| Comment Number: | OL-10501442 |
| Received: | 2/25/2005 8:59:07 AM |
| Subject: | Notice of Proposed Rulemaking, Request for Comment |
| Title: | National Security Personnel System |
| CFR Citation: | 5 CFR Chapter XCIX and Part 9901 |
| No Attachments |
Comments:
I'd like to address Question # 45 of the Frequently Asked Questions section located on the first page of the web site. The question is "For managers and supervisors, what is the most compelling change?" First of all I'd like to say that the NSPS program is long over due. Just as a data point, I retired as a Commander from the Navy after 22 years of service. I have been employed at the Norfolk Naval Ship Yard since my retirement in July 2000. To say that I was shocked is an understatement when I observed how "management" treated its personnel here at NNSY. As I saw it, part of the problem was promoting "yes" people to the first rung of management with absolutely no training (hence, no people skills). In addition to the lack of management training for the initial level of management, the person was too inexperienced in the actual work of the shipyard to effectively carry out their job. The "good old boy" system is alive and well at NNSY. In reference to the question above, "For managers and supervisors, what is the most compelling change?", I think the ENTIRE NSPS program will be the most compelling change. How can NSPS change the attitudes of management which has had its "own program" for decades? The answer is that it CANNOT. Unless, people are transferred, "networks" of the "good old boy" program split up, there will be no improvement in the management/worker relationship. If you think all the "new" regulations in the NSPS is going to cut through the current problems, then you are dreaming. Remember TQM or TQL (Total Quality Leadership) ? How about the "Covey" approach to "our" work. Sure, it is supposedly implemented, management gives it rave reviews but it is just a smoke screen. Management is percieved as a Team Player for implementing new "leadership" programs, only so they do not tarnish their reputations and keep on the "fast track" but the programs die a slow death. I personnally was identified as a "problem" because I made recommendations for change which I was willing to work on myself, but the changes were perceived as an attack on my bosses jobs. Why? Because for years certain problems existed that were just overlooked. When I tried to correct them, I brought on a whole lot of trouble for myself. Like I mentioned above, the NSPS is long overdue, but the program will not be "functionable" until the "old timers" have retired. There are just too many people who "put in their 8" (only care about getting 8 hours per day of pay, not caring about the actual work that they do) around this place to think that the NSPS will make a difference. When the same managers are still in place when the NSPS is implemented, what will cause them to reward a worker for a great job well done when they NEVER did it in the 10 years before as a manager? NOTHING will make them create the award because THEIR managers have done the same thing! Besides the personal relations between management and the workers being a negative aspect of work here at NNSY, the second biggest problem is the lack of training. I cannot even count the times I and other newly hired engineers are given a task with absolutely no turnover or training on the problem. Not only is that a receipt for diaster, it also has a very detrimental effect for the new employee. From my experience, I have learned that when given a task you know nothing about, you better start asking A LOT of questions and HOPE you are asking the right ones. Because if you haven't then you will be in a "critique"! It is only a matter of FATE that people survive in this environment. What's the solution? Well lets do something the Submarine Force has done since its inception. Assign a MENTOR to a "new hire" for at least a year in order for them to be acclimated in their new environment. After reading my comments I realize that their is no audit of the managers/supervisors performance. How does a worker, who deserves an award, bring it to the attention of??