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U.S. Postal ServiceWashington, DC 20260-4250

Establishing Nonbargaining RequirementsHandbook EL-350 November 1989

A. Explanation

This new handbook provides detailed procedures for establishing selection requirements forExecutive and Adlministrative Schedule (EAS) positions. The procedures and concepts presentedhere apply to nonbargaining selection procedures and systems covered by Handbook EL-311,Personnel Operations, (except those filled under the Initial Level Supervisor (ILS) and Postmasterselection systems) and to other EAS positions covered by selection procedures which reference thishandbook. As appropriate, the handbook is used in conjunction with requirement statementsprovided by the Office of Selection and Evaluation through the Organization Management StaffingSystem (OMSS).

B. Distribution

This handbook is distributed as follows:

1. Post Offices

CAG

A-D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

E-G . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2. Other Facilities

The following facilities receive four copies each unless the quantity is specified:

Bulk Mail CentersEngineering Support CenterFacilities Service CentersField Divisions (Field Director, Human Resources) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Field Training CentersHeadquarters Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Headquarters Service CentersHeadquarters Supply . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Human Resources Service CentersInspection Service Divisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Mail Transport Equipment CentersMail Equipment ShopMaintenance Overhaul & Technical Service CentersMaintenance Technical Support CenterManagement Academy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Management Sectional Centers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Materiel Distribution Center (Somerville) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Materiel Distribution Center (Topeka) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Money Order DivisionNational Information Systems Development CenterNational Test Administration CenterPhilatelic Sales DivisionPostal Data CentersPostal Employee Development CentersProcurement Service OfficesRegional Chief lnspectors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Regional Directors, Human Resources

Quantity

10

5

10

100

100

1

15010

500500

1

Technical Training CenterTransportation Management Service Centers

C. Additional Copies

Authorized holders of this handbook may order additional copies from the materiel distributioncenters using Form 7380, MDC Supply Requisition.

D. Comments

If you have questions or comments concerning this handbook, send a memorandum throughmanagement channels to:

Director, Office of Selection and EvaluationEmployee Relations DepartmentU. S. Postal Service Headquarters475 L’Enfant Plaza, SWWashington, DC 20260-4250

Joel S. TroschAssistant Postmaster GeneralEmployee Relations Department

Establishing Nonbargaining Requirements

Contents

Chapter 1--Overview

110 Purpose111 Vacancy Announcements112 EAS Position Vacancies

112.1 Requirements Already Developed112.2 Requirements Not Yet Developed

120 General121 Scope122 Requirements

130 Terms and Definitions131 General

131.1 General Terms131.11 Best Meets131.12 Knowledge, Skill, and Ability

(KSA)131.2 Specific Terms

131.21 Selection Consideration Terms131.22 Other Specific Terms

-

140 Process Summary141 Initial Review

141.1 Conducting the Review141.2 Documenting the Review

142 Need for Changes142.1 Minor Changes142.2 Extensive Changes142.3 Reviewing the Process for Establishing

Requirements

Chapter 2--Philosophy of RequirementsDevelopment

210 General211 Responsibility212 General Approach

Chapter 3--Posting VacancyAnnouncements

310 Vacancies311 Determining the Need for Filling a Position312 Establishing Requirements

313 Process Overview

320 Automated Vacancy Announcements321 Using the Automated System322 When the Automated System Cannot Be

Used

Chapter 4--Review and Revision ofExisting Requirements

410 General411 Introduction412 No Arbitrary Changes

420 Requirements Review421422

423

424425

GeneralStep 1- Manager Reviews CurrentDocumentsStep 2- Identify the Subject Matter Experts423.1 Manager Only423.2 Additional SMEs

Step 3- SMEs Review Current DocumentsStep 4- Establish/DevelopRequirements/Special Conditions

Chapter 5--Developing Requirements

510 Introduction

520 Steps Needed521 Step 1 - Identify the Subject Matter Experts

(SMEs).521,1 Managers as SMEs521.2 Representative Group as SMEs521.3 Additional SMEs

Handbook EL-350, November 1989

(p. 2) Establishing Nonbargaining Requirements

522 Step 2 - Identify Duties of the Position522.1 Use Standard Position Description522.2 Review Duties Listed522.3 Relevant Duties Only522.4 Making Changes

523 Step 3 - Convert Duties to Requirements523.1 Needed Requirements523.2 General Procedures for Writing

Requirements Statements523.21 Duty - KSA Relationship

Example523.22 Knowledge and Ability

Statements523.221 Knowledge523.222 Ability523.223 How to Write Knowledge

and Ability Statements523.23 Skill Statements523.24 Putting Together KSAs

523.3 Getting Started523.31 Review Similar or Related

Positions523.32 Example523.33 Appropriate Language

523.4 Use Modifiers523.41 Purpose523.42 Example

523.5 Language to Avoid523.51 Abstract Modifiers523.52 Synonyms523.53 Degrees or Certificates523.54 Experience523.55 Example

523.6 KSAs for Management Abilities523.61 Use a Generic Ability Statement523.62 Management Dimensions

523.7 KSAs for Human Relations andCommunications

523.71 When Separate Statements AreNot Used

523.72 When Separate Statements AreUsed

523.8 Use KSAs for Major Functions523.81 Include KSAs for Major Duties

Only523.82 Address All Major Duties

523.9 Typing and Driving Requirements523.91 When Mandatory523.92 When Optional

524

525526

523.93 Test 712523.94 Test 714523.95 Test 713523.96 OF-346

Step 4 - Record Educational Requirements524.1 Degrees

524.11 When Degrees Are NotNecessary

524.12 When Degrees Are Necessary524.13 For EAS-20 and Above

Positions Only524.14 Degrees Added by

Managers/SMEsStep 5 - Record Special ConditionsStep 6 - Finalization of Requirements/SpecialConditions526.1 Determining the Number of KSAs526.2 Reviewing Requiremens and Special

Conditions526.3 Using the Requirements Worksheet for

Review526.4 Checklist and Case Studies

Chapter 6--Documentation

610 HR Review

620 Resolution of Discrepancies

630 Vacancy Announcements

640 Records

AppendicesAppendix AAppendix BAppendix CAppendix DAppendix EAppendix FAppendix GAppendix HAppendix IAppendix J


Establishing Nonbargaining Requirements 122

110The

Chapter 1Overview

Purpose

basic characteristic which distinguishes amanager’s responsibilities from those ‘of otheremployees is that the manager is expected toaccomplish unit or functional area goals throughother people. Just as a manager would think longand hard about the specifications of a machinebefore entering into a multiyear leasing contract,so must a manager think about requirements forthe unit’s staff. Employees are the Postal Ser-vice’s most vital resource, and they have a day-to-day impact on operations which no machineever could. Failure to select people who can com-petently execute their job responsibilities canmean the unit’s performance does not measureup to expectations. At the least, the manager mayhave to shoulder the burden of remedying orcompensating for staff deficiencies. Staff selec-tion, therefore, is a key managerial function. Se-lecting the people that best meet therequirements for various jobs is a major steptoward ensuring that the unit’s goals will be met.

111 Vacancy Announcements

Requirements shown in vacancy announcementsshould provide potential applicants with a preciseidea of the qualifications being sought for thevacant positions. They should also provide reviewcommittees and/or selecting officials with infor-mation useful for selecting the applicant who bestmeets the requirements of the position.

112 EAS Position Vacancies

112.1 Requirements Already Developed. Re-quirements for inclusion in vacancy announce-ments fo r t he ma jo r i t y o f Execu t ive andAdministrative Schedule (EAS) position vacancieshave been developed by the Office of Selectionand Evaluation and can be accessed through theHuman Resources Information Systems (HRIS).Usually a manager with an EAS vacancy willneed only to review the requirements provided byHuman Resources to ensure that they relate tothe duties assigned to the position as it is ex-

ecuted at his or her facility, and then documentthe review.

112.2 Requirements Not Yet Developed. In somecases, however, no requirements will be providedbecause they have not yet been developed. Theprocedures outlined in this document provide asystematic approach to collecting information andjudging how it relates to a specific job. An impor-tant step in the process is gathering informationfrom the individual or individuals most knowl-edgeable about the position. They can assist inidentifying the most critical requirements and em-phasize what is needed for selection. Step-by-stepinstructions have been developed to help peopleknowledgeable about jobs identify and developcritical requirements to include in vacancy an-nouncements. The process also provides a docu-mented record of how the requirements for aparticular position were developed.

120 General

121 Scope

The procedures and concepts presented here ap-ply to all EAS positions filled under proceduresin Handbook EL-311 (except those filled underthe Initial Level Supervisor and Postmaster selec-tion systems) and to other EAS positions coveredby selection procedures which reference thishandbook.

122 Requirements

Requirements are the criteria by which applicantsare measured and selected for positions. When anexisting EAS position vacancy is about to befilled, requirements must be established whichwill be used throughout the selection process in-cluding in the review of applications and duringinterviews. As stated earlier, requirements havealready been written for most high incumbencypositions and are available from the Human Re-sources division in your office.


130 Establishing Nonbargaining Requirements

130 Terms and Definitions

131 General

The following terms and definitions are usedthroughout these guidelines.

131.1 General Terms

131.11 Best Meets. The term “best meets” meansthe review committee or selecting official shouldchoose an individual whose knowledge, skills, andabilities are of such high quality as to stronglyindicate that there is a high probability of suc-cessful performance in the position.

131.12 Knowledge, Skill, and Ability (KSA)

a. Knowledge. Learned information possessedby an individual that can be applied directly tothe performance of a job task (e.g., knowledge offinancial reporting techniques).

b. Skill. A present and observable profi-ciency to perform a learned physical task, or aproficiency which is acquired through practice(e.g., typing, driving). Normally, skills are notused to refer to requirements for EAS positions.

c. Ability. A present competence to performa task, or a behavior which results in an observ-able product, (e.g., ability to prepare reports onfinancial activities).

Note: Task is defined here as an activity whicheither may produce a simple product (e.g., acompleted report), or may be ongoing (e.g., su-pervising or planning).

d. KSA. An acronym for knowledge, skill,and ability.

131.2 Specific Terms.

131.21 Selection Consideration Terms

a. Requirements. Knowledge, skills, and abili-ties (KSAs) that are necessary at entry into theposition in order to successfully perform the ma-jor duties related to the job. Although degrees arenot normally listed as requirements, some posi-tions may include academic degrees, licenses, andtraining. Mandatory educational and certificationrequirements are determined by Headquarters Of-fice of Selection and Evaluation only or are speci-fied in Headquarters directives. Offices mayspecify academic degrees in some instances for

highly technical or professional positions EAS-20or above (see subchapter 524).

b. Special Conditions. Position requirementsessential to satisfactory job performance whichinvolve a determination of an applicant’s willing-ness to meet some need rather than to the ap-plicant’s knowledge or abilities (e.g., willingnessto travel frequently; willingness to work irregularhours).

131.22 Other Specific Termsa. Standard Position Description. Document

used for job evaluation purposes which describesthe major duties and tasks normally performed byan incumbent in a position. For nonbargainingpositions, this information is contained in Hand-book EL-202, Standard Position Descriptions.

b. Subject Matter Experts (SMEs). Individualswho are very knowledgeable about the position.Usually SMEs are the managers of the vacantpositions and/or incumbents in identical or similarpositions.

c. Supervisor/Manager. These terms are usedinterchangeably throughout this document to re-fer to someone in the Executive and Administra-tive Schedule (EAS) or Postal Career ExecutiveService (PCES) schedules rather than to someoneat a particular level of the organization.

d. Vacancy Announcement. A published doc-ument which contains information about a vacantposition. The announcement includes the positionfunction, requirements, and, if applicable, specialconditions needed to perform the job successfullyupon entry into a position. This information isused by applicants, review committee members,and selecting officials.

140 Process Summary

141 Initial Review

141.1 Conducting the Review. Human Resourceswill provide the manager with the vacancy withtwo documents: the Standard Position Descriptionand a set of position requirements. The manager,as someone knowledgeable about the vacant posi-tion, will determine if the requirements accuratelyreflect the needs of the position as it is used inhis or her unit. The manager’s job knowledge isvery important to this process and usually cannotbe substituted by that of others less familiar withthe position (see 142.1). The manager’s review


Establishing Nonbargaining Requirements 142.3

will focus on the KSAs needed to perform theduties as shown on the Standard Position De-scription. For each requirement the managermust ask:

a. Is this KSA related to the duties stated inthe Standard Position Description?

b. Is this KSA needed at entry into theposition or after a short orientation period, ratherthan after an extended period in the job or intraining?

c. Is this KSA critical or important to suc-cessful performance in the position?

d. Is this KSA descriptive of the level orscope of work required?

e. Is this KSA useful for distinguishing be-tween minimally acceptable and superior employ-ees?

f. Are there any major duties which have notbeen addressed by a KSA?

141.2 Documenting the Review. If no revisionsare required, the manager finalizes the process bydocumenting the review on a Form 8023, R e -quirements Worksheet, (see Exhibit 141.2) andreturning it to Human Resources.

142 Need for Changes

142.1 Minor Changes. In most cases the changesneeded to a requirement are minor ones limitedto updating terminology, etc. Very seldom isthere a need to actually change any basic dutiesor position requirements. Ordinarily, managersmake minor changes on their own without anyoutside assistance. However, if the manager isnew to the position, or the vacant position is in ahighly technical area and her or his knowledge ofthe position requirements is limited, then themanager may wish to identify other individualsknowledgeable about the position to provide as-sistance.

142.2 Extensive Changes. If managers expectchanges or additions to requirements to be exten-sive or to affect a position which is used inseveral units in addition to their own, they shouldinclude several other knowledgeable people in theprocess.

142.3 Reviewing the Process for EstablishingRequirements. This handbook and the accom-panying video, Establishing EAS Requirements(21552-00), explain the process for establishingposition requirements and outline the principlesof requirements development. They should be re-viewed by managers with EAS vacancies, thosewho serve as subject matter experts, and HumanResources staff members who assist them.


Exhibit 141.2 Establishing Nonbargaining Requirements

Position Title

Requirements Worksheet

I. Documentation of ReviewThe requirements/special conditions for the subject position have been reviewed and are:

❑ Accurate as shown on the attached ❑ Shown on the attached requirements sheet ❑ Listed inrequirements sheet and/or in section 11, below sectiom 11,

below

Slgnature/Title of Subject Matter Expert Date Slgnature/Title of Subject Matter Expert Date

Signature/Title of Subject Matter Expert Date Slgnature/Title of Subject Matter Expert

Certificatlon of Human Resources Review (Signature) Title Date

II. Requirements/Special Conditions

List Knowledge, Skills, Abilities/Special Conditions. Enter the related duty number and check the appropriate boxes If any box can NOT be

checked, consult Handbook EL350 Establ ishing Nonbargaining Requirements.

I

Knowledge, Skills, Abilities/Special ConditionsDuty

No

Needed Important

at or

Entry Critical

Useful for

Distinguishing

between Minimally

Acceptable

and Superior

Employees

Ill. Additional/Revised Major Duties of the Position

Duty Statement Duty No.



PS Form 8023, August 1989

Exhibit 141.2, Form 8023, Requirements Worksheet



210 General

Chapter 2Philosophy of Requirements Development

211 ResponsibilityThis handbook is intended for two audiences:managers with position vacancies (here referredto as the manager) and the Human Resourcesstaff (here referred to as the HR specialist)charged with administering nonbargaining-unit se-lection. While the ultimate stake in good em-ployee selection lies with the manager, humanresources management has become sufficientlycomplex to warrant the involvement of HR spe-cialists who must ensure that: 1) the selectionprocess produces candidates who best meet jobrequirements; 2) all relevant laws and Postal Ser-vice policies are observed; 3) administrative mat-ters are handled efficiently; and 4) the process isfair, both in fact and in appearance.

212 General Approach

The general approach taken toward developingrequirements is as follows:

a. Ordinarily, state requirements as knowl-edge, skills, or abilities (KSAs) needed for suc-cessful job performance. Requirements developedunder these guidelines should not normally in-clude specific academic degrees, licenses, or cer-tificates. While such credentials may be one wayan applicant might demonstrate possession of thenecessary KSAs, the goal is to select people whopossess current capability to successfully performon the job, not necessarily those with a degree orcertificate. It is better to state the KSAs neededthan to state a degree requirement. The sameholds for experience; it is not the amount ofexperience, but rather what appl icants havegained from their experience, that counts. There-fore, years of experience should not be includedas a requirement.

b. In some limited instances, it may be usefulto include specific academic degrees, licenses, orcertificates for professional or technical positions.EAS-20 or above. Degrees are included only whena high level of specialty is needed. Most EASpositions, however, including most EAS-20 and

above positions, will not specify academic de-grees, etc.

c. The Organization Management StaffingSystem (OMSS), Vacancy Announcements optionprovides requirements for most high incumbentEAS positions.

d. Avoid making arbitrary changes in re-quirements from one posting to the next andfrom one installation to another for any givenposition. However, both the manager and the HRspecialist are jointly responsible for producingrequirements that accurately ref lect the job.Therefore, chapter 4 covers procedures for re-viewing and amending existing vacancy announce-ments to address specific position/installationneeds.

e. Chapter 5 provides instructions for writingrequirements where no previously developed re-quirements exist, The procedures create supportmaterials which document requirement develop-ment.

f. The information contained in the Trainingand Experience section found i n some StandardPosition Descriptions is intended for job evalu-ation purposes, not for selection: therefore, donot use it when developing requirements. Do notuse the qualification standards in the obsoletehandbooks, EL-302, Qualification Standards -Nonbargaining-Unit Positions, or X-118B, Quali-fication Standards for Postal Field Service.

g. When writing requirements, it is importantnot to alter the function of a position as definedin the Standard Position Description. For exam-ple, it would be inappropriate to list as a require-ment, ability to supervise for a nonsupervisoryposition. Likewise, ability to program is an in-appropriate requirement if a position involvesonly incidental use of computers. Also, nevergenerate requirements to circumvent authorizedstaffing matrices. When the authorized positiondoes not seem to correspond to the work actuallyrequired, contact Human Resources for assistance.

h. The initial decision about who should beinvolved in developing requirements usually restswith the manager with the vacant position as-



sisted by an HR specialist. Normally, the manager is involved to provide his or her perspective; and in a number of instances, this perspective alone may be sufficient. It is also desirable to seek input from several people knowledgeable about the job. A manager who is unfamiliar with the nature of the job should delegate the task of formulating requirements for it.

i. Since job requirements are used through-out the selection process, it’s important to write them to be understood by applicants who respond to them, and review committee members and selecting officials who use them to evaluate the qualifications presented by the applicants.



Chapter 3Posting Vacancy Announcements

310 Vacancies

311 Determining the Need for Filling aPosit ion

When there is an actual or anticipated vacancy,the managers concerned determine the need forfilling it. If the decision is to fill it, the managerwith the vacancy and a designee from HumanResources should work expeditiously to finalizethe process.

312 Establishing Requirements

Part of the process involves posting an accuratedescription of the position and its requirements tosolicit applications; a vacancy announcement isused for that purpose. The manager and HRspecialist must make the following determinationsprior to reaching this point:

a. Is there a vacancy announcement whichwas used in the past and developed according tothe present guidelines? If so, the steps outlined inchapter 4 apply; if not, see chapter 5.

b. Are requirements for the position avail-able in OMSS? If so, the steps outlined in chapter4 apply; if not, see chapter 5.

313 Process OverviewThe process of establishing requirements is sum-marized in Exhibit 313.

320 Automated Vacancy Announcements

321 Using the Automated System

When, as in the majority of cases, offices use therequirements provided in OMSS without amend-ment, a computer-generated vacancy announce-ment is produced by the HR specialist. Officesuse the system to produce vacancy announce-ments for EAS positions including Postmaster(inservice) and Initial Level Supervisor positionvacancies. However, offices must provide the ap-propriate application information to applicantswhen the automated system is used for postingInitial Level Supervisor positions filled under theCandidate List or Individual Application Proce-dures.

322 When the Automated System Cannot BeUsed

If the office must amend the provided require-ments, the vacancy announcement is producedmanually using Form 990, Vacancy Announce-ment . Requirements are not changed withinOMSS. The automated vacancy announcementfor Postmaster positions without subordinate ca-reer employees cannot be used since factors 6-9(labor relations, equal employment opportunity,employee development, and supervision) are notappropriate.



Chapter 4Review and Revision of Existing Requirements

410 General

411 IntroductionIn this chapter we will examine the steps taken toreview and, if necessary, revise requirementswhen they are provided in OMSS or are availablefrom a previous vacancy announcement devel-oped under these guidelines. (See Exhibit 411.)

412 No Arbitrary Changes

Refrain from making arbitrary changes in re-quirements for any given position from oneposting to the next. However, in a dynamic or-ganization changes occur in the way installationsuse a position. This must be reflected in therequirements. The manager with the vacancy isresponsible for seeing that the requirements areappropriate and for initiating necessary changes.

420 Requirements Review

421 General

A designee from Human Resources will providethe manager with a copy of the Standard PositionDescription and the requirements, either pre-viously developed under these guidelines from theoffice files, or from OMSS. The manager is re-sponsible for initiating the following steps unlessotherwise specified.

422 Step 1 - Manager Reviews CurrentDocuments

The manager makes a preliminary review of therequirements and the Standard Position Descrip-tion to determine if the requirements accuratelyreflect the needs of the position, or if changeshave been made locally to the duties which mightaffect the requirements. If no revisions are re-quired, the manager may terminate the process bydocumenting the action in Section I on Form8023, Requirements Worksheet, as shown in Ex-hibit 422:


423 Step 2 - Identify the Subject MatterExperts

423.1 Manager Only Normally, the manager willserve as the sole SME. As stated earl ier insubchapter 140, the need for changes is expectedto be rare and, when necessary, will likely beminor, limited to updating terminology ratherthan actually changing any basic duties or re-quirements. Therefore, the manager will not nor-mally need assistance unless his or her knowledgeof the position is limited, which might be true ifthe manager was newly promoted or if the vacantposition is in a highly technical area. However,the manager has the option of identifying otherindividuals who are very knowledgeable about theposition to serve with him or her as SMEs.

423.2 Additional SMEs If the changes affect aposition which is used in more than one unit oradditions are expected to be extensive, the man-ager should involve addi t ional SIMEs. (Seesubchapter 521 for further information on SMEidentification.)

424 Step 3 - SMEs Review CurrentDocuments

The SMEs should review the requirements in thevacancy announcement in conjunction with theirrelated duties in the Standard Position Descrip-tion. SMEs should determine if the KSAs are:

a. Needed at entry? If not, delete.

b. Important or critical? If not, delete.

c. Related to one or more duties as stated inthe Standard Position Description? If not, rewriteor delete.

d. Descriptive of the level or scope required?If not, rewrite.

e. Useful for distinguishing between mini-mally acceptable and superior employees? If not,rewrite.


425 Step 4 - Establish/Develop view by completing Section I on the Require-

Requirements/Special Conditions ments Worksheet. If changes are required, theSMEs should follow the steps outlined in chapter

The S M E s d e t e r m i n e i f the established 5, beginning with Step 2, Identification of Duties,requirements/special conditions are appropriate or or Step 3, Converting Duties to Requirements, asif changes are necessary. If the SMEs determine appropriate.no changes are necessary, they document the re-



510 Introduction

Chapter 5Developing Requirements

520 Steps NeededIn this chapter we will examine the steps taken todevelop requirements when none are currentlyavailable. Unless otherwise specified, the manageris responsible for initiating these steps. (See Ex-hibit 520.)

521 Step 1 - Identify the Subject MatterExperts (SMEs).

521.1 Managers as SMEs The manager with thevacancy normally serves as a SME. If the man-ager needs assistance, she or he may identifyother individuals knowledgeable about theposition--usually incumbents in identical or simi-lar positions--to work with her or him. Managerswho feel that they do not have sufficient knowl-edge about the position to serve as SMEs shouldnot serve in this capacity.

521.2 Representative Group as SMEs. When thevacancy involves a position found in more thanone unit or on more than one tour in the officeand would be supervised by different managers(e.g., General Supervisor), then the manager withthe vacancy should contact the HR specialist forhelp to identify a representative group from thoseareas to serve as SMEs. In this way a single set ofrequirements can be developed for use in allfuture related vacancies. The manager shouldthen seek assistance from management at theappropriate organizational level to arrange tomake such a representative group available.

521.3 Additional SMEs. If the manager wishes touse additional SMEs but an adequate number isnot immediately available, the manager shouldadvise the HR specialist. The HR specialist willassist the manager by identifying persons fromother units who are knowledgeable about the po-sition; in some instances, by identifying recentpast incumbents of the position. The area fromwhich SMEs are selected should not be expandedbeyond that from which individuals are likely to

know how the position is used in the unit/officewith the vacancy. If no other SMEs are available,the manager may proceed as the sole SME.

522 Step 2- Identify Duties of the Position

522.1 Use Standard Position Description. T h eHR specialist will provide the manager with acopy of the current Standard Position Descriptionfor the position. Appendix Al is an example of aStandard Position Description for the position,Supervisor, Accounting, EAS-16.

522.2 Review Duties Listed. SMEs should reviewthe duties listed in the Standard Position Descrip-tion and come to a positive consensus on theanswers to the following questions:

a. Will the person actually perform this dutyon the job?

b. Is the duty performed as stated?

c. Is this a major duty of the job, one whichis considered essential or which will take up asignificant portion of the person’s total effort?

d. Is the duty one which must be performedupon assignment to the job rather than one whichcan be learned later?

e. Have all major duties been addressed?

522.3 Relevant Duties Only. SMEs should notspend time considering obsolete duties, those nota major part of the job, or those duties notrequired upon entry into the position. If a spe-cific duty is no longer performed as stated, itshould be rewritten. If most of the duties outlinedin the Standard Position Description do not re-flect those which would be performed on the joband there would be a need to make majorchanges in the position description, the managershould consult the HR specialist before proceed-ing.

522.4 Making Changes. While reviewing dutieslisted in the Standard Position Description, theSMEs should mark those duties which, by con-sensus, were eliminated, adding a brief explana-t ion on the document i tself . Addit ional or



rewritten duties are recorded on Form 8023, Re-quirements Worksheet in section III. These shouldnot alter the function of the position (see 212g).

523 Step 3 - Convert Duties to Requirements

523.1 Needed Requirements. Once the SMEshave agreed on the major duties of the position,they must also agree on what the performance ofthose duties requires. We call these needs require-ments. Requirements, written as knowledge, skill,or ability statements, will communicate to ap-plicants, the review committee, and the selectingofficial the requirements upon which they shouldbase their selection.

523.2 General ProceduresRequirements Statements

523.21 Duty - KSA Relationship

for Writing

Example. Re-view the duties outlined in the Standard” PositionDescription in Appendix A1 and the requirementsidentified in Appendix A2 for the position, Su-pervisor, Accounting EAS-16. Notice the relation-ship between the duties and the requirements,and that the requirements are written as KSAs.

523.22 Knowledge and Ability Statements

523.221 Knowledge. Knowledge is defined aslearned information possessed by an individualthat can be applied directly to the performance ofa job task (subchapter 130). Knowledge state-ments specify areas of course work, academicdisciplines, and technical training, or regulations,policies, or procedures. In our Supervisor, Ac-counting example (see Appendix A2) the follow-ing knowledge s t a t emen t s a r e i nc luded a srequirements:

a. Knowledge of accounting, budget consoli-dation and monitoring, reporting and banking ofcash receipts, and timekeeping.

b. Knowledge of financial policies and proce-dures.

523.222 Ability. Ability is defined as a presentcompetence to perform a task or a behaviorwhich resul ts in an observable product (seesubchapter 130). Ability is not defined as capacityto learn. The following ability statements in theexample (see Appendix A2) def ine presentcompetence to perform an activity:

a. Ability to perform accounting studies andprepare reports on financial activity.

b. Ability to supervise accounting techniciansand clerical employees.

523.223 How to Write Knowledge and AbilityStatements

a. Write a knowledge statement when profi-ciency in the job requires a specific body ofknowledge. In our requirements system, a knowl-edge statement is always evaluated with referenceto the vacant position. This means that applicantsconsidered to have met the knowledge require-ment must have demonstrated the knowledge atthe level of difficulty to be used in the job.

b. Write ability statements to cover whateveractivities must be performed successfully in thejob. In our requirements system, abilities are writ-ten geared to position duties; therefore, it is notnecessary to break down an ability into its smallerunderlying knowledge and ability components.For example, if ability to use a personal computeris a requirement, the requirement would statethat only. It would not list knowledge of com-puter science, and skill and ability statements tocover each separate facet of computer operations(e.g., start up, data entry, log off, etc.). Ability,like knowledge, is always considered at the levelof difficulty required for the vacant position.

c. Never write knowledge and abilities tocover the same requirements and, never combinethem.

Don’t write: Ability to prepare reports on finan-cial activities, and knowledge of financial activityreporting techniques. Instead write: Ability toprepare reports on financial activities, or knowl-edge of financial activity reporting techniques.

Don’t write: Knowledge of and ability to performcomplex accounting studies. Instead write: Abilityto perform accounting studies.

523.23 Skill Statements. Because the definitionof skill includes proficiency to perform a learnedphysical task, avoid using skill statements whenwriting requirements for EAS positions. Eventhough in some Postal Service contexts skill isfrequently used interchangeably with ability, whenwriting nonbargaining requirements, use abilityas the preferred term. Instead of writing skill in


523.33 Establishing Nonbargaining Requirements

Requirements - Postal Accounting Specialist,EAS-17

Knowledge of general and cost accounting prac-tices.Ability to prepare and review reports, maintainfinancial records, and make and record depositsand component transactions.Knowledge of postal computer-based operations,financial, and recording systems.Ability to administer policies and procedures asthey apply to payroll, purchases, and expendi-tures.Ability to instruct employees in accounting proce-dures.Ability to convey technical procedural informationto technical and nontechnical employees.

b. After reviewing the level 17 requirements,the SMEs agree that the same requirements areappropriate ‘for the Senior Postal AccountingSpecialist position. However, the level 17 require-ments alone would not cover all the level 19position duties. Duties 3, 5, and 6 of the vacantSenior position would still not have been ad-dressed. The SMEs could complete their require-ments by adding three additional KSAs to coverthose duties:

For Duty 3 - Ability to direct the collection andprocessing of statistical information.

For Duty 5 - Ability to maintain control accounts.

For Duty 6 - Ability to coordinate personnel andrecords maintenance systems.

c. To document their work SMEs record thethree KSAs they wrote on a RequirementsWorksheet in Section H with the numbers of theduty statements to which they relate, completeSection I, and attach a copy of the requirementsfor Postal Accounting Specialist, EAS-17 (see Ap-pendix B2) from which the remaining require-ments were lifted (see Exhibit 523.32c).

523.33 Appropriate Language. In some cases,KSAs for related positions may be similar inconcept, but the language may not be appropriatefor the requirement under development. For ex-ample, incumbents in both the Manager, LaborRelations (A), EAS-20 and the Labor RelationsAssistant (Field), EAS-16 positions might needknowledge of collective-bargaining procedures.However. the KSA, ability to manage local nego-

tiations on a Divisionwide basis including prepar-ing management position statements, proposals,and counter proposals, which appears in the man-ager position would not be appropriate to lift foruse in the Assistant posi t ion which has noDivisionwide responsibilities. SMEs should keepthe function, scope, and level of the position inmind to assure that requirements language bor-rowed from other jobs is appropriate. It may benecessary to rewrite some of the KSAs to makethem more appropriately fit the vacant position.

523.4 Use Modifiers

523.41 Purpose. Often the level of the KSA willneed to be clarified to provide a better under-standing of the actual requirements of the posi-tion. To do this, use modifiers such as those inthe following formats:

Knowledge of .... sufficient to

Knowledge of ... as it applies to ...

Knowledge of .... including ...

Ability to ... such as ...

Ability to ... as it relates to ...

523.42 Example.cial managementusing a modifier,

The KSA, knowledge of finan-functions can be clarified bysuch as knowledge of financial

management functions including accounting, bud-get preparation and consolidation, and informa-tion systems operation. A l s o c o n s i d e r t h erequirement, ability to communicable orally and inwriting. This ability might be included for boththe positions of Procurement Specialist, Senior,EAS-19 and Public Affairs Officer, EAS-18.However, the needs of the two positions are quitedifferent; therefore, the use of a modifier wouldbe helpful. In the example below, notice how wewere able to indicate the level or scope of theKSA required by listing examples of the thingsthat needed to be done or needed to be known,thus fixing the complexity or depth of knowledgeor ability required.



oral and written communication, write ability tocommunicate orally and in writing sufficient to. . . . . .

523.24 Putting Together KSAs

a. Keep the definitions of the terms in mind.This will help to phrase requirements statementscorrectly.

b. Each KSA should relate to one or moreduties. The following examples were selectedfrom various positions which show the relation-ship of KSAs to duty statements.

Example 1

Duty: Investigates and resolvescommercial/government customer mailing prob-lems and irregularities for assigned accounts toensure protection of revenue and reduce operat-ing costs.

KSA: Ability to analyze customer mailing prob-lems.

Example 2

Duty: Provides local input into the review of plansand specifications for the construction, modifica-tion, installation, and purchase of facilities, equip-ment, and supplies to ensure conformance withsafety regulatory codes or standards and recom-mends changes where necessary.

KSA: Ability to inspect and evaluate work, stor-age, and service areas, and equipment forhazardous conditions and unsafe practices,

I

Example 3

I

Whenever possible, use a single KSA to includeseveral duties:

Duties: Directs a quality control program for theMSC area ensuring that national and regionalprograms are implemented. Directs programs toidentify delivery, mail processing, and transporta-tion requirements for the MSC area; coordinatesthe development of the MSC operating plan.Directs the address information system programsfor the MSC area supporting ZIP code programsand the Carrier Route Information System for theMSC office and subordinate associate offices.

KSA: Ability to direct quality control, logistics,

I address information, and operations analysis pro-grams,

c. Notice that the KSAs summarize what isneeded to perform the duties and the duties de-fine the specifics of the KSAs. Adding the wordknowledge or ability at the beginning of a dutystatement does not make it a KSA statement. Awell-written KSA statement states the qualifica-tions an applicant must possess in order to per-form one or more duties.

523.3 Getting Started

or Related Positions523.31 Review SimilarWhen developing requirements, it is best to startby reviewing requirements for similar positionscontained in the Organization Management Staff-ing System (OMSS). Similar or related positions,identified by occupation codes, may containknowledge and ability statements which are ap-propriate for the requirements under develop-ment. Your Human Resources section can printout copies of requirements for similar positionsfor your use.

523.32 Example. Consider the following exam-ple:

Suppose a group of SMEs needed todevelop requirements for the position Postal Ac-counting Specialist, Senior, EAS-19, occupationcode 0510-5046 (see Appendix Bl). OMSS con-tains requirements for the position, AccountingServices Specialist, EAS-17, which has a closelyrelated occupation code: 0510-5045.



Procurement Specialist - Ability to communicateorally and in writing sufficient to prepare state-ments of work, conduct preproposal conferences,and specify contract language.

Public Affairs Officer - Ability to communicateorally and in writing sufficient to express thoughtsand ideas to a variety of people; to preparewritten releases for the news media; to writenewsletters, speeches, and scripts; and to makeverbal presentations and speeches.

523.5 Language to Avoid

523.51 Abstract Modifiers. When writing knowl-edge or ability statements, don’t use languagewhich detracts from an understanding of the levelor scope required. Avoid using modifiers such as,basic, some, in-depth, or graduate-level under-standing of. Instead use modifiers in the formatshown in 523.41 and below.

Example:

Don’t write - Some knowledge of employee bene-fit programs.

Instead - Knowledge of employee benefit pro-grams sufficient to conduct retirement counselingand process claims for retirement; and health,disability, and life insurance.

523.52 Synonyms. Don’t use synonyms forknowledge or ‘ability, such as understanding of,familiarity with, or capacity to. The terms,knowledge, skill, and ability have commonly un-derstood definitions in personnel selection whileother synonyms do not.

Example:

Don’t write - Familiarity with microcomputers.

Instead - Knowledge of microcomputers, includ-ing installation, operation, security, and mainten-ance as they relate to data collection operations.

523.53 Degrees or Certificates. Avoid usingacademic degrees, certificates, licenses, or trainingas requirements. It is better to state what you

want the person to have learned rather thanmerely listing a degree. (See Step 4 in section 524for further information.)

Example

Don’t write - Bachelor’s degree in PersonnelManagement.

Instead - Knowledge of personnel managementincluding selection methods, wage and salary ad-ministration; and benefit, suggestion, and em-ployee award programs.

Knowledge of personnel-related laws andregulations.

523.54 Experience. Don’t require years of exper-ience; time does not ensure that the knowledge orability has been acquired.

Example:

Don’t write - Two years’ experience in administra-tion of safety policy and procedures.

Instead - Ability to administer safety policies andprocedures.

523.55 Example. Returning to our Supervisor,Accounting example, we see that each duty wasaddressed by a KSA; some KSAs address morethan one duty:



PD Duty # Requirement

1

2,8

3 - 7,8

3 - 8

Ability to supervise accountingtechnicians and clerical employees,

Ability to perform complex accountingstudies and prepare reports onfinancial activity.

Knowledge of accounting, budgetconsolidation and monitoring, reportingand banking of cash receipts, andtimekeeping.

Knowledge of financial policies andprocedures.

I

523.6 KSAs for Management Abilities

523.61 Use a Generic Ability Statement. In mostcases, when writing KSAs for management abili-ties, requirements need to include no more than ageneric managerial ability statement: Ability tomanage, including planning, organizing, directing,and monitoring the work of people, programs, orprojects to meet organizational goals. While re-quirements should always be geared to the spe-cific vacancy, you should avoid including longlists of components within the requirement. Whenwe speak of management within our system, weinclude several dimensions of management abilitywhich might be grouped into three different as-pects: structuring/organizing, establishing effectivework relationships, and communicating.

523.62 Management Dimensions. When abilityto manage or supervise is listed as a requirement,evaluators will consider these three dimensionsand, depending on the position duties, all or partof their integral components as included in therequirement:

a. Structuring/Organizing.

(1) Actively establish an appropriate courseof action for self and others to make effective useof resources and accomplish organizational goals,adjusting to emergencies.

(2) I d e n t i f y p r o b l e m s a n d p o s s i b l einterelationships, secure relevant information, andidentify possible causes of problems.

(3) Develop and weigh alternative solutionsto problems, evaluate courses of action, foreseetheir effects, and make logical decisions.

(4) Follow up on activities to see that theyare on time, within budget, and that positiveresults are achieved.

(5) Make innovations in procedures or workmethods, originate constructive action, invest timeand effort to ensure a high quality product, take -the calculated risk to go beyond conventionalsolutions to get a better result, and set and main-tain high standards for quality work.

b. Establishing Effective Work Relationships.Ability to get things done through people, includ-ing:

(1) Support the boss’s mission and representthe unit at the next higher management level.

(2) Engage in teamwork with other managersin the same functional area.

(3) Maintain effective relationships with cli-ents and customers, both internal and external tothe Postal Service.

(4) Deal with those who supervise smallerunits or who are directly performing the unit’sw o r k s o that they function effect ively asindividuals and as a team.

(5) Act on policies and programs, includingEEO, Affirmative Action, EI/QWL, Managementby Participation, and Safety and Health, that helpmaintain an equitable and safe working environ-ment.

(6) Motivate and lead employees of variedbackgrounds and with varied skill levels.

(7) Assign work to appropriate personnel atthe proper t ime, with authority necessary toachieve objectives and accomplish tasks, encour-age decisions to be made at the lowest possiblelevel, involving employees in decisions which af-fect them.

(8) Conduct operations in a way that reflectsresponsiveness to superiors, peers, and subordi-nates.

(9) Maintain cooperative labor-managementrelations.

(10) Get ideas accepted, guide others toaccomplish tasks and achieve objectives.

(11) Provide honest performance feedback;positive recognition for individuals and workgroups that perform well; train and develop sub-ordinates, including coaching and providing op-portunities for individual challenge andaccomplishment; and use effective discipline.

(22) Handle interpersonal conflicts, encour-age teamwork within the unit and with otherunits.

Handbook EL.350, November 1989


c. Communicating.

(1) Communicate information and instruc-tions in writing to achieve desired results.

(2) Communicate oral information in in-dividual or group situations.

(3) Present technical information at a levelof complexity appropriate to the audience.

(4) Facilitate information flow within theorganization unit.

523.7 KSAs for Human Relations andCommunications

523.71 When Separate Statements Are Not Used.As shown in 523.62, when managerial ability isconsidered, establishing effective work relation-ships and communicating are part of that ability;additional requirements related to those dimen-sions are not listed on the vacancy announce-ment . The appl icant’s demonstrat ion of thehuman relations and communications aspects ofthe listed KSAs are considered. Separate humanrelations and communications requirements arenot used unless they are significant for, and spe-cific to, a particular position. The phrase, well-developed human relations and communicationsabilities, and similar general statements, are notused.

523.72 When Separate Statements Are Used.When a particular aspect of human relations orcommunications relates to the essence of one ormore position duties (e.g., written and oral com-munication ability for Manager, Public and Em-ployee Communications), then a requirement iswritten for inclusion on the vacancy announce-ment. Modifiers are used to make it clear whatspecific kind of human relations or communica-tions ability is needed in the job. Examples of theappropriate use of modifiers is found in 523.42.

523.8 Use KSAs for Major Functions

523.81 Include KSAs for Major Duties Only. Itis not necessary to include a KSA for every singleduty the individual is likely to perform. KSAs areincluded to cover major duties only, those thatare essential for successful job performance. Re-member, each applicant must be evaluated by thereview committee or selecting official on eachKSA listed. It is not necessary or feasible todevote time evaluating qualifications forunimportant, seldom performed duties.

523.82 Address All Major Duties. SMEs shouldcontinue to write KSAs until each of the majorduties identified has been addressed. The KSAsdeveloped are recorded on the RequirementsWorksheet in Section II with the numbers of theduty statements to which they relate and theappropriate columns checked. The last column isnot checked for typing and driving requirements.

523.9 Typing and Driving Requirements

523.91 When Mandatory. Typing or driving isrequired for some EAS positions. Typing or driv-ing requirements developed by the Office of Se-lection and Evaluation which are included inOMSS must be included in the final vacancyannouncement for these positions without amend-ment.

523.92 When Optional. In some cases the abilityto type or drive may be essential to the perfor-mance of the duties of positions at specific loca-tions, but has not been included in the OMSSrequirements. Managers may add 1) Postal Ser-vice Test 712 (Typing), 2) Postal Service Test 714(Simplified Typing), 3) Postal Service Test 713(Incidental Typing), and/or 4) as a driving re-quirement, OF-346, U.S. Government Motor Ve-hicle Operator’s Identification Card.

523.93 Test 712. Postal Service Test 712 must beused when the kind of typing which will be per-formed is straight text such as letters or reports.When this test is added as a requirement, includethe following statement in the vacancy announce-ment:

Applicants must demonstrate the ability to type45 net words per minute in a 5-minute test. Thismust be demonstrated by successful completionof Postal Service Test 712. Certificates of profi-ciency are not acceptable.

523.94 Test 714. Postal Service Test 714 must beused when the kind of typing performed is dataentry or typing on forms. When this test is addedas a requirement, include the following informa-tion in the vacancy announcement:



Applicants must demonstrate the ability to type30 correct lines within 10 minutes by successfulcompletion of Postal Service Test 714. Certif-icates of proficiency are not acceptable.

523.95 Test 713. Postal Service Test 713 must beused for all other typing applications. When thistest is added as a requirement, include the follow-ing information in the vacancy announcement:

Applicants must demonstrate the ability to type30 words per minute for 5 minutes with no morethan two errors by successfully completing PostalService Test 713. Certificates of proficiency arenot acceptable.

523.96 OF-346. If driving is added as a require-ment, include the following information in thevacancy announcement, as appropriate to the po-sition:

Applicants must have or be able to obtain a validOF-346 to operate a motor vehicle.

I or IApplicants must have or be able to obtain a validOF-346 to operate powered industrial equipment.

524 Step 4 - Record EducationalRequirements

524.1 Degrees

524.11 When Degrees Are Not Necessary. Nor-mally academic degrees, certificates, licenses, andtraining should not be included as requirements.It is better to state what you want the person tohave learned rather than merely list a degree.

Example

Don’t write - Bachelor’s degree in PersonnelManagement.

Instead - Knowledge of personnel managementincluding selection methods; wage and salary ad-ministration; and benefit, suggestion, and em-ployee award programs. Knowledge ofpersonnel-related laws and regulations.

524.12 When Degrees Are Necessary. In the caseof some highly technical or professional positions(EAS 20 or above), it may be useful to includeadvanced academic degrees, etc. However, it isnot intended that every level 20 or above positionshould include a degree. Nor when used, is itintended that broad areas of study or degreelevels without a field of study be shown. Degreesin Business Administration and MBAs are toobroad in scope to show an essential need relatedto job duties. If you cannot name a specific areaof study which would be useful, then you prob-ably donot need to include a degree.

Don’t write - Degree in Business Administration.

Don’t write - Degree in Finance, Business Ad-ministration, or a closely related subject.

Don’t write - MBA.

Don’t write - Masters Degree in Mathematics,Economics, or Business Administration.

Don’t write - Masters Degree.

Instead - Masters Degree in Mathematics.

524.13 For EAS-20 and Above Positions Only.Remember, degrees may be included for EAS-20and above positions only; requests for exceptionsmust be addressed to the Director, Office ofSelection and Evaluation. Degrees and licensesincluded in OMSS by the Office of Selection andEvaluation MUST be included in the final va-cancy announcement without amendment and areconsidered mandatory for selection. Head Oc-cupational Health Nurse and Industrial Engineerare examples of positions which carry a man-datory degree or licensing requirement. These willappear in the Requirements section of the vacancyannouncement.

524.14 Degrees Added by Managers/SMEs. Themandatory requirement described above for de-grees found in OMSS is not applied to degreesadded by the manager/SMEs. Local degree re-quirements indicate the need for a particular dis-cipline which includes a recognized course ofstudy. However, the same breadth and depth ofprofessional development implied by completionof a formal academic program may have beenobtained by some applicants in less formal ways,through professional training and experience.Such applicants should also be considered. De-



grees added by the manager/SMEs should beplaced in the Education section of the vacancyannouncement by Human Resources.

525 Step 5- Record Special Conditions

A few essential needs of a position cannot beaccurately reflected with knowledge or abilitystatements. For example, suppose one of the du-ties of a position required the incumbent to visitoperations in various locations throughout anMSC or Division. Applicants should be alertedabout this frequent travel condition on the post-ing. However, using the KSA ability to travelwould not truly reflect the need. An applicantmight certainly possess the ability to travel, butnot the willingness to do so; therefore, normallySpecial Conditions are written to relate to theapplicant’s willingness to perform a duty or task.Special Conditions are also recorded on the Re-quirements Worksheet in Section II (as shown inExhibit 523.32 c); however, the last columnchecked:

526 Step 6 - FinalizationRequirements/Special Conditions

is not

of

526.1 Determining the Number of KSAs. T h eSMEs should have produced some number ofKSA statements. While the right number of KSAsis whatever number is needed to accurately de-scribe the needs of the position, generally five toten should be sufficient. It is difficult for ap-plicants to address more than that on the applica-t ion form and also diff icul t for the reviewcommittee to evaluate more. On the other hand,one or two KSAs alone may not provide adequateinformation about the position for the applicantsor the review committee.

526.2 Reviewing Requirements and SpecialConditions. SMEs should review each require-ment and special condition by asking the follow-ing questions about each:

a. Required for the position and related to aduty? If not, rewrite or delete it.

b. Needed at entry? If not, delete it.

c. Important or critical? If not, delete it.

d. Descriptive of the level or scope required?If not, rewrite.

e. Useful for distinguishing between mini-mally acceptable and superior employees? If not,rewrite.

526.3 Using the Requirements Worksheet forReview. Form 8023, the RequirementsWorksheet, provides columns in Section II to as-sist SMEs in their review of the KSAs and specialconditions they develop. For each requirementlisted, the SMEs should be able to enter a relatedduty number (from the Standard Position De-scription) and check all three columns on theform (see Exhibit 523.32c). If this cannot bedone, then the requirement is not written prop-erly. However, KSAs for typing and driving andspecial conditions are not checked for their use-fulness for distinguishing between minimally ac-ceptable and superior employees. They distinguishbetween the minimally acceptable andunacceptable employees.

526.4 Checklist and Case Studies. A checklist isprovided in Appendix C to help managers ensurethat the necessary steps were followed and devel-opment considerations were addressed. Case Stud-ies are also provided as Appendices D through Jto assist managers in the use of these concepts.


Establishing Nonbargaining Requirements

Chapter 6Documentation

610 HR ReviewThe HR specialist must review Form 8023, R e -quirements Worksheet, prepared by the SMEs forcompliance with these guidelines. The HR spe-cialist should assure that:

a. The SMEs’ competence, credibility, andtenure is such as to suggest the legitimate use oftheir service as SMEs.

b. The requirements produced have not al-tered the basic function of the position as definedin the Standard Position Description.

c. Requirements and special conditionswritten in the proper formats.

d. The KSAs show a relationship toduties specified.

are

the

e. The KSAs use modifiers as needed toclarify meaning and to convey level or scope.

f. The requirements are written so as to beunderstood by applicants, review committees, andselecting officials.

g. A Form 8023 has been completed by theSMEs including Section I, Documentation of Re-view.

620 Resolution of DiscrepanciesBring any discrepancies to the attention of themanager who will coordinate their resolution as-sisted by the HR specialist, as necessary. Alldiscrepancies must be resolved before posting theposition.

630 Vacancy AnnouncementsHuman Resources will use the RequirementsWorksheet to prepare the vacancy announcement.KSAs and special conditions should be includedin the vacancy announcement within the appro-priate section. Academic degrees, licenses, or test-ing requirements which are included in OMSSrequirements for any position MUST be includedin the final posting without amendment.

640 RecordsThese procedures have been designed to providea record of requirement development. HumanResources is the custodian of these records. TheRequirements Worksheet should be placed in theVacancy File as established in Handbook EL-311,Personnel Operations (formerly P-11).(Headquarters and Headquarters facilities mayfollow past practices.) Human Resources may alsowish to maintain a file of locally developed re-quirements for use in future vacancies as outlinedin chapter 5.


Appendices

Establishing Nonbargaining Requirements Appendix A1

STANDARD POSITION DESCRIPTION U.S. POSTAL SERVICE

Supervisor, Accounting, EAS-16

Functional Purpose

Supervises and oversees the general accounting functions of a very large complex MSC or similar sizeorganization, including account maintenance, financial report generation, payroll adjustments, and relatedfinance activities.

Duties and Responsibilities

1.

2.

3.

4.

5.

6.

7.

8.

9.

Supervises accounting technicians and clerical employees performing general accounting and budgetconsolidation/monitoring activities, including work scheduling, performance review, and training.

Performs complex accounting studies and oversees the preparation of routine and special reports onthe status of a variety of accounts.

Supervises review of travel and purchase vouchers for correctness and certifies for payments withinauthority, or forwards to designated approving official with recommendation.

Supervises the manual (nonPSDS) timekeeping activities for the MSC.

Assists in the consolidation of the MSC operating and capital expense budgets for review andapproval by the Field Division; monitors specified portions of the approved budget to ensureexpenditures do not exceed budget limits.

Oversees and coordinates the centralized reporting and banking of cash receipts for the office andarea.

Interprets, applies, and oversees the application of national finance policies and procedures.

Reviews and summarizes reports reflecting daily financial statements, deposits, and compositetransactions.

Has occasional contact with representatives of financial institutions and auditors.

10. Exercises supervisory responsibility for the normal protective care of equipment and materials used;supervises maintenance of asset accounts.

11. Takes personnel actions for, and supervises a medium size group of accounting technicians andclerical employees.

12. Provides technical guidance to employees engaged in accounting-type activities.

13. Exercises a normal regard for the safety of self and others, with particular emphasis for ensuringemployee compliance with established safety policies and procedures.

Supervision

Manager, Accounting and Budget (V).

Work Environment

A normal office environment.

Document Date: 01-31-89 Occupation Code: 0501-6040


Establishing Nonbargaining Requirements Appendix A2

Supervisor, Accounting, EAS-16

Requirements

1.

2.

3.

4.

Knowledge of accounting, budget consolidation and monitoring, reporting and banking of cashreceipts, and timekeeping.

Knowledge of financial policies and procedures.

Ability to perform accounting studies and prepare reports on financial

Ability to supervise technicians and clerical employees.

Selection Method

See Handbook EL-311, Section 540 - Selection Policies for Nonbargaining

Selection Requirements

PS 991

activity,

Positions.



Establishing Nonbargaining Requirements Appendix B1

STANDARD POSITION DESCRIPTION U.S. POSTAL SERVICE

Postal Accounting Specialist, Senior EAS-19

Functional Purpose

Oversees and coordinates the timekeeping, general, and cost accounting systems for a large FieldDivision.

Operational Requirements

This position is for use in a large Field Division 1.

Duties and Responsibilities

1. Oversees the accounting, cost accounting, and control functions of a Division.

2. Plans, organizes, and maintains work schedules; establishes work priorities; and resolves relatedproblems.

3. Oversees and coordinates accounting systems to provide accurate, timely, and relevant operatingsupport information to managers.

4. Coordinates and oversees the verification of general accounting reports from organizations.

5. Oversees the maintenance and balancing of control accounts reflecting items such as accountablepaper inventories, cash reserves, and capital assets.

6. Works with the Postal Data Center concerning problems in the areas of data system, payroll actions,employees’ equipment allowances, and capital property.

7. Conducts special studies in connection with accounting, cost accounting, or finance functions.

8. Trains accounting office employees, ensuring that they are familiar with accounting policy andprocedures.

9. Has occasional contact with vendors regarding accounts payable/receivable and with managers of

10.

11.

12.

financial institutions.

May supervise the activities of a medium sized group of technical and clerical accountingemployees.

Provides technical assistance on accounting, cost accounting, and control activities to functional andoperational employees in the Division.

Exercises a normal regard for the safety of self and others, with particular emphasis for ensuringemployee compliance with established safety policies and procedures.

Supervision

Manager, Accounting Services (B).

Work Environment

A normal office environment.



Establishing Nonbargaining Requirements Appendix B2

Postal Accounting Specialist, EAS-17

Requirements

1. Knowledge of general and cost accounting practices.

2. Ability to review reports, maintain records, and make and record deposits and component transac-tions.

3. Knowledge of postal computer-based operations, financial, and recording systems.

4. Ability to administer policies and procedures related to payroll, purchases, and expenditures.

5. Ability to instruct employees in accounting procedures.

6. Ability to convey technical procedural information to nontechnical employees.

Selection Method

See Handbook EL-311, Section 540 - Selection Policies For Nonbargaining Positions.

Selection Requirements

PS 991



Establishing Nonbargaining Requirements Appendix C

Requirements Development/Procedure Checklists

The following checklists are suggested for use by managers with EAS vacancies who are developingrequirements, Subject Matter Experts (SMEs) who assist them, and Human Resources employees whoreview the total process. The checklists highlight steps in the process and some concepts that areparticularly important.

Step 1

Step 2

Step 3

Step 4

Step 5

Situation 1

Manager identifies an EAS vacancy (nonlLS,nonPostmaster) which needs tobe filled.Manager rev iews Standard Position Description andrequirements provided by HR.

If changes are not needed, manager completes process bydocumenting the review onRequirements Worksheet.

Manager forwards Worksheet to HR for review.

HR posts the vacancyannouncement.

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

Situation 2

Manager identifies an EASvacancy (nonlLS, non PM) whichneeds to be filled.

Manager reviews StandardPosition Description andrequirements provided by HR.

If changes are needed,manager decides to processeither as sole SME or involveother SMEs.

SMEs review requirements forclosely related positions.

SMEs develop KSAs/SpecialConditions for vacancy.

SMEs complete RequirementsWorksheet using Section II tocheck appropriateness ofinclusions,

SMEs forward Worksheet to HRfor review,

HR posts the vacancy announcement

Yes No*

Do the duties shown in the standard position description accurately reflect those performed inthe position?

Are requirements written as knowledge or ability statements?

Have KSA statements been written without adjectives, such as extensive, in-depth, basic, etc.?

Has the pat phrase Well developed human relations and communications skills been eliminatedand replaced, if necessary, by more communicative KSA statements?

Have requirements been written as KSAs without including experience or educational degreerequirements?

Have requirements been limited to 5-10 KSAs related to the major duties of the position?

Has a Requirements Worksheet been completed and signed by the manager with the vacancy,and by other SMEs if used?

Have all Section II columns on the Worksheet been completed if changes or additions weremade to the provided requirements? (If the addition was a typing or driving requirement, or aspecial condition, was the distinguishing column not checked?)

* If you answered no to any of these questions, modifications are necessary. Consult thishandbook or your Human Resources section if you need assistance.


Establishing Nonbargaining Requirements Appendix D

Case Study - Training SpecialistAppropriate Amendment of Requirements

Joyce Woodard has a Training Specialist, EAS-14 position vacant in her training unit. She knows thatsince the hours she has assigned to the job are at night, the person filling the position will beconcentrating on mail processing related training, particularly MPLSM training. Joyce has reviewed therequirement; available from the Organization Management Staffing System (OMSS):

Requirements - Training Specialist, EAS-14

1. Knowledge of postal training and development policies and procedures.

2. Ability to administer instructional programs, including diagnostic tests.

3. Ability to explain and sell ideas and to convey training-related information.

4. Ability to counsel employees on training matters.

5. Ability to schedule use of the training facilities and equipment.

While she agrees with the stated requirements, she also wants to make it clear to potential applicants andthe review committee that she must have someone who is knowledgeable about mail processing andMPLSM programs. Therefore, she adds the requirement, knowledge of mail processing related trainingprograms, including MPLSM training.

By adding this knowledge, Joyce hopes to attract both present training technicians who work with mailprocessing programs and MPLSM operators. She reasons that operators would have gained knowledge ofthe training program through their participation in it and may have acquired the remaining KSAs in avariety of ways, including serving as on-the-job instructors.


Establishing Nonbargaining Requirements Appendix E

Case Study - Commercial Accounts Representative, SeniorUsing KSA Versus Experience Statements

Ashley Buhler, Manager Commercial Accounts, contacted the Manager Personnel Services, John Barry,to discuss a Commercial Accounts Representative, Senior vacancy. Ashley had read the philosophysection of Handbook EL-350, Guidelines for Establishing Nonbargaining Requirements which indicatedexperience requirements should not be used. Ashley felt strongly that experience should be required forher Senior position. She commented that while, as specified by the Standard Position Description, theSenior Commercial Acounts Representative does not directly supervise the level 15 Commercial AccountRepresentatives, the position does provide planning, direction, training, and technical guidance to thelevel 15 staff. She argued that the selected candidate would not be able to do so without experience inthe area.

John agreed that knowledge of the area was needed, but he pointed out that this need could be expressedwithout citing experience requirements. He told Ashley that if, for example, she were to cite anexperience requirement, she could very probably get applicants who had been Account Representatives;however, she would have given the review committee no means for distinguishing between the best meetsand other applicants. Both good and poor performers would have met her requirement by merelyholding an Account Representative position. On the other hand, by stating her needs in terms ofknowledge and ability requirements (e.g., knowledge of sales techniques, ability to provide technicalguidance to mailers), Ashley would have required and, therefore, could select applicants who both knewthe work and who could be evaluated on the results they were able to achieve in each of the KSAs shespecified.

John worked with Ashley to help her put her requirements into KSA statements.


Establishing Nonbargaining Requirements Appendix F

Case Study - Manager, General Mail Facility Operations (C)Inappropriate Degree Requirement

The Field Director, City Operations, Rich Towner, begins, the procedure to fill a Manager, General MailFacility Operations (C), EAS-22 position at his office. He decides that requiring an MBA degree wouldhelp to attract the best possible candidates. Therefore, he includes an MBA as a requirement on theRequirements Worksheet and returns it to the Human Resources section.

In Human Resources, Annette Bookman reviews the Requirements Worksheet prior to posting thevacancy. She sees the MBA requirement and knows the Handbook EL-350, Establishing NonbargainingRequirements limits Field addition of degree requirements. She believes the full intent of the handbookrequirements for inclusion have not been met, even though the level of this position permits the localaddition of a degree, She reviews subchapter 520, Step 4 of the handbook to refresh her understandingof those appropriate instances and then arranges to meet with Rich.

Annette starts by asking Rich what specific knowledge and abilities he hopes a degreed person will bringto the position. Rich has no specific degree in mind; he feels a degree in business, marketing, economics,or any related field would all meet his needs. He tells Annette he is looking for general knowledge ofbusiness practices and graduate level planning, management, and analytic ability.

Annette asks if an experienced manager, without an MBA degree, who possessed those KSAs would beacceptable. Rich says he very much wants to attract experienced managers. She points out that Rich may,in fact, discourage the experienced, but nondegreed, candidates he wishes to attract by including thedegree when no specific area of study is needed to perform the job.

For these reasons Rich agrees there is no need to include an MBA requirement. The KSAs listed aresufficient to attract highly qualified applicants.


Establishing Nonbargaining Requirements Appendix G

Case Study - Automation Readability SpecialistInappropriate Change of Position Duties

The Director, City Operations, at a large Management Sectional Center had been experiencing difficultyproviding permanent relief supervision in the Optical Character Reader/Bar Code Sorter operation.When the Automation Readability Specialist, EAS-15 (2315-4013) position became open due to thepromotion of the incumbent, he decided to modify the duties to include supervision of that operation 1day per week. He included the duty and the requirement, ability to supervise a small group of employees,on the Requirements Worksheet when he returned it to the Human Resources section.

The Human Resources specialist who reviewed the Requirements Worksheet advised the Director thataddition of supervisory duties to that position was inappropriate because the Standard Position Descrip-tion did not include employee supervision. He suggested that a Supervisor, Mails Relief position seemedbetter suited to the needs of the operation and recommended that the Director work with theCompensation and Staffing section to investigate the appropriateness of establishing that job. TheDirector agreed and the Automation Readability-Specialist position was posted without change.

Standard Position Description (excerpt)

Automation Readability Specialist 2315-4013

Functional Purpose -

Coordinates and oversees the resolution of Optical Character Reader (OCR) and Bar Code Sorter(BCS) readability and processability problems within the assigned facility for the purpose ofoptimizing the processability of all letter mail on automated equipment. Determines causes for thefailure of automated mail processing equipment to correctly read address and bar-code informa-tion. Contacts mailers to discuss and suggest corrective measures to be taken and follows up onchanges negotiated to eliminate problems. Coordinates necessary changes with other specialists tocorrect problems originating at their facility.

Supervision Required -

Diversified procedures and standards, under general supervision.


Establishing Nonbargaining Requirements Appendix H

Case Study - Postal Operations AnalystInappropriate Change Of Position Duties

A Postal Operations Analyst, EAS-16 (occupation code 2340-5015) at a Division office retired creating aposition vacancy. The manager with the vacancy, Joe Murray, Manager, Engineering Technical Unit,determined it was necessary to fill the position and notified the Human Resources section. SusanJohnson, the Human Resources specialist, working with Joe, provided a copy of the Standard PositionDescription and the requirements available from the Organization Management Staffing System (OMSS).

Joe reviewed the duties in the Position Description and found they accurately described the actual dutiesperformed at his facility. Then he reviewed the requirements for the position. He found the KSAsaccurately described the requirements of the position. However, Joe noted that although use of anIBM-PC was needed to analyze data and conduct tests, studies, and projects, there was no KSA to reflectthat requirement. Therefore, he added Ability to develop computer programs for the IBM-PC. Hecompleted a Requirements Worksheet and returned all the documents to Susan Johnson.

Susan reviewed the documents using Handbook EL-350, subchapter 520, Step 3 as an outline. Shequestioned the appropriateness of the added ability; writing computer programs appeared to her to beoutside the scope of the Analyst duties Joe had provided. She contacted Joe, and they discussed theposition’s computer-related duties. Joe agreed his ability statement did not match any of the duties listedin the Position Decryption. At first he suggested that a computer program development duty be added;however, such an addition would have been a major change to the position, and, therefore, inappropriate.They concluded that the Analyst actually would be using available software such as dBASE III and Lotus1,2,3. Therefore, they changed the statement to read, Abilily to use dBASE III and Lotus 1,2,3, whichrelated to duty #2:

Gathers and analyzes data, making recommendations for improvements in manpower requirements, produc-tion control, equipment utilization, operational procedures or methods, and standards.

Susan then posted the vacancy announcement.

Standard Position Description (excerpt)

Postal Operations Analyst 2340-5015

Functional Purpose -

Performs various regularly scheduled and special studies that emcompass employee requirements,equipment needs, operational procedures, or improved method and standards of operation,ensuring optimum performance or saving within a sectional center or associate Office.

Duties Performed In Executing the Reponsibilities -

1.

2.

3.

4.

5.

Performs periodic and special studies and surveys of postal operations for a sectional center orassociate office.

Gathers, reviews, and analyzes data, making recommendations for improvements in manpowerrequirements, production control, equipment utilization, operational procedures or methods,and standards.

Monitors implementation and operation of new programs and ensures new methods andprocedures or equipment are within established specifications.

Participate in forecasting short and long range manpower or equipment needs for a sectionalcenter or associate office.

Serves as a team leader on special projects or survey teams in support of equipment,production control, methods and standards, or operationally related support projects.


Appendix H Establishing Nonbargaining Requirements

Requirements

1. Knowledge of mail processing and delivery service operations.

2. Ability to perform work hour forecasting, scheduling and staffing studies, work flow analyses,and facility layout planning.

3. Ability to perform productivity and economic analyses of equipment and programs.

4. Ability to coordinate the effort of a small group of people working on equipment, facility, andproduction projects.


Establishing Nonbargaining Requirements Appendix I

Case Study - Handling Human Resource PlanningImproper Raising of Requirements

A Field Division Director had a vacancy in one of her mid-level management positions. She alsoexpected the next higher management position, a critical and difficult position, to be vacant in the next 4to 6 years when the present incumbent planned to retire. Given the relationship of the two positions, shefelt the successful applicant for the current vacancy would be a logical candidate for the next highermanagement position, when it opened. Remembering how difficult the higher level position had been tofill the last time, she wanted to be sure she would have at least one well qualified applicant, the personfrom the lower level position, who would be able to handle the difficult job when it opened. Therefore,she decided to write the requirements to match the critical position rather than the vacant position,making them less stringent than she would have if she were filling the higher level position now. Shecompleted the Requirements Worksheet and sent it to Human Resources with a note of explanation.

The Human Resources specialist handling the vacancy contacted the Director. He explained that wherejob progression can not be expected to be nearly automatic or that the time span is such that higher leveljobs or employees’ potential may be expected to change in significant ways, it is recoin mended thatapplicants be evaluated based on the lower level position needs. We could expect the successful candidatefor the lower level position to develop KSAs needed in the higher level position from training andexperience received in the lower level position. Therefore, it is not necessary to risk complaints fromindividuals who could currently meet the needs of the vacant position but not the future vacancy.


Establishing Nonbargaining Requirements Appendix J

Case Study - Handling Human Resource PlanningImproper Lowering of Requirements

A Field Division Director had a vacancy in one of her mid-level management positions. She was aware ofseveral very high potential Division employees she would have liked to attract to her department. Theseemployees were very bright, had done well in other positions, but had had only a limited amount ofexposure to the areas of postal knowledge needed in her department. She felt that with the propertraining and experience such employees could become valuable assets for her department, both in thevacant position and eventually in other higher level positions. Since the requirements as they werepresently stated would have eliminated these employees from consideration for the vacant position, sheset the requirements lower than in the previous postings for the same job. She knew it might be difficultfor the selectee to handle the job in the beginning, but she was confident that a high potential selecteecould learn quickly.

When the Director’s Requirements Worksheet reached the Human Resources section, the specialistnoticed that the KSAs were very different from those which had been included in the last vacancyannouncement which he had sent to the Director for review. The specialist called the Director.

After listening to the Director’s intention, the Human Resources specialist suggested a differentapproach. He commented that lowering the requirements this time, then probably raising them again thenext, would be hard to justify. He said that drastically altering the requirements, almost on a cyclicalbasis, might give the appearance of impropriety. Therefore, the requirements should be written to reflectthe actual needs of the position. However, the specialist suggested the Director could prepare for futurevacancies by considering the use of a variety of developmental programs, such as the Career Ladder,Professional and Specialist Trainee, and the Temporary Assignment Programs, He pointed out that suchprograms would both attract talented employees to her department and also create a pool of qualifiedemployees for future positions, The Director agreed, and the specialist helped her to select a develop-ment program which would meet her needs.
