U.S. Office of Personnel Management - Ensuring the Federal Government has an effective civilian workforce

Job Family Position Classification Standard for Administrative Work
in the Equipment, Facilities, and Services Group, GS-1600

May 2003

Definition of
Managerial Work

Managerial Responsibilities in the Cemetery Administration Series, GS-1630

Cemetery managerial work involves the following responsibilities and functions:

• direct cemetery operations;
• assume accountability for the success of specific programs and activities;
• determine cemetery program goals and develop or recommend plans for the cemetery, including plans for organizational changes;
• monitor the progress of the cemetery toward established goals and periodically evaluate and make appropriate adjustments;
• set policy for the cemetery and establish operational guidelines;
• administer general human resources management programs and policies, including those appropriate to labor-management relations;
• delegate authority to subordinate supervisors and hold them responsible for the performance of their work units;
• plan and estimate cemetery budgetary requirements, and execute and control established spending plans for each fiscal year;
• enforce laws and regulations pertaining to conduct and decorum within the cemetery; and
• when the cemetery is located on foreign soil, represent the U.S. Government with host nation representatives with issues ranging from veterans affairs to the socioeconomic impact of cemetery operations.

How To Use This Appendix To Evaluate Managerial Positions

1. Study the position very carefully to ensure that it is appropriate for coverage by this appendix.
2. Determine whether or not the position fully meets or exceeds the criteria of factor level 3-3b in the General Schedule Supervisory Guide [164 kb].(See Threshold Criteria below.)
• If the position does not meet the Threshold Criteria, evaluate the position as a specialist using criteria in this job family standard, or other appropriate standards.
• If the position does not meet the Threshold Criteria and involves supervisory duties, evaluate the position as a supervisor using criteria in the General Schedule Supervisory Guide.
• If the position does meet the Threshold Criteria, proceed to Step 3.
3. Evaluate the position against the five managerial elements described in the benchmark to determine whether the position fully meets or exceeds the GS-13 grade level.
4. Evaluate work that significantly exceeds the benchmark by extrapolating its managerial elements based on sound position classification judgment.

Step 2 – Apply the Threshold Criteria:

Step 2 – Apply the Threshold Criteria

Threshold Criteria from the General Schedule Supervisory Guide [164 kb]

Factor 3-3b – Exercise all or nearly all of the delegated supervisory authorities and responsibilities described at Factor Level 3-2c (see below) of this factor and, in addition, at least eight of the following:

1. using any of the following to direct, coordinate, or oversee work: supervisors, leaders, team chiefs, group coordinators, committee chairs, or comparable personnel; and/or providing similar oversight of contractors;
2. exercising significant responsibilities in dealing with officials of other units or organizations, or in advising management officials of higher rank;
3. assuring reasonable equity (among units, groups, teams, projects, etc.) of performance standards and rating techniques developed by subordinates or assuring comparable equity in the assessment by subordinates of the adequacy of contractor capabilities or of contractor completed work;
4. direction of a program or major program segment with significant resources (e.g., one at a multimillion dollar level of annual resources);
5. making decisions on work problems presented by subordinate supervisors, team leaders, or similar personnel, or by contractors;
6. evaluating subordinate supervisors or leaders and serving as the reviewing official on evaluations of nonsupervisory employees rated by subordinate supervisors;
7. making or approving selections for subordinate nonsupervisory positions;
8. recommending selections for subordinate supervisory positions and for work leader, group leader, or project director positions responsible for coordinating the work of others, and similar positions;
9. hearing and resolving group grievances or serious employee complaints;
10. reviewing and approving serious disciplinary actions (e.g., suspensions) involving nonsupervisory subordinates;
11. making decisions on nonroutine, costly, or controversial training needs and training requests related to employees of the unit;
12. determining whether contractor performed work meets standards of adequacy necessary for authorization of payment;
13. approving expenses comparable to within-grade increases, extensive overtime, and employee travel;
14. recommending awards or bonuses for nonsupervisory personnel and changes in position classification, subject to approval by higher level officials, supervisors, or others; and/or
15. finding and implementing ways to eliminate or reduce significant bottlenecks and barriers to production, promote team building, or improve business practices.

Factor 3-2c – Carry out at least three of the first four, and a total of six or more of the following ten authorities and responsibilities:

1. plan work to be accomplished by subordinates, set and adjust short-term priorities, and prepare schedules for completion of work;
2. assign work to subordinates based on priorities, selective consideration of the difficulty and requirements of assignments, and the capabilities of employees;

3. evaluate work performance of subordinates;
4. give advice, counsel, or instruction to employees on both work and administrative matters;
5. interview candidates for positions in the unit; recommend appointment, promotion, or reassignment to such positions;
6. hear and resolve complaints from employees, referring group grievances and more serious unresolved complaints to a higher level supervisor or manager;
7. effect minor disciplinary measures, such as warnings and reprimands, recommending other action in more serious cases;
8. identify developmental and training needs of employees, providing or arranging for needed development and training;
9. develop performance standards.