Enterprise Networks (EN)
Briefing for NTEU
Reorganization & Proposed Transition Plan For:
Voice & Data Technology Convergence
Updated: June 22, 2011
Today’s Discussion
Case for Change – EN People Strategy
Workforce Impacted by Change/Position Changes
Workforce Impact – What is not Changing
Workforce Impact – What is Changing
Workforce Transition Plan/Proposal
Reassignments vs. Details
Salary Tables – Special Salary Rate vs. Locality Tables
Training
Estimated Timeline
References for NTEU
2
Case for Change – EN People Strategy
• IRS Enterprise Networks like other organizations is experiencing an
evolution of business needs and technology that is driving a transformation
from providing equipment and wires to a services paradigm.
• In support of this shift, EN desires to create a people strategy to support the
organization as it moves forward.
• Leverage the EN Technology Roadmap to support the Voice and Data Technology
Convergence Initiative
• Support the transition from legacy network architecture to an EN network convergence
strategy and enable EN to successfully support the end user requirements of converged
services to the workstation
• Leverage our employee resources within the telecommunication enterprise for design,
implementation and operational support
• Leverage Best Practices and implement them across the telecommunication enterprise in a
consistent model while adopting IT Infrastructure Library (ITIL) best practices.
• Leverage opportunities for improving employee technology information sharing and expertise
to support new technology as it’s deployed to the customer community.
3
EN Workforce Impacted by Change
•All 391 (Telecommunications Specialists) BU positions in
Enterprise Networks will be:
• Converted to 2210 Information Technology positions
• Inclusive of full working level grades 9, 11, 12 & 13
• 117 encumbered positions total
•All 392 (Telecommunications Technician) BU positions in
Enterprise Networks will be:
• Converted to 335 Computer Assistant positions
• Inclusive of FWL grade 7 positions
• 12 encumbered positions total
4
EN Workforce Impacted by Change
EN Organization
Enterprise Networks
Operations
Enterprise Networks
Operations
Enterprise Networks
Operations
Enterprise Networks
Operations
Current Series FWL # EES Future State
391
9
3
2210-09 Network Services PD: 97543
391
11
86
2210-11 Network Services PD: 96274
391
12
3
2210-12 Network Services PD: 94375
391
13
2
2210-13 Network Services PD: 94376
Engineering
391
12
2
2210-12 Policy & Planning PD: 94649
Engineering
Contact Center
Support Division
391
13
2
2210-13 Policy & Planning PD: 94670
391
13
4
2210-13 Network Services PD: 96550
Voice Services
391
12
3
2210-12 Policy & Planning PD: 94649
Voice Services
Enterprise Networks
Operations
391
13
12
2210-13 Policy & Planning PD: 94670
392
7
11
335-7 Computer Assistant PD: 96270
7
1
129
335-7 Computer Assistant PD: 96270
Voice Services
392
Total Encumbered Positions
5
Workforce Impact - What is Not Changing?
• Tour of Duty (TOD) or AWS schedules
• Post of Duty (POD)
• Flexi-place Arrangements
• Managers – first and second level managers will remain
the same
• Workgroups – will remain the same
6
Workforce Impact - What is Changing?
Changes to Position Descriptions (PDs) –
• Current 391 employees will be assigned to 2210 PDs as outlined on slide 5
–
–
•
98 employees will move to 2210 PDs with Network Services Parenthetical
19 employees will move to 2210 PDs with Policy & Planning Parenthetical
Current 392 employees will be reassigned to 335 PD as outlined on slide 5
–
12 employees will be reassigned to 335 PD 96270
Duties/Knowledge Shift for Movement to 2210/335 Positions–
• Paramount knowledge requirement shifts from “telecom” knowledge to “IT”
knowledge
• 2210 employees will be required to work with all Network equipment (voice
and data)
• 335 employees will provide support to 2210s; the 335 series is more aligned
with the 2210 series from a support perspective
Qualifications for Other Positions –
• Movement into 2210 and 335 positions offer current 391/392 employees
wider scope of IT knowledge and abilities, thus potentially enhancing career
options (especially w/in EN)
7
Potential Career Options –
2210 Positions Currently Encumbered in EN
Encumbered GS-2210 Positions in EN
Grade Level
Number
GS-11
1
GS-12
128
GS-13
66
GS-14
31
GS-15
7
*Total
233
*As of PP07 ending 4/27/11
8
Workforce Impact - What is Changing?
Pay Increase –
• In some locations for GS-2210-9 & 11 positions, pay will increase upon “permanent
reassignment” into the position due to the existence of Special Salary Rate (SSR) tables
where the SSR is higher than the Locality Pay Tables
•
37 of the 89 (as of PP11 ending 6/4/11) GS-9 & 11’s would get a bump in pay upon being
reassigned (not detailed) to the 2210 PD due to existence of SSR tables in certain
geographic locations
•
If SSR increases occur, extreme variances in dollars gained exist - (Need to be careful in
our messaging)
•
Pay will remain the same for any GS-391-12/13s who move to 2210 positions as locality
pay is higher at the grades 12/13.
•
Pay will not change for 392 to 335 movement as Special Salary Rates do not exist for
the 335 series
•
•
•
•
Critical Job Elements –
See next slide for changes to aspects
Departure appraisals required for employees who leave 391 and move to 2210
New performance plans established for reassignments/details over 60 days to 2210
CJEs.
9
Workforce Impact - What is Changing?
GS-391 Critical Job Elements
GS-2210 Critical Job Elements
I. Employee Satisfaction - Employee
Contribution
A. Workplace Interaction
B. Workgroup Involvement
C. Workplace Environment
II. Customer Satisfaction - Knowledge
A. Telecommunication Studies
B. Systems Development and Testing
C. Problem Identification and Resolution
D. Customer Service
III. Customer Satisfaction - Application
A. Systems Support and Maintenance
B. Written and Oral Communications
C. Follow-up and Feedback
IV. Business Results - Quality
A. Analysis and Process Improvement
B. Expertise
C. Security
V. Business Results - Efficiency
A. Workload Management
B. Planning, Coordination and Scheduling
C. Contingency Planning
I. Employee Satisfaction - Employee
Contribution
A. Workplace Interaction
B. Workgroup Involvement
C. Workplace Environment
II. Customer Satisfaction - Knowledge
A. Technical Skills
B. Installation and Maintenance
C. Problem Resolution
III. Customer Satisfaction - Application
A. Customer Service
B. Written Communication
C. Oral Communication
IV. Business Results - Quality
A. Analysis and Design
B. Accuracy of Work
C. Security
V. Business Results - Efficiency
A. Workload Management and Utilization of Time
B. Staff/Administrative Work
C. Program and Project Management
10
Workforce Impact - What is Changing?
GS-392 Critical Job Elements
GS-335 Critical Job Elements
I. Employee Satisfaction - Employee
Contribution
A. Workplace Interaction
B. Workgroup Involvement
C. Workplace Environment
II. Customer Satisfaction - Knowledge
A. Technical Skills
B. Problem Resolution
C. Installation, Maintenance and Support of
Equipment and Wiring
III. Customer Satisfaction - Application
A. Customer Service
B. Communications
C. Interpersonal Skills
IV. Business Results - Quality
A. Documentation and Reports
B. Security Compliance
C. Circuitry and Equipment Inventory
V. Business Results - Efficiency
A. Workload Management
B. Time Utilization
C. Project Implementation
I. Employee Satisfaction - Employee Contribution
A. Workplace Interaction
B. Workgroup Involvement
C. Workplace Environment
II. Customer Satisfaction - Knowledge
A. Technical Knowledge
B. Installation and Maintenance
C. Problem Resolution
III. Customer Satisfaction - Application
A. Customer Service
B. Written Communication
C. Oral Communication
IV. Business Results - Quality
A. Quality of Work and Process Improvement
B. Report Preparation
C. Security and Disclosure
V. Business Results - Efficiency
A. Workload Management
B. Completed Staff and Administrative Work
C. Utilization of Time
11
Workforce Transition – The Road to Reassignments
• Mgmt is committed to providing appropriate training to
employees contingent upon budget and Article 30
provisions (will discuss more when we get to slides 17-18)
• Employees will be moved to 2210/335 positions all at
one time
• Employees will be placed into the 2210/335 positions via
“Details” or “Reassignment” Actions
– Challenge: OPM qualifications for the 2210/335 positions require that
employees must possess 1 year of specialized experience for the new
series/specialty at the same/next lower grade in order to be reassigned
into the position
– See Next Slide for more discussion on Reassignments and Details
12
Workforce Transition (cont’d)
Reassignments – Ultimate Goal
• Permanent placement action used when OPM qualifications are met
• MUST QUALIFY: Need 1 year of qualifying experience equivalent to the next lower/same grade
in the same line of work (2210 NS or P&P)
• Proposal: Employees be encouraged to complete a Career Connector (CC) Qualifications
Questionnaire (be given 2 weeks to do so) to help Brookhaven Employment make quals
determinations; (W/O this, the Employment Office only has “Systems” data (positions
held) available to go by in making quals determinations)
• Reassignments can positively impact pay where “2210 Special Salary Rate Tables” exceed
“Locality Pay Tables” (See slides 14-16)
• All 392s will qualify for a reassignment to the 335 series; No CC questionnaires need completed
for quals determinations
Details –
• Temporary placement action used when OPM qualification requirements are not met to support
a reassignment action
• Once detailed, need up to 1 year experience detailed to 2210 position/specialty before a
reassignment action can be made
• Will work with Employment to monitor when perm reassignment can be made (based on amount
of specialized experience that is needed); CC info can help us measure this
• Details do not impact pay but provide qualifying experience for position in which placed
13
Salary Tables – Full Working Level GS 09
STATE CITY
LOCALITY PAY SPECIAL SALARY PAY
TN
MEMPHIS
47,448 - 61,678 54,032 - 70,236
WV
MARTINSBURG 51,630 - 67,114 54,032 - 70,236
14
HIGHER PAY TABLE
Special
Special
Salary Tables – Full Working Level GS 11
STATE CITY
FRESNO
LAGUNA NIGUEL
LOS ANGELES
CA
OAKLAND
SAN FRANCISCO
SAN JOSE
DENVER
CO
WASHINGTON
DC
JACKSONVILLE
FL
PLANTATION
ATLANTA
GA
CHAMBLEE
CHICAGO
IL
INDIANAPOLIS
IN
COVINGTON
KY
NEW ORLEANS
LA
ANDOVER
MA
BOSTON
BALTIMORE
MD
DETROIT
MI
ST PAUL
MN
KANSAS CITY
MO
ST LOUIS
LOCALITY PAY
57,408 - 74,628
63,945 - 83,126
63,945 - 83,126
67,963 - 88,349
67,963 - 88,349
67,963 - 88,349
61,612 - 80,093
62,467 - 81,204
57,408 - 74,628
60,742 - 78,962
59,987 - 77,981
59,987 - 77,981
62,909 - 81,779
57,669 - 74,967
59,615 - 77,497
57,408 - 74,628
62,758 - 81,583
62,758 - 81,583
62,467 - 81,204
62,401 - 81,119
60,827 - 79,073
57,408 - 74,628
57,408 - 74,628
SPECIAL SALARY PAY
59,339 - 77,138
NONE
NONE
NONE
NONE
NONE
61,853 - 80,406
60,344 - 78,445
59,339 - 77,138
60,344 - 78,445
59,339 - 77,138
59,339 - 77,138
61,853 - 80,406
59,339 - 77,138
60,344 - 78,445
59,339 - 77,138
61,853 - 80,406
61,853 - 80,406
60,344 - 78,445
61,853 - 80,406
60,344 - 78,445
59,339 - 77,138
59,339 - 77,138
15
HIGHER PAY TABLE
Special
Locality
Locality
Locality
Locality
Locality
Special
Locality
Special
Locality
Locality
Locality
Locality
Special
Special
Special
Locality
Locality
Locality
Locality
Locality
Special
Special
Salary Tables – Full Working Level GS 11
(Cont.)
STATE CITY
GREENSBORO
NC
RALEIGH
NV
LAS VEGAS
BUFFALO
HOLTSVILLE
NY
NEW YORK
NEW YORK-KINGS
OH
CINCINNATI
OR
PORTLAND
PHILADELPHIA
PA
PITTSBURGH
MEMPHIS
TN
NASHVILLE
AUSTIN
DALLAS
TX
FARMERS BRANCH
HOUSTON
UT
OGDEN
WA
SEATTLE
WI
MILWAUKEE
WV
MARTINSBURG
LOCALITY PAY SPECIAL SALARY PAY
57,408. - 74,628.
59,339 - 77,138.
59,158 - 76,902
59,339 - 77,138.
57,408. - 74,628.
59,339 - 77,138.
58,826 - 76,471.
59,339 - 77,138.
64,729 - 84,146
NONE
64,729 - 84,146
NONE
64,729 - 84,146
NONE
59,615 - 77,497
60,344 - 78,445
60,520 - 78,674
60,344 - 78,445
61,245 - 79,615
60,344 - 78,445
58,519 - 76,072
59,339 - 77,138.
57,408. - 74,628.
59,339 - 77,138.
57,408. - 74,628.
59,339 - 77,138.
57,408. - 74,628.
59,339 - 77,138.
60,681 - 78,883
60,344 - 78,445
60,681 - 78,883
60,344 - 78,445
64,724 - 84,139
NONE
57,408. - 74,628.
59,339 - 77,138.
61,255 - 79,628
60,344 - 78,445
59,389 - 77,203
59,339 - 77,138.
62,467 - 81,204
60,344 - 78,445
16
HIGHER PAY TABLE
Special
Special
Special
Special
Locality
Locality
Locality
Special
Locality
Locality
Special
Special
Special
Special
Locality
Locality
Locality
Special
Locality
Locality
Locality
Training for 391s Moving to 2210 Network Services Positions
In keeping with A30, training needs will be assessed for each employee and individual
training plans established accordingly. The following are examples of the types of
training that could be provided employees:
•
Formal Training – Cisco and Avaya systems
•
Webex Training – Cisco Unified Call Manager
•
Coaching – Provide each employee with an assigned coach for at least 6 months
•
On-the-Job Training – pair up employees for supporting trouble tickets and projects
for at least 6 months
•
CPE Training – Develop and offer Cisco and Avaya training sessions (at least 4
sessions during 2011)
•
ELMS – Integrate Self Study training for Telecommunications
•
Technical Support – Create a technical support team during FY11/12
•
Network Professionals Community of Practice– On going monthly calls to share
information and provide support on our new technology
17
Training for 392s Moving to 335 Positions
In keeping with A30, training needs will be assessed for each employee and individual
training plans established accordingly. The following are examples of the types of
training that could be provided employees:
•
Webex Training – VoIP in Practice
•
Coaching – Provide each employee with an assigned coach for at least 6 months
•
On-the-Job Training – pair up employees with 2210’s for supporting trouble tickets
and projects for at least 6 months
•
CPE Training – Develop and offer Cisco and Avaya training sessions (at least 2
sessions during 2011/12)
•
ELMS – Integrate Self Study training for Network Telecommunications
•
Network Professionals Community of Practice– On going monthly calls to share
information and provide support on our new technology
18
Estimated Timeline
Issue A15
Notice to
NTEU
Conduct 7114
Meetings with
Employees
Brief/Bargain with NTEU
May
June
July
Aug
Sept
2011
2011
2011
2011
2011
Oct – Dec 2011
2 week timeframe for employees to
submit Career Connector template
______
3 weeks for BH to conduct quals
________
Inform employees and 4 weeks
later: effect detail or reassignment
actions
19
References
•
EN organizational chart/structure
•
Crosswalk of 391/392 reassignment “to/from” positions
•
PDs:
– 97543 (Full Working Level 2210-09 Network Services)
– 96274 (Full Working Level 2210-11 Network Services)
– 94375 (Full Working Level 2210-12 Network Services)
– 94376 (Full Working Level 2210-13 Network Services)
96550 (Full Working Level 2210-13 Network Services)
– 94649 (Full Working Level 2210-12 Policy & Planning)
– 94670 (Full Working Level 2210-13 Policy & Planning)
– 96270 (Full Working Level 335-7)
•
2210 CJEs
•
335 CJEs
20