A lateral transfer allows you to move from one class to another when
the duties and responsibilities of the two classes are comparable.
It is an option you may want to consider if you feel your present
job no longer provides you the opportunity you seek. You may also
use a lateral transfer to move from your present department, office,
or location to one that offers greater career opportunities for you.
Below are some things to consider if you are contemplating a lateral
Prepare for Competition
You are responsible for locating, applying, and competing for vacant
positions that interest you. You may be competing against Board
employees, other state employees seeking transfers, former state
employees seeking to reinstate, and people on examination lists.
When you apply for positions that interest you, you may choose
to include a brief cover letter. Indicate the reasons for your interest
in the advertised position and how you may be uniquely qualified.
A cover letter should also include a phone number where you can
be reached to set up an interview. You should also, if requested,
submit a state application, STD 678, and you may decide to include
Education and Other Requirements
Although transfer ability in state civil service is normally based
on salary and does not require that you meet the minimum qualifications
for the classification to which you are transferring, you must still
meet any license, certificate, credential, registration, or certificate
of proficiency requirements. The Board has an internal policy that
requires anyone who transfers into the Tax Auditor or Business Taxes
Representative classifications to meet the college course requirements
of the minimum qualifications. If you are selected as a lateral
transfer appointment, you must provide your supervisor notification.
Your current supervisor may require up to 30 days notification prior
to your transfer. In addition, you may be required to use your vacation
time to interview when seeking a transfer (check your bargaining
unit contract for more information).
Salary Transfer by Range
Under State Personnel Board Rules 430-433, you may transfer from
one job class to another if the levels of duties, responsibilities,
and salary of the two classes are substantially the same and the
classes are not in the same promotional series. "Substantially
the same" salary means that the maximum salary of highest-paying
class you were permanently appointed to from an eligible list and
the maximum salary of the other class are no further apart than
two salary steps (10%) minus $1.
You can use the transfer calculator on SPB's website at www.spb.ca.gov/employment/wvpos_index.htm,
or you can calculate the maximum salary of a class to which you
may transfer using the transfer calculations
The transfer must not constitute a promotion, and the state may
establish policy to limit transfers to certain classes. Verification
of your last list appointment or specific personal employment history
information is maintained by the Personnel Management Division.
A promotion is defined as movement to a class with a salary rate
of 10% or higher than the maximum of the class you were permanently
appointed to from an eligible list. In the example above any class
with a maximum salary rate of $3,148 or more is considered a promotion.
To learn more, access SPB's website at
For more information regarding lateral transfers, contact the Board's
Classification Section in the Personnel Management Division.
Transfer of Employment
Under some circumstances, employees who have eligibility on their
department's promotional list may be allowed to transfer their eligibility
to another agency's promotional list for the same classification.
This procedure is used by employees who apply and are selected for
appointment in another agency. Transfer of promotional eligibility
enables an employee to pursue upward mobility or career development
opportunities in a new department without retesting. For specific
guidelines and criteria for transferring list eligibility, contact
the Board's Examination Section in the Personnel Management Division.
Rotational assignments usually involve the movement of an employee
from his or her current job to another job assignment within the
same classification. Rotation broadens your experience, allows you
to gain additional technical knowledge, and may increase your promotional
competitiveness. Rotation can occur within a small unit or between
sections, departments, divisions, or field offices. The assignment
allows you the opportunity to experience a variety of duties without
changing your current classification. Rotation requires prior supervisory
and the Personnel Management Division review for approval.
A "bridging class" is a job classification that links
a lower-salary-level class to a higher-paying one. Bridging classes
are designed to provide employees in lower-paying occupations experiences
that meet the minimum qualifications for traditional entry technical,
professional, and administrative classifications (for example, Management
Services Technician or Budget Technician). Bridging classes are
an integral part of an upward mobility plan because they provide
greater potential for career growth. To be hired into a bridging
class, you must successfully compete in a civil service examination
and be placed on an eligibility list or be able to transfer. Check
with the Board's Classification Section regarding lateral transfer
into a bridging class or from a bridging class into other specific
Upward Mobility Program
Government Code 19400-19406 requires state agencies to have an effective
upward mobility program. Upward mobility is the planned development
and advancement of employees in lower-paying occupations to entry-level
technical, administrative, and professional positions. It is not,
as is commonly thought, the promotion of employees up through working
journey-level positions to supervisory and managerial positions
in the same occupation.
The Board of Equalization is committed to the development and administration
of an effective upward mobility program. It can aid in meeting a
department's labor needs in jobs where recruitment is becoming increasingly
competitive and difficult. In addition, the program can be an incentive
to motivate employees in lower-paying occupations to improve their
qualifications and become more valuable to the Board. It can also
assist the Board's affirmative action efforts by increasing the
number of qualified minorities, women, and people with disabilities
who are available to hire into the entry positions described above.
One of the goals of the Board's program is to establish the number
of expected appointments of employees in lower-paying occupations
to positions in higher-paying classifications during the fiscal
year. Keep in mind, however, that a limited number of openings are
available in any department, division, section, unit, or classification
at one time, so not all employees who wish to be part of the program
can be accommodated.
Although departments are required to participate actively in upward
mobility, including having a functioning, effective program, you
must also be motivated enough to seek out opportunities, prepare
formal career development plans, take the necessary training, and
discuss your career options with your supervisor. You should also
consult your bargaining unit agreement for specific provisions relating
to upward mobility.
Training and Educational
State employment in general and the Board in particular offer a
number of training and educational opportunities. In fact, BOE policy
requires the development of annual training plans for each employee.
Individual Development Plan and Performance
An Individual Development Plan (IDP) is Form STD 637, available
on the Internet and through eBOE. The purpose of the IDP is to identify
an employee's developmental and career objectives and to determine
what training and experience are needed to achieve those objectives.
The performance objectives listed on the IDP should be the result
of a mutual effort by the employee and the supervisor. Performance
objectives may relate to your present job, to promotions, or to
The IDP is also an instrument to help divisions develop their Annual
Training Plan, so it may be completed separately from the Performance
Appraisal Summary. However, you should receive both parts of the
form every year. See your supervisor if he or she has not completed
an annual IDP with you.
Career ladders are charts showing typical promotional paths and
possible transfers that may occur as a person progresses through
various classifications. Career ladders provide an employee a picture
of possible progression without providing specifics on the number
of job opportunities available.
The Board's ladders reflect most job classifications at the Board
and show the possible progression through each classification series.
The minimum and maximum salary steps for each classification, effective
April 1, 2002, are shown in parentheses. Although the salaries change
through the collective bargaining process, the salary relationships
between the classes usually remain the same.
The Board's career ladder chart is available through the Personnel
Management Division. Salary schedules are updated regularly on eBOE
under the Careers button.
State civil service training activities are designated as either
"in service" or "out service" training. For
Annual Training Plan purposes, the Board defines these types of
training as follows:
In service--all Board-administered training courses
offered by Training Section staff, Audit/Compliance staff, or other
internal BOE staff, and so on. There are generally no direct costs
for these classes. When conferences are planned and conducted to
meet specific training objectives, they are considered training
and should be added to your IDP.
Out service--all training offered by a source other
than the Board, including DPA, the State Training Center, SPB, the
Health and Human Services Data Center, and training that is conducted
for the state through state colleges or university systems, and
private consultants or firms. There is generally a direct cost for
enrollment or tuition.
For information on both in-service and out-service training, contact
your unit or district training coordinator or the Board's Training
Section. The Training Section has college catalogs and class schedules
for Sacramento-area colleges, as well as information on other training
The Board may assist employees with the cost of career-related,
upward-mobility, or job-related training. Your bargaining unit's
labor contract, your supervisor, or your unit training coordinator
can offer more specific information. As mentioned previously, your
training needs should be identified during the Annual Training Plan
Training and Development
A Training and Development (T&D) assignment is a temporary appointment
to a position with job responsibilities that differ from those of
your current position while retaining your current classification
and salary. A T&D assignment can last from a few months to a
maximum of two years and is a formal agreement between the employee,
the current supervisor, and the T&D supervisor.
A T&D assignment is the result of a cooperative effort between
management and an employee that provides maximum benefit and minimum
risk to both parties. These assignments are recommended for employees
who are interested in increasing their effectiveness and enhancing
their career development. T&D assignments are also a mechanism
for movement of clerical and technical employees into professional-level
positions by providing opportunities to meet minimum experience
and education qualifications.
Requests for T&D assignments are considered for most advertised
vacant positions. Most of the assignments are made through a competitive
process to provide the opportunity for all those employees who are
interested and who qualify to compete for such assignments. If you
are interested in a T&D assignment, review job opportunity bulletins
for vacancies in classifications that you are most interested in.
In addition, you may inform your supervisor of your interest and
identify it as part of your annual IDP process. There are personnel
rules and criteria that must be met in determining the appropriateness
of a T&D assignment. For this reason, all proposed T&D assignments
must have prior approval from the appropriate department's deputy
director-level management and the Board's Classification Section.
A T&D assignment cannot be made to a classification within
the same promotional series and should not be to a classification
with a maximum salary more than three salary steps above or below
the maximum salary of the employee's current classification. For
instance, a Staff Services Analyst (SSA) to an Associate Governmental
Program Analyst (AGPA) is within the promotional path and would
not be allowed. Further, a Tax Technician II might want to be a
Business Tax Representative (BTR) but doesn't have the required
education courses. A T&D assignment would allow the Tax Tech
to get experience at the BTR level while taking the necessary coursework.
At the end of the T&D assignment, in order to be appointed
to the higher classification, you may be required to compete successfully
in an examination for the class. When a T&D assignment is completed,
the employee either returns to the former position or may be permanently
transferred, if eligible, or appointed as a result of an exam to
a comparable classification in the unit or district where the T&D
was completed. The employee or any of the other parties who sign
the T&D agreement can terminate a T&D assignment with 30
days' written notice.
Leaves of Absence
State employees may be granted an unpaid leave of absence for up
to one year to attend college or other formal training, subject
to operational needs. The employee does not receive pay, benefits,
reimbursement, or service credits while on a leave of absence. However,
employees who wish to continue their health benefits coverage while
on leave should complete Form HBD-21, Health Benefits Plan Direct
Payment Authorization. For more information, contact your unit attendance
Upon return from an approved leave of absence, you have the right
to be reinstated into the same classification you were in prior
to your leave or into a comparable classification, that is, one
into which you could have laterally transferred. You may not be
able to return to the same position you had before you started your
Job sharing is an innovative personnel management tool that
employees can use to pursue educational opportunities while maintaining
a partial income. For example, if the job duties of a position can
be divided in such a way that more than one person can do them on
a less-than-full-time basis and with prior supervisory and management
approval, the position may be used for job sharing. Another alternative
you may wish to consider is a part-time or intermittent position
that may allow some time for both school and a job.
Once you are appointed to a new or different classification, you
must satisfactorily complete a probationary period of six to twelve
months to obtain permanent status. During this time you may receive
training related to your position and receive regular evaluations
tracking how well you are doing on the job. Most employees successfully
pass the probationary period and become permanent staff. However,
if you are not successful in completing the required probationary
period and you had permanent civil service status in another class,
you have the right to return to your former classification (not
necessarily your former job). If you have had no prior permanent
civil service status, you will be separated from state service.
Additional information regarding probationary periods and return
rights may be obtained from the Board's Classification Section.