MANAGER’S GUIDE TO THE HIRING PROCESS

MRPBS HRD

Human Resources Operations

Hiring Manager

Handbook

Marketing and Regulatory Programs

UNITED STATES DEPARTMENT OF AGRICULTURE

USDA MRP Human Resources Operations 1/2021

P a g e | 2

Table of Contents

Overview of Hiring Process .....................................................................................3

STEP 1 – Position Management/Workforce Planning .................................................. 5

Noncompetitive Recruitment ...................................................................................5

Short Term Staffing Options .................................................................................... 6

Recruitment Methods……………………………………………………………………......9

Case Examination ................................................................................................ .9

Direct Hire Authority (DHA) ................................................................................. ..9

Merit Promotion .................................................................................................. 11

Pathways Programs (Internships, Recent Graduate, PMF) .......................................... 12

STEP 2 – Review and Update Position Description (PD) .............................................12

STEP 3 – Pre-Recruitment Consultation .................................................................. 13

STEP 4 – Request Recruit SF-52 Personnel Action… .................................................14

STEP 5 – Job Opportunity Announcement/Review of Applications/Certificate Issuance…15

STEP 6 – Conduct Interviews/Check References/Make Selection.................................. 16

STEP 7 – Tentative Job Offer & Pre-Employment Paperwork ......................................19

STEP 8 – Onboarding - Entry on Duty (EOD) .......................................................... 20

Appendix A – Merit Systems Principles and Prohibited Personnel Practices.................. 21

Appendix B – Non-competitive Hiring Resources ..................................................... 24

Appendix C – Preparing for the Strategic Hiring Conversation..................................... 25

Appendix D – Hiring Manager Checklist…………………………………………………..26

Appendix E - Recruitment Incentives………………………………………………………27

Appendix F – Specialist Experience Guide for Hiring Managers…………………………..28

P a g e | 3

Overview of Hiring Process

This guide was created to help Marketing and Regulatory Program (MRP) supervisors, managers

and selecting officials understand the MRP hiring process and the important role selecting officials

have in each phase. The information below describes each step of the hiring process after the hiring

manager has identified the need to fill a vacant position.

Hiring Model Overview:

The chart below provides an overview of the steps in the hiring process detailed more thoroughly in

this guide. Blue steps are performed by Human Resources (HR).

• Conduct Workforce Planning/Position Management Review

Step 1

• Review/Update Position Description (PD) (if needed)

Step 2

Step 3

• Participate in a Pre-Recruitment Consultation with HR (confirm

assessment strategy and hiring method)

• Submit a ‘Recruit’ Request for Personnel Action (SF-52)–

when advised to do so by HR

Step 4

• Create Vacancy announcement

• Receive applications and review qualifications

•

Issue certificate containing best qualified applicants

Step 5

Step 6

• Conduct Interviews

• Check References

• Make selection

Step 7

• Make tentative job offer

• Issue and review pre-employment paperwork upon return

• Facilitate fingerprinting (as applicable)

• Issue final offer letter

•

• Onboard New Employee

Step 8

P a g e | 4

Step 1:

Step 2:

Step 3:

Step 4:

Conduct Workforce Planning/Position Management Review Once you

(as the hiring manager) identify the need to fill a position, consult your

program’s hiring plan. Participate in any program specific approvals/

procedures.

Review/Update Position Description (PD) Consult with your classification

specialist to identify or develop/revise the PD (if needed.)

Participate in Pre-Recruitment Consultation Your staffing specialist will

contact you to discuss how you would like to fill your position and work

with you and/or a subject matter expert (SME) to develop a job analysis.

This includes identifying competencies and developing the assessment

questions for the vacancy announcement, or using an established evaluation

mechanism.

Submit ‘Recruit’ Request for Personnel Action (SF-52) When prompted

by the staffing specialist, you will need to submit the ‘Recruit’ Request for

Personnel Action (SF-52) to initiate the hiring process.

Step 5: Create Vacancy Announcement/Receive and Review Applications/Issue

Certificate Based upon information provided by the specialist from the

consultation, the staffing assistant creates the Job Opportunity Announcement

(JOA) and sends you a courtesy copy of the vacancy announcement. The

completed JOA will then be posted to the Office of Personnel Management

(OPM) USAJOBS website: www.usajobs.gov/

Step 6:

Step 7:

Step 8:

Conduct Interviews/Check References/Make Selection HR will send you a

certificate of eligible candidates. You will need to interview candidates, check

references, make a selection, and return the certificate to the staffing assistant.

Make Tentative Job Offer & Issue Pre-Employment Paperwork HR

reviews the selection to confirm validity and issues a tentative offer letter.

The selectee completes all required pre-employment paperwork as indicated

in his or her tentative offer letter. Assuming that all pre-employment

requirements are met, the official effective date will be set and a final offer

letter issued.

Onboard New Employee

On the employee’s first day, the employee should attend a New Employee

Orientation (NEO) to receive and complete additional forms. Hard copy NEO

forms must be forwarded by the NEO facilitator to the servicing processing

assistant in HR for filing in the eOPF.

P a g e | 5

Before beginning the hiring process, if you have not done so recently, please review the Merit

Systems Principles and the Prohibited Personnel Practices in Appendix A.

STEP 1 - Conduct Workforce Planning/Position Management Review

Workforce planning and position management are essential for an effective, efficient

hiring process, which will then result in hiring the right person for the right job in a timely

manner. Once you determine the need to fill a position, whether it is new or existing, you

will need to engage in your program’s internal approval process to fill your position.

After receiving approval to fill your position, you should consider whether you might fill

the position by lateral reassignment. If so, that may mean that there is a different resulting

vacancy to be announced later on. If that is not an option, then you should consider

noncompetitive hiring authorities which can expedite the hiring process, especially for

entry and mid-level positions.

Noncompetitive Recruitment – There are authorities that can be used as an alternative to

posting a competitive vacancy announcement. Consider noncompetitive recruitment options

before beginning the competitive recruitment process, to avoid duplication of efforts and

allow for a more streamlined recruitment strategy. The following are some common

authorities you may consider. Discuss details of using these authorities and processes with

your Staffing Specialist.

Peace Corps and AmeriCorps VISTA

Former Peace Corps or AmeriCorps VISTA (Volunteers in Service to America) are

granted a one-year period to be non-competitively appointed to a competitive service

federal position. The hiring agency may extend the non-competitive eligibility period

for 2 additional years for a total of 3 years if the individual, after the qualifying service,

is in the military service; is studying at a recognized institution of higher learning; or

has been involved in another activity which, in the agency's view, warrants an extension.

Upon completing service with the Peace Corps or AmeriCorps VISTA, volunteers or

participants are provided a certification of non-competitive eligibility for Federal jobs.

Former volunteers indicate their Peace Corps or AmeriCorps VISTA service on their

resumé and provide the Description of Service as an attachment. This should be referred

to HR to review for eligibility and qualification determination.

Jobs can be posted on the Peace Corps site for collection of applications, but the Career

Transition Assistance Program (CTAP) must be cleared by posting notice on

USAJOBS before a candidate can be hired.

Veterans Hiring and Employment

Veterans' Recruitment Appointment (VRA)

Veterans' Recruitment Appointment (VRA) is an excepted authority that allows

agencies, to appoint eligible veterans without competition. The candidate must either be:

• in receipt of a campaign badge for service during a war or in campaign or

expedition, OR

• a disabled veteran, OR

• in receipt of an Armed forces Service Medal for participation in a military

operation, OR

• a recently separated veteran (within the last 3 years), AND separated

under honorable conditions (this means an honorable or general

discharge).

P a g e | 6

30% or More Disabled Veteran Appointment

The 30% or More Disabled Veteran authority allows any veteran with a 30% or more

service-connected disability to be non-competitively appointed. The candidate must be

either:

• retired from active military service with a service-connected disability rating of

30% or more; OR

• have a rating by the Department of Veterans Affairs showing a compensable

service- connected disability of 30% or more, AND

• separated under honorable conditions (this means an honorable or general

discharge).

Schedule A Appointing Authority for People with Disabilities

The Schedule A authority for people with disabilities, 5 CFR 213.3102(u), is an

excepted authority that can be used to appoint individuals who have a severe physical,

psychological, or intellectual disability. To be eligible the candidate must:

• Show proof of disability. Documentation may be from any licensed medical

professional (e.g., a physician or other medical professional certified by a

State, the District of Columbia, or a U.S. Territory to practice medicine), a

licensed vocational rehabilitation specialist (i.e., State or private), or any

Federal or State agency, or agency of the District of Columbia or a U.S.

territory that issues or provides disability benefits.

*Resources/Contacts to obtain qualified applicants can be found in Appendix B.

Once you have considered these options, if they do not meet your needs, following are various

methods you may use based upon program unit need and/or the type of position to be filled:

Short Term Staffing Options

Temporary Appointments (1 year or less)

Temporary appointments in the competitive service may be used to fill a short-term

position that you expect to last 1 year or less. The appointment may be extended up to a

maximum of one additional year (24 months total.) These appointments are filled

competitively through case examining procedures (5 CFR 316, subpart D)

Term Appointments (more than 1 year, up to a total of 4 years)

Term appointments may be used when the need for the employee's service is not

permanent, including, but not limited to: project work; extraordinary workload; scheduled

abolishment, reorganization, or contracting out of the function; uncertainty of future

funding; or the need to maintain permanent positions for placement of employees who

would otherwise be displaced from other parts of the organization. To recruit for Term

appointments, you will normally use the case examining process, but you also have some

noncompetitive options. You can discuss these options with your Staffing Specialist.

P a g e | 7

Temporary Promotions*

Noncompetitive temporary promotions can be made for up to 120 days. Prior service

during the preceding 12 months under noncompetitive temporary promotions or

noncompetitive details to higher graded positions count toward the 120-day limit. The

candidate must still meet time-in-grade and qualification requirements. Temporary

promotions lasting more than 120 days (up to a maximum of 5 years) must be announced

through merit promotion procedures. The announcement can include a provision that the

action can be made permanent without further competition. (5 CFR part 335.102(f) and

335.103(c)(1)(i))

Details*

Employees may be detailed to positions at the same or lower grade level or unclassified

duties in increments of 120 days or less and may be extended. Details to higher graded

positions or to a position with promotion potential are limited to 120 days without

competition (prior service during the preceding 12 months under noncompetitive

temporary promotions or noncompetitive details to higher graded positions counts toward

the 120 day limit). (5 CFR part 335.103(c)(1)(ii)). Also see: HR Fact Sheet: Detail

Assignments and Requirements for Reimbursement

*Managers should follow-up with any employees who were interviewed/considered and

were not selected for non-competitive temporary promotions and details to notify them

that a selection has been made and respond to any questions they may have. Because

these are not announced by HR, we have no way of notifying candidates.

Experts or Consultants

This appointment may be used to hire individuals to perform expert or consultant work

that is temporary (not to exceed one year) or intermittent. (This differs from employing

experts and consultants through procurement contracts, which are covered by regulations

issued by the General Services Administration (GSA).) An expert is someone who is

specifically qualified by education and experience to perform difficult and challenging

tasks in a particular field and is regarded by other persons as an authority in the field. A

consultant is someone who can provide valuable and pertinent advice generally drawn

from a high degree of broad administrative, professional, or technical knowledge or

experience. (5 U.S.C. 3109; 5 CFR 304)

Commercial Temporary Services

This option may be used for brief periods (120 days, with extension of an additional 120

days) for short-term situations when regular recruitment and hiring procedures are

impractical, and the commercial service is purchased through the Federal procurement

system. (5 CFR part 300, subpart E) Please contact the MRPBS-AAMD staff to pursue

this option. They will coordinate with HR to clear CTAP if need is for 120 days or more.

Critical Hiring Need

A program with a critical hiring need may employ an individual under this authority in

any series/grade level for 30 calendar days with one 30-day extension. You cannot

employ the same person under this authority for more than 60 days in a 12- month

period. You also cannot use this appointing authority to extend the service limits of any

other authority. (5 CFR 213.3102(i)(2))

P a g e | 8

Agency Specific Excepted Service Authorities

These authorities exist to meet specific needs of MRP programs outside of the

competitive examining process. Specific authorities and their requirements are listed

below.

APHIS

Schedule A 213.3113 (a)(1)

o Cooperatively funded field positions, authorized for APHIS, Wildlife Services

o May be used to make temporary, term-equivalent and indefinite appointments

Schedule A 213.3113 (a)(5)

o Temporary, intermittent, or seasonal field positions

o Limited to GS-7 and WG-10 and below sub-professional occupations (excluding

clerical jobs)

o Employment is limited to 180 days in a service year

o Any amount of time/hours worked in a day counts as 1 day worked

AMS

Schedule A 213.3113 (f)(1) - Livestock and Poultry, Dairy, and Tobacco

Programs

o Agricultural Commodity Grader (GS-1980), and Technician (GS- 1981)

positions at GS-9 and below for the tobacco, dairy, and poultry commodities

o Meat Acceptance Specialists at GS-11 and below

o Clerks, OA Clerks, and Computer Clerks at GS-5 and below

o Laborers under the Wage System

o Employment is limited to either 1,280 hours or 180 days in a service year

o May also be used to make term-equivalent or indefinite appointments

Schedule A 213.3113 (f)(2) - Cotton and Specialty Crops Programs

o GS-1980 and GS-1981 at GS-11 and below in the cotton, raisin, peanut, and

processed and fresh fruit and vegetable commodities

o Clerks, OA Clerks, and Computer Clerks at GS-5 and below in support of

those commodities

o HVI Operators and Leaders at WG/WL-2 and below

o Instrument Mechanics/Workers/Helpers at WG-10 and below, and Laborers

o Employment is limited to 180 days in a service year and up to 240 days in a

service year due to unforeseen conditions (approval required)

o May also be used to make term-equivalent or indefinite appointments

Schedule A 213.3113 (m)(1) - FGIS

o Part-time, seasonal, or intermittent positions

o Employment is limited to 1280 hours in a service year

o 150 Agricultural Commodity Aids (GS-1981) GS-2 through 4

o 100 Agricultural Commodity Technicians (GS-1981) GS-4 through 7

P a g e | 9

Recruitment Methods

Competitive Recruitment – you may use only one option unless your Program

authorizes a waiver. (see Hiring Transformation Guidance at the end of this guide)

Case Examining

Case examining (also known as Delegated Examining (DE)) has been granted to USDA

by the Office of Personnel Management (OPM) and enables recruitment from outside of

the Federal workforce. Certificates of qualified candidates are valid for 90 days.

Eligibility Requirements:

All U.S. Citizens may apply under Case Examination procedures. Consideration

cannot be limited by geographic area.

Types of Appointments:

Career/Career Conditional

Temporary

Term

Case examining announcements are conducted in accordance with Category

Rating policies and procedures.

Category Rating

Category Rating is used to assess applicants for positions placing them in quality

categories. The intent of Category Rating is to increase the number of eligible

candidates from which a selecting official can choose while preserving veterans’

preference rights.

For more information on Category Rating (e.g., referral of candidates, merging

certificates), please visit: Category Rating Process and FAQ

For more information on how veterans' preference is applied in DE

announcements and certificates, see Category Rating - Application of Veterans'

Preference

Direct Hire Authority (DHA)

Direct Hire Authority (DHA) may be authorized by the Office of Personnel

Management (OPM) for filling vacancies in specific occupations, grade levels, and

locations. DHA is granted when it can be proven that there is a critical hiring need or a

severe shortage of candidates. It expedites the hiring process by eliminating veterans’

preference adjudication, rating (i.e., assessment questions or panels) and ranking

(category rating), as well as other typical selection procedures.

Although there is increased flexibility, public notice is still required. Announcements

must be posted on USAJOBS and be open to the public for a minimum period of 5

business days. All applicants who file a timely application and meet the basic eligibility

and qualification requirements for the position are referred to the hiring manager for

consideration and may be selected. Certificates of qualified candidates are valid for 90

days.

Appointment Options

Agencies may use any of the DHAs listed to make competitive service

career/career conditional, term, or temporary appointments.

P a g e | 10

Current Government-wide Direct Hire Authorities:

Scientific, Technical, Engineering, Mathematics (STEM) Occupations –

Direct hire authority has been granted and applies nationwide for the specific

occupations/grade levels listed below. This authority expires October 11, 2023.

Position Title

Occupational

Series

Grade Levels

Economist

GS-0110

GS-11 through 15

Biological Science

GS-0401

GS-11 through 15

Fishery Biologist

GS-0482

GS-11 through 15

General Engineer

GS-0801

GS-11 through 15

Civil Engineer

GS-0810

GS-11 through 15

Physical Sciences

GS-1301, 1306,

1310, 1320 only

GS-11 through 15

Actuary

GS-1510

GS-11 through 15

Mathematics

GS-1520

GS-11 through 15

Mathematical Statistician

and Statistician

GS-1529, 1530

GS-11 through 15

Acquisitions

GS-1102

GS-11 through 15

Cybersecurity and Related Occupations – Direct hire authority was also approved

and applies nationwide for the specific occupations/grade levels listed below. It may

be used indefinitely or until OPM terminates the authority.

Position Title

Occupational

Series

Grade Levels

Computer Engineers

(Cybersecurity)

GS-0854

GS-12 through 15

Computer Scientists

(Cybersecurity)

GS-1550

GS-12 through 15

Electronics Engineers

(Cybersecurity)

GS-0855

GS-12 through 15

IT Cybersecurity Specialist**

GS-2210

GS-12 through 15

**These positions must require IT knowledge and IT competencies, the work must

include cybersecurity functions as supported by the job codes in the Guide to Data

Standards and the National Initiative for Cybersecurity Education (NICE)

Workforce Framework, 2017, and the cybersecurity work must be performed the

majority of the time.

Information Technology Management (Information Security and Cybersecurity)

– This authority applies to the GS-2210-9 and above in all geographic locations. This

authority may be used indefinitely or until terminated by OPM.

Veterinary Medical Officer – Applies to GS-0701-11 and above in all geographic

locations. This authority may be used indefinitely or until terminated by OPM.

P a g e | 11

Medical Occupations – Applies to all grade levels in all locations for

Diagnostic Radiologic Technologist, GS-0647; Medical Officer, GS-0602;

Nurse, GS-0610, GS- 0620; and Pharmacist, GS-0660. This authority may be

used indefinitely or until terminated by OPM.

Agricultural Marketing Service (AMS) Occupations - This authority may be

used nationwide for the grade levels specified below. It became effective on

September 25, 2019, and will expire September 30, 2021.

Position Title

Occupational

Series

Grade Levels

Agricultural Commodity

Graders (all specialties)

GS-1980

GS-5/7

Agricultural Commodity

Aids/Technicians (all specialties)

GS-1981

GS-3/4/5

Note: Probationary/Trial Period Requirements

Individuals selected for permanent appointments will be required to complete a

1 year probationary period and selectees for term appointments will be required to

complete a 1-year trial period. However, there may be situations where the selectee

has prior service that is creditable toward completion of the probationary/trial

period which may mean the probationary/trial period is completed. The

probationary period does not guarantee that the selectee will not have appeal rights.

Check with your servicing specialist if you have questions.

Merit Promotion

Merit Promotion recruitment targets Federal employees with competitive status (already

on a career or career conditional appointment), and may also include reinstatement-

eligible individuals (previously employed under a career or career conditional

appointment), and individuals who can apply under special hiring authorities.

For complete information on merit promotion requirements that are required for

MRP and agencies and USDA see: USDA Merit Promotion Plan

Eligibility Requirements: The following individuals may apply under merit promotion

announcements:

▪ Status candidates (within the Area of Consideration (AOC))

• In APHIS, the Area of Consideration (AOC) must be at least APHIS

wide. In AMS, the Hiring Manager may limit the AOC to agency

specific programs, the agency, and/or a geographic location.

▪ Additional candidate pools and authorities if indicated on the vacancy

announcement: Veterans Employment Opportunities Act (VEOA),

Veterans Recruitment Appointment (VRA), Disability appointments and

Reinstatement eligibles may be included in ‘Who May Apply’ in

addition to the AOC

▪ The candidate must also meet the qualification requirements for the

position being filled. Only “best qualified” candidates are referred on a

certificate under merit promotion. There is no category rating, or

veterans’ preference applied. You may do your own evaluation of

candidates after receiving the certificate to determine those you will

interview.

P a g e | 12

Types of Appointments:

Career/career conditional

Excepted appointments (special hiring authorities)

Temporary promotions (for career/career conditional employees)

Pathways Program

Interns

The Internship program provides students in high school, college, trade school

and other qualifying educational institutions with paid opportunities to work in

agencies and explore Federal careers while completing their education. Students

must be enrolled at least half-time.

Recent Graduates

The Recent Graduates program provides career entry into the civil service for

those who, within the previous two years, graduated from qualifying educational

institutions with an associates, bachelors, masters, professional, doctorate,

vocational or technical degree or certificate from qualifying educational

institutions. To be eligible, applicants must apply within two years of degree or

certificate completion, except for veterans precluded from doing so due to their

military service obligation.

Veterans who meet that criteria will have up to six years after degree or

certificate completion to apply.

Presidential Management Fellows (PMF)

The PMF program is the Federal Government's premier leadership development

program for advanced degree (e.g., masters or professional degree) candidates.

This program is administered by the Office of Personnel Management (OPM.)

There is an annual offer of candidates, and there is a fee that must be paid to

OPM to hire.

Type of Appointment:

Excepted Service appointment eligible to convert to a Competitive Service

(Career Conditional) appointment upon completion of all program requirements.

STEP 2 - Review and Update Position Description (PD)

A current Position Description (PD) is essential for an accurate vacancy announcement. If this

isn’t addressed at the start of the hiring process it can cause delays when the announcement does

not accurately reflect the position. If you have a PD that is five years or older, we recommend

reviewing the PD and working with your Classification Specialist to make any necessary updates.

This is especially true if there has been a supervisory change in the work unit and/or there has

been a reorganization within the program unit. The updates can range from minor – cosmetic

organizational language – to major – substantive additions and/or deletions of job duties. If you

are unsure if your PDs are current, need help updating them, or simply want copies for your files,

contact your servicing classification specialist.

https://www.aphis.usda.gov/aphis/ourfocus/business-services/contact_us/hrd/hrdservices/contact_us/hrd/hrd

For more information on classification, please visit the following link: Classification Guide

P a g e | 13

STEP 3 – Pre-Recruitment Consultation

Review the Preparing for the Strategic Hiring Conversation guidance in Appendix C and the Hiring

Manager (HM) Checklist in Appendix D. Below you will find a summary of what you will need

to provide for a complete recruitment package:

Hiring Process

Documents

Required

Document

What is this

Document?

Why is this Document Step

Needed?

Owner

1. Position

Description

(PD) and

Coversheet

AD-332

This form certifies

that the position

description is accurate.

Not required for

previously established

position descriptions

that are currently up-

to-date.

The PD defines the duties,

responsibilities, and tasks

associated with the job. It serves

as the official record upon which

most personnel actions are based.

This ensures that managers and

employees are clear on what

competencies are required within

that position to accomplish the

Organization/division goals. It

also aids HR in making

appropriate qualification

determinations.

HM/

Classification

Specialist

Vacancy

Assessment

Questions

Occupational

Series

Question

Library(s)

Job Analysis that

contains competencies

related to the series

and questions related

to those competencies.

The question library serves as the

assessment method to assign an

automated score to each applicant

based on his or her experience and

skills related to the position.

HM/Staffing

Specialist

(Staffing

Specialist

provides the

established

library and/or

works to

establish new

questions.)

3. Examples of

Specialized

Experience

(see Appendix F

for guidance on

creating)

Listing of 3-5

examples of

specialized experience

equivalent to the next

lower grade level.

This information provides

applicants with a better

understanding of the type of

specialized experience needed

at each grade level to qualify and

identifies necessary qualifications

for use by HR staff.

HM/Staffing

Specialist

4. Relocation

Addendum

APHIS Form

348

Certification of

whether or not

relocation expenses

are necessary to

recruit a sufficient

applicant pool.

This document asks the hiring

manager whether or not

relocation expenses are

authorized by the program.

Hiring Manager

(HM)

5. Signed

Request for

Personnel

Action (SF-52)

SF-52

The SF-52 is the

official request for

personnel action. It

initiates the hiring

process.

First and second line managers’

approval on this document

authorizes HR to proceed with the

hiring action.

Hiring Manager

(HM)

*Do not submit

until requested by

Staffing Specialist

P a g e | 14

Job Analysis

A job analysis establishes the rating criteria used to determine which applicants will be referred

for selection and should be based upon an in-depth analysis of the job. The staffing specialist will

work closely with the hiring manager or the SME to determine the major job duties and identify

the duties that are most important. Analysis of the job entails a review of the position description,

classification standard, performance plan, qualification standard, etc., to ensure the duties are

fully understood.

Once the major duties have been identified through the job analysis, the staffing specialist will

work with the Hiring Manager and/or an identified SME to identify the competencies candidates

need to successfully perform major duties. Candidates who do not have the outlined competencies

will not be qualified and referred for the position.

Question Library

Your staffing specialist will provide you with already developed assessment questions to select

from or will work with you to develop new assessment questions, as necessary. You will select

8-12 questions from the question library that assess or measure the competencies of the applicants

to determine if they match those needed for the position.

The question library is fillable, allowing you to fill in the necessary information on the

Competency Table. The Competency Table asks you to provide a brief explanation of the duties

that support using that particular competency and then list the competency questions you would

like to use in the vacancy announcement.

Specific instructions are included within the individual question libraries.

Specialized Experience

Well written specialized experience statements let applicants know what types of experience they

need to possess and demonstrate in their resume to meet minimum qualifications. Specialized

experience statements must be job related, based on essential duties and competencies required of

the position, and meet any requirements listed in the qualifications standard for the occupational

series.

For additional information on creating effective specialized experience examples see

Appendix F.

STEP 4 – Submit Request for Personnel Action (‘Recruit’ SF-52)

The ‘Recruit’ SF-52 is the official request for action to be taken by HR. Your staffing specialist

will verify when he or she has received all required recruitment material and is ready to have you

submit your Recruit SF-52. First and second line managers’ approval on the SF-52 authorizes

action and confirms the position is approved to fill.

Submit SF-52s to the MRP Human Resources Operations office via eTracker, an electronic

system specific to USDA, Marketing & Regulatory Programs. Typically, office administrative

support personnel initiate the SF-52 forms. The first or second line supervisor will then need to

log into the system to review the SF-52 information and agree to/authorize release of the SF-52

form. Please contact your administrative support staff if you have additional questions about

submitting a personnel action through eTracker.

P a g e | 15

STEP 5 – Create Vacancy Announcement/Receive and Review Applications/Issue

Certificate

Job Opportunity Announcement (JOA)

Using the materials supplied, HR will create a Job Opportunity Announcement (JOA.) You will

receive a courtesy copy from the USA Staffing system and will have a brief opportunity to review

the JOA and approve the information or make suggested changes.

Please click on the link below to access the Hiring Manager Resource page for USA Staffing. For

an overview of the system, as well as information on how to review a vacancy preview, access “A

Quick Start Guide for Hiring Managers” at the bottom of the screen:

https://help.usastaffing.gov/HiringManager/index.php?title=Hiring_Manager

After the review, return the JOA to HR through the USA Staffing system. The vacancy

announcement will be posted on the Office of Personnel Management (OPM) USAJOBS website:

https://www.usajobs.gov/

If employees or applicants ask about the application process or the status of their application,

advise them to contact the applicant help line listed on the vacancy announcement. Applicants are

also able to view current status information for an application by logging into their USAJOBS

account.

Qualification Determination

OPM Qualification standards outline the necessary basic eligibility requirements for occupations

and for each grade in the occupation. They specify the minimum quality level and amount of

experience required and often allow education as a substitute for experience.

HR uses the OPM Operating Manual: Qualification Standards for General Schedule Positions,

classified position description, and specialized experience examples (if applicable) to determine

the basic qualifications of each applicant. We review applications for basic education

requirements and minimum qualifications (related experience and/or education substitution).

For Case Examining and Pathways recruitments that follow category rating procedures,

applicants will be assigned an assessment score based on their responses to the assessment

questions you’ve selected. Only those candidates who score in the Best Qualified category (95-

100) will be reviewed for qualifications initially. For Merit Promotion or any recruitment without

a scored assessment (e.g. Direct Hire), we will review all applicants for eligibility, basic

education requirements and minimum qualifications.

Preparing for your certificate

Once the announcement closes, a certificate is typically issued within 15-20 calendar days.

Depending on the size of the applicant pool or current recruitment workload, more time may be

necessary.

The hiring manager should prepare for receipt of the certificate during this time by:

• Preparing (review/update) interview questions

• Identifying the members of the interview panel (if you plan to have one)

Once issued, you will have 15 calendar days to make a selection. Additional extensions of the

certificate may be available and must be discussed with HR on a case-by-case basis.

P a g e | 16

STEP 6 – Conduct Interviews/Check References/Make Selection

Reviewing Resumes

When you receive your certificate you, or your delegated panel of subject matter experts, should

thoroughly review all candidate applications and determine which candidates to interview. If

anyone else needs to be added to the certificate review, please contact your servicing Staffing

Specialist: https://www.aphis.usda.gov/aphis/ourfocus/business- services/HRD/Contact_Us

Interviewing Applicants

As the hiring official, you will likely be the one who conducts the interviews. However, you may

designate another person or a panel with knowledge of the position to participate in the interview.

We recommend considering diversity when determining the panel make up.

Although not required, conducting interviews is highly recommended, as they give you an

opportunity to gather additional information from the applicant and verify the skills and

competencies listed in their application package. An interview will provide you with more

support in determining and justifying your selection. The interview can be especially useful in

evaluating oral communication abilities and interpersonal skills that are not otherwise easily

measured in writing.

If a panel is used, all members should be at or above the full performance level of the position

being filled and typically include subject matter experts with knowledge of the position.

Facilitators and/or EEO observers are not required, however, your program may have internal

guidance requiring the use of these individuals during your interview process.

Number of Interviews Required

Case Examining (public announcement) certificates do not require a particular number of

candidates be interviewed. However, veterans’ preference applies and those applicants listed at

the top of your certificate with an identified veteran’s preference (CPS, CP, XP, TP, etc.) must be

considered before you can consider any non-veteran candidates listed below them on the

certificate. Therefore, you may want to consider only contacting/interviewing the veterans

initially. You will need to either select them or receive a declination before you consider the non-

veterans on your certificate.

Merit promotion (internal status candidates, reinstatement eligibles, and special hiring authorities)

certificates are covered by the USDA Merit Promotion Plan (MPP) and are subject to certain

interview requirements. Your certificates will be listed as either Competitive Merit Promotion

(competitive) or Merit Referral List (noncompetitive). If you will be interviewing from a

Competitive Merit Promotion certificate, then the USDA MPP requires that you interview at least

five candidates (or all those referred, if fewer than five) from that same certificate.

Noncompetitive merit promotion certificates do not require a minimum number of interviews.

If any of the candidates you contact for an interview decline further consideration, they would

count toward the requirement to interview at least five candidates.

Interviewing Techniques

Interview questions should elicit job-related information relative to the competencies of the

position for which the candidate is applying. Prepare questions in advance to ensure that all

candidates are treated in the same manner. Generally, ask the same questions of each candidate.

However, you or the panel may ask follow-up questions to obtain additional or clarifying

information in order to assess an individual’s specific qualifications for the position. Allot the

same amount of interview time for each applicant, with time allowed for the applicant to ask

questions of the interviewer(s).

P a g e | 17

We recommend taking notes in order to record key points from the interview. It is also helpful to

note the date, time, place, and length of the interview. Keep a record of the interview questions,

any notes made regarding their responses, and the name of individual(s) who conducted the

interview on file. This will be helpful if candidates ask for feedback This information also can be

critical in the event that a candidate files an Equal Employment Opportunity (EEO) complaint.

You may ask all candidates to bring writing samples, such as reports, publications, or technical

articles to the interview. Asking applicants to take a writing or other work sample test at the time

of interview must be documented upfront in the vacancy announcement. You should work with

your staffing specialist to ensure any work samples and simulations (e.g., writing test,

proofreading test, presentation) follow OPM’s assessment guidance and does not create disparate

impact for any applicants.

Please see the following link for the complete guidance on work sample assessments:

https://www.opm.gov/policy-data-oversight/assessment-and-selection/reference-

materials/assessmentdecisionguide.pdf materials/assessmentdecisionguide.pdf

For supplemental guidance on interviewing, please see our Interviewing, Reference

Checking, and Selection: A Guide for Selecting Officials.

Documenting a Candidate’s Failure to Respond

1. E-mail and call the candidate to arrange the interview and include a deadline of at least 24

hours for a reply; when calling, record the date and time and a summary of the

conversation or the details of the message that was left. The two methods should be used to

ensure the candidate receives the message as soon as possible.

a. If the candidate responds and accepts the opportunity to interview, confirm the

interview by e-mail and state that not showing up for the appointment will be

considered a declination.

b. If the candidate declines, retain a copy of the e-mail (if applicable) or create a

written record of the telephone conversation, including the date and time of the

call.

2. If there is no response by the deadline, please send the following e-mail and allow the

candidate 2 business days to respond:

I recently contacted you by e-mail and telephone regarding your application for our (Position

Title) vacancy, announcement number (XXXXXX). I have not received a response to my

inquiries regarding your availability for an interview. As a reminder, you replied affirmatively

to the question in the applicant questionnaire about understanding that correspondence would

be through e-mail and the need to keep your e-mail address current. Failure to respond by

(time/date-2 business days) will be regarded as a declination and you will not receive further

consideration for the position.

a. If the candidate responds and accepts the opportunity to interview, confirm the

interview by e-mail and state that not showing up for the appointment will be

considered a declination.

b. If the candidate declines, retain a copy of the e-mail (if applicable) or create a

written record of the telephone conversation, including the date and time of the

call.

c. If the candidate does not respond, make a written record that a response was not

received.

P a g e | 18

3. Send copies of all correspondence to HR for inclusion in the announcement case file and

keep a copy for your records.

Checking References

The USDA Merit Promotion Plan requires selecting officials to complete reference checks prior

to making a final selection from a merit promotion certificate. It is highly recommend that you

conduct reference checks for all other selections (e.g., Case Examining, Pathways,

noncompetitive hiring authorities).

For specific guidance on conducting reference checks, please see our Interviewing,

Reference Checking, and Selection: A Guide for Selecting Officials.

Extending Certificates

If you need an extension of your certificate, send the request for an extension of the certificate in

USA Staffing.

Submitting a tentative selection

Once you have made your tentative selection(s), document the certificate and submit the

selection(s) to HR using USA Staffing. Annotate your top selection(s) by marking them as

selected in the system. Select at least one and no more than three alternate selections, in order

from first to third choice. If necessary, HR will contact the hiring manager prior to proceeding

with an alternate selection in first to third choice order. Do not discuss job offers or selections

with any potential candidates. Please review the USA Staffing Hiring Manager Making Selections

guidance for more information.

https://my.aphis.usda.gov/myportal/myaphis/employeeresources/human-

resources/staffing_recruitment/hiring_managers

Please click on the link below to access the Hiring Resource Manager for USA Staffing. For an

overview of the system, which includes information on how to return a selection, access “A

Quick Start Guide for Hiring Managers” at the bottom of the screen:

https://help.usastaffing.gov/HiringManager/index.php?title=Hiring_Manager

Notifying candidates of your decision

Once HR has completed the pre-onboarding process and issued a final offer letter to your selectee,

you should follow-up with all of the other interviewed candidates to notify them of your decision

and respond to any questions they may have.

Please note that 5 CFR 330.502 restricts movement of employees (e.g., promotion, transfer,

reinstatement, reassignment, or detail to a different position or different geographical area)

within the first 90 days of competitive appointment to protect competitive principles. This applies

to competitive hiring under Case Examining/Delegated Examining. We strongly recommend using

the same 90 day window for appointments made through Merit Promotion to ensure there is no

perceived or actual adverse impact on any other candidates.

STEP 7 – Make Tentative Job Offer & Issue Pre-Employment Paperwork

Once we have received your selection in USA Staffing, we will send a tentative offer letter to the

candidate via email in USA Staffing Onboarding. As the hiring manager, you will be copied on

the tentative offer email. If you wish to contact the selectee personally about the tentative offer,

you may do so after receiving the email.

P a g e | 19

Pre-Employment Paperwork

Your selectee will be asked to complete a variety of pre-employment forms and be fingerprinted

(if applicable) based upon the type of appointment and any unique position specific documents

will be requested (e.g. official transcripts when qualifications require education, applicant drug

testing, etc.) The majority of the information and forms needed from the selectee are completed in

the USA Staffing Onboarding system.

Projected effective dates may be provided to a selectee, but a final effective date cannot be set

until all pre-employment paperwork has been completed and reviewed by HR. Once that has been

done, we will provide your selectee with a final offer letter confirming the effective date of their

appointment. We recommend that the effective date for new hires (not currently MRP employees)

be set at least one pay period (2 weeks) out. This provides the lead time needed for equipment to

be obtained and access accounts to be established. Without sufficient time before the effective

date you can expect delays in establishing the selectee’s access and you may need to take

additional steps to alert the USDA-Client Experience Center (CEC) that you have a new

employee needing computer setup and access.

What if a candidate declines a tentative offer?

When the candidate receives the tentative offer letter from USA Staffing, they will be instructed

to log into the system to take further action. Upon logging into USA Staffing, they will either

accept the offer, request to be contacted, or decline the offer. If the candidate requests to be

contacted or declines the tentative offer, the Staffing Specialist will reach out to you with further

instructions.

If the candidate contacts you directly and declines the position, please complete a Verbal

Declination Record Form

Recruitment Incentives

If you believe you need to offer a recruitment incentive to attract the best qualified candidates or

your selectee has declined their tentative offer, consult your HR Specialist about the

appropriateness of using incentives in Appendix E.

STEP 8 – Onboard New Employee

After we have completed working with your selectee on their pre-employment paperwork, your

critical role of welcoming and onboarding your new employee begins.

Onboarding integrates employees into their new work environment. It starts before their first day,

goes beyond the orientation process and follows the employee through their first year of

employment.

Effective employee onboarding serves three purposes. First, it ensures that the employee feels

welcome, comfortable, prepared and supported. Second, effective onboarding increases the new

employee’s ability to be productive and successful, both immediately and over time. Finally,

successful onboarding leads to satisfaction and retention, which allows the Agency to continue to

fulfill its mission.

Your role is to welcome the new employee, introduce them to the culture and values of the

Agency, explain what is expected of them, and enhance their experience. Supervisors play a vital

role in making their transition into the agency as smooth and successful as possible.

P a g e | 20

On the employee’s first day, please ensure they participate in a New Employee Orientation

(NEO) session within your program. In addition to providing further employment information

and instructions, the NEO facilitator and/or you as the supervisor will assist the employee in

completing their ‘First Day’ forms. You can find additional resources and information at the

following link: New Employee Orientation - Supervisor Resources

Upon completion of the Day 1 forms, please ensure those forms are forwarded to the servicing

processing associate in Human Resources Operations. To identify your service provider or for

questions, please visit the following link: https://www.aphis.usda.gov/aphis/ourfocus/business-

services/contact_us/hrd/hrd

P a g e | 21

Appendix A

Merit System Principles (5 USC § 2301)

1. Recruitment should be from qualified individuals from appropriate sources in an endeavor to achieve a work force

from all segments of society, and selection and advancement should be determined solely on the basis of relative

ability, knowledge and skills, after fair and open competition which assures that all receive equal opportunity.

2. All employees and applicants for employment should receive fair and equitable treatment in all aspects of personnel

management without regard to political affiliation, race, color, religion, national origin, sex, marital status, age, or

handicapping condition, and with proper regard for their privacy and constitutional rights.

3. Equal pay should be provided for work of equal value, with appropriate consideration of both national and local

rates paid by employers in the private sector, and appropriate incentives and recognition should be provided for

excellence in performance.

4. All employees should maintain high standards of integrity, conduct, and concern for the public interest.

5. The Federal work force should be used efficiently and effectively.

6. Employees should be retained on the basis of adequacy of their performance, inadequate performance should be

corrected, and employees should be separated who cannot or will not improve their performance to meet required

standards.

7. Employees should be provided effective education and training in cases in which such education and training would

result in better organizational and individual performance.

8. Employees should be--

A. protected against arbitrary action, personal favoritism, or coercion for partisan political purposes, and

B. prohibited from using their official authority or influence for the purpose of interfering with or affecting the

result of an election or a nomination for election.

9. Employees should be protected against reprisal for the lawful disclosure of information which the employees

reasonably believe evidences--

A. a violation of any law, rule, or regulation, or

B. mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific danger to

public health or safety.

Prohibited Personnel Practices (5 USC § 2302(b))

Any employee who has authority to take, direct others to take, recommend, or approve any personnel action, shall not, with

respect to such authority—

1. discriminate for or against any employee or applicant for employment—

A. on the basis of race, color, religion, sex, or national origin, as prohibited under section 717 of the Civil

Rights Act of 1964 (42 U.S.C. 2000e—16);

B. on the basis of age, as prohibited under sections 12 and 15 of the Age Discrimination in Employment Act

of 1967 (29 U.S.C. 631, 633a);

C. on the basis of sex, as prohibited under section 6(d) of the Fair Labor Standards Act of 1938 (29 U.S.C. 206

(d));

D. on the basis of handicapping condition, as prohibited under section 501 of the Rehabilitation Act of

1973 (29 U.S.C. 791); or

E. on the basis of marital status or political affiliation, as prohibited under any law, rule, or regulation;

P a g e | 22

2. solicit or consider any recommendation or statement, oral or written, with respect to any individual who requests or

is under consideration for any personnel action unless such recommendation or statement is based on the personal

knowledge or records of the person furnishing it and consists of—

A. an evaluation of the work performance, ability, aptitude, or general qualifications of such individual; or

B. an evaluation of the character, loyalty, or suitability of such individual;

3. coerce the political activity of any person (including the providing of any political contribution or service), or take

any action against any employee or applicant for employment as a reprisal for the refusal of any person to engage in

such political activity;

4. deceive or willfully obstruct any person with respect to such person's right to compete for employment;

5. influence any person to withdraw from competition for any position for the purpose of improving or injuring the

prospects of any other person for employment;

6. grant any preference or advantage not authorized by law, rule, or regulation to any employee or applicant for

employment (including defining the scope or manner of competition or the requirements for any position) for the

purpose of improving or injuring the prospects of any particular person for employment;

7. appoint, employ, promote, advance, or advocate for appointment, employment, promotion, or advancement, in or to

a civilian position any individual who is a relative (as defined in section 3110 (a)(3) of this title) of such employee if

such position is in the agency in which such employee is serving as a public official (as defined in section 3110

(a)(2) of this title) or over which such employee exercises jurisdiction or control as such an official;

8. take or fail to take, or threaten to take or fail to take, a personnel action with respect to any employee or applicant for

employment because of—

A. any disclosure of information by an employee or applicant which the employee or applicant reasonably

believes evidences—

i. a violation of any law, rule, or regulation, or

ii. gross mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific

danger to public health or safety, if such disclosure is not specifically prohibited by law and if

such information is not specifically required by Executive order to be kept secret in the interest of

national defense or the conduct of foreign affairs; or

B. any disclosure to the Special Counsel, or to the Inspector General of an agency or another employee

designated by the head of the agency to receive such disclosures, of information which the employee or

applicant reasonably believes evidences—

i. a violation of any law, rule, or regulation, or

ii. gross mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific

danger to public health or safety;

9. take or fail to take, or threaten to take or fail to take, any personnel action against any employee or applicant for

employment because of—

A. the exercise of any appeal, complaint, or grievance right granted by any law, rule, or regulation—

(i) with regard to remedying a violation of paragraph (8); or

(ii) other than with regard to remedying a violation of paragraph (8);

B. testifying for or otherwise lawfully assisting any individual in the exercise of any right referred to in

subparagraph (A);

C. cooperating with or disclosing information to the Inspector General of an agency, or the Special Counsel, in

accordance with applicable provisions of law; or

D. for refusing to obey an order that would require the individual to violate a law;

P a g e | 23

10. discriminate for or against any employee or applicant for employment on the basis of conduct which does not

adversely affect the performance of the employee or applicant or the performance of others; except that nothing in

this paragraph shall prohibit an agency from taking into account in determining suitability or fitness any conviction

of the employee or applicant for any crime under the laws of any State, of the District of Columbia, or of the United

States;

11.

A. knowingly take, recommend, or approve any personnel action if the taking of such action would violate a

veterans' preference requirement; or

B. knowingly fail to take, recommend, or approve any personnel action if the failure to take such action would

violate a veterans' preference requirement;

12. take or fail to take any other personnel action if the taking of or failure to take such action violates any law, rule, or

regulation implementing, or directly concerning, the merit system principles contained in section 2301 of this title;

13. implement or enforce any nondisclosure policy, form, or agreement, if such policy, form, or agreement does not

contain the following statement: "These provisions are consistent with and do not supersede, conflict with, or

otherwise alter the employee obligations, rights, or liabilities created by existing statute or Executive order relating

to (1) classified information, (2) communications to Congress, (3) the reporting to an Inspector General of a

violation of any law, rule, or regulation, or mismanagement, a gross waste of funds, an abuse of authority, or a

substantial and specific danger to public health or safety, or (4) any other whistleblower protection. The definitions,

requirements, obligations, rights, sanctions, and liabilities created by controlling Executive orders and statutory

provisions are incorporated into this agreement and are controlling."

14. access the medical record of another employee or an applicant for employment as a part of, or otherwise in

furtherance of, any conduct described in paragraphs (1) through (13).

P a g e | 24

Appendix B

HIRING OPTION

DESCRIPTION

RESOURCES

DISABILITY

HIRING

Schedule A Hiring

Authority

This excepted service authority is

used to appoint individuals with

physical, psychiatric and intellectual

disabilities to any position and grade

level. Such individuals may be

eligible for conversion to a

permanent position after two years of

satisfactory service.

Workforce Recruitment Program (WRP):

https://wrp.gov/LoginPre.do?method=login

Complete the steps to request a password:

https://wrp.gov/EmployerUserRegisterFormPre

.do

PEACE CORPS

Returned Peace

Corps Volunteers

and Staff

Agencies can appoint applicants who

have successfully completed

qualifying service in the Peace Corps

for up to 1 year following

completion of the service to any

position and grade level.

*must clear ICTAP through an

announcement on USAJOBS.

Employer Resources:

https://www.peacecorps.gov/returned-

volunteers/careers/employer-resources/

Post vacancy to the free Peace Corps’

interactive job board:

https://www.peacecorps.gov/returned-

volunteers/careers/career-link/

Attend a career fair:

https://www.peacecorps.gov/events/

VETERANS

HIRING

Allows you to appoint eligible

veterans without competition to

positions up to and including the GS‐

Veterans Employment Toolkit:

https://www.va.gov/vetsinworkplace/resources.

asp

Veterans'

Recruitment

Appointment (VRA)

11 grade level (the full performance

level may be higher).

VA Vocational & Rehabilitation Employment

(VR&E) Coordinators:

https://www.benefits.va.gov/VOCREHAB/doc

s/EmploymentCoordinators.xlsx

Dept. of Labor resource to contact local

Veteran Employment Representative:

https://www.dol.gov/veterans/employers/local.

htm

NPWE Resource:

https://www.benefits.va.gov/VOCREHAB/doc

s/Non-paidWorkExperience.pdf

VETERANS

HIRING

30% or More

Disabled Veteran

Allows you to noncompetitively

appoint eligible disabled veterans to

any position and grade level.

VETERANS

HIRING

Spouses and

Widows/Widowers of

Certain Military

Members

Allows eligible spouses and

widows/widowers of certain military

members to be appointed without

competition to any position and

grade level.

*must clear ICTAP through an

announcement on USAJOBS.

VETERANS

HIRING

Non‐Paid Work

Experience (NPWE)

Program

A work training program that

provides eligible veterans with the

opportunity to obtain training and

practical job experience. At the end

of the training program, you can

place the NPWE participant in a

permanent position through special

hiring authorities.

P a g e | 25

Appendix C

Preparing for the Strategic Hiring Conversation - Topics to discuss during pre-recruitment consultation regarding

Organization’s Mission and Goals

□

Have there been, or will there be any changes to the organization’s mission or goals which could impact

recruitment (new skillsets needed?)

□

What are the critical challenges facing the organization in the short-term and long-term?

Position and Role

□

What are the major responsibilities, duties, and tasks this person will perform?

□

Approximately what portion of the person’s time would be spent on each of these key duties?

□

How does this position contribute to the mission of the organization?

□

What is the professional development potential for this position? (career progression to which this position

may lead?)

Skills, Competencies and Experience

□

What skills and competencies are needed to be successful on the job?

□

How do these skills rank in terms of critical importance for success in this position?

□

What does a candidate need to know to be successful in this position?



What level of knowledge is required? (rank each area basic, intermediate, expert)



What questions might the hiring official ask to gauge a candidate’s knowledge in these key areas?

□

What kind of professional experience is required and/or preferred for the position?

□

What degrees/certifications/clearances are required and/or preferred?

□

Who are the SME(s) in the hiring official’s organization who might be helpful in the job analysis, resume

screening and interviewing processes?

Other Requirements

□

Are there specific requirements that candidates should know about this job, including: travel requirements,

overtime, seasonal peaks, and so forth?

Recruitment Strategies

□

Were you satisfied with prior recruitment efforts? If not, why?

□

Were there sufficient candidates in prior recruitment efforts? If not, why?

□

Where would you find the best candidates?



For what other organizations might potential candidates currently work?



Where have good candidates been found in the past?



To what associations might good candidates belong?



Are there contractor organizations who have the desired talent?

□

Is it difficult to recruit qualified candidates? If so, what flexibilities should be used in this hiring process?

Should there be:



A recruitment or relocation incentive?



Paid relocation expenses?



Student loan repayment?



Other incentives/offerings?

□

Are you considering using additional hurdles to assist with selection/interview process as follows:



Conduct a presentation on a leadership, technical, or non-technical topic (up to 15 minutes)



Complete a writing sample and/or writing exercise

□

How can the diversity of the organization be improved and enhanced through this recruitment?



Are there special considerations or processes that must be considered in this hiring process?



Budget concerns



Special approvals

P a g e | 25

Appendix D

Hiring Manager Checklist



Validate position to be filled against workforce, succession and recruitment plan



Verify accuracy, update, or develop a new position description

Consult with your Classification Specialist (if needed

Develop recruitment strategy - Discussed with Staffing Specialist: Talent pool and

recruitment activity

□

Recruitment method: Case Exam, Merit Promotion, Pathways, Non-

Comp Options, and other recruitment alternatives (see Staffing

Alternatives)

□

Grade level(s) to recruit

□

Determine assessment tool and complete

any necessary job analysis

□

Recruitment/relocation incentives



Initiate the Request for Personnel Action (SF-52) through e-Tracker when requested



Develop or review interview questions & coordinate panel members



Review instructions for hiring managers, sent by Human Resources

□

Schedule and conduct interviews

□

Check references



Return the certificate and notify Human Resources (Staffing) of your selection



P a g e | 26

Appendix E

Incentive or Pay

Option

Maximum

Amount

Duration

Which employees

are eligible?

Service

Agreement

Required?

Required

Forms

Approval Level

Recruitment Incentive

Reference-HRDG 4500 Sec. E

25% of salary

Lump sum payment at

time of appointment or

series of payments after

specified periods of

service

Competitive and

Excepted Service - New

Perm/Term/Temp

appointments

Yes

AD-1073

AD-1074

Checklist

Agency

Administrator

Relocation Incentive

Reference-HRDG 4500 Sec. E

25% of salary

Lump sum payment after

a residence is established

in the new location

Competitive and Excepted

Service - Current

employees who must

relocate to accept a new

position

Yes

AD-1073

AD-1074

Checklist

Agency

Administrator

Retention Incentive

Reference-HRDG 4500 Sec. F

25% of

salary/10% for

categories of

employees

One year- may be

renewed with approval

Competitive and Excepted

Service - Perm

appointments with at least

one year of service

No, if the

incentive is

paid in equal

biweekly

installments

AD-1073

AD-1074

USDA Asst. Secretary

for Administration

Student Loan

Repayment

Reference- HRDG 4537

$10,000/year

$60,000 career

limit

At discretion of the

agency based on

availability of funds each

fiscal year and subject to

regulatory limits on

annual and total

amounts that may be

paid

Competitive and

Excepted Service -

Perm/Term

appointments

Yes

MRP-250-R

MRP-251-R

MRP-252-R

APHIS: Manager or

Supervisor who is at

least one level above

recommending

official

AMS: Administrator

or Associate

Administrator

Superior Qualifications and

Special Needs Pay

Setting Authority

Reference-HRDG 4500 Sec. D

Step 10 of the

GS grade level

to which

appointed and

not more than

20 % of existing

salary, if

applicable

Permanent once

employee is appointed

and is used to set pay for

subsequent personnel

actions within the

employing agency.

Competitive and

Excepted Service- New

Perm/Term/Temp

appointments under the

GS pay plan

MRP-145-R

MRP-147-R

MRP 149 AD-

3077

MRP HRD Director- if

position filled at full

performance level

USDA Chief Human

Capital Officer- if

position filled below

the full performance

level

Annual Leave Service

Credit for Non-Federal

Work Experience and

Uniformed Service

(retired members)

Reference-HRDG 4500 Sec. M

No maximum-

but no benefit

for credit

beyond 15

years

Permanent after

completion of one full

continuous year of

service with the

appointing agency

Competitive and

Excepted Service-

New

Perm/Term/Temp

appointments

Yes

Documentation

of service from

employee and

written

justification

from

recommending

official-on

official form

(HR

completes

SF-144A)

Manager or

Supervisor who is at

least one level above

recommending

official

Reappointment after

90 day or more break

in service

P a g e | 27

Appendix F - Specialized Experience Guide for Hiring Managers

Having accurate specialized experience on your vacancy announcement could be the difference between

filling your job with a quality candidate and not filling your job at all.

To ensure you have the right specialized experience on your job announcement, collaborate with your HR

Staffing Specialist to follow these basic guidelines.…

Do not include too many

requirements - because applicants

must demonstrate their experience

on their resume in order to meet the

definition of specialized experience.

3-5 statements is a good “rule of thumb” to

describe your CORE qualifications.

You may need to provide more in some

cases, but critically evaluate if that is

necessary with your HR Staffing

Specialist…and don’t be afraid to edit.

Definition of specialized experience is at the next lower grade or

equivalent to that in the Federal Service, NOT at the grade the

position is being recruited for.

For example, if you are recruiting for a GS-14 that would require experience

briefing senior executives as a project manager in an organization, your

specialized experience would include statements that reference briefing middle

management as a project member at the GS-13 level or equivalent.

Remember that specialized experience defines the skill set(s)

of a qualified applicant -- not the best qualified applicant.

Assessment questions provide an initial ranking of

candidates against the experience relevant to your position.

Candidates are then assessed against the specialized

experience and OPM standards.

Example: Give employee

benefit presentations to new

employees at orientation.

Do’s and Don’ts of Creating Specialized

Experience:

Do’s:

•

Be directly related to the position and

reflected/supported by the position description

•

Be able to be demonstrated in a resume

•

Include experience that is an absolute necessity for the

position

•

Reflect experience needed to prepare a candidate to

perform the duties of the position without more than

normal supervision of the grade level being filled

•

Be different for each grade level

•

Exercise caution when using “must” or “may”

Don’ts:

•

Contain lists or too many activities or functions that

make the statement too cumbersome or detailed

•

Be written as a knowledge, skill, ability, or

competency nor contain adjectives that cannot be

measured (i.e. exceptional, superior, extensive)

•

Be too restrictive for the targeted applicant pool

•

Contain additional requirements beyond the basic

qualifications

•

Contain acronyms/Federal acronyms on case exam

announcements

•

List the duties of the current position description being

announced