ARTICLE 26 MERIT PROMOTION SECTION 1 - GENERAL A. We recognize that it is in the best interest of our Agency and its employees to seek a balance in our approach to recruiting, hiring, and promoting from internal and external sources. In the foreseeable future, we will be faced with maintaining acceptable levels of service to our customers while experiencing fluctuating workloads, functional realignments/ consolidations, and reduced budgets. Every effort will be made to enhance the career opportunities for our employees while continuing to staff up in those areas where the mission of the Centers is increasing. B. This Article is applicable to all promotions to Agency positions within the bargaining units covered by this Multi-Unit Master Agreement. C. The Parties agree that positions will be filled with highly qualified candidates, in an expeditious and efficient manner in accordance with all applicable laws, rules, and regulations. Vacancies may be filled by promotion, demotion, noncompetitive conversion, reassignment, transfer, reinstatement, appointment from an OPM register, direct hire authority, or eligibles under special authorities (e.g., qualified individuals with disabilities, Veterans Readjustment Appointment, etc.). D. Identification, qualification, evaluation, and selection will be made on the basis of merit principles without regard to political, religious, labor organization affiliation or non-affiliation, marital status, race, color, sex, national origin, non-disqualifying physical or mental handicap, or age. Nepotism or favoritism is prohibited. E. In those cases where under-representation exists, EEO and Affirmative Employment Program (AEP) goals will always be a primary factor in recruiting the most qualified candidates. SECTION 2 - DEFINITIONS A. Position Change - A promotion, demotion, or reassignment made during an employee's continuous service within the same Agency. A position change by any of these methods may also involve a change of official headquarters or post of duty within the Agency. B. Promotion - The change of an employee to a position at a higher grade level within the same job classification system and pay schedule or to a position with a higher rate of basic pay in a different job classification system and pay schedule. C. Demotion - The change of an employee to a lower grade when both the old and the new positions are under the General Schedule or under the same wage grade schedule, or to a position with a lower rate of basic pay when both the old and new positions are under the same type ungraded wage schedule or in different pay method categories. D. Reassignment - The change of an employee from one position to another without promotion or demotion. E. Area of Consideration - The area in which the Agency makes an intensive search for eligible candidates in a specific promotion action. The minimum area of consideration is the area designated by the Vacancy Announcement in which the Agency should reasonably expect to locate enough high-quality candidates, as determined by the Agency, to fill vacancies in the positions covered by this Article. When the minimum area of consideration produces enough high-quality candidates and the Agency does not find it necessary to make a broader search, the minimum area of consideration and the area of consideration are the same. F. Qualified Candidates - Are those who meet established qualifications requirements for the position. G. Highly Qualified Candidates - Candidates who, after rating, substantially exceed qualification standards for the position. H. Selective Factors - Are knowledge, skills, or abilities essential for satisfactory performance on the job and represent an addition to the basic standard for a position. The following are examples of appropriate selective factors for determining eligibility when the factors are essential for successful job performance. 1. Ability to speak, read, and/or write a language other than English; 2. Knowledge and abilities pertaining to a certain program or mission, when these cannot readily be acquired after promotion; and 3. Ability in a functional area (for example, ability to evaluate alternative computer systems). I. Subject Matter Expert (SME) - A person who has demonstrated knowledge and experience about the duties and responsibilities of a particular position (e.g., incumbents of similar positions, supervisors of the position, etc.). J. Underrepresented Position - A position in any occupation or grade level in which the organization under the supervision of the selecting official has not reached the applicable established Equal Employment Opportunity goal or goals. K. Selecting Official - The individual delegated authority by the Agency to make the decision regarding the selection for placement into a position. L. Referral List - The certificate containing the names of the top ranked candidates eligible to be considered by the selecting official for competitive promotion. M. Concurrent Consideration - The simultaneous consideration of Agency and non-Agency candidates for competitive promotion. SECTION 3 - RESPONSIBILITIES The following are the responsibilities of employees and the Union in the merit promotion process. A. Employees may: 1. Apply for positions in accordance with the instructions provided in the vacancy announcement. 2. Inform their supervisor of their interest in promotion consideration, furnishing the appropriate Memorandum of Interest (DFAS Form 103) prior to extended absence from their position. 3. Apply only for those positions for which they believe they are qualified and in which they are interested. 4. Assure that official personnel records, application forms, and supplemental experience statements reflect appropriate experience, education, training, and awards. B. The AFGE Local may bring matters of concern regarding the merit promotion process to the attention of supervisors as early as possible in an effort to reach informal resolution. SECTION 4 - NONCOMPETITIVE PLACEMENT A. Mandatory Noncompetitive Placement. The type of mandatory placements listed below will be accomplished as an exception to the competitive provisions of this Article. 1. Placement of individuals having statutory, regulatory, or administrative reemployment rights, or to whom a like employment obligation exists (e.g., employees with reemployment rights, return of employees from mobility assignments under the Intergovernmental Personnel Act, compensably injured employees able to return to work, EEO settlements, arbitration and grievance decisions, restoration from military service). 2. Placement actions required in connection with reduction-in-force. 3. Placement actions to correct a procedural, regulatory or program violation under Title 5, Code of Federal Regulations, Part 335. 4. Compliance with DoD Stability of Employment Program. Prior to initiating recruitment under Merit Promotion, the Human Resources Directorate will determine if there are eligible candidates registered in the DoD Priority Placement Program (PPP). This program provides placement assistance to DoD employees who have been affected by reduction-in-force or downgraded through no fault of their own. PPP eligibles will be referred at any time during the Merit Promotion process, up to the point the Merit Promotion certificate is referred to the selection official. A position may not be abolished or reclassified to avoid placement of PPP candidates. B. Special/Priority Consideration. 1. Priority Consideration of Downgraded Employees. Employees who have been downgraded as a result of reduction-in-force or reclassification action are eligible to be considered for selection in advance of other candidates. However, there is no guarantee of selection. For the duration of their eligibility, employees will be registered and referred for those positions for which fully qualified at or below the level from which demoted. Priority consideration under this section does not apply to positions which offer known promotion potential to a grade higher than the one from which demoted. The Human Resources Directorate will be responsible for maintenance of the "Priority Consideration Listing" and referral of eligibles. 2. Military Spouse Preference. Spouse preference must be applied when competitive methods (i.e., merit promotion procedures or OPM registers) are used to fill vacant positions at grades up to GS-15 or equivalent wage system positions. Military spouses are referred through the DoD PPP and are automatically a part of the minimum area of consideration. 3. Priority Consideration for Procedural Error. a. Special consideration will be given to employees who failed to receive proper consideration in a competitive promotion action. If it is determined that an employee was improperly denied inclusion on a referral list of promotion candidates under this Article, or was not selected solely because of non-merit factors, the employee will be accorded one special consideration. Special consideration will be given for the next appropriate vacancy to make up for the consideration lost. The "next appropriate" vacancy is defined as one which meets all the following conditions: 1) A similar type of position in the same pay system as the position for which the candidate failed to receive proper consideration; and 2) A position for which the candidate has an interest; and 3) A position for which the candidate is highly qualified. b. Priority consideration is given in advance of the referral process and the employee is entitled to consideration but there is no guarantee of selection. Human Resources will contact the employee to determine if he or she has an interest in the position. Employees entitled to special consideration should continue to apply for all positions for which they desire competitive consideration. C. The following actions may be effected without using competitive procedures. 1. Promotion when an employee was selected from an OPM Certificate of Eligibles, through direct-hire authorities, or through merit promotion procedures for a position intended to prepare the employee for a higher level position. The intent must be made a matter of record and career ladders must be documented. 2. Promotion of an employee when his or her position is classified to a higher grade due to accretion of duties and responsibilities. However, if the addition of supervisory duties is the sole basis for upgrading a previous non-supervisory position, promotion action must be processed under competitive procedures. Action processed as accretion of duties must meet the following three criteria: a. Major duties of the employee's old position are absorbed into the new position, and the old position is canceled. b. New position has no known promotion potential. c. Additional duties do not adversely affect the grade or continuation of another encumbered position in the same work unit. 3. Promotion of an employee when his or her position is classified to a higher grade due to management assignment of additional duties. However, if the addition of supervisory duties is the sole basis for upgrading a previous non-supervisory position, promotion action must be processed under competitive procedures. Actions processed as assignment of additional duties must meet the following criteria: a. Employee must be under the supervisor assigning the additional duties. b. Major duties of the employee's old position are absorbed into the new position, and the old position is cancelled. c. New position has no known promotion potential. d. Additional duties do not adversely affect the grade of continuation of another encumbered position in the same work unit. 4. Temporary promotion of an employee for 120 days or less. 5. Repromotion/transfer of a current federal employee in the competitive service to a grade (or equivalent level in another pay system or intervening grade) previously held on a permanent basis in the competitive service (except when demoted for personal cause). 6. Repromotion to a grade or position from which an employee was demoted without personal cause and not at the employee's request. 7. Selection of an employee eligible for priority consideration resulting from failure to receive proper consideration for promotion due to a procedural error in a prior competitive placement action. 8. Selection of a permanent Federal employee from an OPM Certificate for a higher graded position or a position with known promotion potential. 9. Promotion of an employee to a position with a representative rate which is the same or lower than that of the position currently held. 10. Position change permitted by reduction-in-force regulations. 11. Any action, including a promotion, directed by an individual or organization with authority which supersedes this Agreement. This includes but is not limited to action required as a result of discrimination complaint decisions, court decisions, or arbitrators' decisions. 12. Appointments and promotions made through student employment programs (e.g., Stay-in-School, Cooperative Education) and subsequent conversions to full-time permanent status. 13. Placement in positions with promotion potential when the employee previously held and competed for a similar permanent position with promotion potential, even if the employee did not attain the target grade. 14. Conversion from temporary to permanent promotion provided the temporary promotion was effected under competitive procedures and the fact that it might lead to permanent promotion was made known to all potential candidates. SECTION 5 - VACANCY ANNOUNCEMENTS A. Vacancies to be filled under this Agreement should be advertised on a vacancy announcement. In order to have consistency among DFAS Centers, a standard vacancy announcement form (DFAS Form 101/101a) will be used. In addition to the vacancy announcement form, a standard Merit Promotion Form package for bargaining unit positions will be used. The forms in this package are as follows: DFAS Form 102, 103, 104-1, 104-2, 105, 106, 107, 108, 109, 110, and 110a. B. Vacancy announcements will be open for a minimum of 7 workdays. Posting of the announcements will be on official Human Resources Bulletin Board(s) on the same day the announcements are opened and distributed. We agree that the Human Resources Directorate will install a dedicated telephone line with a continuous recording, which announces current vacancies that are being recruited. Employees will be able to dial that number anytime and be informed of current vacancies. Changes to the recording will be updated as necessary. C. Management may advertise vacancies individually or in related groupings. Vacancy announcements for positions for which there is an anticipated frequent, repetitive, or continuous need may either be announced on an open continuous basis, or may be announced for a limited period. A register of top ranked candidates will be established to refer as appropriate vacancies arise. D. Interested individuals within the Area of Consideration (AOC) may apply at any time prior to the closing date of an open continuous vacancy announcement. When using an open continuous vacancy announcement, all eligible candidates who have applied, up to the date that the request to fill the vacancy is received for recruitment in the staffing division, will be considered in the rating and ranking process. E. Interested individuals may apply on vacancy announcements, which will be open for a limited period and used to establish continuing promotion registers only during the limited period indicated. Eligible candidates will be placed in rank order on a register, which will be used to fill similar vacancies in the same AOC as they occur for a specified period of time after the closing date of the vacancy announcement. A promotion register may be used for a period of up to one year, provided the vacancy announcement is reopened at least every 3 months to allow for the submission of applications from other interested employees and the updating of applications by employees who have previously filed. The rank order on the registers will be adjusted as appropriate. F. Vacancy announcements are not necessary if all available candidates in the appropriate AOC are considered. G. Vacancy Announcements will include: l. Title, series, and grade of position (including known promotional potential or target/full performance grade). 2. Geographic/organizational location of the position, including address of organization if appropriate. (Employee could specify only location of interest.) 3. Area of Consideration. 4. Opening/closing date. 5. Brief description of duties of the position. 6. Qualification/time-in-grade requirements. 7. Selective placement factors. 8. Any requirements specific to the position. 9. Evaluation methods to be used. 10. Knowledge, skills, and abilities (KSAs) against which applicants will be evaluated. 11. Application procedures with identification of acceptable forms. 12. Policy statement on EEO. 13. Statement that job-sharing or part-time employment, if appropriate, will be considered. 14. Any special security rating requirements. 15. If the position is not in the bargaining unit, it will be so stated in the top margin (capitalized) on the announcement. 16. Number of vacancies (if known). 17. Any other related information. H. In order to provide wide spread distribution to all employees, we agree that all vacancy announcements will be provided to the Union and posted on all official bulletin boards. SECTION 6 - APPLICATIONS A. Applications will be accepted from those qualified and eligible employees within the specified Area of Consideration (AOC) or others afforded eligibility under the law. If an employee does not have a recent annual performance rating (within the last three years), a statement of non-availability must be included in the application package. A presumed fully successful rating will be credited. Employees whose applications are evaluated as not qualified will be notified that they were not considered. Applications must be received or postmarked by the date indicated on the vacancy announcement. Late applications will not be accepted, except as specified in paragraph C below. Applications may also be returned without action if they: 1. Are from non-status candidates. 2. Fail to include all documents required by the vacancy announcement. 3. Fail to provide sufficient information (e.g., KSAs, current ratings) to determine qualifications, eligibility or suitability, or to evaluate the candidate. 4. Use government funds for postage. B. Applications from job-sharing teams within the AOC will be accepted for full-time vacancies. Each member of the team must be among the Highly Qualified in order for the team to be selected. In a situation where job sharing would not be workable, the selecting official is free to select a single individual from the Highly Qualified list. C. Employees on Approved Absence: 1. If, prior to the employee's absence, an employee submits a written request for consideration for promotion to a specific position or group of positions, the supervisor submits a memorandum of interest (DFAS Form 103) to the Human Resources Directorate. These employees must submit a written request prior to each absence. 2. An employee on approved absence may file a delayed application for any position upon his or her return if the referral has not been issued. 3. In either of the above instances, the employee must have been absent during the entire open period of the vacancy announcement and the delayed application must be submitted no later than three (3) workdays after the employee returns to duty. D. Upon request, the employee may be allowed a reasonable amount of official time to file applications for positions within DFAS. Employees are authorized to use government-owned personal computers and typewriters to prepare such applications. DFAS Forms 106, 107, and 108 will be used by all employees applying for DFAS merit promotions. Employees may use the DFAS Form 103 to specify the level and location for which they would like to be considered. SECTION 7 - REASSIGNMENT REQUESTS A. An employee may request a reassignment to a vacancy for which qualified. The request will be filled with Human Resources at the time of the vacancy announcement. These applicants will be referred without being ranked. When a supervisor selects an employee for reassignment, the losing and gaining supervisor will reach a mutually agreeable release date. The management chain will be used if necessary to ensure both the employee's request and mission requirements are satisfied. B. An employee may make a written request to his/her immediate supervisor for reassignment to another position. If the employee is selected, the losing and gaining supervisor will reach a mutually agreeable release date. The management chain will be used if necessary to ensure both the employee's request and the mission requirements are satisfied or to review the denial of an employee's request for reassignment. SECTION 8 - EVALUATION/ELIGIBILITY REQUIREMENTS A. Qualification/Eligibility Requirements. The minimum qualification standards prescribed by Office of Personnel Management (OPM), including required written tests and appropriate selective placement factors, will be used to determine basic eligibility of candidates for competitive consideration. B. Selective Placement Factors. Qualifications essential to successful performance in the position to be filled are considered to be a part of the minimum qualification standards. Justification for use of these selective placement factors will be recorded as part of the job analysis process. C. Legal and Regulatory Requirements. Applicants must meet time-in-grade, specialized experience, and time-after competitive appointment requirements within thirty (30) calendar days after the closing date of the vacancy announcement unless otherwise specified on the vacancy announcement. D. Steps in Developing the Evaluation Process. 1. Federal merit promotion policy requires that selection for positions filled through competitive procedures be made from among the best available candidates. Job related evaluation criteria beyond the standards used for determining basic eligibility must be used to identify highly qualified candidates for a position. This candidate evaluation criteria must be based on a job analysis. 2. A job analysis is an in-depth review of the position to identify the major duties and determine the KSAs essential to the position. The job analysis may be conducted by a personnel specialist, a supervisor, or both. E. Knowledge, Skills, and Abilities (KSAs). 1. KSAs must be identified through a job analysis of the position. Only those candidates who meet basic eligibility requirements will be further evaluated on the basis of demonstrated job-related KSAs. KSAs will be identified in the vacancy announcement, and candidates will be required to provide information as to experience, education, training, awards, etc., relating to each KSA. DFAS Form 108 will be used to address KSAs. 2. Employees are not required to submit KSAs for positions in the same series as the position the employee currently holds. In these cases, the most recent performance appraisal will be used to address the KSAs. However, if the employee wishes to include KSAs for these positions, they will be accepted. SECTION 9 - RATING CANDIDATES A. Crediting Plans. The crediting plan is a documented summary of the developed candidate evaluation methods for a specific job or a number of similar jobs. Crediting plans must be developed and used for each position or group of positions being filled. These plans are a part of the placement record. Levels of a crediting plan are defined in terms of experience, training and/or education, which will be used to evaluate a candidate's possession of the required Knowledge, Skills, and Abilities (KSAs). B. Rating Sources. The application, KSA statement, and annual performance rating are used to rate candidates for positions being filled through merit promotion procedures. Additional sources identified on the vacancy announcement may also be used. Official Personnel Folders (OPFs) will not be used in the rating process except to determine/verify minimum qualifications. 1. Basic Application - identifies applicant, vacancy announcement, and additional information about the applicant's current assignment. It is also used to notify applicants of actions taken on their application. 2. KSA Statement - documents information about the applicant's experience in relation to the KSAs for the position being filled. 3. Annual Performance Rating - provides an additional means of evaluating the applicant's experience. C. Rating Panels. 1. Ratings will be accomplished by a personnel specialist or by a rating and ranking panel. Panels will be used for positions when it is determined that a panel review would be appropriate for the position being filled (i.e., large number of candidates, job complexity, etc.) or when management requests that a panel be convened. 2. Rating and ranking panels will consist of one to three Subject Matter Experts (SMEs) who have knowledge or expertise about the position to be filled, including a union representative, and/or a personnel specialist. A Bargaining Unit member may be a SME. D. Candidate Evaluation. Candidates will be rated using the criteria contained in established crediting plans. Eligible candidates' merit standing will be determined using the following definitions: 1. Qualified - Candidates who have been determined to meet OPM qualification standards for the position and achieve an overall rating less than specified for "highly qualified." 2. Highly Qualified - Candidates who, after rating, substantially exceed qualification standards for the position. E. Rating 10 or less candidates. Simplified candidate evaluation procedures, combining screening and ranking, may be used when there are 10 or less candidates who meet the minimum qualifications. Under the simplified procedure, all candidates who are determined to be well qualified will be referred. Use of this expedited procedure must be documented in the merit promotion file. F. Rating Procedures. Candidates who meet minimum OPM qualification requirements will be formally evaluated against the KSAs determined through job analysis and identified in the crediting plan. SECTION 10 - CREDITING PLANS A. Candidates who meet minimum qualifications will be formally evaluated against the Knowledge, Skills, and Abilities (KSAs) identified in the crediting plan. Crediting plans measure a candidate's overall qualifications, and are normally based on the following elements: Experience, Appraisals, Education and Training, and Awards. Total weights assigned for each element will vary depending on the position to be filled. B. Maximum weights applied for each element (Experience, Appraisals, Education and Training, and Awards) will be identified on the Vacancy Announcement. C. Following is an example of how a crediting plan might look: The points for the rating elements are examples only. The point value identified would be the value level to receive the associated points. For example in experience, only 20, 40, or 60 points could be assigned following the plan below. GENERIC GS RATING PLAN EXPERIENCE A Level Experience in the same or substantially similar line of work (usually in the same title and series), at a level below that of the position to be filled, and possession of all of the knowledge, skills, and abilities identified for the position. (60 points) B Level Experience in a related field at a level below that of the position being filled and possession of all the knowledge, skills, and abilities identified for the position. OR Experience in the same or substantially similar line of work at a level below that of the position to be filled and possession of most of the knowledge skills, and abilities identified for the position. OR Education that is completely qualifying for the position. (40 points) C Level Other qualifying experience or combination of experience and education.(20 points) PERFORMANCE SUMMARY RATING Current Exceptional rating -------- 24 points Current Highly Successful rating -- 18 points Current Fully Successful rating --- 12 points EDUCATION Only education, which was not used to qualify the applicant under Experience above, may be counted. 10 POINTS MAXIMUM GS-2 GS-4 GS-5 GS-8 GS-9 GS-12 GS-13 GS-15 Doctorate degree 10 10 10 10 Master's degree or equivalent, in an appropriate field 10 10 10 10 Two or more years of appropriate education above the high school level 10 10 10 10 One of more years of appropriate education above the 7 5 3 0 high school level Related self-development course work or training above the high school level, (120 hours at GS-9 and above; 80 hours at GS-5/ 8; 40 hours at GS-2/4) 5 300 Applicants are to be awarded points for the highest level they have achieved, not a combination of points. AWARDS 9 POINTS MAXIMUM A maximum of six points may be assigned to cover all significant performance awards received within the last three years. (Significant performance awards include Quality Step Increases, Sustained Superior Performance Awards, Commander's Awards, Meritorious Service Awards, or the equivalent.) A maximum of three points may be assigned to cover all significant performance awards received, which are over three years old. SECTION 11 - RANKING AND REFERRAL PROCEDURES A. Ranking Candidates. 1. After final evaluation, a list of candidates will be referred to the selecting official in alphabetical order. The number of candidates referred will be identified as follows: a. Number of candidates referred will be a minimum of 15 names, if available. b. When substantive distinctions cannot be made among a larger number of candidates than would normally be referred, all tied candidates will be referred. 2. If there are three or fewer qualified candidates, the selecting official will be given the option to accept the referral or request broader recruitment options. B. Referral. 1. The selecting official will be provided a certificate of eligibles (referral list), all application documentation, and any locally developed or adapted guidance on the interview and selection process. 2. The referral list will be issued to the selecting official with a suspense date of not more than 15 workdays from the date of issue. Extension may be granted when properly justified. 3. The selecting official is not required to make a selection from the competitive referral list. If the selecting official does not select from the referred applicants, the official will document the reason(s) for non-selection [(such as end strength, mission change.) This list is not inclusive.] SECTION 12 - SELECTION PROCESS A. Consideration Given to Candidates. 1. Selecting officials must base their selections on job-related factors. The job may be filled by some other type of internal action or by appointment from outside the Agency. Candidates from other sources (reassignment, demotion, noncompetitive conversion, transfer, reinstatement, etc.) may be considered concurrently or in any sequence. 2. A referral list may be further screened to narrow the number of candidates to be interviewed so that selecting officials may interview some, all, or none of the referred candidates. If a screening is done to reduce the number of candidates who will be interviewed, the criteria for making that determination will be documented (i.e., if "some", document how that determination was made). The screening should be based on job-related criteria in line with the position being filled. Panel interviews may be used. The interview process used and established under this agreement will be followed. B. Additional Vacancies. If additional vacancies occur for identical positions, selections may be made from the same announcement within 120 days of the closing date of the vacancy announcement. C. Selection Notification. After receipt of the selection from the selecting official, timely notification will be made to the selectee(s) and nonselectees as to who was selected and why. Human Resources will officially notify applicants of their selection. D. Release of Employees. Normally, supervisors will release employees selected for promotion or reassignment within two weeks (to coincide with the start of the next pay period) after being notified. This constitutes the effective date of promotion or reassignment. Extensions must be coordinated with both the gaining and losing supervisors. SECTION 13 - DOCUMENTATION AND INFORMATION REVIEW A. Record. Merit promotion and internal placement files will consist of records required by Title 5, Code of Federal Regulations, Part 335. If particular records are not included in the file, location of the records must be noted to allow for reconstruction. Files will be retained for two years or until an OPM evaluation, whichever occurs first. If the file is involved in a discrimination complaint, it must be retained for at least two years after final disposition. B. Access to Merit Promotion Information. 1. All candidates will have equal access to information on merit promotion. The protection of the privacy of other individuals is given first consideration. This does not restrict the rights of an official who has responsibility for investigating, examining, or adjudicating a complaint, from access to needed information. 2. Personal or sensitive matters about an individual will only be released with written consent of the individual concerned to the Union. Requests for information will be evaluated and processed under the provisions of 5 U.S.C. Chapter 71, the Privacy Act, and applicable regulations. 3. After official notification of the selection has been made and within five (5) workdays, an applicant may request, in writing, the following information from the Human Resources Directorate, who will provide a written response: a. Whether the applicant was in the group from which selection was made; b. In what areas, if any, the applicant should improve to increase chances for future selection (this information will be provided by the Selection Official); c. The evaluation factors (knowledge, skills and abilities needed for successful performance in the position), weights (points) and the procedures used in arriving at the cut-off scores, final scores, and certification. 4. Upon written request by the employee, the President of the Union or designee, who is not an applicant or likely to be an applicant, shall be allowed to review rating and ranking records of members of the bargaining unit who have applied under an announcement and who have specific written complaints. 5. Such a request shall be submitted within 10 workdays after receipt of ratings from the Human Resource Directorate. With written permission of the employee, the reviewer designated by the Union may also be allowed access to the employee's Official Personnel Folder. A staffing specialist shall be made available to answer technical procedural questions. The Union agrees to maintain the confidential nature of the information and not to disclose to the employee or any other employee any information to which he or she is not entitled. Any complaints/questions arising from this review constitute Steps 1 and 2 of the Negotiated Grievance Procedure, shall be discussed with the Human Resources Directorate (Step 2) and, if not resolved, referred to the Deputate/Directorate for decision (Step 3). This does not preclude the use of Step 4 of the Negotiated Grievance Procedure by the Union or the Agency. Nonselection from a group of properly ranked and rated candidates is not, in itself, a basis for a formal complaint, grievance, or appeal. SECTION 14 - CAREER LADDERS A. Supervisors shall periodically evaluate the career progress of all employees assigned to career ladder positions who have not reached the top grade in their career ladder, as indicated on the Notification of Personnel Action (SF-50). This evaluation shall involve a consideration of the employee's duties and work performance and the qualification and performance requirements for the next higher grade in his or her career ladder. Employees who are considered to be fully performing at the next higher grade level and are otherwise qualified by OPM qualification standards, as a rule, shall be recommended for career promotions. Exceptions to the above will be made during Reduction-in-Force and other situations, for example, freezes and reductions in grade ceiling which are dictated by higher levels of authority. B. Employees assigned to career ladder positions shall be given substantially equal opportunities to demonstrate whether they can perform at the next higher grade in their career ladder. C. Employees shall be advised as to the grade levels in their career ladder and what they need to do in order to improve their chances for promotion. This information will be provided when requested by the employee or initiated by the supervisor. D. Supervisors will submit recommendations for promotion of employees who have met the conditions described in paragraph A, including the time-in-grade requirements, in sufficient time to ensure that the employees' promotion is effective in the first pay period following their eligibility date. In situations where the first pay period is not met as a result of administrative error, the necessary pay adjustments will be made. SECTION 15 - TEMPORARY PROMOTIONS/DETAILS A. A detail is the temporary assignment of an employee to a different position, without change in status or pay, for a specified period of time. Details are often a way of broadening experience and demonstrating ability at a higher level. Selection of an employee for a detail, which enhances qualifications or offers future promotion possibilities, will be rotated among qualified employees in the work unit. Handicapped employees serving under excepted appointments may be considered for details. Details will be used judiciously and will be terminated as soon as the need for the detail no longer exists. Details to higher graded positions of 120 days or less need not be filled through competitive procedures. B. A temporary promotion is an increase in pay grade for a specified period of time, after which an employee reverts to his or her previous pay grade. When it is known in advance that a temporary assignment of a unit employee to a position within the unit classified at a higher grade will extend for more than 60 days, the employee, if qualified, will be temporarily promoted for the period of the assignment. If during the course of an employee's detail to a higher graded position, it becomes apparent that the temporary requirement to fill the position will extend beyond 60 days, the supervisor should determine whether to terminate the detail and fill the position through other means, or to allow the detailed employee to continue in the assignment. If it is decided that the detailed employee should continue in the position, he or she will be temporarily promoted effective the next pay period. C. Temporary promotions in excess of 120 days will be made under competitive merit staffing procedures. Prior service under all temporary promotions or details to higher graded positions within the preceding 12 months is included in the determination of the 120-day limitation. D. If an employee requests, a detail of less than 30 days may be made a matter of record in his or her OPF.