1. OFFICE OF DIVERSITY AND INCLUSION (ODI) OFFICE OF DIVERSITY AND INCLUSION (ODI) U.S. Department of Veterans Affairs Charlie Norwood VA Medical Center May 10, 2012 Mr. Andy Gonzalez, EEO Specialist, VA Office of Diversity and Inclusion (VACO)

2. 2 Special Emphasis Programs Authority Employment Program Legal Authority Employment Program Objectives SEPM Knowledge, Skills, and Abilities Roles and Responsibilities A.S.P.I.R.E. Summary Subject Matter Overview

3. 3 In 1969 Executive Order 11478 establishes Equal Employment Opportunity in the Federal Government.Executive Order 11478 29 CFR 1614 (EEO) 5 CFR Part 720 (HR) Special Emphasis Employment Program: Legal Authority

4. 4 Primary Role of Special Emphasis Program Manager (SEPM) is to work WITH management, as a part of the management team, to address barriers to Equal Employment Opportunity such as personnel/employment policies, procedures & practices that may have a negative or discriminatory impact on the demographic group they correspond to. Primary Role

5. 5 Assist managers to Identify potential discriminatory practices for the purpose of elimination Monitor workforce for areas of under-representation or underutilization Evaluate employment practices for potential unequal/adverse impact or treatment Recommend changes to managers and eliminate barriers Market the program and its educational opportunities SEPM Objectives

6. 6 Know Your Workforce Knowledge of applicable EEO and HR policy Knowledge of employee concerns Skill in identifying internal and external recruitment efforts along with retention and reward programs Skill in recommending to top management changes in personnel policies, practices, and procedures Ability to initiate Affirmative Employment efforts Ability to monitor and evaluate Affirmative Employment Program Progress and evaluate results SEPM Knowledge, Skills, and Abilities

7. 7 Analyzes workforce profile statistics to determine underrepresentation, underutilization, and hiring trends pertaining to employees. Identifies barriers, both internally and externally, that impede equitable employment. Builds partnerships with Human Resources and Outreach professionals in an effort to define recruitment and succession planning goals. Works to link the organization’s mission to diversity initiatives and affirmative employment goals. Provides advice and assistance in building a performance management system that holds managers and supervisors accountable to hiring and retaining a diverse, inclusive workforce. SEPM Roles and Responsibilities

8. 8 Serves as an internal consultant to management, meeting and discussing employment challenges and concerns. Creates and/or delivers training on issues regarding civil rights compliance and cultural sensitivity. Develops strong relationship with SEPMs inside and agency in an effort to research and implement best practices. Seeks to form partnerships/working relationships with Affinity organizations that can help us achieve our recruitment, employment, and training goals. Coordinates and implements activities in observing applicable Heritage Month. SEPM Roles and Responsibilities

9. 9A.S.P.I.R.E. Assess/Analyze Strategize Plan Implementation Review Evaluate

10. 10 Population Demographics Workforce Succession Plans Areas of under-representation exist Training utilization stats & policies Awards distribution stats & policies Hiring and Separation stats Retirement eligibility Promotion stats Applicant Flow Barrier analysis Generational Differences Complaints and Corrective Actions Legislative initiatives Managerial Performance Standards Assess/Analyze

11. 11 Employment Tenure Total Employees RACE/ETHNICITY Hispanic or Latino Non-Hispanic or Latino White Black or African American Asian Native Hawaiian or Other Pacific Islander American Indian or Alaska Native Allmalefemalemalefemalemalefemalemalefemalemalefemalemalefemalemalefemale TOTAL Prior FY #37,20418,81218,39270894515,47412,7411,5653,7949207012739118172 %100.0%50.6%49.4%1.9%2.5%41.6%34.2%4.2%10.2%2.5%1.9%0.1% 0.3%0.5% Current FY #36,66618,67517,99164284315,35512,4321,5923,7699377302634123183 %100.0%50.9%49.1%1.8%2.3%41.9%33.9%4.3%10.3%2.6%2.0%0.1% 0.3%0.5% CLF (2000) %100.0%53.2%46.8%6.2%4.5%30.0%33.7%4.8%5.7%1.9%1.7%0.1% 0.3% Difference #-538-137-401-66-102-119-30927-251729-5511 Ratio Change%0.0%0.4%-0.4%-0.2% 0.3%-0.3%0.1% 0.0% Net Change%-1.4%-0.7%-2.2%-9.3%-10.8%-0.8%-2.4%1.7%-0.7%1.8%4.1%-3.7%-12.8%4.2%6.4% PERMANENT Prior FY #34,52117,50517,01663581614,47711,8651,4383,5198226332636107147 %100.0%50.7%49.3%1.8%2.4%41.9%34.4%4.2%10.2%2.4%1.8%0.1% 0.3%0.4% Current FY #33,87317,29516,5786077891425511508144634348486592634113154 %100.0%51.1%48.9%1.8%2.3%42.1%34.0%4.3%10.1%2.5%1.9%0.1% 0.3%0.5% Difference #-648-210-438-28-27-222-3578-8526 0-267 Ratio Change%0.0%0.4%-0.4%0.0% 0.1%-0.4%0.1%-0.1%0.1% 0.00% 0.02%0.03% Net Change%-1.9%-1.2%-2.6%-4.4%-3.3%-1.5%-3.0%0.6%-2.4%3.2%4.1%0.0%-5.6%5.6%4.8% Workforce Analysis

12. 12 Representation in 20 MCOs Workforce Analysis

13. 13 Targeted Recruitment and Retention Strategies - Job Vacancies and Announcements - Estimate of Opportunities - Educational Requirements - Ranking and Rating Factors - Awards programs Develop Training Programs - Preparing Resumes - Recruitment Strategies for Supervisors - Membership Organization Pipeline building - Career Counseling and Development - Mentoring/Coaching Accountability Recommendations - Diversity-business integration - Business case development - Leverage reward potentialStrategize

14. 14 Strategize (sample)

15. 15 Meet with management to discuss objectives. Market a strategy to address issues identified in the Assessment/Analysis step. Identify what success looks like Develop a work plan based on strategic vision. Seek to identify environment of functional accountability Meet with management. Incorporate results of analyses & actions that need to be taken into your respective Agency.Plan

16. 16 Plan (sample)

17. 17 Identify short and long term projects Set personal goals for program success Talk to people Develop a committee to help with implementation Don’t promise more than you can deliverImplement

18. 18 Monitor progress in all areas of your plan Assess personal performance and that of your team Check with supervisor on progress Identify possible future areas of opportunity for actionReview

19. 19 Identify what works and does not work Determine return on investment Identify areas of expansion or contraction Rework your planEvaluate

20. 20 Legal authority exist for the SEP Employment Program. As a SEPM, you are a part of the Management Team. Your primary role is to work WITH management to address barriers that may have a negative or discriminatory impact on their constituencies. As an SEPM, you should be viewed as the Subject Matter Expert and Staff Advisor relative to employee issues/concerns. Goals of Special Emphasis Programs are to assist management in eliminating discriminatory practices/policies and areas of under-representation/underutilization. A.S.P.I.R.E. can be a powerful tool. Summary

21. 21 o VA Office of Diversity and Inclusion (VACO Station 101) o Andy.gonzalez@va.gov o (202) 299-4320 Parting Thought

22. QUESTIONS? QUESTIONS? Office of Diversity and Inclusion U.S. Department of Veterans Affairs (202) 299.4320 odi@va.gov