States
imental Protection
Human Resource
Management
(PM-215)
eeting The Challenge
Human Resources
Management At EPA
Printed on Recycled Paper
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As a society and as an Agency, we have made significant
progress in recognizing and reducing many major threats to
our environment. However, environmental problems of
great complexity are still with us, and judging by past ex-
perience, equally vexing problems will await us when these
are solved. EPA's mission of protecting the environment
will continue to be difficult and complex.
Equally difficult is the task of maintaining a highly competent
workforce to accomplish that mission. The growing demand
for skilled and talented people, combined with a shrinking
labor pool, means we must be consistently creative in our ap-
proach to Human Resources Management. Our success
depends upon our ability to attract and keep "the best and
brightest." This is a great challenge. This report describes
how we are MEETING THE CHALLENGE.
Charles L. Grizzle'
Assistant Administrator
Office of Administration and Resources Management
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Member 23
Accession Number
Main Title
Publisher
Year Published
OCLC Number
Holdings
249450
Meeting the challenge human resources management
at EPA /
United States Environmental Protection Agency,
1989
36874688
EJBD
I I
I I
EPAX 9705-0002
Press ENTER to continue >
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MEETING THE CHALLENGE
Human Resources Management at EPA
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Table of Contents
INTRODUCTION 1
The Challenge 2
FINDING THE RIGHT PEOPLE 4
Direct Hire Authority 4
Delegated Examining Authority 5
EPA Office of Employment Services (EOES) 5
Job Fairs 6
Cooperative Education Program 6
Outstanding Scholar Program 7
Affirmative Action 7
Affirmative Action in the Senior Executive Service 9
GLO (Greater Leadership Opportunities) Program 10
Women's Executive Leadership (WEL) Program 10
Upward Mobility Program 10
Persons with Disabilities 11
REALIZING OUR FULL POTENTIAL 13
Staff Development 13
EPA Institute 13
EPA Mid-Level Development Program 16
Secretarial Development Program 16
Rotational Assignment Program 17
Organizational Development 17
Managerial Excellence 17
Pre-Supervisory Training 18
Framework for Achieving Managerial Excellence 18
SES Candidate Development Program 19
Environmental Management Seminars 20
Senior Executive Service (SES) Forums 20
EPA Management Intern Program 21
Presidential Management Intern Program 22
Executive Potential Program 22
Public Health Service 22
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Technology Transfer 23
Institute Scholars Assisting Indian Nations 23
Intergovernmental Personnel Act (IPA) Assignments.. 24
FULFILLING EMPLOYEE NEEDS 25
New Employee Orientation 25
Flexitime 25
Flexiplace 25
Compressed Work Week (CWW) 26
Leave Transfer 26
Leave Bank 26
One-Stop Shopping 27
Employee Counseling and Assistance Program 27
Wellness Programs 27
Caregiving 28
Day Care Centers 28
Recognition 29
Performance Management and Recognition System
(PMRS) 29
Honor Awards 30
Presidential Rank Awards 30
Lee M. Thomas Excellence in Management Award 30
Involvement and Participation 31
National Human Resources Council 31
Local Human Resources Councils 31
Employee Interest Groups 32
Labor/Employee Relations 33
Employee Evaluation of Supervisors 33
Partners in Education 34
Regional Partnerships 35
EPA Band and Chorus 35
CONCLUSION 36
EPA'S PEOPLE (A Snapshot) 37
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INTRODUCTION
EPA has made remarkable progress in protecting human health and
the environment in its short twenty-year history. Our air is cleaner
and healthier than it was in the 1960's; many rivers, streams and lakes
have been made safe for fishing and swimming; the use of many harm-
ful pesticides has been cancelled, suspended or restricted. (The resur-
gence of the bald eagle and the peregrine falcon is the result of EPA's
ban on the use of DDT.)
These accomplishments are more remarkable when we consider that
in the last twenty years, the US population has increased by 25%, there
are more cars on the road traveling more miles, and more manufac-
turing facilities are producing more products.
However, much remains to be done. Many of America's cities still
have dirty air; our wetlands are disappearing at an alarming rate; our
oceans, estuaries and beaches are victims of intensive development;
many urban areas face a mounting crisis over garbage disposal.
Many problems are global, crossing national boundaries.
Chlorofluorocarbons are threatening the stratospheric ozone layer;
carbon dioxide emissions are causing a gradual warming of the earth's
atmosphere; plants and animals worldwide are becoming extinct at an
alarming rate; acid rain is wreaking havoc in the northeastern United
States, southeastern Canada and Europe.
We are gradually coming to realize that there is no such place as "away,"
where we can throw things, and therefore EPA is placing more em-
phasis on pollution prevention in all its programs.
There is no such place as "away," where we can throw things.
In the largest sense, the earth is a single, integrated ecosystem, shared
by all the people living on it. The United States Environmental Protec-
tion Agency is looked to for world leadership in solving problems of
mind boggling complexity. We must have the very best people to do
the job.
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Meeting the Challenge
The Challenge
The success of EPA depends on the success of its people. Ad-
ministrator William K. Reilly said at the first EPA General Staff meet-
ing held at Constitution Hall on March 21,1989:
"/ want to ensure the continuation of the very strong human resources
program begun here at EPA five years ago...The success or failure of all
that we do...depends on our people...I want EPA to attract the best,
develop the best and retain the best..."
"...The success or failure of ail that we do...depends on our
people..."
Attracting talented people to growing organizations (and developing
and retaining them) in a time of increasingly complex technology is the
major challenge facing EPA and its competitors in the marketplace.
This report is about how EPA is meeting that challenge.
The following figures, taken from "CHANGING AMERICA: The
New Face of Science and Engineering" (September 1988), show why
this is not an easy challenge:
The population of 18 - 24 year olds, from which we draw most
entry level people, will decrease by 19% between 1980 and
2000, while the general population will increase by 18%.
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Meeting the Challenge
DECREASE IN POPULATION OF 18-24 YR. OLDS
COMPARED TO INCREASE IN GENERAL
POPULATION FROM 1980 - 2000
30%
20%
10%
AO/
0%
-10%
-20%
Pl^^i
(ill
18-24
Year Olds
-30%
General
Population
(2000)
K>)
(1880)
Between 1988 and 2000, more than 90,000 Federal jobs will be
added in the highest skill categories, that is, requiring a college
degree.
By the year 2000,85% of new entrants to the workforce will be
women or minorities, including immigrants. The percentage of
handicapped persons entering the workforce will also rise.
By the year 2000, 85% of new entrants to the workforce will be
women or minorities.
By the year 2000, 47% of our schoolchildren will be black or
Hispanic (the figure is now 25%). In California, Texas and New
Mexico, the figure is already approaching that.
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Meeting the Challenge
FINDING THE RIGHT PEOPLE
EPA's uniquely appealing mission of protecting human health and the
environment is an important factor in attracting talented, idealistic
people. This, combined with an intensive recruitment outreach
program that emphasizes our mission, has helped us hire over 2,000
people in the last two years, more than half in scientific/technical oc-
cupations. With this sizable influx of workers, we have a grand oppor-
tunity to seek out highly skilled employees who are committed to
public service and to the protection of the environment. There are a
number of ways EPA is attracting the "best and brightest."
Direct Hire Authority
Through Direct Hire Authority, we can hire qualified people in
selected disciplines "on-the-spot," without going through the Office of
Personnel Management (OPM) register process. Currently, we have
Direct Hire Authority nationwide for engineers (grades 5-11) and ac-
countants (grades 5-9). We also have it for computer specialists and
clerical/secretarial personnel at Headquarters and some field offices.
Several Regional Offices and Laboratories have direct hire authority
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Meeting the Challenge
for environmental scientists, chemists, hydrologists, geologists, com-
puter specialists and accounting technicians.
Direct Hire Authority is a very useful tool, enabling personnel officers
and program managers, working together, to hire qualified and hard-
to-find people quickly and easily. It is especially popular in our field
offices where it is used mostly to hire scientists and engineers.
Last year EPA hired 473 people directly. Sixty-one percent of them
were in engineering/scientific/technical disciplines, with the largest
single category being Environmental Engineers. Thirty-six percent
were in secretarial/clerical occupations.
DIRECT HIRES IN FY 1988
36% were in
secretarial/
clerical
occupations
all other
(3%)
61% of direct
hires were in
engineering/
scientific/
technical
occupations
Delegated Examining Authority
Through Delegated Examining Authority (DBA), we examine
applicants' qualifications and compile a list of those eligible for
employment, again without going through OPM. In hard-to-fill oc-
cupations, such as science and engineering, we sometimes have dif-
ficulty finding any qualified applicants. In such cases, EPA may hire
qualified applicants on-the-spot. Last year we hired 81 people using
DEA, an increase of 23% over the previous year's 66.
EPA Office of Employment Services (EOES)
The EOES, located on the concourse of Waterside Mall at Head-
quarters, is a "walk-in" office which facilitates the public's access to
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Meeting the Challenge
employment opportunities at the Agency. Using streamlined hiring
authorities, such as direct hire, DEA and temporary-outside-the-
register, EOES personnel have enhanced EPA's ability to hire scien-
tific and technical personnel quickly. EOES also administers the OPM
examination for clerical and support personnel, creating a readily
available pool of applicants for these positions.
Job Fairs
Job Fairs are an important part of EPA's recruitment effort. In August
1988, OPM conducted a special Health, Science and Technology Job
Fair. The Job Fair was unique in that OPM granted all participating
agencies Direct Hire Authority to make on-the-spot job offers in the
covered occupations. We made 15 such offers to qualified candidates.
In addition, over 500 applications were collected, from which ap-
proximately 100 additional direct hires were made. Twenty-five
Federal agencies participated in this two-day event, which attracted
over 2500 prospective employees.
Region III held its own Job Fair last year at Morgan State University
in Baltimore. All Regional Offices participate in Job Fairs sponsored
by various public and private organizations. We will continue to par-
ticipate in these and other high-yield recruitment activities. For ex-
ample, EPA recruiters will be attending over 100 carefully selected
recruitment events this year.
Cooperative Education Program
Currently, 60 students are enrolled in the Agency's Cooperative
Education Program, which is designed to attract students to careers in
the Federal government. The program allows students to attend school
(high school, college or graduate school), on a full- time basis while
engaging in periods of study-related work. When students complete
their education, they can be hired noncompetitively.
While most current participating students are in scientific/technical
fields, the program is open to all, including clerical, administrative and
professional employees.
We are negotiating with OMB to have Cooperative Education stu-
dents exempt from hiring ceiling until they come to work full time. Ap-
proval of this request would result in a substantial increase in program
enrollment.
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Meeting the Challenge
Outstanding Scholar Program
College graduates with a 3.5 Grade Point Average on a 4.0 scale for
all undergraduate courses, or who stand in the upper 10% of their
graduating class, may be noncompetitively appointed to Professional
and Administrative Career(PAC) positions at the GS-7 level. We ac-
tively seek out these scholars as prime candidates for the EPA
Management Intern Program.
Affirmative Action
Historically, the goal of affirmative action programs has been to
redress the effects of past discrimination and to achieve proportional
representation. This goal is certainly valid in itself, but now there is a
new and pressing element: we must actively recruit minorities and
women, tapping that reservoir of talent, if we are to meet our
workforce needs.
The composition of EPA's workforce is the result of considerable out-
reach to women and minorities. While the number of women and
minorities at the senior levels is increasing gradually, minorities are
still significantly underrepresented. In the scientific/technical ranks,
this underrepresentation is especially pronounced. The Ad-
ministrator has stressed that he expects vigorous affirmative action ef-
forts on the part of managers and supervisors and that there will be
accountability and appropriate recognition for those involved.
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Meeting the Challenge
COMPOSITION OF EPA WORKFORCE
minority
females
(18%)
white
males
(45%)
minority
males
(7%)
white
females
(30%)
Approximately 1/3 of our recruitment effort is focused on minorities,
including American Indians, Hispanics, Asian-Pacific Americans and
Blacks. About 1/3 of EPA's college visits are to historically Black col-
leges and universities and other minority academic institutions.
Women and minorities comprise 54% of EPA's workforce, but they
are not proportionately represented in higher grade levels and in
management positions. However, as you can see in the chart below,
we are making progress.
PERCENTAGES OF WOMEN AND MINORITIES IN
VARIOUS JOB CATEGORIES FOR THE YEARS
1983,1985 AND 1988
employees
professional and
administrative
GS/GM-
13/14/15
professional
senior
executive
service
Q 1983
@ 1985
ED 1988
0% 10% 20% 30% 40% 50% 60%
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Meeting the Challenge
With the exception of the SES category, these are impressive gains
over the five year period. The percentage of women and minorities in
the workforce has increased steadily, and their representation in su-
pervisory, management and other higher level positions has increased
at an even greater rate.
To ensure continued progress, the Agency has established the goal that
52% of new hires in the professional, administrative, supervisory,
managerial and SES positions should be women or minorities.
Affirmative Action in the Senior Executive Service
We are committed to having an executive leadership cadre whose com-
position reflects the racial and ethnic makeup of our entire workforce.
We are taking positive steps to achieve this goal. For example, 36%
of the current SES Candidate Development Program class is com-
posed of women or minorities.
PERCENTAGE OF WOMEN AND MINORITIES
IN THE CURRENT
SES CANDIDATE DEVELOPMENT PROGRAM
women and minorities
make up 36%
of the current class
We are going to improve minority SES representation by launching a
private sector recruitment program to find promising minority can-
didates who want to work at EPA, and establishing procedures that
will enable them to compete on an equal basis with in-house person-
nel for executive positions.
Although 42% of the Federal workforce is female, women hold only
(8.9%) of SES jobs government-wide. At EPA women make up 48%
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Meeting the Challenge
of the workforce and they hold 12% of the SES jobs, comparing
favorably with the government-wide profile.
GLO (Greater Leadership Opportunities) Program
The GLO Program provides the opportunity for talented women and
minorities to serve in positions of high visibility, with opportunities to
enhance their leadership and management skills through formal class-
room training and developmental/rotational assignments, thereby
enabling them to compete more successfully for supervisory positions.
The first four sessions of this program had a total of 90 participants.
Last year the program was revised to include a structured selection
process and a formal set of completion requirements. There is also an
increased emphasis on management support and on improved com-
munication with managers as well as participants.
Of the 90 participants since the program began in December 1987,21
(23%) have been appointed to supervisory positions or other positions
of increased responsibility.
Women's Executive Leadership (WEL) Program
The Women's Executive Leadership Program is a year-long program
of supervisory and managerial training and developmental experien-
ces that OPM provides for high-potential women and men in grades
GS-11/12 to help them become optimally equipped for future oppor-
tunities as Federal supervisors and managers. The program focuses
on career enhancement rather than advancement. Of 174 participants
in this year's program, 5 are men. Fifty-two percent are from outside
the Washington, D.C. area, and twenty-seven agencies and thirty-one
states are represented. EPA has nine employees enrolled in this
program, which provided the model for our own GLO Program.
Upward Mobility Program
The Upward Mobility Program is becoming increasingly popular with
Agency managers and supervisors as a mechanism for providing
growth and advancement opportunities for lower level employees.
Over the past three years, as shown in the graph below, the participa-
tion rate in the Program has increased from .68% to .91%, as we climb
toward our goal of 1% of the permanent workforce. Preliminary
figures indicate that we may do even better in 1989.
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Meeting the Challenge
PARTICIPATION RATE IN
UPWARD MOBILITY PROGRAM
1986
g 1987
1988
0%
.25% .50% .75%
Fraction of One Percent
Persons with Disabilities
Persons with severe disabilities who are certified by an appropriate
agency (such as the Veterans Administration Vocational Rehabilita-
tion Center or a university which specializes in the training of persons
with disabilities) may be appointed noncompetitively to positions con-
sistent with their skills. Employees with severe disabilities serve in
nearly every program area in a wide spectrum of positions at all grade
» ..;*'" K-'rau
«i federal ft
Whfings
11
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Meeting the Challenge
levels. They make up .74% of our population, slightly less than the
Agency's goal of at least 1% of the permanent workforce. The
"Managers Guide to Hiring the Handicapped" gives more detail on this
program.
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Meeting the Challenge
REALIZING OUR FULL
POTENTIAL
Helping employees reach their full potential is essential in light of the
ever-increasing demand for a highly skilled workforce. EPA has made
a substantial investment in programs and activities which enhance
professional development and facilitate personal growth. These in-
clude formal classroom training, rotational assignments, semi-
nars/workshops, intern programs, participation in professional
societies, etc.
Staff Development
It would be hard to overemphasize EPA's commitment to Staff
Development. Providing opportunities for our employees to develop
to their fullest potential not only ensures that they will be better per-
formers on the job, but is a strong incentive to stay with the Agency.
The large number of programs described in this chapter is an accurate
gauge of the importance of Staff Development to EPA.
EPA Institute
The EPA Institute is one of our most successful programs. It began as
EPA people teaching other EPA people; it now also encompasses the
full gamut of training opportunities, such as OPM-sponsored courses,
Federal Executive Seminars and vendor training. It has grown from
16 courses at Headquarters in its first year (1986) to a national net-
work of almost 500 courses relating to the environment and employee
development. A significant number of students are State and local
government employees.
All ten Regions and five other major field locations have operational
Institutes. The Institute's "column" logo has become a symbol
throughout the Agency for excellence in training.
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Meeting the Challenge
The EPA Institute's "column" logo has become a symbol for
excellence in training.
s 5. SX"
INSTITUTE
(SSI)
N'^-X
A A A A A
The Institute is cost-effective. For example, a contractor would
charge about $3500 to deliver the Risk And Decision Making course.
By using our own experts as instructors, the cost is limited to staff time,
but the benefits to the instructor, participant and Agency are manifold.
In an era of limited resources and a virtually unlimited demand for
training, the Institute fills a critical need. Not only are Institute cour-
ses economical, but they are specifically tailored to meet EPA's train-
ing needs and they consistently receive the highest marks for quality.
The Institute also provides a career development opportunity for those
who share their expertise as instructors.
The Institute serves as our clearinghouse in all areas of training. It is
a training information "broker" among and between State agencies,
other Federal agencies and environmental organizations. Through its
products and projects EPA creates and participates in a national net-
work of environmental training. Courses are offered in all the areas
listed below (and more) and the number of specialized curricula is ex-
panding:
Science/Technology
Law/Regulation/Enforcement
Contracts/Finance
Computers/ADP
Management
Secretarial Development
Several Regions have agreements for granting continuing education
or university credit for some Institute courses. An outstanding ex-
ample is the Region III office in Philadelphia, which has an agreement
with Temple University to provide a 40 semester-hour curriculum,
"Man and the Environment," which includes courses in science and the
environment, technical writing, statistics and computer technology.
EPA pays for books and tuition for eligible employees. The program
is designed primarily for paraprofessional and support personnel to
help them prepare for higher level positions.
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Meeting the Challenge
Our EPA Institute Instructor Training Course is creating a cadre of
well-qualified instructors who can present material in an effective, in-
teresting manner through the use of appropriate teaching materials
and techniques. The three-day course, which includes one day of
videotaped practice, is given at Regional Offices and Laboratories as
well as at Headquarters.
EPA's comprehensive catalogue of Agency training lists and describes
nearly 500 courses indexed alphabetically, by subject, and by location.
The catalogue has been distributed throughout EPA, to other Federal
agencies, States, environmental associations, and professional or-
ganizations. It has been showcased at a number of public meetings,
exhibiting the breadth and depth of our commitment to human
resource development and training.
A new electronic training course catalogue, "E-CATS," is now avail-
able. The automated, easy-to-use system, which runs on E-Mail,
provides real-time information on EPA and other selected environ-
mental, management and developmental courses to our clients: Agen-
cy managers, supervisors and employees; state and local governments;
and selected private businesses and academic institutions. E-CATS is
an excellent example of procedural automation, providing on-line
course information, with little or no paperwork required.
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Meeting the Challenge
EPA Mid-Level Development Program
In 1987 the Office of Administration and Resources Management in-
itiated a Mid-Level Development Program for outstanding employees
in grades 12-15. The Program, with thirteen participants selected
through a competitive process in each of the two original classes, was
so successful that it has been expanded into an Agencywide program.
The two-year program provides broad experience to the selected
employees, most of whom come from positions that require some su-
pervisory skills, such as project managers, team leaders, section chiefs
and branch chiefs. There are three primary program components:
rotational assignments to various program and management positions
within the Agency; group training programs to enhance skills; and task
force assignments that encourage teamwork. Mid-level Development
Plans (MDP's) guide the two-year experience, and participants are en-
couraged to find mentors.
Secretarial Development Program
OHRM has initiated a model Secretarial Development program,
structured in eight independent modules. For example, module 1 ad-
dresses hiring, testing and recruiting; module 4 deals with career
development; and module 8 with exploring future concepts in
secretarial development. Participating secretaries also have oppor-
tunities for mentoring support and professional secretary certification,
which can include up to 38 college credits. The program will enhance
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Meeting the Challenge
recruitment and hiring, improve the quality of the workforce and
provide new career opportunities for secretaries. The Headquarters
program is scheduled for fiscal year 1989 implementation. Regional
and Laboratory programs are expected to be up and running by
1989/90.
Rotational Assignment Program
This exciting new program represents the Agency's commitment to
"...building on the strength of our employees, investing in human ex-
cellence through developmental assignments." The purpose of the
rotational assignment program, which is open to all employees, is to
broaden the knowledge and experience of participants and to provide
programs with expertise which might not otherwise be available.
The application process has been simplified by allowing the use of a
resume rather than the SF-171, and other documentation require-
ments have been reduced. Rotational assignments will be for one
year.
Organizational Development (OD)
EPA manages several organizational development contracts, available
to program offices throughout the Agency, in the areas of communica-
tions, strategic planning, team building, career development and meet-
ing management.
So far in FY 1989, EPA personnel,working with contractors and con-
sultants, have presented workshops and other organizational develop-
ment sessions for 25 program offices, which have obligated $275,000
for such work. Both internal and external OD consultants are avail-
able for assistance with this program.
Managerial Excellence
Managing the nation's environmental programs in the next decade will
require the best leadership talent available. EPA has a number of
programs to select, train and develop managers at all levels, from first-
line supervisors to senior managers and executives. Each comple-
ments the others, honing different skills and abilities necessary to
successfully manage diverse and highly complex programs.
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Meeting the Challenge
Pre-Supervisory Training
A key component of an effective management development program
is to prepare employees for "that first supervisory job." A two-day
course, Understanding Supervision, is available for those at the pre-
supervisory stage of their careers to provide a glimpse of what it means
to be a supervisor. Our goal is to help employees decide whether su-
pervision is for them, based on responsibilities, roles, and skills re-
quirements. The course, taught by current EPA supervisors, is
offered regularly throughout the Agency.
Framework for Achieving Managerial Excellence (FAME)
Our approach to management development, FAME, is a comprehen-
sive three-dimensional program which addresses the selection, train-
ing and appraisal systems for managers at all levels. It provides a
framework for managers to help them assess and select candidates for
supervisory positions. Selecting the right people, proven performers
with high potential for management excellence, is crucial.
Supervisors, managers and executives receive the best training we can
design. Management is a second career with new skills to learn. This
takes time, effort and commitment at all levels of the Agency. The
FAME core courses teach specialized skills and provide training
specific to each level.
FAM
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Meeting the Challenge
Framework for Supervision is designed to be the first course for the
newly-appointed supervisor. It emphasizes the supervisor's role in the
management team, Agency expectations of new supervisors, overviews
of certain key systems (such as performance measurement and budget-
ing), and skill development in areas critical to new supervisors (such
as communication, delegation and interpersonal sensitivity).
Keys to Managerial Excellence is primarily for middle managers.
(Middle managers generally supervise at least one subordinate super-
visor.) This course focuses on the definition, roles and responsibilities
of managers, and the difference between "supervising" and "manag-
ing." Key competencies and characteristics that help define success in
middle management (such as leadership, organizational development
and results focus) are presented.
The Executive Forum is for newly-appointed members of the Senior
Executive Service. The forum provides the basic management,
negotiation and problem-solving skills required by top-level managers
to help the Agency reach its complex program goals.
SES Candidate Development Program
The objective of the highly selective SES Candidate Development
Program is to create a pool of talented, well-prepared, readily avail-
able executives to lead EPA in the decade of the nineties and into the
21st century.
To achieve and maintain excellence at the top levels of management,
we look for candidates with significant managerial experience, espe-
cially as a second level supervisor; a broad background, with multiple
job experiences; and personal characteristics which contribute to suc-
cess at the individual, team and organizational levels. Any GM-14/15
employee who can demonstrate significant managerial experience is
strongly encouraged to apply for the program.
The curriculum is tailored to individual needs, and candidates receive
personalized training based on their Individual Development Plan
(IDP). They may complete the program in as little as three months,
or up to a maximum of three years, depending upon their previous ex-
perience, management skills and personal progress. Graduates
receive OPM certification, making them eligible for selection to SES
positions.
Program graduates are a significant source for new appointments to
the SES. Of the 22 current SES candidates, 8 (36%) have been
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Meeting the Challenge
selected for SES positions and the others are completing their in-
dividual development plans. This is much higher than the Govern-
ment-wide rate of 13%, which speaks well for the quality of EPA's
Program.
PERCENTAGE OF GRADUATES OF SES
CANDIDATE DEVELOPMENT PROGRAMS
SELECTED FOR SES POSITIONS
FEDERAL
GOVERNMENT
EPA
36%
10% 20% 30% 40%
The SES Candidate Development Program is not our sole source for
recruiting SES candidates, however. Many are selected through the
competitive process and, based on particular programmatic needs, we
will continue to advertise SES vacancies where we encourage anyone
who is qualified to apply.
Environmental Management Seminars
Environmental Management Seminars on crucial issues, such as "Set-
ting Environmental Priorities," and "Is the Environment Getting
Cleaner? Indicators for Measuring Environmental Progress," are held
each year. These two- to three-day seminars, which bring together SES
executives and candidates in a collegiate setting, offer an effective, in-
teresting way of staying abreast of current environmental issues.
Senior Executive Service (SES) Forums
SES Forums, which last no more than one day, provide opportunities
for executives to discuss current management issues, and keep abreast
of the latest management techniques and trends. To provide flexibility
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Meeting the Challenge
and a greater range of topics, EPA has joined a consortium in the
Washington area which presents monthly Forums on timely subjects
such as, "Getting the Critical Edge on Anger," and "Strategic Leader-
ship in a period of Transition." Through an agreement with the
Treasury Executive Institute, EPA executives in our Regional Offices
participate in similar Forums.
EPA Management Intern Program
This structured, high visibility management development program has
proven very attractive to outstanding college seniors and graduate stu-
dents who have a commitment to public service and protection of the
environment. The candidate evaluation criteria are designed to help
us obtain talented people with a mix of management and technical
skills, with strong minority and female representation.
Interns actually design their own two-year programs by creating an In-
dividual Development Plan, outlining their rotational assignments and
training, and choosing mentors to help them gain broad-based, Agen-
cywide experience.
The program has steadily expanded since its inception in 1986 in the
Office of the Comptroller. This year we interviewed 351 students,
received 183 applications and invited 35 candidates to Washington for
final interviews. Nineteen interns were selected. We are immensely
pleased that of these nineteen, sixteen are minorities and women. This
excellent program is serving as a model for the entire Federal govern-
ment.
GROWTH OF EPA MANAGEMENT
INTERN PROGRAM
1986
(30 - target)
10 20 30
Number of Interns
40
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Meeting the Challenge
Presidential Management Intern Program (PMIP)
A limited number of outstanding candidates with Master's Degrees in
Public Administration, Public Policy or other relevant disciplines are
selected each year government-wide to participate in this prestigious
program which is operated by the Office of Personnel Management
(OPM). Students enter upon a structured two-year program which in-
cludes rotational assignments, formal classes, assignment to a mentor,
and meetings with other PMI's. Our PMI program is recognized as
one of the best in the Federal government and a high percentage of
PMI's elect to stay with the Agency. In fact, since 1978 EPA has had
120 interns and 70% of them are still here, many in highly responsible
positions.
Executive Potential Program (EPP)
Since its inception in 1986, EPP (an OPM program) has become in-
creasingly recognized as the Federal model for providing training and
developmental experiences for high potential individuals in grades
GS/GM -13/14, preparing them for managerial and executive posi-
tions in the Federal government. The Program is especially suitable
for occupational specialists at the journeyman level who are transition-
ing into management as a second profession and who need to comple-
ment their technical expertise with professional management skills.
While remaining in their positions of record, participants complete a
rigorous twelve-month program which includes: an individual needs
assessment, an individual development plan, two 60-day developmen-
tal assignments, interviews with senior executives, a one-week shadow
assignment with a high-level official, and twenty-five days of classroom
training on the general theme of leadership. During the last two years,
EPA has enrolled 33 participants in the EPP, more than any other
Agency.
Public Health Service
EPA is participating in the revitalization of the Public Health Service
by integrating PHS officers into our position structure, improving our
reward system for good performance, and recruiting more young of-
ficers. We have also started a newsletter to our PHS officers, and a
Supervisory Guide for Managers will be available later this year.
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Meeting the Challenge
Technology Transfer
Technology Transfer is defined as technical assistance, training and
focused information dissemination. An incredible amount of
knowledge about environmental problems exists in various organiza-
tions. The hard part is getting it delivered (transferred, if you will)
from where it is to where it is needed.
Several offices within EPA work together to facilitate the exchange
of information, knowhow and expertise within the Agency and among
our partners in the pollution control process. We lend our expertise
and support to the Education and Training Committee of the Nation-
al Advisory Council on Environmental Technology Transfer
(NACETT). We have also compiled a compendium of State/EPA
cooperative training activities.
Institute Scholars Assisting Indian Nations
A specific example of technology transfer is the EPA Institute Scholar
Program, a joint venture of the Institute and the Office of Federal Ac-
tivities. Its purpose is to effect technology transfer, in the form of
"hands-on" skills training, to the Indian nations. Examples of skills
taught are: solid waste management, evaluation of contaminated sites,
mitigation of exposure to asbestos in schools, and water quality sam-
pling skills.
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Meeting the Challenge
Institute Scholars, whose selection is based on their written course
proposals, receive two types of training before actually going to the In-
dian Nations: a three-day workshop at Headquarters, taught by en-
vironmental and Indian culture experts from EPA, the Bureau of
Indian Affairs and the Indian Health Service; and a second phase in
Regional locations, where Scholars learn more about the specific
problems of the assigned tribes. The program has been very well-
received by Indian Tribes.
Intergovernmental Personnel Act (IPA) Assignments
The Intergovernmental Personnel Act (IPA) Program facilitates inter-
governmental cooperation by encouraging mutually beneficial ex-
changes of personnel and information (technology transfer) between
the Federal government and States, local governments, colleges, In-
dian Nations and non-profit organizations to increase knowledge and
understanding of environmental problems.
In the past, parity has been lacking in the relationship, with more
Federal personnel going to the other partners than vice-versa. We
propose a more balanced IPA Program, one that allows more state and
local government employees to come to EPA.
We raised the visibility of this useful program last year by communicat-
ing the objectives, scope and applicability of the program to EPA
managers nationwide. In addition, we set up an IPA pool of six FTE's
and $317,000 to assist Regions and Programs in implementing their
programs. As a result, 33 employees have expressed an interest in IPA
assignments this year.
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Meeting the Challenge
FULFILLING EMPLOYEE
NEEDS
Our comprehensive approach to meeting the human resources
management challenge is based on what we believe...our people are
our most valuable asset. We can expect to achieve our best only if we
are viewed as total beings with a variety of needs. The Agency's em-
phasis on meeting these needs is demonstrated in a variety of ways.
New Employee Orientation
Our revamped orientation for new employees makes newcomers feel
welcome and valued at EPA, while providing all relevant information.
The new people are presented with a handsome portfolio for all
employment papers and forms.
Flexitime
This program allows employees to vary their starting and quitting
times to accommodate individual needs and preferences. For ex-
ample, at Headquarters, employees on a five-day work week may start
work anytime between 7:00 a.m. -9:30 a.m. and quit from 3:30 p.m. -
6:00 p.m.
Flexiplace
This is an arrangement in which employees perform their jobs at home
or at other locations nearby. Experimentation with this idea is taking
place in both the public and private sectors in the United States and
abroad - spurred on by rising construction and building maintenance
costs, new and affordable telecommunications capabilities, urban pol-
lution and traffic gridlock. EPA's Office of Administration and
Resources Management in Research Triangle Park (RTF), N.C., is
conducting a six-month pilot flexiplace program
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Meeting the Challenge
Compressed Work Week(CWW)
Under CWW, employees may work 9 hours per day for 8 days, 8 hours
one day and take one day per pay period off. They still work 80 hours
during the pay period. Many Regions and Laboratories have had this
program for years. Recently, it has been implemented at Head-
quarters offices, where, as of February 1989, 39% of eligible
employees are participating. The overall Agency participation in this
popular program is 43%.
PERCENT OF EPA EMPLOYEES ON
COMPRESSED WORK WEEK(CWW)
57% not on CWW
43% on CWW
Leave Transfer
Under this program, employees may donate a portion of their annual
leave to another employee who has a certifiable medical or family
emergency. The program has been in effect about a year and several
hundred recipients have received thousands of hours of donated leave.
Leave Bank
This Agencywide program, to be implemented in the fall of 1989, will
allow employees to donate four, six or eight hours of annual leave per
year to the Bank, thereby becoming "members." They may then apply
to draw leave from the bank if they encounter a family or medical
emergency and are faced with a leave without pay (LWOP) situation.
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Meeting the Challenge
One-Stop Shopping
The Headquarters Human Resources Services Center (HRSC) has
been a tremendous success. It is a one-stop location for information
on all Headquarters personnel services, a place where employees can
find the answer to nearly any human resources related question. Ex-
amples of services provided in the Service Center are career counsel-
ing, retirement counseling, training registration, and benefits
assistance.
Employee Counseling and Assistance Program (ECAP)
Staffed by professional, certified counselors, the Headquarters
Employee Counseling and Assistance Program provides help in stress
management, crisis intervention, drug/alcohol abuse and other areas.
ECAP has grown substantially in the five years it has been in opera-
tion. Last year ECAP served over 10% of EPA's population. That
compares favorably with usage at other Government counseling
centers. Employees at all EPA locations have access to Employee As-
sistance Programs, usually through cooperative agreements with other
Federal agencies or with private agencies.
Wellness Programs
EPA is a leader among Federal agencies in providing Wellness
Programs for employees, and has had active programs for years, both
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Meeting the Challenge
in field offices (Regions and Labs) and at Headquarters. A complete
Wellness Program includes a fully-equipped Health Unit; an
Employee Counseling and Assistance Program; a well-equipped
physical fitness facility (including aerobics and other classes and peri-
odic fitness testing); and lectures, classes and seminars on nutrition
and other health education issues. Wellness Programs have expanded
dramatically in the past two years, especially in Laboratories and
Regional Offices. An example is the brand new state-of-the-art facility
in Philadelphia
Caregiving
As currently planned, this new program will provide a Caregiving
Leave of Absence for an employee who must care for a child, parent
or other blood relative with a serious health condition. It also includes
maternity/paternity leave. The employee may use any combination of
annual leave, compensatory time, and leave without pay. The special
feature of this program is the guarantee of time off and job security.
Day Care Centers
We also lead the Federal government in providing child care assistance
to employees. Our Headquarters office and more than half our
Regional Offices have either an on-site or a nearby child care facility.
These centers are open to children of all Federal employees; however,
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Meeting the Challenge
in most instances EPA employees are guaranteed first priority. The
Headquarters facility opened in September 1987 and now serves 75
children, 75% of whom have EPA parents.
Recognition
An important part of feeling good about what we do is being recog-
nized for our performance. Last year EPA distributed 600 Honor
Awards and $6,100,000 in Monetary Awards. Some offices are ex-
perimenting with "On-The-Spot" cash awards, usually $25 - $100, as an
instant reward for good performance. Informal awards, such as in-
scribed coffee cups and framed certificates are becoming quite
popular. The Public Service Recognition Award, given for service to
the community, is a new award.
.. -.%\^V%A/^%^^ .. HW_A ? _^s .w< f :.:;* ^v.y. -".-. . ^ -. f % y f,
Last year EPA gave out 600 Honor Awards and distributed
$6,100,000 in Monetary Awards.
Performance Management and Recognition System (PMRS)
The current approach to rating, paying and rewarding supervisors and
managers (PMRS) expires on September 30,1989. Early in 1988, the
U.S. Air Force proposed an OPM-sponsored demonstration project
to test an alternative to PMRS. In late 1988, OPM tentatively selected
the Air Force and EPA to serve as test Agencies for the new system,
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Meeting the Challenge
with 2500 PMRSers participating from each Agency. Upon final ap-
proval of the project, EPA will help lead the way for the rest of the
Federal government.
EPA's own experience and research indicates that the current PMRS
system has a low level of confidence. For example: 55% of supervisors
and managers do not think it works well; 78% of the written comments
on PMRS were negative; 59% of all employees surveyed for the 1985
NAPA study disagreed or strongly disagreed that employees who
deserve recognition or awards get them.
Under the proposed system, all managers who meet their yearly work
objectives (no more critical job elements or performance standards!)
progress through the pay range at the same pace. During a separate
process, managers and supervisors can be nominated for special recog-
nition - a one-time payout of at least 5% of their salary. All managers
are still eligible for special act or suggestion awards. "Performance
Plus," as the new system is called, can combine efficiency, meaningful
performance discussions, and recognition for significant managerial
contributions into a comprehensive approach to performance
management that makes sense.
Honor Awards
Each year at the Honor Awards Ceremony, the Administrator presents
non-monetary awards, including gold and silver medals, to top per-
formers in all areas, including management.
Presidential Rank Awards
Presidential Rank Awards are monetary awards which recognize su-
perior performance by a member of the Senior Executive Service over
an extended period of time. In 1988, 15 senior executives received
these awards. The two types of awards are the Distinguished Senior
Executive Award (the highest, with a cash award of $20,000) and the
Meritorious Senior Executive Award (with a cash award of $10,000).
Lee M.Thomas Excellence in Management Award
The Lee M. Thomas Excellence in Management Award is awarded an-
nually to a select group of managers included in the PMRS who em-
body the principles of good management. It is possible for an awardee
to receive a combined total (PMRS cash award plus Excellence in
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Meeting the Challenge
Management Award) of as much as 20% of base pay, and he or she
must receive a combined amount of at least 10% of base pay.
Involvement and Participation
Employees should have a voice in decisions that affect them, and at
EPA they do. Active involvement in the affairs of the Agency provides
opportunities for professional and personal growth, and makes EPA
a more desirable place to work. EPA encourages and supports
employee involvement and participation in a variety of human resour-
ces programs and groups. There are several organizations that provide
guidance to the Agency regarding human resource issues.
National Human Resources Council
The largest and best known of these groups is the National Human
Resources Council, a management-supported advisory group,
chartered in 1986, to "advise, consult and assist the Administrator, the
Deputy Administrator and the Office of Human Resources Manage-
ment, on ways to improve the management of human resources in the
Agency and to strengthen communications regarding human resour-
ces management activities." The Council serves as a human resources
change agent, providing impetus for human resource initiatives.
For example, last year the Council recommended that the Agency set
an affirmative action goal of 52% for new hires in management and
supervisory positions. The Agency has since adopted this goal, and
Administrator Reilly reaffirmed it in his memo on Equal Employment
Opportunity on May 12,1989, and in his address to the Council in June.
Other initiatives include rotational assignment programs and innova-
tive ways of recognizing employees' achievements. The Council has
also been instrumental in establishing employee benefit programs,
such as alternative work schedules and employee wellness programs.
Local Human Resources Councils
Largely as a result of the success of the National Human Resources
Council, most Regional Offices, Laboratories and Headquarters of-
fices have established their own Human Resources Councils. Local
councils are involved in many projects on behalf of employees and
their families. For example, the Cincinnati council organized an
Employee Recognition Day, the Seattle council established a Day
Care Center for the children of employees, and at Headquarters the
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Meeting the Challenge
Office of Solid Waste and Emergency Response (OSWER) council
promoted fund raising activities for Children's Hospital.
Employee Interest Groups
There are a number of employee interest groups: Federally Employed
Women (FEW); Blacks in Government (BIG); Women in Science
and Engineering (WISE); the Hispanic Advisory Committee; and the
Asian and Pacific Americans Advisory Group. These groups provide
a forum for discussion of issues specific to their constituencies and
provide management with recommendations and support in the
recruitment and retention of minority and women employees.
The Secretarial Advisory Council (SAC), a subcommittee of the
Federal Women's Program, advises management regarding ways to
improve career growth and mobility for secretarial/clerical employees
and also to improve productivity, recognition and morale for
employees in this critical element of the Agency's workforce. SAC
holds regular conferences and conducts workshops which promote the
secretarial profession and provide opportunities for improving skills.
An exciting new program is the Secretarial Career Management Sys-
tem (SCMS). A pilot program to implement SCMS is being sponsored
jointly by SAC and the Office of Research and Development (ORD).
Major objectives of the SCMS are to establish a formal training and
development program and to define and communicate career oppor-
tunities for secretaries.
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Meeting the Challenge
The Scientific and Technical Careers Advisory Committee (SCI-
TECH), whose chairperson sits on the Human Resources Council, is
composed of eleven members from Laboratories, Regions and Head-
quarters. EPA is a scientific Agency, with 36% of our employees in
scientific/technical positions, many of which are chronically hard-to-
fill. Many more of our employees, almost 60% of the total, have scien-
tific or technical backgrounds. Sci-Tech endeavors to make the
Agency attractive to talented and creative people and to support them
once they are on board. Sci-Tech has been instrumental in advancing
policies to encourage employees to actively participate in professional
scientific and technical associations, the sabbatical program, and the
Distinguished Lecturer Series.
PERCENTAGE OF EPA EMPLOYEES IN
SCIENTIFIC/TECHNICAL OCCUPATIONS
64% are in all
other occupations
36% are in
scientific/
technical
occupations
Labor/Employee Relations
Labor Relations/Employee Relations Workshops for supervisors and
managers are available to assist them in dealing with Collective Bar-
gaining, Negotiated Grievances, Unfair Labor Practices and other
relevant topics. A comprehensive training manual will be available in
the near future.
Employee Evaluation of Supervisors
Several Headquarters offices have instituted pilot programs in which
employees evaluate their supervisors. All employees in OHRM, the
Office of Information Resources Management, the Office of Health
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Meeting the Challenge
and Safety, the Contracts Management Division and the Program
Operations Support Staff completed questionnaires of about 50 items
that measured their supervisors' communication, leadership and ad-
ministrative skills. The results have been returned to the evaluated
supervisors, several of whom have shared and discussed the results
with their staffs.
Partners in Education
The first school year for the EPA/Bertie Backus Partners in Education
Program was a significant accomplishment. The program objectives
were met and exceeded. They were: to stimulate students' study of
mathematics and science at the high school level and beyond; to edu-
cate students about environmental issues impacting urban living; and
to educate students about scientific/technical careers at EPA.
The Agency offered five programs at Backus this year, including a
speakers' bureau, a science fair, a mentor program, field trips and En-
vironment Day. Other components of the Partnership included a
Youth Leadership Program, Student Summer Intern Program, Facul-
ty Summer Employment Program, computer assistance, equipment
loans, a recycling program and an invitation to share the Martin Luther
King Day Celebration at EPA.
Approximately 200 EPA volunteers have participated in the Partner-
ship this year by chaperoning field trips, giving speeches, judging
science fairs, and mentoring with students.
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Meeting the Challenge
Regional Partnerships
Next year, a new Office of Environmental Education will be estab-
lished at EPA. We expect that this will lead to more Agency/school
partnerships nationwide. Several Regional Offices are already very
active in educational partnerships with the public schools. For ex-
ample: they all participate in the President's Environmental Youth
Awards program; Region I (Boston) has a seventeen-year history of
involvement with the public schools; Region II (New York) volun-
teers are working with Far Rockaway High School in Queens to en-
rich the school's academic program as it pertains to environmental
science; Region IE (Philadelphia) is completing its third year of sup-
port for its adopted Abraham Lincoln High School, a magnet school
for environmental science; and Region V (Chicago) is in its fifth year
of service to its adopted Washington High School.
EPA Band and Chorus
The EPA band and chorus provide an opportunity for employees to
share their talents while entertaining their colleagues. They perform
regularly at Agency functions, such as Administrator Reilly's swear-
ing-in ceremony which President Bush attended, and at other Agen-
cies too. They even performed at one of President Bush's Inaugural
Balls.
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Meeting the Challenge
CONCLUSION
We've come a long way in recent years in improving the management
of what is by far our most valuable resource: our people. Our recruit-
ment, affirmative action and staff development programs are among
the best in the Federal government and, in many instances, those in
the private sector. The same can be said about our programs to select
and develop our managers, and the Agency provides myriad oppor-
tunities for employee involvement and participation in matters that af-
fect them.
The programs and accomplishments described in this report reflect the
effort and commitment of EPA to attaining and maintaining the best
possible human resources programs. However, the task of attracting,
developing and retaining the best and the brightest never ends. It is a
continuing challenge but well worth the effort and we welcome it. We
believe that motivated employees, provided with opportunities to
develop to their full potential, will be more productive, happier, more
personally fulfilled and that the work of such employees will accelerate
the fulfillment of EPA's mission...the protection of human health and
our beautiful environment.
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Meeting the Challenge
EPA's People (A Snapshot)
EPA's 15,000 workers are slightly younger, with less government ser-
vice than the average Federal employee, and very well-educated.
One-third have come to the Agency within the last three years. The
turnover rate is low compared to the Federal average.
Average age
Average years
Federal Service
Annual turnover
rate
Eligible for
Retirement
Bachelors Degree
or higher
EPA
39
11
11%
5%
66%
Federal Government
42
13
19%
11%
32%
PERCENTAGE OF EPA EMPLOYEES
WITH BACHELOR'S DEGREE OR HIGHER
34% have
less
than a
Bachelor's
Degree
66% of EPA
employees
hold a
Bachelor's
Degree
or higher
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Meeting the Challenge
Women
Men
Minorities
EPA
48%
52%
25%
Federal Government
42%
58%
27%
Other interesting facts about our employees:
65% of college graduates hold degrees in scientific/technical
disciplines.
34% hold an advanced degree.
33% have come to EPA within the last three years
PERCENTAGE OF EPA EMPLOYEES
HIRED IN THE LAST THREE YEARS
67% were
hired before
FY86
33% of EPA
employees
have been
hired in the
last three
years
8 years is the average EPA tenure
9% have been with the Agency since its creation in December
1970.
26% of EPA's charter employees are still here.
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