Transcript Being An Effective USDA Special Emphasis Program Manager

Being An Effective USDA Special
Emphasis Program Manager
National Extension and Research
Administrative Officers Conference
Special Emphasis Programs
The term “special emphasis program” (SEP refers to
those programs that focus special attention on
certain specific groups as a result of a particular
law, regulation, or Executive Order.
SEPs were established to address the employmentrelated concerns of groups not specifically
included in other programs where a need for
special emphasis or employment concerns of
such groups has been demonstrated.
Special Emphasis Programs-Authorities
Statutory and Regulatory Authority
• Executive Orders, Federal Laws, and
Regulations
• USDA Departmental Regulations, DR4230-002
Purpose of Special Emphasis Programs
The purpose of the program is to provide focus
on issues such as employment, retention,
promotion, training, career development, and
advancement opportunities affecting
applicants and employees of USDA.
The Goal of Special Emphasis Programs
The goal is to get to a workplace where we can
focus on identifying and eliminating barriers
to recruitment, retention, career
enhancement, and other SEP issues.
Role of the Special Emphasis Program
Manager
• Assist leadership in identifying barriers or
potential barriers to hiring, development,
advancement and retention of minorities,
women, and persons with disabilities;
• Propose solutions to remove such barriers;
• Provide consulting and program support to
help eliminate barriers.
Role of the Special Emphasis Program
Manager
• Ensure the Special Emphasis Program is on equal
footing with all other Special Emphasis Programs.
• When appropriate, remind management to
include employees whenever other minority
groups are referenced.
• Advocate for inclusive language in all official
documents when possible.
Addressing Special Emphasis IssuesAlways Asking Questions
• How will this impact your SEP group?
• Is management being inclusive?
• Do we have a safe and inclusive work
environment?
• Do I have good communication with my Civil
Right Office, especially the Director?
• Do I enlist support from fellow SEPMs?
• Do I need help from the Agency or Department?
Special Emphasis Program Manager
Assignment
• Keep your immediate supervisor informed of
SEP activities.
• Ensure that an addendum exists to your
position description regarding collateral
duties.
• Memorandum of Understanding for SEPM.
Special Emphasis Program Manager
Assignment
• How, when, and length of time you will serve
as the SEPM will vary from agency to agency.
• Percentage of time spent on SEPM duties, 20%
work time is recommended.
• A separate stand alone element should be
included in your performance appraisal.
Reports, Data Sources, and
Terminology-Management Directive
• MD-715 is the policy guidance which the Equal
Employment Opportunity Commission (EEOC) provides to
federal agencies for their use in establishing and
maintaining effective programs of equal employment
opportunity under Section 717 of Title VII of the Civil Rights
Act of 1964, and Section 501 of the Rehabilitation Act of
1973.
• MD-715 provides a roadmap for creating effective equal
employment opportunity programs for all federal
employees as required by Title VII and the Rehabilitation
Act.
Reports, Data Sources, and
Terminology
• United States Equal Employment Opportunity
Commission: Home, Federal Agencies, Management Directives:
http://www.eeoc.gov/federal/directives/index.cfm
• Management Directives
MD 110: Federal Sector Complaint Processing
Manual
MD 715: EEO Reporting Requirements for Federal
Agencies
Reports, Data Sources, and
Terminology
• United States Office of Personnel Management-Reports
Portal: http://www.opm.gov/About_OPM/Reports/FEORP/index.asp
• OPM has the responsibility to annually report to Congress
on progress under the Federal Equal Opportunity
Recruitment Program (FEORP). The report is prepared in
compliance with the law (5U.S.C7201 and 5 CRR Part 720,
Sub-part B) and contains information on the representation
of minorities within the Federal Government and best
practices of Federal agencies. OPM is committed to, and is
taking aggressive action to ensure, diversity in the Federal
Government.
Reports, Data Sources, and
Terminology
• Civilian Labor Force (CLF) includes,
• Persons 16 years of age and over, except those
in the armed forces, who are employed, or
who are unemployed but seeking work.
Reports, Data Sources, and
Terminology-Civilian Labor Force (CLF)
• Percentages for each minority group presented in the
Federal Equal Opportunity Recruitment Program
(FEORP) report are derived from the Bureau of Labor
Statistics’ (BLS) Current Population Survey (CPS).
– Monthly survey of households.
– Conducted by the Bureau of the Census.
– Cover non-institutionalized individuals 16 years of age or
older, employed or unemployed, U.S. citizens and none- U.
S. citizens.
Analysis of Special Emphasis Program
Management
• Conduct an assessment of the program including an
analysis of the workforce data.
• Engage with special emphasis groups in the workforce
to identify concerns or issues related to their
employment, development, advancement, and
retention.
• Develop an understanding of the agency’s mission, and
be sensitive to shifts in occupations, policies, or
external factors that may impact the future workforce
of the agency.
What is a Trigger in Special Emphasis
Program Management?
• A trigger is a “red flag.”
• Triggers are conditions, disparities, or obstacles
warranting further inquiry.
• A trigger may be any piece of information(a statistical
barrier, a trend, etc.) that alerts the SEPM that
additional scrutiny of the area where the trigger
occurred is necessary. Agencies must investigate
triggers to determine whether actual barriers are at
work.
• Remember, triggers can lead to barriers, but not
always.
What is a Barrier in SEPM?
• A barrier is a policy, procedure, practice or
condition that limits employment opportunities
for members of a particular race, ethnic
background, gender, gender identity, sexual
orientation or perceived sexual orientation, or
because of a disability.
• Some barriers may be easy to identify.
• Other barriers are embedded in the day-to-day
procedures and practices of an agency and may
appear neutral.
Establishing and Maintaining
Relationships with SEPM
•
•
•
•
•
•
•
National SEPM
State Leadership and employees
Other SEPM
Organizations related to your SEP area
Colleges, Universities, Professional Organizations
Offices of Civil Rights
Human Resources
–
–
–
–
Recruitment efforts
Detail information
Training
Workforce data
Evaluating SEPM
• Maintain Program Records.
• Submit quarterly and annual accomplishment
reports to the NSEPM. Utilize these reports to
document progress.
Promote Diversity and Inclusion
• Be Honest: Recognize your own biases, prejudices and
values.
• Be a partner: Work on projects with members of groups
different from your own.
• Be a role model: Be vocal in opposing prejudice and help
educate others.
• Be a teacher: Teach tolerance, encourage openness, and
understanding.
• Be a student: Educate yourself and others.
• Be knowledgeable of the USDA Civil Rights Policy
Statement.
Addressing SEPM Issues
•
•
•
•
•
Employees will come to you.
Employees will seek you out as the expert.
Build your resources.
Be in continuous learning mode.
Employees with family or friends may seek you
out.
• Personal abuse or harassment-know how to refer
the impacted employee to Human Resources or
the Employee Assistance Program (EAP)
Addressing LGBT Issues
• Transitioning at Work
– Your job is to be consistent and a reliable resource
for management.
– Your job is to seek and recommend consultation
from HR, your national LGBT SEPM, and/or EAP.
– Educate the impacted workforce
– Take all comments and questions seriously.
Maurice W. Dorsey, Ph.D. National Program Leader for Public
Policy, NIFA Diversity Officer, and Special Emphasis Program Manager LGBT
For Further Information Contact
Thank You!
For Attending This Session!!!!