Table Of Content

;! kfPHP '"'-,^jjfetit; ^^LUcfeW >;} - 'ipMwl PIW'v' IF idepartmentofTKEMTEJttonl >549.5 1 M5 1 A r ^H^i|^^^^^v Look to the Future 2 l f • <?< ' ty BLM LIBRARY SC-653, BLDG 50 EEO Headquarters Office Study A Look to the Future Acknowledgements The Study Team thanks everyone who EEO program were gratifying. We could not participated in interviews, completed have done it without you! The team also questinnaires, and provided invaluable infor- thanks the Technology Transfer Staff at the mationandinput. Yourresponsetoourefforts Service Centerfortheirexcellent support. As to keep the study process open and provide always, they were professional, helpful, and an opportunity for interested Bureau employ- understanding, ees to help shape the future of the Bureau's in . Table of Contents Executive Summary I. 1 II. Introduction 5 III. Background 9 IV. Issues 15 A. Management Ownership 15 B. Training 22 C. Complaints Process 25 1. Informal Complaint Process 25 2. Formal Complaint Process 30 3. Alternative Dispute Resolution Process 33 D. Human Resource Management Partnerships 36 E. Evaluations 39 F. Policies/Guidance/Manuals 41 G. Trend Analysis and Information Sharing 43 H. HQ EEO Office Organization 47 V. Implementation 69 VI. Decision Summary 71 VII. Appendices 77 1 Team Schedule, HQ Interview Schedule, Field Questionnaire, Panel ofManagers 77 2. HQ EEO Office Functional Statement (BLM Manual 1211) 89 3. Typical State EEO Office Functional Statement 91 4. FY 1991 Program Element Summary Office Report 93 5. Current Organization Roster 95 6. Conflict Management Activity, FY 1991 97 7. Handbook Example 101 Summary Executive I. ThisStudywascharteredtolookatcurrent Issues HQ EEOfunctions, roles, andresponsibilities and to identify what is needed for a fully To enhance management ownership, the effective program in the 1990s. It is meant to Studyemphasizestheneedformanagers tobe bereadasalooktothefuture,notanevaluation held accountable formanagement and leader- ofthe past. EEO shipofthe program. Thiswillrequirethe TheStudyTeamreviewednumerousdocu- HQ hands-on involvement of managers with all ments, interviewed managers and staff, aspects of the program, as well as requiring andsentquestionnairestothefield. TheTeam EEO WO experiencein aspartofmanagerialtrain- was led by Judith Herrington, Manage- ing. Specifically,theStudyproposesincorpo- ment Research Division, and included Bill rating EEO expertise into KSAs and Rating Eikenberry, MarioGonzalez,JohnJones (Na- Plans, establishing two new steering commit- tionalEEOOfficerfortheBureauofReclama- tees, requiring managers to take a rotational tion), Rodger Schmitt, and Concetta Stewart. assignmentin anEEOOffice, andsettingup a The Team found that much needs to be broad program of awards and incentives for done to prepare the Bureau for the challenges EEO accomplishments, among other actions. and realities of the 90s. Four areas were of TheStudyrecommendsestablishingacom- particular concern: prehensive EEO training program developed and presented by Bureau managers and staff. • Theneedformanagerstoassumeowner- Going beyond a basic understanding of pro- ship ofthe EEO Program gramrequirements,thistrainingwouldseekto increasetheconflictmanagementandconflict • A need for the HQ EEO Office to be avoidance skillsofmanagers andsupervisors, strongly proactive in program manage- toincreasemanagers' andsupervisors' aware- ment ness ofand ability to manage sensitive issues such as sexual harassment and white male • The need for EEO at all levels to build backlash, and to ensure that the Bureau has a BLM strong partnerships both within cadre of well-trained, highly skilled EEO of- and with external organizations ficers, specialists, and counselors. The conflict management issue is broken • A need to reorganize the EEO Office to down intothreeaspects: informalcomplaints, enhance the Bureau's ability to manage formal complaints, and the relatively new Al- the EEO program, conduct investiga- ternative Dispute Resolution (ADR) Process. WO tions, and provide service to em- NotingthattheBureauhasmadeexcellentuse ployees and managers of the informal complaint process, the Study recommends actions to enhance managerial These four concerns were split out into skills in conflict management and mediation, eight issues and addressed individually. to establish criteria forthe selection and tour- /. ExecutiveSummary of-dutyofcounselors,andtoensurethatcoun- recommends that the Bureau first survey the seling is apositive, career-enhancing activity. field to determine where guidance is most Addressing the formal complaint process, criticallyneededandthenissueIMsproviding the Study notes the critical importance ofun- interim policy and guidance. Task forces derstanding the new procedures contained in wouldthenbe assembled toupdateordevelop theCivilRightsActof1991 and29CFR 1614. manuals and handbooks as needed, targeting It recommends providing specific direction to December 1993 forcompletion. Quick-refer- HQ EEO the Office regarding issuance of encedesktopguidesandguidanceon themost BMT proposed dispositions, briefing the and efficient and effective means of complying FC on the new regulations, expanding the use with new legislation, regulations, etc., would HQ of field staffto supplement investigative also be published. capabilities, and settingup aroutinereporting A proactive role for the HQ EEO Office system to keep both managers and complain- would be fostered by emphasizing informa- antsinformedonthestatusofcases. TheADR tion sharing and trend analysis. This effort Process is put forth as a method ofachieving would rely on increasing the use of automa- "win-win"scenarios;specificimplementation tion, networking within and outside the Bu- actions are recommended. reau, and publishing newsletters and other The Study emphasizes the importance of documents to be sure the word gets out. improving cooperation, communication, and The most involved portion of the Study coordination among the Bureau's Human Re- addresses the complex issue of HQ EEO Of- source Management organizations. Specifi- fice organization. The study notes that EEO cally, the Study recommends conducting a programs throughout government are having team-building session; having EEO and Per- to adapt almost daily to changes in program sonnel managers and staff jointly prepare a direction, and thatEEO programs are not uni- responsibility matrixtoclarifyroles; ensuring versally accepted among managers and em- thatHRM teams andtaskforcesincludemem- ployees. Given these realities, and the uncer- bers from HQ EEO, Personnel, and Employ- tainnatureandextentoffutureworkloads, the mentDevelopmentstaffs andreinstitutingthe Study presents sets of options for three ; agreement to detail people across organiza- subissues. tional lines. A total of 14 actions are recommended to Turning to the issue of regular program establish appropriate functions for the evaluations, the Study observes that the first Bureauwide HQ EEO Office, to organize and WO and only EEO Program evaluation was com- staffthe office to serve the needs oflocal pleted back in 1984. The Study recommends employees as well as to meet Bureauwide performing field EEO evaluations every 3 EEOcommitmentsandtoensuretheHQEEO years,reviewingtheEEOcomponentofGMEs Officehasappropriateresources to supportits to see if the questions are providing the most responsibilities. critically needed information, and evaluating Addressingtheorganizationallocationfor the Bureau's progress toward achieving the theHQEEOOffice, theStudy examines three AD HRM; approved objectives and actions in the Multi- options: establishingan for assign- Year Affirmative Employment Program Plan ing EEO, Personnel, and Employee Develop- for Minorities and Women, along with four ment to an existing AD; and leaving the EEO other actions. organization as is. WO Bureau policies, guidance, and manuals Service to local employees is pro- are out of date. To correct this, the Study posed under one option to emanate from a