Many positions in this series involve responsibility for managing equal employment opportunity

programs of varying nature, scope, and complexity. Manager positions generally are difficult to

evaluate and equal employment manager positions are no exception. This difficulty usually is

caused by the wide variety of managerial situations that occur in organizations. Indeed, the term

"program" may have many different meanings when applied to managerial situations.

Equal employment manager positions are evaluated on the basis of the total program

responsibility assigned to and performed by the manager. Users of this standard should identify

carefully the full breadth and impact of the program. Equal employment opportunity programs

typically are carried out not only through the efforts of the individual program manager, but also

through the efforts of others in the organization including, principally, line managers.

Equal employment programs may be carried out by the equal employment manager, by the

manager's subordinates, by collateral assignment employees (not under the manager's direct

supervision), by equal employment managers at subordinate organizational levels (who report

directly to line managers), or by employees in other staff offices. Care should be used in fully

identifying the actual nature, scope, and complexity of the program responsibility assigned to the

equal employment manager, regardless of who actually implements it in the organizations.

In addition to the factor level descriptions covering equal employment specialist positions, this

standard includes factor level descriptions that specifically cover equal employment manager

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

positions. Specific factor level descriptions for equal employment manager positions in this

standard are at the higher levels of Factor I, Knowledge Required by the Position; Factor 3,

Guidelines; Factor 4, Complexity; and Factor 5, Scope and Effect. These factors are closely

related to one another and, together with the other five FES factors, are combined to make grade

level distinctions.

The knowledge factor for equal employment managers is tied closely to the guidelines,

complexity, and scope and effect factors. These factors interact with one another. The

knowledge factor covers managerial and equal employment opportunity knowledges and skills.

These knowledges and skills are required because of the judgment exercised (Factor 3,

Guidelines), the complexity of the organization served and the inherent work processes and

decisions required by the program (Factor 4, Complexity), and the breadth and coverage of the

program (Factor 5, Scope and Effect). For example, the highest level of knowledge normally

would not be found with relatively low levels of guidelines, complexity, and scope and effect in

actual work situations. Conversely, high levels of guidelines, complexity, and scope and effect

are indicators of potentially high levels of knowledge.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

GRADE CONVERSION TABLE

Total points on all evaluation factors are converted to GS grades as follows:

Grade

Range

GS-05

855-1100

GS-06

1105-1350

GS-07

1355-1600

GS-08

1605-1850

GS-09

1855-2100

GS-10

2105-2350

GS-11

2355-2750

GS-12

2755-3150

GS-13

3155-3600

GS-14

3605-4050

GS-15

4055-up

FACTOR LEVEL DESCRIPTIONS

These factor level descriptions show the application of the primary standard to the Equal

Employment Opportunity Series. They describe the levels of the various factors (and give the

corresponding point values) typically found in the series. There may be some positions which do

not follow the typical pattern.

FACTOR 1, KNOWLEDGE REQUIRED BY THE POSITION

Factor I measures the nature and extent of information or facts which the 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 those

knowledges. To be used as a basis for selecting a level under this factor, a knowledge must be

required and applied.

Factor 1, is described for specialist positions at Level 1-5 and Level 1-6 and for both specialist

and manager positions, separately, at Level 1-7, Level 1-8, and Level 1-9.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 1 has two elements: (a) kind of knowledge and (b) how it is used. To evaluate these

elements in equal employment manager positions users should consider both the managerial

knowledges and skills and the technical equal employment opportunity knowledges and skills

applied to manage the assigned program. Generally the managerial and technical knowledges

and skills are inseparable. Descriptions of managerial situations in this factor range from the

application of full technical knowledge and limited managerial skills at Level 1-7 through the

application of very high levels of both managerial and technical equal employment opportunity

knowledges and skills at Level 1-9.

Level 1-5 -- 750 points

A foundation of basic knowledge, such as may have been gained through a baccalaureate

educational program, or its equivalent in experience, training, or self-study) and skill in

performing developmental assignments, rapidly learning the technical work, and advancing to

higher level work in the occupation. This includes knowledge and skill in fact-finding, analysis,

problem solving, writing, learning to interpret regulations and policies, dealing effectively with

people, and a practical understanding of the operations of economic, political, educational and

social institutions.

Equivalent knowledge and skill.

Level 1-6 -- 950 points

In addition to the knowledges and skill described at Level 1-5, a knowledge of the principles,

concepts, legal requirements, and methodology of the Federal equal employment opportunity

program; and skill in applying this knowledge to perform independent assignments for which

there are precedents. This includes practical knowledge and skill in interpreting, explaining, and

applying a body of law, regulations, and procedures; skill in applying conventional factfinding,

analytical, and problem solving methods; knowledge of the common policies, practices, and

operations of the Federal personnel system, as well as the structure and functions of Federal

agencies, and knowledge and skill to analyze facts, identify problems, report findings, make

conclusions, and recommend corrective or other appropriate action. This knowledge level is

equivalent to that gained by closely related work experience or directly related graduate

education. For example:

S Equal employment opportunity specialists provide advice to management

concerning preparation and monitoring of detailed affirmative action plans for

organizational segments of a Federal agency. They make recommendations based

on their analysis of workforce characteristics, organizational structure, and

utilization of employees by age, race, sex, religion, national origin, handicapping

condition, and other bases.

Equivalent knowledge and skills.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Level 1-7 --1250 points

Equal employment specialists apply comprehensive and thorough knowledge of laws,

regulations, Executive orders, court decisions, and issues related to the Federal equal

employment opportunity program and skill to apply this knowledge to a variety of difficult and

complex work assignments.

Knowledge of the organizational structure, management policies, procedures, and practices of

Federal agencies. For example, specialists possess knowledge of the Federal personnel system

including detailed knowledge of the kinds of policies and practices regulated or covered by

Federal personnel regulations. Equal employment specialists possess knowledge of basic

principles involved in recruitment, selection, labor relations, job evaluation, and other personnel

areas.

A thorough and detailed knowledge of and skill in employing the methods and techniques typical

of the program including factfinding, analysis, and resolution of complex problems.

Skill in identifying equal employment opportunity problems and developing concrete action

plans to solve these problems to advise Federal managers on appropriate courses of action to

eliminate barriers to equal employment opportunity.

Equal employment managers apply managerial and technical equal employment opportunity

knowledges and skills sufficient to direct an equal employment opportunity program that meet

basic requirements for complying with laws, regulations and agency policies. The equal

employment manager provides advice to management and employees or applicants on legal and

procedure program requirements. The equal employment manager or staff member reviews

affirmative action plans developed by line managers (but intensive before-the-fact consulting

generally is not provided). Other affirmative action efforts may focus on questionnaires to

identify problem areas, training for managers and supervisors and similar efforts. The equal

employment manager may provide general oversight of minority and female recruitment

planning (but little technical involvement). The program may include complaint counseling,

investigation, and adjudication if delegated to the organization served. Typically, programs at

this level are case oriented. That is, they focus on resolving individual complaints or problems.

Equivalent knowledge and skills.

Level 1-8 -- 1550 points (See Digest 14 for guidance on difference between FL 1-7 and FL 1-8)

Equal employment specialists apply mastery of the concepts, principles, and methods of Federal

equal employment opportunity to develop broad guidelines or regulations or to conduct projects

to resolve complex systemic problems of broad scope (e.g., agencywide). This involves expert

knowledge of the problem solving techniques of the field and the legal framework in which the

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

program operates; and a high level of skill in interpreting and developing guidelines and

regulations within the program area, where accepted methods and principles are questioned or

challenged; and negotiating and otherwise resolving unprecedented, broad, difficult, or complex

problems.

Consulting skills to advise Federal managers on broad, complex, and sensitive equal

employment opportunity issues. Skill in identifying and defining systemic barriers to equal

employment opportunity, developing concrete, practical solutions, and assisting Federal

managers in integrating equal employment opportunity action into their continuing management

strategies.

Equal employment managers apply managerial and technical equal employment opportunity

knowledges and skills sufficient to plan, organize, direct, staff, carry out, and evaluate an equal

employment opportunity program that, in addition to meeting basic regulatory requirements,

focuses on the solution of systemic problems, elimination of barriers to equal employment

including agency management policies and practices, and provision of management advisory and

consulting services designed to effect major changes. For example, the program includes regular

efforts to identify and solve systemic problems through onsite organizational reviews by

participation in agency management audits or personnel management evaluation reviews, by

monitoring complaints, by regular and systemic work force analyses, by special equal

employment reviews, or by similar activities. Efforts to deal with systemic equal employment

problems may require the program staff to become deeply involved in technical personnel

administration or management issues such as the development or modification of merit

promotion systems, upward mobility plans, job design programs, minority and female

recruitment planning, or the negotiation or administration of labor agreements. The program

emphasizes the interrelationship of equal employment with personnel management functions

such as labor relations, staffing, training, compensation, and position classification and with

other management functions such as budgeting and planning. Management advisory and

consulting services are designed to assist managers in developing and carrying out affirmative

action plans and in dealing with specific individual and systemic problems.

Equivalent knowledge and skill.

Level 1-9 -- 1850 points (See Digest 3 for guidance on difference between FL 1-8 and FL 1-9)

Equal employment specialists apply a mastery of the principles and concepts of the field of

Federal equal employment opportunity including a thorough knowledge of relevant laws and

legal principles, sociological implications, and history of the field; and broad knowledge of the

Federal personnel system and the legal and administrative processes on which the system is

based; and administrative skill in developing or materially redesigning broad and complex

national programs. For example:

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

-- Equal employment specialists develop or materially redesign broad equal employment

opportunity programs covering large Federal departments. They systematically develop

and advise management on establishment of equal employment opportunity programs,

policies, and approaches and propose comprehensive changes in basic management

policies and practices designed to solve equal employment opportunity problems within

the department that have been unyielding in the past to systematic efforts for solution.

Equal employment managers apply managerial and technical equal employment opportunity

knowledges and skills sufficient to plan, organize, direct, staff, carry out, and evaluate an equal

employment program that in addition to meeting basic regulatory requirements:

S is recognized by higher levels of management as providing an outstanding level

of positive management consulting services;

S program efforts focus on changing management policies and practices that

constitute barriers to equal employment; and

S the program focuses on solving complex systemic equal employment problems

requiring comprehensive and coordinated affirmative action efforts including, for

example, recruitment planning, job design, and employee development.

Equal employment managers typically apply managerial skills to plan, organize, direct, and

evaluate broad and intensive program activities involving coordinated affirmative action and/or

complaint adjudication activities of such breadth that they require direction by subordinate equal

employment managers at various levels throughout an organization. For example:

- Based on past accomplishments the equal employment manager and program staff are

sought out by managers at all levels to provide equal employment consulting services in a

variety of areas such as developing affirmative action plans, resolving potential systemic

problems, and developing initiatives for affirmative action. The manager typically makes

maximum use of program resources and marshals the resources of staff offices (e.g., the

personnel office) to identify and attempt to resolve systemic equal opportunity problems.

The systemic problems that are attacked are difficult and complex, such as

underrepresentation in the organization's main professional occupations, where solutions

may require coordinated special recruitment, job design, and training efforts. Other

difficult systemic problems may include underrepresentation in traditional occupations

for which basic changes in perception on the part of management and unions are

necessary for solution. These difficult and complex systemic problems may have

resulted in class action complaints requiring creative problem solving and negotiation on

the part of the equal employment program staff to achieve optimum results.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Equal opportunity managers apply a high level of managerial knowledge and skill (in addition to

equal employment opportunity program knowledge) sufficient to plan, organize, direct, and

evaluate an equal employment opportunity program that presents significant management

demands.

Significant management demands typically are of such weight and scope that the manager's

primary responsibility is for leadership, management, coordination, and decision making. The

equal employment manager responds to these significant management demands by allocating

program resources, setting program priorities, delegating authority, reviewing and evaluating

program activities, making major technical and program management decisions, and selecting

and training subordinate program staff. Typically at this level, day-to-day program activities are

carried out by subordinate employees, program managers at lower organizational levels, or

managers or employees in other staff or line organizations.

Significant management demands result from a combination of complex elements including (1)

management of a broad program (2) serving a complex and diverse organization and (3) solving

difficult managerial and technical problems.

ILLUSTRATION:

Directs a broad and comprehensive equal employment opportunity program.

1. The program covers affirmative action female and minority recruitment planning and

complaint adjudication services that focus on identifying and solving systemic problems

(as described above for Level 1-8). The manager formulates and recommends general

and specific equal employment opportunity policy for the organizations served.

The manager develops recommends, and implements policies which materially

extend and expand upon the policies of the primary agency level. This

responsibility for policy development may be found at various echelons within an

independent agency or department, but it may typically be found at a bureau level

within a traditional form of department organization.

2. The organization served is complex including varied line functions as well as

traditional administrative support and housekeeping functions. Changes in

mission and functions result in frequent organizational changes. The work force

includes a wide variety of occupations (typically found in organizations of 6,000

or more employees). The organization includes at least several elements similar

to the following:

a. occupational variety, e.g., 200 or more occupational series;

b. substantial intermingling throughout the organization of positions in

entirely different personnel systems (e.g., military, Foreign Service, etc.);

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c. a substantial portion of the work force dispersed in subordinate offices and

duty stations scattered over wide geographical areas;

d. the organizations serviced include a significant number of positions

operating under separate management controls (e.g., organizational

components controlled by different bureaus, systems commands, or

agencies);

e. rapid and constant changes in the structure of major organizational

components usually due to mission, function, production, or technological

changes; or

f rapid turnover of key managers usually due to the patterns of employment

n their professions.

3. Difficult management and technical problems beyond those described at Level

1-7 and Level 1-8 must be solved regularly to maintain the operation of the

program. These problems vary considerably from one managerial situation to

another. The following illustrate the character of problems that may be faced at

this level:

a. development of an active, positive, management-oriented equal

employment opportunity program for an organization with a history of

serious problems;

b. management of a program for an organization regularly faced with a

number of class action complaints; or

c. management of a large and complex equal employment opportunity program

that presents difficult problems of control, development, and staffing (e.g., a

program with fully operating equal opportunity offices at lower organizational

echelons).

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.

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Level 2-1 -- 25 points

The supervisor makes specific assignments for both routine and one-of-a-kind assignments and

provides specific and detailed instructions.

The employee follows instructions and consults with the supervisor on matters not specifically

covered in the original instructions or guidelines.

The supervisor maintains control of the work by periodically reviewing work progress and

reviewing completed assignments for accuracy, adequacy, and adherence to instructions and

established procedures. The supervisor advises the employee concerning unusual situations.

Level 2-2 -- 125 points

The supervisor assigns projects or tasks indicating generally what is to be done, the quality and

quantity expected, deadlines, and priorities of assignments. The supervisor provides specific

guidance on new or unusual assignments.

The employee carries out recurring assignments independently, but requests assistance from the

supervisor when new or unusual work problems or issues are encountered.

Completed work such as reports, letters, or memoranda are reviewed for technical accuracy,

appropriateness of methods used, and compliance with instructions. Assignments of a type the

employee has not previously performed are reviewed in detail. When the final work product is

the result of face-to-face discussion or negotiation, a supervisor or experienced worker typically

is present or available to assist with unusual problems.

Level 2-3 -- 275 points

The supervisor defines objectives, sets priorities and deadlines, advises on potential problems

that may be expected, and assists the employee with unusual situations which do not have clear

precedents.

The employee executes the project or task according to accepted practices and within the

established policy framework and guidelines of the organization. The employee has latitude for

altering the sequence of steps and coverage of factfinding to accomplish the project or task most

adequately within established guidelines.

Completed work such as complaint investigation reports, developing affirmative action plans,

conducting discussions on changing employment practices, or other projects are reviewed for

technical soundness, appropriateness, and conformity to program policies and requirements.

Generally, the supervisory review focuses on the soundness of end results rather than the

adequacy of methods employed.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Level 2-4 -- 450 points

The supervisor sets the overall objectives and resources available. The supervisor and employee

collaborate in developing deadlines and approaches to unusual or particularly sensitive

problems.

The employee exercises judgment in planning and carrying out the assignment and selects the

appropriate techniques to complete the assignment most adequately. The employee advises the

supervisor when major unexpected problems or significant controversial issues arise.

Completed work is reviewed in terms of fulfillment of the assignment objectives within

established target dates.

Level 2-5 --650 points

The supervisor provides administrative direction, giving assignments in terms of broadly defined

missions or functions. This may include setting budget and personnel limits on the employee's

program or project or setting broad policy goals and objectives.

The employee is responsible for independently planning, designing, and carrying out equal

employment opportunity assignments.

Results of work are considered technically authoritative and are normally accepted without

change. If work is reviewed, the review concerns such matters as fulfillment of program

objectives, or the overall effect of the program. (Some decisions of a controversial or precedent

setting nature, such as findings of discrimination or nondiscrimination in particular cases, may

be subject to review through administrative hearings and/or litigation and judicial review.)

FACTOR 3, GUIDELINES

This factor covers the nature of guidelines and the judgment needed to apply them. 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 policy may limit the opportunity of the employee 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 knowledges.

Factor 3 is described for specialist at Level 3-1, Level 3-2 and Level 3-3 and for both specialist

and manager, separately, at Level 3-4 and Level 3-5.

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Level 3-1 --25 points

Equal employment specialist-assignments are such that specific detailed guidelines are available

to the equal employment specialist. These guidelines may include manuals or written directives

that apply specifically to the assignment or completed work products of others that cover most or

all of the major problems encountered during the assignment.

The employee is expected to adhere strictly to the guidelines except for deviations authorized by

the supervisor.

Level 3-2 -- 125 points

The equal employment specialist performs assignments covered by specific guidelines which are

available for reference, if needed. For example, in investigating complaints the specialist

follows procedures established by the agency and office for conducting investigations and

preparing reports.

Judgment must be used in selecting 'the appropriate established procedures or applying the

correct guidelines to accomplish the assignment. When situations not covered by established

guidelines arise, the employee typically consults with the supervisor or a more experienced

worker. For example, in conducting complaint investigations, the employee uses judgment in

selecting witnesses to interview and the lines of questions to pursue, but may need to consult

with the supervisor on questions concerning the relevance of certain evidence in complex or

atypical cases.

Level 3-3 -- 275 points

Equal employment specialists perform assignments covered by available guidelines such as laws,

Executive orders, regulations, directives, written instructions, and manuals. However, many

significant factual situations, issues, and equal employment opportunity problems are

encountered during the assignment which are not covered by guidelines, for which guidelines are

general or vague, or for which guidelines are in conflict.

The employee exercises judgment in interpreting, adapting, or extrapolating from existing

guidelines to arrive at a finding or conclusion, or to decide to take a particular course of action.

Level 3-4 -- 450 points

Equal employment specialists perform work covered by guidelines such as laws, Executive

orders, policy statements, and governmentwide or agency directives. In some cases guidelines

may include broadly stated or incomplete procedural manuals. These guidelines are often

inadequate in dealing with unusual cases such as developing equal employment opportunity

programs or materially redesigning existing programs to meet new objectives.

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The employee uses initiative and resourcefulness in extending or redefining guidelines, or

deviating from traditional principles and practices. For example, the employee solves unique

equal employment opportunity problems, or develops guidelines, criteria, and methods for

carrying out an equal employment opportunity program.

Equal employment managers work within agency policies, guidelines, and instructions.

Equal employment managers use judgment to interpret agency guidelines to formulate policies

and plans for specific equal employment programs covering one or more components of an

independent agency or department.

Level 3-5 -- 650 points

Guidelines are broadly stated and nonspecific. The equal employment specialist applies laws,

court decisions, and broad policy statements which require extensive interpretation. At this

level, guidelines generally state broad objectives, suggest methods of achieving objectives, and

provide some limits on what kinds of action may be taken. These guidelines constitute a

framework in which the equal employment opportunity program is operated.

The employee uses considerable judgment arid ingenuity in interpreting the guidelines that do

exist to develop new policies and guidelines covering equal employment opportunity areas, or to

otherwise interpret broad and nonspecific guidelines.

Equal employment managers work within guidelines that are broadly stated and nonspecific such

as basic legislation, broad court decisions, governmentwide policies.

Equal employment managers use judgment to interpret the guidelines that do exist to formulate

operating policies and plans for specific equal employment programs covering independent

agencies or departments, or the primary organizational subdivisions of very large departments.

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.

For the individual employee the complexity of problem solving varies according to: (1) the

nature of problem identification, analysis, and solution methods used; (2) nature and difficulty of

deciding what needs to be done at each stage of the assignment; and (3) the difficulty and

originality involved in making decisions.

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The complexity of nonsupervisory equal employment opportunity program management work

varies according to: (1) the breadth and difficulty of the program management processes

involved; (2) difficulty in deciding what needs to be done; and (3) difficulty, originality, and

responsibility involved in managing the program.

Generally, the difficulty and breadth of management processes are related to the breadth and

complexity of the organization served. Therefore, where appropriate, the breadth and

complexity of the organization is illustrated by numbers of employees, levels of supervision,

occupations, and lines of progression. These illustrations should not be applied mechanically.

Note: The size of the work force of an organization serviced by an equal employment manager

may be a minor consideration in determining the appropriate level of Factor 4. The size of the

work force is an indication of the complexity of the organization. A small organization of 500

employees typically has fewer lines of progression, fewer levels of supervision, and less variety

of work than a large organization with 20,000 employees. The small size of an organization also

permits more direct face-to-face communication than a large organization thus permitting more

problems to be solved on an informal basis. Therefore, the size of the work force serviced can

be a convenient indicator of complexity. However, if the problems handled by the equal

employment manager in a small organization are equivalent in complexity and variety to those

described at a higher level of Factor 4, then the higher level is the appropriate level for

classifying the position. Also, if the problems handled by the equal employment manager in a

large organization are equivalent in complexity and variety to those described at a lower level of

Factor 4, then the lower level is the appropriate level for classifying the position.

The terms "small," "medium," "moderately large," and "large" are used to denote significant

differences with respect to the size of Federal agency organizations serviced by equal

employment specialists. These adjective terms are used to emphasize the importance of

significant differences rather than differences of a few employees one way or the other.

However, to give some meaning to these relative terms, "small" may be considered as referring

to organizations of approximately 350-750 employees; "medium" to organizations of

approximately 1,000-5,000 employees; "moderately large" to organizations of approximately

7,500-15,000 employees; "large" to organizations of approximately 20,000-50,000 employees;

and "very large" to organizations of approximately 75,00 or more employees.

Factor 4 is described for specialist positions at Level 4-2 and Level 4-3 and for both specialist

and manager, separately, at Level 4-4, Level 4-5, and Level 4-6.

Level 4-2 -- 75 points

(This level generally applies only to trainee positions.)

Assignments are to solve problems of limited complexity because the facts are clear, undisputed,

few in number, closely related to one another, and obtainable from a few sources. Answers

generally can be obtained by logically organizing the facts and comparing them to clear-cut

precedent cases or principles.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

The decision regarding what needs to be done involves choices in the sequence of factfinding

steps, the manner of presenting findings, and selection of a few precedent situations or clear

principles to follow. Obvious discrepancies in facts can be resolved by additional factfinding, or

by reviewing additional documents.

Actions to be taken differ according to the specific factual situation involved.

ILLUSTRATION:

Assignments at this level usually include the performance of tasks in support of higher level

equal employment opportunity specialists. Typical assignments include interviewing parties to a

complaint and summarizing information obtained, searching files and records for evidence

relevant to a particular cased analyzing employment statistics and preparing narrative

summaries., writing replies to correspondence, or answering factual questions from the general

public, agency employees, or others concerning program objectives or procedures.

Level 4-3 -- 150 points

Employees usually perform complete assignments requiring use of a variety of analytical and

other techniques to solve a problem or arrive at a conclusion. Assignments are to solve problems

typically characterized by: (1) many interrelated facts; (2) facts obtainable from several sources;

(3) some disputed facts; (4) facts accessible when a variety of standard factfinding techniques are

employed; (5) one or a few related simple issues (such as failure to promote a particular

employee); (6) analysis requires a determination of the relevance and importance of facts;

(7) individual policies or practices of the agency must be explored in depth; and (8) parties

involved in an issue are generally cooperative (e.g., they willingly provide needed information or

discuss practices).

At each step of the problem identification and solution process, the equal employment specialist

must choose from several courses of action depending on the facts and issues involved and the

objectives of the assignment. The equal employment specialist selects the appropriate

factfinding or analytical techniques to use based on the nature of the problem to be solved.

The equal employment specialist must consider many interrelated facts and select the most

appropriate principles and precedents for making a recommendation, conclusion, or decision.

Standard analytical techniques must be modified somewhat to deal with particular situations.

ILLUSTRATION:

A typical assignment involves the investigation or review of charges of discrimination involving

many interrelated facts and one or more issues such as failure to hire an applicant or failure to

promote an employee. Another assignment may involve the review, evaluation, and updating of

affirmative action plans for various organizations within an agency.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Level 4-4 -- 225 points

Equal employment specialists typically perform complete assignments with widely varying

duties including the complete cycle of factfinding, problem definition and identification,

determining cause and effect relationships, making conclusions, and recommending a decision or

proposing action. They usually perform comprehensive analyses of broad policies and practices

of complex organizations such as industrial plants or large service organizations. Assignment

are to solve complex problems typically characterized by: (1) a large body of interrelated facts,

(2) many sources of information (e.g., witnesses of parties to the complaint, files, records, and

written and unwritten policies), (3) many of the facts are disputed, (4) facts are hidden and must

be reconstructed from statements of persons and records, (5) undefined issues or questions are

involved, (6) analysis requires a determination of multiple cause and effect relationships,

(7) policies and practices (e.g., hiring and selection, or reentry policies and practices) of an

organization must be analyzed indepth, (8) conclusions require interpretation of rules and

principles in a variety of situations not specifically covered by the regulations, and (9) parties to

the complaint are reluctant to cooperate. Problems of the type encountered typically have been

soluble, but solutions require selection and modification of appropriate methods and approaches

used by the office.

Decisions regarding what needs to be done include planning the project or assignment so that

essential facts and issues are adequately covered, making major modification in methods and

approach to the problem during the assignment as conditions warrant, and sorting relevant facts

from a vast body of information, opinions, and conditions.

The work requires making many decisions at each stage of the assignment such as identifying

issues; defining the problem or problems in realistic terms that are compatible with the laws; and

weighing facts or evidence to arrive at correct cause and effect relationships, sound conclusions,

and appropriate actions. A broad range of accepted factfinding and analytical techniques must

be applied and modified as necessary to meet each particular situation.

Assignments include compliance reviews of (or investigations of complaints of discrimination on

the part of) employers concerning a broad range of improper policies and systemic practices

including a number of fundamental activities (e.g., hiring, promotion, and treatment of

employees on the part of an employer). Typically, the policies and practices are established

practice, and the policies affect the vital interest of the organization or organizations concerned.

Equal employment manager work typically includes directing day-to-day operations of an equal

employment opportunity program or a major component of such a program. The management

processes include planning individual program activities, problem solving efforts, and

recommending changes in emphasis and the level of resources of the program.

The program is limited to solving the equal employment opportunity aspects of problems in a

medium size organization of moderate complexity. Advisory responsibilities include keeping

organizational decision makers aware of their equal employment opportunity responsibilities,

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

such as participating in general training sessions or seminars to develop their knowledge of equal

opportunity requirements.

The work requires making many decisions such as recommending disposition of an individual

complaint, accepting or rejecting an affirmative action plan, and setting program priorities when

resources are limited, and selecting analytical or consulting methods that are appropriate to

solving particular problems, collecting needed information, or advising organizational decision

makers.

ILLUSTRATION:

Equal employment managers direct Federal equal employment opportunity programs for medium

size organizations of varying complexity having 1000 to 5000 employees, four or more levels of

supervision, and a variety of occupations with many lines of progression in each occupation.

Generally, the work force is geographically dispersed.

Plans and directs day-to-day program activities in an established equal employment opportunity

program oriented toward solving individual complaints of varying complexity, developing equal

employment opportunity affirmative action plans for review by higher organizational levels, and

monitoring action plan accomplishment. Advisory services include informational programs,

educational seminars, training sessions, and individual consulting to make managers and

supervisors aware of their equal employment opportunity responsibilities and to increase their

knowledge of equal employment opportunity program requirements and procedures.

Level 4-5--325 points

Equal employment specialists perform complete assignments individually or as a team leader

involving a wide variety of duties, employing a broad range of factfinding and analytical

techniques, and requiring decisions in interpreting varied and complex factual situations in the

context of the requirements of laws, regulations, or policies. Assignments are to solve highly

complex problems consisting of all or nearly all of the characteristics described at Factor Level

4-4, and additionally generally are characterized by: (1) a large body of disputed interrelated

facts that must be reconstructed from circumstantial evidence; (2) rapidly changing conditions

requiring consideration of changes over relatively short periods of time (e.g., less than 6

months); (3) issues to be resolved which are important because of their precedent setting nature

or because of their impact on the community and on large numbers of persons; (4) broad policies

and practices of highly complex organizations which must be analyzed indepth; (5) powerful

organizations effected by the case, such as large organizations, civil rights organizations, or

unions that vigorously support their interests at each stage of the assignment by challenging

facts, and disputing methods, approaches, and principles employed by the equal employment

specialist; (6) major parties (typically organizations or persons having considerable resources)

who are uncooperative (e.g., they provide misleading or false information, threaten or take legal

action at various stages of the case or project, argue the case or issues in the public media, or

place roadblocks to access of necessary information); (7) problems are of a type that have been

particularly resistant to solutions in the past.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Decisions regarding what must be done include major areas of uncertainty in planning projects,

determining the scope of the project, defining issues, determining applicable precedents, laws, or

regulations to apply and determining the most effective approach and methodology. This

uncertainty is due to the complexity of the organizations serviced, the vastness of the facts

involved, the ambiguity of conditions, or the absence of, or conflict between laws, regulations, or

precedents.

Equal employment specialist make major or precedent setting technical decisions concerning

enforcement cases that change agency policy, or establish criteria for deciding future cases of the

same type, or change fundamental policies and practices of major institutions such as national or

regional organizations.

Assignments include: (1) investigation or resolution of complex charges of discrimination

involving multiple complex issues, multiple charging parties or class actions, major respondent

organizations, requiring indepth analysis of broad policies and practices of the respondent, and

(2) compliance reviews of large organizations with serious compliance problems such as many

underutilized groups or potentially affected classes when there is substantial doubt that the

institution will be in compliance.

Equal employment manager work typically involves a full range of management processes such

as setting program goals, making long-term and short-term program plans, directing day-to-day

operations, systematically evaluating progress, and recommending levels of resources and

overall organization of the program. The program typically focuses on solving broad and

significant equal employment opportunity problems, and correcting the underlying causes of the

problems of complex organizations. Advisory responsibilities involve recommendations to

organizational decision makers to resolve very difficult and complex individual problems,

change specific management policy or practice, take other actions to change conditions

underlying problems, and to develop detailed affirmative action plans and monitor their

implementation.

Decisions regarding what must be done include major areas of uncertainty in approach,

methodology, or interpretation and evaluation processes resulting from continuing changes in

program emphasis and direction; changing conditions in the organization concerned; conflicts

between program requirements and fundamental and long established policies and practices of

the institution concerned; and often include a level of program resources that requires the

program manager to make difficult, choices in setting program priorities.

The work requires a high degree of judgment in setting program priorities, recommending

changes in program direction, recommending decisions on individual cases with broad impact,

and recommending actions to correct conditions underlying these problems. The work requires

continuing efforts to analyze a wide variety of interrelated complex problems, and to advise

organizational decision makers on the best course of action to eliminate barriers to equal

employment opportunity such as changes in management policy or practice.

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ILLUSTRATION:

An equal employment manager directs or manages a complete program for a segment of a

Federal department or agency having 7,500 to 15,000 employees, many levels of supervision,

several major organizational subdivisions, and a nationwide field structure. The equal

employment manager recommends the program goals and the level of resources to be set by

higher level managers; plans, directs, and evaluates the program, and occasionally performs

some individual day-to-day assignments and coordinates work performed by other offices.

Advises managers throughout the organization on difficult equal employment opportunity

matters such as resolving complex individual complaints and developing specific affirmative

action plans. Advisory services are based on detailed analysis of elements affecting a particular

problem or situation.

Level 4-6--450 points

Equal employment specialist assignments are to plan, direct, and conduct investigations to

analyze and recommend decisions on highly complex and broad (e.g., national) problems of a

fundamental or precedent setting nature. Generally the problems dealt with involve a unique

combination of facts, conditions, and issues being investigated for the first time. Problems

involve all or nearly all of the problem characteristics described at Factor Level 4-5, and in

addition, generally involve the following: (1) voluminous information that typically must be

obtained from many points across the nation; (2) indepth analysis of fundamental policies of

national or very large organizations that vary in application from place to place; (3) issues or

questions that are strongly contested by powerful, competent, and resourceful organizations

having an interest in the outcome; and (4) multiple, complex, and interrelated issues having

potential impact on agency enforcement policy must be analyzed in-depth. Typical assignments

are such that: (a) several phases of the project must be carried our concurrently or in sequence,

and (b) projects are of such magnitude that they usually require support of other technical

specialists who serve as team members or who contribute substantially to the project.

Decisions regarding what needs to be done must be made in the context of largely unprecedented

issues, ambiguous and highly complex conditions, and major areas of uncertainty resulting from

gaps or conflicts in laws, regulations, or policies being enforced.

The work requires continuing efforts to develop major enforcement policies or precedents, or

conclude cases having a major precedent setting effect in the area of equal opportunity.

ILLUSTRATION:

Equal employment specialist plan and conduct broad and indepth investigations of the national

hiring and promotion policies and practices of a very large organization believed to have serious

equal employment opportunity problems to determine if discrimination exists, and if so, to what

extent corrective action is appropriate.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Equal employment manager work consists of full responsibility for managing broad equal

employment opportunity functions and processes. The work is characterized by management of

many separate program phases and activities being pursued concurrently or sequentially with the

support of others within or outside of the equal employment opportunity organization.

Management functions include those described at Level 4-5, but are directed toward solving

broad basic equal employment opportunity and related problems and eliminating barriers to

equal employment opportunity in large and very complex organizations. Advisory

responsibilities include direct participation in decisions to set comprehensive equal employment

goals and objectives, to plan female and minority recruitment efforts, and to make significant

changes in basic organizational policies and practices affecting equal employment opportunity.

Decisions regarding what needs to be done include largely undefined equal employment

opportunity issues, requiring comprehensive analysis of the operations, environment, and

policies and practices of the organization to identify problems and define their nature and scope.

The work requires continuing efforts to set and/or modify the equal employment opportunity

program goals to satisfy changing conditions and requirements, and initiative in formulating and

recommending courses of action necessary to solve broad or basic equal employment

opportunity problems that have been unyielding to past systematic efforts at solution.

ILLUSTRATION:

Developing (or materially redesigning) and managing a comprehensive equal employment

opportunity program for a large department or agency (e.g., 20,000 to 50,000 employees);

(1) when the equal employment opportunity program focuses on changing broad agency

management and employment policies and practices to eliminate barriers to equal employment

opportunity, advisory and consulting services to managers at all levels concerning equal

employment opportunity affirmative action, and direct participation with key agency managers

in setting equal employment opportunity goals and objectives; and (2) when the equal

employment opportunity program focuses on solving systematic equal employment opportunity

problems, many of which have been unyielding to past efforts at solution.

Developing (or materially redesigning) and managing a governmentwide or nationwide equal

employment opportunity program to eliminate barriers to equal employment opportunity for

large classes of employees and applicants such as women, Hispanic persons, or the handicapped

when the program focuses on changing management systems to solve fundamental and

historically unyielding equal employment opportunity problems.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

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, services, or programs both

within and outside the organization. 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, allowing consistent evaluations. Only the effect of properly

performed work is to be considered.

Factor 5 is described for specialist positions at Level 5-1 and Level 5-2 and for both specialist

and manager, separately, at Level 5-3, Level 5-4, 5-5, and Level 5-6.

Level 5-1 -- 25 points

Equal employment specialists perform routine assignments such as gathering and organizing

clearly defined information.

The effect of the work is to facilitate the work of higher level specialists in the immediate

organizational unit, and to orient the employee to the work.

Level 5-2 -- 75 points

Equal employment specialists perform clearly defined assignments typically involving

application of principles, clear precedents, or specific rules to solve a problem of limited scope

(e.g., to collect factual information from witnesses and files related to an allegation of

discrimination based on failure to promote an employee because of race).

The effect of the work is primarily to provide assistance to higher level employees by relieving

them of more routine work assignments, and/or to facilitate program execution efforts performed

by higher level specialists or managers.

Level 5-3 -- 150 points

Equal employment specialists investigate or analyze individual equal employment opportunity

problems, and/or recommend or negotiate resolution of the problems.

The work results in resolution of individual complaint cases or the presentation of factual

information to be used by others in altering agency practice. The work affects specific practices

of Federal installations or organizational segments of Federal agencies.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Equal employment managers coordinate limited equal employment opportunity programs,

generally including a segment of the equal employment opportunity functions delegated to an

organization.

The work affects equal opportunity for employees in the assigned organization or it affects

specific functional areas of the program.

ILLUSTRATION:

The equal employment manager coordinates a Federal women's program (or other special

emphasis program), personally providing program services throughout the organization.

The program affects the equal employment opportunity of employees (and applicants) in an

operating level organization.

Level 5-4 -- 225 points

Equal employment specialists conduct projects to solve broad, difficult, and complex equal

employment opportunity problems through systematic factfinding, analysis, and consulting

efforts.

Work results in resolution of a wide variety of problems ranging from individual complaints to

elimination of systemic barriers to equal employment opportunity, such as policies or

widespread practices in a segment of a Federal agency. The work affects the equal employment

opportunity of many persons.

Equal employment managers direct complete equal opportunity programs.

The programs affect equal employment opportunity for an assigned organization or for a class of

persons (employees and applicants) in the organization.

ILLUSTRATIONS:

1. An equal employment manager is assigned primary staff responsibility for all equal

employment opportunity functions delegated to the organizations served. This includes

affirmative action, special emphasis programs, minority and female recruitment planning,

and, if delegated to the organization, complaint investigation and adjudication.

The program affects equal employment opportunity in an organizational segment of a

department or agency.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

2. An equal employment manager directs an Hispanic employment program (or other

special emphasis program). Plans, organizes, directs, staffs, and evaluates the program.

The program affects the equal employment opportunity of employees and job applicants

in major agency organizations such as a region of a department or a major industrial

activity.

Level 5-5 -- 325 points

Equal employment specialists conduct projects or studies designed to eliminate major barriers to

equal employment opportunity in large segments of the Federal work force having a major

impact on the equal employment opportunity of persons covered by laws or policies, (e.g.,

Federal agencies, Federal agency bureaus, or regional installations).

The work results in major changes in the employment policies and practices of large Federal

agencies or a major segment of such an organization. Typically, the work affects the rights or

economic welfare of all classes of employees or job applicants in the agency.

Equal employment managers direct, evaluate, and carry out extensive equal employment

opportunity programs. The managerial work includes planning and organizing program

resources, setting goals, and evaluating results.

The programs affect equal employment opportunity in extensive organizations or they affect the

equal employment opportunities of substantial numbers of people.

ILLUSTRATIONS:

1. An equal employment manager is assigned primary staff responsibility for an equal

employment opportunity program including affirmative action planning, special emphasis

programs, minority and female recruitment planning, and, if delegated to the

organization, complaint adjudication. The manager plans, organizes, directs, staffs, and

evaluates the program.

The program affects equal employment opportunity for persons (employees or

applicants) in a major agency organization such as a major industrial field activity or a

region of a department.

2. An equal employment manager is assigned primary program responsibility for a special

emphasis program (e.g., handicapped program, Federal women's program, etc.,) designed

to expand employment opportunity for a class of persons.

The program affects equal employment opportunity for the class either in an independent

agency or a primary component of a department.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

3. An equal employment manager is assigned primary responsibility for managing an equal

employment opportunity complaint investigation and adjudication program.

The program covers an independent agency or a primary component of a department.

Level 5-6 -- 450 points

Equal employment specialists conduct projects or studies to design equal employment

opportunity programs that are vital to the equal employment opportunity mission of the agency

and which affect fundamental employment and management policies and practices of a Federal

agency.

The work results in the development of broad national programs for a department, an

independent agency, or a category of Federal workers (e.g., women or Hispanics throughout the

Federal Government).

Equal employment managers plan, organize, develop, staff, coordinate, direct, evaluate, and

carry out broad equal employment opportunity programs. These management processes involve

integration of various components of the equal employment opportunity program such as

affirmative action planning, program evaluation, special emphasis programs, minority and

female recruitment planning, and complaint adjudication with agency personnel, budget, and

general management policies and practices. Planning includes allocating program resources over

an extended period of time (e.g., several years) and setting short-term and long-term program

goals.

The programs are essential to the equal employment opportunity mission of the agency or the

Federal Government.

ILLUSTRATIONS:

1. An equal employment manager is assigned primary staff responsibility for all equal

opportunity functions delegated to the organization served. This includes affirmative

action, special emphasis programs (e.g., Hispanic employment programs, Federal

women's program, etc.), minority and female recruitment planning, and complaint

investigation and adjudication activities.

The program affects equal employment opportunity for an independent agency or a

primary component of a department.

2. An equal employment manager is assigned primary program responsibility for a special

emphasis program (e.g., Hispanic employment program, handicapped program, Federal

women's program) designed to expand employment opportunities for a class of persons.

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The program affects equal employment opportunity for the class either Governmentwide,

or for a cabinet level department.

3. An equal employment manager is assigned primary responsibility for managing an equal

employment opportunity complaint investigation and adjudication program including

primary responsibility for recommending case decisions to management.

The program covers a complaint adjudication program throughout a cabinet level

department.

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 contact takes place (e.g., the degree to which the employee and those contacted recognize

their relative roles and authorities).

Above the lowest level, points should be credited under this factor only for contacts which are

essential for successful performance of the work and which has 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 which 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

Personal contacts on routine matters are with employees in the immediate work unit. This level

will only rarely be found in positions in the equal employment opportunity occupation, even at

trainee levels.

Level 6-2 -- 25 points

Contacts are with the general public or with employees within the agency, but outside the

immediate work unit such as lawyers, personnel specialists, or agency program managers. This

level includes contacts with managers and parties to complaints within the agency. These

contacts are established on a routine basis or are of a routine type. For example, this includes

answering questions of the general public concerning equal employment opportunity complaint

procedures and obtaining information from employees of the same agency to resolve an agency

equal employment opportunity complaint.

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Level 6-3 -- 60 points

Personal contacts are with persons outside the employing agency such as attorneys, equal

employment specialists from other agencies, union officials, or community organization

representatives.

The content of each contact is different and the role or authority of each party is identified and

developed during the course of the contact.

The personal contacts are with employees or managers in the same agency, but outside the

immediate organization. However, these contacts are moderately unstructured (e.g., 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 contact is identified and developed during the course of the contact).

Typical contacts at this level involve either adversary relationships or situations in which the

employee is providing consulting services to agency managers. The adversary relationships

involve difficulty in communicating because the parties raise a defensive shield to protect their

positions. The management consulting relationships constitute moderately unstructured

situations when the issues are sensitive, the meetings are not routine, and the roles and

authorities of the parties must be determined during the initial contacts. This level typically

occurs when the employee is an in-house consultant and the inherent communication barriers in

relationships with persons of the same agency are analogous to communication barriers in

relationships with persons from outside of the agency.

Level 6-4 -110 points

Personal contacts are with high-ranking officials from outside the employing agency. These

contacts generally are not routine or of an established nature. Contacts may be with heads of

Federal agencies, heads of large national civil rights organizations, or national officials of large

unions of employee organizations. Each contact may be conducted under different ground rules.

FACTOR 7, PURPOSE OF CONTACTS

The purpose of personal contacts ranges from factual exchanges of information to situations

involving significant or controversial is sues and differing viewpoints, goals, or objectives. The

personal contacts which serve as the basis for the level selected for this factor must be the same

as the contacts which 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. The nature of facts or information

ranges from simple facts to highly complex procedural information.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Level 7-2 -- 50 points

The purpose is to advise on programs, consult and assist individuals and officials of

organizations on issues, questions, and programs when the goals of the person contacted are

essentially similar to those of the equal employment specialist.

Level 7-3 -- 120 points

The purpose is to negotiate on procedural points, conduct formal interviews (or interrogation) of

witnesses or other persons having information essential to a complaint case, or to persuade

individuals. The persons may be a party to a complaint, a representative of an organization

challenging the agency's policies. At this level persons contracted may be fearful, skeptical, or

uncooperative, requiring the equal employment specialist or manager to use skill in conducting

the meeting to obtain the desired results.

Level 7-4 -- 220 points

The purpose is to negotiate or conciliate resolutions to highly controversial or major issues, or to

justify or defend decisions (as opposed to recommendations) on major controversial issues.

Negotiations or conciliations typically involve two or more of the following elements:

-- The issues involved affect the interests of the parties either because major changes in

their policies or practices are being proposed, or because the money involved is very

large for the parties, or because of potential adverse publicity;

-- One or more parties to the negotiation strongly contest or dispute the position of the

negotiator;

-- The matters being negotiated involve multiple, but related, broad and complex issues

which require the negotiator to shift from issue to issue and consider trade-offs between

issues; and

-- Matters being negotiated are basic to the policy positions being taken by the agency, and

there is considerable pressure on the negotiator. (For example, failure to arrive at an

agreement would delay resolution of the case beyond limits acceptable to the agency.)

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.

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Level 8-1-5 points

The regular and recurring work performed involves sitting at a desk, sitting in conferences and

meetings, or riding in an automobile or public transportation, etc. No special physical demands

are involved in performing the work. However, there may be occasional brief visits to worksites

during factfinding.

Level 8-2-20 points

The regular and recurring work requires some physical exertion such as long visits to industrial

site, or extended periods of intensive negotiation or conciliation without rest periods. (For

example, this level includes movement over rough and uneven surfaces at an industrial site.

Meetings with parties to complaints for intensive conciliation or negotiation for periods of 4

hours or longer.) The work requires specific, but common, physical characteristics and abilities

such as above average resistance to fatigue.

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.

Level 9-1-5 points

The regular and recurring work is performed in a work environment that involves normal

everyday low risks or discomforts typical of offices or commercial vehicles such as airplanes,

trains, or buses. Work areas are adequately lighted, heated, and ventilated.

Level 9-2-20 points

The work involves regular and recurring moderate risks, discomforts, or unpleasant

surroundings. This includes factfinding assignments in areas having high levels of noise and

vibrations or dust and grease. This level also includes exposure to moderate risks when required

to work in parts of industrial sites or similar areas presenting hazards of bodily harm because of

exposure to moving parts on machinery, carts or similar vehicles, contagious diseases, or irritant

chemicals. Special safety precautions are required and the employee may use protective clothing

or gear such as boots, goggles, gloves, or coats.

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OPM BENCHMARK DESCRIPTIONS

EQUAL EMPLOYMENT MANAGER, GS-0260-11, BMK #1

Duties

Serves as the manager of the installation's Hispanic employment program. Makes necessary

recommendations' to assure that Hispanic persons have full and fair opportunity to compete for

employment within the Federal Government. Also participates in the development and/or review

of all center administration policies and programs in order to advise management relative to their

impact on department policy to overcome underrepresentation of all minorities and women. The

manager provides service to an industrial installation having 3000 employees in a wide variety of

occupations with considerable union activity. The manager:

-- Plans, directs, implements, and monitors the Hispanic employment program. Advises the

installation equal employment manager, the installation director, and other line and staff

managers on problems affecting the promotion, development, training, and recruitment of

Hispanic employees and applicants;

-- Provides training for managers and supervisors concerning their responsibilities in the

implementation of the Hispanic employment program. Serves as the organization's

resource person and principal staff advisor on the unique concerns of Hispanic employees

and job applicants;

-- Gives briefings, as appropriate, on problems or trends regarding minorities and women.

Plays an active role in the design and implementation of the organization's efforts to

recruit more Hispanic employees;

-- Assists individual employees (in conjunction with their supervisors and members of the

civilian personnel staff) in development of individual development plans to fit their

needs;

-- Works with the installation equal employment manager and equal employment

opportunity counselors on policy and case background on discrimination complaints;

-- Participates in female and minority recruitment planning to develop ways of eliminating

underrepresentation of Hispanic employees in professional, supervisory, and managerial

positions and in the organization in general.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 points

The equal employment manager applies managerial skill and technical knowledge and skill

sufficient to manage a program which:

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

-- Provides training for supervisors and managers to develop better understanding of equal

employment opportunity in general and sensitivity to employment barriers faced by

Hispanic employees and applicants in particular;

-- Provides advice to management in developing and carrying out effective affirmative

plans especially as they relate to Hispanic employees and applicants;

-- Provides counseling services to employees concerning equal employment problems;

-- Establishes contacts with Hispanic organizations and community groups to improve the

organization's recruitment efforts in Hispanic communities.

The position requires:

-- Knowledge of the law, regulations, procedures, and policies governing Federal equal

employment opportunity including relevant court and administrative decisions to identify

barriers to equal employment;

-- Knowledge of the special equal employment opportunity problems encountered by

Hispanic persons in the work force or those seeking employment in the Federal system

including cultural and linguistic barriers to develop recommendations for eliminating

barriers to equal employment;

-- Knowledge of the organizational structure of the field installation including the mission

and functions of the subordinate organizations, as well as the composition of their work

force by occupations, relative grade levels, race, sex, and other relevant characteristics;

-- Understanding of the requirements and administration of the Federal personnel

management system including appeals and grievances, labor relations, pay and position

classification, recruitment, and selection;

-- Skill in establishing and maintaining effective relationships with local and national

Hispanic organizations, including those representing Hispanic women, in order to obtain

their cooperation and advice;

-- Skill in communicating effectively, orally and in writing, with managers and employees

at all levels of the installation;

-- Skill in communicating effectively in conversational Spanish to establish rapport with

Hispanic communities.

Factor 2, Supervisory Controls -- Level 2-3 -- 275 points

The supervisor provides direction in terms of coordinating the Hispanic employment program

activities with other phases of the installation's equal employment opportunity program and also

provides guidance on overall program objectives and policy implications.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

The employee designs and carries out the program within installation and departmental policy

and guidelines. The employee solves most problems independently through advising managers,

supervisors, and employees, but consults with the supervisor when unusual problems arise that

may impact on other aspects of the equal employment opportunity program or are clearly

difficult to resolve.

Completed work is reviewed in terms of technical soundness and conformity to policy and

requirements.

Factor 3, Guidelines -- Level 3-4 -- 450 points

Guidelines include laws, regulations, governmentwide, departmental and local policy governing

equal employment opportunity. Departmental and agency directives and instructions

concerning the Hispanic employment program provide a general framework for the program, but

are not completely applicable to all aspects of the installation's program.

The employee must use judgment in interpreting guidelines and managing the program in the

context of the installation's organization and functions to deal with specific equal employment

opportunity problems in the Hispanic employment program.

Factor 4, Complexity -- Level 4-4 -- 225 points

Directs the operations of the Hispanic employment program including planning individual

program activities, solving problems, and recommending changes in program emphasis. The

program is oriented toward solving the special problems faced by Hispanic employees and

applicants at a medium size field installation. Advisory services include one-on-one consulting

and seminars to explain the program and develop managers' awareness of their responsibilities in

the implementation of the Hispanic employment program.

Decisions concerning what needs to be done include identifying local employment policies and

practices that need to be changed to meet program goals and objectives, identifying priority

problems by analyzing work force composition by occupations, grade levels, and career ladders.

The work requires making many decisions concerning scope and content affirmative action plan,

the effectiveness of actions taken to recruit more Hispanics, and recommending decisions in

individual complaint cases.

Factor 5, Scope and Effect -- Level 5-3 -- 150 points

The work involves directing the Hispanic employment program for the installation. This

includes developing a special emphasis affirmative action program, insuring proper processing

of complaints, recommending decisions on complaints, analyzing complaints, and evaluating

employment policies in order to make recommendations to solve employment problems faced by

Hispanic employees and applicants.

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The work affects the adequacy of the installation's affirmative action plan, the effectiveness of

complaint adjudication, and the equal employment opportunity impact of the installation's

employment practices as they relate to Hispanic employees and job applicants.

Factor 6, Personal Contacts -- Level 6-3 -- 60 points

Personal contacts are with installation supervisors and managers from first line supervisors to the

commanding officer, with employees of the installation, with union representatives, with local

community leaders and political officials, and with equal employment opportunity program

specialists and personnel management specialists from higher organizational levels of the

agency. Contacts vary in content, and the role and authority of each party must be established

during the meeting.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 points

Contacts with installation personnel are to resolve difficult employment problems, obtain

agreement and/or necessary action concerning employment policies, and to negotiate policies

and practices affecting employment opportunities for Hispanic employees. Contacts with

community leaders are to obtain support for the installation's Hispanic employment program, to

resolve complaints, and to establish contacts for recruiting.

Factor 8, Physical Demands -- Level 8-1 -- 5 points

Regular and recurring work is generally performed sitting at a desk except for brief visits to

installation worksites. No special physical exertion is required.

Factor 9, Work Environment -- Level 9-1 -- 5 points

The work generally is performed in an office setting except for occasional visits to protected

areas of industrial worksites involving everyday risks and discomforts and normal safety

precautions.

TOTAL POINTS-2540

EQUAL EMPLOYMENT MANAGER, GS-0260-12, BMK #1

Duties

Serves as principal advisor to the commanding officer and manages the equal employment

opportunity program for an industrial field activity having employees in a wide variety of

occupations including professional, administrative, technical, clerical, trades, and crafts. The

employee:

-- Provides leadership to line and staff personnel in the development and implementation of

the annual activity affirmative action plan. Devises methods for monitoring progress of

minorities and women and personally monitors or coordinates the efforts of others in

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

monitoring actions. Defines equal employment opportunity problem areas, identifies

reasons for problems, and drafts specific action items to treat the causes of the problems;

-- Reviews civilian personnel administration policies and programs and advises the

commanding officer relative to their impact on department policy to overcome

underrepresentation of minorities and women and makes recommendations for changes

or new actions to the commanding officer, managers, and staff of the installation;

-- Participates in the development of equal employment opportunity training for supervisory

development and in the development and administration of the activity's upward mobility

program;

-- Conducts meetings both on and off station with community action organizations in the

interest of improving equal employment opportunity relationships. Serves on temporary

and permanent committees established as either decisionmaking or recommending bodies

on matters concerning position management, recruitment, training, promotion, job

design, and reduction-in-force;

-- Tracks the status of formal discrimination complaints in process. Takes action to

expedite complaint processing, seeking the assistance of the commanding officer where

necessary;

-- Analyzes management practices, organizational structures, employment patterns, lines of

progression (career ladders) to determine their impact on equal employment opportunity

and upward mobility.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 points

Knowledge and skill to manage a program, develop affirmative action plans, resolve complaints,

and advise managers including:

-- Knowledge of Federal equal employment opportunity principles, laws, regulations and

policies, and relevant decisions to recognize and solve individual equal employment

opportunity problems, and to make technical recommendations for decisions in complaint

cases;

-- Thorough understanding of the kinds of management actions and employment practices

and conditions that constitute barriers to equal employment opportunity (such as

improper supervisory practices) to develop staff recommendations to management;

-- General knowledge of Federal personnel administration, policies and practices including

appeals and grievances, labor relations, position classification, recruitment, and selection

to know when to obtain expert technical advice or assistance to answer questions, solve

problems, or understand technical personnel issues;

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-- Skill in managing a program including organizing an office, problem solving, motivating

others to take necessary actions, and negotiating allocation of resources for the program

(primarily the amount of the budget and the allocation of part-time counselors); and

-- Oral communication and writing skills to make presentations conduct training seminars,

negotiate settlements, and write proposed decisions in complaint cases.

Factor 2, Supervisory Controls -- Level 2-5 -- 650 points

The supervisor provides administrative direction with assignments in terms of broadly defined

objectives.

The incumbent independently plans and organizes the program, plans and performs day-to-day

work, determines the general approach and methods to use, monitors progress, and evaluates

program accomplishments.

The work is reviewed in terms of the fulfillment of program objectives.

Factor 3, Guidelines-Level 3-4 -- 450 points

Guidelines include Governmentwide, departmental, and other higher level equal employment

opportunity policy statements, directives, and procedural guidance. Guidelines also include

labor agreements, Federal personnel regulations and the department's implementing guidance

and instructions.

Applies agency guidelines to develop policies and the operating program for the activity. While

guidelines cover most procedural questions involving complaint processing and developing

affirmative action plans, very few written guides are provided for identifying and defining

systemic barriers to equal employment opportunity and developing local actions to eliminate

them. Also, the few available guidelines (precedent decisions) available for making decisions in

unusual equal employment opportunity complaints are often brief and do not cover the same

kinds of factual situations.

Factor 4, Complexity -- Level 4-4 -- 225 points

Plans, directs, and systematically evaluates the equal employment opportunity program which is

oriented toward identifying the underlying causes of equal employment opportunity problems as

well as resolving complaints and solving day-to-day problems.

Advisory service includes consulting with managers at all levels and with supervisors to identify

barriers to equal employment opportunity, and their causes. Advises management in developing

a strategy for changing local employment policies and practices that negatively affect equal

employment opportunity. Equal employment opportunity complaints involve a wide range of

issues including failure to hire, failure to promote, disciplinary actions, reassignments, job

training, and reprisal based on race, sex, religion, and national origin.

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The work requires a high degree of judgment in analyzing and recommending solutions to

problems that adversely affect equal employment opportunity. Judgment is applied in

identifying priorities advising management on specific affirmative action plans, eliminating

barriers to equal employment, and accepting or rejecting the activity affirmative action plan.

Factor 5, Scope and Effect -- Level 5-4 -- 225 points

The work primarily involves managing, a full equal employment opportunity program for the

installation, developing an equal employment opportunity affirmative action program, insuring

proper processing of equal employment opportunity complaints, analyzing and evaluating

employment policies, and making recommendations to solve individual and systemic equal

employment opportunity problems.

The work efforts determine the overall adequacy of the installation equal employment

opportunity program and the equal employment opportunity of installation employees and job

applicants.

Factor 6, Personal Contacts -- Level 6-3 -- 60 points

Personal contacts are with supervisors and managers from first line supervisors to the

commanding officer, with representatives of various community groups, employees of the

installation, union representatives, and equal employment opportunity program specialists and

personnel management specialists from higher departmental levels. Each contact varies in

content, and the role and authority of each party must be established during the course of the

contact.

Factor 7, Purpose of Contacts -- Level 7-3 --120 points

Personal contacts are to resolve difficult and emotionally charged employment problems, to

obtain agreement and/or necessary action on the part of activity managers concerning

employment policies, and to negotiate fundamental changes in long established policies and

practices affecting equal opportunity in employment. Contacts with others are to develop new

sources for recruitment and to improve transportation between the installation and concentrations

of minority applicants.

Factor 8, Physical Demands -- Level 8-1 -- 5 points

Regular and recurring work is performed sitting at a desk except for occasional brief visits to

worksites. No special physical demands are required to perform the work.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 9, Work Environment -- Level 9-1 -- 5 points

The work generally is performed in an office setting except for occasional visits to protected

areas of industrial worksites involving everyday risks and discomforts and normal safety

precautions.

TOTAL POINTS-2990

EQUAL EMPLOYMENT MANAGER, GS-0260-13, BMK #1

Duties

Manages the equal employment opportunity program for a small Federal agency, providing

leadership to the agency's top management to carry out its continuing policy and program of

nondiscrimination and affirmative action. The agency includes about 700 employees in several

professional occupations and a variety of administrative and clerical occupations. Most

positions are located in headquarters with some positions in small field installations. The equal

employment manager directs the affirmative action program and the complaint adjudication

program with the assistance of one full-time secretary and a number of part-time counselors and

special emphasis program coordinators as needed. The equal employment manager directs the

minority and female recruitment program. The affirmative action program is primarily

concerned with improving minority and female representation in the professional and

administrative occupations and creating upward mobility career ladders from clerical positions to

technical and administrative positions. The employee:

-- Prepares and revises plans, procedures, regulations, recommendations, or corrective

action needed;

-- Arranges for the proper training and provides leadership and administrative supervision

to equal employment opportunity advisory committees, equal employment opportunity

technical assistants, and other specifically designated equal employment opportunity staff

personnel involved in the planning, counseling, investigative, personnel, and legal

aspects of equal employment opportunity;

-- Directs and provides equal employment opportunity expertise in the special program

areas of upward mobility, Federal women's program. Hispanic employment program,

and the worker-trainee opportunities program;

-- Counsels employees and applicants who believe they have been discriminated against;

supervises the timely, fair and impartial consideration and disposition of complaints;

schedules prompt investigation of complaints, negotiating for informal adjustment

wherever possible; maintains and secures all documents pertinent to informal and formal

complaints;

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

-- Arranges for a formal hearing where requested by the complainant; makes the final

decision when authorized for the chairman on formal discrimination complaints based on

evaluations and information in the complaint file;

-- Prepares, coordinates, and issues the agency's annual affirmative action plan; assures that

the plan complies with the purpose of equal employment opportunity;

-- Participates with schools, universities, and other public and private groups to exchange

ideas, solicit assistance, communicate the equal employment opportunity policy and

obtain sources of candidates.

Factor 1, Knowledge Required by the Position -- Level 1-7 -- 1250 points

The equal employment manager applies managerial and equal employment opportunity

knowledge and skill sufficient to plan, direct, staff, carry out and evaluate a full equal

employment program including affirmative action, special emphasis programs, minority and

female recruitment planning and complaint counseling, investigation, and adjudication. The

program focuses on identifying problems through complaint monitoring, employee

questionnaires, and input from an advisory committee, on developing an annual affirmative

action plan, and on resolving individual complaints. The knowledges and skills that are applied

include:

-- Knowledge of the concepts, principles, regulations, and policies governing Federal equal

employment opportunity including relevant judicial and administrative decisions;

-- Knowledge of the organizational structure of the agency including the assignment of

functions to subordinate organizations, nature of their missions, and composition of the

work force by occupations, relative grade levels, race, sex, and other relevant

characteristics;

-- Skill in applying a wide range of program management techniques including program

evaluation, program development, policy analysis, organization of personnel and

resources, and negotiation of decisions with other program managers;

-- Skill in factfinding, analysis, and problem solving; and

-- Skill in oral and written communication to develop and present cogent arguments for the

acceptance of controversial points-of-view.

Factor 2, Supervisory Controls -- Level 2-5 -- 650 points

The supervisor provides general, administrative direction, giving assignments in terms of

broadly defined goals and objectives to be achieved.

The equal employment manager is responsible for independently planning and designing the

agency's equal employment opportunity program.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Results are accepted as technically sound, being reviewed for their overall impact on agency

policy.

Factor 3, Guidelines - Level 3-5 -- 650 points

Guidelines include laws, regulations, and governmentwide policies governing equal employment

opportunity. Guidelines are often general and do not apply exactly to many equal employment

opportunity program areas.

The employee uses considerable judgment and ingenuity in interpreting guidelines to develop

agencywide equal employment opportunity policies and to design the program in the context of

the agency's organization and functions to meet specific equal employment opportunity goals for

the independent agency.

Factor 4, Complexity --Level 4-4 -- 225 points

Has full responsibility for managing the agency's equal employment opportunity program. This

includes setting program goals, planning the short and long range program objectives, evaluating

progress and recommending level of program resources. Consultative aspects of the position

include recommendations to solve difficult individual equal employment opportunity problems.

Decisions regarding what needs to be done are based on analysis of the work force and agency

policies and practices that affect employment. These include resolution of conflicts between

equal employment opportunity program goals and existing management policies and practices

and the resolution of individual problems.

The work requires a high degree of judgment in establishing the direction and priorities of the

program to achieve maximum results, and in deciding and recommending actions to achieve best

results throughout the agency.

Factor 5, Scope and Effect -- Level 5-6 -- 450 points

The work involves developing and managing a comprehensive program for a small Federal

agency, developing an affirmative action plan, insuring the proper processing and resolution of

complaints, and analyzing and evaluating employment policies, and making recommendations to

solve difficult discrimination problems.

The work efforts determine the overall adequacy of the equal employment opportunity program

in the agency, the effectiveness of complaint processing, the impact of employment policies and

practices of the agency, and the equal employment opportunities of agency employees and job

applicants.

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Factor 6, Personal Contacts -- Level 6-3 -- 60 points

Personal contacts are with top and middle managers, supervisors, individual employees, key staff

officials, and union representatives within the agency. Additional contacts outside of the agency

include community and other public and private groups, as well as attorneys representing

complainants. The nature of each contact is different depending on the person contacted and the

situation.

Factor 7, Purpose of Contacts -- Level 7-3 -- 120 points

The purpose of contacts is to resolve difficult employment problems, obtain agreement and/or

necessary action concerning employment policies, and to negotiate changes in employment

practices affecting opportunities of agency employees.

Factor 8, Physical Demands -- Level 8-1 -- 5 points

Regular and recurring work performed involves sitting at a desk, sitting in conferences and

meetings, or riding in an automobile or public transportation. No special physical demands are

involved in performing this work.

Factor 9, Work Environment -- Level 9-1 -- 5 points

Regular and recurring work is performed in a work environment that involves normal everyday

low risks or discomforts typical of offices. Work areas are adequately lighted, heated, and

ventilated.

TOTAL POINTS- 3415

EQUAL EMPLOYMENT MANAGER, GS-0260-14, BMK #1

Duties

Manages the Federal women's program of an independent department with approximately 9000

employees. Develops, directs, and evaluates the Federal women's program for the independent

department including headquarters, regions, and field offices. Serves as spokesperson for the

department on matters pertaining to employment of women within the agency. Develops or

reviews agency policies and/or equal employment opportunity activities affecting the

employment of women. Coordinates Federal women's program activities throughout the agency

through Federal women's program managers at subordinate organizational levels. Evaluates

progress at lower organizational levels, participates in selection and training of coordinators

throughout the agency. Recommends the levels of staffing and funds to be devoted to the

program. The program is designed to identify systemic equal employment problems, particularly

those faced by women employees and job applicants and to advise management on effective

solutions to these problems. The employee:

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

-- Develops, coordinates, reviews, and evaluates Federal women's programs in department

bureaus and regions;

-- Identifies barriers to equal employment opportunity for women within a Federal agency

and recommends changes in management policies and practices to eliminate those

barriers to enhance employment opportunities for women;

-- Develops portions of the agency affirmative action plans, especially those relating to

women, monitors progress in achieving goals and objectives of the plan, and evaluates

results;

-- Advises the agency head, agency managers at all levels, and key agency staff officials

concerning employment policies and practices that affect equal employment opportunity

for all employees, but especially as they affect women. On a regular and continuing basis

provides advice to agency managers and key staff officials on the long- and short-range

goals of the Federal women's program. Recommendations cover the full range of

personnel management matters bearing on the employment of women such as

recruitment, merit promotion, supervisory practices, pay and classification, part-time

employment policies, child care, and other matters.

-- Analyzes the work force of organizational components to identify particular occupations,

organizations and lines of progression (career ladders) in which women are

underrepresented;

-- Conducts studies, surveys, or questionnaires as needed to identify problems or barriers to

equal employment opportunity. Participates in personnel management evaluation

surveys or other management surveys to identify equal employment opportunity

problems and their causes. On the basis of this and other information obtained through

the equal employment opportunity program and other sources, advises managers on

development of affirmative action plans, makes recommendations for changes in agency

policies and practices affecting women, and plans Federal women's program activities;

-- Serves as liaison between the agency and organizations promoting equal opportunity for

women;

-- Plans and organizes special educational seminars and provides one-on-one and small

group consulting for agency managers and supervisors to develop their understanding

and gain their acceptance of equal employment for women.

Factor 1, Knowledge Required by the Position -- Level 1-8 -- 1550 points

Managerial and technical equal employment opportunity knowledges and skills sufficient to

plan, organize, direct, staff, carry out, and evaluate for the department a comprehensive Federal

women's program that involves:

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

-- Consulting services for managers at all levels to assist them in identifying institutional

barriers to equal employment opportunity for women and to assist them in planning and

carrying out affirmative action;

-- Conducts studies, organizational reviews, and work-force analyses to identify systemic

equal employment problems such as underrepresentation in professional lines of work or

agency policies and practices that may have a disparate impact on women employees and

job applicants;

-- Develops recommendations involving coordinated recruitment, training, and job design

efforts to solve systemic equal employment problems throughout the department;

-- Minority and female recruitment planning including coordination of

personnel and

budget considerations to overcome underrepresentation of women in supervisory,

managerial, professional, and high level administrative positions; and

-- Development, coordination, review, and evaluation of separate Federal women's

programs in each bureau and region of the department.

These knowledges and skills include:

-- Management skill to plan, develop, and evaluate the program for the department and

coordinate, develop, analyze, and evaluate Federal women's programs in department

regions and bureaus;

-- Knowledge of equal employment opportunity law, regulations, policies, and methods to

advice line managers and provide direction to subordinate organizational equal

employment managers;

-- Knowledge of department missions, organizations, occupations, and work force

compositions by sex and other relevant bases to identify the need for action and to

determine effective causes of action;

-- Skill in factfinding, analysis, and problem solving to identify and define equal

employment problems and to develop workable solutions; and

-- Knowledge of the Federal

personnel system including labor relations, job evaluation,

compensation, and staffing, employee rights, and related

personnel principles to identify

equal employment opportunity problems and to develop effective solutions.

Factor 2, Supervisory Controls -- Level 2-5 -- 650 points

The supervisor provides administrative direction, gives assignments in terms of broadly defined

goals, and sets the limits of resources available to the program.

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The employee manages the program, independently plans and executes each step of the program,

and evaluates program effectiveness.

Results of work are considered technically authoritative. Work is reviewed in terms of

achievement of broad program goals.

Factor 3, Guidelines -- Level 3-5 -- 650 points

Guidelines include laws, regulations, and governmentwide and agency policies governing equal

employment opportunity. Guidelines for the agency Federal women's program are general in

nature.

The equal employment manager uses judgment and ingenuity in interpreting guidelines and

developing the program in the context of the agency's organization functions to meet specific

equal employment opportunity problems of the agency. The employee is considered the

technical expert in the agency on equal employment opportunity for women and is consulted by

Federal women's program coordinators at lower organizational levels, and by managers and

employees throughout the agency.

Factor 4, Complexity -- Level 4-5 -- 325 points

Performs the full range of management functions including planning, directing, and evaluating

agency Federal women's program activities, developing program goals, and making long range

program plans. The program focuses on identifying and changing significant agency policies

and practices to eliminate barriers to the equal employment of women throughout the agency.

The program deals with matters such as underrepresentation of women in professional and

managerial positions, career mobility and full utilization of skills of women in lower and middle

level positions, exploration of sources for recruitment of women for managerial and professional

positions, possible redesign of existing positions for which women cannot be found in the labor

market, part-time employment, child care, and supervisors' and coworkers' attitudes toward

women as workers. Advisory recommendations include agencywide goals and objectives, action

plan items designed to eliminate the underlying cause of problems, and attempts to resolve

individual and systemic equal employment opportunity problems.

Decisions regarding what needs to be done are based on the incumbent's broad and indepth

analysis of the work force and agency policies and practices that affect employment. Decisions

are made in the context of conflicts between existing management policies and practices and

equal employment opportunity program requirements, and the need to set priorities due to

limited available resources for the equal employment opportunity program. The work requires a

high degree of judgment in establishing the direction and priorities of the program to achieve

maximum results, and in deciding and recommending actions to achieve best results throughout

the agency.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 5, Scope and Effect -- Level 5-6 -- 450 points

Manages a Federal women's program for the department. The purpose of the work is to

eliminate barriers to equal employment opportunity, especially as they apply to women, and to

identify and eliminate systemic discrimination in the department.

The work results in changes in the employment policies and practice of the department, its

bureaus, and its nationwide field structure. The equal employment manager's work affects the

equal employment opportunity of thousands of employees and applicants.

Factor 6, Personal Contacts -- Level 6-3 -- 60 points

Personal contacts are with top and middle level managers and supervisors in the agency, key

agency staff officials, union representatives, agency employees at all grade and pay levels, and

community representatives of organizations taking a special interest in women in the work force.

Contacts are not routine. Each meeting varies as to purpose, content, and ground rules. The

role and authority of participants is often unclear and must be developed during the meeting.

Factor 7, Purpose of Contacts -- Level 7-4 -- 220 points

Personal contacts are to solve difficult and complex employment problems, to obtain agreement

and/or necessary action concerning agency employment policies, and to negotiate fundamental

changes in long established agency policies and practices affecting equal opportunity in

employment.

Factor 8, Physical Demands -- Level 8-1 -- 5 points

The work is performed sitting at a desk except for brief visits to various areas outside of the

office while visiting worksites.

Factor 9, Work Environment -- Level 9-1 -- 5 points

The work is performed in an office setting, or while visiting office worksites, or protected areas

of shops. The work involves everyday risks and discomforts of an office environment and

requires normal safety precautions.

TOTAL POINTS-3915

EQUAL EMPLOYMENT MANAGER, GS-0260-14, BMK #2

Duties

Serves as the Hispanic employment program manager for an agency region including the

regional office and subordinate level area offices. The agency region staff includes about 5,000

employees in a wide variety of professional, administrative, technical, and clerical occupations.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

The region has 5 separate bargaining units with intensive union activity. The equal employment

manager:

-- Plans, organizes, directs, staffs, carries out, reviews, and evaluates a positive

management advisory equal employment program that includes efforts to resolve difficult

systemic equal employment opportunity problems;

-- Provides advice to agency headquarters on the development of effective Hispanic

employment programs throughout the department. (The regional program is considered

to be an agency model for an effective affirmative action program based primarily on the

program development efforts of the employee.);

-- Provides expert advice to the regional equal employment manager and agency regional

manager on resolution and adjudication and resolution of equal employment complaints

based on race, sex, national origin, handicapping condition, age, or other basis;

-- Coordinates agency liaison with Hispanic communities throughout the region;

-- Participates in female and minority recruitment planning throughout the agency region;

-- Provides training seminars and consulting services on specialized equal employment

opportunity issues and methods for other Federal agencies in the region as requested;

-- Provides advice to managers on developing and carrying out upward mobility projects;

and

-- Assists the regional equal employment manager by resolving equal employment

opportunity complaints of Hispanic employees and applicants (and other employees as

requested).

Factor 1, Knowledge Required by the Position -- Level 1-9 -- 1850 points

Applies managerial and technical equal employment opportunity knowledges and skills to plan,

organize, direct, staff, carry out, review, and evaluate a positive management oriented equal

employment opportunity program. The program focuses on identifying systemic barriers to

equal employment opportunity for Hispanic employees and job applicants through work force

analyses, monitoring complaints, and evaluation surveys. Affirmative action efforts to solve

systemic problems include intensive consulting for managers and supervisors to assist them in

developing effective action plans, consulting with top managers and budget and

personnel staff

to plan female and minority recruitment, and advising managers on a variety of techniques and

approaches to reduce underrepresentation such as targeted recruitment, job design, on-the-job

training, and formal training. The program focuses on difficult systemic problems such as

underrepresentation in professional, supervisory, and managerial jobs. Applies knowledges and

skills such as:

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

-- Knowledge of equal employment opportunity laws, precedent decisions, policies,

principles, and methods to plan, direct, and evaluate the regional program and to evaluate

and develop area programs (as a recognized expert, provides affirmative action

consulting and training services throughout the agency and for other agencies in the

region on request);

-- Knowledge of the principles and methods of recruitment, staffing, job design, employee

development, and job evaluation to assist managers in developing and carrying out

comprehensive upward mobility projects and to make recommendations for changing

personnel management policies and practices to eliminate barriers to equal opportunity;

-- Management skill to recruit, select, train, and evaluate the performance of collateral

assignment Hispanic employment managers for subordinate level area offices in the

region;

-- Management skill to make the most use of limited program staff resources by setting

priorities and planning activities; and

-- Consulting skills to assist managers in identifying, defining and solving equal

opportunity systemic problems.

Factor 2, Supervisory Controls -- Level-2-4 -- 450 points

The regional equal employment manager sets the overall objectives and resources available. The

supervisor and the employee, in consultation, develop the deadlines, projects, and work to be

done.

The employee plans and carries out the Hispanic employment program resolving most issues,

coordinating the work with others, and interpreting policy in terms of established objectives.

Keeps the supervisor informed of developments that impact on the overall regional equal

employment opportunity program.

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.

Factor 3, Guidelines -- Level 3-4 -- 450 points

The equal employment manager works within governmentwide and agency equal employment

opportunity laws, guidelines, and policies.

The equal employment manager uses initiative to extend and expand upon agency guidelines to

formulate policies and plans and to develop methods for operating the regional Hispanic

employment program;

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 4, Complexity -- Level 4-5 -- 325 points

Performs the full range of management functions including planning, directing, and evaluating

the program, developing program goals, and making long range program plans for the regional

Hispanic employment program. The program focuses on identifying and changing significant

management policies and practices in the agency region to eliminate barriers to the equal

employment of Hispanic employees and applicants in the region.

The program deals with systemic problems such as underrepresentation of Hispanic employees

in professional and managerial positions, career mobility and full utilization of skills in lower

and middle level positions, exploration of sources for recruitment of Hispanic applicants for

supervisory, managerial, and professional positions, possible redesign of existing positions for

which Hispanic applicants cannot be found in-the labor market. Advisory recommendations

include regionwide goals and objectives, action plan items designed to eliminate the underlying

causes of problems.

The work requires making decisions such as recommending changes to agency policies and

practices and establishing the overall direction of the Hispanic employment program in the

agency region.

Factor 5, Scope and Effect --- Level 5-4 -- 225 points

Directs the Hispanic employment program for the agency region. The program affects the equal

employment of Hispanic employees and applicants in the region and agency regional

management policies and practices.

Factor 6, Personal Contacts -- Level 6-3 -- 60 points

Contacts are with agency managers, supervisors, employees, union representatives, and their

legal representatives throughout the region. Contacts generally are moderately unstructured and

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.

(Other contacts are with agency managers and staff specialists throughout the country, with

representatives of other agencies in the region, and with Hispanic community representatives for

the purpose of coordinating and consulting.)

Factor 7, Purpose of Contacts -- Level 7-4 -- 220 points

The purpose of contacts is to consult on, negotiate, or settle complex and emotionally charged

equal employment opportunity issues ranging from individual complaints to systemic equal

employment problems. Participants in negotiations, including high level managers, employees,

and their legal or union representatives usually hold strong viewpoints and effectively present

their cases. The settlements facilitated by the employee often impact on management practices

or policies in the region.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 8, Physical Demands -- Level 8-2 -- 20 points

The work includes prolonged negotiations with the parties to complaints. Negotiation sessions

lasting four to six hours require above average resistance to fatigue.

Factor 9, Work Environment -- Level 9-1 -- 5 points

The work environment involves everyday risks or discomforts which require safety precautions

typical of meeting and training rooms, or commercial vehicles.

TOTAL POINTS-3605

EQUAL EMPLOYMENT MANAGER, GS-0260-14, BMK #3

Duties

Manages the equal employment opportunity program for an industrial field activity. The equal

employment manager directs a program that provides continuing positive equal employment

consulting services to managers at all levels, concentrates on systemic equal employment

opportunity problems as well as on individual problems, and provides program direction and

guidance in the areas of affirmative action (including female and minority recruitment planning)

and complaint resolution. The program serves an activity with an employee population of about

5,000 including trades, crafts, laboring, clerical, administrative, technical, and scientific,

occupations. The activity's mission is broad, its functions are varied, and its organization is

complex. The equal employment manager:

-- Plans, organizes, directs, staffs, carries out, review, and evaluates a positive management

oriented equal employment program that includes efforts to resolve systemic problems;

-- Directs the staff of the immediate equal employment office including special emphasis

program managers, counselors, and other specialists and selects part-time counselors

throughout the activity and evaluates their cork;

-- Provides technical advice to the director of the installation concerning the resolution of

equal employment opportunity complaints;

-- Advises managers at all levels on all aspects of development and implementation of their

affirmative action plans;

-- Advises the director of installation on the resolution of complex systemic equal

employment problems;

-- Coordinates with the

personnel officer and budget officer positive programs involving

the allocation of activity resources such as female and minority recruitment planning.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 1, Knowledge Required by the Position -- Level 1-8 -- 1550 points

Managerial and technical equal employment opportunity knowledges and skills sufficient to

plan, organize, direct, staff, carry out, and evaluate the activity equal employment opportunity

program. The program involves:

-- Consulting services for managers at all levels to assist them in identifying institutional

barriers to equal employment opportunity for employees and job applicants and to assist

them in planning and carrying out affirmative action;

-- Conducting studies, organizational reviews, and workforce analysis and participating in

personnel management evaluations, management evaluations, management audits, and

similar reviews to identify systemic equal employment problems such as

underrepresentation in professional lines of work or management policies and practices

that may have a disparate impact on classes of employees or job applicants;

-- Developing recommendations involving coordinated recruitment planning, training, job

design, and career management efforts to solve systemic equal employment problems

throughout the activity;

-- Recommending decisions on complaints within the activity and managing the activity's

complaint processing system.

Factor 2, Supervisory Controls -- Level 2-5 -- 650 points

The supervisor provides general administrative guidance with assignments in terms of broadly

defined policy objectives.

The equal employment manager is responsible for independently planning, directing, and

carrying out the activity equal employment opportunity program.

Results of the work are considered as technically authoritative and are normally accepted

without significant change.

Factor 3, Guidelines -- Level 3-4 -- 450 points

Guidelines include agency policies and directives concerning equal employment opportunity.

The equal employment manager uses judgment to interpret agency instructions to plan, design,

and carry out the equal employment opportunity program for the installation.

Factor 4, Complexity -- Level 4-5 -- 325 points

Performs the full range of management functions including planning, directing, and evaluating

program activities, developing goals, and making long range program plans. The program

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

focuses on identifying and changing significant policies and practices to eliminate barriers to

equal employment opportunity at this major field activity.

The program deals with matters such as underrepresentation of women and minorities in

professional and managerial positions, career mobility and full utilization of skills of employees

in lower and middle level positions, exploration of sources of minority and female recruitment

for managerial and professional positions, and possible redesign of existing positions for which

minorities and women cannot be found in the labor market. Advisory recommendations include

agencywide goals and objectives, action plan items designed to eliminate the underlying causes

of problems, and attempts to resolve individual and systemic equal employment opportunity

problems.

Decisions regarding what needs to be done are based on the equal employment manager's broad

and indepth analysis of the work force and agency policies and practices that affect employment.

Decisions are made in the context of conflicts between existing management policies and

practices and equal employment opportunity program requirements, and the need to set priorities

due to limited available resources for the equal employment opportunity program. The work

requires a high degree of judgment in establishing the direction and priorities of the program to

achieve maximum results, and in deciding and recommending actions to achieve best results

throughout the agency.

Factor 5, Scope and Effect -- Level 5-5 -- 325 points

The equal employment manager is assigned primary staff responsibility for the equal

employment opportunity program covering the activity.

The program affects equal employment opportunity for employees and job applicants of the

major field installation.

Factor 6, Personal Contacts -- Level 6-3 -- 60 points

Contacts are with activity managers, supervisors, union representatives and employees, and

employees' legal representatives. Contacts are moderately unstructured and are not established

on a routine basis. The purpose of each contact is different and the role and authority of each

party is identified and developed during the course of the contact. (Additional contacts are with

community organizations, and various technical experts in equal opportunity and

personnel

throughout the agency.)

Factor 7, Purpose of Contacts -- Level 7-4 -- 220 points

The purpose of contacts is to consult on, negotiate, or settle complex and emotionally charged

equal employment opportunity issues ranging from individual complaints to systemic equal

employment problems. Participates in and lends negotiations which include high level

managers, union representatives, and employees' legal representatives all of whom effectively

and strongly present divergent positions. Settlements often impact on management practices and

policies of the activity.

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Equal Employment Opportunity Series, GS-0260 TS-49 November 1980

Factor 8, Physical Demands -- Level 8-2 --20 points

The work regularly involves prolonged negotiation sessions dealing with emotionally charged

issues to settle complaints. Leading these sessions requires above average resistance to fatigue.

Factor 9, Work Environment -- Level 9-1 -- 5 points

The work generally is performed in an office setting except for occasional visits to protected

areas of industrial worksites involving everyday risks and discomforts and normal safety

precautions.

TOTAL POINTS-3605

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