FY 2000 Strategic Plan Goal #4
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 FLRA Strategic Plan Goal 4, FLRA established four performance goals in its FY 2000 Annual Performance Plan. FLRA met two of its four goals and substantially met the other two.
The four performance goals focused on: 1) improving individual and organizational performance; 2) improving hiring practices; 3) developing a model competency training plan; and 4) evaluating and improving the effectiveness of the FLRA Leadership Development Program. Much was accomplished during the year.
This year, as in previous years, accomplishments in this performance goal relied heavily on staff training and development. Extensive subject-matter training was conducted to ensure that FLRA staff retains the most up-to-date skills and abilities. While much of the training and development focused on position-based competencies, FLRA made significant strides in training and development to cultivate a multi-skilled workforce, particularly in the area of alternative dispute resolution. Development of a multi-skilled workforce is considered essential to the FLRA to address the needs of its clients in the future. FLRA took a number of actions to improve recruitment and retention including developing recruitment brochures and increased accessability to the FLRA web site for interested applicants.
The following describes the specific results related to each of the four FY 2000 performance goals.
Performance Goal: Improve individual and organizational performance by maintaining an effective performance management program. Actual Performance: Met the Goal.
Performance Analysis: This goal was met. The goal was designed and implemented by all FLRA components with assistance from the FLRA Human Resources Division.
The true measurement of success in achieving this performance goal is the fact that FLRA met or exceeded 21 of the 28 performance goals in its FY 2000 Annual Performance Plan. In many instances, actual FY 2000 performance exceeded the goal and actual performance in prior fiscal years.
The FLRA performance management plan is designed to link organizational goals and performance with individual goals and performance. Consistent with this plan, the FLRA offices developed the FY 2000 Annual Performance Plan goals which clearly defined organizational performance expectations. After the organizational goals were established, individual work plans were developed for each FLRA employee specifying the individual performance expectations to support the organizational goals. Each office conducted monthly and quarterly reviews of organizational progress. During the year, at least two employee progress reviews and the annual performance appraisal were conducted. This sequence provided a system that clearly defines, monitors and links annual organizational and individual goals and actual performance.
During FY 2000, to ensure continual improvement in individual and organizational performance, FLRA provided training to managers and staff on a number of topics including Communicating With Your Supervisor/Employee About Performance, Strategies for Dealing with Poor Performers and Developing Effective Performance Standards. Training was also conducted on various administrative programs including: automated time and attendance, the newly-negotiated collective bargaining agreement, flexiplace, transit subsidy, and travel management. In addition, an employee orientation program was conducted for all new hires. During FY 2000, FLRA provided over 200 training opportunities for employees through outside sources, including the Leadership for a Democratic Society Program at the Federal Executive Institute, Harvard Law School's Course on Negotiation, the Society of Labor and Employee Relations and Blacks In Government.
During the year, extensive subject-matter training was conducted to ensure that FLRA staff retains the most up-to-date skills and abilities. Training was provided to the Authority staff on Federal labor law, developing ULP case records, conducting post-petition conferences for negotiability cases and computer-assisted research training skills development. The OGC conducted three training conferences to further train its senior managers and regional office Litigation, Dispute Resolution and Representation Specialists in conflict management and resolution. In addition, OGC conducted a Trial Training Conference for all new attorneys hired since its last Trial Training Conference in August 1997. The OGC also sent a questionnaire to all OGC employees to assess the quality and level of feedback employees desire regarding performance. FSIP provided training in mediation and advanced mediation skills, leadership skills, labor-management relations topics, and legal and report writing. In addition, as noted above in Goal 2, FLRA staff was provided hands-on training on collaboration and alternative dispute resolutions services.
The FY 2001 performance goal is to evaluate the individual and organizational measurements and make appropriate changes.
Performance Goal: Improve agency hiring and recruitment practices to ensure a multi-skilled workforce that responds to mission requirements. Actual Performance: Met the Goal.
Performance Analysis: This goal was met. The goal was developed and implemented by the FLRA Human Resources Division, in coordination with all FLRA components.
In order to accomplish this goal, FLRA took a number of actions to improve recruitment and retention and to establish baselines and measurements in order to monitor progress. To improve recruitment, FLRA developed and distributed two recruitment brochures -- one for general outreach efforts to recruit minorities and individuals with handicaps, and another for college recruitment of attorneys and labor relations specialists. In addition, the FLRA vacancy announcement format, Candidate Selection guide was developed for managers on interviewing techniques and making reference checks. Finally, FLRA reduced the length of time to issue certificates to fill positions from closing of announcement from 15 to 12 days.
To measure, and begin to improve, the FLRA retention rate, an exit survey was developed and is now given to all employees leaving the agency in order to identify and begin to assess the reasons for turnover. To improve minority recruitment, FLRA developed new procedures and began collection of minority applicant information.
To ensure a multi-skilled workforce that responds to mission requirements, FLRA: 1) planned a forum (held in October 2000) to identify interests of the administrative staff with respect to skills training, upward mobility opportunities, career development, and employee utilization; 2) reviewed journey grade levels, career paths, hiring and promotion practices, position descriptions of attorneys and labor relations specialists; and 3) expanded and began to assess the agency Leadership Development Program, as described below. In FY 2001, FLRA will implement the recommendations of these initiatives to provide additional career development opportunities for staff.
Performance Goal: Develop a model competency training plan for attorneys and labor relations specialists. Actual Performance: Substantially Met the Goal
Performance Analysis: This goal was substantially met. The goal was designed and implemented by the FLRA Human Resources Division with the Authority and FSIP components.
Since one of the FLRA components, the OGC, had already developed a model competency training plan (career profiles) for all professional employees, this goal was established to develop such a plan for Authority and FSIP attorneys and labor relations specialists. In FY 1999, FLRA developed core competencies for all attorneys and labor relations specialist positions, which include approximately 60% of the agency positions. As a prelude to developing the competency model for Authority and FSIP employees, in FY 2000, FLRA began to identify specific training programs that successfully address the competencies required for Authority and FSIP attorneys and labor relations specialists. This information will be used as a source to develop the competency training plans which are expected to be completed in FY 2001.
The competencies identify skills, abilities, and knowledge needed for each position and grade level for successful performance. The model competency training plan outlines specific training and developmental activities that employees should engage to achieve the competencies needed to successfully perform at each grade level or for career development.
Performance Goal: Evaluate the effectiveness of the Leadership Development Program and make adjustments as appropriate. Actual Performance: Substantially Met the Goal
Performance Analysis: This goal was substantially met. The goal was designed and implemented by the FLRA Human Resources Division with all FLRA components.
In FY 1999, FLRA implemented its comprehensive agency-wide Leadership Development Program. The Program provides leadership and managerial skills training and development opportunities for non-supervisory employees in all three of the FLRA components -- Authority, OGC and FSIP. In FY 1999, the Authority and FSIP accepted five employees into its three-year program, and three additional employees were accepted in FY 2000. The OGC designed and implemented a program that addresses the unique needs of a geographically dispersed organization with employees in nine regional locations. In FY 2000, the OGC trained 20 employees nationwide under the agency Leadership Development Program.