Return to Home PageEEOC is committed to maintaining a competent staff that can deliver fair and effective service to each of our constituencies. To meet this goal, EEOC is focusing on innovative means for continuous improvement of staff skills, such as using technology-based self-paced training modules that can be delivered through the agency's Wide Area Network (WAN), and building continuing learning networks through Quality Peer Review. The following factors will impact EEOC's efforts:
STRATEGIC GOAL 3
Enhance Agency Effectiveness to Achieve our Mission and Strategic Goals by Providing Executive Direction and Support and Building Institutional Knowledge.
Strategic Objective 3.1.
Enhance staff capabilities and substantive knowledge to improve work processes and job functions through training, partnership, team-based approaches, and customer-based principles.
| STATEMENT | 1999 | 2000 | 2001 | 2002 | |||
|---|---|---|---|---|---|---|---|
| NO. | Target | Results | Target | Results | Target | Target | |
| 3.1.1. | Train EEOC employees. | Train all employees. | Trained virtually all employees. | Train employees implem. the Comp. Enf. Program (CEP). | Trained 82% of employees implem. CEP. | Identify critical skill gaps and conduct training to address them. | Continue training in identified areas of critical skill gaps. |
| 3.1.2. | The number of training prototypes developed from approaches identified for technology-based learning. | X | X | X | X | Identify tech-based learning approaches. | Develop at least one prototype. |
| 3.1.3. | The number of training videos prepared on recently adopted Commission guidance and distributed for EEOC employees. | X | X | X | X | 2 | 2 |
| 3.1.4. | The number of EEOC offices piloting and implementing the Quality Peer Review Program for the outreach and initial contact phases of the private sector enforcement process. | X | X | X | X | Pilot in 3 field offices. Prepare to implement in FY2002. |
Implement in 5 field offices. Develop an additional peer review module for investigations. |
| 3.1.5. | The percent of participants rating each Technical Assistance Program Seminar (TAPS) overall quality as acceptable or better. | X | X | X | X | 90% | 90% |
As "A" cases became a greater proportion of our private sector charge inventory and as consolidated cases add complexities in the federal sector program requiring more knowledge and skills to process, we developed a single measure to address these issues and support the continued implementation of the CEP initiative (measure 3.1.1) for fiscal year 2000 that we will continue into fiscal years 2001 and 2002. Additionally, four measures were added in fiscal year 2001 to address a need for enhanced training and effective feedback on the quality of our services to our customers (measures 3.1.2, 3.1.3, 3.1.4 and 3.1.5). We will continue these measures in fiscal year 2002.
In fiscal year 2002, we will continue to focus on training newly hired attorneys, investigators and mediators, using customized training for front-line staff who will serve in these high contact positions. Additionally, through the use of National Training Pilots that we developed in fiscal year 2001, the agency plans to provide training in areas where we have identified critical skill gaps for front-line and management staff. During fiscal year 2002, EEOC will provide training to mediators in advanced mediation skills and investigators in enhanced enforcement skills in wage discrimination, conciliation/settlements and interviewing techniques. We also plan to design and pilot a course in cultural competency to equip staff with the necessary skills to attain CEP outreach goals and improve their ability to understand differences and minimize internal work place conflict.
Our assessment of agency staff has clearly identified a need to provide customized EEOC-focused supervisory training for new supervisors and existing managers who have been promoted based on their strong enforcement and/or technical skills, but who have not had an opportunity to develop the requisite interpersonal and leadership skills associated with managing others. To satisfy this need, we plan to provide training which focuses on managing in the EEOC culture, enhancing communication skills, understanding change and equipping managers with the tools to effectively deal with conflict and diversity.
Another critical need involves succession planning for agency leadership. As is the case in many other federal agencies, EEOC is facing the loss of a large number of Senior Executive Service staff within the next two to three years, with 63% of the agency's SES staff becoming eligible to retire by 2004. Within the ranks of the District Directors, the most numerous category of SESers, turnover expected is even higher, at 76%. Therefore, during fiscal year 2002, we will continue to invest in the development of the next cadre of senior managers through an SES Candidate Development Program.
As the demand for training resources continues to grow at the same time that the Commission works to satisfy competing needs in core programs, we have focused on alternative methods of satisfying training requirements that will allow us to reach large segments of our employees with minimal levels of funding. Alternative methods include the use of Quality Peer Review and technology-based learning approaches. Performance measures 3.1.2., 3.1.3, and 3.1.4 address these alternative approaches.
During fiscal year 2001, we will pilot the first two components of the QPR Program (outreach and initial contact) in 3 offices, refine the approach, and prepare for implementation in fiscal year 2002. In fiscal year 2002, Quality Peer Reviews will be conducted by a team of experienced EEOC employees/peers at 5 field offices (10% of our field offices) to assess program results, improve operations and identify best practices. In addition, we will expand the Program to cover another area of the Commission's private sector program, such as investigation, for implementation in fiscal year 2003. The QPR program uses a systematic approach, including established guidelines, standards and measures, to facilitate peer assisted reviews and foster a climate of continuous improvement. Dialogue among peers in the offices reviewed will result in quality improvements, and by disseminating the results nationwide, service to our customers will be improved.
Other innovative methods for reaching staff include technology-based self-paced learning tools and training videos, which can be readily disseminated through the agency's technology infrastructure. EEOC plans to develop at least one technology-based prototype and 2 training videos on recently adopted Commission guidance in fiscal year 2002.
EEOC conducts a variety of Technical Assistance Seminars for private and federal sector customers, and we have set a quality standard of 90% of the participants rating quality as acceptable or better (measure 3.1.5) for both fiscal years 2001 and 2002.
This page was last modified on May 3, 2001.