| Comment Number: | OL-10511223 |
| Received: | 3/16/2005 2:34:46 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:
I have two concerns. The first is that the pay banding versus steps based on longevity will lead to increased good ole boy networks and discourage employees from bringing up problems or making suggestions. The theory of rewarding performance is good, the practicality in this environment is questionable. The reality is it will come down to personalities and who likes whom. My second concern is how do measure productivity in an agency that is primarily a paper pushing entity? The majority of the functions in DOD from my experience are not value added operations. They are pushing paper or keystrokes to different sections or agencies. How do you measure the productivity of a personnel clerk? How many keystrokes? How many pieces of paper they distribute? That clerk is at the mercy of numerous entities to get his/her job done. They don't have a set production schedule. DOD does not make widgets, we are not a manufacturing concern. I don't believe measuring productivity and rewarding it are going to be as easy as those pushing for it think. You can provide all the training classes you want but the basic facts are raises will come down to personalities, people will not be willing to risk bringing up problems for fear of offending their boss and there isn't logical way I'm aware of to measure pushing paper. We aren't in the mass mailing/opening business.