ML030780496

TVA - Licensee Exhibit 125 - Rec'D 09/11/02: October 1, 1990, TVA Supervisor'S Handbook

ML030780496
Person / Time
Site:	Browns Ferry, Watts Bar, Sequoyah
Issue date:	10/01/1990
From:	Tennessee Valley Authority
To:	NRC/SECY
Byrdsong A T
References
+adjud/ruledam200506, -RFPFR, 50-259-CIVP, 50-260-CIVP, 50-296-CIVP, 50-327-CIVP, 50-328-CIVP, 50-390-CIVP, ASLBP 01-791-01-CIVP, RAS 5983
Download: ML030780496 (64)

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TABLE OF CONTENTS

r. . . IIEALTH AND SAFETY .................................. I

° . EQUAL EMPLOYMENT OPPORTUNITY ......................... 11 s.i, .rt.,., ,,

ETHICS AND CONDUCT ............................................. 13 "SELECTINGTHE RIGHT PERSON FOR THE JOB ..................... 21 CLASSIFICATION .................................................... 31 PAY ................................................................ 37 BEN EFITS ........................................................... 43 LEAVE .............................................................. 53 RE1IREM ENT ............................................... ........ 59

)TRAINING AND DEVELOPMENT .................................... 61 W ORKSCIlEDULES .................................................. 65 MANAGING INDIVIDUAL PERrORMANCE ........................... 73 D ISCIPLIN E ..... ................................................... 75 STAIFING DOW N ................................................... 83 REDUCTION IN FORCE .............................................. 87

. 9. AI'ITEALS AND GRIEVANCES ........................................

VETt.RANS' PEI'IERENCE ...........................................

93 105 109 RESTORATION RIGI11 S .............................................

• EMPLOYEE RECORDS AND I1Ig PRIVACY ACT ...................... III C) IND EX ............................................................. 115 C\

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• 9 ¶ 0 9 ORGANIZATION OF THE TENNESSEE VALLEY AUTHORITY Rosourcee 1",Creostwo to Industrial Ing lupp elmServi¢es nnell III ch-eing

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- IlI&S K~)HEALTH-AND SAFETY

1. TVA Objectives employees. This chap TVA has an obligation to protect the life and health of employees a safe ter discusses how TVA meets this obligation by: providing healthful workplace; maintaining occupational radiation exposure as low and services to maintain and fur as Is reasonably achievable; providing medical employees' physical and mental health; and providing treat ther Improve and rehabilitation services for employees who sustain ment, compensation, official duties.

Injuries or illnesses in the performance of their following three TVA codes that The TVA General Releases manual includes the can be helpful.

0 TVA Code VIII OCCUPATIONAL HEALTH AND SAFETY is TVA's explains program re primary policy document for this program and sponsibility and accountability.

0 TVA Instruction VIII STOPWORK AUTHORITY FOR IMMINENT things, that you, the DANGER CONDITIONS specifies, among other one responsible for an operation, have the authority to stop the work situation exists.

when you determine that an imminent danger 0 TVA Code II EXPRESSION OF STAFF VIEWS encourages and protects execution of employees in expressing differing views on policy and policy without fear of reprisal.

I of this chapter.

A number of additional documents are listed in appendix and safety responsibili They can help you fulfill the full range of your health ties.

\.

• IH. Occupational Health and Safety A. Policy workplace for each TVA is committed to providing a safe and healthful public from accidents related to of it,. employees and to protecting the 6perationi. Occupational health and safety considerations are to TVA's and health of em be built into every TVA operation to protect the life

• ) V ployees and the public; to prevent damage to properly, materials, and by accidents. Oc equipment; and to avoid work interruptions caused serious business, and all TVA and appli cupational health and safety is regulation, and laws on occupational health and safety cable federal must be followed.

TVA encourages the active participationhealth of each employee and em organization in its occupational and safety program. Itis

") *'ployee alo committed to promoting employee safety off the job.

0 00D 0

0 1

- Il&S l&S ,/

E. Supervisor's role pro B. Operating philosophy for IVA's occupational health and safety Plan the job.

gram *1* 2 1.

Provide training.

1. All Injuries and Illnesses are preventable. 3. Instruct employees in their rights and responsibilities.

for pre

2. Management Is ultimately responsible and accountable 4. Identify and correct hazards.

venting Injuries and illnesses to TVA employees.

5. Promote health and safety.

3. All operating exposures that may result In Injuries can be con 4.

trolled.

Safety is a condition of employment.

0@ 6.

7.

Listen to employees.

Do not coerce.

S. Workplace hazards are identified and promptly corrected. 8. Use the health and safely committee.

6. Accidents cost money. 9. Be an example.

7. Most accidents are the result of actions by people. 10. Enforce health and safety.

8. Good safety performance is a continuing requirement. 11. Investigate and report accidents.

provides agency C. Occ'upatlonal Health and Safety, Human Resources, Occupational Radiation Protection as TVA's III.

wide assistance to all organizations as needed and serves corporate level staff in areas of policy formulation and interpretation.

Support Includes the following I. Industrial hygiene monitoring and assessment of occupational 0.@ A. Policy TVA protects its workers from hazards due to ionizing and nonionizing health hazards. radiation such as from x-rays and radioactive materials. We strictly nonnuclear adhere to radiation exposure limits established by fcdcral regulations.

2. Radiological hygiene monitoring and surveillance of TVA endorses the policy of the Nuclear Regulatory Commi-tsion to radiation hazards. maintain occupational radiation exposures 'as low as is reasonably

3. Development, consultation, and coordination in the delivery of achievable,' or "ALARA." TVA Code Vill OCCUPATIONAL RADIA structured training courses in various health and safety areas. TION PROTECTION; TVA Instruction VIII RADIATION PROTEC an TION, Small-Scale Operations; and the TVA Occupalional flealth and

4. Health and safety program evaluations to provide management Safely Manual give additional information on protecting employees from of the effectiveness of their health and safety unbiased assessment radiation hazards.

program activities.

and Ill

5. Health and safety information Including accident, Injury, B. Supervisors are responsible for supporting TVA's policy on radiation toxic materi ness statistics; personal exposure data; hazardous and protection by:

als data; product safety data, etc. I

1. Maintaining continual oversight.

D. Other support services outside Occupational Health and Safety 2. Evaluating means by which radiation exposures to your employees can be minimized. I

11. Public Safety Service and Land Between the Lakes (LBL) patrol Injuries to the public on TVA prop Investigate vehicular accidents,property. 3. Exercising sound judgment in weighing factors competing with G)erty, and fires Involving TVA They also provide first ALARA.

CD C:) 2.

aid, CPR, and defensive driving training.

Workplace health and safety committees. i 0 4.

5.

Instituting planned'programs for radialion exposure control.

Encouraging responsible employee participation in AI.ARA pro C) grams. In particular, you should encourage employees to be 0(3 aware of potential radiation hazards and to promptly bring Ihesc to your attention for appropriate correction.

I

- h&s l t&S KJ 6. Medical Surveillance and Biological Monitoring Exarninalans Required by OSI IA for employees whose job duties require expo.

C. if you need help in carrying out your responsibilities, you should Work with the radiation control supervisor in your organization if it uses sure to asbestos, lead and certain other toxic chemical substances, physical and biological agents. Contact local medical office for radiation in its operations. You may also contact Radiation Safety and Control within OC H&S. Within Nuclear Power, contact Radiological I assistance.

Control.

0. 7. Termination or Retirement Examination - Recommended for all employees. Required for employees with a history of injury or excessive exposure to any hazardous agent In the work environ.

IV. Occupational Medical and Related Health Services ment or those who are terminating from nuclear power sites or and other jobs involving exposure to ionizing radiation.

A. Major area medical offices are located in Chattanooga, Knoxville, Muscle Shoals. Site facilities are also at Walls Bar, Sequoyah, Browns S. Performance Problem Examinations - If a supervisor su-pect.; that rerry and Bellefonte nuclear plant siles, and fossil power production a health condition is contributing to employee's performance prob.

facilities. WI lems or inhibiting job safety, the supervisor should recommend that the employee report to Medical Services for evaluation.

officials or B. Medical examinations can be requested by human resources Evaluation may be required in some circumstances by supervisor Examination, for as condition of continued fitness for duty.

supervisors using form TVA 1444, Request for Medical employees. Examination for TVA job employees or contractor/vendor

9. Reevaluation of Medical Clearance for Unescorled Access and applicants are requested by form TVA 9880A, Employment Affidavit limitations Other Special Medical Clearance - This examination is requested and Conditions of Employment. Any medical constraints or by supervisors using form TVA 1444 sent to Medical Services in a are indicated on these forms by the examining physician. Management determines if the individual can be accommodated to perform It is important to remember equal opportunity commitments employment of handicapped employees.

the job.

regarding 0> sealed envelope marked 'Administralively Confidential.' Accom panying it should be a Administratively Confidential memoran dum describing the supervkor's observation, and concerns.,De tails concerning this examination and procedures for requesting each are outlined in TVA Instruction VIII HlEALTH SERVICES, Radia I. Preemployment Examination - Establishes baseline record of tion Workers.

employee's health status.

Alcohol and Drug Screening - Alcohol and drug tests are required

2. Reemployment Examination - Ilourly trades and labor candidates t0.

who have worked for TVA within the past 5 years may be exempt for all TVA job applicants who are applying for positions in Nu from additional examination under TVA Medical Services proce clear Power. Nuclear Power's Fitness for Duty program includes dures. Annual employees who have worked for'TVA within the random drug and alcohol screening for all employees stationed at preceding two years may be exempt from additional examination nuclear sites, those with unescorted access, and all Management and SC-schedule employees. Drug and alcohol screening arc also under TVA Medical Services procedures.

available to all supervisors anytime there is cauc to su-;pcct that

3. Return-to-work Examination - Required for employees who have sustained a work-related illness or injury and employees who *1 an employee is in violation of TVA's stated policies rega'ding drug- or alcohol.

have been on leave without pay for more than 30 days. Employees who have been absent for five consecutive workdays due to a non work related injury or illness should obtain Medical Services ap rea proval before resuming duties if medical facilities are within sonable distance.

or

4. Transfer Examination - Required for employees transferring to from assignments involving (1) potential exposure to ionizing radiation, (2) unescorted access to nuclear plants, (3) assignments in Nuclear Power and (4) public safety officers transferring to nu "1"1 clear facilities. For all other employees, they should clear through G)

CD o

medical facilities at old station and new station If reasonably avail.

able.

5. Required Reexaminations - Required for employees whose job a

Dduties require examinations by federal regulation (NRC, OSHA, CD etc.), other rule, or applicable standard. Frequency depends on the 0") Individual's specific job assignment. Contact local medical office for assistance.

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2. Notify the physician when the Injured employee goes ti an outside physician for treatment that light duty will usually be provided whenever necessary and let the physician know that TVA will work with him/her to provide safe productive employment dur.

4 r V. Workers' Compensation Ing recovery. Solicit assistance from Medical Services' medical Employees are entitled to benefits under the Federal Employees' Compensa facility staff or WCRD when a conflict arises with private physi policy and lion Act (FECA) if they suffer job-related Injuries or illnesses. The cians concerning whether an employee should be returned to procedures are outlined in detail in TVA Instruction VIii INJURY, Employee.

work.

for job-related TVA medical facilities provide treatment and examinations by injuries or Illnesses in accordance with rules and regulations established 3. Stay in touch with the employee away from work due to a job-re of Workers' Compensation Programs the U.S Department of Labor's Office lated injury.

(OWCP).

0 Inform the injured employee that the purpose of TVA's return-to Rehabili for information or assistance from the Workers' Compensation and 4.

ttlion Department Staff (WCRD), call extension 2820-C, briefly describe the work efforts Is to promote recovery, protect the employee from problem or situation, and WCRD will see that appropriate assistance k* pro unnecessary risks to health and safety, and prevent unnecessary vided. A Claims Officer, Rehabilitation Counselor, or the Clinical Coordina time away from work.

contact tor in WCRD will assist the worksite manager as needed and also physicians, other individuals or organizations as indicated including TVA 5. Return Injured employees to work as soon as feasible, consistent private physicians, treatment facilities, the claimant, and the OWCP. with any residual medical limitations and contingent upon medical approval for the employee to work In an available job. Notify the (not illness) Rehabilitation staff whenever an employee does not report to work Employee's responsibility - In the case of traumatic injury A.

the employee may elect to take sick, annual or other leave in accordance promptly after being approved or directed to do so. TVA's Reha a bilitation staff provides vocational rehabilitation assistance for with regular leave regulations or have regular TVA pay continue for days. employees who are not able to return to regular or modified duty calendar reriod of 45 upon reaching maximum medical recovery. The WCRD staff rmployee must provide written notice of the injury, using either monitors the medical recovery process, coordinating with the re i.

form CA-I (for Injury) or CA-2 (for illness), Immediately after the sponsible line manager, TVA medical, and the attending physician.

injury.

6. Conduct an administrative review of all workers' compensa lion

2. If disability continues beyond Initial 45 days, employee and super claims, at the time of Injury or as soon after as possible. There visor must submit form CA-7, within 5 days after 45 day period should be a written record of management's findings of objective ends. *1 fact about: a) what happened; b) how it happened; c) when It.hap

3. If the employee experiences an occupational illness, employee and pened; d) where It happened; e) the body part affected; and (t) the supervi-or must submil CA-6. apparent nature and extent of injury, based on the best available Information. For traumatic injuries Involving let-tlime, attach a

4. Every two weeks, employee and supervisor must submit form report of management's findings to the claim form CA-1 and place CA-8. a copy of both in an administrative file. Refer suspected fraud to TVA's Inspector General's office. The Workers' Compensation I1. Supervisor's responsibilities - The WCRII in Medical Services is avail. staff of WCRD provides information and as.istance for processing able to answer additional quetlion% about the responsibilities outlined occupational illness claim- (Form CA-2).

below.

I. Assist the injured employee In obtaining needed initial medical 0 7. Contest all questionable claims and controvert other claims as specified by COP eligibility requirements. The Investigation and written report of findings as presented In Item 6 above are espe

--n treatment and submitting the appropriate workers' compensation cially Important when the claim Is controverted/contested. Also The employee should claim forms and related documentation.

G) complete a Form CA-I to report a traumatic Injury (work Incident include a brief narrative statement, supported by objective facts, of C

C:)

C:)an 0)

C:)

occurring within I day/shift) or a CA-2 if the employee suffered Injury or illness due to exposure to employment factors over a period of more than I day/shift. The Basic Workers' Compensa tion Manual explains appropriate procedures for paying continu is 8.

why the claim is controverted/contested.

Consult Medical Services as necessary concerning medical con straints and subsequent reevaluation of the constraints to see if "4 ation-of-pay (COP) and for assisting the Injured worker with any they are still'needed. Medical Service- consults with the attending necessary documentation. Copies of the manual may be obtained physician as necessary to clarify or update medical constraints.

from WCRD (ext. 2821, Chattanooga).

7

Wklls Appendix I informa

9. Refer to Positive Case Management Ilandbook for additional pro OCCUPATIONAL HIEALTH- AND SAFETY RESOURCE DOCUMENTS lion on: how to manage job-related injuries; return-to-work or voca cedures; workers compensation claims administration; and dis the following.

tional rehabilitation services. The handbook Is prepared A. TVA Occupational Heralth and Safety Manual includes Depart rInbuted by the Workers' Compensation and Rehabilitation which TVA's ment (extension 2820-C). i. rederal occupational health and safety requirements program incorporates. These are:

VI. Non-Service Related Health Problems a. Occupational Safety and Illealth Act of 1970.

Employees are responsible for getting medical health problems. In emergency situations provides assistance and Initial care. Employees at care for non-work-relatcd work, TVA Medical Services are encouraged to utilize 6 c.

grams for rederal Employees.

Title 29, Code of rederal Regulations, Part 1960, "Wl~sic Program In some situations, a supervi and TVA's health awareness programs voluntarily. evaluation when an em Elements for Federal Employee Occupational Safety services for s~or may refer an employee to medical Health Programs and Related Matters.'

or attendance has deteriorated and health-related fac ployee's performance evaluation, Medical ap tors might be contributing to problems. Following the d. OSHA General Industry Standards (29 CFR Part 1910) that refer the employee to one of the following programs. ply to all TVA operations and activities.

Services may that apply assistance to e. OSHA ConstructionlStandards (29 CrR Part 1926)

A. Employee Assistance Program (EAP) - Offers confidential substance only to TVA construction, renovation, and demolition activi members who are experiencing TVA employees and family ties.

difficulties.

abuse, financial, marital, or similar personal or emotional and assistance to both supervisors EAP further provides 24-hour crisis employees sion 2701-C).

through a central telephone number in Chattanooga (exten 0'* 2.

3.

'TVA Occupational HeIalth and Safety Program "TVA Occupational I lcalth and Safety Standards.'

PlIan.'

supervisors whose B. Psychological Services - Provides consultation for 4. TVA Criteria for hInvestigatin~g, Classifying, and Recording Work-Re may be experiencing difficulties and behavioral problems employees lated AccidentIs, Injuries, and Illnesses.

C.

that may Impair productivity, attendance, and morale.

Live Well Program - This is a preventive health program designed to lifestyle changes con 0 I 'S S.

6.

Serious Accident Invest igat ion Procedure.

linplernentaltion Criteria and Guidelirres for Asbestos Opera til~.

involve employees In activities that will result in stress reduction, weight loss, and smok ducive to good health, such as 7. Criteria for tire Safe 01,eratioil of TVA Cranres.

Ing cessation.

a. '~Safety Recognition Awards.

VII. Training Medical services- provides training for employees and for Instructors In emer Medical Care, 0 9.

10.

'Occupational Ilealth and Safely Dc-;gn Requiremecnts.*

'Occupational llcalih and Safety Uulletins."

Performance Goals gency care. Training courses Include First Aid, Emergency it. Guidelines for tire Development of Health: and Safety Resuscitation (CPR), Emergency Medical Technician and Objectives.

Cardio Pulmonary Psychological/

Supervisory Training, (EMT), Employee Assistance Program Training, and other specialized psychological programs. 12. Guidelines for Effective olob Planning.

Stress Management

-n Additional Information about individual courses Is available through your

• 1 13. Guidelines for Workplace Inspection anrd Abatenment.

G) human resources officer or Medical Services. i.

focu'ed

15. 'Directives' are documentSl which addre's narrowly TVA Mtan 0D not adequately governed by OSHIA or agency needs dards.

9 8

11:0 lt&S EQUAL EMPLOYMENT OPPORTUNITY

'I.Occupational lIcalth and Safely Information" is a poster that is re All TVA programs and actIvities-not just employment-are required by quired to be posted in every workplace. It includes the employee's major rights and responsibilities and brief summaries of other compo nents of the TVA occupational health and safety program.

4**  !. law to provide equal opportunity. Affirmative employment Is an active positive process through which an organization seeks to equal employment opportunity by not only removing discriminatory achieve its goal bard and of eri to employment but also actively seeking out applicants and employees C. General Health and Safely Requirements for Salary Policy Employees is an from underrepresented groups. Managers and supervisors are responsible informational booklet (available from Office Supply Warehouse, Chat for developing affirmative employment programs. TVA, as an organization, lanooga) that is issued to every salary policy employee. Is committed to providing a workplace free of prohibited discrimination and harassment.

D. What You Need to Know About Operatinga TVA Vehicle is an instructional booklet (available from Transportalion Services, Chattanooga) that is to be issued to every employee who Is subject to driving any sedan or other light vehicle for TVA.

4 0 II. Supervisors should work closely with human resources officials in carrying you out their equal opportunity responsibilities. The environment that in the E. TVA Special Light and Heavy Motor Vehicle Operator's Handbook (available create and the approach that you adopt to manage diversity things as from Office Supply Warehouse, Chattanooga) Is to be issued to every workplace is critical. Each supervisor should do the following employee who is assigned to operate a light vehicle hauling hazardous part of his/her equal opportunity action plan:

materials or a vehicle having a gross vehicle weight rating of more than 10,000 pounds. 4) I A. Analyze the current work force and be aware of the repres-entation distribution of minorities, women, dikabled veteran-, and person%

and with F. TVA Material Safety Data Sheets (available from Occupational Health dkabilitics by occupation and grade level.

and Safety describe the hazardous properties of various chemicals used within TVA and the appropriate control measures and emergency pro by top cedures. This material must be readily available to every employee B. Dtablkh goals and tlimetahlc Goal-; should be establi~hed in each organi7ation and communicated to %upervio-r. for who is subject to coming in contact with a hazardous chemical management employment or promotional opporlunitivc are pro any position where C. Other Information available from Occupational Health and Safely, Hu jected and where underreprerentation cxi-'ts. Affirmative employment a valid man Resources. Is conidered a po-ilive factor of 'merit and efficiency' and I-consideration in making selections In these targeted position'.

1. Audiovisual Catalog identifies and briefly describes the wide variety may Determine strategies to achieve your goal-. mor each barrier that 2.

of audiovisual Information and training materials available.

Video Display Terminal: lHeallh Issues and Work Station Design Guide lines (available also as call number 999.363117 T29v in TVA Techni

4) C.

hinder goal achievement, you should e.mablikh a strategy to eliminate the barrier. Strategies can include, but are not limited to, such aclivitie' Working With as:

cal Libraries). Also available is the booklet 'About VDTs.'

1. Inten-ifying recruitment effortI to attract member( of under

3. Workplace Hazard Assessment Blooklet. represented group-;.

4. Guidelines*or Implementing the TrainingRequirements of the Hazard em Communication Standard. 2. Maintaining information aboutl.kill., abilities and inter..t% of ployees.

5. General Information for Local Health and Safely Committees.

3. Requesting that .utfficient numlbrs( of memlbe' of under

6. TVA Health and Safety Training Curriculum. represented groups are included on sulmini,.ion lktt for vacancie.

I I. 4. Planning reductions in force in such a way aq to mininlmi7e the im pact on groups which are already underre'pre',ntd or would become underrvpresented as a re.ullt of the reduction.

5. Regularly moniloring the effeclivens(iof ,tffirmalive enhloyment efforts for your work group II

EEO

<2 ETHICS AND CONDUCT

6. Providing reasonable accommodations for otherwise qualified The standards of conduct well and conflict of Interest service laws apply, to some extent, experts, con 0@

contractors, handicapped persons to perform the duties of a position. Accom 1. to all TVA employees as as personal are responsible for Supervisors modations may include modifying work sites, adjusting work sultants, and advisory committee members.

policies schedules, restructuring jobs, acquiring or modifying equipment, knowing these laws and regulations as well as the specific TVA ensuring that or providing interpreters or readers. The Manager, Handicapped and procedures. All employees share the responsibility for area. within TVA. Employees Employment, Equal Opportunity staff, can assist you In this high standards of ethical conduct are maintained about their are encouraged to seek guidance whenever they have questions

7. Establishing and participating in affirmative action committees own activities or those of a subordinate conforming with the conduct stan within your office or organization. dards.

Ill. Support Services Available from Corporate Equal Line Organizatlons' Equal Opportunity Officials Opportunity Staff and 01 S You should consult your human resource officer when you -tandards about conduct. Detailed information about TVA's conduct applicable regulations and procedures are contained in the have questions following and docu of af ments:

A. Preparation of guidelines and Instructions for the development firmation employment programs.

TVA Code Code Ill ill CONDUCT FINANCIAL INTERESTS TVA on a variety B. Presentation of briefings, training sessions and workshops TVA Code III POLITICAL ACTIVITY of EO issues. 4 I TVA Instruction Ill CIVIC AND PROrESSIONAL ACTIVITIES 105)

S TVA Instruction Ill CONDUCT, Political Activity (ERM Chapter C. Provision of resource material such as training aids, statistical S TVA Instruction I11 CONDUCT, Regulations workforce profile data, and other program-related materials.

TVA Instruction III ELIGIBILITY FOR EMPLOYMENT, Relatives S

TVA Instruction III PM 6 RELATIVES, Guide 5

rorm TVA 9873, Employee Conduct Standards and Responsibilities

)

II. General Standards of Conduct and A. Employees must be particularly careful that their personal interests duties.

activities do not negatively impact or conflict with their TVA the An employee must avoid any action that might result in or create I' appearance of:

I. Using public office for private gain;

2. Giving preferential treatment to anyone;

3. Impeding TVA efficiency or economy;

0) 4.

5.

6.

Losing complete independence or impartiality; Making TVA decisions outrde official channels; or Eroding the public's confidence in TVA's integrity.

laws may B. Violations of the conduct regulation- or the conflict of interest action. The type of action taken is subject the employee to disciplinary In relation to the specific'violation. In addition, violations determined prowecu of federal criminal statutes may subject the violator to criminal resource officer can provide more detailed informa tion. Your human In tion about specific disciplinary consequences by consulting TVA struction XIII EMPLOYEE DISCIPLINE, Miconduct 13 13

1-'IUCT

coNCT, C. The Special Counsel of the Merit Systems Protection Board will enforce political activity restrictions in the Hatch Act. TVA investigates and C. Investigations decides the penalty for violation of its own political activity policies based on the Hatch Act. The most severe penalty for violation is lermi All employees are required to assist the Inspector General's investigations. This requirement Includes to investigators or auditors of the Inspector giving statements General's office.

office in or evidence 9.* D.

nation, and the minimum penally under the law is a 30-day'suspension.

Always check with your human resource officer before initiating any To report violations of the standards of conduct regulations, conflict of activity that may be a violation of the political activity policies. Igno interest laws, or any misconduct or abuse of authority, contact your rance of the law will not excuse violations.

General's supervisor, your human resource officer, or the Inspector office. E. Under the Hatch Act employees may not use their official authority or influence to affect the result of an election and they may not take an "i1he Inspector General's office can be contacted at 615-632-3550 (Knoxville);

0>-@ active part in partisan political management or campaigns. Examples prohibited activity under this law include:

of S

1-800423-3071 (in Tennessee); or

1. You may not become a candidate in a partisan election for nomina S

1-800-323-3835 (in AL, AR, GA, KY, MS, MO, NC, VA) tion or election to public office.

2. You may not campaign for or against a political party or candidate Ill. Use of TVA Properly and Information in an election for public office or political party office.

A. An employee cannot directly or indirectly use in greater detail in TVA Instruction or allow another to use TVA property for other than officially approved activities.

Ill CONDUCT, This issue i:

Regula

• 1 0 3. You may not serve as an officer of a political party, a member ofora national, state, or local committee of a political party, an officer member of a committee of a partisan political club, or be a candi addressed lions, and instruction VI OrriCE EQUIPMENT AND I'URNI'l URE, date for any of these positions.

Control, and Ill CIVIC AND PROFESSIONAL ACTIVI Standards and You may not solicit, receive, collect, handle, disburse, or account 4))

4.

TIES. Examples of prohibited activity Include: for assessments, contributions, or other funds for a partisan politi cal purpose or in connection with a partisan election, or make a

1. Using franked TVA envelopes to mail personal correspondence. political contribution In a federal building or to or through a mem 2 Using TVA photocopy equipment for personal matters. ber of the Board of Directors, the Chief Operating Officer, or any for unoffi other TVA employee who is directly above you In the chain of Using a government-owned, leased, or rented vehicle

3. command in a supervisory or administrative position.

cial purpose-.

for per 5. You may not sell tickets for or otherwise actively promote activi

4. Using TVA computers, typewriters, and word processor'.

ties such as political dinners.

sonal matters.

6 You may not take an active part in managing the political cam his/her jot) at paign of a candidate for public or political party office.

it An employee may not u-c information gained through which has not been made available to the general public to You may not work at the polls on behalf of a partisan candidate or TVA and 7.

further the employee's interests. You may not use information that has political party by acting as a checker, challenger, or watcher, or in the public only by not been dispersed by the agency or is available to a similar partisan position.

special request.

8. You may not distribute campaign material.

9. You may not serve as a delegate, alternate,or proxy to a political IV. Political Activity party convention.

A The Ilatch Act is the federal law that provide' that federal employees, 10. You may not address a convention, rally, caucus, or similar gather ing of political party in support of or in opposition to a candidate including TVA employee,, cannot agement or political campaigns--even take an if active they are intended to insulate federal employees against the influence their job tenure.

part in political man willing to. 'Ithe law is of political 9' 9 for public office or political party office, or on a partisan political question.

might affect considerations that 1I. You may not endorse or oppose a candidate in a partikan election policy provides through a political advertisement, broadcast, campaign literature, or B. In addition to the I latch Act, the TVA political activities similar material.

involvement for further guidance on acceptable and prohibited political TVA employees.

4r

r--'*UC r CONDUCT v-i, V. Gifts and Entertainment

12. You may not use your automobile to drive voters to the polls on A. You may not solicit or accept anything of monetary value, including election. any person who behalf of a political party or candidate in a partisan gifts, gratuities, favors, entertainment or loans from to do business with TVA, who cbnducts has a contract or is secking or activities that are regulated by IVA, or who has interests Hatch Act include: operations F. Employee activities that are pennissible under the that may be substantially affected by either the performance or nonper formance of your official duties.

1. You may register to vote and vote as you choose in any election.

accept the following" Exceptions to this regulation permit employees to

2. You may express your opinions as an individual, privately and the ordinary course publicly, on all political subjects and candidates as long as you do 1. Food and refreshment when it i,; furnished in is properly in attendance, it is not take an active part in partisan political management or parli of a meeting or tour, the employee 3.

san political campaigns.

You may wear a political badge or button or display a political I-i. of nominal value, and the occasions freshment are served absent, the acceptance Is Infrequent.

of the food and upon If any which of the refreshment such food or re four criteria are is Impermis-i sticker on your private automobile; however, this is undesirable ble.

while on TVA property or while at work. attended group to a political 2. rood and refreshment in the course of a widely or training ses

4. You may make a voluntary campaign contribution function such as a reception, seminar, conference party or organization. sion, when proper advance approval is received.

office, pro of nominal value

5. You may accept appointment to a nonpartisan public with the 3. Unsolicited advertising or promotional material the office will not conflict or interfere I such as pens, note pads, and calendars.

vided service in efficient discharge of your TVA duties. cases when authori~ed

4. Travel and subsislence expenses in certain no Individ

6. You may participate In a nonpartisan election either as a candidate by TVA; local transportation while on business when are clearly and you may, if be made and alternative arrangement, or In support of (or in opposition to) a candidate; or Inter ual payment can elected, serve in the office if such service will not conflict impracticable.

duties. similar favors of fere with your TVA 5. Gifts, gratuities, favors, entertainment, loans or similar posi that stem from a family or personal relationship You may serve as an election clerk or judge, or In a monetary value

7. the business tion, týoperform nonpartisan duties as prescribed by state or local when it is clear that it is the relationship rather then of the person concerned that motivates the gift.

law.

8. You may be politically active in connection with an Issue not spe cifically Identified with a political party, such as a constitutional ordinance, or I I .0 6. Loans from banks or other financial Institutions on terms.

customary amendment, referendum, approval of municipal similar Issue. 13. There.are criminal provisions covering the acceptance of gifts, entertain a civic, commu ment, and favors found in Title 18 U.S.C. 209.

9. You may participate in nonpartisan activities of nity, social, labor, professional, or similar organization.

10.. You may be a member of a political party zation and attend meetings and vote on or other political organi issues, but you may not 03 1. Under thi, law you are prohibited from receiving compens tion for services you render as part of your ernment duties.

any -alary as official gov the organization. in a bona fide lake an active role In managing 2. Under this law you may still continue to participate by a former em as a delegate or alter employee welfare or benefit plan maintained

11. You may attend a political convention (not nale), rally, fund-raising function, or other political gathering, but ployer.

part in conducting or managing such you may not take an active Gifts within the office is gatherings. C.

petitions, but may

12. You may sign petitions, Including nominating I. You may not solicit a contribution from another employee for a or canvass for signatures, If they are nominating to a superior.

not initiate them gift to an official superior or make a donation petitions for candidates for partisan elections. less pay Congress, such as by 2. You may not accept a gift from an employee receiving

13. You may petition Congress or any Member of than you.

and Senators to say how you think writing your Representatives they should vote on a particular issue.

1"7

rc CONI)UC K> VII. Personal Gain as a TVA

3. Voluntary gifts of nominal value or donations In a nominal A. Generally, you cannot participate personally and substantiallyThere is no a special occasion such as marriage, illness, or retire employee In a mailer in which you have a financial interest. interest.

0..@

amount on finaniial ment, are allowed as an exception to the general policy. minimum amount of value or control that constitutes individuals or or B. This prohibiltion also applies if any of the following your spous;e; your VI. Work Outside of TVA ganizations have a financial interest in the matter.

you serve as an minor child; your partner; an organization in which A. You may engage In outside employment, with or without compensa officer, director, trustee, partner, or employee; or a person or organi7a official duties lion, but only If It will not harm the performance of your which you are negotiating for prospective employment or conflict with your TVA duties. Such work may include lion with and will not for prospective employment.

undertakings. In the course have an arrangement civic, charitable, religious, and community of pursuing such activities 1.

certain things are prohibited.

You may not used Government-financed time or supplies S C. An employee may be granted a waiver if his/her financial found to be not so substantial as to affect services. A general waiver can also be granted to a the integrity interest Is of his or her group of employees that has

2. You may not use or allow the use of official information for certain Interests found to be too remote or inconsequential to affect not been made available to the general public the integrity of the employees' services. The general waiver mus;t be IN

3. You may not promote the use of your official title or affiliation published in the Federal Register. See TVA Code Ill IINANCIAL with TVA or allow suggestion of official endorsement TERESTS.

You may not conduct business with your subordinates. having a financial The TVA conduct regulations also prohibit you from 4.

D. your Govern

5. You may not represent another person or organization before an interest that conflicts, or even appears to conflict, with receive agency or court of the Federal or D.C. Governments or ment duties and responsibililies.

In payment for someone else's representation before these bodies, the Government has an Interest. Your represen matters In which to tation is prohibited even If IltIs uncompensated. An exception a par VIII. Gambling this prohibition generally allows an employee to represent and while on Govern ent, spouse, or child in a proceeding before these agencies An employee may not participate in any gambling activity Thil; includes courts. or leased property or while on duly for TVA.

ment-owned a game for money or operation of a gambling device such as a lottery or pool, by a nunbers slip or ticket.

13. Outside work done by an employee must be approved In advance II property, or selling or purchasing vice president and reported by the human resource manager in his/her is also required for such activities an annual report. Advance approval as teaching, lecturing, or writing. IX. Employment of Relatives to be in is di-.cus,-ed in C. Ifran employee engages in outside employment that is found stop the A. TVA's policy concerning the employment (if relatlves I'0R I MI'I.OYMI NI ,lela have to 11 Y compatible with TVA employment, the employee may detail in IVA instruction% Ill ii.II(1iI It 6 R'I A'IIVI', G(:uile.

outside employment or could be terminated from TVA. lives (I:RM Chapler 215) and II'M D.

hibit former Government employees from 'switching law and they pro Post-employment restrictions are part of the federal sides.' If you are 4) 0 it. For purpo.es of this policy, a relative isian applicant'saunt, nephew, father, mother, son, daughter, brother, .-. i.ter, uncle, or emlploye"*s resource officer son planning to leave TVA you should consult your human niece, husband, wife, fir-t cousin, father-in-law%, mother-in-liw, There are two basic restric .%,tepfather, for additional Information and guidance. in-law, daughter-in-law, brother-in-law, sister-in-law, lions. stepmother, step:son, .,tepsldughter, .,tepbrolher, lte-.iWer, hailf-brother, as an or half-siser.

1. A former employee is prohibited permanently from acting matters Governmcnt in certain other person's representative to the in which he/she was involved personally or substantially while in 4..' C. 'I he following n..triclions apply to the emiployment of relative, federal service. 1. A TIVA employee cannot appoiit, prohihtle, or advance a relative.

.2. For two years after leaving TVA, a former employee is prohibited Nor can an employee advocate ihe ClnioVIlvnl, I dvaoc.eleiit, or certain from representing another person to the Government In promotion of a relative.

maiters which were pending under his or her official responsibility during the last year of TVA service.

10)

IIN

CONDUCT, K>

2. A TVA employee may not have a supervisory or administrative SELECTING THE RIGHT PERSON FOR THE JOB relationship over a relative (this prohibition applies to occasional and/or unintentional relationships as well as routine lob duties). TVA's Selection System

3. The son or daughter of a TVA employee may not be appointed for summer employment unless the employment is part of a formal The selection process at TVA Is quite different from the'rest of The federal TVA training program. (TVA extends this restriction to other rela service. At other agencies civil service tests and scored application blanks lives for most summer employment programs.) have been the major selection devices used, which often leaves the supervisor only a choice among the lop three candidates. Under the TVA Act, Congress

4. TVA conduct regulations prohibit TVA employees from giving or permitted TVA to establish its own methods of employee selection and pro appearing to give preferential treatment to any person, especially a motion consistent with the principles of merit and efficiency. TVA's selection relative. process emphai7es the role and responibility of the selecting supervisor in C. In many instances It Is a violation of federal law for an employee to recommend or otherwise advocate the appointment or promotion of a S II.

hiring the most qualified employee for a particular vacancy.

Staffing from Within TVA: Internal Selection relative. This restriction applies to any employee, regardless of pay schedule or grade level, who has the authority to appoint or promote any other employee or to recommend such actions. Most employees A. Generally, TVA's policy is to promote or transfer from within IVA before hiring from outside TVA.

who supervise or direct the work of others have such authority.

D. ERM Chapter 275, SELECTION, Promotion and Internal Transfer, Sal.

D. If a relative is appoinled to a position as a result of nepotism, he/she is *1' ary Policy, and the Articles of Agreement, Supplementary Agreement not eligible for pay for working in that position. If payment has already been made before the violation is detected, the relative must reimburse S-7, provide guidelines on how to fill vacant or new salary policy johb; the full amount of wages received. The employee who violates the the General Agreements (Annual Operating and Maintenance), Supple restriction on employment of relatives is subject to appropriate disci. mentary Schedule, A-Ill and Bl-Ill, provide guidelines on how to fill annual trades and labor positions. Filling management, specialit and E.

pline which may Include termination.

If the TVA prohibition against a supervisory or administrative relation ship to a relative is violated, human resource officers must resolve the 43/4 excluded schedule positions is not governed by any negotiated agree.

ment, but unlawful dicrimination in filling these and all other positions i- prohibited.

violation not later than three pay periods after the violation becomes C. The supervisor's deckion concerning a selection may be challenged and known.

'H you should always be prepared to explain and adequately juitify your choice.

D. Internal selection process I. dentfy the vacancy. Make sure that a fulltime appointment i, the 4> S best alternative; explore other staffing options such a, temporary appointments or contract employees.

a. Salary Policy positions can be filled either through a directed transfer or posting a vacancy announcement.

b. Trade-; and labor positions are filled in accordance with the specific general agreement relevant to the vacancy.

2. Develop the job descriplion and have the poesilion cla4;%ified. I his step applies to management, salary policy and annual trades and labor positions. There i more informalion aboult th, proce*'. in the Classification chapter.

3. Prepare and post the vacancy announcement. Only salary policy i and annual trades and labor positions mu-t be posled in accor dance with the provisions of the applicable negotiated agreement

Sr 'ON C. The selection process for external candidates is in many ways similar to the process used for internal selections.

specify how long

4. Await applications. The negotiated agreements an announcement must be posted and the time limit placed on the based on the posting and appli -i, 1. Request requiition. At your request, your human resource officer supervisor for making a selection will prepare and submit a requisition and a job descriplion for the cations he or she receives in response. salary policy or annual trades and labor position to the Employ.

a. Salary policy announcements must be posted for notthe date less than ment Services staff. Human Resources, in Knoxville. In response 10 calendar days. The supervisor has 90 days from to this request the Employment Services staff will provide you the announcement 'closes' to make a selection. This time with applications that have been received from people interested be extended by mutual agreement of TVA and the in working for TVA in certain positions. Trades and labor hourly limit may Panel. positions are not handled In this way, so you should consult your human resource officer for assistance with these vacancies.

be posted not

b. Annual trades and labor announcements must less than 15 calendar days. The supervisor has 120 the date the announcement 'closes' to make a days from selection. S 2. Await submission list of qualified applicants. The Employment Services staff will review TVA's reemployment registers, OWCP candidates, and outside candidates to determine if there are quali.

fied applicants with current applications on file. This list will be resource officer sent to your human resource officer.

5. Receive a list of qualified candidates. Your human applications and making the initial is responsible for reviewing all determination about the applicants' qualifications.

resource officer will send you the candidates' applications their personal history records (PI IRs).

The human and IN S 3. Review submission list. If there are few or no qualified applicants for the submission list, you, your human resource officer, or the Employment Services staff may decide that special recruitment usually efforts are necessary to solicit applications from qualified candi.

identifies the can

6. Select candidates for Interview. The supervisor and require dales.

didates who appear to best meet the job qualifications that inter 4. Obtain recruiting assistance. The Employment Services staff is S

ments and recommends to the human resource officer these candidates. The tIRO will make responsible for TVA's recruitment activity. In addition, some or view invitations be given to ganizations have their own recruitment activities for certain classi the interview arrangements. fications.

to collect in

7. Interview candidates. This is your best opportunity the job 5. Select candidates for interview. You review the applications and/

candidales qualifications to perform formation about the or resumes submitted and recommend candidates for interview.

For more and let the candidate know what the job will entail. see sec ing. Your human resource officer will review and approve your detailed Information about how to conduct the interview, interview requests and will issue invitations for interviews. The lions VI, VII, and Vill of this chapter. human resource manager or officer Is the only TVA rerese*ntative

8. Make the sel.ction. The supervior selects the most qualified can who should contact the candidates to arrange for interviews.

is responsible for didate from among thow interviewed. The }IRO candi 6. Interview candidates. The interview process is the same as for approval for you to hire a particular getting the necessary this chapter for a description of internal candidates. More detailed information about interviews i, date. See sections IV and XIX of or hiring in sections VI, VII and Vill of this chapter.

that should be used in making the selection the criteria Make selection. The supervior selects the most qualified candi decision.

9. Extend an offer. The I IRO will contact the employee offer. The I1IRO will also assist in negotiating a release to extend the date for the 05 0 7.

date from among those interviewed. See sections IV and IXof this chapter for a description of the criteria that should be used in mak ing the selection or hiring decision.

employee.

8. Extend offer. The human resource officer extends the offer of em

-n ployment to the candidate and, if necessary, makes arrangements Ill. iliring from Outside TVA: External Selection for the candidate to receive pre-employment medical examina C) . tions. The candidate will also be required to undergo a security CD empt to fill the position with an .4 check Into his or her background.

C) A. Supervisors are generally required to atto de candidates.

C) internal candidate before pursuing outsid including

(,11 u 1:i r.-,,frm n.,tside TVA Is affected by r ules and regulations, the Veterans' Preference Act, federal laws prohibiting discriminalion, regarding TVA's affirmative action policies, and negotiated agreements reemployment right- of those previously employed by TVA.

• 'ION K>

B. Review the applicant information. Information on each candidate willa vary slightly. Usually you will have some type of application (either TVA initial application or an application for anticipated vacancies),

IV. Selection Criteria and the Selection Decision either a resume or PI IR, and sometimes lest results or other data.

For selections in TVA. It is each applicant you should do the following:

A. Merit and efficiency is to be the basis for all and abilities, necessary to important to Identify the knowledge, skills, candidate will best Check minimum qualifications. Only those lobs that have been perform the job so that you can determine which I.

sali'fy the requirement of merit and efficiency. analyzed by the Classification, Planning and Analysis staff have valid minimum qualifications; other things listed, such as a degree, of Agreement etc., are really only desirable characteristics and, therefore, you I. For represented salary policy employees the Articles (except in (5-5) require that selection for promotion and transfer should not screen someone out on the basis of these alone.

efficiency. Manage some cases) be made'on the basis of merit and ment's judgment of merit and efficiency is controlling unless 2. Aswss possession of KSAs. Examine past educational and job shown to be arbitrary and capricious. experiences. While doing this, write down specific questions to selections, con ask the applicant to help you determine whether he/she possesses

2. In evaluating merit and efficiency in salary policy the necessary KSAs for the job.

sideration may be given to the following

3. rind a rapport-builder. Pick out something in the resume or ap

a. Requirements of the Job; plication that you can uw to 'break the ice' at the start of the in be appraised by

b. Overall competence of the candidate as can terview.

of TVA service records, and other factors, if rele examination vant; to

c. Organizational needs, objectives and efficiency of TVA, which C. Decide on Information to impart. Review the infnrmatinn you need includes TVA's affirmative action plans and goals; provide to each candidate. Applicants should-be given realistic expec man tations about the job so they can make informed decisions about nega

d. TVA's need to recoup investments in training and/or whether the job is for them. Be honest and give both poesitive and power requirements; tive aspects of the working conditions. It is important thai the inter

e. TVA's need for continuity of operations. - ,I view be conducted in a professional, well-prepared manner.

3. For trades and labor employees, Supplementary Schedules A-Ill D. Prepare the setting. Make sure that the interview has been -cheduled you and A-V of the General Agreements discuss In detail what to con and that all the necessary paperwork is at hand. Al-o make sure selecting a candidate for a trades and labor position. won't be interrupted during the interview.

sider In V. Preparing for Selection VI. Key Issues Associated With Interviewing yourself more organized By structuring the selection process, you help make and better able to pick the best candidate structured selection technique each candidate and ensure that the to enable for you information the to job.

get will more You should use this information from pertain to the knowledge, 0 rocus on getting job--related information about the required knowledge.,,kill, and abililies from each applicant and ignore irrelevant information n'l pertain to the KSAs. Some general points to keep in mind include:

that does skill%, and abilities needed for the job.

reli A. Try using multiple interviewers. Thi- can result in obtaining more able and valid information, reduces biases by providing more per-pec A. Identify job requirements and knowledge, skills, Thewe are the attributes that "formthe job successfully. Make sure the candidate holding you the must focus job.

and abilities (KSAs) have on The the in order to per Job job itself and not description is a ( 9 lives, and sharing the interviewing responsibilities. Be sure interviewers are well-prepared and understand the KSA- of that all the job.

on the person who Is currently useful tool in identifying KSAs. B. Take notes throughout the interview. At the beginning of the interview tell the candidate that you will be taking notes continuously and that will he/she should not feel uncomfortable about thiq. Your note-taking indicate to the applicant that you are interested in what he/she mys 25

'ION SIELECt ION K>/ VII. The Structured Interview Form q¢ C. Consider personal characteristics only if they are job-related. Personal This form is used throughout the entire selection process and will provide a characteristics have a place In the selection Interview only If they are guide to note-taking and will help in the final deciFion. You uwc a -,eparate job-related and only If you assess them through behaviorally related form for each applicant. These forml- are useful for documentation" purpnoc questions. Ask questions that will get the applicant to describe his/her and so you will want to retain them after you have made your selection deci.

past behavior. Be sure to ask all the candidates the same questions. sion. rollow the following three steps in preparing the interview form before you meet with candidate-.

1). Avoid illegal discrimination. Interview questioni. that violate laws re A. ror each applicant, fill In each page of the structurvd interview form garding discrimination may have serious consequences for you and TVA. You must avoid collecting or using any information related to with the identified job duties and their a-;%ocialed KSAs for the po,;ihon.

areas of discrimination. Generally, if you focus on the KSAs of the job B. Review the material you have on each applicant and look for relevant you will not have problem;. experience In their background that may be evidence of the required KSAs. Make notes on the form under the duties and their required

1. Avoid information regarding sex and marital status. KSAs and of evidence you have found that the applicant po-ew-e% the

2. Avoid information regarding race. KSAs.

3. Avoid questions about ethnic ties. C. Develop questions to ask the applicants, using the form and the infor.

4. Do not consider religion. mation just reviewed about the applicants. Start with general questions you have on the first page of the form and uCe the applicant informa.

5. Do not use age as a criterion. tion you have lust noted to tailor these question; in each applicant.

6 Do not discriminate against the handicapped.

7. Do not discuss arrests, conviction%, or citizenship. VIII. Conducting the Interview

8. Stop the flow of Information. Slop the applicant from volunteering any illegal Information. If he/she does volunteer prohibited infor I5; A. The focus of your quetion- should bei on skill- first, knowledge second, and ability lat. It I- best to a,;k question,% rlated to skilk and experi mation during the Interview, you should stop the conversation and ence of the applicant, and a-k other type- of question-; only if the appti indicate to the applicant that this information Is not related to the cant can give no skill or experience information.

job, -;hill not be used in the decision-making process and, there.

fore, Ahould not be discussed during the interview. It is also good I. Skills, or actual experience with a particular ta-.k, give'. the mot E.

to document the incident--what he/she said and what you said.

Avoid bias. Be aware of the different kinds of blases that can lead to 4)- S I

concrete evidence that the applicant can probably perform the task.

2. Knowledge, or having the educatinn or training to dn a la,k, ik t.-%

errors in selections.

concrete evidence than the behavior of actually having done the task.

I. I laio effect. This is the tendency to generalize an overall Impres sion of an applicant (which may or may not be job related) onto 3. Ability, or having the underlying potenliatl to learn and do the specific information about the KSAs; the overall impression biases tadk, is the hIal concrete and anot difficult to mea,ur." of the three 2.

all the other specific evaluations on each of the KSAs and duties.

Avoid overgenerali~ing t5 types of evidence.

11. Six critical slepq in conducting the interview

3. Don't reach conclusions based only on expectations. Wait until you have all the information before you make anyJudgment or t t. ['.stablish rapport. Trhi allow%, the interviewer to ,get to know the decision about the applicant. I applicant a- well .; po..itile and detenniine how welt the appllicant

4. Avoid comparing applicants directly. Try to delay comparing fits the job A r.laxed, oipen ,lmon.phere from the .tart will make applicants until you are ready to make you" final decision and the applicant h.', ner,'ois and more willing to talk openly.

have collected information from all the candidates.

2. Set the agenda. Ilefore beginning with the interview quceslion%,, lei

5. Keep In mind that Interviewing Is stressful for the applicant. the candidate know the direction the interview will take. I el the

6. Avoid similarity bias. This occurs when applicants are judged candidate know that you will Iv a.king que..,lion', and taking note., that he/.he will have an opportunity to a.k you questihon-,

more favorably when they are similar to or have much in common and what the general time .schedulefor the interview will lie with the interviewer.

27

SILECUiON, K>

10. Be straight with the applicant. lie honest and straightforward with

3. Gather Information. The most Important point to remember is that the candidate throughout the interview procmes.

you are trying to get information from each applicant about whether he/she possesses the needed knowledge, skills, and abili 4.

ties for the job. Be sure to take notes during the Interview.

Dispense information. Tell the applicant about TVA and the job he/she has applied for, describing in general the working condi

t. ,d IX. Making the Hiring Decision A. Decide the importance level of duties. Review the structured Interview form and decide which of the job duties are most important to the job tions, travel requirements, advancement potential, etc. Rank order the duties from most important to the icast important.

5. Answer questions. It is Important to give the applicant a chance to ask any questions he/she has about TVA or the job. B. Assemble all information on the candidates. This includes the struc

6. Close the interview. Cordially thank the applicant for his/her lime lured interview form, application, resume, service reports, or other data and Interest and explain what happens next in the selection proce dure, when you expect a decision to be made, and who they may contact for further information.

i S C.

provided for each candidate.

Examine the results of the structured interview. Compare each candi.

date by reviewing the interview results. lie consistent when you con Guidelines for effective interviewing sider the information you have on each applicant and focus on job-re.

C.

lated information when evaluating the candidates.

I. Maintain/enhance self esteem. This will help you build rapport with the candidate. Show interest in what the applicant says, Indi D. Progressively eliminate candidates. l.ook at the most important or cru.

cate approval of accomplishments, and use the candidate's name. NW' cial job duties first and eliminate those candidates that have not indi cated the ability to perform these duties. Ihen look at the next most

2. Show empathy and understanding. This also helps to build rap important job duty(s) and eliminate those candidates without suitable port and will make the candidate feel more relaxed about sharing abilities.

information. Indicate that you understand what the candidate says and how he/she feels. (I, E. Choose the top candidate. After progressively eliminating some candi

3. Let the applicant do the talking. Ask open-ended questions that date-, you will have a small subgroup of acceptable candidate, and you require the candidate to explain things. Follow up with questions should choose the top candidate from this group.

that can be answered with 'yes' or "no.'

4. Clarify information as Illis received. Make sure you have complete r. Document the decision. Write a summary justification statement of and clear information from the applicant. Do this by using prob your reasons for choosing the candidate you did as the best qualified.

ing questions, paraphrasing, repeating Information, and summariz In the statement, focus on objective information. Document the rank ing key points. order of duties and then how well candidates were qualified relative to each other. Point out what KSAs this candidate possessed that were

5. Listen actively. As you listen, be attentive, concentrate, and 'read superior to those of the other applicants between the lines.' As you listen, Indicate that you have heard and understood the message by nodding, eye contact, or with fol lowup questions. X. Orienting the New Employee

6. Demonstrate control under certain circumstances. Stay in control and directly confront the applicant's unacceptable behavior or A new employee may flounder unpr(ductively during the fin! few stressful responses. Do not permit intentional or unintentional avoidance of week.s on the job, so it is important that you help him/her to get acclimated a topic or failure to follow your format for the interview. to the new job as quickly as possible. [.isted below are some key points to

7. Be as neutral as possible. This %4ilenable you to get the most cover with the employee during orientation.

information from the applicant by pulling the applicant at ease A. Ensure that the employee understands the duties of the job and encouraging the applicant to talk freely. Examples of neutral .1

)

Sbehavior S8.

D Interest.

Include using a nod, *I see,' or *uh-huh" to Indicate Do not write negative comments immediately as they are being

• 1 0 I.

2.

Review the Job description with the employee, expanding and elaborating on specific duties and la,.ks.

Clearly relay performance expeclations. Make sure the nempleyee D2 Wall until stated. making the applicant has moved on to another topic

-1 . before notes about a negative point. knows the quality and quantity of work that is expected.

)0 9. Maintain eye contact 25 percent of the lime. Too much eye contact 3. Coach the new employee by giving feedback from the very begin ning can make people nervous.

CLASSIFI 5,1 ECFIONk ,) K>

CLASSIFICATION I1. Cover service appraisl and salary increase information.

Classification, or job evaluation, Is the process Classification of determining the relative ana I. Management and Specialist Appraisal process - Management rank or status ofjobs within an organization.

Involves it to job stan.

2.

skills, quarterly reviews.

F'orm 1 VA 3031 - Discuss time-in-gradc increawse, annual salary 4. lyzing the duties and responsibilities of the job, comparing dards and to otherjobs In TVA, and assigning It to a grade level.

increases, periodic performance reports.

3. Probationary period - Applicable to many new employees.

II. Structuring the Work employee. A. The process begins by analyzing the mission of your work unit and C. Determine and schedule training needed for the new identifying the functions and tasks to be performed. Tasks will Include train not only the primary mission of the work unit, but also any support

t. rormal training (c.g, computer training, word processing services and supervision required. The classification process includes ing) the following steps

2. On-the-job training.

I. Job design-grouping duties and tasks together to create pos;ilions Be sure that the or jobs.

1). Introduce the employee to ocrte. in the organit.ation managers employee meets everyone in the immediate work group, the Identifying the necessary knowledge, skills, and abilities required at least one level above you, and people In your organization organliations with whom the employee will work frequently.

or other EL', 2.

to do the work for the positions you have defined.

3. Defining the structure of the organi7ation, or the way in which the jobs relate to each other.

I'. Explain the office or work site rules and routines.

1. Work schedules and flexlime. B. Supervisors should continually analyze, review and evaluate the work and

- m assigned to each position. Job descriptions should be kept accurate

2. Staff meetings.

up to dfle and consideration should be given to restructuring or elimi

3. Duties and responsibilities of clerical, support people. nating positions as vacancies occur.

4. 1low to uwe the telephone system.

Where to obtain office supplies. Job Descriptions 5.

6. 1llow to handle busine.s travel. Good job descriptions-ones that are clear, complete, and accurate-,are abo

7. The "culture' or 'environment* of the office or site. lutely essential for reliable classification of any job. Job descriptions must and contain critical information about the job including: the position's duties' skills, and abilities; a de materi responsibilities; required and desired knowledge, of 1%. Provide the employee with TVA policies/procedures/reference what scription of the level of supervision the incumbent will have; a description als to review. rollow up to ens;ure that the employee understands will be required to exercise over oth he/she has read.

I. Code of Ethics for l'ederal Employees and the conduct regulations

'I the -cope of supervision the incumbent ers. Information that should not be included In a job description includes length of service, overtime, financial need, volume of work, employee's ciency, or other qualifications that are not required to do the work.

effi (both In the General Releases).

2. Other reference documents that are important to the employee's *1 work.

"I

-31

CLAsslrr,A_.

K>j d. Determines the appropriate classification (i e., manager/spe.

cialisl or salary policy) to be applied to all jobs for which it is responsible.

IV. Classification Plan for Positions on the Manager and Specialist Schedule

e. Provides consultation and assistance lo line organizations in A. A position Is placed on the Manager and Specialist schedule if it meets designing work structure and individual Job structure.

one of the following criteria: t.

f. Facilitates meetings of the job evaluation committees by serv ing as secretary, establishing agendas, reviewing all jobs sub

1. A significant degree of supervisory responsibility, such as author milled for committee evaluation, and providing recommenda.

ity to hire and fire or supervision over large numbers of subordi lions of position evaluations to the respective committees.

nates. Supervision alone does not warrant placing a job on the management schedule and, generally, first-line supervision that g Reviews all positions submitted by organiiation- for presen involves technical direction of work remains in the bargaining tation to job evaluation committees and determines the ap units. fs propriate evaluation standards to be applied to positions

2. Responsibility for makitig judgments or decisions involving union management agreements or other types of conflict of Interest. 3. Line management develops position descriptions which accurately describe the work performed and adhere to job evaluation stan

3. Certain types or degrees of policy making responsibility, such as dards thai are applicable.

some corporate staff jobs that have responsibility for developing and interpreting policy on behalf of TVA. 4. Line human resource organizations

4. Work at levels 'higher-requiring more complex or spedali7ed C. a. Provide support to management in day-to-day adminiktra technical or engineering skills--than those in the represented tion of TVA's job evaluation systems.

schedules. "b. Assist management by providing recommendations and alter.

natives in organization design to enhance operating effi Bi. Classification process ciency.

Vk'l'W C. Collaborate with Compensilion Planning and Analy;ib I)o TVA uses the Ilay Guidechart-Profile Method of job Evaluation as its develop resolutions to organization design, and individual job job measurement system for manager and specialist jobs. This is a structure problems.

quantitative job measurement system (i e., point-factor system) which ascribes quantitative values to the job factors of know-how (knowl d. Review all position descriptions and ensure accuracy of con edge), problem-solving (complexity), and accountability (responsibil tent prior to submission of position description to Compensa.

ityljob impact) inherent in every job. TVA has established job evalu tion, Planning and Analysis for review and pr*ce*ing ation committees comprised of line managers to evaluate all manager and specialist positions to ensure a corporate-wide perspective of rela live job worth within the agency and to establish accountability for determining and maintaining internal equity with management. Com mittees are responsible for conducting job evaluations, this role does not include assessing and critiquing organization design and/or lob structure.

C. Roles and responsibilities

!I I Compensation Planning and Analysis staff, Human Resource

a. Develops TVA's job evaluation crileria (excluding trades and labor positions).

b. Administers the Management/Specialist Job Evaluation Sys tem.

(I il

) c. Ensures consistency in the administration of the Salary Policy Job Evaluation System by certifying human resource officers to administer the system and monitoring evaluations per formed by line organizations.

CLASSIFICt K2 CLASSL ILI D. Roles and responsibilities V. Classificatlon Plan for Represented and Excluded Positions The supervisor writes the Job description and periodically updates.

e4. a it. The supervisor also makes all work assignments. Job de-crip The classification plan for represented and excluded positions is part of the tlion, do not control work assignments, they just describe typical negotiated agreement between TVA and the Panel. Therefore, any significant duties assigned to the Job and employees may temporarily be as changes in the classificalion system must be jointly agreed to by TVA and the signed work other than contained in the job description. Ilowever, Panel or its unions. if new duties assigned are significantly different or not truly lem porary, the supervisor should consider restructuring the work and The salary policy classification system for represented salary policy employ job classification.

ees covers most positions In pay schedules A, 3,C, D, E, r, G, and X. Many excluded positions are also reviewed and evaluated under this plan. (Those 2. lluman resource officers (IROs) evaluate all salary policy job which are not are reviewed against agency classification standards developed specifically for that particular class of work.) The classification process in & descriptions and coordinate classification action- with the salary policy unions, corporate Compenatlion Planning and Analy.,i%

volves looking at the type and level of duties and responsibilities and deler staff, and the Labor Relations staff.

mining the appropriate pay schedule, classification group, job series, job title,

3. Compensation Planning and Analysis staff, I luman Resources, has and grade level of the position. Salary policy classification is done using primary responsibility for developing the classification criteria/

either job factor guldecharts or classification standards.

guidelines used by I IRes in evaluating salary policy jobs They also provide advice and Job evaluation training to TVA managers, A. Job factors describe how work Is performed. They include such things 1iROs, and appropriate union officials.

as knowledge and skills used in the job, guidelines available to the em 4. Labor Relalions staff, I luman Resources, negotiates and admini ployee, complexity of the work, supervision received, supervision over sters the Articles of Agreement, including the classification portion others, work-related contacts with others, and working conditions. Job of the agreement, and conducts grievance hearing- concerning lob factor guldecharts classify levels of work In pay schedules A, 13,C, D, content.

and E. Job descriptions for positions classified using job factor guidecharts are prepared on form TVA 1213. 5. Union representatives represent employees in classification and Job content disputes and review management's classification decisions.

0. Classification standards are written documents that define the duties Each union designates 'union reviewers' to evaluate completed and requirements of a Job and of grade levels In a series. These are classification actions.

used to classify positions on pay schedules F and G and certain other positions. Job descriptions for positions classified using classification standards are prepared on form TVA 12A. 0 Classification of Trades and Labor Positions.

Many of the trades and labor job classifications evolved as the craft unions C. Classification process were organized, and the unions cstablished specific work boundaries (juris dictions) for cich craft. Ilourly trades and labor Jobl oflen do not have writ I. Supervisor prepares accurate and complete job description using ten jo) descriptions, commonly understood craft practice i- generally fol proper form. lowed inslead. Annual trades and labor posilions do have written Job de scriplion--I here are seven differvnl Irades and labor pay schedules a, fol

2. 1lluman resource officer classifies the job based upon the job de lows:

scription and determines schedule, job title, and grade level.

A. Schedule A - All employees are hourly contruclion workers. covered

3. Management is responsible forevalualing the job, but upon com by the negotiated General Agreement for Con-;truclion employees.

pletion of Ihe evaluation, a copy of the job description is sent to the union for review.

1. Schedule II - Employees are annual employee. who perform r.gular Classification dispute may arise. A dispute over whether the em maintenance and miscellaneous operaling work. They arn, covered by

( 9 4.

ployee's Job description accurately describes the work assigned are the two General Agreement- for either employces in IVA's Power Gen.

handled under the regular grievance procedure. This kind of dis crating and Tranmistion lFacilities or for all employ.'ees except tho.e in pute must be resolved before the position can be classified prop. TVA's Power Generaling and Tran'misgion l'acililiC.

erly. A second kind of dispute concerns whether the position was classified properly, and these are handled under the procedure set C. Schedule C - l'mployec. art aninual emphoyeyc. who perform freglar forth In the Articles of Agreement, Supplementary Agreement operaling work in the Chemical Plant /l'-,ource l)evvlopemnt I htev S-2-1I. a'rv covered by the two General A-ree'men t%referenced in it abxve 11

AY CLASSFICn PAY D. Schedule D - Employees are annual employees who perform regular operating work In Power organizations. They are covered by the two General Agreements referenced in B above. TVA's objective Is to pay employees a 'competitive" wage or salary. Pay E. Schedule E- Employees are annual employees who perform regular operating and maintenance work in Resource Developmenl and Serv CI policies are established by the Chief Operating Officer and Board of Direc tors. The TVA Act is the basic authority for our pay plans. It establishes TVA's Independence from the civil service laws and gives the Board of ices. They are covered by the negotiated General Agreement for An. Directors authority to fix compensation subject to two constraints-I) no nual Operating and Maintenance Employees except those in TVA's regular employee can receive a salary In excess of that received by a Board Power Generating and Transmission Facilities. member, and 2) rates of pay for trades and "laborers and mechanics" shall not be less than the prevailing rates paid for similar work In the vicinity.

'ii. TVA pay practices are still required to comply with other federal laws and

r. Schedule B--I lourly - Employees are hourly and perform temporary operating and maintenance and modifications work in any TVA organi. regulations:

7ation except Resource Development and Services. Covered by the negotiated General Agreement for Temporary I tourly Operating and rrair Labor Standard- Act (rLSA) which applie* to all public and privaltt Maintenance and Modification Employees. employers and specifies minimum wages, overtime pay for certain types of employees, and other recordkeeping requirement1.

Equal Pay Act which provides generally for 'equal pay for equal G. Schedule E-Hourly - These are just like Schedule B-Hlourly employees 4 work."

except that they work In either Resource Development or Services.

• Title VII of the 1964 Civil Right Act which prohibit,; any emplovnent action that discriminates and requires employers to define ernplivnicnt standards on the basis of Job requirements and ti compensate equal work based upon criteria that do not dis.criminale.

II. Manager and Specialist Schedule Pay A. 1 he manager and speciali'st salary structure ik composed ofif1 pay groups. There are three types of manager and specialist positlions:

I. Managerial positions which include executive and other position%

with res*ponsibility for planning, staffing, organizing, and supervi.

ing and controlling both the work of the organi7ation and the re If, sources to support that work (i.e., Vice Presidenl, Manager (De partment), Plant Manager).

2. Senior technical specialit position--, also' known a- dual ladder pocitions which serve a-; the agency's senior professional in a spe cific -cientific or engineering discipline or an adminnistratlic field (i.e., Senior Scientlit, National rertili7er Development Center. Sen eiT 4~ 3.

ior Discipline Engineer (ASML CoIe Spccialist), Nuclear I'moecll Staff specialist positions which include those poilion, swhich ire responsible for a speciali7ed management .upporl funclion Vi e.,

Attorney, rinancial Analyst. Rate De.sign Specialhst) 0 0

0

( 10&

N)

N)

PAY JL E. Compensation for overtime work 41 B. Pay group determination

1. Policy - Manager and specialist employees are expected to work The Vice President, Iluman Resources, recommends to the Board and overtime for which no additional compensation will be paid when the overtime is the result of the normal requirements and responsi Chief Operating Officer the midpoint, salary range, and appropriate pay bililies of their positions. Noncompensable overtime includes levels for all manager and specialist positions including executive-levcl activities that are casual, Inherent to the job, or self-imposed.

positions. Each manager and specialist position in TVA has a pay or group, Ilowever, under certain conditions when overtime work is re group determined by the job evaluation process. This pay analysis of quired and scheduled for prolonged periods or to meet unusual position level, corresponds to a salary range derived from an labor market salary data. Ideally, job incumbents are not paid less than conditions, certain employees may be eligible to receive approved Individ overtime compensation.

the minimum of the range or more than the range maximum ual pay rates do not change when the salary structure changes 2. Eligibility - Only those manager and specialist employees in pay groups I through 8 are eligible to receive overtime pay.

C. Salary progression 3. Guidelines for overtime pay - Manager and specialist employees are compensated in accordance with the following guidelines:

The foundation for TVA's salary administration system for managers to and specialists is performance-based pay. The system is designed a. Eligible manager and specialist employees are compensated reward manager and specialist employees based on their contribution for approved overtime at their straight-time rate. Certain to TVA's overall performance. Employee lob performance is evaluated eligible manager and specialist employees assigned to pod-.

focuses lions requiring rotating shift coverage are paid overtime at by the supervisor using the Employee Appraisal System which on the performance and behavioral standards of a position. Compensa one and one-half limes their straight-lime rate after working for tion Planning and Analysis staff, Iluman Resources, is re-ponsible 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> in a single work week.

and recommending pay policies and procedures, anqwering developing admini b. Eligible employees required to work on a paid TVA holiday questions concerning pay for employees covered by the salary of the receive holiday pay and applicable overtime pay for actual stration plan and excluded employees, providing interpretation organiza hours worked.

salary administration plan, and evaluating and reviewing line tions' implementation of the procedures. c. Approved overtime compensation is computed on the basis of lime actually worked in excess of a benchmark number of 1). Performance based pay hours as determined by the appropriate senior or corporate vice president. Approved days of absence and holidays fall

1. Performance Increase Program is designed to reward employees ing on scheduled work days during the work week are whose documented performance during the fiscal year contributed counted as lime worked for the purpose of overtime compen to TVA's overall performance. Manager and specialist employees sation.

whose documented performance during a fiscal year is unaccept d. Each senior vice president and corporate vice president will able or below job requirements will not receive a performance manage this policy in a manner to accomplish it, objectives 2.

increase.

Individual Increase program is designed to reward employees based on a composite review of each employee's value to the 7b 4. Approval - Vice Presidents must approve the payment of all over agency and value to the group or operations level organization time for eligible employees This approval authority may be dele be at gated to the next lower level. Any exception to this policy must be The recipients and the amounts of individual increases will the discretion of the head of the organization (i e, senior vice approved by the appropriate senior or corporate vice president president or corporate organization vice president) and the Vice President, Human Resources. Any related policy developed for use within the line organization must not be in con flict with this policy and must be submitted for review and concur rence by the Vice President, Human Resources, prior to implemen tatlion.

5. Monitoring - Corporate I luman Resources in conjunction with rinance will monitor and evaluate the implementation of this pol icy within each organization on a regular basis.

i PAY K_>

IV. Trades and Labor Pay Ill. Represented Salary Policy Pay The TVA Act requires that TVA pay the prevailing rate for work of a similar Salary ranges for salary policy schedules are cstablished based on salary sur 0 nature in the vicinity for all trades and labor jobs. This rate is determined by vey information collected by the Labor Relations staff in accordance with the negotiations based on a wage survey in a vicinity defined by the General Articles of Agreement, Supplementary Agreement 4 (S-4:A) Survey results 0.. Agreements. If there is not agreement reached In negotiations, the Council serve as the basis for salary negotiations. If TVA and the Panel fail to agree may appeal disputed wage rates to the Secretary of the Department of Labor.

on a salary structure for each pay schedule, the Panel appeals the disputed A. Wage administration is done in accordance with the General Agree rates first to mediation and then to arbitration. ments and accounting memoranda issued by Finance. There are no slary ranges, only fixed hourly or annual rates. Wage administration to A. Salary progression. Employees go from one within-grade salary rate can be complex, and supervisor's should consult their human resource one when they complete a full period of creditable srvice the next officer or payroll officer with questions.

which is evaluated as'fully adequate' or betler.

I. There are specific provisions in the negotiated agreement-; that address 11 Supervisory differential. When a supervisor is the same schedule and the following issues: dual classification, hours of work, overtime pay, grade as a subordinate and exercis FeULL supervision over that cm including the proper use and distribution of overtime work, holiday ployce, the supervisor may receive one within-grade step above lhat of pay, nmeal periods, call time and reporting time, time required for em.

the subordinate as a supervisory differential. The differential is re ployment processing, transportation allowances, and exchange of shifts moved when it is no longer Justified. (See Articles of Agrcement, Sup. and shift differential. Supervisors should be familiar with the terms of plementary Agreement S-4:L-4,1).

the negotiated agreement affecting pay that are applicable to their em ployees.

C. Pay rates after grade changes are done in accordance with the negotli alcd agreements when an employee is hired, rehired, promoted, de moted, or transferred between schedules. (See Articles of Agreement, Supplementary Agreement S-4:L-4).

D. Overtime is paid In accordance with the negotiated agreement (See Articles of Agreement, Supplementary Agreement S-4:F). Overtime must always be officially approved by a higher level manager.

I. Employees on flexible schedule do not receive overtime pay; how.

.0 (

ever, If they are regularly scheduled to work outside normal work hours they are paid overtime.

2. Employees on the inflexlile schedule generally receive overtime for work In excess of 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> a week or 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> a day.

3. Part-time and hourly employees receive overtime pay only if they work more than 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> a week or 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> aday. If they work more than their scheduled hours (but less than 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> a week),

they receive only straight-time pay.

4. Overtime rates are as follows for those eligible employees:

a. Time and one half- for employees whose annual salary is not more than SC-2, Step 3.

b. One and one-half times the rate of SC-2, Step 3 (except that no one Is paid less than straight time) - for employees whose annual salary Is more than SC-2, Step 3. There are some ex CD ceptions to this rule, see S-4:F.

c. Double time - under certain conditions for work in excess of

(,

C) 16 hours1.851852e-4 days <br />0.00444 hours <br />2.645503e-5 weeks <br />6.088e-6 months <br /> or work on the second scheduled offday.

"- E. Premium pay as discussed in Articles of Agreement, Supplementary Agreement 4, includes pay for shift differential, holiday and Sunday pay, uniform and meal allowances, call time, etc.

PAY BENEFITS

1. Accident Insurance

• , *TVA employees may purcha.e accident insurance at group rates from Life Insurance Company of North America (LINA). The plan provides benefit% to a beneficiary in lhe event of an employee's death, or to the employee in case of dismembermcnt. There Is also a provision for partial replacement of lost wages if the employee has a non-work-related accident and Is unable to work. Additional information is available from your human resource officer and is discussed in detail in the following documents Employee booklet, Voluntary Group Accidul uInsurairce for TVA Annual Einp~lnyces 0 TVA Code Ill INSURANCE, Accident 0 ERM Chapter 431, INSURANCE, ACCIDENT, Annual I'mployees A. Eligibility. Any active, ANNUAL employee under age 70. Eligibilily is lost if the annual employee transfers to an hourly position, retires, leaves TVA, or reaches age 70. An employee's spouse and unmarried dependent children are eligible for coverage. Coverage can he canceled at any time.

I1. Cost. Employee pays the enlirc cost through payroll deduction.

C. Enrollment. An eligible employee mus t apply for coverage within qO days of employment or eligibility date or waitI for the next annual open enrollment period.

D. Changing enrollments. Application for a change in enrollment must be made within 30 days" (a) after marriage to obtain spouse coverage: (b)

"after birth to obtain newborn child coverage;aand (c) after a salary in creaw which C..Stablishcs eligib~ility to oblain higher Ivnefit.

E. Termination of coverage. Coverage for the employee, the sphIuO, and dependent children ends on the last day in pay stalu, in a ponliton in which the employee is eligible or at the end of the last day of the month for which the premium was paid.

1'. Conve.rion. An employee under age 70 who... coverage is canceled is entitled to have a converted policy i{'ued by LINA (without ,res,,nting evidence of insurability) The employee niu-t apply in writing to .IrNA within 31 days after terminalion.

) (G. Filing aclaim. When death or dismemberment of an insurJd neployhve C" occur-, the supervisor or administrative officer innmediatelv nolifieq the oC,). Employee Accounting D)epartment, Knoxville, which sulnmil. nolices of C) claims to .INA.

C) 01 II. Leave without pay (LWOP). Coverage can lie mainlained during peri ods of LWOP by paying the prmiumnv in advance. Your human re.

source officer can provide the neces.iury delails aboul Ihi, prcedurv.

43

"ýITS BENEFITS K>

Cost. The portion of the cost paid by employees Is established during 6.

II. Before-Tax Payment Plan for Medical and Dental Contributions annual negotiations between TVA and the Panel and Council. The TVA Board of Directors determines the portion of the cost that is paid by This plan allows those employees who elect coverage under TVA sponsored non-represented employees. Employee contributions are paid through medical or dental plans to save on taxes by paying their share of the medical payroll deductions.

and dental contributions on a before-tax basis. That is, the contributions are deducted from an employee's pay before federal Income tax and social secu C. Enrollment. Eligible employees may apply for coverage within 30 days rity taxes are calculated, thereby reducing taxable Income. of employment or transfer to an eligible position. A late application, which Provident can accept or reject, requires satisfactory evidence of A. IRS guidelines limit the opportunities an employee may have to change dental health.

to or from the before-tax plan to a designated open enrollment period held each year. Ilowever, an employee can make a change if he or she has a family status change at any time during the year. D. Changing enrollment-. The employee must apply within 30 days of marriage or the addition of an eligible dependent to add family cover It. IRS guidelines generally prohibit an employee who participates in the age. Late applications will require an employee to submit sali-faclory program from making any changes In coverage during the plan year evidence of dental health before coverage becomes effective. Changes including dropping coverage or switching between individual and fam from family to individual coverage can generally be made at any lime ily coverage unless there Is a change in family status. l lowever, such unless the employee Is participating in the Before-Tax Payment Plan.

changes can be made during the annual open enrollment period with (See section II of this chapter for details.)

out a change in family status.

E. Termination of coverage. Benefits coverage stops at the end of the C. Additional information about the Before-Tax Payment Plan as well as month in which employment terminates or in which the employee the forms necessary to enroll in the program or initiate changes under elect- to discontinue the coverage.

the plan are available from your human resource officer.

F. Conversion. Conversion to an Individual policy is not available.

Ill. Dental Plan All TVA annual employbes may elect to have dental plan coverage under one t G. riling a claim. Claim forms are available from your human re.sourcc office. They are completed by the employee and his/her dentist and submitted directly to Provident.

of two plans. Annual salary policy and management and specialist schedule employees are covered by one plan that is negotiated between TVA and the Ii. Leave without pay (LWOP). An employee on LWOP may continue Salary Policy Employee Panel. Annual trades and labor employees are cov dental coverage by paying the total cost of the coverage for each month ered by another plan negotiated between TVA and the Tennessee Valley (1) In advance. If the leave Is for a servke-connected disability, TVA will Trades and Labor Council. Both plans are administered by Provident Life pay the employer's contribution for a period of up to 12 months.

and Accident Insurance Company (Provident) and both plans provide pre ventive, restorative, crown, and prosthetic dental care coverage for employees and eligible family members up to plan limits. Additional Information about the dental plans Is provided In the following documents- *

" TVA Code Ill BENEFITS, Dental

"* TVA Instruction BENEFITS, DENTAL, Salary Policy, Annual (ERM Chapter 433)

Articles of Agreement, Supplementary Agreement 23 TVA Instruction PM 3 BENEFITS, Medical and Dental, Transfer Employee booklet, Denial Eiaense I3enef is Plan for Annual Salary Policy

(

Employees in ihe Tennessee Valley Authority G") " Employee booklet, Denial Expense Benefils Plan for Annual Trades and 0 Labor Employees of the Tennessee Valley Authority 0

0 0 A. Eligibility. Generally, the dental plans are available to full-time, active k) employees. Part-time salary policy employees who work 16 or more C) hours per week are also eligible. Complete rules for eligibility for Indi

1 vidual and family coverage are set forth in the appropriate documents cited above.

.,h

f N.s IIENI:rI is ( I D. Changing enrollments. An employee may change within from individual 30 days of to IV. Medical Plan family coverage if a new application is submitted marriage or the date of obtaining a dependent. After this date, applica.

IVA medical benefits are available to annual TVA employees. There arc two plans, one is negotiated between TVA and the Tennessee Valley Trades and Labor Council and it covers annual trades and labor employees. The other Is

t. 0 lions will need to be accompanied by a health statement for any cov ered dependent and the requested change will be subject to the review and approval of the plan administrator. Changes from family to indi negotiated between TVA and the Salary Policy Employee Panel and it covers vidual coverage can generally be made at any time unless the employee annual ,alary policy employees as well as employees on the management and is participating in the Before-Tax Payment Plan. (See section 11of this chapter for details )

,pecialit schedule. Blue Cros/Bllue Shield administers both the salary policy medical plan and the annual trades and labor medical plan and makes inter.

pretalion-; of benefits affecting employees covered by these plans. Additional Termination of coverage. Coverage terminates at the end of the month information about the medical plans i, provided in the following documents:

" "VA Code Illl BrNlFIItIS,Mi')ICAI.

40 E.

in which employment ends. A terminated employee may remain in the group plan for up to three months after termination by paying the full monthly contributions in advance. Your human resource officer an tell

"* TVA instruction IIINErifI S, MEDICAl., Salary Policy, Annual (ERM you more about this option. Retirees may continue coverage through Chapter 437) the Retirement System until they are eligible for Medicare. Contact the

• Articles of Agreement, Supplementary Agreement 15 Retirement System for more information about this option.

"* General Agreements (Between IVA and the Tennessee Valley Trades and Labor Council covering annual employees)

TVA Instruction PM 3 BENErl rs, MEDICAl. AND DENTAI., Transfer Employee booklet, Medical Plmai for Annual Salary Policy lriiplnyets (0 G. Conversion. Under both plans, an employee or covered dependent whose coverage terminates may convert to a standard direct pay con tract by contacting Blue Cross/Blue Shield within V days after group

• Employee booklet, Medical feofils Planfor Annual Tradec and Inlvar Ein. plan coverage ends. This will be a special contract and it will not pro vide the same coverage as is available under the active plan. The rates Ploye.s and benefits will be different.

ac A Eligibility. Generally, the medical plans are available to full-time, itI. riling a claim. Employees and their health care providers are responsi tive employees. Part-time salary policy employees who work 16 or ble for submitting claims. Employees file claims with Blue Crom,;/Blue more hours per week are alo eligible. Complete rules for eligibility for Shield in Chattanooga or Birmingham (depending on employee's state individual and family coverage are set forth in the appropriate docu of enrollment or the state of the provider).

ment cited above.

Leave without pay (LWOP). Employees can retain medical plan cover 11 Cost. Annual negotiations between 1 VA and the Panel and Council age while on LWOP by making arrangements to pay the cost of the determine the amount to be paid by employees. The I VA Board deter entire monthly contribution In advance.

mines the portion of the cost that is paid by non-represented employ ees. Employees pay their portion through payroll deductions. 1. If an employee is on LWOP due to a service connected diability, en "IVA will pay its portion of the employee's contribution rate for up C. Enrollment. Enrollment is voluntary, but eligible employees must to 12 months.

roll within 30 days of their eligibility. After that, applications must include a health statement for the employee and for each covered faim 2. If an employee is on LI.WOI' due to a non-work-related disabilily ily member. Enrollment can be rejected. If an employee's spouse has or illness, he/she may be able to continue coverage under the plan medical coverage, TVA medical coverage may be deferred. If coverage for up to six months at no cost to the employee. The employee's has been deferred and the spouse's covcerge ends through divorce, vice president must approve such continuation of coverage and death, or termination of employment, the TVA employee may apply for the employee's human resource officer must properly notify Pay If T1 coverage under IVA's medical plan regardless of health conditions roll Operations in Knoxville in advance.

J) the application is made within 30 days of the date the other coverage N terminates.

( CO I

-- frITS BENEFITS G. Leave without pay (LWOP). Basic coverage continues without cost for a total of 12 months of nonpay status. There are special provisions for continuation of coverage when an employee Is in nonpay status due to V. Most all hourly trades and labor employees have medical insurance and a service-connecled Injury or illness. There are also options available and pension pension benefits provided by the craft health and welfare, funds. Through negotiations with ute to various hourly pension and the Council, health and TVA welfare Trustees administers these funds; TVA does not participate has agreed to contrib funds. A Board of In the admini.

t. I. VII.

for retirees to continue coverage.

Pension and Health and Welfare funds for hourly trades and labor employ as trustees for these stralion of these funds but TVA employees may serve by the rules ees are addressed in section V of this chapter.

funds. Eligibility for coverage and benefits are determined administrators is listing of lite funds and their established for each fund. A Directory.

contained in TVA Instruction PM 3 PENSION FUNDS, VIII. Severance Pay

' I.. Severance Pay is negoliated between TVA and the Panel and Council. It is available to full-time annual salary policy employees and full-time annual VI. Life Insurance operating and maintenance trades and labor employees who satisfy the eligi Life Insurance is available through the rederal Employees' Group Life Insur bility requirements set forth in their respective negotiated agreements. (See ance (rEGLi) program. Employees may elect either basic or optional cover Articles of Agreement, Supplementary Agreement S-10:0 and General Agree age. Basic coverage includes accidental death and dismembermentoptions are coverage ments (Annual Operating and Maintenance), Supplementary Schedules A-VII which may be Increased by election of an option. Other available outlined in the employee booklet. Details about the program the following documents:

are contained in

'4,: b and B-VIl.

A. The same provisions that apply to Salary Policy employees are also applied to employees on the manage and specialist schedule.

the

• Employee booklec, A Descriplionand CtrlifIcalion of Enrollmenl in FEGLI Program (SF 2817A) B. To initiate payment of severance pay, Ihe employee's human resource

• ERM Chapter 409, BENEFITS, INSURANCE, LIrE officer completes a form TVA 8195, 'Authori7alion of Severance Pay for

(.jm Salary Policy Annual Employee,* and submits'it to the Employee Ac counting Department in Knoxville.

human A. Eligibility. Most TVA employees are eligible to enroll. Your officer or administrative officer can answer enrollment ques resource lions for you. IX. Social Security B. Cost. TVA and participating employees share in the cost of the plan as (jI TVA and Its employees are subject to the Social Security Act. TVA employees provided for In the law. Exact costs are listed in the employee booklet. who are members of the Civil Service Retirement System entering civil service (non-TVA) positions on or after January 1, 1984 are also subject to the Act.

Enrollment and waiver of coverage. Eligible employees are automati C.

31 days of eligibility unless A. Covered employees are required to pay Social Security tax (rICA) cally covered for basic insurance for the first through payroll deductions and TVA is required to pay an equal they waive coverage. All eligible employees are required to complete amount into the system for each employee.

an SF 2817 to either elect or waive insurance coverage.

B. If you change your name after establishing a social security number, the D. Termination of coverage. Generally, coverage cea-es upon termination new name should be reported to your TVA payroll office or the nearest dismem of employment. I lowever, benefits (except accidental death or office of the Social Security Administration. Local Social Security Ad within berment) are paid if an employee or covered family member dies ministration offices can supply the form SS-5 for this purpose.

31 days of termination.

C. Employees should contact their local Social Security Administration E, Conversion. An employee may apply for a direct-pay life insurance Office to get information about the benefits which may be applicable in policy upon termination from TVA. The application and first premium his/her particular situation.

payment must be filed within 31 days of termination.

F. riling a claim. The human resource officer and Retirement Services assists the beneficiary in filing a claim when an employee dies. ERM "Chapter 409, BENEFITS, INSURANCE, LIFE contains detailed Instrucof tions about obtaining a claim form and filing a claim with the Office rederal Employees' Croup Life Insurance.

49

-'tTllS BENEFITS K-)

KJ Xl. Unemployment Compensation.

X. Travel and Relocation Unemployment compensation benefits are available lo former TVA employ ees who satisfy eligibility criteria established by the state*in which they last Current annual employees, new appointees to annual positions, indi A. worked. The amount of weekly benefits varies by state. A local State Em viduals coming to TVA from other government agencies, or employees ployment Security Administration (SESA) office's decision concerning benefits with reemployment rights after military duty who have a change of may be appealed by either TVA or the claimant. Detailed information about official duty station are eligible for reimbursement of travel and trans TVA's policy and procedures regarding unemployment compensation are in portation expenses as authorized by their employing organization.

ERM Chapter 485, UNEMPLOYMENT COMPENSATION.

These benefits Include:

I. Mileage allowances for use of private automobiles in traveling to A. Unemployment compensation is a direct cost to TVA, so it is important the new location; that IVA not pay unwarranted claims. Supervisor's are reeponnihle for documenting the exact reason(s) for an employee's termination.

2. Per diem allowances for the employee while en route between the old and new duty station; B. 'Ihe employee is responsible for applying for unemployment compensa.

3. Travel and transportation expenses incurred in looking for a resi lion at the local SESA office. Terminated employees are given the nec dence; essary forms to file a claim with the SESA.

4. Subsistence whilein temporary quarters; C. Eligibility requirements include:

S. Allowance for real estate transactions;

6. Transportation and storage (temporary and nontemporary) of t. Must be unemployed or in a nonpay statu% for an extended period.

household goods; and 2. Must file a claim and register for work at a local SESA office.

7. Tax liability incurred as a result of relocation expenses. 3. Must have certain amount of qualified earning- during the past period as specified by State law.

B3. Relocation Services Program. Under certain conditions an annual em 4. Must be able to work, be available for suitable work, and continue ployee or new appointee may be eligible to use the services of a reloca to seek work from the local SESA office as directed.

lion services contractor to assist in the sale of his/her primary resi dence. Additional Information about this program is available from your human resource officer. (I 0 5.

6.

Must have not quit the Job voluntarily without good caus: or not been discharged for misconduct connected with the work.

Must not refuse a suitable Job without good caue. If a person C. Relocation Incentive. A one-time 'bonus' payment may be paid to refuses TVA's offer of another Job during the eligibility perimd for some candidates who fill critical positions within TVA which are diffi benefit-, TVA notifies the SI'SA.

cult to fill. The payment must be requested by the candidate/employ ee's organization and approved by the TVA Board of Directors. Infor mation about this recruiting tool is available from your human resource D. The Employee Accounting D~epartment in Knoxville serve% a-;the cen D.

manager.

Transportation allowances for certain trades and labor craft union mem

'I 0 tral clearing point for all communicatioin- with local S.SA offict.s about claim-.

bers have been negotiated between TVA and the Council. See General Agreement (Construction), Supplementary Schedule IH-Xi[I and Gen Xli. Workers' compensation is provided for all TVA employees who sustain 71 eral Agreement (Temporary I lourly Operating, Maintenance and Modi Injuries of Illness that are related to the performance of their official dutles.

I)fication), Supplementary Schedule T-X.

( I Administrative services in your organization or your human resource officer can give advice about workers' compensation and normally maintain a sup ply of forms needed to administer this program. More detailed infornmtion is Included in the teallh and Safety chapter.

XIII. Education benefits are discussed in greater detail in the Trainingi and De velolpment chapter.

51

. BENEFITS IE K)

LEAVE All full-time and part-time employees who are paid at annual rates are subject to the federal leave laws and regulation. See TVA Instruction Ill LEAVE (ERM Chapter 621) for a detailed description of annual, sick, ad.

ministrative, and leave without pay leave benefits. Family Leave Is detailed in ERM Chapter 627 and the Leave Transfer Program Is described in ERM Chapter 629.

II. Administrative leave is an approved absence for an officially recognized activity or service related to TVA, the public service, or public interest.

"Examples of administrative leave Include court leave, military leave, law enforcement leave, and voting and registration leave. There are many con ditions which must be met before administrative leave for any of these pur poses can be approved. Administrative leave is charged to the organiza.

tion's work account.

ill. Annual leave is earned based upon the length of federal service: Full-time employees with less than 3 years of federal creditable service earn 4 hours4.62963e-5 days <br />0.00111 hours <br />6.613757e-6 weeks <br />1.522e-6 months <br /> per pay period (13 days per year); those with between 3 and 15 years service earn 6 hours6.944444e-5 days <br />0.00167 hours <br />9.920635e-6 weeks <br />2.283e-6 months <br /> per pay period (20 days per year); and those with 15 years earn 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> per pay period (26 days per year). The current appointment must be for more than 90 days in order to earn leave. Leave earhed during any pay period may not be taken and isnot credited to the employee's account until after the end of that pay period. The accrual rate for part-time em ployees Is similar to full-time employees but in proportion to the hours actually worked.

6... , t A. The Annual and Sick Leave Act of 1951 gave federal employees the right to annual leave but gave federal agencies the right to decide when leave may be taken. The supervisor has authority to grant leave. The supervisor may schedule leave and may deny requests for leave except In certain instances regarding sick and administrative leave. Ihe super.

visor ensdres that the employee's leave request is covered by a suffi cient leave balance and the form TVA 6 i- properly prepared.

C90 1. Employees should apply for annual leave as far in advance as pon sible. It may be requested verbally or by completing a form IVA 6.

2. If annual leave is requested and approved to bI used in the event or illness because the employee does not have sick leave available, the supervisor may request evidence of incapacity in the same

(. 0 manner as for sick leave.

52 53 Ii

LEAVE ._

K)

2. Any periods of LWOP should be reported immediately by tele phone to the Employee Accounting Department for time reporting purposes.

3. The maximum balance of annual leave that can be carried over from one leave year to the next is 240 hours0.00278 days <br />0.0667 hours <br />3.968254e-4 weeks <br />9.132e-5 months <br />. lours which are forfeited are credited to the employee's TVA retirement account if D. Employees should consult their human resource office for detailed in the employee is a member of the TVA Retirement System. formation regarding the Impact that LWOP may have on their benefits.

a. Restored leave in excess of the annual 240 hour0.00278 days <br />0.0667 hours <br />3.968254e-4 weeks <br />9.132e-5 months <br /> maximum Is credited to a separate restored leave account. The amount of E. Employees on LWOP are subject to reduction in force during their ab restored leave does not in any way increase or change an sence to the same extent as if they were in pay status.

employee's normal maximum ceiling of annual leave that can be carried over into d new year.

b. Forfeited annual leave may only be restored If the employee's (.. .v. Sick Leave Is earned by all annual employees at the rate of 4 hours4.62963e-5 days <br />0.00111 hours <br />6.613757e-6 weeks <br />1.522e-6 months <br /> per pay annual leave was previously scheduled and approved by the period (13 days/year). There Is no maximum on the number of hours of sick supervisor, but critical work demands required leave to be leave that can be carried over each year. Part-time employees accrue sick canceled. Several procedural requirements must be satisfied leave In proportion to hours worked.

also and they are described in TVA Instruction III LEAVE (ERM Chapter 621) A. Sick leave is to be used when an employee: cannot perform duties be.

cause of sickness or injury; receives medical, dental, or optical exanina C. 1 VA does not require that employees use annual leave in conjunction (A, lion or treatment; is required to give care and attendance to a member with the Thanksgiving and Christmas holidays. I lowever, supervisors of his/her immediate family who is under quarantine with a communi are to approve annual leave requests by all employees who do not per cable disease; or could Jeopardize the health of others by being at work form critical functions. The negotiated agreements also include provi because of exposure to a quarantinable communicable disease.

sions for requiring employees to u-;e annual leave under certain condi tions. See the chapter on Work Schedules for more details about these 1. The communicable diseases for which sick leave may be approved situations.

(S are limited to those specified by presidential Executive Order (cholera, diphtheria, plague, and several others)

D. Annual leave may be donated to other employees who are approved recipients under TVA's Leave Transfer Program. See section Vill of this 2. The Annual and Sick Leave Act of 1951 specifies that sick leave chapter for more information. cannot be used for other absences.

9,.,

IV. Leave without pay (LWOP) Is an approved absence without pay requested B. Application for sick leave is made as soon as possible on the first day of by an employee. Generally, LWOP Is granted at management's discretion absence by having the employee or the supervisor complete a form based on the best interests of TVA as long as there is a reasonable expecta TVA 6. The employee's signature is obtained as soon as practicable or tion that the employee will return to work. Employee's may request and be upon return to duty at the discretion of the supervisor. Regardless of granted LWOP regardless of length of service or whether they have sick or the duration of the employee's absence, the supervisor may request that annual leave available. the employee upon returning to work complete the back of the form

(. TVA 6 or provide other evidence of his/her incapacity for work.

A. In certain situations involving disabled veterans and military reservists or National Guard member,;, LWOP must be granted. C. Sick leave does not have lonbe approved, and an employee's leave re

-rn

-n* B. LWOP cannot be imposed on an employee as a penalty and should not cord or work habits may indicate that the supervisor should check into requests for sick leave more thoroughly before approving it. However, be confu-.ed with Absent Without Leave (AWOL) which is charged for supervisors should be consistent in how they administer sick leave C) unauthorized absence and does not require employee consent. approval throughout the work unit.

0 C. An employee must request LWOP In writing (using form TVA 6). A D. The supervisor's signature on the upper portion of the form is approval

.1) I.WOP for 30 days or less may be approved by any supervisor who is to charge the absence to sick leave, subject to receipt of evidence of authori7ed to approve a form iVA 6. incapacity acceptable to the supervisor. If such evidence is not re ceived, the supervisor may, as appropriate, charge the absence to some

1. Form TVA 9880 is required for more than 30 days of LWOP and other type of leave or record it as unapproved.

can only be approved by designated officials in each organi7ation.

vN I

LEAVE Vill. TVA's Leave Transfer Program allows employees to donate annual leave to Vt. Advancing Leave other employees who have been approved to receive donations because they are faced with a prolonged medical emergency. To qualify as a recipi A. Advance annual leave ent an employee must have a medical emergency that will cause him/her to be away from work without available paid leave for at least 80 hours9.259259e-4 days <br />0.0222 hours <br />1.322751e-4 weeks <br />3.044e-5 months <br />. Em

1. An employee who has an appointment for more than 90 days in an ployees who are approved to be recipients must exhaust all available (in annual position may be granted advance annual leave, if employ cluding advanced) annual leave (and sick leave, if appropriate) before they ment In the position is expected to continue long enough for the can use leave donated to them. Details about the program are contained In employee to pay back the leave borrowed. ERM Chapter 629. Forms for participating in the program either as a recipi.

2. If it is known that the employee will not return to duty, advance ent or donor are available from your human resource officer.

leave cannot be granted.

3. The maximum amount that can be advanced is the amount of IX. Unapproved absence is NOT a form of leave. It is an absence without ap leave the employee will accrue during the remainder of the leave proved leave. Anytime that an employee is not at work during his/her year or that will accrue during the employee's appointment, scheduled time and you have not previously approved a request for some whlchever is less. form of leave, the employee should be placed on unapproved absence (also referred to as AWOL-absent without leave) until such time as you retroac tively approve the use of leave to cover the absence.

B. Advance sick leave I.

I. An employee with an Indefinite, prepermanent, or permanent ap pointment who has used all his or her accumulated and accrued X. Leave Control and Abuse sick leave may be advanced sick leave not to exceed 30 basic work.

days. An employee on a temporary appointment may be ad A. The supervisor is responsible for seeing that employees use their leave vanced sick leave up to the amount which will accrue through the to TVA's best interest while giving consideration to their needs. You ending date c~f the appointment. are responsible for seeing that leave is not abused.

2. Sick leave is advanced only for cases of serious illness or injury, B. If you suspect a leave abuse problem, document the individual inci and leave cannot be advanced unless employment in the annual dents to help you decide if there really is a problem. Some symptoms position is expected to continue long enough for the leave to be of leave abuse Include:

paid back.

3. Sick leave may be granted to an employee regardless of whether

• Using too much sick leave; the employee has annual leave available.

"0 Sick leave always occurring on Monday or Friday or tagged on to a holiday; VII. Family leave Is available to help employees take time away from work 9 A pattern of sick leave usage such as every Wednesday morning:

without pay following the birth of a child or the placement of a child for

• No, or very little~accrual of annual or sick leave; adoption or foster care with the employee, or if the employee needs to be Requesting annual leave with no advance notice; off work to help care fora seriously ill family member. Although family Calling in frequently with excuw.es for being late:

leave is a form of LWOP, the employee can maintain benefit coverage at the Unapproved absence.

same rates as If he/she were working. Any full-time annual TVA employee with one year of current continuous service Is allowed up to 10 weeks of C. Discuss the problem with your employee. There are guidelines about full-lime unpaid family leave during any 24-month period. The family coaching and counseling an employee in the Managing Individual Per

"(-I leave policy Is described In detail In ERM Chapter 627.

formance chapter. Your supervisor and human resource officer are also available to help you with this activity.

F D. If verbal discussions don't resolve the problem, written notice of the problem may be appropriate. This is typically done by issuing the em ployee a 'leave control letter' which places conditions upon an em~ploy ee's requesting and being granted leave. Your human resource officer can provide guidance and samples to help you with this.

57 .1

• Ni RETIP RRETIREMENT LEAVE K) L_..I RETIREMENT E. Leave abuse cannot be dealt with If you keep approving the employee's request to take or use leave. If the Justification for sick leave doesn't Membership in the TVA Retirement System (TVARS) is required for full satisfy you, don't grant It. If you can't spare the employee because of .# time and part-time annual positions of 16 hours1.851852e-4 days <br />0.00444 hours <br />2.645503e-5 weeks <br />6.088e-6 months <br /> or more a week. Employ Retire work demands, or If the employee didn't give you enough advance tees who come to TVA from a position covered by the Civil Service System notice to properly schedule a replacement, don't approve annual leave. ment System (CSRS) or by the Federal Employees' Retirement by TVA as a If the employee's pattern of leave Is a problem, don't approve It. (FERS) remain covered by these programs If they are employed a pen.

federal transfer. The TVA Retirement System has four components:

annuity, a savings plan, and a 401(k) plan. The savings and 401(k) sion, an pension plans are optional for employees. TVA pays the full cost of the and the employee pays the full cost of the annuity.

'4i' K0 A. Annuity. Each member contributes a percentage of their salary through payroll deduction to their annuity. The employee chooses the lion rate and whether the rate applies to base pay or total pay contribu (includes standard rate is 6% of salary; the minimum rate is overtime, etc.). The salary in 3% of salary up to the Social Security earnings base and 6% of excess of that base. Employees choose whether annuity contributions are made to the fixed fund or to the variable annuity fund, or both.

eq

'4 Savings Plan. Members can invest in mutual funds by purchasing I..

B.

uilty in the Fidelity Trend Fund, Unit Fund, Puritan Fund or Money Market Fund. Members can contribute through payroll deductions, With cash, or transfers from other eligible funds in the Savings Plan.

drawals from the Savings Plan have certain limitations.

defer part C. 40l(k) Savings and Deferral Retirement Plan. Employees can salary from federal income tax payments by making contribu of'their to the tions to this plan. No federal income tax is paid on contributions plan or earnings as long as the money remains in the plan. When money is withdrawn, income taxes will be paid on both contributions (I and earnings.

Members can borrow against the value of their funds on the 401(k) 1.

under certain circumstances without Jeopardizing tax deferment.

2. All cr part of salary deferral contributions to the 401(k) may be invested in either the Guaranteed Investment Contracts Trust Fund, the Fidelity Equity-Income Fund, or the Fidelity Magellan Fund.

Contributions are made via payroll deductions. Employees may

3. a limit not contribute more than 20% of their annual salary or which is determined annually by the Internal Revenue Service (IRS). Further restrictions regarding the percentage that may be on contributed are determined annually by the IRS and are based 0 an employee's annual earnings.

0 0

0

(

59

REIFIR -"T L

RETIREMENT K

g. Members may consider benefit options which include a deferred allow II. Eligibility for Retirement. There Is no mandatory retirement age. 'Nor ance, survivor options, early retirement, optional survivor benefits upon real' retirement Is at age 65. death in service, and the level income plan.

A. 'Early' or 'immediate' retirement is available to any member: ( C. At time of retirement, a member may withdraw part or all of his/her accumulated contributions made in excess of 6% or the standard rate,

1. Who is attained age 60 and over, regardless of length of service; or whichever is greater. At this time of retirement, a member may also withdraw all of his/her accumulated contributions.

2. Who is attained age 55 through 59 with at least five years of credit able service; or Who is any age under 60 with at least five years of creditable serv 62.'

3. Retirement Benefits upon Termination ice who stops being an employee through no act or fault of the

• IV.

A. A member under age 60 who is terminated from a covered position member (i.e., reduction in force).

with six months of service or tess receives a refund of his/her accumu B. Forfeited annual leave and unused sick leave may apply toward retire lated contributions.

ment credit fot determining creditable service for benefit eligibility and amount. Leave is counted hour for hour for the first 1000 hours0.0116 days <br />0.278 hours <br />0.00165 weeks <br />3.805e-4 months <br /> and B. A member who has more than 6 months but less than 5 years of service two hours for each hour in excess of 1000 hours0.0116 days <br />0.278 hours <br />0.00165 weeks <br />3.805e-4 months <br />. is eligible for a similar refund or the contributions may be left in the System for not longer than 5 years, accumulating interest until with C. Disability retirement Is available to members with at least five years of drawn.

creditable service. The Retirement System Board determines a mem ber's eligibility for disability retirement. An application must be made C. A member who leaves TVA with vested benefits but who is not eligible to the System Board while the member is still in service or not later for an Immediate retirement benefit is permitted to withdraw his or her than 60 days after the member ceases to be in service. contributions plus interest without surrendering the deferred pension.

The deferred pension is surrendered if all or any portion of creditable f

J(: xw service is used to establish benefits credits under another retirement 1Il. Retirement System Benefits plan for federal government employees.

A. TVARS benefits for both normal and early retirement consist of the following:

1. An annuity which Is the actuarial equivalent of the member's con (/

tributions with Interest; and

2. A pension which is based on the member's age, average base pay during the highest three consecutive year, and number of years of creditable service; and

3. If applicable, a disability retirement allowance consisting of an annuity which is the actuarial equivalent of the members accumu lated contributions and a pension computed according to the Re tirement System Rules; and

4. A death benefit if the member dies in service. The member's bene ficiary of record is entitled to apply for a return of the member's "11 contributions plus Interest and a death benefit provided by TVA's salary

6) contributions which is equal to 50% of the member's annual rate In effect on the date of death plus 5% for each year of credit C(1 able service.

61 I

TRAP RETIREMENT TRAINING AND DEVELOPMENT TVA's employee training and development policies encourage employees both to I. participate in a variety of training and development experiences described in detail in

( I. within and outside the agency. These policies are ERM Chapter 513, EMPLOYEE Training; TVA Instruction III DEVELOPMENT, EMPLOYEE Occupational DEVELOPMENT, Qualifying Outside Supplementary Agree TVA (ERM Chapter 519); and the Articles of Agreement, Agreements covering annual and hourly operating ment 17. The General also contain provi and maintenance employees and construction employees sions for apprenticeship and other training programs.

A. Definitions information I. Training is a structured activity to provide employees perform at or the opportunity to build skills to make them better ing their current or future jobs.

usually results

2. Education Is provided by schools and colleges and a degree.

C in academic credit and perhaps opportunities

3. Development activities are outside-of-the-classroom which promote individual growth and experience.

Human Resources B. Training offered within TVA either by our corporate level in Development training staff or at the Group or Operations C cludes:

1. Technical training programs that prepare employees to perform tasks that comprise part of a specific job.

skills that are

2. Developmental courses which are directed toward to a specific I generic to the performance of many lobs as opposed lob.

employees to per

3. Occupational qualifying programs that prepare job, usually at the entry level.

form all the duties of a specific expenses of courts C. An employee may be reimbursed for educationalrelated or if the em taken outside TVA if the academic course is job related to a present or ployee is enrolled in an academic program that is to this type of "V future TVA need. The policy and procedure related EMPLOYEE DEVEL training is discussed fully in TVA Instruction iII OPMENT, Outside TVA (ERM Chapter 519).

the employee

1. Approval for reimbursement must be given before Is not paid until after the employee begins the course work and is used to satisfactorily completes the course. rorm TVA 13041 obtain approval and request reimbursement.

do so on their

2. Most employees who enroll in academic programs allows them to own time or on an adjusted work schedule which maintain their full-time employment. Articles of Agreement, Sup of work plementary Agreement S-3:C-7, discusses modification schedules to permit outside study.

I

WK!)(

"RA!NING ____________________

KU The supervisor Is primarily responsible for overseeing the Individual devel WORK SCHEDULES opment of employees.

A. For salary policy and management schedule employees, there are basi TVA has the authority to define work schedules. All employees, except cally rive steps that the supervisor and employee follow In carrying out this responsibility for Individual development. 'S. Intermittent employees, are notified of their schedule by appointment pa.

penr, bulletins, or some other appropriate means. For part-time employees, a copy of the work schedule is given to the Employee Accounting Depart

1. Assess the current Job the employee is In and determine the skills ment in addition to the local payroll reporting office each time the schedule required to perform that Job. is changed. All employees are to be at work as scheduled.

2. Assess the skills and abilities of the employee in that job and see how he/she 'stacks up' against the Job requirements. Determine how well the employee performs the required skills and where IT. The Fair Labor Standards Act (FLSA) applies to TVA employees. This Act there is room for development. places all TVA employees in one of two categories: exempt or non-exempt.

3. After determining the employee's strengths and weaknesses, the A. Nonexempt means that the employee is covered by the rLSA and must supervisor and employee plan for de.elopment. This plan may be paid at least time and one-half for hours worked in excess of 40 in include a rotational assignment, special project assignment, addi one week. Generally, employees In the ED, SB, SE, SF, SX, and SG tional education, training available through TVA, training available schedules and trades and labor employees are nonexempt.

4.

through outside sources.

Carry out the development activilies.

(1>*) B. Exempt employees do not have to be paid overtime for time worked in S. Employee should demonstrate enhanced performance after partici excess of 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> in a week. Generally, employees on the manager paling in training and development activities and --peciali. schedule, EA, MC, SA, SC, and SD schedules are exempt.

B. Training programs for trades and labor employees include craft appren or inter ticeship programs and operator training for hydro, fossil, and nuclear Ill. 1.l Employees may be designated to work either full-time, part-time,employees mittently. The regular work schedule provisions for represented plants, and substations. Trainees in all these programs are expected to are outlined in the applicable negotiated agreements referenced below.

progress satisfactorily through Ihe program. If you supervise appren tices and operator trainees, It is your responsibility to bring employees along through the formal training program. The supervisor can en A. Salary policy work schedule provisions are discussed in the Articles of hance their training experience by: Agreement, Supplementary Agreement S-3:A. (Addressing lunch peri ods, rest periods, time spent reporting for physical examinations, modi fication of the work schedules for outside study, time spent in travel, Rotating their assignments; and transfer of official station.) TVA ERM Chapter 631, WORK Having frequent discussions on performance SCHEDULES, Annual Employees, discusses work schedule provisions Rotating them among journeyman to learn different approaches; 0

regarding excu.ed absence for professional license or certificate exami Encouraging them by praising things they do right. nations, training, and fund raising. Generally, the same work schedule provisions apply to non-represenlcd and manager and specialist sched Organizational development, also known as organizational effectiveness, Involves applying the same process of development to your work group that eli) ule employees.

you use with individuals. The Human Resources Development staff In I. Full-time (Annual). Scheduled to work a 40-hour workweek Knoxville can assist you and your organization in assessing its strengths made up of 5 workdays of 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> each within the workweek of and weaknesses and developing a plan to enhance the group's effective Monday through Sunday. Days when work is not scheduled are

,n ess. Contact yourhuman resource officer foradditional information about "nonworkdays." If feasible, Sunday is designated a nonworkday organizational development. and nonworkdays in a scheduled week are scheduled to fall on consecutive days.

2. Part-time (Annual). Scheduled in advance to work one or more days a week, up to 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> a clay, and less than 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> per week.

Scheduled hours do not have lo be the same for each day.

3 Inlermillent (Ilourly) Not regularly scheduled; called as needed 65

WK SCII SCHEDS I. Inflexible schedule. ior thos.e full-time employees who normally don't have discretion to change their regularly scheduled work hours. Parl B. Trades and labor employees time employees are always on an inflexible schedule.

1. -Hoursof work for annual operating and maintenance employees C. Combination flexible/inflexible. Maybe used for certain exempt posi are outlined In Supplementary Schedules A-VI and B-VI. Regular (.;' tions where unusual work conditions exist and it Is not feasible to take hours of work are to be bullelined and are not normally to exceed compensatory time off for all the time worked outside the basic work 8 consecutive hours (not counting scheduled nonpaid periods) in a week.

24 hour2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> period or 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> In a workweek.

2. Hours of work for hourly operating, maintenance and modification V. Flexitime and alternative work schedules are basically the rearranging of an employees are in Supplementary Schedule T-V. employee's regular S-day, 40-hour schedule in a manner consistent with the

3. Hours of work for construction employees are in Supplementary Schedule H-VI. Straight-time workweek is generally 5 consecu (2 FLSA. Each TVA organization is responsible for establishing its own plan and gaining approval for the plan from the Panel through the Labor Rela live 8-hour days, Monday through rriday. tions staff. There are basically two types of flexitlime plans as described below. Additional information is available from your human resource offi cer.

C. Excess work periods A. Under a flexitime plan, an employee still works five days a week and

1. Extended periods of work which may or may not include overtime and which are excessive are not beneficial to the employees in volved nor to the agency. Employees so scheduled have diminish

& 'K. eight hours each day, but work hours are modified to begin work ear lier and leave earlier or to begin work later and leave later. This is the most common form of flexitime. Most plan, give hours between which ing efficiency; from the standpoint of the agency, it is neither a an employee's 'core' hours must be worked. Approval of such sched sound business practice nor evidence of good planning. ules for individual employees is up to the discretion or the supervisor.

2. TVA's policy defines excessive work periods are defined as fol lows: B. Under an alternative work schedule, an employee works 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> in a week but over fewer than 5 days ("compressed' workweek). Before

a. As a general practice: More than 60 hours6.944444e-4 days <br />0.0167 hours <br />9.920635e-5 weeks <br />2.283e-5 months <br /> of work in a 7-day this type or work schedule can be applied to salary policy represented period; or more than 12 consecutive days work: or more than employees, the Panel and TVA jointly agree to waive the rlSA provi 220 hours0.00255 days <br />0.0611 hours <br />3.637566e-4 weeks <br />8.371e-5 months <br /> total work in a 4-week period. sion regarding overlime pay for work in excess of 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> in a day; overtime pay for work on scheduled workdays; and observation of In emergency-(tornadoes, etc.) or outage situations: More b.

than 84 hours9.722222e-4 days <br />0.0233 hours <br />1.388889e-4 weeks <br />3.1962e-5 months <br /> of work In a 7-day period; or more than 12 consecutive days of work; or more than 288 hours0.00333 days <br />0.08 hours <br />4.761905e-4 weeks <br />1.09584e-4 months <br /> total work h holidays. Salary policy excluded employees follow the same provision as the represented employees. Use of this type of plan for manager and specialist employees requires the approval of the requesting organiza In a 4-week period. tion, Finance, and the Vice President, Human Resources

3. It is the responsibility of the vice president of each organization to ascertain whether there are excessive work periods (as defined above) In that organization. Furthermore, where Ihere are exces sive work periods, it is the res.ponsibilily of the vice president to develop and Implement a plan to reduce the amount of work scheduled to acceptable levels.

T1

) Flexible, Inflexible, and combination schedules are outlined in the Articles D of Agreement (S-3:A) for salary policy annual positions.

A. Flexible schedule. For those full-time employees who have enough freedom in planning their work ihat they can take off during the basic c7 "workweek with their supervisor's approval to make up for time that they have had to work outside their regular work schedule. This time off is called 'compensatory time.' Generally, employees who are ex empt may utilize compensatory time.

WK SC!!

WKSCHEDS I

i B. Salary policy employees (see Articles of Agreement, Supplementary VI. Holidays are established by federal statute or Executive Order. Other days I Agreement 4).

are considered as holidays when Congress or the President orders an excuse from work for federal employees. The Articles of Agreement, Supplemen tary Agreement S-3:1-2 gives more information about observing holidays i. Shift differential is available for inflexible employees scheduled to that fall on scheduled nonworkdays. Observation of holidays for employ. work evenings or nights. Employees in inflexible positions on eeso n odd or rotating shifts can be confusing. In such cases, you should scheduled shifts who work holidays or overtime get the shift dif consult your payroll office to confirm designated holidays. ferential in addition to holiday or overtime pay.

2. 1 loliday pay is provided as follows:

A. Full-time annual salary policy, trades and labor, and manager and spe.

cialist schedule employees are paid for the following holidays: New a. Employees on the inflexible schedule are paid straight-time Year's Day, Martin Luther King Day, Washington's Birthday, Memorial rate plus an additional one and a half times the straight-time Day, Independence Day, Labor Day, Columbus Day, Veterans' Day, rate for work done on holidays that falls within the basic Thanksgiving Day, and Christmas. workweek. For work outside the basic workweek, the em ployee is paid at 2 and 1/2 times the straight-time rate.

1. Part-time annual employees.receive their basic pay only when the b. Employees on the flexible schedule generally get no extra pay day off for a holiday is the same as their scheduled workday. for work on a holiday since that may receive compensatory 2.

However, if the holiday falls on a nonworkday Sunday, the follow Ing Monday is (he holiday.

Intermilttent employees do not get paid for holidays unless they (3Kg c.

lime off.

Hourly salary policy employees are not paid unless they work on the holiday. If they work they get paid 2 times their work on the day. hourly rate.

BI. Trades and labor hourly employees do not receive pay but are given 3. Flexible schedule employees may receive additional pay for cal time off for holidays which are negotiated between TVA and the Coun louts. (See Articles of Agreement, Supplementary Agreement cil. S-4:J )

1. Hourly operating, maintenance, and modification employees ob 4. Overtime pay. Usually paid for work in excess of 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> during serve the same holidays as annual trades and labor employees. If the week at the rate of I and 1/2 times the employee's basic hourly the hourly employee does not work on the holiday, he/she is not rate. Exceptions to this general rule are discussed at S-4.F of the paid. Articles of Agreement.

2. Hourly construction employees observe the same holidays as an 5. Other overtime situations. Articles of Agreement, Supplementary nual employee% except they do not observe Columbus Day, Marlin Agreement S-4:11 requires prc-mium pay to inflexible schedule Luther King Day, and Washington's Birthday; the.e days are con emjoloyees for work in excess of 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> in a 24-hour period, if a sidered regular work days and are paid as straight time. If any schedule is changed on less than 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> notice, or if an employee holidays fall on a Sunday, the following day is regarded the official is recalled from annual leave.

holiday. If the employee does not work on a holiday, he/she is not paid.

0 6. A premium of 25 percent of the straight-time rate is paid for a workday in a full-time employee's basic workweek that falls on a Sunday.

.11. Premium pay is any pay in excess of the basic pay rate Including holiday, overtime, and premium pay. These situations are complex and supervisors C. Trades and labor annual operating and maintenance employees receive should be familiar with the appropriate negotiated agreement provisions additional pay for holiday work, overtime, callouts, work in excess of S and consult their payroll officers, human resource officers, and refer to the Payroll Manual when questions arise. c: 16 hours1.851852e-4 days <br />0.00444 hours <br />2.645503e-5 weeks <br />6.088e-6 months <br />, meal periods, and call-in from annual leave as outlined in Supplementary Schedules A-VI and B-VI

(: A. Manager and specialist employees. Shift premiums and call back pay D. Trades and labor hourly operating, maintenance and modification em C: are considered special pay Items and require approval of the requesting ployees receive additional pay in accordance with Supplementary 0 organization, Finance, and the Vice President, Human Resources, prior Schedules T-V and II-VI W' to implementation.

WKSCIIEDS .It WK SCO X. Holiday closing policy. Employees who work in noncritical and noncon

/111. Compensatory lime may be available to those salary policy annual employ. linuous TVA positions are encouraged to take annual leave during the Thanksgiving weekend and the week between Christmas day and New (H..

ees on the flexible schedule who are considered exempt under the FLSA.

(See section II of this chapter.) Generally, employees in the SA, EA, EC, Year's Day. Employees without annual leave available may request LWOP SC, and SD schedules should be given compensatory time off if they are oran advance of annual leave In order to be off work at these times.

not given overtime pay for work outside their normal workweek. Each TVA organization determines the guidelines under which compensatory time may be taken. Compensatory time records should be maintained and requests to use compensatory time must be approved in advance of use by the employee's supervisor.

X. Inclement weather or building emergencies may cause TVA to close facili.

ties and/or dismiss employees from work. The policy and procedures ad dressing this situation are covered in ERM Chapter 633, WORK SCHED.

ULES, Early Departure and Late Arrival.

A. Bad weather/reporting to work. TVA's policy is to always open its facilities regardless of the weather. In no case will TVA close Is admin

(,N -A istrative and operations facilities due to weather. Hiowever, our policy does allow TVA to dismiss employees early in the event that Inclement weather makes traveling hazardous. Ifran employee wishes toIleave work early and there has not been a general dismissal, then the em ployee must request annual leave. A supervisor may excuse an em ployee's absence for up to the first 30 minutes of the workday when he/she Is convinced that the delay was due to conditions beyond the employee's control.

B. Bad weather/interference with work If weather or other unforeseen conditions interfere with employees doing work:

1. Salary policy and annual trades and laboi employees are assigned to do other work suitable to their qualifications. If such work is not available the employee may be placed on annual leave or re quest LWOP. See Articles of Agreement, Supplementary Agree (k) 0 ment S-3:C-l and Cencral Agreements, Supplementary Sched ules A-VI:L and B-VI:L.

2. 1lourly trades and labor employees are 'dogged off' and are placed In a temporary nonwork/nonpay status while waiting for work to develop. See Supplementary Schedules If-VII:F and T:V-K.

TIi C. Building emergencies. In the caqe of a breakdown in building services (heat, air conditioning, light) which makes it impos-lble for some or all employees to work, affected employees may be excused without charge to annual leave. If the situation extends beyond the first workday and TVA is unable to find alternate workspace, employee, may be required in take annual leave or request leave without pay.

"71

PERFORM WK SCHEDS MANAGING INDIVIDUAL PERFORMANCE I. Employee performance Is formally documented using either the form TVA employees, or 3031, Employee Service Report, for salary policy represented Specialist Em the form TVA 13050, Employee Appraisal for Manager and TL.

ployees, or the form TVA 77, Personnel Action-Hourly II. Six Responsibilities in Managing Performance t:., scribe A. Assign work and communicate performancetoexpectations.

Clearly de.

what need, to be done, how it need- be done, when it needs to be done, what it should look like when it is finished, and why it should be done.

You should apprai'.e B. Continually and informally appraise performance.

on the standards originally commu an employee's performance based nicated when the work was assigned.

should V C. Informally feed back the performance appraisal. Employees feedback concerning performance. The for receive frequent, informal time that an em mal appraisal process should not be the first or only outstanding work.

ployee is told about performance deficiencies or problems.

D. Use progressive procedures for correcting performancethe employee V' Counseling is a good first step that will help you and keep in mind when identify the causes of the problem. Some things to discussing performance problems include:

S. Describe the problem in a friendly but serious manner.

Ask for the employee's help in solving the problem

• Discuss the causes of the problem.

• Identify and write down possible solutions.

• Decide on specific action to be taken by each of you.

• Agree on a specific follow-up date.

appraisal is E. i'ormally appraise performance. The formal performance you have uwed to summari7e and document the informal apprakals I a- any progressive been feeding back to the employee ,ll along adwell procedures you have had to follow.

p. Reward meritorious performance. Good performance can be recog Interesting nized in a variety of ways, only one of which I- money. are other "0 Aassignment- and training and development opportunities ways in which a supervisor can reward good performance.

C)0 0*

C)

.P1 0

DISCC N IERFORMANCE DISCIPLINE Form TVA 77 Is used by supervisors of hourly trades and labor employees to document performance. Hourly T&L employees do not receive annual Supervisor's role in discipline cases performance appraisals and are not covered by any TVA-wlde formal, peri.

odic performance appraisal system..Job performance Is evaluated and noted on the form TVA 77 when a status change requires that It be Issued.  ! A. Provide leadership; set a good example for your employees B1. Keep adequate documentation. Documentation may include work sam A. The analysis of work performance required on the form should be ples, file notes about counseling and coaching sessions, disciplinary stated in clear and definite terms that relate directly to the work as discussions, formal performance appraisals and should be kept for all signed and support the overall rating given by the supervisor. Avoid employees, not just poor performers.

vague, subjective terminology.

13. It is very important that the duties performed be identified and evalu

()j. :9 C. Properly identify your employee's problem.

ated by the employee's immediate supervisor otherwiie the accuracy 1. Poor performance is when the employee is having difficulty per and validity of the appraisal may be compromied. forming the full range of his/her job duties in a satisfactory man ner. Poor performance is not a basis for disciplinary action.

Form TVA 3031 Is used to evaluate performance of annual and hourly sal 2. Misconduct Is when the employee violates the TVA standards of ary policy employees. Similar forms, TVA 3031A or 3031B, are used for ethics or conduct or a law, regulation, or rule.

some annual trades and labor employees In Resource Development. The D. Take action when a problem appears-don't avoid doing something.

philosophy underlying this appraisal process as well as the administrative The problem will not likely go away without your involvement.

process necessary to complete an appraisal properly are detailed in TVA E. Know what the provisions of the applicable negotiated agreement say Instruction iIl PERFORMANCE APPRAISAL, Service Report (ERM Chap.

ter 233) and the Articles of Agreement, Supplementary Agreement 12. about discipline for your employees.

A. The form TVA 3031 reflects the performance of individual activities and I. Salary Policy work assignments during the previous performance period. The con tent of the form has been negotiated with the Panel and has been used

• S-8, Demotion, rurlough, Suspension in a formal similar to today's since the 1940's.

• S-9, Involuntary Termination (Except Reduction in Force)

B. The rating received by an employee on the forms TVA 3031,3031 A, or 2. Trades and Labor 3031B is used in calculating credit-for-performance for represented employees In the event of a reduction in force.

• A-VII, Termination, Demolion, and Suspension (for Annual Operating and Maintenance employees except those in TVA's Power Generating and Transmission Facilities)

Form TVA 13050 is used to evaulate the performance of management and * " -Vill Termination, Demotion, and Suspension,(for Annual specialist schedule employees on an annual basis. The philosophy underly Operating and Maintenance employees in TVA's Power Gen ing this appraisal process as well as the administrative process necessary to erating and Transmission racilities) complete an appraisal properly are detailed in TVA Instruction Ill PER FORMANCE APPRAISAL, Manager and Specialist (ERM Chapter 231).

I) 9i-VII, Termination, Demotion, Suspension, and Reduction in force (for Construction employees)

• T-VI, Termination, Demotion, Suspension, and Layoff (for hourly operating, maintenance, and modificalion employees)

F. Get help and advice from your supervisor, human resource officer, and the Labor Relations staff concerning what you should do. There are also other staff, available to help, like Medical Services, General Coun sel's office, and Public Safety Service.

"75 I

DISCIPLINE i DISC, DISC li. Certain disciplinary actions are considered advense actions and they require special attention and additional procedures. A reduction in pay or grade, a C. Consider what disciplinary action to take. This will depend upon the suspension for more than 14 days, a furlough for up to 30 days, or a termi exact circumstances that you are dealing with. Your human resource nation are adverse actions if the person receiving the discipline is a prefer officer and corporate human resource staffs can assist you.

e>\ .0 ence eligible employee.

1. In many situations, progressive discipline is appropriate. For rep A. A preference eligible employee is one who is a veteran (as indicated on resented employees progressive discipline steps may include coun form TVA 9880) and who has worked at least one year in his or her job seling, verbal and written warnings, and suspensions preceding or a similar TVA position.

termination. For manager, specialist and excluded schedule em ployees, suspensions are not used as part of the discipline process. BI. If you suspend an employee pending investigalion the suspension may become an adverse action if the employee is a veteran and is held off

2. Con;ider mitigating or aggravaling factors in determining disci work for more than 14 days. De sure to complete any investigation pline. quickly and return the employee to pay status within 14 days.

3. For misconduct kiues, TVA Code XIII EMPLOYEE MISCON C. Before the disciplinary action can be taken against a preference eligible DUCT, Discipline, lays out an appropriate range of diciplinary employee, he/she must be given 30 days advance notice that the disci reactions for many type- of policy violations. pline is proposed and an opportunity to respond to the proposal. Then another notice is given to the employee to tell him/her if the discipline that was proposed will actually be implemented. Details about the 11I. Consider special circumstances like handicap status or physical and content of these notices i, described in section V of this chapter.

emotional factors which may have contributed to the problem.

D A preference eligible employee may appeal an adverse action to the Merit Systems Protection Board.

I. If you have a problem that Involves a handicapped employee, you may have a duty to make "reasonable accommodation' before takIng disciplinary action. This may mean modifying the work.sitc, IV. Taking disciplinary action usually includes one or more steps. Performance adjusting work schedule%, or restructuring the lot; so a, ntocreate problems resulting from the employee's work habits or behavior are ideally an environment or job within which the qualified handicapped suited to progressive discipline since the focus should be on motivating the employee can satisfactorily perform. employee to change his/her unacceptable behavior and become a valuable team member. The objective is not to punish the employee for past poor

2. TVA's Employee Assistance Program is run by Medical Services performance, but to inform and motivate the employee to improvement in and is designed to help all employees and their families who are the future. Misconduct problems, depending on the severity of the employ having personal problems in such areas a, marital or family prob 0 ee's actions, may warrant taking fewer or no progressive steps.

lems, interpersonal, legal, financial, or emotional problems. A supervisor may refer an employee to the EAP, but it is only a re A. There are basically two different kinds of performance problems" diffi ferral-the employee may decide not to utili7e thi- service. culty doing the work (e.g, making mistakes, low quality, poor supenri sion); and poor work behaviors (e.g, lardiness, excessive absenteeism, insubordination, rud enes.).

t. Don't abuse disciplinary procedures by taking action based on per-ona?

animosity or for purposes of discriminating against the employee. Never 0 1. Counseling should be as part of the on-going performance ap praisal and evaluation process. If there are performance problem-,

take action against an employee because he/she has: they should be discussed in a timely manner.

2. Oral warning i- the least severe form of discipline. It is not very

1. Diclosed Information which is not legally protected and which the em different from coaching in some regards. Supervisors should

-r, ployee reasonably believes shows a violation of law, rule, regulation, or document these oral warnings for their records. The appropriate mismanagement, a waste of funds, an abuse of authority or specific dan 0 steps to take in this di-cusion are similar to those outlined in sec ger to public health or mfety. (These employees are commonly referred 0 lion iIof the Managing Individual Performance chapter.

to as "whistleblowers.')

0 0 3. Informal written warning is very similar in formal to a formal

2. r'xerci-ed an apeal right (e.g., grievance, EEO or MSPB complaint). written warning, except that it does not.become a part of the em ployee's Personal History Record (PIIR). It is normally distributed 3 Raied a legitimate concern or complaint through proper channel, or to only the employee and Ihe supervisor.

who is serving as a witness or representative in any such procedures

)ISCIPLINE . DISCIIl 1

11-1/

4. Written notice of warning or reprimand may be captioned "Notice of Unacceptable Performance" to make It very clear what is at 13. A "hot" and "cold" employee-that is, one who performs well for a issue. A notice of reprimand is similar to a notice of warning but time, slacks off and Is disciplined, improves to a satisfactory level for a usually deals with a single incident of very poor judgement or while, then repeats the pattern-creates particular difficulties. If you improper action. The notice should include the following ele 0* have already Issued a written "Notice of Unacceptable Performance' ments: and you begin to see similar performance difficulties appearing again, immediately issue another "Notice of Unacceptable Performance'

a. Specifically Identify the problem. which includes a warning against this "up and down" behavior.

b. Cite specific examples of nonperformance. Avoid generaliza C. In misconduct cases, selecting the level of discipline is often the most tions that don't really explain the problem. difficult part. Guidance in selecting the appropriate discipline is pro.

vided by the Inspector General's office in some situations and/or is C. Recite what steps have already been taken to identify the provided in the "Table of Penalties" which is an appendix to TVA Code problem and encourage improved performance. XIII EMPLOYEE DISCIPLINE, Misconduct. The same disciplinary options are available for dealing with misconduct as for performance

d. Request employee input about the reasons for unacceptable problems (i.e., counseling, written warning, termination) however some performance. If a medical problem is suspected, work with are more appropriate than others. A written notice of discipline stem your human resource officer about what to say in the notice. ming from misconduct should include the following information:

e. Spell out exactly what is expected in terms of improved per formance. (VI. I. A statement of what action is being taken

2. The specific reasons for the action, listed and discussed individu

f. Give a specific tlimeframe in which to improve performance. ally.

This will vary depending upon the nature of the position and the problem. You must give the employee a reasonable op. 3. The employee's work and pay status during any "notice period."

portunity to show he/she can perform satisfactorily; this will 4. Reply procedures where appropriate or, at a minimum, the name vary depending upon how much time the employee was pre of a person to discuss the action with.

viously provided while you were coaching and counseling about the problem before beginning the disciplinary process. 5. Attached material referred to ih the notice, e g., Job description, service report, investigative report, warning letters, work rules,

g. Offer appropriate assistance-intensive coachin& closer su TVA codes.

pervision, technical training, referral for help, reassigning work within the unit-depending upon what has already been offered or provided during the counseling stage.

h. Spell out the exact consequences of a failure to improve per.

formance within the specified time period.

5. Suspension may be appropriate in a performance case when you know from past experience that the employee is capable of per 9

forming. Suspension Is not used when the employee is having difficulty performing and needs an opportunity to demonstrate "1-n that he/she Is capable. Suspensions are not used in situations involving management, specialist, and excluded schedule employ G) 0 0

0 6.

ees except In situations required by law or regulation. (See TVA Code III EMPLOYEE DISCIPLINE.)

Termination is appropriate when a "Notice of Unacceptable Per AI 4

0) formance" and the accompanying opportunity period has failed to stimulate the employee in sati.factory performance and other dl%

cipline has failed to work or wa, not availahle or appropriate un der the circumstances.

DISCIPLINE , _ DISCI, I. An adverse action taken against a preference eligible employee requires VI. All formal written notices of discipline are placed in the employee's per two notices In order to carry out the disciplinary action, one proposing the sonal history record (PHR). Notices of discipline greater than a warning action (e.g,, Notice of Proposed Suspension') and another Indicating your (i.e., suspensions, demotions, terminations) become a permanent part of the decision (e.g., Notice of Decision'). Always get assistance from your hu. PHR. A warning letter may be removed from the PHR only on the authori man resource officer In handling an adverse action; he or she will assist you zation of the employee's human resource officer. He/she may request that in drafting the necessary notices. Detailed description of the procedures to this document be removed from the PHR If one of the following conditions use in suspending an employee are contained in ERM Chapter 761, SUS are met:

PENSION, Salary Policy, and ERM Chapter 762, SUSPENSION, Trades and Labor. A. The supervisor decides that It is appropriate to remove the notice (for example, althought the notice was given for poor performance, the em A. A notice that proposes the action should contain the following informa ployee has become a consistently good performer);

tion:

B. The warning notice stated a specific date for removal of the letter from WWhat action is proposed the file; or

• Why the action is being taken

• When the action is proposed to be effective C. Three years have gone by without a need for further disciplinary action.

• If appropriate, reference to the employee's work and/or pay status during the notice period

• Who will be issuing a written decision on the proposal VII. Voluntary actions by employees are one way to avoid discipline. Some

• Of the right to reply orally or In writing to the decision maker or a times an employee will request a voluntary personnel action (a resignation designee or transfer to a position at a lower grade level) rather than have discipline

• Of the right to use a reasonable amount of official time to prepare imposed. Sometimes the organization may allow an employee to consider a a reply volutary action instead of being disciplined. Supervisors need to work

• Of the right to submit material% in reply to the proposal closely with their human resource officers In these situations to avoid prob

• Of the right to representation lems.

13. The notice of decision Implementing the action should contain the fol A. If you or your organization ever offers the opportunity to an employee lowing information: to take voluntary action in lieu of being disciplined, you should offer the same opportunity to all employees in similar situations If you de

"* What action is going to be taken, if any (the action taken can be cide not to be consitent in offering this opportunity, have a good rea less severe than originally proposed but not more severe) son for deviating from the usual practice, otherwise you may be ac cused of dikrimination.

"* When the action is effective (never less than 30 days after the em ployee receives the notice of proposal unless there is a reasonable ground to b.lieve the employee has committed a crime for which a B. A supervisor is under no obligation to accept the employee's offer to sentence of Imprisonment may be Imposed) I take voluntary action in lieu of discipline.

"* Upon what bases the action Is being taken (i.e..the Parts of the I proposal and employee's reply that were relied upon in making the decision) I 0 C. It is important that the employee's action be truly voluntary, otherwise he/she may succeed in having it reversed by claiming that it was invol

• Any mitigating or aggravating circumstances that were considered untary or that he/she was coerced into requesting the voluntary action.

iwaccidng the penalty

• Avenues of appeal The employee's action usually will be found to be voluntary if the su f pervisor can show:

• Specific Information about appeals to the Merit Systems Protection

-n 1Board 1. The employee had a reasonable time to chooe between TVA ac J

tion and the voluntary action; and

2. The employee set the effective date for the action; and

3. Management didn't make any misrepresentations to the employee that cauwd him/her to take the voluntary action under "false pre lenws.'

DISCIPLINE 514 STAFFING DOWN D. Sometimes employees request a change to lower grade or pay level for purely personal reasons (i.e., health) unrelated to any discipline prob Staff cuts are inevitable sometimes. But there are some things that supervi lem. Usually The voluntary nature of these requests is not questioned. sors can do to minimize tile need for staff cuts or avoid them altogether.

However, it is a good practice to ask any employee who resigns or re I.

quests a change to a lower grade or pay level position to confirm in A. Know your budget and manage your expenditures. Staff reductions are writing the reason for his/her action and the effective date desired. often caused by a lack of funds. If you have an assigned budget, man age it to get the most for the dollars spent.

1. If the employee is requesting the action as an alternative to disci pline, the written confirmation should also state that the action is 13. Ie innovative and solicit cost-savings ideas from all employees.

voluntary, that he/she has time to consider the consequences of this action, and that the effective date has been set by or is accept C. Manage attrition effectively. When a position or positions are vacated able to the employee. due to attrition, consider whether the position(s) can be eliminated or TV filled at a different classification, or perhaps the the function can be

2. Regardless of circumstances for initiating voluntary resignation, you can allow the employee to withdraw an offer to resign at any merged with another and require fewer total staff.

lime prior to the effective date. If you do not allow the employee to withdraw his offer, you should have a good reason for your 1). Consider voluntary personnel actions initiated by employees such as decision (for example, having already hired a replacement). leave without pay, changing from full-time to part-time, or volunteer ing for reduction in force. More about voluntary personnel actions is in the Discipline chapter in section Vil, part D.

E. A hiring freeze, total or partial, can be initiated at the agency or organi zation level as a means of aiding staff reductions.

AT\ j 0 When staffing reductions can't be avoided there are still things that the It.

supervisor can do to manage the situation to TVA's and the employees' benefit A. Plan for anticipated or imposed reductions I. Keep the job descriptions of your employees current. Job descrip tions are the primary tool used to determine what retention regis ter an employee is placed on in a reduction in force. Anytime a supervisor or organization has to revise or prepare new job descip libns on the eve of a reduction in force it raises the appearance that the process is being manipulated to some employees' advantage.

AN 0 There's more about retention registers and competitive levels in section II of the Reduction in Force chapter.

2. Involve your human resource officer to gel advise about planning and implementing staff reductions.

B. Determine whether cuts within your work unit or organization should be targeted or across the board, keeping in mind the work priorities of your organization.

ST/

STAFFING KJ

3. TVA management has the authority to decide when to furlough .0 and how long to conduct a furlough.

C. Communicate with your employees. If you don't feel that you have sufficient informalion from your superiors or human resources staff, 4. Employees covered by a collective bargaining agreement may file a make a point to get the Information you need to share with employees.

Employees need and deserve to have reliable information or else they will rely on the informal employee grapevine, which inevitably distorts the situation and hurls morale.

6 grievance concerning a furlough. All employees may file a com plaint with the Equal Opportunity office if they feel that the fur lough was conducted in a discriminatory manner.

I. Involve your staff as much as possible and solicit suggestions for IV. Layoff is the termination of temporary trades and labor employees who solutions or altematives that will help the situation. have worked for less than one year. Unlike a dog-off, these employees are terminated. Employees with more than one year of service are not laid off,

2. Be sensitive to the needs of your employees who are faced with but reduced in force. Layoffs should be coordinated with your human re losing their jobs. source officer.

Ill. Dog-offs and furloughs are two procedures that may be used to manage a A. Trades and labor construction employees are compared for layoff short-term staffing redudion. within competitive areas (generally construction projects) by job classifi cation with some exceptions, as provided in the negotiated agreement.

A. Dog-off Is a procedure that has been negotiated for hourly irades and See General Agreement (Construction employees), Supplementary labor employees when their services are temporarily not required. Em Schedule II-VII:C and TVA Instruction PM 7 REDUCTION Part A, for ployees can be dogged-off for up to 30 days when there are temporary more details. Generally, employees are given as much notice of layoff interruptions of work because of adverse weather, lack of materials, as possible equipment, or detigns, or other temporary condition,.. Employees are not terminated, but placed in a nonpay status. See Supplementary I. Employees are terminated by issuing a form TVA 77 that states the Schedule H-VII:F (for Construction employees), Supplementary Sched reasons for layoff and includes a performance appraisal. (Dis ule T-V:K (for Temporary Hourly Operating, Maintenance and Modifi cussed in Managing Individual Performance chapter of this hand cation employees) and Supplementary Schedules A-VI L or 13-VI L (for book.) At the employee's request, the foreman or general foreman Annual Operating and Maintenance employees). may discuss the content of the form TVA 77 with the employee.

1. Dog-off is not an adverse action even when it i,; applied to veter B. Trades and labor temporary hourly operating, maintenance and modifi ans. cations employees are laid off as descibed in Article Ill of their General LIN

2. Written notice to the employee of dog-off or recall is not required, I Agreement. TVA will layoff as appropriate to meet work requirements just informal notice to the employee. W/ and/or skills required. Details are contained in General Agreement (temporary hourly employees), Supplementary Schedule T-VI'C and TVA Instruction PM 7 REDUCTION Part A.

D. rurlough is the temporary removal of an employee from work and pay status for nondisciplinary reasons. Situations where furlough is used Include lack of work or funds, unforsecable circumstances such as sud den equipment breakdowns, or natural disasters that stop work. fur loughs do not apply to trades and labor employee-, only salary policy employees. See Articles of Agreement, Supplementary Agreement, S-8:13. Furlough is a complicated procedure and you should consult 9l closely with your human resource officer when considering this action.

-l 1. A furlough of 30 days or less of a preference eligible employee (a II i') veteran) who has at leas' one year in his/her job or a similar TVA CD CD CD position, is an adverse action. (See Discipline chapter, section I1I.)

Adverse actions can he appealed the Merit Systems Protection Board. Nonvelerans and employees with less than one year are not covered by these adverse action procedures.

0

0) 2. A furlough may be "continuou%' (30 calendar days or les,;) or in termitlent (22 workdays or less over a period of time) but cannot exceed one year.

I

STAFFING __

REDUCTION IN FORCE 1I. Reduction in force (RIF) procedures are used to terminate or furlough for more than 30 days due to a lack of work, shortage of funds, insufficient personnel ceiling, reorganization, the need to make a place for a person exercising reemployment rights or restoration rights, or the reclassification of an employee's position due to lh erosion of duties when such action will take effect after an agency has formally announced a RIF in the employee's competitive area when the RIF will take effect within 180 days.

& I he Office of Personnel Management (OPM) issues regulations govern.

• ' 1I A.

ing the basic elements of any TVA Rir action; however, not all OPM regulations apply to WVA. TVA Instruction I'M 7 REDUCTION should be consulted for complete details concerning TVA's RIF procedures.

TVA is not subject to OPM regulations dealing with reassignment rights, severance pay, reemployment priority lists, the 'Displaced Em ployee Program,' or the 'Voluntary Interagency Placement Program."

In some cases TVA has negotiated similar provisions with employee unions. TVA is bound to follow applicable federal law and regulations in carrying out RIFs.

B. Any permanent, prepermanent or indefinite employee is covered by the RIF procedures. A temporary employee who has completed a year or SA more of current, continuous service is also covered and Is treated as if he/she were an indefinite employee for RIF purposes.

C. In a RIF, employees compete against each other for remaining work based on three retention factors: 1) tenure or type of appointment (per S0 manent, prepermanent, indefinite, temporary); 2),their eligibility for veterans' preference; and 3) total federal government service.

II. Definitions A. Competitive area. An organihational or geographic unit within which a RlI is conducted. These areas are negotiated for repre.%ented employ.

ecs. The same competitive areas that apply to salary policy represenled employees also apply to managers, specialists, and excluded schedule employees competitive area is discussed in detail in TVA Instruction I'M 7 REDUCTION, Part B. The collective bargaining agreement, list the competitive areas for employees:

G)

Articles of Agreement, Supplementary Agreement S-10.C C),

(Z *,0 General Agreements (Annual Operating and Maintenance), Sup 0 plementary Schedules A-VII:C or li-VII:C C* General Agreement (Temporary Hourly Operating, Maintenance and Modification), Supplementary Schedu leT-VI:D

"*General Agreement (Construction), Supplementary Schedule II VILE and F

('7

RIF ___

K)

B. Competitive level. Determines exactly which employees are competing C. Credit for performance. I he federal reduction In force regulations were against each other In a RIF. A competitive level includes all jobs in the amended in 1986 to give greater recognition to performance as a reten same grade and classification series similar enough in duties, qualifica.

lions requirements and working conditions to allow Interchange of employees without a loss of productivity competitive level is discussed a- 0 lion factor. Under these 'credit for performance' provisions an em ployee may receive additional years of service credit based on his/her annual performance ratings of record covering the three years preced in detail in T*VA Instruction PM 7 REDUCTION, Part 13.The collective ing the RIF. Under'TVA's implementation of credit for performance, bargaining agreements briefly mention competitive levels: each performance rating category corresponds to a specific number of years of extra service. The credit for performance provisions are only

• Articles of Agreement, Supplementary Agreement S--10 D used to determine the relative position on a retention register of em

• General Agreement (Annual Operating and Maintenance), Supple ployees within a given tenure group and subgroup. Detailed informa mentary Schedules A-VII:C--6 or B-VII':C-5 lion about credit for performance is in TVA Instruction PM 7 REDUC CGeneral Agreement (Construction), Supplemenlary Schedule Il TION, Part B.

VII:E-3 I. Credit for performance affects only the service date retention fac tor for employees.

1. 'Interchangeability' is a two-way street. The incumbent of one job must be able to satisfactorily perform the duties of the inter 2. The relative standing in a RIF between veterans and non-veterans changeable job and vice verse. There should be no loss of produc and between permanent, prepermanent, and indefinite employees tivity beyond that normally expected in the orientation of a new is not affected by credit for performance.

but fully qualified employee.

3. Credit for performance applies to all TVA employees who receive

2. This determination of competitive level and interchangeability is annual performance appraisals using the form TVA 3031.

made by comparing the job descriptions, not the individuals cur

a. Hourly trades and labor employees are not covered by these rently occupying the positions. You are not allowed by law to consider an Individual's qualifications. provisions because they receive form TVA 77 which is not issued on an annual basis and does not constitute 'an annual

3. Employees In one competitive level usually have the same job title, performance rating of record' under the federal regulations.

but not always. Different job titles can be put together in one com

b. Management and specialist schedule employees whose per pelitive level if the positions are similar enough in duties, qualifi formance is documented using form TVA 13050, are not cov cation requirements and working conditions so that there can be ered by these provisions because the appraisal does not pro an interchange. Job title is not determinant of competitive level and jobs with the same title could end up in different competitive levels.

0)1 0 vide an overall rating for the performance. These employees receive credit for performance only for periods preceding the RIF for which there Is a performance rating of record.

4. Separate competitive levels are required for positions that are filled on a part-time basis, on an intermittent basis, and on a full lime basis. 4. A performance appraisal must be 'of record' in order to be used in the calculatiop at the time of the RIF notice. A rating is 'of re S. Under each trades and labor collective bargaining agreement, a job steward is in a separate competitive level from other employees in his/her craft or classification.

OM cord* when the information on that performance appraisal has been entered into the Employee Information System (EIS) by the human resource officer. Annual performance appraisals that were due before the date of the RIF notice, but were not part of the EIS record until on or after the date of the RIF notice are not used to determine additional service credit.

5. If an employee has received no performance appraisals, or none

-iI G")

C) 0' for a specific time period, additional service credit is based on assumed ratings for those months not covered by an appraisal 'of record.*

C) 0Z 00

RIF K\

Ku

6. The additional years of credit assigned to each annual performance G. 1 ransfer of function. The transfer of a continuing function from one t rating are as follows: competitive area and its addtion to one or more other competitive ar 16 years eas. A function means all or a clearly identifiable segment of an organi Better than fully adequate zation's mission, regardless of how it is performed.

Fully adequate 12 years Marginal, Improvement needed 0 years 0 years i. The operation of the function must stop in one competitive arna "Not adequate and start up in another competitive area where it had not previ Assumed rating (no appratul) 12 years ously been performed.

7. The extra years of service credit that an employee may accrue un 2. The movement of activities within a single competitive area is not der credit for performance calculations do not Impact in any way a transfer of function, but a reorganiation.

on the determination of whether an employee has sufficient years Am, When a transfer of function occurs, employees who become sur of TVA service to invoke reassignment rights provided by the 3.

negotiated.agreement. plus in the losing competitive area have a right to transfer if, but only if, the alternative in the losing competitive area is termination S. Supervisors are not responsible for calculating credit for perform. or demotion. Transfers of functions are a complex part of RIPs ance. It Is figured by computer for each individual on the reten and supervisors should work closely with their human resource tion register based on the information in EIS at the time of the RIF officers in these cases.

notice.

a. If the tran, fer of function causes a RIF in the gaining competi tive area, all employees compete together under the RIF regu D. Retention group. Identifies the tenure of an employee. Retention group lations for retention in positions in the gaining competitive depends upon the type of appointment the employee has at the time of area.

the RIP and how long he/she has been in that appointment. There are b. If a RIF is not necessary in the gaining competitive area, the three retention groups indicated by roman numerals on the retention register. V. employees just transfer to the new competitive area.

c. Employees who refuse to transfer with the function may be terminated for cause in the losing competitive area.

CGroup I - permanent employees CGroup II- prepermanent employees

• Group Ill - Indefinite employees or temporary employees with a year or more of current, continuous service 0 Ill. A reduction in force may be appealed by any employee to the Merit Sys tems Protection Board or through the Equal Opportunity complaint process.

Any represented employee can file a grievance if such is permitted under E. Retention subgroup. Identifies the employee's eligibility for veterans' the appropriate negotiated agreement. There is more detailed information preference. There are three subgroups within each retention group about this in the Appeals and Grievances chapter.

indicated by capital letters on the retention register as follows:

A. Merit Systems Protection Board (MSPB) appeals must be filed within 20

"* Subgroup AD - veterans with a military service-connected diabil days of the effective date of the reduction in force. Information about ity of 30 percent or more the appeal process is Included with the employee's reduction in force

"* Subroup A - all other veterans who are not included in the AD notice. In order to successfully defend its position, TVA must show subgroup that the employee's RIP was done for a proper reason and all proce Subgroup B- all other employees who are not eligible for veter dures were properly applied.

"ans' preference AN B. If an employee wants to Initiate an Equal Opportunity complaint con cerning his/her reduction in force, he/she must contact an EO coun F. Retention register. The document prepared before a RIF indicating the selor within 30 day of the effective date of the RIF. More about the EO order In which employees will be retained based upon their retention

) group, subgroup and creditable service. There is a separate retention complaint process is included in the Appeals and Grievances chapter.

register for each competitive level where there will be a RIF. If no RIF is planned for a particular competitive level, no retention register is C. A grievance concerning reduction in force must be filed timely and in prepared. accordance with the appropriate negotiated agreement on 91

RIF APPS9 'VS V. Voluntary esignatlon process Is an excellent way for managers to avoid K) APPEALS AND GRIEVANCES disruptive Involuntary RIFe and match the need to cut staff with staff that are willing to leave. The same policies and procedures that apply to silary policy represented employees are also applied in cases Involving manager Appeal procedures establish an organized way of dealing with Inevitable and specialist schedule employees. Detailed description of Involuntary RIF conflict. The supervisor's role in dealing with any complaint situation in procedures are contained in TVA Instruction PM 7 REDUCTION, Part B V1 cludes:

and Articles of Agreement, Supplementary Agreement S-10:N.

"* Accepting the employee's ba-ic right to complain or disagree, without A. Generally, employees who volunteer for RIF are treated the same as reprisal.

Involuntarily RIF'd employees with regard to retirement and other " Trying, whenever possible, to resolve complaints Informally at an early TVA-provided benefits. Unemployment compensation is not controlled stage.

by TVA and an employee's eligibility to receive this compensation from Assuring that employees are aware of available means of pursuing his/her state of residence may be impacted by a voluntary RIF resigna.

lion. U. complaints.

Seeking appropriate advice and assistance from your human resource officer when you are involved in a complaint, grievance, or appeal.

B. An employee ,hhovolunteers for RIF may not be rehired directly by TVA for three years following the effective dale of hi-/her resignation.

Nor will TVA enter into a personal services contract directly with any A. The principle formal methods of appeal (grievances, discrimination employee who volunteered for reduction in force. complaints, and MSPB appeals) all have very specific and different pro cedural requirements and time limits. Although many of the different C. Saliry policy employees may volunteer for reduction in force in one of *1 options overlap in terms of what type of complaints they cover, in most two ways specified in the Articles of Agreement, S-l0:N. cases the employee's choice of one route of appeal means that other routes cannot also be pursued on the same complaint.

1. Volunteering in response to a general notice soliciling volunteers In the employee's competitive area. The general notice specifies 13. Employees have a wide variety of options available to them if they be which organization is soliciling RIP volunteers, the general type lieve they haWe been treated unfairly or contrary to TVA policy. The and number of volunteers, and generally how to go about volun. I.., various avenues for raising concerns or complaints are detailed in sec leering. tions III through XIII of this chapter.

a. Volunteers are accepted or rejected solely at the discretion of management in the competitive area that issued the general b.

notice.

The Vice President, Human Resources, must give final ap proval for TVA to accept each offer of voluntary Rir under a WI 9 11. There are five different negotiated grievance procedures for represented employees. Each negotiated agreement has a unique procedure which ap plies to those employees covered by the agreement. Generally, all the nego tiated grievance procedures have certain things in common.

general notice.

A. Grievances may be filed either by the employee personally or through

2. Volunteering for RIF in place of another employee who ha, re the union.

ceived a notice of reduction In force. The volunteer and the permon who he/she is 'saving ' must be In the same competitive area, but not the same competitive level. The volunteer 'saves' the person highest on the retention regiter who received a RIF notice.

0 0 I3. Specific time limits are se for when the employee must file the griev ance and when management must respond. Time limits may be ex tended only by agreement of both parties.

G'8 a. Volunteers are accepted solely at the discretion of manage C:) ment in the competitive area conducting the reduction in C. A grievance will be rejected if the employee has filed a complaint on the CD force. same action under another procedure provided by law or regulation.

CD S

b. The vice president of the organization conducting the RIF D. Each of the grievance procedures contains several steps, starting with a 01 must give final approval to accept any Individual's'offer to decision by the supervisor, proceeding to an appeal to higher level volunteer for RIF In place of another employee.

management anti/or the Labor Relation% staff, and finally some type of arbitration. The supervisor 'loses control' of the grievance process D. Trades and labor annual employees may volunteer for RIF under an after the first step, so it is Important to try to settle the problem at the agreement between TVA and the Council. (See Supplementary Sched earliest po.sihle stage while you still have control and before other par ules A-Vil D and B-VII:D) lies intervene In the process.

93

A P PS "I ý'

APPS & GRVS E. Grievances which attempt to change a policy, standard, or procedure 2. The organization's vice president or his/her designee has either 30 may not be filed. Not all Issues are 'grievable." days (if a conference Is requested) or 15 days (if no conference is requested) to respond to the complaint by completing the griev ance form.

1. Grievability' can be complicated. Usually the ikue is addressed by someone besides the supervisor at a later stage in the complaint process. C. Step 3 - If the employee or union representative does not agree with the vice president's decision, the matter may be appealed to the Manager of

2. Certain Issues may not be grievable by agreement between TVA Labor Relations within 10 days. The emphasis at this stage is resolu and its unions, and these matters are reflecced in the negotiated tion. The Manager of Labor Relations will hold a conference to discuss agreements. the issue with all parties. lie/she has 15 days afer the conference to render a written decision if resolution to all parties' satisfaction is not possible.

F. Employees can participate In the grievance procedures, either on their own behalf or as witneswes for other employees without charge to leave.

D. Step 4 - If the employee disagrees with the Manager of Labor Relations, arbitration of some type may be requested.

G. Only paid union employees or official job stewards or union repres*nla lives may have access to personnel records that are relevant to the case 1. The Salary Policy Panel (not the employee or a single union) may or have paid time off to serve as the representative. appeal certain grievances to outside binding arbitration in accor dance with the Articles of Agreement.

It. Remedies available through the grievance procedure vary and may 2. Some issues are not arbitrable, but may be appealed to a triparlite reflect a balancing or compromise of issues. board consisting of representatives of TVA, the Panel, and an out side party. If the board's decision is unanimous, it Is binding If it is not unanimous, It is merely advisory.

Ill. The Salary policy grievance procedure Is contained In Articles of Agree ment, Supplementary Agreement 11. Most requests for position reclassifi cation are handled under a separate procedures contained In Articles of IV. The grievance procedures for trades and labor employees are detailed in Agreement, Supplementary Agreement 2. More details about this proce. Supplementary Schedules A-IX or B-IX (for Annual employees), T-VIII dures are described in the Classification chapter. The grievance procedure I* (for Temporary Operating, Maintenance and Modification employees), and Is a four step process. The supervisor can be involved at all levels, but is only involved In the declslon-making process at the first two levels. The supervisor may be directly Involved at all levels. It Is true that the supervi.

0 H-IX (for Construction employees). Requests for reclassification are han dled through the regular grievance procedure.

sor would not be Involved In the decision at the higher levels. A. Step I - The employee discusses the issue/complaint with the supervi sor informally and the supervisor must respond to the employee within A. Step I - Before a formal grievance is filed, the employee meets with the 10 days. None of this is required to be in writing, but it is good for the responsible supervisor and discusses the situation. The supervisor supervisor to keep a log of events including dates and content of dis should make every effort to understand what the issue is and investi cusqions. It is recommended that the supervisor respond in writing to gate any practical way to resolve the problem. Thi Is the time in admit an error or to convince the employee that the policie, and procedures were properly applied.

, 0 explain his/her decision. This will provide a clearer record if the griev ance becomes formal later on.

B. Step 2 - Formal grievances are filed in writing to the local plant man I. Step 2 - If the employee Is not satisfied with the results of this meeting, ager or facility manager within 20 calendar days of the date the em ployee learns of the action being grieved. The manager may attempt to 0

he/she may file a formal grievance by submIlling form TVA 1.008 to the supervisor. It must be filed within 20 days after the employee learns of the action (or proposed action) that Is being grieved.

0 resolve the situation either formally or informally. The manager gives the employee his response in writing within 15 calendar days.

0 0 1.'The supervisor receives the form, ensures that It is complete, and (31 forwards It to the human resource officer or distributes copiest a, necessary. The supervisor does not respond. Mere acceplance by the supervi~or Is not an admis.sion of any kind related to the griev ance.

APPS -r-r;RVS APPS & GRVS K) 3. An employee who bclicves he/she has been improperly den /

restoration rights may appeal to MSPB. This is very rare. See the Step 3 - This step does not apply to hourly construction employees; Restoration chapter for more detailed Information.

C.

their complaints go directly from the site manager to the Manager of Labor Relations (Step 4). The employee may appeal the facility manag er's decision to the organization's vice president within 15 calendar I, B. Your human resource officer is responsible for preparing TVA's initial days of the decision. response to an employee's MSPB appeal. This response must be coordi nated with the General Counsel's office and usually there is little time to gather documentation and prepare the response. It is very important

1. If the grievance is related to a suspension, termination, nonselec that the supervisor cooperate fully and timely with the human resource tion for promotion, demption, or RIF, the employee may request a officer in preparing this information.

hearing. In other cases, except grievances protesting warning let ters of reprimand effective for 6 months or less, the vice president may hold a hearing to gather facts. The hearing is held within 30 days of the appeal. 9 C. There may may supervisor be a be called formal hearing before for as a witness TVA.

a complaints examiner and the

2. The hearing is a formal proceeding and a verbatim transcript is made of it. The employee may be represented by the union and D. MSPB's first decision Is rendered by a presiding official in one of the the supervisor Is represented by the organization's human re regional offices. Either party may appeal this decision to the full Board source manager. in Washington, D.C. If the employee is not satisfied with the Board's "decision, he/she can have the decision reviewed by a federal court of

3. The vice president's decision is Issued within 3 weeks of the ap *1 appeals. TVA can appeal Board decisions to the federal court only with peal or three weeks after the hearing. the Office of Personnel Management's approval.

D. Step 4 - The employee may appeal the vice president's decision within 15 calendar days to the Manager of Labor Relations. A decision is is VI. The Equal Opportunity complaint process is available by law to any person sued within three weeks of the appeal or within three weeks of a con who believes that he/she has experienced discrimination because of race ference if one is held. 'V (any race), sex (either sex), color (any color), religion (or sincerely held relig ious-type belief), national origin (any), handicap, age (40 or over), or repri E. Step 5 -IThis step involves submission of a grievance that was appealed sal. The EO complaint process is also available to outside applicants.

an Impartial referee by the union to the Manager of Labor Relationsan toimpartial referee only When you are Identified by a complainant as a person who was Involved in for a binding decision. A union may request a discriminatory action, you are referred to as an "alleged discriminating with the agreement of the Council. Costs are shared equally between TVA and the Council. @3 official."

A. The Board of Directors has designated the Manager, Equal Opportunity, as the official in TVA to administer the discrimination complaint proce V. The Merit Systems Protection Board (MSPB) is an independent federal dures and make final agency decisions on these complaints (except in agency established In part to hear appeals from federal employees. Appeals certain limited circumstances). The Equal Opportunity staff is neutral to MSPB must be filed within 20 days of the effective date of the appealed in the administration of the complaint process. They represent neither action and TVA must file Its response within the time period set by the complainants nor supervisors during the process.

MSPB hearing officer.

0 1. Several definitions are Important to keep in mind when discussing the A. MSPB Jurisdiction is very limited regarding TVA employees. complaint process:

"-n 1. Any TVA employee who is reduced In force may appeal to MSPB.

G) See the Reduction In Force chapler, section 111,for more informa I. A handicapped person is defined as someone who I) has a physi tion about appealing RIF actions to MSPB. cal or mental impairment which substantially limits one or more O* major life activities, 2) has a record of such an impairment, or 3) is C:) who C:) 2. Employees (except those at the senior manager pay group) regarded as having such an impairment.

0* are eligible for veterans' preference and who have worked con

(.1 tlnuously at least the past one year in their job or a similar IVA 2. Reprisal is defined as an action that was taken because of a per.

job may appeal a termination, a suspension for more than 14 calen son's prior involvement with the EO complaint process, as a com dar days, a reduction In pay or grade, or a furlough for 30 days or plainant, a representative or a witness, or because of opposition to less These actions are called 'adverse actions' and are discussed discriminatory practices.

in the Discipline chapter, section Ill.

97

APPS 1" "RVS APPS & GRVS K) K)9 B. If the problem cannot be resolved through counseling, the complainant I

3. Someone Is In a "protected class" If they fall within one of the may choose to file a formal complaint with the Equal Opportunity staff eight groups mentioned above at the beginning of section VI be at the conclusion of the counseling process. The complainant must file cause these are the groups that are protected by the law against Si the formal complaint within 15 calendar days of the conclusion of coun discriminatory treatment. seling. The Equal Opportunity staff will determine whether to accept or reject the complaint.

C. Many complaints of discrimination involve allegations that an employee C. Aftcr an EO complaint has been accepted for Investigation by the EO was treated differently from others who are not in the same protected staff, managers in the affected organizatin are given an opportunity to group. In these cases, the focus is on how the complainant was treated respond to a preliminary inquiry about the complaint. The organization in comparison with others, not on whether the activity really did occur. then prepares a position statement.

Other cases involve allegations of "harassment," whether based on sex (such as conduct of a sexual nature, sexual favors, or an intimidating, hostile or offensive environment) or based on membership in any of the AOL 4 1. Supervisors or managers who have been identified as "alleged discriminating officials" have the right to know what the allega other protected groups (such as racial or ethnic jokes). tions against them are and the right to respond to those charges.

• 1

2. Supervisors are responsible for cooperating fully with the investi D. At any stage of a complaint, complainants, managers, supervisors, and other witness may be represented by a person of his/her choice, either gation.

inside or outside TVA, with some limited exceptions. The representa tive may assist and advise the witness or may simply accompany the D. The EO slaff conducts formal investigations of complaints As part of person during proceedings. Persons who are directly Involved in the the investigation the investigator may take an affadavit from the super case and are expected tonbe called as witnesses cannot act as representa visor and request that you provide documentary evidence. All supervi lives. sors and employees are required to cooperate during an Investigation.

E. At the completion of the investigation, the Investigative record is dis E. Federal regulations provide that a complainant and his/her representa tributed to the complainant and the organization's vice president. The tive must be given "reasonable" lime to prepare and present the com vice president may at his discretion distribute the report to others plaint..This time must be coordinated with his/her supervisor. The within the organization who have a "need to know."

supervisor makes the decision as to what is reasonable under the par ticular circumstances of the case. F. After the investigation is completed, the complainant may request a hearing before the Equal Employment Opportunity Commis,;ion I. Time spent in meetings or Interviews held by EO staff officials Is (EEOC). All witnesses employed by the agency, whether requested by automatically deemed reasonable. the agency or complainant, must attend the hearing If the complainant has an attorney, TVA managers should notify the General Counsel's

2. Supervisors of employees who act as representatives of more than office who will represent the agency in the hearing If the complainant one complainant may limit the overall hours of official time spent. is representing himself/herself, then the organization's managers pre for preparation and attendance at meetings or hearings. sent TVA's case at the hearing. After hearing all the evidence and re viewing all the documents submitted, EEOC issues a recommended VII. The Equal Opportunity Complaint Process 9 decision to the Manager, Equal Opportunity, who accepts, rejects, or modifies the recommended decision and Issues a final agency decision.

G. TVA's Manager, Equal Opportunity, issues final agency decisions on A. Counseling Is the first step in the EO process. Counselors are provided complaints of discrimination with certain limited exceptions. The deci by each organization. Names of EO counselors are posted on bulletin sion is made in accordance with analytical standards in employment "T"1 G) boards or are available from your human resource officer. A complain ant must seek counseling within a certain tlimeframe, usually within 30 days of the alleged discriminatory act, in order to be timely under the 0 discrimination case law and Is based solely on a review of the evidence included in the investigative report and hearing transcript. The Man C)

CD federal regulations. The counselor talks to the complainant and the S. ager, Equal Opportunity, may order that actions be taken to correct disciminatory treatment and recommend changes in procedures and 0 supervisor to sort out the matter Informally and prevent a complaint practices that are discriminatory.

CD from being filed. A complainant can only file a formal complaint after MY1 he/she has met with the counselor to try to resolve the situation. I. Vice presidents are responsible for implementing corrective actions o Counseling may take anywhere from a week to several months. to con recommended by the Manager, Equal Opportunity.

I clude.

99

API' "VS APPS & GRV

2. In addition to but separate from the final agency decision, the

<.9 B. TVA policy and federal law strictly prohibit attempts to intimidate, coerce, or reprise against any employee as a result of his/her exercising Manager, Equal Opportunity, may Issue a memorandum recom. any of these rights.

mending disciplinary action against a supervisor or a conduct Investigation of his/her actions relating to a case.

011.4" X. Appeals io the Department of Labor (DOL)

H. Complainants who disagree with the decision on their complaints may appeal the decision to EEOC or federal court. Supervisors have no A. Under the Energy Reorganitation Act of 1974, no employee may be similar right to appeal the decision. terminated or di.criminated against because he/she initiated a proceed ing under that Act or under the Atomic Energy Act, or testified, partici.

pated, or assisted in such a proceeding ViII. Complaints About or Reports of Unsafe or Hazardous Conditions B. Complaints Involving this protection are filed with the Secretary of A. Employees and their representatives have the right and are encouraged AM %

• Labor within 30 days of an alleged violation. Complaints can also be filed with the Secretary of Labor in connection with employee protec to report unsafe or unhealthful working conditions. These concerns can be brought to the supervisor or the safety coordinator. TVA Code 1! tions included in the Federal Water Pollution Act and the Clean Air EXPRESSION OF DIFFERING STAFF VIEWS describes TVA's policy as Act.

to how these concerns are to be addressed. The forms used to docu ment a complaint of this nature and procedures are posted on all TVA C. DOL will investigate all complaints within 30 days and either party can safety bulletin boards. request a hearing after the investigation. DOL will issue a decision within 20 days of the hearing. The Secretary of Labor issues a final I. Employees also have the right to make a confidential report to the order based on the record and the recommendation from the hearing; Manager of Occupational Health and Safety or to the Designated the final order can be appealed to federal court within 60 days.

Agency Safely and Health Official.

2. Employees who disagree with the final TVA handling of a report XI. Complaints to the TVA Inspector General or complaint may appeal to the Occupational Safety and Health Administration, U.S. Department of Labor. A. The Inspector General reports directly to the TVA Board of Directors and to Congress. This office accepts allegations of waste, fraud, abuse,

3. Employees are protected by law and TVA policy from any reprisal, mismanagement, misconduct, harassment, and reprisal. After a com interference, coercion, or discrimination against them as a result of plaint Is accepted, it is assigned to an investigator. Any employee who their exercising any of these rights. Any Interference by a supervi wants to report an allegation can call the following toll free numbers:

sor is a serious violation of this policy.

0 1-800-423-3071 (in Tennessee) 0 1-800-323-3835 (in AL, AR, GA, KY, MS, MO, NC, VA)

IX. Concerns About Nuclear Quality and Safety 0 615-632-3550 (in Knoxville)

Employees are obligated to report concerns about nuclear quality and safety and the Nuclear Power Employee Concerns Program oversees these com xII. Issues Raised Under TVA Code I1 EXPRESSION OF STAFF VIEWS plaints. Information about the Employee Concerns Program Is posted on TVA bulletin boards and questions about the program can be addressed to This code details a formal process to have professional or technical views on any program site representative. policy issues (or execution of policy) heard'at a high management level. Basi A. Under this program, the following avenues are available to report con cally, the procedure calls for raising those concerns up through the supervi cerns about nuclear activities: sory chain of command to the Board of Directors.

"-n D

• Contact with first line supervision.

D Z2) 0

• Referral via first-line supervision to higher management levels.

Submittal to the Employee Concerns Program site representative at each nuclear plant site.

II 0 XII. Complaints Pursued Through Other Channels Complaints raised by writing directly to the Board of Directors, congressional represen!atives, or the President, are investigated and responded to by the Z) 0 Complaint to the Inspector General. appropriate TVA official. Supervisor's may be asked to explain their actions

• Direct contact with the Nuclear Regulatory Commi-sion using or provide additional information to staff members who are responsible for l NRC rorm 3, or direct contact with other governmental agencies preparing these responses.

with authority to receive complaints.

101

APP' APPS & GRVS K)j (IV. Successfully Handling Appeals and Grievances XV. Supervising After an Employee Files a Complaint.

A. Avoid unnecessary complaints. Try to resolve problems at the lowest, Informal level, while you are still in control of the situation. Good com munication with your employees will go a long way toward minimizing

, 1 I. Remember that the employee has a right to file a complaint and what you do aftei he/she files the complaint can either help or hurt the situation. The complaints. supervisor must strive to keep things as normal as possible. You must keep supervising the employee, while at the same time avoiding any appearance of

1. If you've made a mistake, correct it early. reprisal.

2. Be alert to resolutions that may set a precedent that will be diffi A. Do not treat the employee differently after he or she files a complaint cult to live with. either differently from other employees or differently from your past treatment of the came individual.

3. Avoid actions that could be interpreted a-, discouraging or intimi dating an employee from filing a grievance or other complaint.

B. Do not begin do~umenting or monitoring a complainant after he/she contacts a counselor or files a complaint. This is often regarded as re B. Be prepared for complaints. Many can and should be seltled before taliatory. It appears as if you are 'out to get' the person. If the super they become formal, but thorough preparation can increase the likeli visor has been monitoring the employee prior to the filing of a com hood that the supervisor's position will be upheld on review. plaint, the filing should not be a reason to stop monitoring, if justfied.

I., Build your case. Follow progressive disciplinary procedures S/I C. Do not keep any record that refers to an employee's grievance or com where appropriate and be consistent in how you treat all your plaint in the employee's personnel record.

employees.

2. Make sure you have good documentation. Keep logs and diaries D. Do not treat an employee who has exercised a protected right as a "troublemaker.' Do not let this fact influence your future decisions of events leading up to disciplinary actions and all other related about selection, transfer, or discipline.

documents or correspondence. Documentation is very important 3.

in any hearing.

Be a good witness if you are asked to provide an affadavit or tes B V E. Do not discuss an employee's grievance or complaint wilh anyone who does not have an official need to know about it. If you do, you will tify at a hearing. have misused official information and can be disciplined.

a. Refresh your memory concerning the events or Incident.

F. Do not discourage or inhibit an employee In any way from pursuing a

b. Be familiar with the records related to the case. complaint.

C. Tell the agency representatives everything you know about the case, both good and bad. XVI. Supervisor's IRights

d. Always tell the truth when testifying or giving a stalement

e. If you don't know the answer, say so. S. As a supervisor you have a lot of resources to draw upon to help you through any situation involving a complaint or grievance. Generally, the only thing

f. Plan ahead as to what additional information you want to include in an affadavit when given the opportunity. e an employee can do that you cannot do in a complaint is appeal a decision on the complaint to a higher level (although in some procedures, TVA can appeal a decision as well as the employee) Other rights you have relating to the

g. Assume that the person reading or hearing your statement process Include:

knows nothing about it-explain technical terms, explain work practices, etc. "* You have a right to hear exactly what the charges are against you, if you are accused of discrimination, reprisal, etc.

-n "* You have many opportunities to resolve the complaint yourself and C. Get help from yoursupervisor and human resource officer early in the G) process. Your human resource officer will also be able to get guidance thereby stay in control.

C) "* You have the same opportunity as the employee to present your side of C) from corporate staffs. the story.

C0 "* You have the right to have a representative in complaint procedures at all levels.

01 0'1 " You have the right to keep supervising and remain in control of the situation.

I

APPS & CRVS _ '. V .

VETERANS' PREFERENCE

1. The Veterans' Preference Act requires that preference be given to eligible A veterans (also called 'preference eligibles") in appointments to government

• 1. [V positions and in retention during a reduction in force. In addition, prefer.

ence eligibles are given appellate rights to the Merit Systems Protection Board for adverse personnel actions. Some Information about how this Is done Is Included In the Appeals and Grievances, Discipline, and Reduction in Force chapters. A detailed description of TVA's application of the Veter ans' Preference Act Is contained In ERM Chapter 141, VETERANS and the Handbook for Veterans of Tennessee Valley Authority.

• A. Although the preference requirements give eligible veterans a head start in competing for government Jobs, final selections for Job vacancies must meet the 'merit and efficiency" standard for TVA employment.

B. The law does not provide preference during employment for purposes of promotion, transfer, or reassignment.,"However, a disabled veteran may receive employment-related assistIlce through TVA's Disabled Veterans Affirmative Action Plan (DVAAP).

II. Determination of Preference A. In order to be considered a 'preference eligible* employee, a veteran must have been honorably separated and served on active duty in the armed forces:

1. During any war;, or

• 1* 2. In a campaign or expedition for which a campaign badge was authorized (like Lebanon or Granada Operations). If the person enlisted after September 7, 1980, the veteran must have been dis charged for a disability or served continuously for 24 months or the full period called orordered for active duty;,or

3. During the period beginning April 28, 1952, and ending July 1,

.1955; or

4. For more than 180 consecutive days, other than for training, any part of which occurred after January 31, 1955 and twfore Octo ber 15, 1976.

5. Most mililary retirees are not given preference eligible status dur ing RHrs. A military retiree who retired at Ihe grade of major or above (or its equivalent) generally is not considered a preference "n1 eligible for appointment or retention unless the person is a dis abled veteran.

B. Preference is given without regard to the above conditions to a veteran D honorably separated from active duly if the veteran:

J1 1. Is receiving compensation, disability relirement benefits, or a pen 3") sion under laws administered by the Veterans Administration, Army, Navy, Air Force, Coast Guard, or Marine Corps; or

VETERANS 1._

2. ý-ias a servIce-connecled disability. (A veteran who was awarded K)j I-a Purple Heart for wounds received in action is considered to have a service-connected disability.) Ill. Credit for Military Service

a. For employment purposes, veterans with 1a10 percent or Military service time usually counts as federal service for the purpose of ac greater compensable service-connected disability are given cruing annual leave and for retention in reduction in force.

preference over other veterans. o,,I (o A. Annual leave accrual rate. All active military service lime Is counted

b. For purposes of reduction in force, veterans with 30 percent for (I) a non-retired veteran and (2) a military retiree whose retirement or greater compensable service-connected disability are given was based on a disability received in the line of duty as a result of retention preference over other lesser disabled veterans and armed conflict or caused by an instrumentality of war in the line of nonvelerans. (See Reduction in Force chapter, section It, duty during a period of war. If the veteran is a nondisabled military part 1.) retiree, he/she gets credit only for the service during a war or actual

c. Preference is also given to qualifying spouses of disabled 0 time in an authorized campaign or expedition.

veterans, to widows/widowers of veterans, and to mothers of deceased or disabled veterans.

" Spouses of disabled veterans. If the veteran has been

, B. Preference in reduction in force. Generally, veterans who are eligible for preference in appointments also receive preference for retention in RIF.

unable to qualify for any appointment in the federal seclor because of a military service-connected disabil 1. 1lIowever, a military retiree does NOT get preference during a RIF "ity,the spouse Is entitled to derivative preference. The unlem his/her retirement was based on disability OR on less than spouse toses the right to preference if the disabled vet 20 years of full-time active service. If a retiree's retirement was eran recovers. If the disabled veteran dies, the spouse may be able to qualify for widow/widower preference. bawed on either of these two reasons, the retiree receives federal

" Widows or Widowers of veterans. If the veteran served service credit for all military time. If the veteran received credit for on active duty duringany war or during the period 20 years for retirement purposes but actually served les., than 20 April 28 1952 throujh July 1, 1955, or in any campaign years the veteran does not receive preference eligible status.

or expedition for which a campaign badge or expedi tionary medal was authorized, the unremarried widow or widower of an honorably separated veteran is enti tled to derivative preference. The widow or widower 0 2 If the retiree does not meet one of these conditions (for example, retired following 'twenty and out' service commitment), he/she gets to count only the military service time during a war and may qualify for the preference whether the veteran authorized campaign/expedilion periods.

spouse died after or during military service, unless the circumstances surrounding death while in the military would have been cause for other than honorable sepa ration from the service.

Molhers of veterans. If the veteran (I) died under hon O IV. Merit Systems Protection Board (MSPB) Appeals orable conditions while on active duly in a war or in a The law grants most veterans the right to appeal to the Merit System, Protec camp.al nor expedition for which a campaign badge or lion Board regarding adverse actions. More information about these appeal expeditionary medal was authorized or during the pe rights are contained in the Appeals and Grievances chapter. Veteran,; must riod April 298,1952 through July 1, 1955, or who became have one year or more of continuous federal service to have appeal rights.

permanently and totally disabled because of a service connected disability; AND (2) the mother is widowed, divorced or separaled from the veteran's father, or the father Is permanently and totally disabled, then the V. Restoration S

veteran's'mother Is entitled to preference. A remarried mother may be entitled to retain her preference in only Employees who leave TVA to participate in military service may be eligible to limited circumstances.

be restored to their former position. This is addressed in more delail in the Restoration chapter.

In, 10 ine~ 107

VETERANS Ks'. RESI 1O K.)

4l, RESTORATION RIGHTS

.J VI. TVA's Veterans' Affairs Office Generally, restoration rights provide that an employee is entitled to return This office Is part of the Equal Opportunity staff In Human Resources. Veter (or be 'restored') to his/her former position and be treated as if he/she had ans Affairs mediates the relationship between the veteran and TVA manage I,!-

not been absent from work. TVA observes federal law and regulations on ment for the purposes of ensuring agency compliance with federal laws and restoration following military service, certain nonmilitary service, and re educating the workforce about the area of veterans' affairs. Violation of fed covery from a compensabfe TVA job-related injury or disability. A de eral laws involving veterans rights will result in disciplinary action. The Vet tailed description of TVA policy on restoration is contained in ERM Chap.

erans' Affairs office is In Knoxville (ET 5B 30H-K) and the Manager, Veterans' ter 261, RESTORATION, Employee Compensation, and TVA Instruction Affairs, can be contacted at 632-6848. PM 7 RESTORATION, Military Duty. The employee's human resource officer is primarily responsible for restoring Individuals to TVA employ

.. ment, however, supervisors are responsible for cooperating fully with these efforts (even if the individual's prior position was not under your supervi sion.) The Rehabilitation Service department in Medical Services answers questions about the dates of compensation or extent of an employee's recov ery.

IL. Military Duty 0110 The kind of post-military restoration rights for which an employee is eligible is determined by the type of military service that interrupts his/her TVA service. Other factors that effect restoration include requirements for the employee to satisfactorily complete military duty and make timely application to TVA for restoration.

• ,%I[*

A. TVA has 30 days after an eligible employee makes proper application in which to restore that employee.

1* B. The eligible employee is restored regardless of whether he/she can be rctained. If the restoration results in a reduction In force (RIF), the re O stored employee might be eligible for a special retention preference in his/her RIF subgroup.

C. The employee's human resource officer, Policy and Evaluation staff, and Employment Services staff are responsible for assessing the circum stances of each case in applying restoration provisions to any individ ual.

it. Nonmilitary Service

-n C) Restoration rights may be provided by law, regulation, or Executive Order to 0 encourage individuals to serve temporarily in certain nonmilitary organiza 0 lions such as the Peace Corps. These restoration requirements are unique to C) each organization. If one of your employees considers service in an organiza 01 00 lioR to which he/she thinks restoralion rights might be altachcd, you and the employee should check with your human resource officer for more informa I

lion.

109

RESTORATIO EMPLOYEE RECORDS AND THE PRIVACY ACT IV. Compensable TVA Job-Related Injury I.How you collect or access, maintain, handle, use, and dispose of Informa Restoration of a compensably injured worker must comply with statutory, tion you normally have access to may be controlled by law, regulation or regulatory, and negotiated entitlements. These entitlements do not apply If *,J,I(* other legil authority. Most of these requirements apply regardless of the the employee was separated because of reduction in force, for cause, or for form of the Information, i.e., whether it is In paper copy, microform, auto other reasons unrelated to the injury. An employee may be entitled to reslo mated/magnetic storage, or other forms. Of particular day-to-day impor ration regardless of whether he/she has remained on the TVA payroll. If a tance to you as a supervisorare the requirements of the Privacy Act, the suitable vacant salary policy position Is found, It may be filled through a le Equal Opportunity Act, the Freedom of Information Act, and related TVA gally required restoration without the position having been announced. (See procedures about maintaining and using employees' PHRs. You can refer Articles of Agreement, Supplementary Agreement S-7:13-5.) to the following documents fora detailed description of TVA policies and A. If the employee is fully recovered from the injury or disability within one year after the date compensation began, he/she is entitled to re sume his/her former position (or an equivalent one) Immediately when 6 (. procedures related to employee records and privacy:

"* TVA Code I1 PRIVACY compensation stops. "* TVA Instruction I1 PRIVACY PROCEDURES (ERM Chapter 131)

"* TVA Instruction RECORDS, Automated Human Resource Data System (ERM Chapter 133)

B. If the employee Is fully recovered from the injury or disability after one year of the date compensation began, he/she is entitled to priority con sideration for reemployment to the position he/she left (or an equiva lent one) provided he/she applies for reappointment within 30 days *1 0O "* TVA Instruction RECORDS, Employee and Contractor (ERM Chapter 135) after compensation stops. This is the reemployment consideration ac II. The Privacy Act corded to someone who has been Involuntarily reduced in force under Articles of Agreement, Supplementary Agreement S-7:E.

A. This law is intended to protect an Individual's privacy. As a supervisor C. If during the year following the date compensation begins the employee is physically disqualified from the position to which he/she has restora lion rights (or an equivalent position), then he/she Is entitled to another position for which he/she is qualified and can perform consistent with

'I you should be aware of these key provisions of the act:

1. Any information you collect about individuals must be limited to information which is necessary for proper performance of TVA's functions.

any medically required work restrictions. Hoever, the other position must provide seniority, status, and pay as nearly equal to the former 2. Any information you maintain must be relevant, timely (not out position as possible. dated), accurate, and complete to assure fairness to the individual in making determinations about that individual.

D. If the employee is partially recovered and is able to return to limited

3. You generally must permit an individual to access (review) and duty, then TVA must make every reasonable effort to place him/her In copy information about him/herself In a system of records and a position, including one with medical work restrictions. A 'partially recovered' employee is expected to recover fully eventually. In this "provide an opportunity to correct errors in that information. A "system of records' is a set of records from which personal infor situation, placement is to a vacant position. mation about an individual can be retrieved by use of the indi vidual's name or other personal identifier, like a social security number.

4. You may not disclose personal Information about an individual except 1) to TVA employees who need that information in the performance of their duties, 2) as authorized in writing by the individual to whom the record pertains, or 3) as established in a routine use statement for the system of records in which the infor 0.10 mation is maintained.

ill I

RECORDS

., 'S B. Supervlsor/AdmInistratlve (S/A) files containing personnel Informa 0) IV. Freedom of Information Act (FOIA)

C.

tion that is required for quick reference in carrying out your supervi This act protects the public's right of access to certain government (including sory responsibilities are permitted under the Privacy Act. However, TVA) records. It also identifies the types of information that may be ex this practice is not encouraged. It is better to rely on the official Per empted from disclosure to the public. All FOIA requests for information are sonal History Record (PHR). handled by the Communications staff.

I. An S/A file normally contains the most recent copy of your subor dinate's job description, form IVA 9880, and service report. You V. TVA Personal History Record (PHR) should destroy Individual documents in the file when they are superseded or earlier if they are no longer needed. Destroy the The TVA Personal Ilistory Record on employees i, maintained as part of the entire file when the employee leaves your Immediate organization.

2. Personal notes may be made and retained to serve as memory I, Personnel Files system of records under the Privacy Act. It contains informa tion officially recognized and pertinent to personnel action, and record re refreshers. However, If you use these notes to make a determina. quirements.

tlion abodtithe individual's work situation (e.g., promotion, formal A. All information proposed for filing in the PI IR is submitted in the hu performance appraisal, warning letter), the notes become subject to man resource officer who will forward it to Hluman Resources' Peron the Privacy Act requirements, including the right of the individual nel Microfilm Department in Knoxville if it meets all guidelines for to access the notes. inclusion In the PIIR. These requirements are discussed in detail in ERM Chapter 135, RECORDS, Employee and Contractor.

C. The Privacy Act does not cover infdrmalion which, if released, would not constitute an Invasion of personal privacy. Such 'public' Informa B. The original (microfilm) PI iR is maintained in the Personnel tion includes: name, Job title, type of appointment, grade, pay rate or Microrecords Department, I luman Resources, in Knoxville. A micro pay range, dates of employment, and duty station. This kind of public fiche copy serves as the field file for reference purpowes and as a backup information can be disclosed without the Individual's consent. copy of the original.

D. Outside inquiries about former or present employees should be referred C. Supervisor's may access an employee's PIIR only through the human to your human resource officer if they require an official TVA response: resource officer. No employee may have access to the PIiIR of a person As a supervisor you may respond to other inquiries if you make clear who is administratively over him/her.

that your response is based on personal knowledge and is not based on the TVA record. You may not u-e TVA letterhead for your personal D. Each supervisor is responsible for following security and control meas response. ures for any PI IR accessed.

E. The penalty for failure to comply with the Privacy Act k $5000 If you are found guilty of willfully maintaining a secret system of records. A t. Ensure that the PI IR is used for TVA-authori7ed purposes only system of records Is considered secret* if it is not publicized and ap This Includes taking all precautionary measures necess;ary to pre

-vent unauthorized disclosure of its contents. If routing i- neces proved as required by the Privacy Act. You may also be exposed to a sary, place the PI iR in a sealed envelope and label it "Administra.

D civil suit for refusal to grant an employee access to his/her record; fail

3) ure to maintain records with sufficient accuracy, relevance, timeliness, lively Confidential.'

or completeness; failure to amend an Individual's record in accordance WI (o 2. Comply with all conditions of diclosure establi.hed in ERM with a request; and failure to comply with other provisions of the Pri Chapter 135, RECORDS, Employee and Contractor.

vacy Act.

3. Protect the PIIR from damage.

4. Keep the PI iR on I1VA properly or in your custody.

111. Equal Employment Opportunity Act

5. Return the IIIIR promptly to the personnel specialist who charged This Act places additional security protection on EEO..-related information such as race/ethnic, disability, and sex data about Individuals. Your only access to this Information Is through your human resource officer. Such infor re 6.

the record to you.

Notify the personnel office before a I'IlIR is turned over to another person. This procedure is e.,sential to maintaining control and mation is transmitted to you in a sealed envelope to which the following is attached: 'NOTICE OF RESTRICTION: Conditions and Restrictions on the accountability for PliRs charged out.

Use of Individually Identifiable EEO/AA Related Data.' Supervisors are 7. Make certain that anyone to whom you makea PIiR available i.s responsible for complying with all instructions in that notice. aulhorized Iohave it and i%.aware of thee re-ilonibilitie.,

117 ii? Ill!

il-i

RECORDS I

_. An employee may have access to information In his/her PI IR. A re Credit for performance, 74, 89, 90 quest for access is submitted In person or by mail to the employee's Index human resource officer. The employee can also obtain a copy of the materials In the record. An employee may request an amendment or 401(k) plan, 59 correction to his/her PHR to the extent permitted by the Privacy Act.

The request should be submitted to the human resource officer. Formal requests must comply with the requirements Identified in TVA Instruc tion 11 PRIVACY PROCEDURES (ERM Chapter 131) and ERM Chapter 135, RECORDS, Employee and Contractor.

• i.) A Absent without leave (AWOL), 54, 57 D

Death benefit, 60 Dental plan, 44 Department of Labor (DOL), 6, 41, 100, 6

101 Accident insurance, 43 Disability, It, 90, 106, 109, 110 Accommodation, 12, 76 Disability retirement, 60 Administrative leave, 53 Discrimination, 1I, 26, 76, 97, 98, 99 Advance annual leave, 56 Dog-off, 84, 85 Advance sick leave, 56 Adverse action, 77, 96 E

0 ii Affirmative employment, I I ALARA, 3 Alleged dicriminating official, 97, 99 Early retirement, 60, 61 Education, 63 Annual and Sick Leave Act, 53, 55 Employee Assktance Program, 8, 76 Annual leave, 53, 54 Employee Concerns Program, 100 Ii f. Annuity, 59 Entertainment, 17 Apprenticeship, 63, 64 Equal Employment Opportunity ,oom mission (EEOC), 99 Equal Opportunity Act, Ill1 19p B Equal Opportunity complaint, 91, 97, 98 Before-Tax Payment Plan, 44, 45,47 Equal Pay Act, 37 Building emergencies, 70 Exces,;ive work, 66 (0 c Exempt, 65 External selection, 22 Clta-ification %.tandardt, 34 Compen;a lion Planning and Analy..M. F Staff, 32, 33, 35 rair Labor Standards Act (ri-SA), 37, Compen'atorv time, 66, 70 65

• Competitive area, 87, 91, 92 ranmilv leave, 53, 56 Competitive level, 88, 90, 92 ITGl.I, 48 Conflict of interest, 13, 14 linancial interest, 13, 19 Continuation-of-pay, 6 11 Flexible schedule, 66, 69 114 Counw1ling, 73, 77, 98 I lexilime, 67 114 115

Food and refreshment, 17 j Office of Pernonnel Management Retention register, 89, 90, 92 Forfeited annual leave, 54, 60 (O'M),87 Retention subgroup, 90 Job description, 21, 24, 31, 34, 35, 83,88 Office of Workerm' Compensation Pro Form TVA 13008,94 rorm TVA 13050,74 Job evalualion, 32 Job factors, 34 L I grains (OWCI'), 6 Operator training, 64 S Form TVA 3031, 74 Organi7ational development, 61 Safety committee, 2, 3, It) rorm TVA.77, 74 Overtime, 39, 40, 66, 69 Saving-, plan, 59 Freedom of Information Act (FOIA), L Severance pay, 49, 87 111, 113 Layoff, 85 WI Furlough, 84 Leave Transfer Program, 53,5A4,57 Leave without pay (LWOP), 54, 56 S Pay group, 38 P Social Stcurity, 49 Supervinor/adminktrative file%.,112 Supervisory differential, 40 LINA, 43 Pension, 48, 49,59 G Supension, 75, 78, 8(1, 81 Life insurance, 48 Performance appraisal, 73, 74, 89 S,'stem of records, I ItI Gambling, 19 Gifts, 17 Light duty,?7 Live Well, 8 S Performance Increase Program, 38 Personal I listory Record (PIll R), 77, 112, 113 t1, T

Grievance procedures, 93, 94, 95 l'olilical aclivily, 13, 14, 15 Training, 2, 8,63 M Post-employment restrictions, IS Transfer of function, 91 H Medical constraints, 4, 7 Preference eligible, 77, 80, 10.5, 107 Travel, 50 Handicap, 12, 26, 97 Ilarasmenl, 98, 101 Medical examination-, 4 Medical plan, 46

• JS Premium pay, 40, 68, 69 Privacy Act, 111, 112 TVA property, 14, 16 Merit and efficiency, 11, 21, 24, 10S Progressive discipline, 76,77 Hatch Act, 14, 15, 16 Proleclcd Clas%, 98 U

Merit Systems Protection Board Hiring, 22, 29 (MSPDI), 15, 77, 91, 96, 105, 107 .sychological Svervices, 8 Unapproved ab.t.ence, 57 Holiday closing. 54, 71 Military duly, 105, 109 Underrepresenled, I I Ilolidays, 68 Misconduct, 75, 76, 77, 79 Unemrployment compew-.ition, 5t, 92 Reassignment right% 87, 90 V Reduction in force, 87, 1t0, 1(06 Nonexempt, 65 Veterans' Affairs Office, 1t08 Reemployment, 87 Individual Increaw P rogram, 38 Veterans' Preference Act, 105 Nuclear Regulatory Commission Relatives, 13, 19 Inflexible schedule, 40, 67 (NRC), 100 Vetcrans' preference, 90,96, 105 Relocation Incentive, 50 See also Preference eligible In'pcclor General, 14, 79, 100, 101 Relocation Services Program, 50 Volunlary reduction in force, 92 Interchangeability, 88 Internal selections, 21 o00 Reprinmand, 78 Reprisal, 97, 10, 101, 103 Occupational I lealth & Safety, 1, 2,A3,9 Inte'ricw form, 27 Restoration, 1017,1(19 w

Occupational radiation, 1, 3 Interviewing, 25, 27 Restored leave, 54 Weather, 70 Occupational Safely ahd I Icallh Ad.

Inve..ligalion, 1I, 99, 100, 101 ministralion ((*I IA), 100 Retention group, 90 Woiker%' compenll lion. 6,051 i0 I Ir III 116

Food and refreshment, 17 Retention register, 89, 90, 92 i Office of Personnel Management Forfeited annual leave, 54, 60 Form IVA 13008, 94 Job description, 21, 24, 31, 34, 35, 83, 88 Job evaluation, 32

, (OP'M), 87 of Workers' Compensation Pro g)Office gramis (C)WCP), 6 Retention subgroup, 90 Form TVA 13050,74 Job factors, 34 Olperalor training, 64 S Form TVA 3031, 74 Organilational development, 64 II Safety committee, 2, 3, 10 rorm TVA .77,74 Overtime, 39, 40, 66, 69 Savings plan, 59 Freedom of Information Act (rOTA), L III, 113 Severance pay, 49, 87 Layoff, 85 Social Security, 49 rurlough, 84 Leave Transtfer Program, 53, 54, 57 Supervisor/adminitralive files, 112 Leave without pay (LWOP), 54,56 Pay group, 38 Supervisory differential, 40 LINA, 43 Pension, 48, 49, 59 G Suspension, 75, 78, 80, 81 Life insurance, 48 Performance appraisal, 73, 74, 89 System of records, Itll Gambling. 19 Light duty, 7 l'erformance Increase Program, 38 Girls, 17 Live Well, 8 Personal I listory Record (PI iR), 77, 81, Grievance procedures, 93, 94, 95 11), 113 T Political activity, 13, 14, 15 Training, 2, 8, 63 M Post-employment restrictions, 18 H Medical constraints, 4, 7 S Preference eligible, 77, 80, 105, 107 Transfer or function, 91 Travel, 50 Medical examinations, 4 Premium pay, 40, 68, 69 TVA property, 14, 16 Handicap, 12, 26, 97 Privacy Act, 111, 112 Medical plan, 46 Hlarassment, 98, 101 Merit and efficiency, 11, 21, 24, 105 Progressive discipline, 76, 77 Hiatch Acl, 14, 15, 16 Merit Systems Protection Board (MSPB), 15, 77, 91, 96, 105, 107 )

, Protected class, 98 U

Unapproved absence, 57 1 iring. 22,29 I'.sychological Services, 8 Holiday closing 54,71 Military duty, 105, 109 Underrepresented, II Misconduct, 75, 76, 77, 79 Unemployn~ent conmpenation. 5, 92 1lolidays, 68 R Reassignment rights, 87, 90 N V Reduction in force, 87, 105, 106 Nonexempt, 65 Veterans' Affairs Office, 108 I

Reemployment, 87 Individual Increase Program, 38 Veterans' Preference Act, 105 Nuclear Regulatory Commission Relatives, 13, 19 Inflexible schedule, 40, 67 (NRC), 100 Veterans' preference, 90, 96, 105 Relocatlion Incentive, 50 See alsno Preference eligible Inspeclor General, 14, 79, 100, 101 Relocation Services Program, 50 Voluntary reduction in force, 92 Interchangeability, 88 0 Reprimand, 78 Internal selections, 21 Reprisal, 97, 100, 10, 103 Occupational Ileallh & Safety, 1, 2, 3, 9 Interview form, 27 Re.%toralion, 107, 109 w

Occupational radiation, 1,3 Interviewing, 25, 27 Restorcd leave, 5t Weather, 70 Occupational Safely ahd Ilealth Ad.

Investigation, II, 99, 100, 101 minislration (0SI IA), 100 Retenlion group, 90 Womkers' coni penalion, 6, 51 II A

] 1 le~III I