DEU CERTIFICATION STUDY GUIDE
COMPLETE AND VERIFIED
SUMMARY
DEU Certification Study Notes
DEOH Chapter 1
Covers OPM & Agency Responsibilities
DEOH Chapter 2
Identify the Job and its assessments
DEOH Chapter 3
Recruit & Announce the Job
DEOH Chapter 4
Accept and Review Applications
DEOH Chapter 5
Assess Applicants
DEOH Chapter 6
Certify Eligibles
DEOH Chapter 7
Reporting and Accountability
Temporary Appointment
,DEOH Chapter 2, Sec A- Pgs. 2-2 thru 2-4
DOES NOT CONFER STATUS
Limited Appointment NTE 1 year; MBE 24 mos.
Extension beyond 24 mos. elevate to OPM
5 CFR Part 316
Term Appointment
DEOH Chapter 2, Sec A- Pgs. 2-5 thru 2-6
DOES NOT CONFER STATUS
More than one year but less than four years. Employment for specific
project.
Extension beyond 4 years elevate to OPM
5 CFR Part 316
Direct Hire
authority to appoint qualified candidates directly to jobs for which
public notice has been given and OPM determines there is:
1. A severe shortage of candidates, or
2. A critical hiring need.
What is job analysis?
Foundation of Human Resources Management
identifies the competencies /KSAs directly related to performance on
the job. It is a systematic procedure for gathering, documenting, and
analyzing information about the content, context, and requirements of
the job. It demonstrates that there is a clear relationship between the
,tasks performed on the job and the competencies/KSAs required to
perform the tasks.
2-13
Parts of a Job Analysis/ Methodology
Step 1: Collect info about the job using the PD, classification standards,
SME input, performance and occupational standards. MOSAIC tasks also
good source of info
Step 2: List Tasks that are required to perform successfully on the job
based on the information and/or SME input collected in step 1
Step 3: (A) SMEs rate tasks on importance and frequency. (B) Eliminate
tasks that were rated as not performed on either importance &
frequency by at least half the SMEs (C) Compute an average rating for
each task on each scale. (D) Identify the tasks critical for the job-
involves determining cutoffs for both importance and frequency scale.
Recommended cutoff is 3.0- with anything scoring higher than 3.0 as
critical to the job.
Step 4: List competencies that are required to perform successfully in
the job based on the job information collected and/or SME input, along
with the source of that information. Ch 2; Sec. C Step 5: (A)SMEs
individually rate the competencies on the importance, need at entry,
and distinguishing value scales. [scales can differ] (B) Average the SME
ratings to produce an overall rating for each competency for each scale.
(C) identify which competencies are critical for the job, based on
importance and need at entry. This involves determining cutoffs for
each of these scales. Recommended cutoffs for the scales shown on the
worksheet are 3.0 or above for importance and 2.0 or below on need at
entry.
, Step 6: Link tasks and competencies. Have each SME work
independently to rate the extent to which each competency is
important for effective task performance. Again, SME ratings should be
averaged to come up with an overall rating for each task-competency
linkage. *You and the SMEs should eliminate any tasks not linked to one
or more competencies, and only competencies that are not linked to at
least one task.
Step 7: Of the competencies remaining at the end of Step 6 of the Job
Analysis process, eliminate competencies that cannot be reasonably
assessed via a rating schedule. The resulting competencies will later be
considered for assessment.
Step 8: Determine which competencies will be used as selective and/or
quality ranking factors (if any).
This ends the formal job analysis process.
What are competencies?
a measurable pattern of knowledge, skills, abilities, behaviors and other
characteristics that an individual needs in order to perform work roles
or occupational functions successfully.
What is the product of a job analysis?
Assessments / Assessment development and strategy
Appendix D-3 & Chapter 2-B-13
A valid job analysis is used to develop effective recruitment,
qualification and assessment, selection, performance management, and
career development methodologies.
competencies/KSAs identified in the job analysis are the foundation for
your assessment strategy. You should consider those
COMPLETE AND VERIFIED
SUMMARY
DEU Certification Study Notes
DEOH Chapter 1
Covers OPM & Agency Responsibilities
DEOH Chapter 2
Identify the Job and its assessments
DEOH Chapter 3
Recruit & Announce the Job
DEOH Chapter 4
Accept and Review Applications
DEOH Chapter 5
Assess Applicants
DEOH Chapter 6
Certify Eligibles
DEOH Chapter 7
Reporting and Accountability
Temporary Appointment
,DEOH Chapter 2, Sec A- Pgs. 2-2 thru 2-4
DOES NOT CONFER STATUS
Limited Appointment NTE 1 year; MBE 24 mos.
Extension beyond 24 mos. elevate to OPM
5 CFR Part 316
Term Appointment
DEOH Chapter 2, Sec A- Pgs. 2-5 thru 2-6
DOES NOT CONFER STATUS
More than one year but less than four years. Employment for specific
project.
Extension beyond 4 years elevate to OPM
5 CFR Part 316
Direct Hire
authority to appoint qualified candidates directly to jobs for which
public notice has been given and OPM determines there is:
1. A severe shortage of candidates, or
2. A critical hiring need.
What is job analysis?
Foundation of Human Resources Management
identifies the competencies /KSAs directly related to performance on
the job. It is a systematic procedure for gathering, documenting, and
analyzing information about the content, context, and requirements of
the job. It demonstrates that there is a clear relationship between the
,tasks performed on the job and the competencies/KSAs required to
perform the tasks.
2-13
Parts of a Job Analysis/ Methodology
Step 1: Collect info about the job using the PD, classification standards,
SME input, performance and occupational standards. MOSAIC tasks also
good source of info
Step 2: List Tasks that are required to perform successfully on the job
based on the information and/or SME input collected in step 1
Step 3: (A) SMEs rate tasks on importance and frequency. (B) Eliminate
tasks that were rated as not performed on either importance &
frequency by at least half the SMEs (C) Compute an average rating for
each task on each scale. (D) Identify the tasks critical for the job-
involves determining cutoffs for both importance and frequency scale.
Recommended cutoff is 3.0- with anything scoring higher than 3.0 as
critical to the job.
Step 4: List competencies that are required to perform successfully in
the job based on the job information collected and/or SME input, along
with the source of that information. Ch 2; Sec. C Step 5: (A)SMEs
individually rate the competencies on the importance, need at entry,
and distinguishing value scales. [scales can differ] (B) Average the SME
ratings to produce an overall rating for each competency for each scale.
(C) identify which competencies are critical for the job, based on
importance and need at entry. This involves determining cutoffs for
each of these scales. Recommended cutoffs for the scales shown on the
worksheet are 3.0 or above for importance and 2.0 or below on need at
entry.
, Step 6: Link tasks and competencies. Have each SME work
independently to rate the extent to which each competency is
important for effective task performance. Again, SME ratings should be
averaged to come up with an overall rating for each task-competency
linkage. *You and the SMEs should eliminate any tasks not linked to one
or more competencies, and only competencies that are not linked to at
least one task.
Step 7: Of the competencies remaining at the end of Step 6 of the Job
Analysis process, eliminate competencies that cannot be reasonably
assessed via a rating schedule. The resulting competencies will later be
considered for assessment.
Step 8: Determine which competencies will be used as selective and/or
quality ranking factors (if any).
This ends the formal job analysis process.
What are competencies?
a measurable pattern of knowledge, skills, abilities, behaviors and other
characteristics that an individual needs in order to perform work roles
or occupational functions successfully.
What is the product of a job analysis?
Assessments / Assessment development and strategy
Appendix D-3 & Chapter 2-B-13
A valid job analysis is used to develop effective recruitment,
qualification and assessment, selection, performance management, and
career development methodologies.
competencies/KSAs identified in the job analysis are the foundation for
your assessment strategy. You should consider those
