1. STRATEGIC ALIGNMENT: Align human capital policies to support the accomplishment of the agency's mission, vision, goals and strategies (which define its direction and its expectations for itself and its people.
| ACTION TO BE TAKEN | WHO IS RESPONSIBLE | WHEN COMPLETED | WHAT ARE PERFORMANCE MEASURES |
|---|---|---|---|
| Develop the EEOC workforce plan approach and methodology and link it to the planning and budget process | Agency executives with assistance from OHR and OCFO | Set methodology, linkages and approach in Phase One. | TBD |
| Complete entire effort by end of Phase Two | |||
| Develop an inventory of competencies required to perform mission-critical work such as investigation, litigation, mediation, analysis, and outreach and prevention. | Agency executives with assistance from the OHR | Phase One | TBD |
| Use the OPM analysis of employees eligible retiree, determine the gaps will create in individual offices, and ascertain the size of the pool needed to replace those who are retiring | Agency executives with assistance from the OHR | No later than the end of Phase Two | TBD |
| As part of the larger competency assessment process, review agency positions to determine which are appropriate and which need to be redesigned, including the issue of appropriate career ladder. Supervisor must be distinguished from production | OHR with significant input from agency executives | No later than the end of Phase Three | TBD |
| Obtain early out authority from the Office of Personnel Management | OHR with input from agency executives about which skill categories are to be retained and which are no longer needed | Agency must decide the order in which it wants to assess occupations and the related competencies. Most likely the investigator and attorney occupations will be the first reviewed. | TBD |
| Design and implement a career transition center | OHR under the direction of the executive management team | The workforce assessment should occur within three months of when the competency analysis is completed | TBD |
| Conduct a needs analysis to ascertain what clerical and support positions are needed to support mission critical occupations | OHR under the direction of the executive management team | The office-by-office analysis can begin immediately. | TBD |
| Work in partnership with the union as the agency makes decisions on strategic realignment | Supervisors, with input from employees and technical assistance from OHR | During every phase of the realignment efforts | TBD |
| Realign work to ensure technical and managerial staff work at their higher level duties | Executives, managers and supervisors with technical assistance from OHR | As soon as possible, but not later than the end of Phase Three | TBD |
| Design pilot(s) to test organizations that combine place-based, mobile and remote services | OHR in partnership with executives, managers, supervisors, employees and union representatives | Phase One | TBD |
| Realign operational legal work in OGC | Supervisors, with input from employees and technical assistance from OHR | No later than the end of Phase Four | TBD |
| Realign federal affirmative action programs to report directly to OFO | OFP, with assistance of the executive staff, OHR, OCFO | No later than the end of Phase Three | TBD |
| Consolidate administrative support functions in field offices | OGC, OLC with technical assistance from OHR | No later than the end of Phase Three | TBD |
| Determine if EEOC will provide support services directly. If yes, then locate them outside Washington, DC | OFO, affected Field Directors, with technical assistance from OHR, OCFO | Phase Two for decision; no later than the end of Phase Four for implementation | TBD |
| Develop costs and benefits of establishing full servicing agreement with DOI or other providers | OFP, OHR, OCFO with input from executive team and unions | Phase Two | TBD |
2. STRATEGIC COMPETENCIES (TALENT): Recruit, hire, develop, and retain employees with the strategic competencies for mission critical occupations.
| ACTION TO BE TAKEN | WHO IS RESPONSIBLE | WHEN COMPLETED | WHAT ARE PERFORMANCE MEASURES |
|---|---|---|---|
| Assess the EEOC workforce to determine who has the required competencies and who does not | Managers and supervisors with the assistance of OHR | Phase One for critical competencies | TBD |
| No later than the end of Phase Four for all others | TBD | ||
| Using the strategic competencies, identify internal and external recruitment sources at the entry, mid-level and senior level for each mission critical occupation | OHR under the direction of the executive management team | Within three months of when the competencies are completed | TBD |
| Develop a recruitment plan for each mission critical occupation, develop the recruitment sources | OHR in partnership with the managers and supervisors in the mission critical function | Within three months of when the competencies are completed | TBD |
| Streamline recruitment and hiring processes so that they contribute to attracting and retaining staff talent | OHR with input from supervisors, managers, executives and union | No later than the end of Phase Three | TBD |
| Ensure that executives and leaders hired, promoted and rewarded within the EEOC have sufficient technology competence to accomplish the agency’s mission | OHR during recruitment process Selecting official |
Phase One and continuing | TBD |
3. LEADERSHIP: Ensure leadership in the agency inspires, motivates, guides others toward goals; coaches, mentors, challenges staff; adapts leadership styles to various situations; models high standards of honesty, integrity, trust, openness, and respect for individuals by applying these values.
| ACTION TO BE TAKEN | WHO IS RESPONSIBLE | WHEN COMPLETED | WHAT ARE PERFORMANCE MEASURES |
|---|---|---|---|
| Develop a model of leadership that integrates achieving results, leveraging resources, maintaining accountability, and improving organizational culture | Chair with assistance from Commissioners, executive staff, and OHR | Phase Two | TBD |
| Ensure that leaders understand their technology responsibilities | Each executive with assistance from OIT and OHR | No later than the end of Phase Two for current executives. As hired or promoted for future executives |
TBD |
| Design a leadership development program that incorporates the leadership model developed for the agency. The program should incorporate the recommended actions from the Academy report, including the requirement to technology literacy. | Executive management team with assistance from OHR | 50% of the critical courses should be available by the end of Phase Three Remainder by the end of Phase Five Consider in-house, OPM, universities and other agencies and sources for training activities |
TBD |
4. PERFORMANCE CULTURE (STRATEGIC AWARENESS): Create a culture that motivates employees for high performance, based on their contributions to the work of the organization, and common values while ensuring fairness in the workplace.
| ACTION TO BE TAKEN | WHO IS RESPONSIBLE | WHEN COMPLETED | WHAT ARE PERFORMANCE MEASURES |
|---|---|---|---|
| Identify role changes related to changes in mission critical work and develop performance elements to properly reflect the changed performance expectations | Managers and supervisors with technical assistance from OHR | Within three months after new roles are defined | TBD |
| Revise individual performance appraisal elements to reflect changes in role and the linkage to organizational performance goals for employees at all levels | Employee and his/her supervisor with assistance from OHR | Within 30 days of receiving training of the role changes and the related performance requirements | TBD |
| Revamp agency awards program to ensure that it links performance requirements, talent needs, cost and funding, and culture and branding | Executive management team with technical assistance from OHR | No later than the end of Phase Two | TBD |
| Revise the process for evaluating, counseling and, if necessary, terminating poor performers | Executive management team with technical assistance from OHR and appropriate input from union | No later than the end of Phase Three | TBD |
| Develop performance elements and standards the directly link agency employee efforts with impact on employment discrimination | Executive management team with technical assistance from Office of Field Programs, Office of Federal Operations, OHR | Initial indicators as soon as the agency?s strategic plan is completed; refine as experience is gained | TBD |
| Develop performance elements and standards to reflect the delegation of resource management authority to field and headquarters managers | Executive management team with technical assistance from OHR and OCFO | Three months prior to delegation of the authority | TBD |
| Develop appropriate qualitative and quantitative performance measures for each agency occupation | Program manager with technical assistance from OHR | Three months prior to employee being assessed with these measures | TBD |
5. LEARNING (KNOWLEDGE MANAGEMENT): Promotes knowledge-sharing culture and
a climate of openness; promote continuous learning and improvement.
| ACTION TO BE TAKEN | WHO IS RESPONSIBLE | WHEN COMPLETED | WHAT ARE PERFORMANCE MEASURES |
|---|---|---|---|
| Prepare a comprehensive cost estimate for skill development needs so that the EEOC can present an integrated strategy with cost implications to the Office of Management and Budget | OHR with the assistance of OCFO | For critical skills and those already known through prior assessment efforts, complete in Phase One. The funding level EEOC had in FY1999 provides a useful point of departure for costing estimates. | TBD |
| Using the identified strategic competencies, identify/develop training programs to ensure that the workforce has the knowledge and skills needed to perform mission critical work | OHR under the direction of the executive management team, with appropriate input from union | Within six to nine months after the competencies are identified | TBD |
| Provide adequate training and career development for administrative and support staff | OHR with assistance from supervisors, employees and appropriate input from union |
Complete planning in Phase One Execute as needed through out each year |
TBD |
| Develop a computer based IDP process for each employee | OHR with assistance from OIT | No later than the end of Phase Three | TBD |
| Develop the computer based IDP for each employee | Employee and his/her supervisor, with assistance from OHR | Within 30 days of receiving training on the required competencies and the new IDP methodology | TBD |
| Develop a multi-year agency training plan anchored in the competencies required for mission critical staff. | Executive management team with technical assistance from OHR and the Office of Finance | To be submitted for the FY2005 budget, or earlier if that is possible in the budget cycle | TBD |
| Provide training to executives, managers, supervisors, employees and their union representative on the agency?s revised approach to improving employee performance | OHR under the direction of the executive management team, with input from union officials | Pilot course available within three months of the system redesign | TBD |
| As new software and hardware systems are installed, ensure that staff receive appropriate instruction in the use of these new capabilities | OIT with technical assistance from OHR | Prior to system implementation | TBD |
| Design the appropriate training for executives, managers, supervisors and staff for telecommuting | OHR with appropriate input from executive leadership team and the union | Prior to employees beginning telecommuting assignment | TBD |
| Develop training course for all involved in delegation of resource management authority to field and headquarters executives, managers, and supervisors | OCFO with technical assistance from OHR and input from those who will receive the delegation | Three months prior to delegation of authority for formal course. | TBD |
| On-the-job training for the same, on a rotational basis through CFO/OB | Field & program budget staff rotations through CFO/OB during months after course. | ||
| Develop training to teach executives, managers, supervisors, employees about the qualitative and quantitative performance measures for their occupations | OHR | One month prior to application of performance measures | TBD |
| Provide executives, managers & supervisors training on communications techniques | OHR in partnership with the Office of Communications and Legislative Affairs | No later than the end of Phase One | TBD |
| Develop and provide training for staff assigned to the National Call Center | OHR with input from National Call Center managers and employees | 1-3 months prior to establishing National Call Center | TBD |
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