Fiscal Year 1999 Annual Program Performance Report: FLRA Strategic Plan Goal 4

To develop FLRA's human resources to ensure a continually improving, highly effective and efficient organization with the flexibility to meet program needs.

Summary: In order to accomplish the FLRA Strategic Plan Goal 4, FLRA established three performance goals in its FY 1999 Annual Performance Plan. The FLRA met all three goals.

The FLRA is committed to maintaining a workforce that is staffed with well-trained employees capable of responding to agency mission requirements. During FY 1999, FLRA took a number of actions to recruit, develop and retain skilled staff. These included design and implementation of: 1) core competencies and training plans for staff; 2) a Leadership Development program that offers leadership and management training to non-supervisory employees; 3) an employee orientation program for all new employees; and 4) performance management training designed to improve individual and organizational performance.

Despite meeting the three performance goals in support of Goal 4, it became apparent that the FY 1999 goals were too broad to quantify and measure outcomes. Therefore, the Goal 4 performance goals for FY 2000 and FY 2001 target more specific and better-defined outcomes.

The following describes the specific results related to each of the three FY 1999 performance goals.
 

Performance Goal: Maintain a multi-skilled workforce that responds efficiently and effectively to mission requirements.Actual Performance: Met the Goal -- as described below in Performance Analysis.

Performance Analysis: This goal was met. The goal was developed and implemented by the FLRA Human Resources Division, in coordination with all FLRA components.

During FY 1999, FLRA developed core competencies and career progression plans for paralegals and administrative support personnel. Similar plans were designed for attorneys and labor relations specialists in FY 1998. Plans are underway to input competency information into a database for use in developing training plans and recruitment/staffing plan. The FLRA also developed performance indicators to improve agency hiring and recruitment practices to include: 1) the amount of time it takes to issue vacancy announcements and selection certificates; 2) reasons for staff turnover; 3) affirmative action recruitment data; and 4) quality of training. During FY 2000, FLRA will collect and review this data.

The FLRA successfully conducted a new employee orientation for new hires. The training from the previous year was redesigned based on input from previous attendees' recommendations and identified competency needs. The orientation was combined with Employee Recognition Day to highlight employee contributions.

The agency provided in-house skills maintenance and development training as described below. Beyond this, the agency funded over 240 training opportunities for employees to attend skills and developmental training from sources outside FLRA including sending two senior executives to the Federal Executive Institute. The training opportunities included topics such as: Mediation; Alternatives to Litigation; Brief Writing; Science and Art of Persuasion; Speaking with Confidence; Time Management; Internet Research; Freedom of Information Act and Privacy Act Overview; Computer Programming; and Human Resources. Employees were also offered training opportunities to attend conferences such as the Society of Federal Labor Relations Professionals, the Society of Labor and Employee Relations and Blacks In Government.

The Authority case writers received training on collaborative case writing and conducting negotiability conferences. New employees received additional training on the basic aspects of labor relations law and computer assisted research training skills development. The CADR Office also provided mentoring training in CADR intervention to Authority case writers.

OGC employees received training on the revised ULP investigatory regulations, the ULP Case Processing Manual, and interest-based bargaining skills. The senior dispute resolution specialists received training on ADR skills development. Senior litigation specialists received training in understanding of significant legal issues confronting OGC. Representation specialists received training on significant representation issues confronting OGC. Two senior executives attended the Center for Creative Leadership for advanced management training, and five employees attended the Harvard Negotiation Project to enhance their problem solving skills and techniques.

As noted earlier, this FY 1999 performance goal was broad and difficult to measure. Hence, more specific performance goals have been developed for FY 2000 and FY 2001.