| Comment Number: | OL-10503978 |
| Received: | 3/8/2005 9:21:48 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:
Your proposed system is impossible to fully implement. I forsee so many holes in this. Reads good on paper but, it's just not practical. The system now is inadequately used/misused/unused. Why would you think this system which seems to be much more complicated, be any better. We'll need a whole new section within the DOD to manage this. This is not consistent with a responsive, agile HR dept. Far too complicated. Unmanageable. Why do you think our current system evolved to the way it is now? To be workable, not at all perfect, but workable. Your Reasons: 1. Hiring too slow; Can't attract and retain high quality talent. Fix this within our current system. 2. Pay system; good performers being paid same as bad performers. Use existing system to motivate or remove poor performers. It's there! 3. Rigid rules hinder DOD's ability to act to meet miission from a "total force" perspective. Need an example here. Fix those particular rules within the system. 4. DOD needs a flexible agile HR system. I agree. Downsize and simplify, not complicate it. You mentioned union input to construct your system. Why have these same unions brought suits against this? I feel it's that they are very concerned about the employees rights. Your Guiding Principles: 1. Put mission first; I agree, by streamlining burocracy in existing system. 2. Respect the individual and their rights; Already in our system. 3. Value talent, performance; Already in our system, not used/misused. 4. Be flexible, credible, responsive; I agree, downsize, simplify, not complicate. 5. Ensure accountability at all levels; This is the major flaw of our current system. NO ACCOUNTABLITY!! You think with top-down training you are going to change a system that has been flawed for 50 years by incorporation of new buzz words for accountablity and performance. HA! Try to improve this with current system by putting teeth into handling poor performance, ensuring accountablity up and down the chain. Monitor mission goals! React to compliance and especially non-compliance. 6. Balance HR interoperability with mission requirements; This is the first principle I like. Makes sense, but not your explaination of it. 7. Be competitive and cost effective; Agree. Streamline, simplify. Be competitive within. Task analysis. Research costs. Provide options. Action. I also agree performance should be a part of the RIF process. Not the sole justification, however. Senority should not be given any less consideration. This is where poor documentation of performance comes in, supervisors. This can also be implemented within our current system. I also need a real explanation of market sensitive pay. Bottom line. It won't work long term. I can see discrimination suits, tons of EEO involvement with lots of boards and arbitration. Here's where I see the unions eating this thing up. It will encourage a whole lot more union involvement/enrollment than we have now. Make improvements within our existing system. I know it would be easier and cheaper. About the poor performers. Supervisors, do your job.