Position Management and Position Classification

TABLE OF CONTENTS

OVERVIEW

1.1 What is the purpose of this chapter? This chapter establishes:

A. U.S. Fish and Wildlife Service (Service) requirements and procedures for:

(1) Establishing and maintaining General Schedule (GS) and Federal Wage System (FWS) positions and Position Descriptions (PD), including delegation of authority and programmatic internal controls (note that in this chapter we use “Service” for the U.S. Fish and Wildlife Service and “FWS” for Federal Wage System);

(2) Applying sound position management principles;  

(3) Carrying out consistency reviews and ensuring accountability; 

(4) Establishing and implementing Standard Position Descriptions (SPD); and

(5) Filing employee position classification appeals for GS and FWS positions.

B. The Service Position Management and Position Classification Handbook (PMPC Handbook) that provides additional detailed procedures and implementation guidance.

1.2 What is the scope of this chapter?

A. This chapter applies to the following:

(1) Employees in the Service with delegated position classification authority,

(2) Managers and supervisors who make decisions about organizational structures and who write or update PDs to establish positions in the GS and FWS, and

(3) GS and FWS employees who identify inaccuracies in their PDs or who choose to file position classification appeals.

B. Positions and employees covered by collective bargaining agreements may have superseding or other applicable requirements.

1.3 What is the overall policy?

A. Position management addresses Service managers’ responsibility to structure structure
Something temporarily or permanently constructed, built, or placed; and constructed of natural or manufactured parts including, but not limited to, a building, shed, cabin, porch, bridge, walkway, stair steps, sign, landing, platform, dock, rack, fence, telecommunication device, antennae, fish cleaning table, satellite dish/mount, or well head.

Learn more about structure functions, positions, and organizations in a way that optimizes efficiency, productivity, and organizational effectiveness while maintaining the lowest possible costs. Position management is the foundation for position classification; therefore, managers and Classifiers must work collaboratively when weighing the position management and position classification impacts and consequences of proposals affecting organizational structures and work assignments.

B. The position classification system is based on two fundamental principles:

(1) Equal pay grade for substantially equal work; and

(2) Variations in pay grade must be in proportion to substantial differences in the difficulty, responsibility, and qualifications required by the position.

1.4 What are the authorities for this chapter?

A. Civil Service Reform Act of 1978; Merit System Principles (5 U.S.C. 2301).

B. Civil Service Regulations:

(1) Classification under the GS (5 CFR Part 511).

(2) Pay Administration under the Fair Labor Standards Act (5 CFR Part 551).

(3) Prevailing Rate Systems (5 CFR Part 532), and specifically Job Grading System (Subpart F).

C. Classification Act of 1949 (as amended), Classification (5 U.S.C. 51).

D. Fair Labor Standards Act (FLSA) of 1938, as amended (29 U.S.C. 203).  

E. Federal Wage System, Pay Rates and Systems (5 U.S.C. 53).

F. Office of Personnel Management (OPM), The Classifier’s Handbook, TS-107, August 1991, and Introduction to the Position Classification Standards, TS-107, August 1991, revised August 2009.

G. Personnel Bulletin (PB) No. 18-03; Department of the Interior (Department); Position Management and Position Classification Policy Handbook (Departmental Handbook); February 23, 2018 (revised May 15, 2018).

H. PB No. 21-06 (551); Fair Labor Standard Act Overtime Pay Entitlement; May 28, 2021.

1.5 What terms do you need to know to understand this chapter?

A. Consistency review. A review an employee with delegated position classification authority conducts of the position classification determinations for identical, similar, or related positions.

B. Employee position classification/job grading appeal. A formal written request that a GS or FWS employee submits for formal review of their position’s classification determination (e.g., pay system, occupational series, title, grade) by the Service, the Department, or OPM.

C. Federal Wage System (FWS). A uniform pay-setting system that covers Federal appropriated and non-appropriated fund employees who are paid by the hour and perform work in trade, craft, and laboring positions. The system ensures pay will be the same as the pay of other similar Federal jobs in the same wage area and will be in line with the pay of similar private sector jobs in the same wage area. For the purposes of this policy, FWS includes employees in the Wage Grade (WG), Wage Leader (WL), and Wage Supervisor (WS) pay plans. 

D. Functional statement. A description of the mission, purpose, and official roles and responsibilities of an organizational component.

E. General Schedule (GS). A classification pay system that covers the majority of civilian Federal employees performing professional, technical, administrative, and clerical work. The GS includes positions with a range of difficulty, responsibility, and qualifications from grades GS-01 through GS-15, and includes both nonsupervisory and supervisory positions.

F. Position classification. A process through which Federal jobs are assigned to a pay system and pay plan, occupational series, official title, and grade, based on consistent application of position classification standards that OPM has developed.

G. Position Description (PD). The official statement and description of management’s assignment of major duties and responsibilities and of the position’s organizational and supervisory relationships. The PD also describes the primary purpose, scope, complexity, and nature of work assignments, as well as other factors such as knowledge, skills, and abilities and judgment used. 

H. Position management. The process by which positions and organizational structures are carefully designed to align skills and assignments of employees with the goals and objectives of successfully carrying out the organization’s mission and program, balancing the efficient and effective use of economic and human resources.

I. Standard Position Description (SPD). A PD that has been classified and formally established for mandatory use throughout a designated organization (e.g., a bureau, the Department) for positions whose primary purpose, major duties, and responsibilities, as well as nature of work and other evaluative factors, are substantially the same.

J. Supervisor or manager (Code 2). A supervisor position that requires the exercise of supervisory responsibilities that meet, at least, the minimum requirements for application of the General Schedule Supervisory Guide (GSSG) or similar standards of minimum supervisory responsibility specified by position classification standards or other directives of the applicable pay schedule or system.

K. Supervisor (Code 4). A supervisor position that meets the definition of supervisor in 5 U.S.C. 7103(a)(10), but does not meet the minimum requirements for application of the GSSG. This does not apply to Senior Executive Service positions.

RESPONSIBILITIES

1.6 What are responsibilities related to position management and position classification?

Table 1-1: Responsibilities for Position Management and Position Classification

DELEGATIONS OF POSITION CLASSIFICATION AUTHORITY

1.7 How is delegation of position classification authority granted, documented, and reviewed?  

A. Redelegations of authority must be granted and documented in accordance with the Departmental Handbook, section 2.1, “Delegated Classification Authority.” Specific requirements are:

(1) Delegated position classification authority may only be granted to HR Specialists who are trained and oriented in:

     (a) Position management and position classification principles, and

     (b) Their (HR Specialists’) legal and regulatory responsibilities.

(2) Delegations of authority must be documented in writing, identify each employee by name and title, and specify the classification authority being delegated (e.g., authority to certify position classification determinations up to and including GS-12 for GS, including supervisory positions, and for all grades and types of positions within FWS). The delegating official must:

     (a) File and maintain the original documentation and make it available upon request, and

     (b) Give a copy of the written delegation of authority to the employee and to the Deputy HCO.

B. Under the direction of the HCO, the Deputy HCO must formally and periodically review position classification determinations and organizational structures throughout the Service to ensure that employees are carrying out position management and position classification principles, practices, and policies consistently and appropriately.

1.8 What are the exceptions to and internal controls for the position classification delegation of authority?

A. Classification validation. As part of regular programmatic internal controls, the Deputy HCO must validate position classification determinations of specific factor levels before the Classifier finalizes position actions using the PD (e.g., promotion, recruitment, reassignment). The factor level evaluations that require this validation are in the PMPC Handbook. If the Deputy HCO does not validate the factor level evaluations that the Classifier makes and they cannot resolve their differences informally, the HRO may submit a request to the HCO for a third-party review.  

B. Classification of grade 15 PDs. The Deputy HCO must certify position classification determinations for all positions at the 15-grade level.  

C. Accretion of higher-graded duties. The Deputy HCO must approve accretion-of-duty promotions in accordance with the Departmental Handbook, section 2.17, “Accretion of Higher-Graded Duties.”

D. Grade stacking. The Deputy HCO, or their designee, must approve establishment of positions that are at the same grade as the supervisor (i.e., grade stacking positions).

E. Major duty assignments within a PD that are outside of the program chain of command. For PDs that contain major duty assignments that are not within the program authority of the supervisor, the supervisor must have the appropriate program manager approve in writing (email is sufficient) those major duty assignments and associated percentages of time. For example, if a PD for a position in the Science Applications program has major duty assignments that include human resources management work, the supervisor should request approval and validation from the HCO.

F. SPDs. When there is a Department or Servicewide SPD for a position, as we describe in section 1.12, supervisors must use the SPD unless they get written approval for an exception (see section 1.15).

G. GS-13 and higher SPDs. When program managers are designated for a batch of SPDs in SPD-specific implementing instructions, supervisors outside that chain of command must request and receive written authorization from the designated program manager before they can use the SPDs for GS-13 level and above positions (e.g., the Bureau Procurement Chief is the program manager for acquisition management SPDs). This is for internal control purposes and to ensure that managers are fully considering the principles of position management and equal pay grade for substantially equal work.

H. Firefighters and law enforcement. The Department’s Firefighter and Law Enforcement Retirement Team (FLERT) must evaluate PDs with firefighter or law enforcement duties for possible special retirement coverage. The HRO must evaluate, recommend, and maintain such PDs based on the guidance found on FLERT’s website. The HRO must work through the Service Fire or Law Enforcement Program Manager and the Deputy HCO to submit recommendations for coverage to FLERT for such decisions. Once approved by FLERT for special retirement coverage, a PD cannot be changed or altered in any way.

I. Freedom of Information Act (FOIA) positions. The Department’s Deputy Chief FOIA Officer must approve PDs for FOIA personnel and any recruitment, selection, and reassignment actions for Bureau FOIA Officers (see Secretarial Order No. 3378, Improving the Department of the Interior Freedom of Information Act Program). FOIA positions may also fall under approval requirements we describe in section 1.8J and 1.8K below.

J. Public affairs and related communications positions. Prior approval is required before establishing or changing a PD for public affairs and related outreach positions (see 115 FW 3, Approval for Communications and Outreach Positions, and 470 DM 1). The supervisor of the position must provide written documentation of the approval to the Classifier. The Classifier must attach the documentation to the original PD.

K. Information Management and Technology (IMT) positions. Per the Federal Information Technology Acquisition Reform Act (FITARA), the Associate Chief Information Officer (ACIO) (i.e., AD - Information Resources and Technology Management) must approve all IT positions and in addition facilitate Departmental approval of all IMT positions (see 112 DM 24).

L. Equal Opportunity Officers. Prior advice and consent from the Department’s Office of Civil Rights is required for the appointment, retention, and release of Equal Opportunity Officers for the Service (see 112 DM 19).

M. Bureau Personnel Officer. Prior approval by the Department’s HR Policy Director is required for any personnel appointment or change involving the principal personnel officer in a bureau or office per PB No. 00-4 (311), Personnel Officer Positions – Personnel Appointment or Change.

N. Legal positions. Prior approval by the Department’s Office of the Solicitor is required to fill any legal, paralegal, or other positions responsible for providing legal advice or service, including all positions in the GS-0900, Legal and Kindred group and all positions classified in any other occupational series that contains such legal duties (see PB No. 17-13, Excepted Service Policy, Appendix A. Identifying Attorney Positions).

POSITION MANAGEMENT

1.9 What are the functional statement requirements? Service supervisors and managers use functional statements when establishing positions to ensure positions align with the mission, roles, and authorities of the organization. Supervisors and managers must develop and maintain functional statements for their organizational components. See 020 FW 1, Organizational Management.

1.10 What is the baseline data for updating and maintaining primary organizational rosters, and who maintains them? To carry out the requirements in the Departmental Handbook, section 1, “Position Management,” the Service must use the baseline data from the certified Federal Activities Inventory Reform Act (FAIR) Inventory. The Deputy HCO, in coordination with the HRO, must ensure staff update primary organizational rosters annually based on the FAIR Inventory. The FAIR Inventory provides information to help make decisions about workforce planning (see 291 FW 1, FAIR Act).

1.11 What are the position management requirements when addressing vacancies, organizational changes, and reorganizations? Managers and supervisors, in collaboration with the HRO and Classifiers, must follow merit system principles and apply position management principles and requirements as we outline in Table 1-2, and as supported by the Departmental Handbook, section 1. Complementary requirements regarding how to request organizational changes are addressed in 020 FW 1, Organizational Management.   

Table 1-2: Position Management Requirements

STANDARD POSITION DESCRIPTIONS

1.12 What is the Service policy for SPDs? The Service’s SPD policy aligns with the Departmental Handbook, section 2.5, “Department-Issued SPDs,” and section 2.6, “Standards of Adequacy,” and as described by PB No. 20-10, Department of the Interior/Office of Human Capital Standard Position Descriptions; August 13, 2020.

A. Supervisors and Classifiers must review work assignments for new positions to ensure they are not already covered by an SPD issued by the Department or the Service. They must implement Servicewide SPDs as we describe in section 1.14, and Department SPDs as required by applicable Departmental policies.

B. The HRO must use and code official titles, position numbers, and other requirements documented on the PD cover page appropriately in the Federal Personnel and Payroll System (FPPS).

C. Classifiers must review and update the PD cover page, before it is used, to accurately reflect requirements not addressed as part of the SPD. They must also ensure proper documentation is attached (e.g., cybersecurity checklist) to the SPD as we describe in section 1.17.

D. The supervisor must certify the PD cover page. The supervisor is certifying that the SPD, its major duties and responsibilities, and its organizational role and context are accurate and that principles of position management have been applied.

1.13 How are Servicewide SPDs established? Based on position data and feedback from the HRO and the Directorate, the Deputy HCO, under the direction of the HCO and in collaboration with the HRO, must determine which SPDs to develop and their priority order for development.

A. The Deputy HCO assigns a Classifier to serve as the project lead to assemble, lead, and coordinate with a team of Subject Matter Experts (SME) representing a cross-section of Servicewide organizations to develop assigned SPDs in logical batches. The SMEs must keep their leadership informed about progress.

B. Once a draft SPD batch has been developed, the Deputy HCO’s project lead must coordinate a broader technical review throughout the Service.

C. The Deputy HCO’s project lead then works with the SME team to address the comments and finalize the SPD batch.

D. The Deputy HCO, or their designee, must evaluate and certify the final position classification determinations of the SPDs.

1.14 What are the implementation requirements for Servicewide SPDs?

A. The Deputy HCO, in collaboration with the HRO, issues finalized SPDs under the umbrella of this policy. The finalized SPDs may be accessed in the Human Capital Management System (HCMS) and on the JAO HR Classification SharePoint (both systems are internal access only). Once issued, the HRO and supervisors must: 

(1) Immediately use the SPDs for vacancies and for new appointments to positions covered by the SPDs; and

(2) Review existing positions for applicability, and process the necessary reassignment actions as soon as possible, but no later than 90 days from the effective date of the SPDs.

B. The HRO and supervisors must submit requests for exceptions to the implementation deadline in writing to the Deputy HCO for consideration and approval.  

1.15 How do supervisors request an exception to the SPD policy?

A. Supervisors must submit written requests for exceptions to using established Servicewide SPDs through their supervising Directorate member (e.g., RD, AD) and the HRO to the Deputy HCO for consideration and approval.

B. Supervisors must submit written requests for exceptions to using established Departmental SPDs through their supervising Directorate member and the HRO to the Deputy HCO, who will follow Departmental policy to request the exception from the Department’s Office of Human Capital.

WRITING POSITION DESCRIPTIONS

1.16 What are the requirements for writing PDs? Supervisors and Classifiers collaboratively prepare PDs in accordance with PB No. 18-03, and as required by 223 FW 10, Mandatory Use of the Human Capital Management System (HCMS). PDs must meet the standards of adequacy and quality as described in Chapter 3, “Position Descriptions,” in The Classifier’s Handbook and in the Departmental Handbook, section 2, “Position Classification System.” Supervisors initiate collaborative discussion with Classifiers by submitting a mySupport consultation request on the Service’s intranet. The PMPC Handbook provides additional guidance for writing PDs.

A. Career ladder. Career ladder positions are for permanent GS appointments, are established to allow for entry at a lower grade level than the Full Performance Level (FPL) of the position, and are used to develop employees for the target GS position. PDs for career ladder positions below the FPL must meet the same standards of adequacy as FPL PDs. The Departmental Handbook, section 1.8, “Full Performance Level and Career Ladders,” applies. Supervisory, lead, and management positions must not have career ladders (see the Departmental Handbook, section 2.13, “Developmental or Trainee “Lead, Supervisory and Management” Positions”).

 B. SPDs. Positions that are covered by SPDs must be implemented in accordance with the Departmental Handbook, applicable PBs, sections 1.12 through 1.15, and implementing instructions that accompany the SPD.

C. Details and temporary promotions. PDs used for detail and temporary promotion actions must meet PD standards of adequacy as we describe in the subsections above, and they must be evaluated and certified (see section 1.17).

(1) The exception is for details to unclassified duties. Details to unclassified duties require the supervisor to submit to the Classifier a statement of duties the employee will perform during their temporary detail assignment. The supervisor must give a copy of the statement of duties to the employee.

(2) Approval of details must follow requirements described in 223 FW 1, Detail of Employees.

EVALUATING AND CERTIFYING POSITIONS

1.17 What are the requirements for evaluating and certifying PDs? Classifiers must evaluate positions for final position classification determination consistent with applicable laws; rules; regulations; principles; OPM position classification standards and guides; Departmental policies; and Service policies, criteria, and guidance. Only those individuals with delegated position classification authority may certify a final position classification determination.

A. Practices for giving PDs titles must follow requirements in the Departmental Handbook and OPM guidance and position classification standards. Those developing official titles must make them consistent with titling practices throughout the Service to ensure better understanding and meaning of work associated with such titles.

B. Classifiers must write evaluation statements for positions and attach them to PDs covered by the GS and the FWS. The evaluation statements must be consistent with requirements in the Departmental Handbook and with further instruction provided in the PMPC Handbook.

C. Classifiers must document and certify final position classification determinations using the approved PD cover page in accordance with requirements in the Departmental Handbook and instructions in the PMPC Handbook.

D. Classifiers must evaluate and document other considerations associated with position classification determinations (e.g., telework suitability, position sensitivity, bargaining unit status, and position conditions of employment) in accordance with applicable policies and procedures as we describe in the PMPC Handbook.

E. Classifiers must make and document FLSA determinations in accordance with Departmental policy found in PB No. 21-06 (551), Fair Labor Standards Act Overtime Pay Entitlement. This PB also describes FLSA claims and procedures for filing such claims.

F. All PDs must be recertified as required by the Departmental Handbook and as we further describe in section 1.18 below.

MAINTAINING AND UPDATING PDS

1.18 Who maintains PDs, and what are the requirements? Supervisors are responsible for ensuring PD adequacy and updating them when they are no longer adequate. The HRO maintains original PDs with the documentation we describe in sections 1.16 and 1.17. The HRO must establish business practices to ensure that each employee and their immediate supervisor receive or have access to a copy of the employee’s PD and that a copy is filed in the employee’s electronic Official Personnel Folder (eOPF).

A. Recertification. The HRO must ensure the certification of the PD is maintained by applying the requirements in the Departmental Handbook, section 2.9, “Position Recertification.” Documentation of the recertification must include a date and identifier of the certifying official (i.e., supervisor of record or the Classifier, or both). Procedural guidance can be found in the PMPC Handbook.    

(1) If the supervisor determines the PD is inadequate, see section 1.18C.

(2) If the Classifier reviews the PD for recertification or for application of a new OPM classification standard, consistency review, or based on other reviews and determines that the position is misclassified, see the Departmental Handbook, section 2.18, “Misclassification Due to New Classification Standard or Correction of Classification Error.” Also refer to 5 CFR 511, Classification Under the General Schedule, and 5 CFR 536, Grade and Pay Retention.

B. Annual supervisory review of PDs. Supervisors must review their employees’ PDs annually for accuracy in conjunction with preparing Employee Performance Appraisal Plans (EPAP), ensuring that critical elements align with major duties and strategic goals (370 DM 430, Performance Management Systems). Refer to the Departmental Handbook, sections 2.6, “Standards of Adequacy,” and 2.7, “Minor Duties,” for more information on evaluating PD adequacy.  

C. Inaccurate PD. Any time a supervisor identifies a PD as no longer adequate or in need of major revision (e.g., as part of a recertification review or annual EPAP review), the supervisor must follow applicable HRO communication protocols to discuss revision of the PD with a Classifier (e.g., by submitting a mySupport consultation request on the Service’s intranet). The HRO determines the most effective means of updating PDs.

(1) Rewriting the PD, which is also called a redescription.Supervisors should rewrite PDs when the types of changes or quantity of changes are substantial enough to warrant a redescription. Types of substantial changes are those that impact the primary purpose of the position, the context of the roles and responsibilities of the position, and the position classification determination.

     (a) The supervisor, HRO, and Classifier must apply merit system principles. The Classifier consults with the supervisor on the most appropriate approach for addressing PD updates, particularly if there is potential for a change in grade.

     (b) For promotions based on accretion of duties, the supervisor and HRO must apply the requirements and criteria described in the Departmental Handbook, section 2.17, “Accretion of Higher-Graded Duties.”

     (c) For changes to a lower grade based on job erosion, refer to the Departmental Handbook, sections 2.19, “Reclassification Due to Job Erosion,” and 2.20, “Use of Reduction in Force (RIF) in Job Erosion.” Also see 5 CFR 511 and 5 CFR 536 for administering the action.

(d) For changes to a lower grade based on planned management action as described in the Departmental Handbook, section 2.21, “Realignment/Reorganization,” refer to governing RIF procedures in 5 CFR 351, Reduction in Force.

(2) Amendments. The Classifier must use the Position Classification Amendment Form, DI-625, to document material changes that do not impact the position classification of the PD as described in the Departmental Handbook, section 2.8, “PD Amendments.”

1.19 What procedures should employees follow if they identify inaccuracies in their PDs? Employees must work with their supervisors to resolve PD updates, discrepancies, and inconsistencies.

A. If the supervisor agrees that changes must be made, the supervisor must contact the Classifier who will then advise the supervisor of the best approach for updating the PD, as we describe in section 1.18.

B If the supervisor doesn’t think changes are necessary, the PD will remain as described. Supervisors assign the duties and describe and approve the description of duties, responsibilities, factors, and requirements in the PD.  

C. If potential PD discrepancies cannot be resolved with the first level supervisor, employees may contact their second level supervisor to request a review of the first level supervisor’s decision. The request must include descriptions of:

(1) The unresolved PD discrepancies,

(2) Efforts to resolve the discrepancies with their first level supervisor, and

(3) How the employee would like to see them resolved. 

D. The second level supervisor evaluates the information the employee provides, discusses the information with the first level supervisor, and decides the adequacy of the PD.

E. If the second level supervisor determines that more information, clarification, or observation of work is necessary, they may contact the HRO, through their supervising Directorate member and following applicable HRO communication protocols, and request a review of the position, providing all the documentation gathered to this point.

F. The Classifier must review the information provided and determine whether a desk audit is necessary. If a desk audit is necessary, the Classifier notifies the employee, their first and second level supervisors, and the supervising Directorate member, and arranges a mutually acceptable time for the audit.

G. The HRO must provide the results of the desk audit to the supervising Directorate member and second level supervisor for review and to make a decision as we describe in section 1.11 (e.g., redistribution of work within the organization). The HRO and second level supervisor will address any PD updates following the procedures in section 1.18C.

H. The second level supervisor must provide a written response to the employee, with a copy to the supervising Directorate member, HRO, and first level supervisor, regarding the results of the overall review of the position.

APPEALS

1.20 What are some resources for filing employee position classification and job grading appeals?

A. OPM’s Introduction to the Position Classification Standards, Appendix 4, “Position Classification Appeals,” provides GS employees with summary, scope, definitions, authority, responsibilities, exceptions, procedures, where to submit appeals, classification consistency reports, and content of an appeal.

B. OPM’s Appropriated Fund Operating Manual, Subchapter S7, “Job-Grading Appeals,” provides FWS employees with coverage, introduction, agency appeal procedures, content of an appeal, time limit for filing an appeal, processing of an appeal by an agency, actions on an appeal to OPM, and effects of an OPM appeal decision.

C. The Departmental Handbook, section 3, “Classification and Job Grading Appeals,” provides both GS and FWS employees with information on the appellate process, appeal rights, information on designating a representative, appeal procedures, and information on cancellation of an appeal, reconsideration of appeal decisions, and other actions.

1.21 What part of their position classification determination may employees appeal? Employees may appeal the pay system, grade, occupational series, and, in some cases, title of their position as described in this section; in the Departmental Handbook, section 3, “Classification and Job Grading Appeals;” and in OPM’s Introduction to thePosition Classification Standards, Appendix 4, “Position Classification Appeals.”

A. GS employees may appeal the classification of their positions based on perceived inaccuracy associated with occupational series, grade, official position title, and whether the position is included in or excluded from the GS pay system (e.g., an employee in an FWS position may appeal for their position to be considered GS using the GS appeal procedures).

B. FWS employees may appeal the classification of their positions based on perceived inaccuracy associated with occupational series, grade, and official position title. FWS employees who believe their job is properly placed in the GS pay system must appeal using the GS appeal procedures.

C. Employees may not appeal the following determinations:

(1) The accuracy of the official PD. See section 1.18C or section 1.19 to address PD inaccuracies; and

(2) The series, grade, pay system, or title of a position to which the employee is not officially assigned or to which the employee is detailed or promoted to on a time-limited basis (under 2 years for promotions).  

D. For a more inclusive list of determinations that may not be appealed, refer to OPM’s Introduction to the Position Classification Standards, Appendix 4, “Position Classification Appeals, Part F. Exceptions;” 5 CFR 511.607; and the Departmental Handbook, section 3.1, “Appellate Process.”

1.22 When may employees appeal?

A. In most circumstances, employees may appeal the position classification determination of their PD at any time.

B. However, when a position classification action results in an actual loss of grade or pay and the employee chooses to file a classification appeal, the employee must appeal:

(1) No later than 15 calendar days after the effective date of the personnel action affecting the position classification action (e.g., downgrade or loss of pay), or

(2) To OPM no later than 15 calendar days after receipt of a Departmental classification appeal decision IF the employee wants to preserve the right to retroactive corrective action should the loss of pay or grade be overturned as a result of the position classification appeal decision.

1.23 To whom may employees appeal? Employees may appeal to OPM, the Department, or the Service as follows:

A. GS employees may submit position classification appeals to the Service, the Department, or directly to OPM as described in the Departmental Handbook, section 3.2, “Department Appeals.” If the employee’s PD was validated through the classification validation process that the Deputy HCO conducted (see section 1.8A), the employee cannot appeal to the Service; they must appeal to the Department or to OPM.

B. FWS employees must first submit their appeal to the Service or the Department before they can submit it to OPM as described in the Departmental Handbook, section 3.2, “Department Appeals.” If the FWS employee is dissatisfied with the appeal decision rendered by the Service or the Department, the employee may file an employee position classification appeal with OPM within 15 calendar days of the date the employee receives the Service’s or the Department’s decision.

C. Employees who are in positions under SPDs issued by the Service or the Department cannot submit employee position classification appeals to the Service or Department. These employees may only appeal to OPM.

1.24 How do employees appeal? Service employees must follow the same procedures for administering appeals that are in the Departmental Handbook, section 3, “Classification and Job Grading Appeals.”

A. Employees who choose to appeal to the Service must submit their appeal in writing to the Deputy HCO.Employees must follow the “Department Appeal Procedures” in the Departmental Handbook, section 3.2, “Department Appeals,” when preparing their appeal package.   

B. Employees who choose to appeal to the Department must submit their appeal in writing as described in the Departmental Handbook, section 3, “Classification and Job Grading Appeals.”

C. Employees who choose to appeal to OPM must submit their appeal in writing by following appeal filing instructions found on OPM’s website and as further described in OPM’s Introduction to the Position Classification Standards, Appendix 4, “Position Classification Appeals.”

CONSISTENCY REVIEWS

1.25 When are consistency reviews required?

A. The Deputy HCO must issue consistency review requirements and instructions when there is information indicating inconsistent classification practices. Inconsistencies are typically identified in position classification appeal decisions or results from third-party reviews and accountability reviews. The Department or OPM may also require a consistency review. Additional consistency review policy is in the Departmental Handbook, section 3.2, “Department Appeals,” and is also addressed in OPM’sIntroduction to the Position Classification Standards, Appendix 4, “Position Classification Appeals, Part I, Report of Intra-Agency Classification Consistency.”

B. The Deputy HCO must issue a consistency review for all position classification appeal decisions rendered on Service positions.

ACCOUNTABILITY

1.26 What are the accountability requirements? The Deputy HCO directs reviews on the responsibilities specific to position management, certifying PDs, and exercising delegated position classification authority as described in section 1.6 during regularly scheduled accountability reviews; when the Deputy HCO identifiesinformation indicating practices inconsistent with the requirements of this chapter; or when there are review or analysis requests from the Department or OPM. Refer to the Departmental Handbook, sections 2.1, “Delegated Classification Authority,” and 4, “Accountability.”

RECORDKEEPING

1.27 What are the recordkeeping requirements for documents associated with this chapter? The HRO mustmanage and maintain the records in accordance with National Archives and Records Administration (NARA) requirements and 283 FW 2, Disposition Schedules. Regardless of medium, records may only be disposed of in accordance with the approved NARA records retention schedule.