Situational. As described in Section II, participants in this telework option generally report to the USPTO office five days per week, but are authorized to occasionally telework, up to the maximum number of days per week for which their position is eligible, as the employees’ duties and/or circumstances make desirable.
Situational. Telework that is approved on a case-by-case basis. Situational telework includes telework in support of special work assignments, special circumstances, during inclement weather or an emergency (including personal and family emergencies), temporary medical conditions when an Employee is fully capable of performing assigned duties but unable to commute/work at traditional worksite, and/or as part of a COOP. The Employee may be recalled to the regular worksite based on mission or operational needs, or other reasons as determined by the Supervisor. If recalled, the Employee must report as soon as possible, but no more than two hours, absent approved exigent circumstances.
Situational. Each employee shall be paid for at least four hours for each additional trip commencing after five o'clock in the afternoon and three hours for each such trip commencing before five o'clock in the afternoon.
Situational. Questions related to behavior in hypothetical future situations can predict job performance because they measure intentions. The most immediate antecedent of behavior is intention or goal. There is a great deal of empirical support for predictions made by goal-setting theory about effects of goals on performance level (Lock & Xxxxxx, 1990) and that interviews that use structured questions about behavior in future situations have validity (XxXxxxxx et al., 1994). Applicants may be reporting what they think is the best way to deal with situations described in interview questions, will try to perform these actions when the situations occur on the job and have the skills necessary to perform them effectively. Whatever the type of question, we are not looking for right answers, but insight into the competencies – including the thinking processes used, what motivates the candidate to behavior in certain ways and their self-awareness including their ability to reflect on and learn from their experience. We did focus groups and surveys of supervisors to find out which questions they liked and which they wanted to change. As you will see, people generally like the existing questions and so only a few have been changed. #3 is a new question. #10 replaces the old situational question about working late in the office and getting two calls at the same time. We also did some research on effective interview questions and asked supervisors to rate some suggested alternatives that we have included in the Resource Manual.
