The panelists also called for new personnel authorities to
enhance leadership development, and noted limitations such
as an aspect of Title 5 where in order to give a technical
expert a raise, it is necessary to promote that individual
to a supervisor, even though the person isn’t necessarily
cut out for a supervisory role. NSPS would permit such
raises, however.
The report noted that IBM Corporation, with its huge research
apparatus, addressed the issue by creating the position of
vice president for research and made it the highest paid
position in the corporation, and one that does not require
line-manager leadership or supervisory skills.
Further, IBM created a dual track compensation system
distinguishing between technical and manager-leader skills,
but recognizing them as equal and compensating them as such,
NAPA said.
It said a similar situation exists in the military in terms
of its “up or out” philosophy and strategy.
NAPA proposed providing agencies with more flexibility
defining the beginning and end of employees’ careers, where
agencies would be able to lengthen the probationary or trial
period for up to five years, and change retirement rules to
allow the agency to separate an employee eligible for
optional retirement in the interest of workforce reshaping
or downsizing goals. The report is available at:
