Commission Briefing on Equal Employment Opportunity, Diversity and Small Business November 30, 2017
Partnering to Last The Office of Small Business and Civil • Rights Small Business Program • Minority Serving Institutions Program • Civil Rights • Diversity and Inclusion • Office of the Chief Human Capital • Officer Region II • Office of the Chief Financial Officer • EEO Advisory Committees’ Joint • Statement 2
Partnering to Last Pamela R. Baker Director Office of Small Business and Civil Rights 3
Continuing Excellence for Small Business Unprecedented Awards in FY 17 • for Service Disabled Veteran Owned Business Shrinking Market Challenges FY18 • Goal Attainment Targeted Market Development • 4
Leveraging Outreach • Technical Assistance Increasing Competitiveness: • 100% increase of MSI’s Historical IUP Awards • Marketing Curricula Capabilities • Maintaining Relationships • Integrating Minority Serving Institution Program with Integrated University Program Funding for Minority Serving Institutions $3,000,000.00 $2,500,000.00 $2,000,000.00 $1,500,000.00 $1,000,000.00 $500,000.00 $- 2012 2013 2014 2015 2016 2017 5
Enhancing Civil Rights Program • Expanding Internal Bench Strength • EEOC Assistance Review • Best Practices • Alternative Dispute Resolution Program • Program Activity and Case Profile 6
All Complaints (Informal and Formal) Filed FY 2010 – FY 2017 35 33 33 30 28 27 25 26 25 24 22 22 20 19 17 17 17 15 16 15 10 11 5 0 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Informal Formal 7
EEO Complaints Filed During FY 2017 by Bases 2% 2% 2% Age 27% (13) 4% Gender 22% (11) 27% 8% Reprisal 22% (11) Disability 10% (5) 10% Race 8% (4) Color 4% (2) National Origin 2% (1) Religion 2% (1) 22% 22% Status as a Parent 2% (1) The information presented is based on the bases raised in the formal complaints. The bases alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC decisions. 8
EEO Complaints Filed During FY 2017 by Issues Assignment of Duties 21% (12) 2% 2% 2% Harassment (Non-Sexual) 18% (10) 4% Evaluation/ Appraisal 9% (5) 21% 4% Training 9% (5) 5% Non-Selection/ Promotion 7% (4) 5% Time and Attendance 7% (4) Reasonable Accommodation 5% (3) 5% Disciplinary Action 5% (3) 18% Awards 5% (3) 7% Examination/ Test 4% (2) Sex-Stereotyping 4% (2) 7% 9% Harassment (Sexual) 2% (1) 9% Reassignment 2% (1) Other 2% (1) The information presented is based on the issues raised in the formal complaints. The issues alleged may or may not have been accepted or dismissed. That is a legal determination made based on a review of relevant regulations and EEOC 9 decisions.
Diversity & Inclusion: A Strategic Imperative • Demographic Diversity Static: Limited Hiring • Representation: Internal Focus • Enterprise Risk Management: Involves Everyone • Increasing Awareness: EEO Case Learnings • Workplace Civility: DIALOGUE 10
Update Strategic Workforce Planning and Competency Modeling Jennifer Golder Deputy Chief Human Capital Officer Office of the Chief Human Capital Officer 11
Enhance the NRC’s Human Capital Planning Process • Aligns workload, skills, and needs to meet short and long term objectives • Establishes a structured repeatable methodology • Leverages and aligns with existing processes • Considers efficiencies from Project Aim • Addresses GAO recommendations 12
Implement Pilot to Test Process • Building the infrastructure • Partnering with RES, REG II, and OCFO • Automating as much as possible • Incorporating input and feedback • Conducting lessons-learned to determine strengths, challenges, and scalability 13
Progress on Implementation 14
Gaining Efficiency and Effectiveness through Competency-Based Training and Qualification Training Curriculum Competency-Based Competency Model Updates Qualification Identify tasks and Align training and Modify learning behaviors that qualification with objectives and define successful identified training content to performance. competencies. align with competencies and delivery by most efficient method. Improves Improves effectiveness – efficiency – Sets the baseline developing exact blended delivery for training and competencies to reduce travel qualification needed for the job. and wait times for requirements. required training. Make content available when and where it’s needed. 15
Determining Value and Accelerating Modeling Conduct cost and time • Acceleration of Competency Modeling comparison between traditional and competency based qualification programs Identify projected savings • Identify roles/positions to model • Complete models for most • positions by end of FY19 16
CM Project Accomplishments • Reliability and Risk Analyst - HP Decommissioning Inspector Models Completed • Resident Inspector - Project Manager • Technical Reviewer - IT Cyber Security Specialist • Regional Inspector - Project Engineer Models Being • Senior Risk Analyst - Operator License Examiner • State Liaison Officer - Vendor Inspector Developed • Allegations/Enforcement Specialist • Cloud Computing/IT Specialist Assessment Tool • Risk Analysts – 63 - Resident/Senior Residents – 133 • HP Decom Inspector – 18 - Technical Reviewers – 162 Users Loaded • Project Managers – 38 Competency-Based • HP Decommissioning Inspector – Complete Qualification • Resident Inspector – In Progress Analysis 17
Learning from Experience Increased Coordination/Communication Models Need to Include Specialized Knowledge Employees Assess Themselves Critically 18
Planning for Future Work Jan 2017 – Jul 2018 Prepare Nov 2017 – Sep 2019 business case for Begin presentation modeling Oct 2017 – Jan 2018 more roles Resident Inspector CBQ 19
Demonstrating Commitment to Diversity and Inclusion Catherine Haney Regional Administrator Region II 20
Key Messages: • Commitment to a Representative Workforce is Vital to the Success of the Organization • Must Develop Agile and Adaptive Leaders and Employees • Celebrate Differences Through Support of Community Service and Diversity Initiatives 21
Commitment to a Representative Workforce GENDER ETHNICITY African American Female 25% 29% Native American White not 2% Hispanic Hispanic 10% 60% Male Asian Pacific 71% 3% VETERANS SUPERVISORY ETHNICITY African Disabled American 6% 19% Veterans Asian Pacific 27% 3% Hispanic 6% Native American Non Veterans 3% White 67% 69% 22
Leadership Initiatives • Emotional Intelligence • Appreciative Inquiry • Rotational Opportunity – DFFI Deputy Director • VC Summer Decision – Challenge/Strategies/Actions • Centralization – Challenge/Strategies/Actions • RI Competency Modeling • SWP Pilot 23
Developing Staff and Strengthening the Organization • Aspiring Leaders Certificate Program • 2 regional participants • 2 program completions • Leaders at All Levels Certificate Program • 7 regional participants • 2 program completions • FEB Leadership Government Program • 1 participant 2017 • 1 completion 2016 24
Employee Recognition Atlanta Federal Executive Board 2017 Employee of the Year Awards Omar Lopez Santiago – • Winner, Outstanding Manager Cynthia Haynes – • Finalist, Outstanding Administrative Assistant Nicole Coovert – • Finalist Outstanding Professional 25
Employee Recognition Alejandro Alen 2017 HENAAC Luminary Honoree 26
Demonstrating Commitment Community Service Steven Downey Pamela Kruger Jamie Heisserer Patrick Donnelly Shakur Walker Tony Gody Valencia Hicks Sean Flynn Jonathan Brown Anthony Masters Eric Michel 27
BRING YOUR CHILD TO WORK DAY 28
Cultural Awareness and Special Emphasis Programs 29
Veteran’s Day 2017 30
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Working Together Maureen Wylie Chief Financial Officer Office of the Chief Financial Officer 32
Federal Employee Viewpoint Survey - Employee Engagement is Key 2012 - 2017 80% EE: 77% 2013-15 75% 75% 75% Last 74% 72% 70% 69% 70% 67% 68% 65% 65% 64% 64% 63% 63% 61% 60% 60% 59% EE: 2017 7th 56% 55% 50% 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017 2012 2013 2014 2015 2016 2017 Government NRC CFO Global Employee New IQ* Satisfaction Engagement 33 *Results for the New IQ for 2012 are not available.
Federal Employee Viewpoint Survey – Areas of Interest Needs Improvement Looking Good 85% 65% +11% +22% 60% 75% 55% -5% 65% +15% 50% 55% 45% 2016 2016 -13% 2017 2017 40% 45% 35% 35% -8% 30% 25% 25% Leaders Lead (Q.56) Cooperative (Q.59) Results-Oriented (Q.32) Fairness (Q. 37) Results-Oriented (Q.22) Job Satisfaction (Q.69) Employee New IQ HCAAF New IQ HCAAF HCAAF Engagement 34
People of OCFO Gender Race Hispanic 2% male 23% White Asian 49% 21% female Black or 77% African American 28% Education Age Group Professional 1% 26-29 60 or older 1% HS / GED 14% Masters 18% Some College 24% 50-59 6% 41% 30-39 22% Associates 2% Bachelors 49% 40-49 22% 35
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