Workplace Culture Transformation Advisory Council August ... · workforce culture - such as employee engagement, equal opportunity, ethics, retention, recruitment, succession planning,

Workplace Culture Transformation

Advisory Council

August 19, 2019 Handout Packet

Handout Page # (in red)

Workplace Culture Transformation Advisory Council 1‐4

Workplace Culture Transformation Advisor‐ Biography 5

4 question values survey‐ survey instrument 6‐7

4 question values survey‐ infographic 8

4 question values survey‐ frequently asked questions 9‐ 14

Federal Employee Viewpoint Survey – Agency Specific Questions

15

Report to the Hill; US Department of Interior Actions to Address Harassment in the Workplace

16‐24

New Employee Orientation – Office of Strategic Employee Organizational Development

25

Respect and Leading for Respect‐ Office of Civil Rights (OCR)

26‐29

Automated Career Pathing Office of Human Capital (OHC)

30

Bureau Success! National Park Service (NPS) Women and Leadership in Visitor and Resource Protection

31

Bureau Success! Office of the Special Trustee (OST) OST Leadership Values and 10 Promises

32‐33

Bureau Success! Bureau of Land Management (BLM) Dignity and Respect “We Stand Together” campaign

34‐ 50

Policy, Management, and Budget (PMB) Exchange 51‐53

Memorandum

To:

From:

Subject:

United States Department of the Interior

OFFICE OF THE SECRETARY

Washington, DC 20240

FEB 2 6 2019

Susan Combs Senior Advisor to the Secretary Exercising the Authority of the Assistant Secretary for Policy, Management and Budget

Raymond A. Limon� .' · Deputy Assistant Secretary - Human Capital and Diversity Chief Human Capital Officer

Creation of Departmental Workplace Culture Transformation Advisory Council

In support of our great workforce, the U.S. Department of the Interior (Department) is committed to providing a work environment free of discrimination and harassment. Since the issuance of an Office of the Inspector General report in 2016 on.sexual harassment at the Grand Canyon National Park, the Department has taken significant steps toward understanding and addressing harassment across the workforce. With many of the initial critical activities well underway, it is time to look forward to ensure that the changes that have been made permanently transform the Department's work environment in all locations and at all levels within the context of the broader effort to transform the Department into the Best Place to Work in the Federal government.

Background

In a series of comprehensive actions, the Department has committed to addressing this issue and underscored its importance to all employees via multiple leadership communications; sought to understand the scope of the problem with a wide-ranging work environment survey; and begun building the capacity to address specific instances of inappropriate conduct with efforts to enhance workplace investigations, misconduct case tracking, and human resources and legal counsel capacity. In April 2018, the Department launched the first agency-wide policy on the "Prevention and Elimination of Harassing Conduct," which was a crucial step in setting the requirements for both the expected behavior of employees and for response procedures for managers when instances of harassing conduct are reported. The policy prohibits a range of behaviors that include, but are even broader than, illegal harassment, and establishes that supervisors will be held accountable if they fail to swiftly address known issues.

In addition, individual bureaus/offices have undertaken multi-faceted action planning efforts to address their work environment survey results by identifying activities that,would best address the problems within their organization's specific workplace culture-and report on the progress achieved in their action plans to the Department on a quarterly basis. In September 2018, the Department began convening monthly meetings of bureau/office Anti-Harassment Points of

.. , .; ...

Contact (POCs), who are closest to their organization's action plan implementation efforts, in order to assist organizations in sharing information, leveraging best practices, and collaborating to find efficiencies. POCs have identified many common needs and challenges that are difficult to overcome on their own, particularly for smaller organizations that do not have committed staffing/resources.

After almost one year of the Department-wide policy being in effect and bureau/office action planning underway, it is time to look forward to ensure that common bureau/office needs are addressed in the most efficient way possible and that recent improvements become a permanent part of the Department's workplace culture.

Establis.hment of Departmental Workforce Culture Transformation Advisory Council

Department-wide programming to support across-the-board culture transformation is necessary in order to ensure that all of the Department's over 2,300 operating locations across the United States are safe, welcoming work environments that engage employees and never subject employees, visitors, or members of the public to harassment and discrimination.

To advance comprehensive culture change, I propose the creation of a Workforce Culture Transformation Advisory Council that will meet monthly to set the vision and identify specific Department-wide programming to be implemented across the board that will enable all of the Department's organizations to succeed in making permanent positive changes to the work environment, and to continually evaluate incoming data and metrics to determine program success.

Chaired by the Assistant Secretary for Policy, Management and Budget, the Advisory Council will be composed of the highest levels of the Department's leadership. The discussions of this group will result in an anti-harassment program with ties to broader critical needs related to workforce culture - such as employee engagement, equal opportunity, ethics, retention, recruitment, succession planning, etc. - to support the Department's aim to become the Best Place to Work in the Federal government.

The Advisory Council will provide a forum for Assistant Secretaries and bureau/office leaders to share best practices that have been well-received in their organizations and allow on-the-ground practitioners in the bureaus/offices to raise new ideas for generating positive change to leadership's attention. Moreover, the leadership provided by the Workforce Culture Transformation Advisory Council will result in sustained, faster progress, and more costeffective program implementation than if each organization continued to develop and implement substantially similar programs on its own. The Advisory Council will be supported by a small office that will engage with existing teams at both the Department and bureau/office levels to implement the Advisory Council's decisions. See attached for the proposed organizational structure of the Advisory Council and support office.

Attachment

2

•

Workforce Culture Transformation Advisory Council Structure

Chaired by the Assistant Secretary for Policy, Management and Budget, the Advisory Council will be composed of Assistant Secretaries/Deputy Assistant Secretaries and/or Bureau Directors/Deputy Directors.

The Advisory Council will be supported by: •

•

•

•

A senior level Program Lead who will coordinate the efforts and represent the program Department-wide;

A Project Manager on detail, provided by bureaus/offices on a rotational basis for four months at a time to work with the Program Lead, in order to not only carry out the objectives, but also to bring a bureau/office perspective to the Department-wide efforts;

The Anti-Harassment POC group, which will remain engaged in each organization's own ongoing efforts, but will also work to join those efforts with the Department-wide initiatives; and

Existing related Department- and bureau/office-level offices that will continue to provide subject matter expertise to support the new initiatives.

-- -- - - - - - - ....

Supported by:

Anti-Harassment POCs I

& '1

I Subject Matter Experts from:

I OHC & Bureau HR Offices

I OCR & Bureau EEO Offices

/1 Employment and Labor Law Unit

Ethics Office I CADR

/

I OSEOD & Bureau Training Offices

oureaus/ollices) L -----------

3

,

I

I

I

I

7/25/20 1 9 DEPARTMENT OF THE I NTERIOR Ma i l - Transforming DOl 's Workplace Culture- We Need You

Combs, Susan <[email protected]>

Transformi ng DOl's Workplace C u ltu re- We Need You

Combs, Susan <[email protected] i .gov> Fri , Mar 1 , 20 1 9 at 8 :37 AM To: Katharine MacGregor <[email protected] .gov> , Todd Wi l lens <todd_wi l lens@ios . doi .gov>, James Cason <[email protected] i . gov> , B rian Steed <bsteed@blm .gov> , Ma rgaret Everson <marga [email protected]> , Dan iel Sm ith <[email protected]> , Timothy Petty <timothy_petty@ios .doi .gov>, "Vander Voort, Fa ith" <fa [email protected] .gov> , Tara Sweeney <tara_sweeney@ ios .doi . gov> , Joseph Balash <joseph_balash@ios .do i .gov> , James Re i l ly <jfre i l [email protected]> , "Domenech , Doug las" <douglas_domenech@ios . doi .gov>, "Travn icek, And rea" <and rea_travnicek@ios. doi .gov> , Brenda Burman <bbu [email protected]> , "Dearman, Tony" <[email protected]>, John Bockmier <john_bockmier@ios .doi .gov> , Glenda Owens <gowens@osmre .gov> , Dan iel Jorjani <danie l .jorjan i@sol .do i .gov> , Darryl LaCounte <Darryl . [email protected]> , Walter Crui ckshank <wa lter.cru i ckshank@boem .gov> , Scott Angel le <scott .angel [email protected]>, "Pau l (Dan ) Smith" <paul_sm [email protected]> , N i kolao Pula <ni [email protected] i .gov> Cc: "Cameron , Scott" <[email protected] . gov>, George Triebsch <[email protected] .gov>, Robert Gordon <[email protected] .gov> , Ha rry Humbert <ha [email protected] .gov>, " L imon , Raymond" < raymond_l [email protected] . gov> , G reg Gould <greg .gou ld@on rr.gov> , John Ross <john_ross@ios .doi . gov> , Steven Howke <steven _ howke@ios .do i . gov>

Good Morn ing ,

Th is i s a truly wonderfu l Department and I know we al l feel priv i leged to work here. You and your teams have a l l been engaged in various i n iti atives over the last two yea rs to improve the ove ral l workplace culture in your organ izations , and I trust that you feel as strongly as I do that we need to mainta i n these efforts as a clear priority in order to cement the progress that we've made .

Particularly i n the area of anti-harassment efforts , each bu reau/office has made sign ificant headway i n putting a d iverse set of measures in place to p revent and add ress unacceptable conduct, wh ich will go a long way toward improving the work envi ronment for our emp loyees , partners . and visitors . I have briefed our leadersh ip on those efforts but now is the t ime we bui ld upon those efforts and do more. To that end , I bel ieve that it wou ld be helpfu l for us to create a forum in which you can highlight the particularly successful efforts in your organizations from which everyone e lse in the Department could also benefit. Such a fo rum wou ld also generate opportunities to fi nd effi ciencies in implement ing good ideas across the board . In addit ion , putt i ng the anti-harassment efforts into the la rger context of improvi ng employee engagement would also al low us to address add itiona l needs , such as bui ld ing ca reer paths that cross bureau/office si los and looking at common prio ri ties identified on the Federa l Emp loyee Viewpoint Survey. These areas would also benefit from being elevated to senior l evel attention in order to permanently change the Department's workplace cu ltu re.

To demonstrate this commitment, I invite you to jo in me i n forming the Workplace Culture Transformation Advisory Council in order to keep our focus on these issues. I see th i s as an opportun ity for all of us to e ngage together on working toward the worthy goal of transforming the Department's cu lture for future generati ons. Please see the attached i nformational memorandum for add itiona l detai l s . I look forward to your involvement and will aski n g you to meet with me by mid-March to discuss l aunching this i n i tiat ive . If you have any questions , please do not hesitate to contact me or Raymond Limon , Ch ief Human Capital Officer.

Susan

Susan Combs U .S . Department of the I nter ior 1 -202-208-4482

----

https://mai l .google . com/mail/bl AH 1 rexS5Oqlaxm2SrPGk9e3BpnX6VqL voXs _ 5trj81 tSV-j27Cvr/u/0?ik=4f5439e3d4&view=pt&search=al l&permmsgid= . . . 1 /2

Tammy Duchesne is the Department ’s Workplace Culture Transformation Advisor in the Office of the Secretary of the Interior. The Workplace Culture Transformation Advisor is a newly-created position in the Office of the Secretary to help lead the Department in eliminating harassment in all DOI workplaces and improving the workplace culture. In this capacity, the Advisor will work with senior leaders, the Workforce Culture Transformation Advisory Council, and change-agents from the Department and each bureau to develop and execute a holistic and strategic plan to prevent harassment and foster a safe and engaging work environment.

How did you become a DOI employee?

In 2001, after teaching Spanish to 8th

graders for 5 years, I bought a one-way ticket and pursued a Master of Arts in Micronesian Studies at the University of Guam. Within a week of arriving on the island, I stopped by War in the Pacific National Historical Park with my resume and wanted to do meaningful work in anthropology, history, and Micronesian Studies. Luckily, they needed help with their museum collection and I worked as a contractor museum technician, intern, and volunteer from 2001-2003. In 2003, I was converted to a GS-5 Museum Technician position through the Student Career Experience Program (before it became the Pathways Programs). After gaining more

experience as a museum technician and curator, I was promoted to become the Chief of Cultural Resources at War in the Pacific NHP and American Memorial Park in Saipan. Since walking into a national park with my resume in 2001, I also detailed as the Chief of Natural and Cultural Resources at Sitka National Historical Park in Alaska, was the Management Assistant to the Northeast Regional Director in the NPS Philadelphia Regional Office, and served as Superintendent of Women’s Rights, Pu'uhonua O Hōnaunau, and Kaloko-Honokōhau National Historical Parks.

What drew you to this job?

My passion for equality and justice is long-standing. My dad was a civil rightsactivist and a feminist. I am blessed tohave been raised by parents whobelieved in justice, equality and thateveryone deserves respect and the samerights and opportunities. During my timeas Superintendent of Women’s RightNational Historical Park in New York, Iwas able to learn about the suffragemovement and how a small group ofdedicated and passionate people workedtogether to get women the right to vote.This experience was inspiring and itfurther ignited my desire to work towardsequality and social justice.

From March 2017 to May 2019, I was the NPS Harassment Prevention and Response Coordinator. In this role, I worked to prevent and respond to harassing conduct in the NPS through data analysis, conducting trainings, policy revisions, and development of a complaint tracking system. I was ecstatic to see the vacancy announcement so I could continue doing the work I love and begin collaborating with DOI bureaus to create department-wide change.

I believe all employees should be able to do the work they love in an environment that is

InHR Quarter ly May 2019

Follow DOI”s “People of Interior” YouTube playlist to see weekly features of our employees!

Employee Spotlight: Tammy Duchesne, DOI safe, supporting, engaging, and rewarding. I am grateful and excited about this new challenge to improve the workplace for the people that protect our amazing public lands.

What do you appreciate most about your job/agency?

I love NPS and DOI because we take care of some of the most beautiful, culturally and historically significant places in the world. Just as much as I value the DOI lands and resources, I am equally inspired by the people I have worked with over the last 16 years at DOI. I have had amazingly supportive and encouraging bosses and mentors (thank you!) and I am in awe of my smart, dedicated, and passionate colleagues. I work with wonderful people who are committed to taking care of awe-inspiring places and resources, what could be better?

What do you do for fun?

I spend a lot of my free time in our parks, refuges, and public lands. I love road tripping, hiking, trail running, and camping. I also love visiting UNESCO World Heritage sites and camper vanning in international national parks like New Zealand, Australia, and Chile. I also enjoy practicing Spanish with friends and colleagues.

Photos courtesy of Tammy Duchesne, DOI.

Biography & background forWorkplace Culture Transformation Advisor

5/31/2019 Transforming DOI's Workplace Culture - We Need You

https://docs.google.com/forms/d/1YRTSamyZZ0CM0ndWVC4owWAAmOFfKhi5Wyl5M-47IHc/edit 1/2

Transforming DOI's Workplace Culture - We Need YouThe Department of the Interior is committed to being the best place to work in the Federal Government. Your help is requested in establishing a unified Department-wide set of core workplace values that will define how we interact with and treat each other. Please take this anonymous survey to help us understand your perspectives on the Department's current workplace culture and help us identify and define Department-wide workplace values moving forward.

* Required

Survey QuestionsAn organization's workplace culture describes the entire workplace environment, is the character and personality of an organization, and consists of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Organizational workplace culture affects the way people and groups interact with each other, with clients and with stakeholders.

If you had to describe the present culture of the Department ofthe Interior (for example, the values, beliefs, attitudes, andbehaviors that employees share and use on a daily basis in theirwork) in three words, which three words would you choose?

Please enter your responses in the text boxes below.

1. Word 1 *

2. Word 2 *

3. Word 3 *

Survey instrument for 4 question values survey

5/31/2019 Transforming DOI's Workplace Culture - We Need You

https://docs.google.com/forms/d/1YRTSamyZZ0CM0ndWVC4owWAAmOFfKhi5Wyl5M-47IHc/edit 2/2

Powered by

In three words, how would you describe the type of workplaceyou want to work in (for example, how people are treated, howpeople interact with each other, how work isaccomplished/recognized)?

Please enter your responses in the text boxes below.

4. Word 1 *

5. Word 2 *

6. Word 3 *

7. If there is one thing you would improve aboutworking at the Department of the Interior, whatwould it be?

8. Do you have any additional comments you would like to share?

https://www.google.com/forms/about/?utm_source=product&utm_medium=forms_logo&utm_campaign=forms

Thank you, DOI employees! Over 10,000 of you responded to the DOI Values Survey in April & May. Your input is helping us create a workplace culture where employees feel safe, respected and valued.

You Spoke... Here’s what you see as our current DOI culture*: Committed (48%) Respectful (19%) Anxious (16%) Overworked (17%)

We are listening. And doing! In the coming weeks, we will be: Adding content and tools to a website to feature your input Continuing to hear more about the values you hold dear Taking action to transform our workplace culture

33.7%

21.8%18.5%

15.2%

Respect Teamwork Honesty Fairness

Let's Get Ideal: Here are the Values You Want to See*

*Percentages do not add up to 100 because employees could write in more than one option

Infographic of 4 question values survey

------------------------------------------------------------------------------------------------------------------------------------------

Frequently Asked Questions

Question: What do you mean by “Workplace Culture Transformation”?

Answer: “Workplace Culture Transformation” refers to the Department’s commitment to prioritizing our valued employees and ensuring that the environment at every DOI workplace is safe, respectful, and engaging.

Q.Why is DOI doing this?

A: Your hard work helps us to accomplish our mission and serve our constituents. We are dedicated to transforming the Department into the workplace you want. You spoke… we are listening, we care, and we are determined to change.

Additionally, following the implementation of the first Department-wide policy on the “Prevention and Elimination of Harassing Conduct” in April 2018, DOI is committed to addressing the issue of harassment, understanding the scope of the problem, building the capacity to address specific instances of inappropriate conduct, setting behavioral expectations, and swiftly addressing future problems.

Q: Why should I care about this?

A: You, our employees, are passionate about the mission work you do, and you hold yourselves and DOI to high standards when it comes to achieving our missions. We want you to give and receive respect willingly, exhibit teamwork, and hold yourselves and your colleagues to the highest standards of honesty and fairness in all interactions.

FAQ's for 4 question values survey

https://www.doi.gov/sites/doi.gov/files/pb-18-01-prevention-and-elimination-of-harassing-conduct.pdf

DOI is committed to providing a work environment that is free of discrimination and harassment, and to be one of the Best Places to Work in the Federal government. We are listening to you, we care, and we are determined to change based on your feedback.

Q. What have you done so far?

A: The Department and our bureaus have engaged in a number of efforts over the past two years to meet this goal. As these efforts continue, we are also taking an opportunity to examine our workplace culture - the entire workplace environment, across all DOI locations and at all levels.

Most recently, we conducted a four-question survey of employees in order to:

1. Determine which organizational values you want to see embodied byDOI

2. Elicit suggested organizational improvements

The survey was open from April 24-May 6, 2019, and 10,094 employees took the survey. The remarkably high response rate to that survey makes it clear that you have strong feelings about workplace culture and values, and that you want to have a voice in shaping the culture at the Department level.

Q:What questions were asked on the survey?

A: The four questions were:

1. If you had to describe the present culture of the Department of theInterior (for example, the values, beliefs, attitudes, and behaviors thatemployees share and use on a daily basis in their work) in threewords, which three words would you choose?

2. In three words, how would you describe the type of workplace youwant to work in (for example, how people are treated, how people

interact with each other, how work is accomplished/recognized)?

3. If there is one thing you would improve about working at theDepartment of the Interior, what would it be?

4. Do you have any additional comments you would like to share?

Q: How did employees describe current DOI culture?

A: Employees described DOI’s present culture in a wide variety of ways, both positive and negative. The top ten descriptors were:

1. committed (24.1%)

2. respectful (9.2%)

3. overworked (8.5%)

4. anxious (8%)

5. chaotic (6.1%)

6. negative (5.9%)

7. diligent (5.9%)

8. integrity (5.8%)

9. collaborative (5.5%)

10. passionate (5.5%)

Q: What kind of workplace culture did employees say they would like to work in?

A: When employees were asked to describe the environment in which they wanted to work, nine top categories emerged:

1. respectful (33.7%)

2. collaborative (21.8%)

3. honesty (18.5%)

4. fairness (15.2%)

5. acknowledgment (14.4%)

6. inclusion (11.4%)

7. supported (10.7%)

8. caring (9.7%)

9. open (8.7%)

Q: What did employees say they would like to improve about working at DOI?

A: Employees suggested improvements in a wide variety of categories. The top categories were related to:

1. Transparency (482 mentions)

2. Accountability (350 mentions)

3. Workload/Balance (344 mentions)

4. Funding/Budget/Pay (325 mentions)

5. Developmental opportunities (268 mentions)

Q: What additional comments did employees share? A: Employees shared positive and negative comments, all of which are appreciated, valued, and will be considered.

Q: What methodology was used for the survey? A: Department human resources employees reviewed the survey responses to get a general sense of the data. They then used qualitative data analytics software to analyze trends within the survey data. Comments were categorized into the most frequently mentioned themes.

The software used, QDA Miner 5, is a support tool for manually coding responses and includes embedded tools that use natural language processing to make coding easier (important when analyzing 10,000+ responses).

Q: How will the survey data be used?

A: Ninety percent of people responding to the survey mentioned one or more of the following values as describing their ideal workplace: respect, teamwork, honesty and fairness. Based on this high response rate, DOI values will embrace these concepts as our values. We will focus our efforts in the coming year on learning more about what these values mean to you so that we can integrate these principles into the work we do to improve our culture. We also heard from you about specific areas you would change at DOI, and we will be addressing these while continuing to seek your feedback and ideas

Q: What is DOI doing next on this effort?

A: Our next steps include:

1. We are improving the Workplace Culture Transformation websiteso you can learn more about our efforts and track our progress.

2. We will discuss our values more in-depth and begin incorporatingthem into our work

3. We invite you to provide feedback on what respect means to youand how you would like to see respect demonstrated in the workenvironment. We also invite you to provide a logo, graphic, orimage that you think captures respect.

4. We will report out on what you said about respect and continue togather feedback and report back on your thoughts aboutteamwork, honesty, and fairness throughout the year.

5. We will share how we will use these values to guide our work andactions throughout the Department.

https://sites.google.com/a/ios.doi.gov/workplace_culture/home?pli=1

https://sites.google.com/a/ios.doi.gov/workplace_culture/home?pli=1

https://docs.google.com/forms/d/e/1FAIpQLSexCDSzlFnTtoE6WD4bJiUBUzHKgtmC9hnhVZP5KEaij6d0Lg/viewform?usp=sf_link

6. We will ensure all employees have on-going opportunities andvenues to provide further feedback and comments about how wecan improve.

Q: What is the Workplace Culture Transformation Advisory Council?

A: On March 1, 2019, Susan Combs, the Assistant Secretary for Policy, Management and Budget, created the Workplace Culture Transformation Advisory Council, comprising the highest levels of DOI leadership, including the heads of each DOI bureau and DOI’s Assistant Secretaries, with the ultimate goal of making DOI one of the best places to work in the Federal Government.

Q: What is the purpose of the Culture Transformation Advisory Council?

A: The Advisory Council will link critical needs related to workforce culture with DOI’s anti-harassment program to drive employee engagement, equal opportunity, ethics, retention, recruitment, and succession planning.

The Advisory Council is also a forum for senior leaders to share best practices in their organizations and allow on-the-ground practitioners in the bureaus/offices to raise new ideas for generating positive change.

Q: What will the Advisory Council do?

A: The Advisory Council will:

1. Advance comprehensive culture change across the Department

2. Set the vision and identify specific Department-wide programming tobe implemented across the board

3. Enable all of the Department’s organizations to succeed in makingpermanent positive changes to the work environment and tocontinually evaluate incoming data and metrics to determine programsuccess

FINAL

FINAL DOI FY19 Federal Employee Viewpoint Survey (FEVS) Agency-Specific Items Final 03/08/2019

Bucket 1: DOI Unified region location of participant. FEVS ASI#1(Pseudo Question): Please identify your region.

Bucket 2: Have you experienced harassing conduct? FEVS ASI#2: I have experienced or witnessed harassing conduct, as defined by Department of the Interior’s Personnel Bulletin 18-01 (Prevention and Elimination of Harassing Conduct), in the last 12 months within my workplace.

Please Note: Under PB 18-01, harassing conduct is defined as an unwelcome conduct, verbal or physical, including intimidation, ridicule, insult, comments, or physical conduct, that is based on an individual’s protected status or protected activities under this policy, when: 1. the behavior can reasonably be considered to adversely affect the work environment; or 2. an employment decision affecting the employee is based upon the employee’s acceptance or rejection of such conduct.

1) Yes 2) No 3) Don’t Know

Bucket 3: Do you know how/where to report?

FEVS ASI #3: I know where to report harassing conduct that I may experience or witness (i.e., any supervisor/manager, HR, Inspector General).

1) Agree 2) Disagree 3) Don’t Know

FEVS ASI #4: I understand there are multiple resources available where I can seek confidential assistance about harassment-related concerns (e.g., ombudsman, EAP).

1) Agree 2) Disagree 3) Don’t Know

Bucket 4: Does leadership act when they are told that something is wrong? FEVS ASI#5: If I do report an instance of harassing conduct, I believe my organization will take immediate action to stop the behavior and hold the offending employee(s) accountable.

1) Strongly Agree 2) Agree 3) Disagree 4) Strongly Disagree 5) Don’t Know

Bucket 5: Has training and policy improved climate? FEVS ASI#6: Over the last 12 months, my organization’s efforts to implement anti-harassment policies, reporting and investigation procedures, and training improved my workplace climate.

1) Strongly Agree 2) Agree 3) Disagree 4) Strongly Disagree 5) Don’t Know 6) Not Applicable to Me

Bucket 6: As leader, do you have enough resources to know what to do? FEVS ASI#7: As a supervisor/manager, I have the training, tools and support to promptly address allegations of harassing conduct and correct any misconduct brought to my attention.

1) Strongly Agree 2) Agree 3) Disagree 4) Strongly Disagree 5) Don’t Know 6) Not Applicable to Me

FEDERAL EMPLOYEE VIEWPOINT SURVEY AGENCY SPECIFIC QUESTIONS (ASQ)

U.S. Department of the Interior Actions to Address Harassment in the

Workplace

2017-2019

June 2019

In the FY 2019 Interior and Environment and Energy and Water Development Appropriations, the

Senate Report requested the U.S. Department of the Interior (Department) to identify actions to address

harassment in the workplace. The Department is committed to providing a work environment free of

discrimination and harassment. Since the issuance of an Office of the Inspector General report in

January 2016 on sexual harassment at the Grand Canyon National Park, the Department has taken

significant steps toward understanding the nature of harassment and addressing the issue across the

workforce.

At the start of 2017, the Department initiated a series of comprehensive actions that addressed this

issue. Actions included:

1. Leadership communicating the importance and seriousness

of the issue to all employees;

2. Developing an understanding of the scope of the problem;

3. Building capacity to address specific instances of

inappropriate conduct;

4. Undertaking multi-faceted action planning at the

bureau/office level to remedy the issue; and

5. Launching a comprehensive anti-harassment policy to set

behavioral expectations and swiftly address future

problems.

The following report describes a cumulative list of anti-harassment activities; efforts related to

bureau/office action plans to address harassment; the Department’s new anti-harassment policy; and the

establishment of a Workplace Culture Transformation Advisory Council.

I. Cumulative List of Activities 2017, 2018 & 2019

January-March 2017 Work Environment Survey administered to all employees. Survey is the first of its scope done across the Federal government, designed to assess workplace conditions that Interior employees experience, including the prevalence and context of all forms of harassment.

March 2017 Issuance of Secretarial message to all employees on strengthening the Department’s ethical culture.

April 2017 Issuance of Secretary’s Harassment Policy Statement.

Issuance of policy requiring all supervisors to complete Civil Treatment for Leaders curriculum addressing harassment and discrimination.

Launch of first Department-wide contract vehicle and procedures for engaging third-party contract investigators to conduct administrative investigations into employee misconduct, including harassing conduct.

July 2017 Identification and commitment of funding to implement an enhanced Department-wide misconduct case tracking system, allowing Interior to identify trends and ensure that managers take action when harassing behavior has occurred.

September 2017 Issuance of Deputy Secretary’s message to all employees underscoring leadership commitment to holding employees accountable for misconduct, including harassment.

October 2017 Release of National Park Service (NPS) Work Environment Survey results, as the Department’s first priority to be addressed.

Issuance of NPS Anti-Harassment Policy (NPS Director’s Order #16E), modeled on the draft of the Departmental policy.

November 2017 Issuance of first Department of the Interior Investigator Guide to Conducting Administrative Investigations, ensuring that misconduct investigations, includingthose dealing with harassing conduct, are conducted in a thorough, impartial and fair manner, and any resulting disciplinary or other actions are defensible.

December 2017 Work Environment Survey results released on new external website that includes resources on harassment, discrimination, and retaliation. Survey is the first of its scope done across the Federal government, designed to assess workplace conditions that Interior employees experience, including the prevalence and context of all forms of harassment.

On December 13, 2017, Deputy Secretary Bernhardt directed bureau/office heads to develop formal action plans within 45 days to specify the actions they plan to take to address their organizational Work Environment Survey results, the schedule for accomplishing those actions, and a description of how they will assess the success of those actions.

Throughout 2017 Close to 100 employee relations and employment law practitioners are trained on best practices for conducting administrative investigations into allegations of misconduct, including harassing conduct, to ensure that the Department provides proper oversight over third party investigations.

Cadre of ombuds professionals available is expanded so that all Bureaus now have a dedicated ombuds resource in place.

February 2018 Bureau/Office Human Capital Officers begin to hold monthly meetings solely dedicated to discussion and coordination of anti-harassment activities.

March 2018 Six bureau/office Work Environment Survey Action Plans are finalized and approved for implementation.

April 2018 Issuance of Personnel Bulletin 18-01, the Department’s first comprehensive policy on the Prevention and Elimination of Harassing Conduct.

Remaining nine bureau/office Work Environment Survey Action Plans are finalized and approved for implementation.

Consolidation of all employment and labor law legal matters into one Employment and Labor Law Unit within the Office of the Solicitor, creating a base of legal expertise and elevating the status of personnel law portfolio.

June 2018 Bureaus/offices submit first quarterly progress reviews on implementation of action plans developed in response to each organization’s Work Environment Survey Action Plans. Reports show significant progress and sustained senior-level attention.

August 2018 Bureau/office leaders identify primary Anti-Harassment Points of Contact in order to coordinate common Work Environment Survey Action Plan activities.

Award made for consultant support to coordinate and facilitate implementation of bureau/office Work Environment Survey Action Plans.

September 2018 Bureau/office Anti-Harassment Points of Contact begin meeting on a monthly basis to share information, leverage best practices, and collaborate to find efficiencies in implementing their organizations’ Work Environment Survey Action Plans. Monthly meetings ongoing.

Contract is awarded for enhanced Department-wide misconduct case tracking system that will allow Interior to identify trends and ensure that managers take action when harassing behavior has occurred.

February 2019 Bureaus/offices complete providing Civil Treatment for Leaders training curriculum addressing harassment and discrimination to over 9,000 supervisory employees on board as of October 2016 (year-end completion deadline impacted by lapse in appropriations).

Senior Advisor to the Secretary Exercising the Authority of the Assistant Secretary for Policy, Management and Budget, designated to lead Department-wide anti-harassment and workplace culture transformation efforts.

March 2019 Senior Advisor to the Secretary Exercising the Authority of the Assistant Secretary for Policy, Management and Budget, issues memorandum announcing the creation of a Departmental Workplace Culture Transformation Advisory Council chaired by the Senior Advisor and composed of Assistant Secretaries/Deputy Assistant Secretaries and/or Bureau Directors/Deputy Directors.

The Office of Civil Rights is realigned to report directly to the Principal Deputy Assistant Secretary, Policy, Management and Budget, to enhance the Department’s effort to establish a model workplace free of harassment, consistent with applicable law and administrative guidelines.

Tanisha Edmonds is named as the Interim Departmental Anti-Harassment Program Manager while newly created permanent position vacancy for a

Departmental Workplace Culture Transformation Advisor is announced and recruited.

Senior Advisor to the Secretary Exercising the Authority of the Assistant Secretary for Policy, Management and Budget holds a kick-off meeting for the Workplace Culture Transformation Advisory Council.

April 2019 A four question Workplace Values Survey is launched to all Department employees to identify Department-wide core values that employees believe should define how they interact with and treat each other. Over 10,000 Department employees responded.

Enhanced Department-wide misconduct case tracking system is launched, which will allow Interior to identify trends and ensure that managers take action when harassing behavior has occurred.

May 2019 Tammy Duchesne is selected for the newly-created Workplace Culture Transformation Advisor position, dedicated to supporting efforts to ensure that the Department has safe, welcoming work environments that engage employees and are free from discrimination and harassment.

Six Department-specific harassment-related questions are included for the first time in the Federal Employee Viewpoint Survey (FEVS), administered to all Department employees by the U.S. Office of Personnel Management (OPM). OPM will likely release the FEVS results for all agencies in September 2019. These results will set a new baseline against which future years’ responses can be measured and will inform policy, programming, and training efforts.

June 2019 Analysis of all-employee Workplace Values Survey results to inform Workplace Culture Transformation efforts, the goal of which is to ensure that the Department has safe, welcoming work environments that engage employees and are free from discrimination and harassment.

Summer 2019

(planned)

Department to explore expansion of new misconduct case tracking system to include intake of reports of harassing conduct in order to track trends and enhance accountability on all reported instances of alleged harassment.

Conclusion of ongoing human resources operations assessment study, performed by an external consulting firm. Analysis of the study’s results to identify effectiveness of accountability programs and employee service delivery will have a direct impact on the timeliness of management response to reports of harassing conduct.

II. Bureau/Office Work Environment Survey Action Plans

Upon release of the Department’s Work Environment Survey results in December 2017, Deputy

Secretary Bernhardt directed that each bureau/office head develop a formal action plan for addressing

the organization’s specific results, the schedule for accomplishing those actions, and a description of

how the organization would assess the success of those actions. The memorandum, issued on

December 13, 2017, directed bureaus/offices to develop action plans within 45 days, by January 27,

2018.

● The resulting action plans provide a range of actions, developed in the context of each Bureau’smission and unique needs, which will provide the blueprint for next steps for each organization asthe Department continues its work to ensure a workplace free of harassment.

● Action plans were reviewed at the Department level in February-March 2018 to ensure that theactions identified could be expected to positively impact the issues brought to light by the survey,were time-bound, and had success measures associated with each.

● Six organizations’ action plans were approved on March 22, 2018: Bureau of Land Management;Interior Business Center; National Park Service; Office of the Secretary; Office of the Solicitor;and U.S. Fish and Wildlife Service.

● All remaining action plans were approved on April 20, 2018: Bureau of Indian Affairs; Bureau ofIndian Education; Bureau of Ocean Energy Management; Bureau of Reclamation; Bureau ofSafety and Environmental Enforcement; Office of Natural Resources Revenue; Office of theSpecial Trustee for American Indians; Office of Surface Mining, Reclamation, and Enforcement;and U.S. Geological Survey.

Action plans are wide-ranging in their identified activities. Each bureau/office action plan identifies

various methods for communicating policy expectations and related new initiatives to the workforce.

Each plan generally addresses activities in the areas of:

● Leadership commitment and communications to workforce (e.g., senior leader issuances,employee listening sessions);

● Implementation of new policy on Prevention and Elimination of Harassing Conduct (e.g.,informational webinars, certification that supervisors/employees have read the policy);

● Training for employees and/or supervisors (e.g., workshops on generational differences,incorporation of anti-harassment information in new employee onboarding programs);

● Employee resources on dealing with harassment (e.g., full implementation of ombuds programs,web-based employee resource portals) and increasing employee awareness of reporting andsupport options;

● Investigative and response capacity (e.g., complaint tracking systems, workforce assessment ofhuman resources services available to assist managers);

● Ongoing monitoring of the work environment (e.g., ongoing review of complaints, periodic re-evaluation of work environment).

Bureaus/offices are required to report to the Department on progress toward implementation of action

plans on a quarterly basis. Quarterly reports submitted since June 2018, show significant progress in

each organization’s implementation and sustained leadership attention to the effort. Multiple

organizations continue to add new action items as they complete their original plans to build on

successes achieved in the first year of sustained activities.

III. Departmental Policy on Prevention & Elimination of Harassing Conduct (Personnel Bulletin18-01, April 2018)

The Department issued its first comprehensive policy on the Prevention and Elimination of Harassing

Conduct, Personnel Bulletin 18-01, on April 23, 2018.

● The primary goals of the policy are to:

○ Provide a work environment free from harassment by ensuring that appropriate officials arenotified of, and have the opportunity to, promptly correct harassing conduct;

○ Communicate clearly that the Department will not tolerate sexual or non-sexual harassingbehavior; and

○ Address harassing conduct and hold employees accountable at the earliest possible stage,before the conduct becomes “severe or pervasive,” i.e., harassment within the meaning ofanti-discrimination law.

● The policy achieves these goals by:

○ Defining unacceptable conduct that violates the policy;

○ Outlining the rights and responsibilities of employees, supervisors, and managers; and

○ Establishing reporting procedures and accountability measures.

The policy was announced to the entire Department on April 23, 2018 with an all-employee email

message that included a memorandum and video message from former Secretary Zinke, as well as links

to the policy document and related resources available at https://www.doi.gov/employees/anti-

harassment. In addition, bureau/office leaders reinforced policy expectations and implementing

procedures to their workforces over the following months with various communication tools such memos,

videos, all employee’s meetings, town-halls, etc.

Policy Developed to Meet EEOC Model Anti-Harassment Program Criteria

The Department’s anti-harassment policy was developed in a thoughtful, iterative process based on

Equal Employment Opportunity Commission (EEOC) recommendations for Model Anti-Harassment

Programs. The EEOC recommends that anti-harassment policies and procedures contain the following

elements:

1. Clearly explain the prohibited conduct. In particular, the policy should cover all forms of

harassment, including race, color, gender (both sexual and non-sexual), age, national origin,

disability, and religion;

2. Write the policy in a way that will be understood by all employees and implement it in a manner

which ensures its effective dissemination to all employees. The policy needs to be posted in

conspicuous locations throughout the facility, including the agency's website, and incorporated

into employee orientation materials/handbooks;

3. State that complainants, witnesses, and others who provide information concerning such claims

will be protected from retaliation;

4. Assure the confidentiality of individuals bringing claims of harassment to the extent possible;

5. Describe the complaint process, particularly the agency officials who can receive harassment

claims. It is advisable to designate at least one official outside the employee's chain of command

to receive claims of harassment because a conflict of interest could occur if the alleged harasser

is within the employee's chain of command;

6. Ensure that the investigation process is prompt, thorough, and impartial. In this regard, agencies

should develop complaint procedures that are separate from the EEO process and address all

claims of harassment irrespective of whether the alleged victim files an EEO complaint in the

same matter;

7. Assure immediate and appropriate corrective action, including discipline or removal of employees

and managers. Agencies, however, should not take action involving the alleged victim without

their consent (i.e., transferring the victim to another office); rather, it is preferable to implement

measures designed to achieve the same result without burdening the alleged victim; and

https://www.doi.gov/employees/anti-harassment

https://www.doi.gov/employees/anti-harassment

8. Provide periodic training to all managers and supervisors regarding the terms of the anti-

harassment policy and procedures, and their role in the complaint process. Additional training for

employees would also be useful.

Policy Elements

In addition to looking at the EEOC Model Anti-Harassment Program recommendations, the Department

conducted thorough benchmarking against the policies of multiple other Federal agencies, including the

National Aeronautics and Space Agency (NASA), Department of Commerce, Department of Treasury,

U.S. Forest Service, Department of State, Department of Homeland Security, and the internal, employee-

facing policies of the EEOC and the Merit Systems Protection Board. The Department’s policy is among

the most comprehensive and most closely resembles that of NASA.

The final version of the policy includes the following elements:

Reporting Process

● Employees can report harassing conduct to the supervisor of the alleged harasser, anysupervisor or management official, their servicing human resources office, or the Office ofInspector General.

● The process includes notification to two level of managers above the employee who is alleged tohave engaged in harassing conduct, in order to strengthen accountability.

● The policy clearly distinguishes between the covered reporting process (whose primary goals areto stop harassing conduct and to hold any employee who violated the policy accountable) asseparate from the equal employment opportunity (EEO) complaint process, negotiated andadministrative grievance procedures, and other avenues that may also be available foremployees to seek relief when they have been subjected to harassing conduct.

Victim Protection

● Before directing a thorough investigation into the allegations of misconduct, a supervisor/managermust, after consultation with human resources and legal counsel, take any necessary interimsteps to ensure that the potentially harassing conduct does not continue.

● The interim measures taken will depend on the severity of the conduct alleged. Interim measuresare required in cases of serious misconduct, including, but not limited to, harassing conduct of asexual nature, depending on the circumstances.

● If the conduct is severe or pervasive, the supervisor/manager should separate the employeealleged with harassing conduct from the alleged victim, at least until the matter otherwise can beresolved (e.g., by assigning the alleged harasser to a telework status or a temporary detail;moving him or her to another office space, desk or floor; requesting approval to place him or heron investigative leave; or issuing no contact instructions).

● The identity of the employee alleging violations of this policy will be kept confidential, except asnecessary to conduct an appropriate investigation into the alleged violations, to take appropriatedisciplinary or corrective action, to comply with the reporting requirements of this policy, or whenotherwise required by law. All reports of harassing conduct and related information will bemaintained on a confidential basis to the greatest extent possible.

● It is a violation of the policy to retaliate against employees who engage in protected activity underthis policy. Protected activity includes reporting harassing conduct, discrimination or retaliation;filing a claim of harassment; providing evidence in any investigation; or intervening to protectothers who may have suffered harassing conduct, discrimination or retaliation. A manager may

not fire, demote, harass, or otherwise take any personnel action against an individual for reporting an allegation of misconduct under this policy.

● The policy also includes additional non-reporting consultation options and resources foremployees to seek assistance (e.g., confidential ombuds services, employee assistanceprogram).

Management Action

● Supervisors/managers who observe or are informed of allegations of harassing conduct mustreport the conduct/allegations to the appropriate officials, ensure that a prompt, objective, andthorough investigation is conducted, and take steps to ensure that the harassing conduct isappropriately addressed to deter further misconduct, including taking disciplinary action, ifappropriate.

● Strict time limits apply for management to seek guidance and refer complaints for investigation.

● Managers must seek human resources and legal counsel guidance in determining theappropriate avenue for a prompt, thorough, and impartial investigation to be conducted.

● Appropriate corrective action, disciplinary or otherwise, up to and including removal, will be takenagainst any supervisor or other management official who fails to perform her or his obligations asset forth in the policy, including any failure to report known violations of the policy.

● The policy will be incorporated into each Bureau’s supervisory training curriculum.

Accurate Trend Tracking

● The servicing human resources office is responsible for tracking the information related to theallegations of harassing conduct in separate case files, in accordance with established recordsmanagement policies.

● The servicing human resources office is also required to monitor and record the status of

allegations, including final resolution, in the appropriate tracking system approved by the

Department’s Office of Human Capital. In April 2019, the Department launched the Interior

Management Accountability and Reporting Tool (I-MART), which will enhance case tracking and

the ability to generate reports to provide a snapshot of open cases and longitudinal data.

Clarity & Accessibility

● Document includes both policy and required procedures in one place, to be an easily accessibleand understandable resource for both employees and supervisors.

● Policy is posted on the Department’s website at https://www.doi.gov/employees/anti-harassment/harassing-conduct.

IV. Workplace Culture Transformation Advisory Council (March 2019)

Susan Combs, the Senior Advisor to the Secretary exercising the authority of the Assistant Secretary, Policy, Management and Budget, created the Workplace Culture Transformation Advisory Council on February 26, 2019, to advance comprehensive culture change across the Department.

The Advisory Council is composed of the highest levels of the Department’s leadership with the expectation that discussions of the group will result in an anti-harassment program with ties to broader critical needs related to workplace culture - such as employee engagement, equal opportunity, ethics,

https://www.doi.gov/employees/anti-harassment/harassing-conduct

https://www.doi.gov/employees/anti-harassment/harassing-conduct

retention, recruitment, succession planning - to support the Department’s aim to become the best place to work in the Federal government.

The Advisory Council will:

● Advance comprehensive culture change across the Department;

● Set the vision and identify specific Department-wide programming to be implemented across theboard;

● Enable all of the Department’s organizations to succeed in making permanent positive changes tothe work environment and to continually evaluate incoming data and metrics to determineprogram success;

● Be supported by the newly-hired Workplace Culture Transformation Advisor.

V. Conclusion

Secretary Bernhardt and the Department of the Interior are fully committed to building upon the critical

activities accomplished in the last two years to fundamentally transform the way that employees interact

with each other in the Department. The Department has made significant progress in acknowledging and

understanding the nature of harassment, holding employees and their managers accountable, and

setting clear, enforceable standards of behavior. The Department’s bureaus and offices have

implemented a wide range of initiatives in the context of their own missions and unique needs and

continue to follow the blueprints in their action plans with new goals and activities added as important

milestones are achieved.

With the establishment of the Workforce Culture Transformation Advisory Council, comprised of the most

senior level leaders in the Department, as well as the dedication of Department-level resources to this

critical priority, the Department looks forward to further progress over the coming years toward reaching

the ultimate goal of providing a harassment-free environment for all Department of the Interior

employees, partners, and visitors.

DOI New Employee Orientation, Executive Summary

Vision: In a recent DOI values survey, employees indicated that one of the top values they wanted to describe their workplace was teamwork or collaboration. The purpose of this project is to develop an online orientation course that new employees can use to begin acculturating as a team member of the Department of Interior. The intent would be that all bureaus and agencies within DOI would present this course to their new employees, but they could add a block or two of bureau-specific instruction as needed. This course will ensure that no matter where the employee works in the Department of Interior, the employee is hearing the same foundational messages that will drive success.

Components: • Introductory video from Secretary of the Interior• Introduction to the various bureaus and their missions• New course outlining employee and supervisors responsibilities/expectations• Learning plan that includes all of the common mandatory training all employees are

required to take:o Records managemento Privacy Acto Ethicso Hatch Acto No Fear Acto Anti-harassment/discriminationo Telework

• Future plan would be to add a course on the DOI Common Values

Project exclusions: This course will not cover “onboarding” topics such as: • Local policies and procedures• Human resources topics: payroll, benefits information etc.

Coordinate with stakeholders; research what is already available

Design courses, develop videos; coordinate with DOI Talent

Initial Launch in DOI Talent

Continue to tweak/expand course as required

1st Qtr FY20

Workforce for the 21st Century - Acquire and retain top talent to achieve results…retention begins with day one!

RESPECT IN THE WORKPLACE: CREATING A RESPECTFUL ENVIRONMENT FOR ALL EMPLOYEES

What’s different? Rather than dwelling on legal standards and what NOT to do, this training will focus on WHAT TO DO – the words and actions that promote respect and fairness, and participants’ responsibility for contributing to respect in the workplace. Using case studies, trainees strategize about bystander intervention and ways to help others who may be behaving in ways that are disrespectful or who are being targeted by disrespect. Finally, they use a feedback model to practice both giving and getting feedback about behavior that is uncivil or disrespectful.

(Italicized items unique to employee training – regular font common to both employee and supervisor trainings)

PART 1: RESPECT

Objectives

• Develop a shared and specific understanding of respectful words and behavior.

• Understand the relationship between perceived respect and organizationalperformance.

Post-training resource: Workplace-Specific Respectful Cues

PART 2: WHAT GOES WRONG – DERAILERS

Objectives

• Understand all forms of conduct that derail respect, including incivility, abusivebehavior and unlawful harassment

• Identify behavior that is problematic and/or unlawful

• Define and understand unlawful harassment

• Understand choices when an employee becomes aware of possible unlawful conduct

Post-training resource: Continuum of Behavior Chart

Equal Employment Opportunity Commission Trainings that will be piloted by Office of Civil Rights

PART 3: POLICY REVIEW

Objectives

• Be familiar with the organization’s policy regarding harassing conduct

• Understand rights and responsibilities under the organization’s policy

• Understand different options for reporting

• Understand the process after a report of harassment is filed

Post-training resource: Organization’s Anti-Harassment Policy and Procedures

PART 4: STEPPING UP AND STEPPING IN

Objectives

• Understand the value of peer intervention/bystander intervention and develop asense of collective responsibility

• Identify the ways that bystanders can intervene when they observe or learn aboutproblem behavior in the employee’s specific workplace

• Explore barriers to bystander intervention and how they can be overcome

• Practice applying bystander intervention techniques to a simulated situation

Post-training resource: Bystander Options

PART 5: FEEDBACK – GIVING AND GETTING THE GIFT

Objectives

• Understand the power of peer-to-peer effective feedback in workplace situations

• Identify barriers to effective feedback in workplace situations

• Learn a model for giving and getting feedback about derailer behaviors

Post-training resource: Feedback Model

PART 6: LEARNING

Objectives

• Commit to making a change or taking action

• Share that commitment with a colleague and hold each other accountable

NOTE: Four hour training allows for customization such as:

• Additional case examples and more opportunities to practice and re-enforce skills

• More interactive discussions rather than lecture format

• In-depth discussion on derailer behaviors to include types of harassment

• Explanation of difference between authority and influence

LEADING FOR RESPECT: HOW SUPERVISORS AND MANAGERS CAN CREATE

RESPECTFUL WORKPLACES

What’s different? Rather than dwelling on legal standards and what NOT to do, this training will focus on WHAT TO DO – the words and actions that promote respect and fairness, and participants’ responsibility for contributing to respect in the workplace. Supervisors practice skills in responding appropriately to employee complaints and discuss how they can create a sense of respect for their employees, focusing on the employee’s perceptions of fairness and the supervisor’s responsibility to respond with emotional intelligence. Finally, supervisors are taught simple but effective ways to coach employees whose behavior might be a problem – early intervention to nip problems in the bud before they rise to the level of illegal harassment.

(Italicized items below unique to supervisor training – regular font common to both supervisor and employee trainings)

PART 1: RESPECT

Objectives

• Develop a shared and specific understanding of respectful words and behavior

• Understand the relationship between perceived respect and organizationalperformance

• Identify specific supervisory activities that promote and sustain respect

Post-training resource: Workplace-Specific Respectful Cues

PART 2: WHAT GOES WRONG – DERAILERS

Objectives

• Understand all forms of conduct that derail respect, including incivility, abusiveconduct and unlawful harassment

• Identify behavior that is problematic and/or unlawful

• Define and understand unlawful harassment

• Understand responsibilities when a supervisor or manager becomes aware ofpossible unlawful conduct

Post-training resource: Continuum of Behavior Chart

Equal Employment Opportunity Commission Trainings that will be piloted by Office of Civil Rights

PART 3: POLICY REVIEW

Objectives

• Be familiar with the organization’s policy regarding harassing conduct

• Understand rights and responsibilities under the organization’s policy (includingsupervisor’s responsibility to report)

• Understand different options for reporting

• Understand the process after a report of harassment is filed

Post-training resource: Organization’s Anti-Harassment Policy and Procedures

PART 4: HANDLING EMPLOYEE COMPLAINTS WITH FAIRNESS

Objectives

• Understand the importance of fairness

• Apply fairness principles to complaint handling

• Understand the psychology of employee complaints

• Understand how to deal with request for confidentiality

• Understand the essential components of an effective response to employeecomplaints

• Understand the things to avoid when receiving an employee complaint

• Identify barriers to effective complaint handling

• Practice complaint handling

Post-training resource: “Always/Never” Responses to Complaints

PART 5: COACHING FOR RESPECTFUL BEHAVIOR

Objectives • Learn a simple coaching model to deal with early problem behavior• Identify challenges to applying the model• Practice applying the model to rude/uncivil behavior

Post-training resource: Coaching Model for Respectful Behavior and Problem Solving

PART 6: LEARNING

Objectives • Commit to making a change or taking action• Share that commitment with a colleague and hold each other accountable

NOTE: Four hour training allows for customization of content such as:

• Additional case examples and more opportunities to practice and re-enforce skills

• More interactive discussions rather than lecture format

• In-depth discussions on various types of abusive behavior and harassment

• Discussion regarding three types of fairness and obstacles to fairness

Automated Career Pathing Tool, Executive Summary

Vision: Leverage DOI and publicly available data to enable users to understand career progression opportunities within and across career paths, giving them a sense of what skills they would need to acquire in order to advance in their career, and, allowing users to access the data more readily (i.e. via a website).

Summer 2019 Project Objective: Make data for mission-critical and high-density occupations available via the web for internal DOI employees and for external prospective employees, using easy to understand language and design techniques that make the content easy to navigate.

A total of 24 occupations will be displayed, with users able to navigate through various “grade” (i.e. seniority) levels and:

1) understand necessary competencies and skill levels at each career level2) access information on other programs, such as mentoring, that would aid in achieving their career goals3) access professional development guidance documents4) view video vignettes for each occupation that speaks to the career from the perspective of an actual employee

This initial effort, and subsequent enhancements, will contribute to improving FEVS low-scoring items and lead to increased recruitment, retention, and employee engagement.

Contact us: to recommend prioritization of occupations and subject matter experts, or, for further information. Robyn Rees, IT Project Manager, [email protected] Landon Mock, Content Project Manager, [email protected] LaTanya Anderson, Contracting Officer’s Representative (COR), [email protected]

Program Brief National Park ServiceU.S. Department of the Interior

Visitor and Resource Protection

Women and Leadership in Visitor and Resource Protection

BackgroundThe National Park Service’s (NPS) Fire and Aviation Management Division (FAM) within Visitor and Resource Protection has been engaged in the Women and Leadership Conference at the Boise State University Andrus Center for Public Policy since 2014.

Participants have used the conference to reinforce and reset career goals, expand awareness of gender-based perspectives, while utilizing the conference as a tool for expanding diversity and inclusion efforts within the Service.

2019 Status

In 2019, the National Ranger Council (NRC) will host the effort, expanding engagement to law enforcement staff as well as fire and aviation employees. In 2020, FAM will again take lead in organizing the effort, with the lead role changing hands each year afterward.

The Women and Leadership Conference is an opportunity for NPS staff from Law Enforcement and Fire and Aviation (full-time and collateral duty), to network amongst themselves and with other professionals from diverse career backgrounds. Through this opportunity, NPS staff from all genders can gain competencies in a number of areas in the document, Proficiency Levels for Leadership Competencies.

Outcomes and Benefits

Some of the tangible outcomes of this effort are:

• FAM field-driven task group led effort withleadership backing assessing recruitment, retention,and training.

• Work with diversity and inclusion program on fireand aviation leadership at the national and regionallevels in gender bias awareness.

• Enhanced commitment at the national level forgender inclusion during hiring efforts: both viarecruitment and for hiring panel participation.

• The NRC identifying this conference opportunityas 1 of 4 tasks in their annual work plan to furtherexpand the effort of FAM to reach the larger VRPworkforce for professional and personal growth.

NPS

The 2017 Women & Leadership Conference at Boise State University brought National Park Service Fire and Aviation staff from across the country to Boise, Idaho.

• Creation of social networking among employees inthe same field sharing experiences, knowledge andmentoring one another.

• Pre and post conference bureau-centric events serve asspringboards for NPS discussions on issues associatedwith gender, diversity and inclusion, emanatingfrom the female perspective. The post conferencediscussion includes an interagency focus among all landmanagement agency staff in attendance.

For Further Reading

NPS Employees Motivated By Leadership Conference

Conference offers tools tools to help participants become leaders in their respective fields

Gaining “Lessons in Leadership” through Women and Leadership Conference

Andrus Center for Public Policy - 2019 Women and Leadership Conference

Contact

Lindy Mihata - Regional Chief Ranger; NPS Alaska Regional Office and NRC Women and Leadership Chair; 907-644-3406

LAST UPDATED: JULY 26, 2019

https://www.nps.gov/orgs/1319/nps-employees-motivated-by-leadership-conference.htm

https://www.nps.gov/orgs/1319/2016-women-and-leadership-conference.htm

https://www.nps.gov/orgs/1319/2016-women-and-leadership-conference.htm

https://www.nps.gov/orgs/1319/women-and-leadership-conference-2017.htm

https://www.nps.gov/orgs/1319/women-and-leadership-conference-2017.htm

https://www.boisestate.edu/sps-andruscenter/wlc2019/

https://www.boisestate.edu/sps-andruscenter/wlc2019/

Inspire

Learn Engage

Accountable

Dignity and Respect

OST Leadership Values: I LEAD

Includes: Vision, Strategic Thinking, Leading

Includes: Develop

Includes: Approachable, Compassion, Emotional Intelligence

Includes: Integrity, Selfless, Transparent,

Includes: Diversity, Inclusive, Team Builder

OST has adopted leadership values to guide how we interact with each other. We want everyone in the organization, regardless of position, to be leaders who Inspire, who Learn, who are Engaged and Accountable and who treat others with Dignity and Respect. These values spell the phrase: I LEAD. But what does I LEAD mean in practice?

Inspire means that OST leaders should build excitement for future. They have a Vision for a better tomorrow and share it with others. They don't settle for the status quo, but always look for ways to improve. They use Strategic Thinking to predict how events in the world - like new technologies - lead

to better beneficiary service. And they Lead. They blaze the path and make it easier for others to follow.

Learn means that leaders are curious and have a learning or growth mindset. They strive to improve

themselves as leaders at all times. They reflect on their experiences and learn from failures as well as successes. Even more importantly, leaders Develop others. They offer their own expertise freely. And

they help others learn new skills and prepare for new opportunities. They mentor. They coach. They are happy when they help others succeed in reaching their goals.

Engaged means leaders constantly interact with others. They are Approachable. They encourage others

to seek them out and welcome it when they do. They give the gift of their time. They approach those who

don't approach them. To see how they are. To see how they can help. They have Compassion. They understand that people have things in their lives that are more important than OST, and they provide the support, freedom, and flexibility to deal with their families and their health. They have Emotional Intelligence. They recognize and understand people's feelings, what motivates them, and what shuts them down. They modify their interactions to be effective for each individual with whom they interact.

Accountable means leaders do what they say they will do. They have Integrity. They are honest and tell

the truth, even when it may be uncomfortable to do so. They speak truth to power. And when they are wielding power. Accountable leaders are Selfless. They are leaders to serve and benefit others, not themselves. Seeing others succeed is the best reward they can earn. And they are Transparent. They do

not hoard or hide information to bolster their own power or deny the information to others. Instead, they share as much as possible because all of OST benefits when we all have the information we need.

Dignity and Respect means leaders treat everybody as a person first and an employee or co-worker second. They appreciate every person for who they are. They celebrate Diversity and value peoples' cultures, opinions, dreams and ideas as strengths for the organization. They are Inclusive, seeking input

and participation from everyone. These leaders are Team Builders, who enhance social relations through collaboration while creating an environment of trust.

W H ARD ·v·· ···o·u an,dl a,gree th.at we nee 1d to1 cha.nge, in

, · .. · · · . _. ,o,r·der to regain your trust and to ·create·a hea thy and em 1p,lo,yee-·centered wo:rk environm:en1t. As s1uclh1, wea,g1re,e to be accoun,tabl'e to you a.n,d to each other in adheri1ng t10 the follow-n,g principles and val 1u1es::

•· We w·on't give ourselives. more, flexibilities a 1n1d co:n1s'ider.ationsth.an we give our emp1

lloyees.

* We· wi1l1I c,o,nnect with and li.sten to, sta'ff�

* ·w·e will tr,eat eve,ryone as people first, givi.n,g res:pect with,outregard to posi:tion1 ..

* We wi'I ex,erc.ise good fai1th .and coinsistency in our decision-,mak1n,g.

* ·we willl hold ourselves and each other· acco1u1ntable.

* We will be engaged and availab e.

* ·we wi invest in career develop·ment and growth t·o,r aempl'oyees

* We will' cont1nuou;slly collabo,r.ate, communicate and c,o,operatewit 1h1 each other.

* We w·111 continuo rus:ly seek staff fe·edback on our progress to""mprove, OST culture•,

* 'We· wi�III actively search fo. so·lutions to OST'1s c 1ha 1llen·ges ..

Employee Engagement Ambassadors & We Stand Together Campaign

U.S. Department of the InteriorBureau of Land Management

Employee Engagement Ambassadors

• Created in 2017• Increase Employee

Engagement across the Bureau

• Began with training a cohort of Ambassadors through the Partnership of Public Service


Presenter

Presentation Notes

EEA program with BLM started with the national EEA program under the department to develop workplans based on the FEVS for OPM. Folded this program into the BLM’s workplace environment action plan (#8) initiative to connect to overall BLM effort to improve the BLMs workplace.


Program Intent:The purpose of the Employee Engagement Ambassador program is to strengthen BLM’s organizational culture of employee engagement to empower every employee to affect positive change across the BLM and our federal lands

Employee Engagement is: “The employee’s sense of purpose that is evident in their display of dedication, persistence, and effort in their work or overall attachment to their organization and mission.”



Accomplishments to date:• Created engagement action plans that are customized to address the

needs of each State/Center (as requested by the Department)• Partnered with regional leadership to provide trainings and focus groups

around workforce issues• Increased Federal Employee Viewpoint Survey Response rates by 10% in

two years(2016-2018)• With the Partnership with Public Service shared ways for managers to

increase employee appreciation, communication and empowerment.

Ambassadors are here to help you make BLM a positive and productive place to work.


Employee Engagement AmbassadorsU.S. Department of the InteriorBureau of Land Management

State/Center Employee Engagement AmbassadorAlaska Amanda Roberts

Arizona Dianna Junius, Lilian Robinson

California Jacky Elizarraraz

Colorado Marie White, Alicia Austin-Johnson

Eastern States Jamie Watts

Idaho Carol Salo

Montana/Dakotas Tracy Thoricht

Nevada Jill Silvey, Denise Haynes (?)

New Mexico Roberto Valdez, Jim Gipson

Oregon/Washington Karen Wilson

Utah Kelli Coplin

Wyoming Stacey Wright, Jenn Dobb

NIFC Eileen Wallace

NOC Cory Kilgore

NTC Carolyn O’Connor

Washington Office Trina Newby-Baker, Pam Hawkins

Employee Engagement AmbassadorsProgram Charter


• Purpose• Roles and Responsibilities/Governing

Structure• EEAs• ELT Liaison• Chair• Co-Chair

• Expected Outcomes• Nomination Process for EEAs• Annual Program and Budgetary

Requirements• Operational Norms

• Annual Engagement Plan• Annual Meeting/Training• Sub committees• Annual or Bi-Annual ELT Meeting• Coordination with other bureau

groups

Presenter

Presentation Notes

Even with the successes thus far, we realized we needed to formalize our program and structure. Earlier this month, we presented a charter for the bureaus ELT. The charter provides…

We Stand Together Campaign• CA BLM initiative turned national BLM initiative• #12 of BLM’s Workplace Environment Action

Plan• First Topic Sheet – 9/2018• Action plan team

State/Unit Rotation (EEO)• Accomplishments


M A Y 2 0 1 9

M O N T H L Y D I A L O G U E L E T T E R

“Civility” By John Brigman, BLM CO EEO Manager

What is Civility?

Civility is actions that keep the standards of mutual respect in the work place. This is shown through politeness,

consideration, manners and awareness of the rights and feelings of those in the workplace.

Within any workplace there is a diverse group of employees and no two employees think, feel or see things the exact

same way. Part of civility is showing respect even when you disagree with another person.

BUREAU OF LAND MANAGEMENT

DIGNITY AND RESPECT “WE STAND TOGETHER”

DIALOGUE LETTER

Why is Civility so important? The easy answer is, everyone should be treated with Dignity and

Respect. You might disagree with someone, or there thought process or

there actions, but that doesn’t allow you to belittle or disrespect that

individual.

We all come from different backgrounds and beliefs, and that’s a

Strength! We should also respect others beliefs and points of view.

Just because an individual takes a position your might not like, that’s

okay. I am not saying you have to capitulate every time you run into

someone’s different point of view, but you need to respect that point of

view. Just like the other individual needs to respect yours.

A good way of understanding others points of view is to place yourself

in there position and see where that person is coming from. By doing

this, you might gain some insight from there perspective. Trying to

understand others better could help resolve any friction you might

have in the workplace.

I truly believe no one wishes to have conflict and be uncivil to others,

it’s only when we have personal or professional conflicts and only

want our own needs met and do not know how to handle the situation

that uncivil behavior happens. Preventing or resolving uncivil

behavior starts with you! Before you speak or act, think of what your

words, body language, gossiping will result in and most likely

exasperate the situation.

There is no good that can result from being uncivil to another

individual and you also loose respect among your peers when they see

you act in this manner. If you have civility issues with another

individual, you should attempt to resolve these issues. Let go of this

baggage! It doesn’t do you or others any good...

Examples of Civility

Treat others equally

Acknowledging personal mistakes

Making amends for mistakes that affected others

Use of positive word choices and tone

Apologizing for offending another

Going out of your way to help others

Attempting to understand a point of view

different from your own

Calmly discussing disagreements

People who are civil and kind in their workplace find it easier to

build the real relationships with co-workers and, and even to

achieve the decisions necessary to them. Therefore, civility is

also important for career growth. People who are benevolent

have higher resistance to stresses and depression.

Civility is for Everyone

It is every

employee’s right to

work in a civil

workplace, free from

hostility, bullying

and disruptive

behaviors

It starts with each person looking at

their personal actions to see where they can make their organization better.

Civility Puzzle

Q B L K D S K O Q V Z F Q Q W P S W M R S N I X K A J I W X A K C T W H U P X S C W H J R T K R N O E C I V I L I T Y E Y G I O O T R X C X P G X J S P N M S W I H U M V D R B M P N I U R E M T E T I O I M F E J L U O O Z A U R L R X K U C T L P M G P X E L S U Y L R T I O L U A O N M T O K C W Y S K R P R S W S C G Y S F E L W S E F V X B B S Y E Z E H W C S Y V B I N T U I C Q I R K N A E K D Y L O H C P X R W U O C O M M U N I C A T I O N C C

WORD LIST: CIVILITY TEAMWORK

COMMUNICATION

CULTURE

EYEROLLING

GOSSIP

OTHERS

RESOLUTION

RESPECT

RUMORS

J U N E 2 0 1 9

M O N T H L Y D I A L O G U E L E T T E R

“ Confirmation Bias”

By Jonathan Shimkus, BLM OR/WA EEO Manager

“See Something, Say Something”

This is a Bureau-wide Campaign endorsed by BLM’s Executive Leadership Team

What is confirmation bias?

For our discussion, we’ll define Confirmation Bias as the tendency to process information by interpreting information so that it is consistent with, and therefore supports, one’s already existing ideas and/or convictions.

Sometimes, when we see this in action, we might call it cherry picking our information or our sources.

How long did it take you to think of an example that fits?

Confirmation bias can explain why two people with opposing views can look at the exact same situation, be given the exact same evidence and facts, and EACH feel that that it proves their point or validates their point of view.

Why does confirmation bias even matter?

Serious misjudgements and mistakes can result when we failto interpret information in an unbiased way.

When we understand this bias, we can learn to identify it in ourdaily lives and in ourselves.

People are more likely to exhibit this bias when the issue ishighly important or self-relevant.

In the last few years, there has been quite a bit written about confirmation bias. For this letter, information was drawn from works by Shane Parrish (Farnam Street) and others that are cited later.

Although the term was coined in 1960 by English psychologist Peter Wason, recognizing this bias and realizing how pervasive it is in human interactions is not NEW!

Ancient Greek writer Thucydides wrote: For it is a habit of humanity to entrust to careless hope what they long for, and to use sovereign reason to thrust aside what they do not fancy.

More recently, Warren Buffet is quoted as stating “What the human being is best at doing is interpreting all new information so that their prior conclusions remain intact.”

Why is confirmation bias so common?

Perhaps, you even thought to yourself, I’ve seen that in others, but _I_ can avoid that trap.

Just like when we talked and learned about unconscious bias back in December, biases exist because our brains like to look for shortcuts. When we have to manage more and more information in an increasingly information rich culture (internet, social media, etc.,) the brain looks for models and cognitive shortcuts to make sense quickly.

Unfortunately, this bias, while making it easier for the brain, is not very helpful in practice.

This causes us to remember things that fit our worldview, and dismiss or forget things that do not.

Thought Question:

How do you think this bias could affect your daily life at work here at BLM?

Hiring Decisions

Scientific Review

Creating a Civil Workplace

Interacting with the Public

What strategies work… and what doesn’t?

Research in the field says just knowing you have the bias, doesn’t cure it!

Additionally, in some research experiments, being instructed to weigh the evidence in a “fair and impartial” manner didn’t change the effect of confirmation biases, either.

Some strategies to try:

Take all the facts in, don’t try to come to an early conclusion.

Expand your way of thinking: try to think more deeply about ideasand beliefs.

See if you can disprove your conclusion, see if there is anycontradictory information. For an example, many litigating attorneyswill try to make their opponents argument while preparing… to see ifthey can respond with facts or persuasive opinions. *Consider theOpposite Strategy*

Remember that your ego might be affecting your judgement. Listeneven if you are an expert in the field.

Ask questions! “What led you to your conclusion?” “What sourcesdid you use?”

Perhaps with a little active engagement and knowledge of ourselves, we can limit the negative effects of confirmation bias, together.

Sources and Credit:

To learn more and to read from some of the source materials for this letter, please visit the below articles/websites. Their research and opinions have led to the perspective above. Additionally, the comics have the original artists’ info on the work itself.

Farnam Street: https://fs.blog/2017/05/confirmation-bias/ Journal of Accountancy: https://www.journalofaccountancy.com/issues/2015/feb/how-to-overcome-confirmation-bias.html Lifehack: https://www.lifehack.org/397673/how-to-expand-your-mind Reverbnation: https://blog.reverbnation.com/2017/02/09/how-to-avoid-confirmation-bias-when-asking-is-my-song-good/ Psychology Today: https://www.psychologytoday.com/us/blog/science-choice/201504/what-is-confirmation-bias Global Cognition: https://www.globalcognition.org/confirmation-bias-3-cures/

https://fs.blog/2017/05/confirmation-bias/

https://www.journalofaccountancy.com/issues/2015/feb/how-to-overcome-confirmation-bias.html

https://www.journalofaccountancy.com/issues/2015/feb/how-to-overcome-confirmation-bias.html

https://www.lifehack.org/397673/how-to-expand-your-mind

https://blog.reverbnation.com/2017/02/09/how-to-avoid-confirmation-bias-when-asking-is-my-song-good/

https://blog.reverbnation.com/2017/02/09/how-to-avoid-confirmation-bias-when-asking-is-my-song-good/

https://www.psychologytoday.com/us/blog/science-choice/201504/what-is-confirmation-bias

https://www.psychologytoday.com/us/blog/science-choice/201504/what-is-confirmation-bias

https://www.globalcognition.org/confirmation-bias-3-cures/

PMB Exchange Objectives

The PMB Exchange is an initiative that strives to create a culture of learning and information-sharing within the Policy, Management and Budget (PMB) offices through short-term shadowing and work assignments. Exchanges may last from a few hours to several days depending on the activity and availability of the participants. The Exchange supports efforts to increase employee engagement and career advancement at DOI, a direct response to the 2018 Federal Employee Viewpoint Survey results. Participation in the Exchange may lead to:

● Increased knowledge and transparency of PMB offices and functions

● Opportunities for intra-agency collaboration and career exploration

● Cost-neutral, in-house professional development

● Low commitment, high reward learning opportunity

Participant Responsibilities

● Employee – any PMB employee may initiate and pursue an Exchange with supervisor approval

● Host Office/Employee – involve employee in shadowing activities, share career experience with employee

● Supervisor – discuss employee career development and approve participation

Types of Exchanges

● Job shadow – attend meetings, observe interactions with stakeholders, learn about day-to-day tasks

● Job sharing – employee is actively involved in completing specific tasks and attending briefings for the host office

PMB Exchange Options:

1. Set up a DOI Community on USAJOBS Open Opportunities ($50-100k+)

● Pros:○ Resources (time, people, money): Leverage existing platform, managed OPM USAJOBS subject-matter

experts, base platform free (can customize for additional cost), quicker turnaround time and ability to launch immediately, most cost-effective1 (compared to Options 2 and 3), communications and training already exists, secure platform, 508-compliant, customizable to DOI PMB, scalable, already vetted, can grow with Open Opps as they expand the platform, connected to USAJOBs (encourage employees to keep their profiles updated), users/opportunities are searchable, mentoring feature is a future update,

● Cons:○ External site and log-in might deter employees from using it, reputation of USAJOBS, lack of DOI

ownership/oversight

2. Create on existing Bison Connect application (Google Site, SharePoint)

● Pros:○ Technical: DOI can control/maintain, can customize to an extent○ Capability: can work on our own timeline

● Cons:○ Need to hire contractors, need to develop a statement of work, time intensive, higher cost (compared to

Option 1), at the mercy of Bison Connect migration timelines and DOI contract, greater liability for DOI,don’t have the ability to automate/self-manage, need to create from scratch, limited features/flexibility

3. Develop an intranet site using open source code ($150k+)

● Pros:○ Can work on our own timeline, would not be contingent on the contract restrictions of Bison Connect, DOI

can control/maintain, can fully customize and automate● Cons:

○ Higher cost (compared to Option 1 and 2), would require extra time (compared to options 1 and 2), hirecontractors, time intensive, need to compete and select contract, develop statement of work, create fromscratch, greater liability for DOI, need to develop our own training and communications materials

Process

The PMB Exchange should be an organic, employee-led effort.

1 Includes the costs associated with manpower, time management, logistics, ongoing maintenance/management, training, etc.

https://openopps.usajobs.gov/

https://sites.google.com/a/ios.doi.gov/human-resources-community-of-practice/bison-careers

Timeline

Research & Planning

(June-July 2019)

• Identify existing and necessary resources

• Brainstorm with PMB Directors & stakeholders

• Establish program framework

• ~----- ------ • Design & Development (July-Aug 2019)

• Develop platform, resources, & communications

• Brief stakeholders on final product

• Hold info sessions to prepare employees/offices to utilize this tool

Go-live & Evaluation

(Aug 2019)

• Participants begin Exchange • Collect feedback from host offices and participants

• Evaluate quality & performance

•

Documents

Workplace Culture Transformation Advisory Council August ... · workforce culture - such as employee engagement, equal opportunity, ethics, retention, recruitment, succession planning,