SECTION 2.50  STRATEGIES FOR ADDRESSING FACTORS

CONTRIBUTING TO UNDERUTILIZATION

Last Update:  11/03

 

 

Strategies for Addressing Factors Contributing to Underutilization

 

1.      Little turnover due to:

 

·         Restructuring

·         Budget/Hiring freeze

 

Ø       Focus on establishing the foundation: processes, tracking and record keeping; training supervisors and employees; setting up recruitment resources, including AA expectations in performance plans; conducting workplace assessment; establishing/expanding diversity program; setting up recognition and rewards program for AA and Diversity accomplishments.

Ø       Focus on EEO activities/initiatives. Make sure your employees and supervisors know the difference. Review the “standards” list to assure you are following all of these points in your human resources program.

Ø       Review your process for reviewing hiring actions: Does it hold supervisors accountable for justifying exceptions? Are all vacancies covered? If not, is your criteria for exemptions appropriate?

Ø       Every vacancy is a potential opportunity: review hiring actions; develop method for ongoing report to management about hiring activities.

Ø       Review potential retirements in future months: Do you have a succession plan in place?

Ø       Determine strengths and weaknesses in regard to the following:

§         Is Diversity incorporated into the agency’s vision and mission statements?

§         Has a diversity statement been issued by the department director?

§         Do you have a diversity implementation plan?

§         Do you have a diversity council/committee charter?

§         Has/ve a diversity policy, directives, etc., been issued?

§         Does the department maintain a diversity resource center or reading room?

§         Does the department maintain diversity awareness materials and resources?

§         Do you provide diversity training?

§         Does the department have a formal/informal mentoring program?

§         Does the department have an internship program?

§         Does the department issue awards and incentives and other recognition?

§         Do you maintain communications with the media (newsletter, intranet, etc.)?

§         Does the department prepare an accomplishment or status report?

§         Are diversity coordinator/contact duties clearly assigned?

 

 

2.      Need for more recruitment/No protected class names on lists due to:

 

·         Applicant disinterest/Lack of available protected class applicants

·         Shrinking labor pool

 

Ø       Build a recruitment network; establish recruitment resources.

Ø       See Attachment, “Low-cost Recruitment Strategies,” for additional ideas.

Ø       Follow up on disinterest.

Ø       Consider re posting for additional recruitment.

 

 

3.      Positions require highly specialized training because:

 

·         Skills gained internally, the department tends to promote up

 

Ø       Require new/updated PDQ for all non-routine new hires; review competencies needed.

Ø       Challenge this assumption with management staff: Is it still viable? If they could not find the skills they need, how would they obtain them?

Ø       Where possible, hire behaviors, train for skills; key competencies sought: ability to learn, flexibility.

Ø       Develop a workforce plan: Determine key competencies needed, develop an internal skills inventory and conduct a gap analysis to have available and use as feasible.

Ø       Establish internal “training” academies.

Ø       Establish mentors.

Ø       Review promotional patterns.

 

 

4.      Retention is perceived as a problem because:

 

·         Unable to compete with private sector with salaries and benefits

·         Protected class hires leave

 

Ø       Establish retention program.

Ø       Review turnover for possible trends.

Ø       Establish exit interview system if not currently in place; if you have one, review how it is working, follow up with departed employees to obtain their assessment.

Ø       Focus on new employees (those in first three years of employment).

Ø       Assure probationary employees are receiving at least one performance evaluation BEFORE their six months are up.

Ø       Establish mentor program.

Ø       Stay in touch with departing employees who may want to return at some future date.

Ø       If salary and benefits elsewhere are cited as reasons for leaving, if possible, obtain this data for your HR people.

Ø       Ask the departing employee to reconsider; use retention bonus, as feasible.

Ø       Utilize existing quality of work life options to make jobs more accommodating, such as alternative work schedules, family-friendly leave options, part-time employment, telecommuting, dependent care program, Employee Assistance Program.

Ø       Establish a climate that supports continuous lifelong learning and development.  Use a variety of ways to provide training and development experiences for employees, such as: developing formal/informal mentoring programs, using interactive and on-line training technology, internal training resources (agency experts).

 

 

5.      Limited number of classes in EEO-4 category

 

Ø       Review EEO-4 category assignment and occupational code with DAS-HRE.

Ø       Determine if position(s) is classified appropriately.

Ø       Conduct targeted recruitment as vacancies develop; set up recruitment network IN ADVANCE so it’s ready to go when the opportunity arises.

 

 

6.      Working conditions counterproductive to recruitment:

 

·         Rural areas

·         Round-the-clock shifts

·         Travel

 

Ø       Identify positions where working conditions are perceived to be a factor in underutilization, review the job requirements of these positions: Are they necessary? Are other accommodations possible?

Ø       Assure that working conditions are really the problem through exit interviews and following up recruitment efforts.

Ø       List the working conditions in the vacancy announcement and other recruitment materials.

Ø       Utilize your AA/Diversity committees’ and current incumbents’ insights on how to minimize or work around the perception of these working conditions.

Ø       Where appropriate and feasible, compensate or provide other perks for working conditions.

Ø       Utilize existing quality of work life options to offset barriers perceived in working conditions, such as alternative work schedules, family-friendly leave options, part-time employment, telecommuting, dependent care program, Employee Assistance Program.

Ø       Foster community spirit and a sense of belonging by offering employees suggestions/encouragement for becoming involved outside the formal workplace in a variety of recreational and volunteer activities.

 

 

7.      Field positions are physically challenging

 

Ø       Identify positions where this is purported to be the case. Conduct job analysis. Involve vocational rehabilitation or other disability counselors. Challenge the assumptions.

Ø       Consider possible accommodations.

Ø       Expand partnerships with state and local experts on employment of persons with disabilities.

Ø       Consult DAS-HRE Return to Work Coordinator/Safety Program Coordinator.

 

 

 

Revised: November 2003

 

 

Note:  Some of the above suggestions have been taken from or adapted from “Building and Maintaining a Diverse, High-Quality Workforce:  A Guide to Federal Agencies,” U.S. Office of Personnel Management, ES-DO-05, June 2000.