Priority Framework strategies Score
Priority FOCSE Commponent Score
Workforce Planning & Organization Design Workforce Planning & Organization Design Workforce Planning & Organization Design Workforce Planning & Organization Design Workforce Planning & Organization Design A flow chart describing the MITRE Equity in Workforce Strategy Framework A flow chart describing the MITRE Equity in Workforce Strategy Framework A flow chart describing the MITRE Equity in Workforce Strategy Framework A flow chart describing the MITRE Equity in Workforce Strategy Framework A flow chart describing the MITRE Equity in Workforce Strategy Framework A flow chart describing the MITRE Equity in Workforce Strategy Framework

Employee Selection

Employee recruitment and selection procedures are used as a basis for making employment decisions related to hiring and promotion. Equity in employee recruitment and selection is a legal imperative reflected in the Uniform Guidelines on Employee Selection Procedure. Federal agencies are required to recruit from a diverse, qualified group of potential applicants to secure a high-performing workforce drawn from all segments of American society. This element includes recruiting develop strategies to attract talent to the organization, conducting a job analysis to determine the competencies required or hiring, developing an assessment strategy for selecting the candidates, and the design of assessment instruments.

Important aspects for addressing equity include:

    Developing an assessment strategies that are fair and unbiased with linkages to job needs
    Providing transparent processes that allow employees to compete for job opportunities
    Actively recruiting from a diverse applicant pool

Aligned FEVS Question(s):

    My supervisor is committed to a workforce representative of all segments of society.
    Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated.
    Prohibited Personnel Practices (for example, illegally discriminating for or against any employee/applicant, obstructing a person's right to compete for employment, knowingly violating veterans' preference requirements) are not tolerated.

Key questions to consider to address equity:

    How does the agency design and perform strategic outreach and recruitment to reach all segments of society?
    How does the agency collect and analyze applicant flow data from workforce diversity mix?
    How does the agency coordinate outreach and recruitment strategies to maximize ability to recruit from a diverse, broad spectrum of potential applicants, including a variety of geographic regions, academic sources, and professional disciplines?
    How do we ensure that outreach and recruitment strategies designed to draw from all segments of society, including those who are underrepresented, are employed when using staffing flexibilities and alternative hiring authorities?
    How do we develop strategic partnerships with a diverse range of colleges and universities, trade schools, apprentice programs, and affinity organizations from across the country?
    Do we involve managers and supervisors in recruitment activities and take appropriate action to ensure that outreach efforts are effective in addressing barriers?
    Do we review and ensure that student internship and fellowship programs have diverse pipelines to draw candidates from all segments of society?
    Do we review results of barrier analyses required under MD 715, develop action plans to eliminate any identified barrier(s), and coordinate implementation of action plans?
    How do we use Schedule A hiring authority for people with disabilities and Veteran Hiring Authorities as part of strategy to recruit and retain a diverse workforce?
    Do we support Special Enhanced Programs (SEP) and appoint SEP Managers as advisors on hiring, retaining and promoting a diverse workforce?

Employee Development

Employee development includes assessing the necessary skills to meet current and future job demands by developing coaching and training interventions. This includes the design and assessment of both technical and non-technical competencies, as well as leadership development. Some methods of employee development occur on the job while other development occurs at training facilities or online methods to develop employees.

Important aspects for addressing equity include:

    Ensuring that training opportunities are equally distributed
    Fairness in decisions for who is eligible for training resources
    The creation of upward mobility for under-represented groups
    Development of talent pipelines

Aligned FEVS Question(s):

    I feel encouraged to come up with new and better ways of doing things.
    My talents are used well in the workplace.
    My supervisor provides me with constructive suggestions to improve my job performance.
    In the last six months, my supervisor has talked with me about my performance.
    Employees have a feeling of personal empowerment with respect to work processes.

Key questions to consider to address equity:

    How do we promote diversity and inclusion in leadership development programs?
    Do we ensure all employees have access to diversity and inclusion training and education, including the proper implementation of the agency-specific diversity and inclusion strategic plan?
    Are training opportunities equally distributed?
    Is there fairness in decisions for who is eligible for training resources?
    Are there upward mobility programs for under-represented groups?
    How do we develop talent pipelines? How will you develop your leaders?
    How can we create knowledge and transfer across your organization? How can we support a learning organization?
    How do we onboard and integrate new employees?
    How will we keep technical skills current? How will you anticipate future needs?
    Do you review leadership development programs, determine whether they draw from all segments of the workforce, and develop strategies to eliminate barrier(s) where they exist?
    Does the organization offer mentoring programs within agencies for employees at all levels with an emphasis on aspiring Executive level employees?
    Does the organization develop and implement a succession planning system for mission-critical occupations that includes broad outreach to a wide variety of potential leaders?
    Are leaders trained regarding relevant legal requirements?

Employee Performance

Employee performance includes all elements of the performance management cycle. Performance management is the systematic process of planning work and setting expectations, monitoring performance, developing the capacity to perform, rating performance, and rewarding good performance. While employee performance is distinct from organizational performance, there are linkages to the measurement of metrics and outcomes at the individual and organizational levels.

Important aspects for addressing equity include:

    Setting expectations that are consistent across employees
    Monitoring performance in a way that is fair across employees
    Providing employees with the work assignments and opportunities
    Using consistent standards for rewarding good performance
    Rating performance regularly across all groups

Aligned FEVS Question(s):

    In my work unit, steps are taken to deal with a poor performer who cannot or will not improve.
    My supervisor is committed to a workforce representative of all segments of society.
    In my work unit, differences in performance are recognized in a meaningful way.
    Awards in my work unit depend on how well employees perform their jobs.
    Creativity and innovation are rewarded.
    Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated.
    My supervisor provides me with constructive suggestions to improve my job performance.
    In the last six months, my supervisor has talked with me about my performance.

Key questions to consider to address equity:

    How does leadership demonstrate leadership accountability, commitment, and involvement regarding diversity and inclusion in the workplace?
    How do we measure performance?
    What do we do to reward people?
    How do we improve poor performance?
    What points in the employees’ journey can help supervisors identify when to engage more?
    How will this impact retention and future performance?
    Is the value of workforce diversity and inclusion affirmed in each agency’s strategic plan and include them in workforce planning activities?
    Is there an agency-specific diversity and inclusion plan? Do we implement that plan, through the collaboration and coordination of the Chief Human Capital Officer, the EEO Director, and agency leadership?
    Do all SES members, managers, supervisors and employees throughout the agency have performance measures in place to ensure the proper execution of the agency’s strategic plan, which includes diversity and inclusion?
    Do we develop and widely distribute a set of diversity and inclusion measures to track agency efforts and provide a mechanism for refining plans?

Engagement & Culture

Culture of an organization includes the values, norms, attitudes, beliefs and behavioral meanings that are shared by members of group. Engagement specifies the connection that employees have to their work, their organization, or the people they work and the effect of that connection to produce better results for the organization.

Important aspects for addressing equity include:

    Determining if there are signals that are sent to employees that signal cultural attributes
    Identifying and addressing elements of culture that unfairly promote or deny benefits to certain employees
    Identifying whether cultural norms signal to certain employees that they are included or excluded

Aligned FEVS Question(s):

    I feel encouraged to come up with new and better ways of doing things.
    My supervisor supports my need to balance work and other life issues.
    My supervisor is committed to a workforce representative of all segments of society.
    My supervisor listens to what I have to say.
    My supervisor treats me with respect.
    Managers promote communication among different work units (for example, about projects, goals, needed resources).
    Supervisors work well with employees of different backgrounds.
    Creativity and innovation are rewarded.
    Supervisors work well with employees of different backgrounds.
    Employees have a feeling of personal empowerment with respect to work processes.
    Managers support collaboration across work units to accomplish work objectives.
    I have enough information to do my job well.

Key questions to consider to address equity:

    Do employees feel that they are treated fairly?
    Do we support participation in employee affinity and resource groups and provide such groups with access to agency senior leadership?
    Do we employ a diversity and inclusion dashboard with metrics as a tool for agency workforce planning and reporting?
    Do we recognize and hold to account cultural attributes that promote diversity, equity and inclusion in the workplace?
    Do we assess if elements of our culture unfairly promote or deny benefits to certain employees?
    Do we address diversity, equity and inclusion is an essential part of culture and engagement? Do we identify whether cultural norms signal to certain employees that they are included or excluded?
    Do employees feel psychological safety in the workplace?/ol>
      Do we apply flexible workplace policies that encourage employee engagement and empowerment, including, but not limited to, telework, flexplace, wellness programs, and other work-life flexibilities and benefits?
      How do we cultivate a culture that encourages collaboration, flexibility, and fairness to enable individuals to contribute to their full potential and further retention? Do we cultivate a supportive, welcoming, inclusive and fair work environment?
      Do we comply full and in a timely manner with all Federal laws, regulations, Executive orders, management directives, and policies related to promoting diversity and inclusion in the Federal workforce?
      Do we submit timely reports to the U.S. Office of Personnel Management (OPM) reports required by Federal laws, regulations, Executive orders, management directives, and policies. Where an agency fails to do so, OPM will issue a Diversity and Inclusion Improvement Notice and notify the President’s Management Council (PMC) of the deficiency?