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NAF HR for NAF HR for SUPERVISORSSUPERVISORS
SEPARATIONSSEPARATIONS(Non Disciplinary)(Non Disciplinary)
AR 215-3, CHAPTER 2AR 215-3, CHAPTER 2
LEARNING OBJECTIVELEARNING OBJECTIVESupervisors will be able to: Become familiar with separation
actions and required documentation Causes and impact of separation Identify uncontrollable and
controllable areas of turnover Recognize what can be done to
reduce turnover
Stakeholders and Area of Impact Commander DFMWR Managers Financial Management Supervisors CPAC NAF HRO Employees
NAF SEPARATIONSNAF SEPARATIONS
SEPARATION NATURE OF ACTIONSSEPARATION NATURE OF ACTIONS All Separation Nature of Actions
• Resignation• Resignation Public Law 101-508• Separation - Public Law 101–508 (rare cases of involuntary
conversion to APF)• Separation –Disqualification• Separation-Misconduct (covered under a separate module)• Separation-Inefficiency• Separation-Business Based Action• Separation- Limited Tenure• Separation-Death• Separation During Probationary Period• Separation-From Flexible Appointment• Separation-Abandonment of Position• Separation-Retirement• Separation-Transfer of Function• Transfer Out
Voluntary Voluntary Initiated by employee Initiated by employee Reason and effective date documented Reason and effective date documented
(very important)(very important) May be rescinded upon management May be rescinded upon management
approvalapproval
RESIGNATIONSRESIGNATIONS
SEPARATION FROM FLEXSEPARATION FROM FLEX
7 Calendar Days Notice• Letter recommended
Taken without prejudice No grievance rights May apply for other jobs
SEPARATION LIMITED SEPARATION LIMITED TENURETENURE
Prior to or upon completion of project
Taken without prejudice
14 day advance notice (if separation effected prior to project expiration)
SEPARATION DURING SEPARATION DURING PROBATIONPROBATION
1year probationary period• initial appointment - regular position
Lack of necessary skills or character traits• Discuss with employee• Period to improve• Prepare record of discussion• Documented copy of the discussion to employee
If no improvement:• 7 days notice - 3434• 24 hour notice if damage to property, loss of funds, or
injury to employee or coworkers is anticipated No grievance rights
Relocation Moving out of the area Moving to accompany spouse (including PCS)
Career Opportunities Accepting a position with another agency (APF or
NAF) Accepting another position within Army (APF or
NAF) Accepting a position with the private sector Better career advancement opportunities
Personal Reasons (varies) Salaries and Benefits Other (?)
TOP REASONS FOR TOP REASONS FOR SEPARATIONSSEPARATIONS
TURNOVER DATATURNOVER DATA Occupations with the highest Turnover
• Child & Youth Program Assistants and administrative assistants• Recreation Aids and assistants• Food Service Workers
Employment Categories with the highest Turnover
• Flexible employees (65-75% of separations)• Regular Part Time employees• Regular Full Time employees
Top impacts of Turnover on a NAF Organization /Activity
The Vicious Cycle
Increased costs and workload Low morale/performance issues Program quality and service delivery Customer complaints and loss of revenue Significantly increased the NAF HR workload
TURNOVER DATA TURNOVER DATA contcont
TYPES OF TURNOVER AND TYPES OF TURNOVER AND RECOMMENDATIONSRECOMMENDATIONS
UNCONTROLLABLE:
PCS/Relocation of family member employees (to include when soldiers deploy)
Automated solution for tracking/planning PCS moves Management / HR Employee (Military Spouse)
How many will be PCSing (%)? Timeframe?
HR – Better documenting/coding in DCPDS
Special initiatives such as BRAC/JOINT BASING/PAL …etc. Planning – Losses, gains, impact…etc Preparation for increased workload
Other: Medical, Retirement, Death, Interagency transfers, ODM, Background checks with derogatory results…etc.
TYPES OF TURNOVERTYPES OF TURNOVERCONTROLLABLE:
Voluntary Resignations based on:
Compensation Lack of benefits Lack of professional development opportunities Work environment Dysfunctional: when high performers leave for various reasons (dissatisfaction with one or more issues other than above)
Involuntary Separations based on:
Discipline (related to performance) AWOL Disqualification Separation of FLEX, RLT and probationary employees
SUGGESTED IMPROVEMENTSSUGGESTED IMPROVEMENTS Cost Awareness associated with turnover
Establish benchmarks for controllable turnover
Document/Code Reasons for Separations Accurately (Mgr, Supv, NAF HR)
Ensure the widest possible use of Army Exit Survey (Mgr, Supv, NAF HR)
Ensure every separating employee out-processes at the NAF HRO (Mgr & Supv)
Possible uniform deposit to help enforce (FMWRC) CAC Card return upon separation agreement (Army Policy)
Keeping Informed and Identifying Trends
Become more proactive Develop a Strategic Recruitment Plan (Mgrs & NAF HR) Pre-recruitment discussions between NAF HRO and Managers/Supervisors Quality Referral Lists Place the right person in the right job at the right time Increased knowledge of serviced organizations and
their needs – alignment with the strategic goals of the
organization Communication throughout the recruitment process Notice and point out anomalies before taking action Job analysis Apply analytical skills and critical thinking
SUGGESTED IMPROVEMENTS SUGGESTED IMPROVEMENTS CONTCONT