Our Mission defines
"What" we do;
the Strategy
for Human Capital
defines "how"
we accomplish"
|I Investing
f in Our
( People
i?
2001 through 2003
*... *
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Message
from The Human Resources Council
We are pleased to present EPA's first strategic plan for investing in our
employees to ensure the Agency's continued success in meeting its
environmental mission "Investing in our People EPA's Strategy for Human
Capital," presents our vision, values, goals, and strategies to support and
enhance our workforce and our work environments
"Investing in our People" contains a number of activities for achieving the
vision, values, and strategic goals over the next three years, from 2001 through
2003. The Strategy will be carried out through the development of annual plans
addressing the priorities for action during the coming year Included in this
publication is the initial action plan.
"Human capital" is a term widely used today in both the private and public
sectors to communicate a new concept of human resources Employers have
come to realize that it is people-their skills, knowledge, motivation, and
energy-who make an organization succeed. Today's focus on "human capital"
results from a shift in the way organizations look at employees, away from the
concept of "resources" that can be used, towards the idea of "capital,"a primary
asset that can be valued and nurtured to ensure success in accomplishing their
missions.
Over the next several years, EPA, like other organizations, will face a wave of
retirements, resulting in the loss of a large number of senior, experienced staff
This poses an opportunity and a challenge for the Agency. We must build our
new workforce through strategic recruitment of people with the personal
strengths, flexibility, diversity of background and outlook, and skills crucial to
continuing our task of environmental protection for the American people Our
work places must become increasingly collegia!, congenial, and welcoming for
all members of the EPA community We must undergo cultural change to better
foster teamwork, creativity and innovation in accomplishing environmental
protection Our investments in training and developing our people must
become more strategic, focusing on building those skills most essential to our
organizations' changing requirements and approaches We must concentrate on
building increasingly effective and broadly talented leadership within the
Agency All of these goals are reflected in "Investing in our People," which
points the way to creating the future we all desire for the Agency.
We wish to thank the Agency officials, union representatives, and members of
the Human Resources community who collaborated in developing this strategic
plan for investing in our workforce and in the future of EPA.
Human Resources Council
Human Resources Council Champions for "Investing in Our People"
Daiva Balkus Director, Office of Human Resources
and Organizational Services
Chris Grundler Deputy Office Director, OAR, Ann Arbor
Jane Moore Senior Policy Advisor
Office of Environmental Information
Jo Lynn Traub Director, Water Division, Region 5
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Other Members of the Human Resources Council
Tim Fields
Bill Rice
Pat Meaney
Barbara Fmazzo
Tom Voltaggio
Russ Wright
Lynda Carroll
Nat Scurry
Jack McGraw
Nora McGee
Mike Gearheard
Ray Spears
Julius Jimeno
Ron Bachand
Ann Goode
Craig Hooks
Lisa Friedman
Joan Fidler
John Jones
Rick Martin
Stephen Johnson
Tim Oppclt
Elamo Davics
John Mcaghcr
Assistant Administrator, OSWER and
Chair, Human Resources Council
Deputy Regional Administrator, Region 7
and Co-Chair, Human Resources Council
Director, Office of Site Remediation
and Restoration, Region 1
Director, Environmental Science and
Assessment Division, Region 2
Deputy Regional Administrator, Region 3
Director, Science and Ecosystem
Support Division, Region 4
Assistant Regional Administrator
for Management, Region 6
Assistant Regional Administrator, Region 7
Deputy Regional Administrator, Region 8
Assistant Regional Administrator for
Policy and Management, Region 9
Director of the Environmental Cleanup Office, Region 10
Deputy Chief of Staff, Office of the Administrator
Director, Safety, Health and
Environmental Management Division, OARM
Director, Financial Services Division, OCFO
Director, Office of Civil Rights
Director, Federal Facilities Enforcement Office, OECA
Associate General Counsel, OGC
Director, Office of Management Operations, OIA
Assistant Inspector General for Management, OIG
Director, National Technology Services Division, OEI
Deputy Assistant Administrator, OPPTS
Director, National Risk Management
Research Lab, Cincinnati
Deputy Office Director, OERR, OSWER
Director of Wetlands Division, OW
Associate Members
Allan Holhs
William Hirzy
Kathleen Coleman
John Bcnison
Rosemane Russo
Deborah Cade
Alan Lewis
President, National Council of Locals and President,
American Federation of Government Employees,
Local 238
Vice President, National Treasury Employees Union,
Local 280 and Co-Chair, National Partnership Council
Employees with Disabilities Advisory Council
Gay, Lesbian and Bisexual Employee Organization
Science and Technical Careers Advisory Committee
National Administrative Council for Excellence
Older Workers League
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Contents
EPA's Mission
defines "what" we
do; the Strategy for
Human Capital
defines "how" we
accomplish it.
Preface
Introduction
Vision and Values
Strategies and Actions
Assessing Success in
Achieving the Strategic Goals
Appendix - Action Plan
1
3
I
5
ir,
17
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How the Strategy was Developed
Recognizing that an effective workforce is crucial to EPA's success, the
Agency has, over the past couple of years, undertaken a number of exciting
human resources initiatives The Agency's Human Resources Council
(HRC) has recognized the need to align the ongoing and new initiatives in a
strategic way and to communicate an overarching set of human resources
goals to the Agency. The HRC and the Office of Human Resources and
Organizational Services (OHROS), Office of Administration and Resources
Management, drafted the vision, values, and strategic goals that became the
foundation for more detailed planning.
A multi-functional group of program office executives and Human Resources
representatives later convened Based on the strategic goals for human
capital, they identified significant issues confronting the Agency with regard
to its workforce and work environment, proposed general strategies for
accomplishing each strategic goal, and developed a list of possible actions to
be taken to carry out each strategy Using the products of this meeting, a
draft Strategy for Human Capital was prepared.
Refining the Plan
In April, 2000, the Administrator convened a retreat of all Senior Executives to
hold a dialogue on human resources management Several themes emerged,
including, a desire for more mobility of managers across programs, Regions and
Headquarters; the need for a shared leadership philosophy and improved labor/
management partnerships, and increased support for first line supervisors
High priority actions for the Human Capital Strategy were identified
Members of the HRC and OHROS then facilitated a meeting of union
representatives, several Deputy Regional Administrators, Assistant Regional
Administrators, Human Resources Officers, representatives from the Chief
Financial Office, and officials from Office of the Administrator These
representatives worked in partnership to fine tune the strategic goals, prioritize
key strategies and actions, and build commitment for the Strategy. Priorities
for initial action also resulted from the meeting
This first EPA Strategy for Human Capital represents, therefore, the informed
views of many executives, managers, Human Resources Officers and unions in
the Agency. The Strategy is not an event, but an ongoing campaign. High
performing organizations require that everyone take ownership for human
resources
We wish to thank all of those who participated in the planning sessions, who
shared their vision for EPA's people with us, and who provided us many useful
suggestions for inclusion in the Strategy.
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Introduction
The Link between the
Agency's Mission and
its Human Capital
An effective workforce is critical to EPA's success.
For EPA to attain the highest level of performance
and accountability, we depend on three enablers:
people, processes, and technology. The most
important of these is people, because an Agency's
people define its character and its capacity to
perform. "Human capital" has been defined by the
National Academy of Public Administration as the
"knowledge, skills, abilities, attitudes, and
interpersonal competencies needed to ensure
successful accomplishment of the organization's
mission and strategic goals." This focus on
"human capital" represents a paradigm shift that
changes how we look at people - from "resources" that can be
cut, to "capital," an asset that is appreciated. As we develop
and invest in our people, the value of people increases; so does
the performance capacity of the organization, its ability to
achieve its mission and strategic goals, and therefore its value
to the public and other stakeholders.
EPA's human capital policies must be aligned to support the
organization's shared vision, mission, core values, goals and
strategies by which we have defined our direction and our
expectations for ourselves and our people. Investing in our
This focus on "human capital" represents a
paradigm shift that changes how we look at
people - from "resources" that can be cut, to
"capital," an asset that is appreciated.
human capita! will require that we focus not just on training and development.
but also on the work environment, communication, empowerment, and
performance improvement. Enhancing the value of employees is a win-win goal
for employers and employees alike. EPA's A//.V.SWH defines "what" we do; the
Strategy for Human Capital defines "how" we accomplish it.
The Increasing Focus on the Workforce
A fundamental strategy underlying several approaches to improving our human
capital is workforce planning, which has been defined as a systematic process
for identifying the human capital required to meet organizational goals and
developing strategies (recruitment, retention, and development strategies) to
meet these requirements. EPA is focusing on workforce planning for a number
of reasons, one of which is demography. The oldest members of the Boomer
generation will turn 55 in 2001, and a growing "retirement wave" will be felt
over the following years. Intense competition for new science and technology
graduates is likely to increase. The values, priorities, and career expectations
of newer generations of EPA employees may be different from those of today's
senior employees.
Shared Accountability for
Action and Results
Organizational leadership in this Strategy includes work that must be
performed at all levels of the organization if we are to become a high-
performance organization. Responsibility for human capital investment and
effective human resources management is shared by all Offices ami Regions,
managers and supervisors, and staff across the Agency.
High-performance organizations begin by defining what they want to
accomplish and what kind of organization they want to be. The Strategy for
Human Capital begins with a vision for our people and core values which
encourage desired behavior on the part of EPA's people at all levels of the
organization.
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To achieve our
mission of protecting
human health and
safeguarding the
natural environment,
we establish the
following vision,
values, and
strategic goals:
Vision
EPA's people are highly skilled and motivated, creative in seeking solutions,
and committed to achieving excellence.
Values
EPA respects and values integrity, the trust and confidence of the public,
diversity of cultures and thinking, competence, innovation, continuous
learning, and sound science. We treat our people fairly and with respect, and
encourage a spirit of teamwork and the consistent practice of these values.
Strategic Goals
Goal 1
EPA attracts and retains a diverse and
highly skilled workforce.
Goal 2
EPA's people perform to their highest potential.
Goal 3
Innovation, creativity, and risk-taking are
demonstrated by all EPA people at all levels
of the organization.
Goal 4
EPA's people have a sense of community, where
differences are recognized as contributing to the
whole, all employees' contributions are appreciated,
and all views are solicited and welcomed.
Goal 5
Teamwork and collaboration are routinely practiced
with internal and external partners.
Goal 6
EPA's human resources systems are integrated with
planning, budgeting, and accountability processes.
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Strategies and Actions
Goal 1 lssues
EPA attracts
and retains a
diverse and
highly skilled
workforce.
The future
workforce will
be more diverse,
m the broadest
sense of
the term
> EPA employees will need technical skills
and a variety of competencies in the
future, including communication,
teamwork, and multi-disciplinary
knowledge.
> Senior people will be retiring in growing
numbers after the first members of the
boomer generation turn 55 in 2001 and
EPA will face stiff competition in
replacing them with talented new hires.
> The future workforce will be more
diverse, in the broadest sense of the
term.
> A workforce planning system is needed
to provide the foundation for strategic
recruitment/retention/development
planning.
Strategy 1.1
Develop and Implement
an Agency Workforce
Planning System
Develop standardized workforce planning
requirements and methodology to be used
Agency wide. Include: identification of
technical and other knowledge, skills and
competencies needed for the future, types
and numbers of positions needed by series
and grade; inventory of skills/competencies
in the current EPA workforce, examination
of statistical data on expected attrition by occupational category/grade;
comparison of future needs (both skills/competencies and numbers, by
occupation/grade) to existing workforce and identify the gaps;
forecasting the potential number of new hires by Region/Office taking
into account budget projections, and funds needed for training and
development, preparation of multi-year Workforce Plans to guide
decisions on workforce composition, hiring, and employee development
efforts at the local and national level
(Action. OHROS(leod), Ms, RAs)
Strategy 1.2
Develop and implement national and
local recruitment strategies based on
workforce plans.
Develop and implement coordinated national and local recruitment
strategies (Action OHROS (lead), AAs, RAs)
Expand the EPA Intern Program for recruiting a diverse and talented
workforce. (Action. OHROS)
Establish long-term partnerships with educational institutions to aid
future recruiting efforts to achieve a diverse, skilled workforce
(Actwn AAs, RAs)
Utilize compensation options and flexibilities.
(Actwn AAs, RAs, managers and supervisors)
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Strategy 1.3
Develop strategic approaches to retaining
employees with critical expertise and
competencies.
Conduct exit interviews throughout the Agency to establish baseline
data on retention factors. (Action: AAs, RAs)
Develop retention strategics aimed at retaining employees with
essential skills. (Action: AAs, RAs)
Strategy 1.4
Maximize flexibility in using workplace
programs that contribute to EPA's
attractiveness as an employer and
that help employees achieve a balance
between work and non-work life.
Assess current workplace programs to determine the level of
participation and employee satisfaction. (Action: OHROS, HROsJ
Educate managers and staff on the benefits of these programs both
for employees and organizations. (Action: OHROS, HROs)
Pilot job sharing in offices not currently using this option.
(Action: AAs, RAs)
Advertise EPA's workplace programs on the EPA web site and sites
specifically designed reach potential job applicants. (Action: OHROS)
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Goal 2
EPA's people
perform to
their highest
potential
Issues
EPA's greatest
investment is
in its people.
> EPA's greatest investment is in its
people. To get the maximum return on
investment, we must link development
to the organization's mission.
> It is as necessary to focus on the next
generation of environmental
professionals as it, is to focus on the next
generation of environmental issues.
> Workforce development should be
considered an assumed cost of doing
business, as pay is.
> The Agency should explore the
feasibility of establishing a Human
Capital Fund to provide for investment
in major workforce initiatives.
> Agency leadership must make a
commitment to valuing human capital
investment; we must support
development efforts already under
way.
> Because of the key role of leadership
in a high-performance culture, we
must emphasize selecting, supporting,
and developing our leaders. The
critical role of first-line supervisors
should be recognized; the Agency
should fully support and develop them.
> Instilling a high-performance culture
in the Agency will establish EPA as a
preeminent scientific research,
regulatory and environmental
leadership agency.
_ Strategy 2.1
Link employee development to
mission needs.
Implement the Workforce Development Strategy. Ensure that
leadership development is a key element of the Strategy for all
employees at all levels of the organization. (Action: OHROS, AAfi, RAs)
Utilize Phase II of the Strategy for Mid-Level Development to create a
comprehensive career management system linking development of mid-
level employees to the mission. (Action: OARM, HRC)
Develop an Agency employee retraining plan to ensure the current
workforce possesses the necessary skills to meet current and future
work challenges. (Action: OHROS (lend), RAs, AAs)
Apply OPM's guide to strategically planning for training to tailor
development to organizations' strategic needs. (Action: Institute (lead),
AAs. RAs, managers and supervisors)
Explore and pilot rotational assignment programs, such as assignments
to Community-based Environmental Protection (CBEP), to broaden
individual employees' range of skills and experience. Rotational
assignments will include assignments within organizations, assignments
to different organizations (such as cross-media assignments), and
assignments in different geographic areas (such as Headquarters to
Regions, Region to Region, etc.). (Action: HRC (lead) AAs, RAs)
Use Individual Development Plans (IDP's) to link training to the
organization's mission. (Action: All nianauers. onjiloyees)
Institute local mentoring programs. (Action: AAs, RAs)
Utilize new systems for training, including technological approaches.
(Action: OHROS (lead), AAs. RAs)
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Strategy 2.2
Instill a culture of continuous learning,
ethical behavior, and professionalism.
Improve orientation programs for employees new to their positions or
roles. (Action: AA.s, RAs)
Develop partnerships with universities to bring academic programs into
EPA. (Action: EPA Institute (lead), Ms, RAs)
Institute policies, practices, and expectations to make attendance at
training sessions the highest priority and to discourage organizations
and employees from canceling attendance.
(Action: Ms, RAs, managers and supervisors)
Increase development and use of on-line training and other
technological approaches to training delivery.
(Action: EPA Institute (lead), Ms, RAs)
Strategy 2.3
Build effective leadership at all levels
within the Agency.
Articulate and disseminate the Agency's leadership philosophy.
(Action: HRC (lead), Ms, RAs)
Develop a leadership succession planning program, including
identification of potential leaders and mentoring programs. (Action:
ERB, OHROS)
Reinstate the SES Candidate Program. (Action: OHROS, ERB)
Explore SES mobility programs.
(Action: ERB, OHROS (co-leads, Ms, RAs)
Develop a core curriculum for all supervisors/managers, with 80 hours of
training for new supervisors, including training in the merit principles,
equal employment opportunity, labor-management relations,
performance management (with emphasis on how to deal with poor
performance), and other key human resources management
responsibilities, and 80 hours annually of training
for experienced managers.
(Action: EPA Institute (lead), Ms, RAs)
Select leadership assessment instruments to be used consistently
Agency wide. (Action: ERB, OHROS)
Facilitate "real life" developmental opportunities for potential future
supervisors and managers, such as details and temporary promotions to
supervisory roles; provide constructive assessment of performance.
(Action: Ms, RAs)
Determine the developmental and support needs of team leaders.
(Action: Ms, RAs, managers and supervisors, HROs)
Revise managers' performance standards to place equal emphasis on
human resources management and program management.
(Action: Ms, RAs)
Establish and communicate the expectation to all supervisors and
managers that a significant percentage of their time will be spent doing
the work of leadership, including learning, personal renewal, and
organizational renewal. (Action: Ms, RAs)
Provide managers with better tools for human resources responsibilities
(e.g., managing teams, legal issues). (Action: OHROS (lead), HROs)
Convene the EPA SES management team on a regular basis.
(Action: OHROS)
Maintain a centralized pool of dollars and staff resources to support local
organizational improvement efforts. Convene forums to facilitate the
exchange of ideas and networking. Foster improvement of core processes
and better environmental results. (Action: OHROS/HRC)
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Strategy 2.4
Strengthen EPA's performs nee management
programs to reinforce accountability at all
levels of the organization.
Establish a support structure to work closely with managers in handling
performance problems, including local support groups where problems
with employees can be discussed in a non-threatening environment.
(Action: AAs, RAs, HROs)
Fully utilize all formal and informal means for recognizing and
appreciating good work. (Action: managers and supervisors)
Assess PERFORMS' effectiveness in recognizing good performance and
improving poor performance. Compare with other systems to determine
which are most effective.
(Action: OHROS)
Establish clear expectations that all managers will take every
opportunity to recognize good performance and will deal with poor
performance through performance improvement and disciplinary
processes.
(Action: AAs, RAs)
Balance reviews of managerial performance during discussions between
senior managers and subordinate managers to include review of both
program accomplishments and human resources responsibilities,
including managers' use of performance management programs and
managers' ability to create a work culture that supports, invests in, and
involves people. (Action: AAs, RAs)
Revise model performance standards for managers; reinforce these
standards at all levels throughout the Agency.
(Action: HRC (lead), Ms, RAs, HROs)
Strategy 2.5
Identify the effects of implementing the
1:11 average span of control and take
action to fix problems.
Examine issues arising from span of control; identify where larger and
smaller spans-of-control are appropriate. (Action: HRC, OHROS)
Benchmark other agencies and organizations to learn how they identify
appropriate spans of control and handle large spans of control.
(Action: HRC. OHROS)
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Goal 3
Innovation,
creativity, and
risk-taking are
demonstrated
by all EPA
people at all
levels of the
organization.
Issues
> Innovation, creativity, and risk-taking
are essential to a successful agenda of
scientific research, regulation, and
enforcement.
> Significant improvements in innovation,
creativity, and risk-taking will help to
increase respect for the quality of EPA's
scientific research.
> Within EPA, there are few mechanisms
whereby expertise, new methods,
knowledge, and information can be
easily shared across organizational
boundaries.
Strategy 3.1
Create and set expectations
that innovation, creativity,
and risk-taking are
demonstrated by all
employees throughout
the Agency.
Develop a module on innovation and
creativity for inclusion in relevant training
for all employees (with the "Leading
Change" module developed as part of the
Workforce Development Strategy as the
first step). (Action: EPA Institute)
Establish incentives to recognize and reward innovation, creativity, and
risk-taking in all aspects of the Agency's operations. (Action: HRC,
Hcini'i'iitioii Act/on Council)
Identify barriers to creativity and remove them. (Action: AAx, RAs)
Strategy 3.2
Institute new ways to share information on
innovations and creative approaches within
EPA and across organizational boundaries.
Identify information sharing processes in EPA and promote best
practices, such as establishing an intranet repository for information
about innovative projects around the Agency and studying the feasibility
of establishing a knowledge management officer or office to share
information and lessons learned throughout the Agency.
(Action: OEI, OHROS)
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Goal 4
Issues
> The respect with which people and
their contributions are treated affects
performance, productivity, and
retention
> Some employees believe that the Merit
Principles are not always observed.
> Employee surveys sometimes reveal
instances of inadequate communication
and strained relationships between
supervisors and subordinates, promoting
feelings of alienation and affecting
moralethus, our ability to achieve
our mission.
> It is important to regularly assess the
impact of such programs as the Diversity
Action Plan and the SES Accountability
Model to ensure that progress is being
made.
Strategy 4.1
Fully apply and comply with the Merit
Principles in selection, promotion,
development, recognition, and work
assignment decisions.
Educate all employees about the purpose and content of the Merit
Principles and Prohibited Personnel Practices.
(Action OHROS (lead), Ms, RAs)
Institute practices to bring about transparency and open communication
with regard to organizational decisions affecting employees.
(Aclwn AAs, RAs)
Strategy 4.2
Institute processes to recognize and embrace
differences that each employee brings to the
organization; facilitate the contribution to
the work of the organization by all
employees.
Continue to implement the Diversity Action Plans, annually evaluating
progress made, and revising Plans to improve effectiveness.
(Action AAs, RAs)
Publish an annual report on Diversity/Fairness accomplishments
(Action OCR, OHROS)
Take steps to ensure that selection processes are transparent and
broadly understood for assignments to new programs and projects,
temporary promotions, details, assignments outside the Agency, and
similar special assignments. (Action. RAs, AAs)
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Include in the core curriculum for supervisors and managers a module
on ensuring equal opportunity and equitable treatment within their
organizations. (Action: EPA Institute)
Develop an Agency survey of organizational health and culture that can
be used by all Offices and Regions. (Action: OCR/HRC/Region 5)
Strategy 4.3
Institute feedback mechanisms that facilitate
full and open communication and
accountability at all levels in the Agency.
Establish and implement a 360 feedback process for the Agency that
begins with feedback to managers; over time, expand to include all
employees. (Action: OHROS (lead) AAs, RAs. NPC, HRC)
Establish and implement a 360 feedback process for staff.
(OHROS (lead), AAs, RAs)
Periodically publish workforce profiles and data on hires, promotions,
awards, and high profile assignments to foster a climate of openness.
(Action: OCR, OHROS)
Use ADR to resolve EEO complaints, grievances, and Unfair Labor
Practices before they go formal.
(Action OCR, OHROS (co-lead), Ms, RAs)
Conduct periodic surveys of employees to solicit their views on diversity
and fairness and the overall quality of work life in their organizations.
(Action: OCR, HRC)
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Goal 5
Teamwork
and
collaboration
are routinely
practiced
with internal
and external
partners.
Issues
> We need to leverage the talent of our
people through improved teamwork and
collaboration.
> With Executive Order 12871, Labor/
Management Partnerships, and a new
emphasis on pre-decisional involvement,
the role of the unions is drastically
changing.
> Although the shift to teams entails a
significant cultural, management, and
organizational shift, there has not been
a sufficient, sustained effort to support
teams.
> Given the decentralized nature of EPA,
coordination and collaboration issues
need attention, including cooperation
between line programs and support
functions.
Strategy 5.1
Build consensus and constructive labor/
management relations through improved
communication and information snaring.
Implement the Labor/Management Strategic Plan.
(Action: NPC, OHROS, AAs, RAs)
Educate Agency managers on labor/management partnership
requirements. (Action: OHROS, HROs)
Strategy 5.2
Improve and support teamwork within
organizations and across organizational
boundaries.
For organizations implementing teams, institute a team support
program, including internal consultants to advise managers and teams
on the benefits of a team-based organization, how to implement teams,
and related subjects; training in such team skills as group dynamics,
group facilitation, and conflict resolution; and tools to support teams
throughout the implementation. (Action: EPA Institute (lead), AAs, RAs)
We need to
leverage the talent
of our people
through improved
teamwork and
collaboration.
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Goal 6
EPA's human
resources
systems are
integrated
with planning,
budgeting, and
accountability
processes.
Issues
Representatives from the Human
Resources function rarely have had a
"seat at the table" during strategic
planning and other major planning
efforts.
Given current and likely future resource
constraints, partnerships between
program managers and Human
Resources will be essential to ensuring
the maximum effectiveness of the
Agency's workforce.
Administrative and support programs
are not always aligned with the Agency's
strategic goals and mission priorities.
Strategy 6.1
Institute mechanisms to ensure workforce
impact and support needs are identified
and planned for early in strategic planning,
preparations for new initiatives, and other
planning processes.
Develop and institute the "fully funded FTE" model to ensure sufficient
funding for human resources initiatives.
(Action: OCFO, OHROS)
Require a workforce impact analysis to be included in planning for new
programs and initiatives. (Action: Ms. RAs)
Design and use a facilitated, structured process to do workforce impact
analyses and analyses of support needs when conducting strategic
planning and planning for new initiatives.
(Action: OHROS (lead), OCFO, Ms, RAs)
Capture what is spent on human resources and use in budget decisions
and in planning for new initiatives. (Action: OCFO)
Strategy 6.2
Align administrative and support
plans and resources with the
Agency's mission priorities.
Designate Human Resources and other resources management
representatives as members of senior planning teams.
(Action: OHROS (lead), OARM, OCFO, Ms, RAs)
Allocate Human Resources functional resources to reflect the support
to be provided for major program priorities and initiatives.
(Action: OHROS, HROs)
Provide the full range of human resources and organizational services
to EPA employees. (Action: OHROS)
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Assessing Success in Achieving the Strategic Goals
Measures for assessing success in
achieving the strategic goals are under
development by a committee of the
Human Resources Council.
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16 Investing in Our People
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Action Plan
Appendix
ACTION TO BE TAKEN
BY WHOM
Strategy 1 .1
Develop and Implement an
Agency Workforce Planning System.
I. Develop standardized workforce planning requirements/
methodology to be used by Regions/AAships Agency wide.
OHROS/HRC/OCFO
Strategy 1.2
Develop and implement national and Regional
recruitment strategies based on workforce plans.
I. Use Federal Career Intern Program to recruit a diverse and talented workforce.
2. Develop and implement coordinated national and local recruitment strategies.
OHROS/HROs
OHROS/AAs/RAs
Strategy 1.3
Develop strategic approaches to retaining employees
with critical expertise and competencies.
I. Develop questionnaire to be used for exit interviews: develop database.
2. Conduct exit interviews throughout the Agency to establish baseline data on retention factors.
'1 Develop retention strategies aimed at retaining employees with essential skills.
OHROS
AAs/RAs
AAs/RAs
Investing in Our People 17
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Strategy 2.1
Link employee development to mission needs.
I. Implement the Workforce Development Strategy. Ensure that leadership
development is a key element of the Strategy for all employees at all levels of the organization.
2. Explore and pilot rotational assignment programs, such as assignments to Community-based
Environmental Protection (CBEP), to broaden individual employees' range of skills and experience.
Rotational assignments will include assignments within organizations, assignments to different
organizations (such as cross-media assignments), and assignments in different geographic areas
(such as Headquarters to Regions, Region to Region, etc.).
OARM/HRC
AAs/RAs
Strategy 2.3
Build effective leadership at all levels within the Agency.
I. Reinstate the SES Candidate Program.
'L Convene1 the EPA SES management team on a regular basis.
']. Develop a leadership succession planning program, including identification of
potential leaders and mentoring programs.
4. Develop a core curriculum for all supervisors/managers, with 80 hours of training for
new supervisors, including training in the merit principles, labor-management relations.
equal employment opportunity, performance management, and other key human resources
management responsibilities, and 80 hours annually of training for experienced managers.
"). Establish and communicate the expectation to all supervisors and managers that a significant
percentage of their time will be spent doing the work of leadership, including learning, personal
renewal, and organizational renewal.
ERB/OHROS/AAs/RAs
OHROS/ERB
OHROS/ERB
OHKOS (Institute)/AAs/RAs
AAs/RAs
18 Investing in Our People
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Strategy 2.4
Strengthen EPA's performance management programs to
reinforce accountability at all levels of the organization.
1. Establish clear expectations that all managers will take every opportunity to recognize good performance AAs/RAs
and will deal with poor performance through performance improvement and disciplinary processes.
'i. Balance reviews of managerial performance during discussions between senior managers and subordinate AAs/RAs
managers to include review of both program accomplishments and human resources responsibilities.
including managers' use of performance management and managers' ability to create a work culture
that supports, invests in, and involves people.
Strategy 4.2
Institute processes to embrace differences that each employee
brings to the organization; facilitate the contribution to the work
of the organization by all employees.
1. Continue to implement the Diversity Action Plans, annually evaluating progress made.
and revising Plans to improve effectiveness.
AAs/RAs
2. Publish an annual report on Diversity/Fairness accomplishments. OHROS/OCR
1 Develop an Agency survey of organizational health and culture that can be used by all Offices and Regions. OCR/HRC/Region 5
Investing in Our People 19
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Strategy 4.3
Institute feedback mechanisms that facilitate full and open
communication and accountability at all levels in the Agency.
1. Establish and implement a 360 feedback process for Agency managers.
2. Periodically publish workforce profiles and data on hires, promotions, awards, and high profile
assignments to foster a climate of openness.
3. Use ADR to resolve EEO complaints, grievances, and Unfair Labor Practices before they go formal.
OHROS/AAs/RAs/NPC/HRC
OHROS/OCR
AAs/RAs
Strategy 5.1
Build consensus and constructive labor/management relations
through improved communication and information sharing.
1. Implement the Labor/Management Strategic Plan.
NPC/AAs/RAs
Strategy 6.1
Institute mechanisms to ensure workforce impact and support needs
are identified and planned for early in strategic planning, preparations
for new initiatives, and other planning processes.
1. Develop the "fully funded FTE" model to ensure sufficient funding for human resources initiatives.
SLC/OCFO
Strategy 6.2
Align administrative and support plans and
resources with the Agency's mission priorities.
1. Provide the full range of human resources and organizational services to EPA employees.
OHROS
20 Investing in Our People
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