Civilian Human Resources Office

MCIPAC Logo
Forward Deployed. Forward Engaged.
Official U.S. Marine Corps Website
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Expand List item 12413Collapse List item 12413  Mission


Contact Us

Our mission is to develop and administer comprehensive civilian human resources services to facilitate the attainment of MCIPAC strategic goals and program objectives.  Provides regional human resources services for III MEF and MCIPAC subordinate installations in Japan and Korea, including Marine Corps Base Camp Smedley D. Butler (MCBB); Marine Corps Air Station (MCAS) Iwakuni; MCAS Futenma; Combined Arms Training Center, Camp Fuji, and Camp Mujuk.  Provides supervision and/or functional oversight of the Human Resources Offices located at Marine Corps Air Station (MCAS) Iwakuni and Marine Corps Base (MCB) Hawaii.

(DSN prefix 315) (Commercial 011-81-98-970-****)

Expand List item 12412Collapse List item 12412  Contact Us


Contact Us

Section Email Address                          Telephone Fax
Director/Deputy   645-7544 645-7789
U.S. Staffing Unit mcipac_chro_us_empl@usmc.mil 645-5429 645-7789
U.S. Classification Unit mcipac_chro_us_class@usmc.mil 645-3168 645-2180
U.S. Labor Management/Employee Relations Unit     chrookiusler@usmc.mil 645-7548 645-2171
Workforce Development Unit (Training) MCBBUTLERCHROTraining@usmc.mil 645-7689 645-2180
Information Systems Unit (Infosys) mcipac_chro_infosys@usmc.mil 645-5428 645-2180
JN Staffing Unit mcipac_chro_jn_empl@usmc.mil 645-3370 645-2180
JN Classification Unit mcipac_chro_jn_class@usmc.mil 645-5407 645-2171
JN Labor Management/Employee Relations Unit mcipac_chro_jnemplrel@usmc.mil 645-3921/3364     645-2171

 


CHRO SharePoint Site: https://sharepoint.mcipac.usmc.mil/chro/SitePages/Home.aspx

 

Come join the adventure on beautiful Okinawa! Beaches, tropical fish and coral reef — we have it all!  Okinawa, a subtropical island, is the largest of the Ryukyu Islands in southern Japan. MCB Camp S. D. Butler is located 300 miles due south of mainland Japan on Okinawa.

Okinawa’s climate ranges from mild winters to warm, pleasant summers.  Okinawa has affordable travel services with low-cost airline carriers, ferries and cruise lines that service tourist destinations throughout Asia.  Travel and cultural destinations are a short distance away! Also, enjoy outdoor activities such as biking, hiking, swimming, snorkeling, diving, fishing, kayaking, ocean parasailing and whale watching, or take in a sunrise or sunset on the beach! 

This position comes with employee benefits such as the use of world class base services including access to the brand new US Naval Hospital, Department of Defense Education Activity (DoDEA) schools, gymnasiums, Post Exchanges and commissaries.

All this and more is here in the Pacific.  Cost of living is low and the quality of life is high! 

Please visit Camp Butler's Electronic Welcome Aboard Package and video.

To learn more about the living and working condition at this military installation go to:  https://installations.militaryonesource.mil

 

Expand List item 12421Collapse List item 12421  Resources
Expand List item 12422Collapse List item 12422  News & Announcements
Expand List item 12423Collapse List item 12423  Retirement
Expand List item 12424Collapse List item 12424  Okinawa Disaster Prevention Portal
Expand List item 12425Collapse List item 12425  COVID-19 Related Announcements 
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Expand List item 12428Collapse List item 12428  Mission


Mission

The mission of U.S. Staffing is to support Merit Systems Principles through coordinating the recruitment, retention, and sustainment of a diverse, talented, and inclusive workforce. Our advisory service, analysis, coordination, and advocacy helps get the right people into the right jobs to help our Marine Corps Commands support, strengthen, and enable force projection in the Indo-Asia-Pacific with our allies and partners to protect and defend the territory of the United States, its people, and its interests.

Expand List item 12426Collapse List item 12426  Contact Us


Contact Us

Phone : 645-5429

Expand List item 12439Collapse List item 12439  Supporting Documents
Expand List item 12444Collapse List item 12444  In-Process
Collapse All Expand All
Expand List item 12433Collapse List item 12433  Contact Us


Contact Us

PHONE: 645-7548

Email: chrookiusler@usmc.mil

Employee and Labor Relations Work Flow SharePoint Link (CAC required):

https://usmc.sharepoint-mil.us/sites/mcipac_chro_USEmployeeandLaborRelations/SitePages/Employee-and-Labor-Relations-Work-Flow.aspx

Expand List item 12450Collapse List item 12450  DCPBS/MYBIZ+
Expand List item 12451Collapse List item 12451  DPMAP
Expand List item 12452Collapse List item 12452  Benefits
Expand List item 12453Collapse List item 12453  Retirement
Expand List item 12454Collapse List item 12454  Overseas Allowances
Expand List item 12455Collapse List item 12455  Awards
Expand List item 12456Collapse List item 12456  Leave
Expand List item 12457Collapse List item 12457  Webinar
Expand List item 12458Collapse List item 12458  Whistleblower Protection
Expand List item 12459Collapse List item 12459  Hatch Act


Hatch Act

Hatch Act Poster

Expand List item 12460Collapse List item 12460  Probationary Period


Probationary Period

2-Year Probationary Period

Expand List item 12461Collapse List item 12461  Civilian Employee Assistance Program
Expand List item 12462Collapse List item 12462  Weingarten Rights


Weingarten Rights

Weingarten Rights

Expand List item 12463Collapse List item 12463  Tax
Expand List item 12464Collapse List item 12464  Special Travel
Collapse All Expand All
Expand List item 12435Collapse List item 12435  Mission


Mission

The mission of U.S. Classification is to support Merit Systems Principles through accurately determining the pay plan, series, title, and grade of U.S. civilian appropriated fund positions.  This supports providing equal pay for substantially equal work in accordance with Merit Systems Principles.  Classifiers work with managers and supervisors to develop efficient, effective positions, while  ensuring that information and duties contained in a Position Description (PD) accurately portray the work being performed, assuring the position is given due credit in applying Office of Personnel Management (OPM) classification standards.  Our advisory service and analysis helps CHRO get the right people into the right jobs to help our Marine Corps Commands support, strengthen, and enable force projection in the Indo-Asia-Pacific with our allies and partners to protect and defend the territory of the United States, its people, and its interests.

Expand List item 12436Collapse List item 12436  Contact Us


Contact Us

Phone : 645-3168

Expand List item 12437Collapse List item 12437  Frequently Asked Questions


Frequently Asked Questions

What is the required documentation for position review action?

What do I need to do to update a current PD?

What do I need to do to upgrade a current position?

How can I make a position a developmental (career ladder) position?

Do I really need to complete an RPA to make a couple of minor changes?

How can positions with similar work in other locations be graded or classified differently?

How do you determine the grade? / What is the grading procedure?

My employee has many degrees or knowledge beyond that needed to perform the work and, therefore, take on addition work. Why can’t they get upgraded?

My employee is swamped with a backlog of work. We work them too hard and they deserve a promotion. Why did they not get a promotion?

We need to upgrade this position because we are not paying them enough and they may go elsewhere with better pay. How do we do that?

 

1. What is the required documentation for position review action?

We require submission of Request for Personnel Action (RPA) for Position Review/Position Establish through the Defense Civilian Personnel Data System (DCPDS) by the supervisor.  Generally, documentation required to upload in DCPDS: 

        Current and Proposed PDs

        Current and Proposed Organization Charts

        Position Management Review (PMR) – as required by Manpower Branch, G-1

        Programming & Budgeting Documentation Database (PBDD) Form for upgrading – as required by G-8

        Other documents required by G-8 and/or G-1 (if applicable)

        Accretion of Duties Document – if requesting a higher-grade reclassification of an encumbered position.

 

2. What do I need to do to update the current PD?

First, rewrite the PD to incorporate all the changes to the duties and responsibilities since the current PD was written.  Then, submit the RPA for position review along with the org charts, if needed. 

3. What do I need to do to upgrade the current position?

You need to prepare rewritten PD with additional duties and responsibilities.  For the possible upgrade, you need to coordinate with G-8 showing you have funding to compensate difference between the current grade and possible higher grade pay.  You also need to prepare a justification letter and Position Management Review (PMR) showing the reason for requesting a higher grade.  If the position is encumbered, you may also need to submit a justification for an accretion of duties promotion.  Contact the U.S. Classification team for additional details.

 

4. How can I make a position a developmental (career ladder) position?

Prepare an OF-8 with a Statement of Difference for the lower grade position.  In conjunction with the full performance PD, this will serve as the PD of record at the requested grade level(s) if approved. A Statement of Difference should note the differences between grade levels either in the remarks section on the bottom of the OF-8 or by a brief addendum to be attached.  For any employee hired on a career ladder, requirements to be recommended for promotion by the supervisor should be stated in an Individual Development Plan.

5. Do I really need to complete an RPA to make a couple of minor changes?

Yes.  Our workload is monitored by higher headquarters through DCPDS.  A single change in a position description needs to be validated and placed in any incumbent’s eOPF and filed in different systems of record.  In order for our full workload to be understood by higher headquarters, we still need that RPA.  Thank you for your understanding and compliance.

 

6. How can positions with similar work in other locations be graded or classified differently?

By law, positions must be classified solely by comparing their current duties and responsibilities to OPM standards and guidelines.  Comparison to standards is the exclusive method for classifying positions. 

Sometimes the positions or jobs are actually different.  While the tasks might seem to be similar, the complexity of the work, as well as the level of responsibility, authority, level of contacts, purpose of contacts, or other classification or job grading factor could be sufficiently different to justify a different classification or grading.  In addition, the definitions of some words supervisors commonly use in PDs may have a different meaning, or intent of meaning, according to OPM and it is those definitions that must be used during the classification process.

7. How do you determine the grade? / What is the grading procedure?

Title 5, United States Code, governs the classification of positions in the federal service.  All positions shall be classified based upon duties and responsibilities assigned and qualifications required to do the work.  Federal agencies bear responsibility for carrying out the General Schedule (GS) and Federal Wage System (FWS) classification systems.

The GS and FWS systems require all civilian employees to have a formal position description (PD).  A position description is a statement of the major duties, responsibilities, and supervisory relationships of a position.  It should be kept up to date and include information about the job which is significant to its classification.  It should clearly define the major duties assigned, the nature and extent of responsibility in carrying out those duties, qualification requirements, specialized requirements not readily apparent, etc.  All position descriptions include a statement legally certifying to the accuracy of the position description and are signed by the supervisor.

After a position description has been prepared, it must be classified. Determination of the official title, occupational series, and appropriate pay grade is accomplished next.  The final determination is made by CHRO Classifiers by reviewing appropriate classification standards at the various grade levels in order to make the correct determination.

The pay system is the first decision made when classifying a position.  Most HR Specialists are concerned only with decisions regarding coverage by the GS and the federal wage system (FWS).  The FWS is exempt from coverage under the GS and includes positions requiring trades, crafts, or laboring experience and knowledge as a requirement for the performance of its primary duty.  If this requirement is paramount, the position is under the FWS regardless of its organizational location or the nature of the activity in which it exists.

The next decision made by the classifier is which series to assign the position to. This is done by reviewing the PD and determining what the predominant work is. Once a series has been selected, the standard, created and mandated for use by OPM are used to rate the duties assigned by the supervisor and written in the PD. The standards describe work in terms of individual evaluation factors, which are assigned points for different levels.  This requires the classifier to select the proper level for each factor, add up the total points assigned, and refer to a point-grade conversion table to determine the overall grade.  Many point factor standards are in Factor Evaluation System format.

Finally, OPM has specific titles for most series and may be specific to certain grades in those series, therefore, the title is the last decision made by the classifier.

8. My employee has many degrees or knowledge beyond that needed to perform the work and, therefore, take on addition work. Why can’t they get upgraded?

Classifiers are required to classify positions and grade jobs based on the duties and responsibilities assigned to the position and the qualifications required to perform that work.  Qualifications possessed by an employee that are not needed to perform the work assigned to the position in the PD may not be considered in the position classification or job grading process.

 

9. My employee is swamped with a backlog of work. We work them too hard and they deserve a promotion. Why did they not get a promotion?

According to the guidelines set by OPM, volume of work cannot be considered in determining the grade of a position.  It is a position management issue.  The Labor Management and Employee Relations team is available to help determine available and appropriate awards for these situations.

 

10. We need to upgrade this position because we are not paying them enough and they may go elsewhere with better pay. How do we do that?

Classification guidelines set by OPM must still be followed and the desire to keep a particular individual in that position cannot be considered.  You may wish to reach out to the Staffing team or the Labor Management and Employee Relations team to determine an appropriate and available retention mechanism.

Expand List item 12465Collapse List item 12465  Supporting Documents
Expand List item 12466Collapse List item 12466  How to Write a PD
Expand List item 12467Collapse List item 12467  Resources
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Expand List item 12468Collapse List item 12468  Mission


Mission

To assist organizations in the planning, administering, delivering and evaluating training programs for Civilian Marines and Japanese National workforce. Provide progressive learning and educational programs to develop optimum workforce in the United States Marine Corps.

Expand List item 12469Collapse List item 12469  Contact Us


Contact Us

Telephone:
   DSN:  645-7689
   Commercial:  011-81-611-745-7689

Fax:
   DSN:  645-7115
   Commercial:  011-81-611-745-7689

Email:
   mcbbutlerchrotraining@usmc.mil

SharePoint:
  https://usmc.sharepoint-mil.us/sites/mcipac_chro_WorkforceDevelopment

Expand List item 12471Collapse List item 12471  Onsite Training Courses
Expand List item 12470Collapse List item 12470  Virtual Online Training Courses
Expand List item 12472Collapse List item 12472  Supporting Documents
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Expand List item 12475Collapse List item 12475  Mission


Mission

Supports the mission of the Marine Corps Installations Pacific activities for Okinawa and Camp Fuji, by providing guidance and assistance to the management officials and Master Labor Contract (MLC)/Indirect Hire Agreement (IHA) employees pertaining to human resources' matters in coordination with our Japanese counterparts.

Expand List item 12476Collapse List item 12476  Contact Us

 

Contact Us

Title

Duty

Executive Branch

AC/S, G-4

645-7223

Deputy

645-8010

Division Logistic Chief

645-8057

Admin Officer

645-7355/7356/7223

Operations & Plans Branch

Plans & Operations Officer

645-8064

MMO/ORD Officer

645-3574

Support Agreement Manager

645-7357

IT Assistant

645-8050

Building Manager, Building 1, Camp Foster

645-4235

Garrison Mobile Equipment Branch

Motor Transportation Officer

645-3773

Motor Transportation Chief

645-2855

Maintenance Officer

645-5666/5665/2172

Maintenance Chief

645-5667

Operations Chief

645-5687

Operations Officer/Green Line

645-3657

Chief Dispatcher

645-2460

Vehicle Coordinator

645-5648

Admin Specialist

645-3058

Distribution Management Office Branch

Distribution Management Director

645-0419

Distribution Management Officer

645-7873

Distribution Management Chief

645-2266

Personal Property Office

645-0922

Passenger Travel Office

645-5330

OIC Freight Section

637-3244

SNCOIC Freight Section

637-2312

IT Specialist

645-0179

Secretary

645-9249

Base Food Services Branch

Food Service Officer

637-8151

Operations Officer

637-1711

Food Technician

637-2014/3117

Food Service Ops Chief

637-3720/3788

Secretary

637-1517

Base Supply Office Branch

Base Supply Officer

645-8268/2664

Base Supply Chief

645-3019

OIC, DSSC

645-8249

OIC, BPCO

645-8335/8299

Base Warehousing Officer

645-8036/3709

Base Warehousing Chief

645-2984/3709

Admin Specialist

645-2664

Expand List item 12481Collapse List item 12481  Announcements
Expand List item 12492Collapse List item 12492  Frequently Asked Questions


Annual Leave

Q: Is it true that you do not receive annual leave of 160 hours on 1 January if you have worked less than 80% of the total working days during the previous calendar year?

A: Yes. However, if the absence was due to medical reasons and you have taken sick leave, then you will acquire one 8- hour day of leave for each 30 days actually worked during the new calendar year.

Parents' Memorial Leave

Q: What constitutes as a special memorial ceremony for a deceased parent? For the fifth year memorial service, our relatives gathered at our house, but no priest was hired. Will this be considered a special ceremony?

A: Yes, nowadays more and more memorial ceremonies are held without a priest/monk. If the supervisor suspects an abuse of leave, then (s)he can contact the witness sited on the verification form to inquire about the ceremony.

Sick Leave

Q: I have a doctor's appointment scheduled every Wednesday morning for checkups and rehabilitation for my knee injury. Can I use sick leave for these appointments?

A: Basically, no. Sick leave is granted when an employee is incapacitated to work for such conditions as requiring rest at home and hospitalization. Having a doctor’s appointment alone does not meet this criteria. An employee usually requests other types of leave such as annual leave for scheduled appointments. Or an employee is encouraged to schedule an appointment off work hours.

Summer Leave

Q: Can summer leave be taken separately?

A: No. Summer leave is authorized for 3 consecutive work days. An exception will be when the supervisor requests employees to take them separately due to mission requirements.

Admin Leave

Q: Can administrative leave be authorized to MLC/IHA employees when management has prior knowledge that the office needs to be closed for reasons such as power outage, 96, etc.?

A: Management will first try to find alternate work places or consider temporarily changing the work schedule. If such options are not available, employees shall be offered to take either annual leave or non-work allowance (60 %) for the non-work hours. This coordination needs to be made in advance.

Pregnancy Leave

Q: When can an employee start to take pregnancy leave?

A: An employee can request to take pregnancy leave 6 weeks, or 14 weeks in case of a multiple pregnancy, prior to the expected natural birth date.

Typhoon

Q: What actions do we have to take during Typhoon?

A: In most cases, employees will be released from duty upon declaration of Tropical Cyclone Condition of Readiness 1 Caution (TCCOR-1C). However, employees determined to be "mission essential" by their chain of command may be required to accomplish the mission of their units during TCCOR-1C/E/R. Non-mission essential employees are required to return to their scheduled duty within 2 hours after declaration of Storm Watch (SW) or All Clear (AC), unless otherwise directed. At the direction of the installation commander, selected facilities may require their employees to report to work in preparation for opening during Tropical Cyclone Condition 1 Recovery (TC-1R), in anticipation of SW or AC.

Overtime payment During TAD

Q: Will I be entitled overtime payment for travel time on my non-work day(s) during TAD?

A: No. Travel time to or/and from the TAD site is considered as the same as commutation time (not working hours). Therefore even if the travel time takes place in the early morning or late evening, no premium pay (night time differential) will be paid. However, employees are entitled per diem payment for the day when employees travel to and from the TAD site.

Q: Will I be paid overtime for hours worked outside regularly scheduled work hours during TAD?

A: Usually, no. Working hours during TAD is considered as the same as an employee's regularly scheduled work hours. Even if the employee worked less or more hours, normally only the regular pay will be paid. However, upon satisfactory fulfillment of all three conditions below, overtime pay may be paid:

1. Overtime during TAD was directed by his/her supervisor in advance

2. Actually worked overtime

3. Clear proof of the overtime work can be submitted to the supervisor

Work Schedule Change

Q: Due to operational requirements, I need to change the work hours of my MLC/IHA staff. Is there anything I need to do?

A: Yes. Changes of MLC/IHA work schedule need to be processed as an Official Personnel Action.

Please work with your administrative staff to prepare a USFJ Form 11EJ and submit it to CHRO at least three weeks before the effective date of the change. Also, please take time to explain the change to your staff before submission.

Base Pass

Q: An employee’s base pass will expire soon. What is the procedure to renew his/her base pass?

A: A Letter of Request (LOR) signed by the Commander or individuals with "By direction" authority must be submitted to the PMO Pass Office. If the employee is required to have access for extended hours, multiple camps, or at a higher FPCON level, justification must be provided in the letter.

Q: An employee’s base pass will expire soon. What is the procedure to renew his/her base pass?

A: A Letter of Request (LOR) signed by the Commander or individuals with "By direction" authority must be submitted to the PMO Pass Office. If the employee is required to have access for extended hours, multiple camps, weekends or at a higher FPCON level, justification must be provided in the letter.

CAC


Q: My CAC card will expire soon. What is the procedure for renewal?

A: Employees will complete the CAC request form, signed by their supervisor. Employees will submit the request form to the JN Employment Section. Once the DD 1172-2 form is prepared by the JN Employment Section, the employee will make an appointment with IPAC and submit the DD 1172-2 form to IPAC.

Resignation

Q: An employee wishes to resign from his/her position. What is the procedure for his/her resignation?

A: Request for Resignation form USFJ 24 EJ will be completed by the employee at least two weeks prior to the date of resignation. The activity will prepare a Personnel Action Request (PAR) on USFJ form11 EJ for resignation. Submit both forms to JN Employment for processing via the manpower office.

Change in Work Location

Q: My employees are moving to another building within the same camp. What do I need to do?

A: The supervisor will prepare a Change in Work Location letter stating the building numbers and date of move and submit it to the JN Employment Section, CHRO. Supervisors will instruct the employees to submit a new commutation allowance form to the LMO.

Name Change

Q: I got married and my name has changed. What do I need to do?

A: Please provide a Family Register (Koseki Shohon) form to your supervisor. The activity will prepare a PAR for "Name Change" and route the document along with the Family Register and route them to CHRO via the manpower office.

Commutation Allowance, Housing Allowance and Family Allowance

Q: Who do I contact for questions regarding commutation, housing or family allowance?

A: Please contact the Labor Management Organization Pay Section at 098-921-5533.

Award

Q: What kind of awards are there for MLC/IHA employees?

A: Awards for MLC/IHA employees are the Special Step Increase Program, Time-Off Award, the Meritorious Civilian Service Award, and the Length of Service Award. For more details please contact JN Employee Relations Unit at 645-3364.

Uniform

Q: What uniform items are employees eligible to receive?

A: The official "Table of Uniforms (T/U)" outlines the specific uniform item that may be allowed to a specific job title. Please note that not all employees are eligible to receive uniform items.

Q: How can new employee request uniforms?

A: Submit RFP Form 22 through the uniform Point of Contact (POC) employee. There are usually uniform POCs in each organizations/offices that have uniform requirements. If you do not know who your POC is, please contact CHRO, JN ER Unit.

Q: What should I do if uniform items are lost or damaged?

A: If a uniform item is lost, destroyed, or damaged to the point of being unserviceable, you must report the matter to CHRO. CHRO will provide you a designated request form to complete. You must submit the form along with the uniform item. If CHRO determines that the item became unserviceable from proper use at the workplace, CHRO will forward the form and the uniform item to LMO/ODB. LMO/ODB will also investigate the matter and will purchase the replacement item as necessary.

TAD

Q: Do the Japanese government’s labor funds cover MLC/IHA TAD costs?

A: No. All MLC/IHA TADs are funded by the U.S government.

Q: Who issues MLC TAD orders?

A: Each organization/office has the responsibility to issue MLC TAD orders for MLC employees by using SABRS. If you don’t have access to SABRS, please contact G-8 Managerial Accounting Branch.

Q: Can MLC/IHA employees use Private Owned Vehicles (POV) and Rental cars during TADs?

A: No. The use of POV and Rental cars are not allowed inside or outside of Japan in conjunction with MLC/IHA official travel in accordance with MARFORJ ORDER P12000.1. Ch20.

Q: Is early departure authorized for MLC/IHA employees?

A: If an MLC/IHA employee travels to a foreign country where time difference exists (e.g., USA) and needs rest day prior the start of the TAD, the employee is authorized to take two-day early departure. However, the employee is taking leave before the TAD, early departure is not authorized. In order to be reimbursed for the early departure, a justification letter needs to be submitted along with the travel claim.

Q: Can I take leave in conjunction with TAD?

A: Yes, however if you plan to take leave before/after TAD, no allowance will be paid for the days of leave.

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Expand List item 12482Collapse List item 12482  Mission


Mission

Provides accurate information and qualified candidates promptly to management.

Process personnel actions promptly and operates in cooperation with the Incorporated Administrative Agency/Labor Management Organization (IAA/LMO).

Provides equal opportunity to all employees and accurate information as required.

Expand List item 12484Collapse List item 12484  Contact Us


Contact Us

Staffing, Recruitment & Classification (OKINAWA)

DSN:  645-3370

Commercial:  011-81-98-970-3370

Email: mcipac_chro_jn_empl@usmc.mil

Staffing, Recruitment & Classification (FUJI)

DSN: 224-8383

Email: FUJI_JN_STAFFING@usmc.mil

Expand List item 12483Collapse List item 12483  Okinawa Vacancy Announcements

​ 
Okinawa Vacancy Announcements

*135-25 Cook-LTE (MCCS-Surfside) - Close 2 Oct 25

*134-25 Heavy Vehicle Driver (G-4, Motor Transport Br.) - Close 8 Oct 25

*133-25 Janitor Foreman A (MCCS-Semper Fit) - Close 30 Sep 25

*126-25 Safety Program Administrator - Close 30 Sep 25

*130-25 Administrative Specialist (G-8,RE&A) - Close 29 Sep 25

*132-25 Cook (MCCS-Surfside) - Close 26 Sep 25

*131-25 Janitor (MCCS-Semper Fit) - Close 26 Sep 25

Expand List item 12485Collapse List item 12485  Supporting Documents
Collapse All Expand All
Expand List item 12486Collapse List item 12486  Mission


Mission

Provides comprehensive employee management services to employees/supervisors and assists to create smooth and productive working environment at each organization

To create a better working environment, provides guidance on comprehensive employee management services in a proper and consistent way to the MLC/IHA employees/supervisors assigned to MCBJ regarding work schedule, leave procedures, disciplinary matters, Temporary Additional Duty (TAD), award program, uniform, workmen’s accident compensation, and welfare program

As duties in JN E/LR Unit, aims to provide prompt, polite, friendly, and proper advice/services in order to create smooth labor-management relationships

Expand List item 12488Collapse List item 12488  Contact Us


Contact Us

Employee Management Relations (OKINAWA)

DSN: 645-3364 and 645-3921

Email: mcipac_chro_jnemplrel@usmc.mil

Employee Management Relations (FUJI)

DSN: 224-8385

Email: fujijnemplrel@usmc.mil

Expand List item 12487Collapse List item 12487  Announcements
Collapse All Expand All
Expand List item 12489Collapse List item 12489  Mission


Mission

Determines the most appropriate job title and grade precisely compatible with the basic principle of “equal pay for substantially equal work”

Provides professional advice concerning position classification, guiding customers to design a work/task-focused organization in consideration of the most effective and economical position structure

Expand List item 12491Collapse List item 12491  Contact Us


Contact Us

Phone: 645-5407

Expand List item 12490Collapse List item 12490  Supporting Documents
Collapse All Expand All
Expand List item 12493Collapse List item 12493  Mission


Mission

To assist organizations in the planning, administering, delivering and evaluating training programs for Civilian Marines and Japanese National workforce. Provide progressive learning and educational programs to develop optimum workforce in the United States Marine Corps.

Expand List item 12494Collapse List item 12494  Contact Us


Contact Us

DSN:  645-7689

Commercial:  011-81-611-745-7689

Fax:

 DSN:  645-7115

 Commercial:  011-81-611-745-7115

Email:  mcbbutlerchrotraining@usmc.mil

Collapse All Expand All
Expand List item 12533Collapse List item 12533  Korean National Employment Information


Korean National Employment Information

Korean National Vacancy Announcements

Korean National In-Service Placement Application

Korean National Application for Employment (USFK Form 130EK)

Application Instructions (To Be Updated)

Common Access Card (CAC) Information

Common Access Card (CAC) Application

CAC Application Instructions and MPS info

Expand List item 12534Collapse List item 12534  Labor and Employee Management Relations


Labor and Employee Management Relations

Korean National Civilian Performance Appraisals and Awards Guidance

Sample Justification for Outstanding Performance Rating

Korean Employee Performance Appraisal (SAMPLE) - USFK 155-E

POSTION CLASSIFICATION GUIDANCE (USFK REGULATION 690-500)

CIVILIAN PERSONNEL POLICIES AND PROCEDURES – KOREAN NATIONALS (USFK Instruction 1400.01)

QUALIFICATION STANDARDS FOR KOREAN EMP0LOYEES (USFK REGULATION 690-118)

Expand List item 12535Collapse List item 12535  Tuition Assistance
Expand List item 12536Collapse List item 12536  Korean National Job Announcements


Korean National Job Announcements

  ANNOUNCEMENT NUMBER
  POSITION TITLE & GRADE                                  
  OPENING PERIOD
 
   SA24770038MERR    Electrician (High Voltage), KWB-2810-5/7    Open until filled  
    KN-13-24    Security Guard, KGS-0085-03 (Multiple Positions)    Open until filled  
    KN-25-24N-R    Food Service Worker, KWB-7408-2 (2 Positions)     Open until filled  

 

 

 

 

 

How to Apply

E-Mail Users:  All current employees assigned with USFK desiring consideration must complete an Application Form for Employment (USFK Form 130EK)  and forward it through email to the CHRO. In addition, all other supporting documents must be provided, i.e. resume etc.

E-MAIL ADDRESS: mcipac_korea_knempl@usmc.mil

Expand List item 12548Collapse List item 12548  Korean National News
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Expand List item 12549Collapse List item 12549  Hours of Operation


Hours of Operation

Customer Service Hours

Monday to Thursday: (0730 - 1200), (1300 - 1530)

Friday: (1300 - 1530)

 

Expand List item 12552Collapse List item 12552  Welcome Aboard "Onboarding"


Welcome Aboard "Onboarding"

Congratulations on Your Selection! You'll find everything that you’ll need in these pages to make your transition into our organization as seamless and easy as possible. Here is what you’ll find in this section:

Your introduction to the Federal Government's Onboarding Process includes

    Access to all the Documents and Forms you’ll need to fill out and have with you on your first day

    Explanation of the developmental Phases and Activities you’ll experience over the next twelve months ("How Onboarding Works")

    An overview of the Roles and Responsibilities of your Civilian Marine support community ("Your Supervisor, Your Onboarding Sponsor, and You")


Read the following sections carefully to provide yourself with all the information that you'll need over the coming weeks and months. You're already well on your way to becoming a Civilian Marine!

Expand List item 12553Collapse List item 12553  What is Onboarding?


What is Onboarding?

Onboarding is the process of integrating and acculturating new employees into the organization and providing them with the tools, resources, and knowledge to become successful and productive.

Research clearly shows that effective onboarding improves performance, increases engagement, increases retention, and accelerates new employee time to productivity. Investing in effective onboarding helps new employees get up to speed quickly, equips them with the information they need to excel at their jobs, and creates a sense of commitment to the organization.

Expand List item 12551Collapse List item 12551  Korean National News
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Expand List item 12560Collapse List item 12560  Customer Service Hours


Customer Service Hours

Customer Service Hours

Monday to Thursday: (0730 - 1200), (1300 - 1530)

Friday: (1300 - 1530)

Expand List item 12562Collapse List item 12562  Learn about Working for the Federal Government


Learn about Working for the Federal Government

Many Federal agencies fill their jobs like private industry by allowing applicants to contact the agency directly for job information and application processing. Previously the Office of Personnel Management (OPM) maintained large standing registers of eligibles and required applicants to take standardized written tests.

Today OPM no longer maintains registers of eligibles and only a few positions require a written test. The new Federal application form is Optional Application for Federal Employment, OF-612. In lieu of submitting an OF-612, applicants may submit a resume. Another change is that job seekers do not need a rating from OPM to enable them to apply for non-clerical vacancies. But, while the process is now very similar to that in private industry, there are still significant differences due to the many laws, executive orders, and regulations that govern Federal employment.


COMPETITIVE AND EXCEPTED SERVICE

There are two classes of jobs in the Federal Government: 1) those that are in the competitive civil service, and 2) those that are in the excepted service.

Competitive service jobs are under OPM's jurisdiction and subject to the civil service laws passed by Congress to ensure that applicants and employees receive fair and equal treatment in the hiring process. These laws give selecting officials broad authority to review more than one applicant source before determining the best-qualified candidate based on job-related criteria. A basic principle of Federal employment is that all candidates must meet the qualification requirements for the position for which they receive an appointment.

Excepted service agencies set their own qualification requirements and are not subject to the appointment, pay, and classification rules in title 5, United States Code. However, they are subject to veterans' preference. Some Federal agencies, the Federal Bureau of Investigations (FBI) and the Central Intelligence Agency (CIA) have only excepted service positions. In other instances, certain organizations within an agency or even specific jobs may be excepted from civil service procedures. Positions may be in the excepted service by law, by executive order, or by action of OPM.

SOURCES OF ELIGIBLES

In filling competitive service jobs, agencies can generally choose from among 3 groups of candidates:
1.A competitive list of eligibles administered by OPM or by an agency under OPM's direction. This list consists of applicants who have applied and met the qualification requirements for a specific vacancy announcement. It is the most common method of entry for new employees.
2.A list of eligibles who have civil service status consist of applicants who are eligible for noncompetitive movement within the competitive service because they either now are or were serving under career-type appointments in the competitive service. These individuals are selected under agency merit promotion procedures and can receive an appointment by promotion, reassignment, transfer, or reinstatement.
3.A list of eligibles that qualify for a special noncompetitive appointing authority established by law or executive order. Examples of special noncompetitive appointing authorities include the Veterans' Recruitment Appointment (VRA) and Peace Corps.

- Agencies in the competitive service are required by law and OPM regulation to post vacancies with OPM whenever they are seeking candidates from outside their own workforce for positions lasting more than 120 days. (Agency, in this context, means the parent agency -- i.e., Treasury, not the Internal Revenue Service.) These vacancies are posted on OPM's USAJOBS.

USAJOBS, the Federal Government's Employment Information System, provides worldwide job vacancy information, employment information fact sheets, job applications and forms on-line. It has on-line resume development and electronic transmission capabilities. Job seekers can apply for some positions on-line. USAJOBS is updated every business day from a database of more than 30,000 worldwide job opportunities and is available to job seekers in a variety of formats to ensure access for customers with differing physical and technological capabilities. It is convenient, user friendly, accessible through the computer or telephone and available 24 hours a day, 7 days a week.

USAJOBS consists of:

INTERNET - The official world-wide-web site for jobs and employment information is http://www.usajobs.gov.

The Online Resume Builder feature allows job seekers to create on-line resumes specifically designed for applying for Federal jobs. Applicants can use the resume builder to create, print, save, edit for future use, or send by fax or mail to employers. Many of the hiring agencies will accept electronic submissions of resumes created through USAJOBS for vacancies listed on the web site.

AUTOMATED TELEPHONE SYSTEM - An interactive voice response telephone system which can be reached at 1/703-724-1850 or TDD 1/978-461-8404. By telephone, job seekers can access current job vacancies, employment information fact sheets, applications, forms, and apply for some jobs.

Note:
A posted vacancy is an agency's decision to seek qualified candidates for a particular vacancy. The agency is under no obligation to make a selection. In some instances, an agency may cancel the posting and choose to reannounce the vacancy later.  
 

Expand List item 12563Collapse List item 12563  Attendance and Leave


Attendance and Leave

The Office of Personnel Management (OPM) provides Governmentwide leadership on Federal work scheduling policies and programs. They develop and maintain Governmentwide regulations and policies on the administration of work schedules, including the basic 40-hour workweek, holidays, and flexible and compressed work schedules. However, each Federal agency is responsible for administering work scheduling policies and programs for its own employees.

Each agency and, to a greater or lesser extent, each supervisor, has a considerable amount of flexibility in determining and setting scheduling guidelines. As a result, your ultimate work schedule and the options available to you need to be discussed and finalized with your supervisor.

 If you are in contact with your supervisor by phone or email prior to your Entrance on Duty, you are strongly encouraged to have that discussion with him or her early on. If not, it should be one of the first topics of discussion you should have immediately after your Entrance on Duty processing.

 Here is a brief introduction to the options available to you. The information provided here is only intended to make you aware of the possibilities. In each case, links will be provided you to pages that will give you more in-depth information.

The three general areas touched on here are:
*Alternative Work Schedule
*Telework
*Leave

Alternative Work Schedules (AWS)

Alternative work schedules (AWS) are work schedules that allow employees to work other than traditional 8-hour days. Use of an AWS program promotes a family friendly workplace by allowing employees to better balance work and family needs. Use of an AWS can also help employees avoid peak rush hour traffic. Organizations benefit by having more employees who are able to maximize their productive time and minimize the effects of outside responsibilities. In some cases, alternative work schedules can enable an organization to better serve customers with longer office hours or who may be in other time zones or have non-traditional schedules themselves.

Flexible work schedules include schedules that are fixed schedules (i.e., schedules in which the employee pre-selects starting and stopping times each day and adheres to those times) and schedules that permit employees to arrive and depart within the flexible time bands established.

A Compressed Work Schedule (CWS) allows an employee to increase the number of hours worked each day so the employee can have one regular day off scheduled each week or each pay period. Compressed work schedules are fixed schedules. Managers may not authorize the use of flexible work schedules in conjunction with CWS. The employee must work the required number of daily hours to correspond with the CWS established for that employee.

Telework
Telework is an arrangement that allows employees to conduct some or all of their work at a location other than their official worksite. Telework can be completed in an employee’s home, a telework center, or an alternately approved worksite types of Telework:
Regular and recurring telework includes at least one (1) day each pay period in a telework status. Telework days are scheduled in advance and may be changed only with prior approval.

Ad hoc telework is performed on an occasional, one-time, or irregular basis and is usually driven by the situation (e.g. a one-time project that requires intense concentration). Ad hoc telework may also be approved for use during inclement weather or other emergency conditions.

Leave
 The Federal Government provides a wide range of benefits to civilian employees to help them meet their personal and family needs. Information about civilian leave entitlements is provided so that you can easily see what is available to help you balance your work and personal life — whether you plan to take time off for a vacation, go to the doctor's office, or help take care of a family member with a serious medical condition.

There are approximately ten different types of leave available to a Federal employee:
◾Annual Leave
◾Sick Leave
◾Bone Marrow/Organ Donor Leave
◾Administrative Leave / Excused Absence
◾Leave without Pay
◾Court Leave
◾Family and Medical Leave Act
◾Military Leave
◾Parental Leave

For more information on each of these types of leave, leave accrual rates, and regulations concerning the circumstances under which leave can be granted and used, please consult the leave topics listed on the right (by clicking on the item). You can return to this page by using the back-arrow button on the command line of your browser.

Expand List item 12561Collapse List item 12561  Standards and Ethics


Standards and Ethics

The onboarding process consists of five phases, beginning when you have accepted the job offer and continuing through your first year of employment. The five phases vary in length but represent critical steps in the onboarding experience. Click on the photos below to learn more about each phase. 

Phase 1: Before You Arrive
Before you begin your new career as a Civilian Marine, we will require you to fill out and sign a number of forms that have been mandated by law. You will be asked to present these forms on your first day. Also, this section provides you with a general overview of all the benefits to which you are entitled as a Federal employee with instructions on how to enroll.


 

Phase 2: Your First Day
The first day that you report for work is called your "Entrance on Duty (EOD)." This phase provides you with information concerning what you can expect.


 

Phase 3: Your First Week
During your first week, you will be engaged in learning your new environment and gaining access to the important tools that you will be using to manage your life as a Civilian Marine.


 

Phase 4: Your First 90 Days
By this time, you should have full access to all your online accounts and you will be able to manage your personnel records and your individual benefits programs.

 


 

Phase 5: Your First Year
There are a variety of opportunities available to Civilian Marines. We are committed to supporting you in your personal and professional development during your first year and beyond.

Expand List item 12584Collapse List item 12584  Training Opportunities 


Training Opportunities 

"Training and Development is one of the most critical contributors to the success of an organization and it's workforce. Providing training for employees not only helps them develop their skills and knowledge, but it is also a motivational tool as well as a building block to organizational success." (OPM)

Overview
The Government Employees Training Act (GETA), which became law on July 7, 1958, is the governmentwide authority for training federal employees (Title 5, United States Code, Chapter 41). The Act recognized the importance of federal employees' self development, and found it "necessary and desirable in the public interest that self-education, self-improvement, and self-training by such employees be supplemented and extended by government - sponsored programs."
The basic authority was reinforced by Executive Order 11348 states that it is the policy of the United States "to develop its employees through the establishment and operation of progressive and efficient training programs, thereby improving public service, increasing efficiency and economy, building and retaining a workforce of skilled and efficient employees, and installing and using the best modern practices and techniques in the conduct of government’s business." Executive Order 11491 added the requirement to train personnel and management officials in labor management relations. The Equal Employment Opportunity Act required the establishment of training and education programs to provide maximum opportunity for employees to advance so as to perform at their highest potential. The Civil Service Reform Act of 1978 addressed the development of candidates for the Senior Executive Service and the continuing development of senior executives.

The March 1994 amendments to GETA broadened the purpose of training, and aligned it with agency performance objectives, making training a management tool responsive to the current and future needs of agencies. The legislation recognized that human resource development (HRD) has evolved from traditional training activities to include workplace learning, education, career management, organizational development, and performance improvement.

Policies and Programs 
Human resource development programs may be authorized to:
◾Orient employees to the federal service, their agencies and organizational assignments, and conditions of employment.
◾Guide new employees to effective performance during their probationary period.
◾Provide knowledge and skills to improve job performance.
◾Prepare employees with demonstrated potential for increased responsibility in meeting future staffing requirements.
◾Provide continuing professional and technical training to avoid knowledge/skill obsolescence (e.g., keeping the skills of scientists, doctors, engineers, lawyers, registered nurses, computer programmers, procurement specialists, plumbers, electricians, and clerical employees current).
◾Implement reorganizations, changing missions, and administration initiatives.
◾Develop the managerial workforce focusing on competencies identified as essential to effective performance at supervisory, managerial, and executive levels (e.g., communication, interpersonal skills, human resource management, technology management, financial management, planning and evaluation, and vision).
◾Provide education leading to an academic degree if necessary to assist in the recruitment or retention of employees in occupations in which there are existing or anticipated shortage of qualified personnel, especially in those areas requiring critical skills. Provide for the career transition, training, and/or retraining of employees displaced by downsizing and restructuring.
◾Meeting Learning Needs.

Employee's performance-based learning needs may be met by:
◾Planned work experience, details, and developmental assignments.
◾On-the-job-learning and supervised practice.
◾Training and education provided through agency facilities, other government facilities, and nongovernment facilities.
◾Coaching and mentoring.
◾Self-study.

How do I find out about training?
Many agencies have a designated Human Resources Development (HRD) officer. That would be the most knowledgeable and appropriate person to talk to regarding your training and development needs.

However, regardless of whether or not there is an HRD, your supervisor should be your primary contact regarding assessing your training needs, locating formal training and development resources, and getting agency approval to register. The Marine Corps is particularly dedicated to providing training opportunities for its civilian staff.

What training can I take?
Every Civilian Marine must develop an annual Individual Development Plan (IDP) in consultation with his or her supervisor. One of the first things you'll do after settling in to your new job will be to sit down with your supervisor and create your IDP. Your supervisor will guide you, helping you to tailor your development plan both to your needs and to the resources available to you in your current position.

Am I limited to courses offered at HQMC?
No. Although HQMC sponsors a number of practical developmental courses as well as a Leadership Development Program, students may be able to take courses at local institutions or online (if approved by their supervisors and funding is approved). Once again, the policy provides ample opportunities for training and development; it's up to you and your supervisor to devise a short- or long-term plan that works for you.

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Expand List item 12588Collapse List item 12588  Hours of Operation


Hours of Operation

Customer Service Hours

Monday to Thursday: (0730 - 1200), (1300 - 1530)

Friday: (1300 - 1530)

Expand List item 12590Collapse List item 12590  The Federal Merit Pay System


The Federal Merit Pay System

Employment with the Federal Government is governed by laws which go above and beyond what is required for the private sector. Congress has established principles that are designed to make sure that similar work receives similar pay, across the entire government.

 The Merit System Principles are nine basic standards governing the management of the executive branch workforce. The principles are part of the Civil Service Reform Act of 1978, and can be found at 5 U.S.C. § 2301(b), which is quoted below.

The Pendleton Act of 1883 replaced the political patronage system that had existed until that time with a merit-based system for filling most civil service positions. The drafters of the Civil Service Reform Act of 1978 believed that this merit-based system had broken down over the ensuing century. Thus, they codified the merit principles and created a new agency, the Merit Systems Protection Board, as the "vigorous protector of the merit system."

 Consult the sub-topics from the menu to your right to learn more about how the Merit System Principles are implemented throughout the Federal Government using Pay Plans, Pay Grades, Job Series, and Locality Pay differentials

SECTION 2301, TITLE 5, UNITED STATES CODE

(b) Federal personnel management should be implemented consistent with the following merit system principles:

1.Recruitment should be from qualified individuals from appropriate sources in an endeavor to achieve a work force from all segments of society, and selection and advancement should be determined solely on the basis of relative ability, knowledge and skills, after fair and open competition which assures that all receive equal opportunity.

2.All employees and applicants for employment should receive fair and equitable treatment in all aspects of personnel management without regard to political affiliation, race, color, religion, national origin, sex, marital status, age, or handicapping condition, and with proper regard for their privacy and constitutional rights.

3.Equal pay should be provided for work of equal value, with appropriate consideration of both national and local rates paid by employers in the private sector, and appropriate incentives and recognition should be provided for excellence in performance.

4.All employees should maintain high standards of integrity, conduct, and concern for the public interest.

5.The Federal work force should be used efficiently and effectively.

6.Employees should be retained on the basis of adequacy of their performance, inadequate performance should be corrected, and employees should be separated who cannot or will not improve their performance to meet required standards.

7.Employees should be provided effective education and training in cases in which such education and training would result in better organizational and individual performance.

8.Employees should be--

A. protected against arbitrary action, personal favoritism, or coercion for partisan political purposes, and

B. prohibited from using their official authority or influence for the purpose of interfering with or affecting the result of an election or a nomination for election.

9.Employees should be protected against reprisal for the lawful disclosure of information which the employees reasonably believe evidences--

A. A violation of any law, rule,

Expand List item 12589Collapse List item 12589  Federal Pay Plans


Federal Pay Plans

Over 70 percent of the Federal workforce is paid according to the General Pay Scale (GS).The scale can be difficult to understand for both new and even experienced Federal employees.

 The nearly 30 percent of the Federal workforce not covered under the General Scale are either paid hourly under the Federal Wage System (FWS) system (10 percent), or operate under the separate systems of the U.S. Postal Service, the Foreign Service, the Veterans Health Administration, and Senior Executives.

 Every job in the Federal Government is classified according to its Pay Plan, its Grade (01-15), and its within-Grade Step (01-10).

General Schedule
(GS)The General Schedule includes the majority of white collar personnel (professional, technical, administrative, and clerical) positions. The GS was enacted into law by the Classification Act of 1949, which replaced a similar act of the same name enacted in 1923. The GS is now codified as part of Chapter 53 of Title 5 of the United States Code sections 5331 to 5338 (5 U.S.C. §§ 5331–5338). The intent of the GS is to keep federal salaries equitable among various occupations and between men and women ("equal pay for equal work"). The Office of Personnel Management administers the GS pay schedule on behalf of other federal agencies.

 Changes to the GS must normally be authorized by either the president (via Executive Order) or by Congress (via legislation). Normally, the President directs annual across-the-board pay adjustments at the beginning of a calendar year after Congress has passed the annual appropriations legislation for the federal government.

 The Federal Employees Pay Comparability Act of 1990 (FEPCA) provides for an automatic annual across-the-board adjustment of GS pay rates. A common misconception is that the annual federal pay adjustments are determined according to cost of living fluctuations and other regional considerations. In fact, the across-the-board adjustments to the GS (but not locality pay) are determined according to the rise in the cost of employment as measured by the Department of Labor's Employment Cost Index, which does not necessarily correlate to the better-known Consumer Price Index, which tracks consumer prices.

 Each Federal job is given a specific rating (Grade) from one to fifteen depending on the amount of education and experience required for each position. While there is no specific correspondence between the GS rate and each position’s educational requirements, Bachelor’s degrees are usually required for GS-5 positions, and Master’s degrees for GS-9.

Federal Wage System (FWS)
Before the FWS, there was no central authority to establish wage equity for Federal trade, craft, and laboring employees. In 1965, President Lyndon B. Johnson ordered the former Civil Service Commission to work with Federal agencies and labor organizations to study the different agency systems and combine them into a single wage system that would be sensible and just. President Johnson called for common job-grading standards and wage policies and practices that would ensure interagency equity in wage rates. He established two basic principles for these policies and practices: Wages will be set according to local prevailing rates, and; there will be equal pay for equal work and pay distinctions in keeping with work distinctions.

 Congress established the FWS by law in 1972. It created a joint labor-management Federal Prevailing Rate Advisory Committee (FPRAC) with an independent Chairman. Agencies and labor unions are members of the Committee. FPRAC studies all matters pertaining to prevailing rate determinations and advises the Director of the OPM on appropriate pay policies for FWS employees.

 The Federal Wage System (FWS) is a uniform pay-setting system that covers Federal appropriated fund and nonappropriated fund blue-collar employees who are paid by the hour. The system's goal is to make sure that Federal trade, craft, and laboring employees within a local wage area who perform the same duties receive the same rate of pay. The FWS includes 132 appropriated fund and 125 nonappropriated fund local wage areas. Successful labor-management partnership is the hallmark of the FWS, with labor organizations involved in all phases of administering the pay system.

 Under this uniform pay system –

◾Your pay will be the same as the pay of other Federal jobs like yours in your wage area, and
◾Your pay will be in line with pay for private sector jobs like yours in your wage area
Senior Executive Service (SES)
The Senior Executive Service consists of the men and women charged with leading the continuing transformation of government. These leaders possess well-honed executive skills and share a broad perspective of government and a public service commitment which is grounded in the Constitution. The keystone of the Civil Service Reform Act of 1978, the SES was designed to be a corps of executives selected for their leadership qualifications.

 Members of the SES serve in the key positions just below the top Presidential appointees. For protocol purposes, SES positions correspond to flag officers (e.g., generals, admirals) in the military. In general, SES members are the major link between the Presidential appointees and the rest of the Federal (civil service) work force. At the executive level, they operate and oversee nearly every government activity in approximately 75 Federal agencies.

 The Office of Personnel Management (OPM) manages the overall Federal executive personnel program. OPM Staff provides the day-to-day oversight of and assistance to agencies as they develop, select, and manage their Federal executives.

 Unlike the General Schedule, SES pay is determined at agency discretion within certain parameters, and there is no locality pay adjustment.

 The minimum pay level for the SES is set at 120 percent of the basic pay for GS-15 Step 1 employees ($119,554 for 2010). The maximum pay level depends on whether or not the employing agency has a "certified" SES performance appraisal system.

Expand List item 12591Collapse List item 12591  Federal Pay Grades


Federal Pay Grades

The Office of Personnel Management (OPM) is the government department responsible for managing payments and benefits for all federal employees. It guarantees fairness in compensation by using the same pay tables for all jobs in a particular area. These tables generally divide wages into grades, which depend on an employees experience and education. Within each grade are steps, which represent periodic increases that move workers closer toward the next level.

General Schedule (GS) Standards & Grades

 The General Schedule employs Grades to ensure that similar work receives similar pay. Grades are determined (classified) by comparing the work done to one or more official Standards.

The majority of position classification standards are developed by OPM and are applicable to occupations common to many or all Federal agencies. Standards for positions existing in one or a few agencies may be developed by OPM, or by a lead agency, under the guidance of OPM. All position classification standards are formally issued by OPM and distributed by the Government Printing Office, through subscription, to Federal agencies and other subscribers. Published standards remain in effect until they are abolished or replaced by OPM.

Classification standards usually include a definition of the kind of work covered by the standard; background information, such as descriptions of typical kinds of assignments found in the occupation(s) covered and definitions of terms; official titles; and criteria for determining proper grade levels. Some standards, usually referred to as series coverage standards, do not contain specific grade level criteria and refer the user to other standards or guides for grading guidance. Some broad standards are issued as grade level guides, which provide criteria for determining the proper grade level of work in a number of occupational series. There are a number of possible ways of presenting, for purposes of analysis and classification, the essential characteristics of work. For this reason, classification standards and guides have different formats and include a variety of evaluation elements.

For a more complete understanding of the content and use of classification standards in determining grade levels, please consult the OPM document, Introduction to the Position Classification Standards.

By factoring in the relative difficulty of nine areas of concern (work knowledge, level of supervision, detail of guidelines, complexity of work, impact, personal contacts and purpose, physical demands, and work environment), a determination can be made regarding the difficulty of the position, and, therefore, the appropriate pay grade level (01-15).

The GS-01 through GS-07 range generally marks entry-level positions, while mid-level positions are in the GS-08 to GS-12 range and top-level positions (commonly front-line or mid-level supervisors, high-level technical specialists, or physicians) are in the GS-13 to GS-15 range. A new GS employee is normally employed in the first step of their assigned GS grade, although the employer has discretion to, as a recruiting incentive, authorize initial appointment at a higher step (other agencies may place the employee at a higher grade).

Within-Grade Steps

 Each General Schedule (GS) grade has 10 steps. Within-grade increases (WGIs) or step increases are periodic increases in a GS employee's rate of basic pay from one step of the grade of his or her position to the next higher step of that grade.

WGIs apply only to GS employees occupying permanent positions. "Permanent position" means a position filled by an employee whose appointment is not designated as temporary and does not have a definite time limitation of 1 year or less. "Permanent position" includes a position to which an employee is promoted on a temporary or term basis for at least 1 year.

Employees who occupy permanent positions earn WGIs upon meeting the following three requirements established by law:
◾The employee's performance must be at an acceptable level of competence. To meet this requirement, an employee's most recent performance rating of record must be at least Level 3 ("Fully Successful" or equivalent).
◾The employee must have completed the required waiting period for advancement to the next higher step.
◾The employee must not have received an "equivalent increase" in pay during the waiting period. (See 5 CFR 531.407.)

Required waiting periods for within-grade step increases can be found on the OPM website .

In addition to WGIs, Federal employees may also qualify for Quality Step Increases (QSI). A QSI is a faster-than-normal WGI used to reward employees at any GS grade level who display high quality performance. To be eligible for a QSI, employees must:
◾be below step 10 of their grade level;
◾have received the highest rating available under their performance appraisal system;
◾have demonstrated sustained performance of high quality; and
◾have not received a QSI within the preceding 52 consecutive calendar weeks

Expand List item 12592Collapse List item 12592  Federal Job Series


Federal Job Series

In both the General Schedule (GS) and Federal Wage System (FWS), types of work are grouped together based on similar functions, skills and knowledge.

 In the General Schedule, related occupations are organized numerically into Occupational Groups within the same multiple of 100. The occupations perform similar work and have similar sets of responsibilities.

 In the Federal Wage System, occupations are grouped into Job Families, which are related in one or more ways: similar work functions, similar materials or equipment worked on, transferable skills and knowledge among occupations. 

 

Definition:
 Series defines a subgroup of an occupational group or family that includes all classes of positions at the various skill levels for a particular type of work. Each series is assigned a specific 4-digit numerical code for identification and human resource management purposes. Positions within a series share similarities with respect to subject matter and basic knowledge and skill requirements.

 A code for any Federal job is made up of the Pay System, Series, and Grade related to that position. For example, a highly-skilled human resources specialist would could have the following position code: GS-0201-12. The chart below provides a complete reference to both the General Schedule and Federal Wage System job series.

Click here

Expand List item 12593Collapse List item 12593  Post Allowances


Post Allowances

The authorization and payment of post allowance is governed by the provisions of Chapter 200 of the Department of State Standardized Regulations (DSSR). Post allowance is a cost-of-living allowance granted to full-time employees officially stationed at a post in a foreign area where the cost of living, exclusive of quarters costs, is substantially higher than in Washington, D.C. Part-time, intermittent, and U.S. family member winter/summer hire employees are not eligible for post allowance. The post allowance is paid to eligible full-time employees even though they may not be eligible for LQA, post differential or other allowances. Post allowance is non taxable income.

Expand List item 12594Collapse List item 12594  Your Position


Your Position

Position Descriptions (PD) for government jobs come in multiple formats for different purposes. Some are for recruitment while others are for establishing requirements and expectations for an individual once they are employed. Each document serves a critical purpose in an individual government employee's personnel file and career.

 

For Marine Corps personnel, as well as the Federal Workforce at large, it is imperative that agencies clearly communicate performance expectations and work responsibilities. Through active performance management, supervisors should work constantly with their employees to ensure clarity of expectations and goals.

The foundation of this process, and the main avenue for agencies to communicate expectations to personnel, is the Position Description (PD). A PD is a statement of the major duties, responsibilities, and supervisory relationships of a position. In its simplest form, a PD indicates the work to be performed by the incumbent in the position.

Position descriptions are more than just a list of duties. They are used for many purposes: to use to recruit to fill the position, to define the employee’s duties in the workplace, justify his or her salary; and to determine awards and even promotions. It’s not hard to see that how a Position Description is often the basis for most personnel actions from hiring to promoting to firing.

Your PD should be provided for you when you check in with your new office, and your Supervisor can provide you specific information regarding how it relates to your role and responsibilities.

Every Position Description contains a combination of factors that determine the nature and difficulty of the position. The Office of Personnel Management (OPM) lists a number of critical factors that should be addressed in some way in every PD. Here are the factors:
*Introduction: a statement of the primary purpose of the position and its relationship to the organization
*Major Duties: briefly describes the major duties performed
*Knowledge Required: what kind and level of knowledge and skills are needed and how they are used in doing the work
*Supervisory Controls: how the work is assigned, what the employee's responsibility is for carrying out the work, and how the work is reviewed
*Guidelines: the kind of guidelines used in doing the work and how much judgment is needed to use them
*Complexity: the nature of the assignment, what the employee considers when deciding what must be done, and how difficult and original are the employee's actions or responses
*Scope and Effect: the purpose of the work and the impact of the work product
*Contacts: the level of authority with which this position has job-related contacts
*Purpose of Contacts: dealing with people who are skeptical, uncooperative, unreceptive, or hostile; or, settling controversial issues or arriving at compromise solutions with people who have different viewpoints, goals, or objectives
*Physical Demands: how often and how intense the activity is and should include any physical characteristics or special abilities needed
*Work Environment: describes the physical surroundings in which the employee works and any special safety regulations or precautions that the employee must observe to avoid mishaps or discomfort

[Click Here] http://www.hqmc.marines.mil/Portals/143/Docs/Position%20Descriptions.pdf to read the chapter of the (OPM) The Classifier's Handbook describing in detail the elements that make up a good PD.

While PD-based classification actions (regarding Series and Grade) are often made at the agency level, standards for PD’s are established by the Office of Personnel Management (OPM). 

For information about the Human Resources Office that provides classification support for HQMC, please visit the Staffing and Classification website. http://www.hqmc.marines.mil/hrom/RecruitmentClassification/PositionClassification.aspx

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Expand List item 12595Collapse List item 12595  Hours of Operation


Hours of Operation

Customer Service Hours

Monday to Thursday: (0730 - 1200), (1300 - 1530)

Friday: (1300 - 1530)

Expand List item 12597Collapse List item 12597  Your Onboarding Responsibilities 


Your Onboarding Responsibilities 

As a new employee, you are responsible for being an active participant in your own onboarding. Onboarding works best when it is a two-way process. The organization provides information, resources and equipment; you ought to be engaged and ready to embrace new ways of doing work and adapt to new office norms and work styles. 

Expand List item 12596Collapse List item 12596  Before you Arrive (Onboarding Phase 1)


Before you Arrive (Onboarding Phase 1)

Phase One of the onboarding process includes the period of time after you have received your final offer and accepted the job, and before the first day of your employment. During this time, the Human Resources Office (HRO) sends paperwork and communicates logistical information. Your new Supervisor will be using this time to assign you an Onboarding Sponsor and to prepare your workspace for your arrival.

You should use this time for filling out paperwork, getting to know the details of your new job and new office, learning a new commute or otherwise preparing for the first day in the new job. For agencies that require suitability or clearance investigations before new employees can begin work, this period may be weeks or months.

Your new agency will use this time to begin communicating with you, rather than waiting until the first day, to provide a smoother transition.

● Please be sure to click on "Phase1: Before You Arrive" from the menu to your right to learn about the items in the checklist below.

● Click on "Onboarding Checklist - Phase 1" below for an Adobe Acrobat version of the checklist that you can download and save on your computer for your personal use.

Expand List item 12598Collapse List item 12598  Your First Day (Onboarding Phase 2)


Your First Day (Onboarding Phase 2)

"Entrance on Duty (EOD) refers to the automated utilization and distribution of information required as part of the new employee hiring process. An EOD system automates the initial employment information and is a component of the greater employee hiring process. The hiring process also includes new employee socialization, orientation, and training. A comprehensive EOD solution leverages system interoperability and workflow to include all of the necessary steps between applicant selection and reporting for duty."

- Office of Personnel Management (OPM)

Phase Two of the Onboarding process focuses on reporting for dugy: the day of your transition into your new position. There are a number of specific steps that you will need to take ahead of time to ensure that your transition will be an easy one. Your Entrance on Duty (EOD) day will include signing you in to the building, introducing you to your Onboarding Sponsor, providing you with a formal introduction to the organization, administering the Oath of Office to you, giving you a tour of your office facilities, introducing you to your co-workers, setting you up in your new workspace, and providing you with an opportunity to meet with your new Supervisor.

The night before your first day is the crucial time to prepare items of necessity.
◾Prepare yourself for the unexpected like your alarm not going off, accidentally sleeping in, or your vehicle not starting.
◾Know in advance where you are going and how you will get there.
◾Pick out the clothes that you will wear, Have them cleaned, ironed, and ready to throw on, and have them laid out.

When reporting for duty, you should try to arrive early, as this usually will make the whole day better. Be cheerful and friendly with people that you meet. Be yourself and be comfortable with who you are, as this is the best route to go to make friends at work.
◾You will not be able to report without proof of citizenship; therefore, you must bring a government-issued picture ID, proof of employment eligibility, and proof of military service (consult the list to your right).
◾Call your contact person (usually your onboarding Sponsor) upon arrival at your facility, as you may need to be escorted through security. Your Sponsor will welcome you and lead you to the training room where your orientation will take place.

● Please be sure to click on "Phase 2: Your First Day" from the menu to your right to learn about the items in the checklist below.

A Picture ID (Government-issued)
Proof of Employment Eligibility  (one of the following) ◾Social Security Card
◾US Passport (current or expired)
◾Certificate of US Citizenship (CIS Form N-550 or N-561)
◾Certificate of Naturalization (CIS Form N-550 or N-570)
◾Certificate of Birth Abroad (FS-545 or DS-1350)
◾Original or certified copy of Birth Certificate

Certificate of Release or Discharge from Active Duty (DD-214) [Retired Military Only]

Expand List item 12599Collapse List item 12599  Your Responsibilities: The Five Phases


Your Responsibilities: The Five Phases

  Phase 1: Before You Arrive
 Before you begin your new career as a Civilian Marine, we will require you to fill out and sign a number of forms that have been mandated by law. You will be asked to present these forms on your first day. Also, this section provides you with a general overview of all the benefits to which you are entitled as a Federal employee with instructions on how to enroll. 
   Phase 2: Your First Day
The first day that you report for work is called your "Entrance on Duty (EOD)." This phase provides you with information concerning what you can expect.
   Phase 3: Your First Week
During your first week, you will be engaged in learning your new environment and gaining access to the important tools that you will be using to manage your life as a Civilian Marine.
   Phase 4: Your First 90 Days
By this time, you should have full access to all your online accounts and you will be able to manage your personnel records and your individual benefits programs.
   Phase 5: Your First Year
There are a variety of opportunities available to Civilian Marines. We are committed to supporting you in your personal and professional development during your first year and beyond.
Expand List item 12600Collapse List item 12600  Resources


Resources

   Click on the New Employee image to your left to read about your role as you become onboard at Headquarters Marine Corps. 
   Click on the Supervisor image to your left to read about the role your supervisor will play in your onboarding experience. 
  
   Click on the Sponsor image to your left to read about the role your sponsor will play in your onboarding experience.
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Expand List item 12602Collapse List item 12602  About the Marine Corps


About the Marine Corps

We are the US Marine Corps

Feared by enemies, respected by allies, and loved by the American people, Marines are a special breed. This reputation was earned and is maintained through a set of enduring Core Values.

These values form the cornerstone, the bedrock, and the heart of our character. They are the guiding beliefs and principles that give us strength, influence our attitudes, and regulate our behavior. They bond our Marine family into a force that can meet any challenge.

The Core Values of Honor, Courage, and Commitment are not just for the Marines. As a Civilian Marine, you are part of the Marine Corps team-so they are for you too. The Corps strongly believes that those who share the same ideals and values and who work to accomplish the same mission make a great team! And you are part of that team.

Expand List item 12606Collapse List item 12606  What are Marine Corps Values?


What are Marine Corps Values?

Honor This is the bedrock of our character. It is the quality that empowers Marines to exemplify the ultimate in ethical and moral behavior: to never lie, cheat, or steal; to abide by an uncompromising code of integrity; to respect human dignity; and to have respect and concern for each other. It represents the maturity, dedication, trust, and dependability that commit Marines to act responsibly, be accountable for their actions, fulfill their obligations, and hold others accountable for their actions.

Courage The heart of our Core Values, courage is the mental, moral, and physical strength ingrained in Marines that sees them through the challenges of combat and the mastery of fear, and to do what is right, to adhere to a higher standard of personal conduct, to lead by example, and to make tough decisions under stress and pressure. It is the inner strength that enables a Marine to take that extra step.

Commitment This is the spirit of determination and dedication within members of a force of arms that leads to professionalism and mastery of the art of war. It promotes the highest order of discipline for unit and self and is the ingredient that instills dedication to Corps and country 24 hours a day, pride, concern for others, and an unrelenting determination to achieve a standard of excellence in every endeavor. Commitment is the value that establishes the Marine as the warrior and citizen others strive to emulate.

Expand List item 12604Collapse List item 12604  What is the Marine Corps Emblem?


What are Marine Corps Values?

The Eagle, Globe, and Anchor is an emblem used to represent the Marine Corps. Whether it appears on a uniform, printed page, or a flag, the Eagle, Globe and Anchor is an icon of greatness.

The Eagle is the symbol of the United States, and it is the one part of the emblem that readily associates the Marine Corps with the United States. The eagle proudly carries a streamer in its beak that bears the motto of the Corps: Semper Fidelis.

The Globe signifies the worldwide commitment of the Marine Corps and its areas of responsibility. Marines serve in any clime or place.

The fouled Anchor, whose origin dates back to the founding of the Marine Corps in 1775, represents the amphibious nature of the Marines’ duties and emphasizes the close ties between the Marine Corps and the U.S. Navy.

Expand List item 12603Collapse List item 12603  What is the Marine Corps Insignia?


What is the Marine Corps Insignia?

Civilian Marines exist to support our men and women in uniform. You should familiarize yourself with their insignia so that you can readily identify the ranks of the active duty Marines with whom you’ll be working.

Click here to view all the ranks of the Marine Corps.

Expand List item 12605Collapse List item 12605  What is the Marines' Hymm?


What is the Marines' Hymm?

The Marines’ Hymn is the most recognizable military hymn and the oldest official song in the U.S. Armed Forces. The Marines’ Hymn is a reminder of the sacrifice and courage that Marines have shown on the battlefield. It is an important part of Marine Corps culture — every Marine can recite its three stanzas by heart.

  In the air, on land, and sea;
  First to fight for right and freedom
  And to keep our honor clean;
  We are proud to claim the title
  Of United States Marine

  Our flag's unfurled to every breeze
  From dawn to setting sun;
  We have fought in every clime and place
  Where we could take a gun;
  In the snow of far-off Northern lands
  And in sunny tropic scenes,
  You will find us always on the job
  The United States Marines.

  Here's health to you and to our Corps
  Which we are proud to serve;
  In many a strife we've fought for life
  And never lost our nerve.
  If the Army and the Navy
  Ever look on Heaven's scenes,
  They will find the streets are guarded
  By United States Marines.

Expand List item 12601Collapse List item 12601  What is Marine Corps Jargon?


What is Marine Corps Jargon?

The Marine Corps culture is truly unique. It has its own way of dressing, acting, and talking. At times, the talk seems like code. Much of the jargon stems from Marine and Naval history, and acronyms are widely used. At first, it can be hard to understand.

Common Terms:

All Hands - All members of a command
As You Were - Resume former activity
Below - Downstairs
Bird - Any aircraft
Blouse - Cammie Shirt
Brass - Officers
Brig - Military Jail
Brown Bagger - Married Marine
Blouse - Cammie Shirt
Brass - Officers
Brig - Military Jail
Brown Bagger - Married Marine
Blouse - Cammie Shirt
Brass - Officers
Brig - Military Jail
Brown Bagger - Married Marine
Cammies - Camouflage uniform
Carry On - The order to resume previous activity
Chit - A receipt or authorization; a piece of paper
Chopper - Helicopter
Chow Hall - Where a Marine eats, like a cafeteria
Click - One kilometer or one notch of a rifle sight
Cover - Marine Corps Hat
Deck - Floor
Deuce and a half - 2.5 Ton Truck
Devildog - Another name for a Marine
Field Day - Barracks or Office cleanup
Float - Deployment by ship
Go-Fasters - Running shoes
Good to go - Ready to move, agree with, situation ok
Gouge - Any information or instructions, written or verbal.
Grunt - A Marine infantryman
Gung Ho - Very enthusiastic and committed
Hat - Drill Instructor
Hatch - Door/doorway
Head - Bathroom
High and Tight - Standard Marine haircut
Horn - Radio
Hump - Field March
Jarhead - Another name for a Marine
John Wayne - A grandstander, or descriptive of a bold act, or any act which is typical in the movies but not sound Marine procedure, such as firing a machine gun from the hip. Also, a simple can opener that can be carried on the dog tag chain.
Ink Stick - Black Pen

Expand List item 12607Collapse List item 12607  Your Position


Your Position

Position Descriptions (PD) for government jobs come in multiple formats for different purposes. Some are for recruitment while others are for establishing requirements and expectations for an individual once they are employed. Each document serves a critical purpose in an individual government employee's personnel file and career.

 

For Marine Corps personnel, as well as the Federal Workforce at large, it is imperative that agencies clearly communicate performance expectations and work responsibilities. Through active performance management, supervisors should work constantly with their employees to ensure clarity of expectations and goals.

The foundation of this process, and the main avenue for agencies to communicate expectations to personnel, is the Position Description (PD). A PD is a statement of the major duties, responsibilities, and supervisory relationships of a position. In its simplest form, a PD indicates the work to be performed by the incumbent in the position.

Position descriptions are more than just a list of duties. They are used for many purposes: to use to recruit to fill the position, to define the employee’s duties in the workplace, justify his or her salary; and to determine awards and even promotions. It’s not hard to see that how a Position Description is often the basis for most personnel actions from hiring to promoting to firing.

Your PD should be provided for you when you check in with your new office, and your Supervisor can provide you specific information regarding how it relates to your role and responsibilities.

Every Position Description contains a combination of factors that determine the nature and difficulty of the position. The Office of Personnel Management (OPM) lists a number of critical factors that should be addressed in some way in every PD. Here are the factors:
*Introduction: a statement of the primary purpose of the position and its relationship to the organization
*Major Duties: briefly describes the major duties performed
*Knowledge Required: what kind and level of knowledge and skills are needed and how they are used in doing the work
*Supervisory Controls: how the work is assigned, what the employee's responsibility is for carrying out the work, and how the work is reviewed
*Guidelines: the kind of guidelines used in doing the work and how much judgment is needed to use them
*Complexity: the nature of the assignment, what the employee considers when deciding what must be done, and how difficult and original are the employee's actions or responses
*Scope and Effect: the purpose of the work and the impact of the work product
*Contacts: the level of authority with which this position has job-related contacts
*Purpose of Contacts: dealing with people who are skeptical, uncooperative, unreceptive, or hostile; or, settling controversial issues or arriving at compromise solutions with people who have different viewpoints, goals, or objectives
*Physical Demands: how often and how intense the activity is and should include any physical characteristics or special abilities needed
*Work Environment: describes the physical surroundings in which the employee works and any special safety regulations or precautions that the employee must observe to avoid mishaps or discomfort

[Click Here] http://www.hqmc.marines.mil/Portals/143/Docs/Position%20Descriptions.pdf to read the chapter of the (OPM) The Classifier's Handbook describing in detail the elements that make up a good PD.

While PD-based classification actions (regarding Series and Grade) are often made at the agency level, standards for PD’s are established by the Office of Personnel Management (OPM). 

For information about the Human Resources Office that provides classification support for HQMC, please visit the Staffing and Classification website. http://www.hqmc.marines.mil/hrom/RecruitmentClassification/PositionClassification.aspx

Expand List item 12608Collapse List item 12608  Customer Service Hours


Customer Service Hours

Monday to Thursday: (0730 - 1200), (1300 - 1530)

Friday: (1300 - 1530)

Collapse All Expand All
Expand List item 12610Collapse List item 12610  Foreign Transfer Allowance


Foreign Transfer Allowance

Foreign Transfer Allowance (FTA) is granted to assist employees and accompanying dependents with the costs of temporary lodging, meals, and laundry that are incurred when an employee transfers to overseas duty location from the United States. The allowance may be granted for up to 10 days before final departure from the United States, beginning not more than 30 days after the employee has vacated permanent residence quarters.

Fore more details, please view DSSR

Expand List item 12614Collapse List item 12614  Advance Pay / Salary Advance


Advance Pay / Salary Advance

Salary, up to three month worth,  may be advanced when an employee is assigned to a foreign duty location. The employee can decide how to pay it back within limits. Salary advances must be paid back within 26 pay periods.

Expand List item 12612Collapse List item 12612  Temporary Quarters subsistence Allowance


Temporary Quarters subsistence Allowance

When an employee arrives at a new foreign duty location, Temporary Quarters Subsistence Allowance (TQSA) is available to assist with temporary lodging, meals, and laundry until a permanent quarters becomes available. Also when an employee is preparing to depart permanently and must vacate a residence, TQSA is available.  An employee are not able to receive post allowance when receiving the TQSA.

Fore more details, please view DSSR

Expand List item 12611Collapse List item 12611  Post Allowance (PA)


Post Allowance (PA)

The authorization and payment of post allowance is governed by the provisions of Chapter 200 of the Department of State Standardized Regulations (DSSR). Post allowance is a cost-of-living allowance granted to full-time employees officially stationed at a post in a foreign area where the cost of living, exclusive of quarters costs, is substantially higher than in Washington, D.C. Part-time, intermittent, and U.S. family member winter/summer hire employees are not eligible for post allowance. The post allowance is paid to eligible full-time employees even though they may not be eligible for LQA, post differential or other allowances. Post allowance is non taxable income.

Expand List item 12613Collapse List item 12613  Living Quarters Allowance (LQA)


Living Quarters Allowance (LQA)

The LQA is provided to eligible employees for leased quarters in lieu of Government provided housing and is intended to cover the average cost of rent, utilities and other allowable expenses. A maximum LQA is established for each post abroad based on the employee’s grade, quarter's group and family size. Reimbursement of LQA expenses will not exceed the authorized annual cost of rent and utilities or the maximum rate set by the Department of State, whichever is the lesser amount. LQA is non taxable.

Fore More Details, Please view DSSR

Expand List item 12609Collapse List item 12609  LQA Reconciliations


LQA Reconciliations

The reconciliation process is required to reconcile the amounts paid to an employee versus the amounts the employee actually expended for allowable utilities. If an employee's actual expenses exceeded the amounts paid, the employee will be paid the difference up to the maximum allowable. If the employee's actual expenses are less than the amount paid, the employee will be indebted for that overpayment. Additionally, once the reconciliation is completed, the employee's LQA authorization will be adjusted to reflect actual expenses.

Expand List item 12615Collapse List item 12615  Educational Travel Allowance


Educational Travel Allowance

Educational Travel may be authorized for the dependents of employees who are eligible for a living quarters allowance. This allowance permits one round trip annually between a school in the U.S. and the foreign duty station for dependents of employee who are under age 23 and full-time college students. 


For more details, please visit DSSR

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Expand List item 12616Collapse List item 12616  Camp Fuji Staffing, Recruitment & Classification (キャンプ富士 人事事務所)


Camp Fuji Staffing, Recruitment & Classification (キャンプ富士 人事事務所)

Camp Fuji Vacancy Announcements / キャンプ富士求人募集

JN Application Form and Questionnaire /  応募用紙

Staffing, Recruitment & Classification (FUJI)

DSN (軍電): 224-8383/224-8384

電話: 0550-88-5844

Email: FUJI_JN_STAFFING@usmc.mil

Expand List item 12621Collapse List item 12621  Camp Fuji Employee Management Relations


Camp Fuji Employee Management Relations

Employee Management Relations (FUJI)

DSN: 224-8385

Email: fujijnemplrel@usmc.mil

Expand List item 12618Collapse List item 12618  Forms/Supporting Documents
Expand List item 12625Collapse List item 12625  Announcements