| Comment Number: | OL-10511035 |
| Received: | 3/16/2005 1:44:16 PM |
| 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:
The email providing this link went out 10 March with a suspense of 16 March. Thanks for the long lead time. Spiral development should include all employees by Organization so that the pooling process of employee bands includes all of the potential pool members. Makes no sense to have two employees in one organization who have different personnel systems. The development of the CPOC and CPACs and ABC was supposed to improve recruiting and perform better personnel service at a cheaper cost. It has done none of those outside the beltway (and probably not inside either or we wouldn't have NSPS) except possibly be cheaper. The cheaper part was achieved by by creating more work at a slower rate of accomplishment at the organizational level. Shadow personnelists have had to be hired under the title of management analyst or administrative assistant. Classification asistance for managers is non-existant. CPOC recruiting specialists won't talk to hiring managers. MODERN is darn near more trouble than good. Delivery of training for supervisors and managers is patheticly poor. Of course NSPS is going to improve this and the flexibility of recruiting too. I doubt it. So back to my very first comment. If we could not manage to provide the opportunity for feedback to a GS 13 with a reasonable lead timeto read and respond, are we really supposed to believe that spiral development and the critical training to achieve successful roll-out is going to work at the same time we are in the middle of transformation, modularity, BRAC and the GWOT?