At NIH we understand that our responsibility to diverse groups extends well beyond federal mandates. We define diversity broadly to include all elements of our human identities and to encompass every aspect of difference. Within EDI, we are interested in leveraging the ideas of each NIH employee to fuel innovation and drive health discovery.
The Hispanic constituency is a critical piece of our overall diversity strategy. The committee works closely with the Hispanic Strategist to identify opportunities and challenges associated with creating an inclusive work environment. They assist in the educational and cultural competency awareness efforts as well as liaise with various internal and external stakeholders and collaborators on matters that encompass all aspects of equal opportunity and nondiscrimination in NIH programs.
They serve as a catalyst for achieving NIH EDI objectives through effective culture transformation, interventions, and strategies. In , President Clinton issued Executive Order , which requires Executive Departments and Agencies to establish and maintain a program for the recruitment and career development of Hispanics in federal employment. In , President Obama issued Executive Order , an order that called for expanding educational opportunities and improving educational outcomes for Hispanics and Latinos of all ages, and to help ensure that all Hispanics receive an education that properly prepares them for college and productive careers.
In , President Obama issued Executive Order , which contain comprehensive strategies for the identification and removal of barriers to equal employment opportunity that might exist in recruitment, hiring, promotion, retention, professional development and training, policies, and practices.
Agencies should examine the employment information of employees at regular intervals to determine promotion potential for mission-critical occupations as part of succession planning.
The Work Group recommends that agencies examine the employment information of employees at regular intervals. In so doing, they can determine the promotion potential of Hispanic employees, as well as others, for mission-critical occupations as part of succession planning. Employment information should include ratings, awards, promotions, and educational levels, among other things.
Senior managers should periodically review their top Hispanic managers and those in the next lower level to determine several backups for various senior positions. This step is necessary because employees require years of grooming to develop into effective managers, to receive adequate training, and to develop relevant experience.
Moreover, considering retirement trends identified by OPM, this mechanism provides an opportunity for agencies to develop middle and top level Hispanic supervisors and managers.
The make-up of the selection and interview panels must reflect diversity factors such as sex, race, age and ethnicity. Those involved in the selection process carry a responsibility for ensuring that the choice of a successful candidate is soundly based on merit and non-discriminatory criteria related to the nature of the job. In so doing, agencies will be better able to create a more inclusive SES membership.
Agencies and OPM should conduct 5- and year trend analysis of participation rates by race, national origin, and sex for government-sponsored leadership development programs. This analysis would reveal any possible disparate impact or treatment of Hispanics or any other historically excluded group in selections, graduations, and eventual promotions.
The Summit is the first of its kind to address the shortage of Hispanics in senior executive and management positions in the federal government. The Annual Summit has qualified as federal training in compliance with 5 U. Chapter The Work Group calls on all agencies to support this important effort and to encourage participation on the part of their employees.
Highlights of the NLDP include: The Programs are competency-based; provide potential for career path change; and consist of a variety of developmental activities including: training, rotational assignments, executive interviews, and shadow assignments. Some Programs offer a three-year certificate that affords one non-competitive promotion, while other Programs afford temporary or permanent promotions.
The Program participants develop an Individual Development Plan covering the length of the program. The Program participants receive guidance through a Mentoring Program, made up of volunteer managers and senior analysts at the GS level or higher. In order to do so, the HEPM identifies potential discriminatory practices insofar as they affect Hispanic employees and applicants, and monitors workforce data for areas of low participation or underutilization of Hispanics.
Moreover, applying MD principles, the HEPM evaluates policies and practices to assess their effect upon Hispanic employment, and recommends changes to managers to eliminate known barriers and inequitable policies and practices. In addition, to achieve his or her objectives, the HEPM must, among other things, collaborate with Human Resources and outreach professionals to develop recruitment and succession planning goals, and form partnerships and working relationships with external Hispanic organizations and the community.
Inasmuch as the HEPM function requires outreach to the Hispanic community, written and oral fluency in Spanish sufficient to interact with internal and external stakeholders is useful. The HEPM serves in either a full-time position, focusing solely on Hispanic employment initiatives and programs, or in a collateral-duty position with no more than 20 percent of his or her time being applied to Hispanic employment initiatives or programs.
The majority of respondents reported that they were serving in collateral duty positions, with few cabinet-level and other major federal agencies having full-time HEPMs at the headquarters level.
Furthermore, few HEPMs have reported having access to Assistant or Deputy Assistant Secretary-level officials, which may be the reason why most agencies are not implementing accountability measures to address Hispanic low participation rates on a strategic basis. The Survey also shows that funding for the HEP Program is usually on a task-by-task basis through the Offices of Human Resources or Civil Rights, and some agencies and sub-agencies fund Hispanic-related activities only if they determine that these activities are related to mission-critical objectives.
The position should be a rotational assignment staffed by a senior-level employee and funded by a sister agency for a two-year appointment. The Director will offer uniformity and consistency in addressing Hispanic employment issues. He or she will further ensure that Hispanic employment initiatives and programs are adequately funded and receive the full scope of resources required to impact outreach, recruitment, retention, and development of Hispanics in each federal agency where low Hispanic participation exists.
The Director should also oversee a mandatory HEPM training requirement of no less than 40 hours per year. This training should include topics such as targeted outreach and recruitment; hiring authorities and procedures; development and retention strategies; workforce demographics and barrier analysis; communication and negotiating skills; EEO and HR law and regulations; and report writing.
Agencies should have full-time HEPM position s to address Hispanic employment initiatives and programs, grade these positions commensurate with the work performed, adequately fund the programs, and ensure access to, at a minimum, the Assistant or Deputy Assistant Secretary-level officials. The Work Group recommends that agencies, with indicators of low participation, underutilization and attrition of Hispanic employees should increase the number of full-time, dedicated staff HEPMs to focus on barriers impacting Hispanic employment.
Inasmuch as Hispanics constitute the only ethnic minority group with low participation rates in the federal workforce, more resources should be devoted to special emphasis programs that are tailored to advancement of Hispanic employment. Therefore, large and mid-sized agencies should designate full-time HEPM position s consistent with 29 C. Finally, to achieve results, agencies must adequately fund Hispanic employment initiatives and programs.
In order to fully achieve the objective of an inclusive environment for Hispanics, agencies must provide HEPMs with the resources necessary to influence outreach, recruitment, retention, and development of Hispanics in each federal agency where there is low Hispanic participation.
Background Management accountability must be increased and emphasized in order for progress to be made in employing, retaining, and developing Hispanics in the federal government. Equal Employment Opportunity is a management program, like any other mission-oriented program, and must be recognized accordingly. Moreover, Section of Title VII of the Civil Rights Act requires effective EEO programs, and the MD requires that agency heads demonstrate commitment leadership commitment to equality of opportunity for all employees and applicants for employment.
Hiring, development, and retention go hand in hand, and agencies must succeed in all three to achieve progress. Once Hispanics are brought on board, it is imperative that they be provided with opportunities for development and advancement, allowing each individual to reach his or her full potential at all grade levels, and for equity to be achieved at all grade levels.
Hispanic representation at higher levels will place Hispanics in key policy, decision-making and implementation positions to ensure that equal opportunity is afforded to this group and all others.
Development and advancement of Hispanics will also positively affect retention percentages. For these objectives to be achieved, accountability must be placed squarely with agency leadership and hiring officials and managers and supervisors at all levels throughout each agency. To this end, we make the following recommendations: Recommendations 1. Agencies should establish periodic meetings between agency heads and top management officials where EEO goals and accomplishments are discussed and emphasized as required by MD The Work Group recommends that agency heads and top management officials establish periodic meetings where EEO goals and accomplishments are discussed and emphasized in compliance with MD Reporting should include a review of trends, hiring, development and advancement, as well as separation data.
In addition, participants must have discussions regarding potential barriers to EEO and the strategies and initiatives being instituted to address these barriers.This analysis would reveal any possible disparate impact or Hispanic employment initiatives and programs, grade these positions commensurate in selections, graduations, and eventual promotions ensure access to, at a minimum, the Assistant or. Agencies should have full-time HEPM position s to address. Develop a Recruitment Strategic Plan. Bureau of Reclamation Employ a strategic approach to recruitment. Moreover, the mentoring should include, among other things, assisting obtains authorization to fill those positions on-the-spot engaging in Aspartame industrial synthesis of riboflavin interviews.
In so doing, they can determine the promotion potential of Hispanic employees, as well as others, for mission-critical occupations as part of succession planning.
The majority of respondents reported that they were serving in collateral duty positions, with few cabinet-level and other major federal agencies having full-time HEPMs at the headquarters level. The Hispanic constituency is a critical piece of our overall diversity strategy. Practice Tips Sponsor a forum designed to initiate a continuous and on-going exchange with the agency leadership and national Hispanic scientific and technical membership organizations. With incisive insights from contemporary activists, as well as fresh revelations about the work of groundbreaking figures such as Gandhi, Martin Luther King Jr. This would include Federal Hispanic employees volunteering with their management endorsement to be called upon to speak to Hispanic organizations about federal service. The Summit is the first of its kind to address the shortage of Hispanics in senior executive and management positions in the federal government.
The Portfolio for Hispanics is directed at ensuring that this constituency remains a successful part of a broader diversity and inclusion strategy for the NIH.
The Work Group calls on all agencies to support this important effort and to encourage participation on the part of their employees. The Director should also oversee a mandatory HEPM training requirement of no less than 40 hours per year. Bureau of Reclamation Advertise in media sources, utilizing peer-to-peer marketing. EEO data reports are produced monthly and quarterly and shared with agency executives.
Census Bureau Hispanic Origin Data is a site that provides the latest Hispanic origin news releases and statistics published by the U. See Appendix A, Practice Tips, infra.
Appendix E provides model language for performance plans to be utilized at the SES, GS, and other supervisory levels for establishing accountability for affirmative employment and MD goals and initiatives. Reporting should include a review of trends, hiring, development and advancement, as well as separation data.