1. NAF HR for SUPERVISORS

2. SEPARATIONS (Non Disciplinary) AR 215-3, CHAPTER 2 SEPARATIONS (Non Disciplinary) AR 215-3, CHAPTER 2

3. LEARNING OBJECTIVE Supervisors will be able to: Become familiar with separation actions and required documentation Causes and impact of separation Identify uncontrollable and controllable areas of turnover Recognize what can be done to reduce turnover

4.   Stakeholders and Area of Impact   Commander   DFMWR   Managers   Financial Management   Supervisors   CPAC NAF HRO   Employees NAF SEPARATIONS

5. SEPARATION NATURE OF ACTIONS All Separation Nature of Actions Resignation Resignation Public Law 101-508 Separation - Public Law 101–508 (rare cases of involuntary conversion to APF) Separation –Disqualification Separation-Misconduct (covered under a separate module) Separation-Inefficiency Separation-Business Based Action Separation- Limited Tenure Separation-Death Separation During Probationary Period Separation-From Flexible Appointment Separation-Abandonment of Position Separation-Retirement Separation-Transfer of Function Transfer Out

6. Voluntary Voluntary Initiated by employee Initiated by employee Reason and effective date documented (very important) Reason and effective date documented (very important) May be rescinded upon management approval May be rescinded upon management approval RESIGNATIONS

7. SEPARATION FROM FLEX 7 Calendar Days Notice Letter recommended Taken without prejudice No grievance rights May apply for other jobs

8. SEPARATION LIMITED TENURE  Prior to or upon completion of project  Taken without prejudice  14 day advance notice (if separation effected prior to project expiration)

9. SEPARATION DURING PROBATION 1year probationary period initial appointment - regular position Lack of necessary skills or character traits Discuss with employee Period to improve Prepare record of discussion Documented copy of the discussion to employee If no improvement: 7 days notice - 3434 24 hour notice if damage to property, loss of funds, or injury to employee or coworkers is anticipated No grievance rights

10.   Relocation   Moving out of the area   Moving to accompany spouse (including PCS)   Career Opportunities   Accepting a position with another agency (APF or NAF)   Accepting another position within Army (APF or NAF)   Accepting a position with the private sector   Better career advancement opportunities   Personal Reasons (varies)   Salaries and Benefits   Other (?) TOP REASONS FOR SEPARATIONS

11. TURNOVER DATA Occupations with the highest Turnover Child & Youth Program Assistants and administrative assistants Recreation Aids and assistants Food Service Workers Employment Categories with the highest Turnover Flexible employees (65-75% of separations) Regular Part Time employees Regular Full Time employees

12. Top impacts of Turnover on a NAF Organization /Activity The Vicious Cycle   Increased costs and workload   Low morale/performance issues   Program quality and service delivery   Customer complaints and loss of revenue   Significantly increased the NAF HR workload TURNOVER DATA cont

13. TYPES OF TURNOVER AND RECOMMENDATIONS UNCONTROLLABLE:   PCS/Relocation of family member employees (to include when soldiers deploy)   Automated solution for tracking/planning PCS moves   Management / HR   Employee (Military Spouse)   How many will be PCSing (%)?   Timeframe?   HR – Better documenting/coding in DCPDS   Special initiatives such as BRAC/JOINT BASING/PAL …etc.   Planning – Losses, gains, impact…etc   Preparation for increased workload   Other: Medical, Retirement, Death, Interagency transfers, ODM, Background checks with derogatory results…etc.

14. TYPES OF TURNOVER CONTROLLABLE:   Voluntary   Resignations based on:   Compensation   Lack of benefits   Lack of professional development opportunities   Work environment   Dysfunctional: when high performers leave for various reasons (dissatisfaction with one or more issues other than above)   Involuntary   Separations based on:   Discipline (related to performance)   AWOL   Disqualification   Separation of FLEX, RLT and probationary employees

15. SUGGESTED IMPROVEMENTS   Cost Awareness associated with turnover   Establish benchmarks for controllable turnover   Document/Code Reasons for Separations Accurately (Mgr, Supv, NAF HR)   Ensure the widest possible use of Army Exit Survey (Mgr, Supv, NAF HR)   Ensure every separating employee out-processes at the NAF HRO (Mgr & Supv)   Possible uniform deposit to help enforce (FMWRC)   CAC Card return upon separation agreement (Army Policy)   Keeping Informed and Identifying Trends

16.  Become more proactive  Develop a Strategic Recruitment Plan (Mgrs & NAF HR)  Pre-recruitment discussions between NAF HRO and Managers/Supervisors  Quality Referral Lists  Place the right person in the right job at the right time  Increased knowledge of serviced organizations and their needs – alignment with the strategic goals of the organization  Communication throughout the recruitment process  Notice and point out anomalies before taking action  Job analysis  Apply analytical skills and critical thinking SUGGESTED IMPROVEMENTS CONT