(no subject)

[vicarz]

I have been working on my resume and KSA statements most of today. Rather than look at them myself to review them, I think I'll just stick them in my LJ behind a cut. A couple of people have been asking me for resume, KSA, and government employment advice, so here is what me looks like to a recruiter-clerk (unformatted coz IB lazy). I put this here for my friends to see a sample, rip on me if it blows, brag about my career, and kill some time.
1. Get a gov job by poking around the easy-to-use site: http://www.usajobs.opm.gov/


ME
ADDY ▼ Work (202) number ▼ Home (703) number

Ms. NAME June 27, 2005
Human Resources Specialist
National Labor Relations Board
ADDY

Dear Ms. Smith:

I am applying to NLRB's Job Announcement Number: NUMBER, Supervisory Human Resources Specialist, GS-201-14, which was posted on the Office of Personnel Management USAJOBS website. I would be an asset to your Agency with my ten years of experience in the Federal Government ranging from Employee Relations to Equal Employment Opportunity combined with my Master's Degree and current legal studies.

Throughout my career, I developed my skills in Human Resources and Personnel, and now wish to expand my knowledge base by encompassing the full range of Human Resource functions. I have a well-developed background in Employee Relations and Equal Opportunity that would benefit your agency, and I believe that this position would allow me to build upon my strengths while allowing me to add expertise in more traditional Human Resource functions.

I gained expertise in discipline and performance management with the Department of Agriculture. I apply this knowledge to training staff on individual cases and creating Standard Operating Procedures for use by Employee Relations Specialists and management officials. I built this experience upon my management background in the Department of Labor after years as an Equal Opportunity Specialist.

I continue to develop my skills by combining my direct job experience with a continuing focus on education. I began work in the Federal Government after receiving my Master's Degree, but have continued to attend school while working. Currently I am pursuing my Juris Doctorate at George Mason University School of Law part-time, where I am in the top-third of the class, with an expected graduation date of June 2007.

My combination of extensive experience in the Federal Government with my educational pursuits is well-suited to the Supervisory Human Resources Specialist position in your Agency. I am enclosing a copy of my resume, which outlines my qualifications.

Thank you for your consideration, and I look forward to discussing how I may best serve your Agency.

Sincerely, ME

Enclosures




ME
ADDY ▼ Work (202) NUMBER ▼ Home (703) NUMBER

EXPERIENCE

Senior Employee Relations Specialist, GS-0201-13 Oct 2002 - Present
Food Safety and Inspection Service (FSIS), U.S. Department of Agriculture 1400 Independence, Washington, D.C.
• Issue disciplinary and adverse actions consistent with Agency Directives and 5 C.F.R. Part 752
• Assist representing the Agency in third-party appeals of disciplinary and other actions at the MSPB, EEOC, and Arbitration Hearings by conducting discovery, writing motions, taking depositions, and conducting portions of hearings
• Represent the Agency in State unemployment hearings and appeals
• Create Standard Operating Procedures (SOPs) and train management officials in employee relations issues
• Created and implemented a standard format for the Agency to respond to Union and Non-Union Grievances
• Coordinate the hotline investigation processes between field offices and Internal Controls Staff inquiries
• Coordinate security clearance process, reviewing applications SF-86 or SF-85p, and provide periodic reports of clearances
• Conduct investigations into allegations of misconduct (credentialed Feb, 2005)
• Served a detail as the Ethics Officer, GS-0201-14, from Dec 12, 2004, through Feb 6, 2005, processing financial disclosure forms, reviewing outside employment applications, and advising staff on conflict of interest situations
 Full time employee at 40 hours weekly. Supervisor: NAME, Chief, Employee Relations Branch
Please do not contact my supervisor at this time.

Assistant District Director, GS-0360-13 Jun 2000 – Oct 2002
Office of Federal Contract Compliance Programs, U.S. Department of Labor 1730 K St NW, Washington, D.C.
• Developed and managed a staff of Compliance Officers / Equal Opportunity Specialists
• Directed assignment and conduct of compliance reviews, complaint investigations, and compliance assistance
• Negotiated remedies of complex cases and developed Conciliation Agreements to implement the remedies
• Established & maintained relationships with community groups
• Processed discrimination cases in excess of $1 million

Equal Opportunity Specialist, GS-0360-7/12 Jan 1995 - May 2000
Office of Federal Contract Compliance Programs, U.S. Department of Labor 300 7th Street, Washington, D.C.
• Independently investigated and evaluated government contractors’ compliance with EEO and Affirmative Action regulations under 41 C.F.R. Chapter 60 and Executive Order 11246
• Performed investigations using information gathering, statistical analyses, individual and group based comparisons, interpretation of federal regulations, and personnel interviews
• Investigated discrimination complaints and issued reports on findings
• Served as Union Shop Steward - including participating in Union-Management Partnership team which implemented and analyzed a climate survey of the Employment Standards Administration
• Resolved discrimination cases in excess of $100 thousand

EDUCATION

JD: expected June 2007 2003-Present
George Mason University School of Law, Arlington, VA GPA 3.20 / 4.00

MA: Industrial and Organizational Psychology 1992-94
George Mason University, Fairfax, VA GPA 3.52 / 4.00

BA: Psychology, Certificate in Industrial and Personnel Relations 1987-91
University of Maryland, Baltimore County, Catonsville, MD GPA 3.50 / 4.00

AA: Information Systems, Concentration in Application Development 1998-2000
Northern Virginia Community College, Alexandria, VA GPA 3.81 / 4.00

OTHER NOTES

Completed OPM Security Clearance Background Investigation (BI) Jun, 2005
Credentialed Employee Misconduct Investigator Feb, 2005
US citizen SS# NUMBER
Selective Service # NUMBER Jan, 1987
Board Member, Westmoreland Terrace Condominium Association 1995 - Present



Header: Quality Ranking Factors for Vacancy Announcement Number: ME
NUMBER, Supervisory Human Resources Specialist, GS-201-14 SSNUMBER
A. Knowledge of and ability to apply Federal statutory and regulatory requirements, as well as OPM/MSPB/EEOC and court precedent and guidance to an employee relations program, including performance management, conduct, disciplinary and adverse actions.

Performance Management:
I helped a manager with an employee that was not performing at the fully successful level at a time when our Agency had not taken a performance-based action in several years. I researched the issue through Agency issuances, review of C.F.R. Title 5, part 432.104, the Labor-Management Agreement, and a review of the case law to determine the proper course of action. I guided the manager each step of the way to intervene and correct the employee's poor performance. The employee was counseled orally, then in writing, then through the formal Performance Improvement Plan (PIP) method. The employee was unable to improve to the level required, and I removed the employee from the Agency. The employee acquired paid legal representation and appealed the action to the MSPB, but settled their case early in the process. I made the case sound enough that the former employee's representative felt it would not be in the best interest of their client to conduct a hearing.

Following the successful performance-based removal, I created a Standard Operating Procedure (SOP) guide for the process, and presented the information to the Labor and Employee Relations Division. When news of the ability to remove poor-performing employees spread, I reviewed and assisted in several more performance-based actions with the results ranging from improved performance to additional removals.

Conduct, discipline, and adverse actions:
I routinely take action directly and advise other professionals on how to correct employee misconduct through the disciplinary process. I review cases, prepare evidence, draft and issue proposals for discipline, conduct oral conferences, review submitted materials, and draft decision letters. In addition, I review the work of other Employee Relations Specialists to ensure that their quality of work is suitable for enforcement. I earned an Outstanding Performance Appraisal based on the high volume and consistent high quality of work I produced.

In March 2004, I gave a presentation on the discipline process to Senior Management Staff who were managing the Import Inspection Program. To do so, I created a MS PowerPoint presentation. I spoke to the group, gave the presentation, and then facilitated a discussion of several disciplinary issues raised during a question & answer session. The presentation was well-received, resulting both in follow-up questions on more distally-related matters, and in a letter thanking me for my presentation to the group.

I also served in unofficial details assisting the Litigation Branch in MSPB, EEOC, and Arbitration Hearings, most recently in October to November, 2004. I conducted portions of a MSPB hearing, written Motions for Summary Judgment for both MSPB and EEOC proceedings, performed depositions, took part in settlement negotiations, conducted discovery, and responded to related correspondence. I have won cases for the Agency based on my motions for summary judgment and in hearings, and prepared executive summaries based on these victories.

B. Knowledge of and ability to apply Federal statutory and regulatory requirements to HR programs closely related to employee relations, including benefits (e.g., health and life insurance, retirement, Thrift Savings Plan, etc.); workers compensation; reasonable accommodation; leave administration; and awards.

I have demonstrated that I can research novel areas through Agency materials, Federal Regulations, and case law. Admittedly, most of my experience has been in the realm of enforcement of actions against employees, though as a Federal Employee I am familiar with many of the benefit programs available.

In my current position, I have instituted several removal actions based on a failure to return to duty from extended absences on worker's compensation. I have removed employees for both misconduct (failing to return to work or provide documentation that they were unable to work) and for their inability to perform the duties of their position. My cases were occasionally appealed to 3rd parties, but were sustained. After several removals of this type, I created a Standard Operating Procedure (SOP) guide for these types of actions in March 2004. The SOP is still in use by other Employee Relations Specialists.

Also in 2004, I created a SOP for responding to requests for accommodations, and this is still in use by the Agency.

I frequently advise managers in leave administration, typically from the perspective of addressing abuse of leave and poor attendance. I have had to dissuade managers from attempting to remove employees with no prior disciplinary actions on file after they were permitted to accumulate significant amounts of Absence Without Leave (AWOL). For instance, I recently had to explain to a manager that we could not terminate an employee whom the manager claimed was approximately 15 minutes late several times a week for several months. He had added up all the "falsified time" for a large sum and wanted the employee removed. I explained that the Agency was required to first give notice to the employee that their conduct was improper, then move through progressive discipline if necessary to correct the conduct, and only to propose removal if the employee failed to correct their behavior after multiple interventions. The employee was given a Letter of Warning, and began report to work in a timely manner.

C. Ability to develop and supervise a staff and to manage assigned programs (including planning, budgeting, adjusting priorities to accomplish organizational goals).

When I was the Assistant District Director of the OFCCP's Washington District Office, I created and instituted a case tracking log. I used our software to create the log which I designed to help monitor case production as my staff processed their assignments. Using this chart, it became easier to see how cases were progressing and alter employees' workloads to ensure the office goals would be met. I met quarterly goals using this device, and showed it to the other Assistant District Director who then used it for his group, resulting in the log being used to monitor production throughout the office. During my time with the office, we never failed to meet the quarterly goals. When I departed, the device was still in use.

I also trained subordinates to perform the duties of Equal Opportunity Specialists both in and outside of the office environment. I reported their progress to other supervisors to help guide them in their career development. I also supervised small teams of Equal Opportunity Specialists in cases where larger numbers of personnel were required to conduct a review. In those cases, I standardized their work methods, coordinated work efforts, monitored progress on timetables, and acted as the liaison with the contractor during the review. In one case, I had an employee who was in the career ladder but was failing to perform at the next level. I gave the employee notice, met with them repeatedly, then put them in a grade-building assignment. The employee was able to improve their performance, and was promoted to the next grade level in their career ladder.

D. Ability to establish and maintain effective relationships with managers and employees at all levels, including the ability to deal effectively with sensitive issues in a constructive and problem-solving manner.

My current position as an Employee Relations Specialist requires me to deal with sensitive issues of an emotionally charged nature on a daily basis. I am often in the position of having to explain to managers from Front-Line Supervisors to SES employees that the actions they want taken in their behalf are not sustainable.

For instance, I recently arranged to meet with a Director on a Friday at 3:00 PM to guide him through the process to address a poor performing employee with a PIP. When we met, he was hoping to institute the PIP in the next week. Unfortunately, when he showed me the paperwork on the employee, I discovered that the employee's Within-Grade Increase (WIGI) was due to automatically take place that Sunday. I had to explain to this Director that it was too late to stop the WIGI, that the courts have interpreted receipt of a WIGI as proof that the Agency had rated all performance up to that point as fully satisfactory, and that we would be unable to issue any action based on the documentation he had already collected.

To lessen the impact of the bad news, I told the Director that I understood his frustration with the process, but that our Agency was concerned not only in taking action, but ensuring that the actions we took would be supported by 3rd parties. I also took the opportunity to go over the information he had provided, and suggest some ways to make tracking the employee's production easier in the future. I explained the general process, and provided training materials for later review. At the conclusion of our meeting, the Director understood his obligations for addressing performance and complimented me on my presentation.

In another case, I received a call from an unidentified Food Inspector who worked in a private plant's poultry slaughterhouse. They were upset that another employee had harassed her, but that she was unaware of any discipline being taken against the employee. I explained to this employee that while what she alleged happened to her was wrong, that her supervisor in turn had obligations to all his employees to maintain each employee's privacy. She revealed that the supervisor had stated that he had addressed the matter, but she wanted to know how. I explained the disciplinary process to the employee, and again focused on how the issuances are given with employee privacy respected as much as possible, even if this means other parties with an interest in the situation may not be privy to the proceedings. I gave an example of how the employee might not want their coworkers to know if she were faced with disciplinary issues herself, and that seemed to really help her understand the situation. The employee thanked me for explaining the Agency's process, and seemed ready to carry on her duties.

E. Ability to communicate effectively in writing on sensitive and complex issues.

I was asked to prepare a presentation on the discipline process to be given to Senior Management Staff who were managing the Import Inspection Program. To do so, I created a MS PowerPoint presentation. I spoke to the group, gave the presentation, and then facilitated a discussion of several disciplinary issues raised during a question & answer session. The presentation was well-received, resulting both in follow-up questions on more distally-related matters, and in a letter thanking me for my presentation to the group.

I have created several Standard Operating Procedure manuals for LERD covering such subjects as Performance Improvement Plans, Security Clearance Processing, Accommodation requests, and removing employees from employment who are incapable of performing the duties of their position. All of these SOPs are still in use in the department, with the PIP material now incorporated in a manual for new supervisors I helped develop with the Branch Chief.

In addition, I frequently respond to union and non-union grievances on the behalf of the Agency. I enjoyed the written interchanges, and developed a format for responding to the issues raised point by point in a display that was easy to follow. My supervisor liked the format, and instituted it as the new standard by which grievance responses would be judged. I wrote instructions to our field specialists, and provided sample grievances in the new format. Since implementing the format, I have reviewed grievance responses and found the quality has increased both in terms of the level at which the issues are addressed and how they are conveyed to a diverse audience.