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>> OKAY, NOW WE'RE READY. THANK YOU FOR YOUR PATIENCE.
AGAIN, WHAT A GREAT CONFERENCE. WE'RE HEADING INTO DAY TWO,
SECOND SESSION, AND I'M SO HONORED AND PLEASED TO INTRODUCE
OUR NEXT GUEST, JOHN BENNISON. JOHN IS THE DIRECTOR OF HID'S
OFFICE OF DEPARTMENTAL EEO, EQUAL EMPLOYMENT OPPORTUNITY.
SOMETIMES WE USE THE ABBREVIATIONS AND FORGET THE
IMPORTANCE OF WHAT THOSE WORDS STAND FOR.
JOHN HAS BEEN WITH US ABOUT THREE YEARS, SINCE 2013.
HE SERVED AS DIRECTOR OF OUR EEO OFFICE, BUT HE'S HAD A LONG
CAREER AS A CIVIL RIGHTS ADVOCATE.
HE'S PREVIOUSLY SERVED WITH THE DEPARTMENT OF TRANSPORTATION'S
OFFICE OF CIVIL RIGHTS WHERE HE OVERSAW THAT DEPARTMENT'S WORK
ON CIVIL RIGHTS POLICY AND EDUCATION INITIATIVES.
JOHN SERVED WITH THE EPA, THE FAA, AND OPM AND I HAVE A GREAT
PLEASURE OF WORKING WITH JOHN QUITE A BIT AND HE IS PASSIONATE
ABOUT ENSURING EEO FOR ALL FOLKS AT HUD.
RUNNING AN EEO OFFICE REQUIRES STAMINA, STRENGTH AND ENERGY,
AND I HAVE TO SAY THERE'S NOBODY BETTER SUITED THAN JOHN.
JOHN HAS RUN NINE MARATHONS. MORE IMPRESSIVE�-- YEAH, GIVE IT
UP, GIVE IT UP! YEAH, ABSOLUTELY.
[ APPLAUSE ] EVEN MORE IMPRESSIVE, HE LOOKS
GREAT TODAY, BUT HE HAS 20-MONTH-OLD DAUGHTER AT HOME
AND TRUST ME, THAT TAKES ENERGY. TODAY JOHN IS GOING TO BE DOING
A FEW THINGS. HE'S GOING TO PROVIDE AN
OVERVIEW OF THE STATE OF EQUAL EMPLOYMENT OPPORTUNITY AT HUD.
HE'S GOING TO TALK ABOUT UNLAWFUL DISCRIMINATION ARISING
FROM A HOSTILE WORK ENVIRONMENT, AND LASTLY, HE'LL BE PRESENTING
A VIDEO ABOUT DIVERSITY AND INCLUSION, SO A WARM WELCOME TO
JOHN BENNISON. [ APPLAUSE ]
>> ALL RIGHT. GOOD MORNING, EVERYONE.
>> All: GOOD MORNING. >> HOW IS EVERYBODY DOING?
GREAT. IT IS SO GREAT TO BE WITH YOU
TODAY AND, PETER, THANK YOU VERY MUCH FOR THAT VERY KIND
INTRODUCTION. I'M JUST REALLY EXCITED TO BE A
PART OF CHCO'S HR CONFERENCE. I WANT TO START BY PROVIDING
SOME ACKNOWLEDGEMENT TO TOWANDA BROOKS AND TO PETER CONSTANTINE
AND TO SHEILA WRIGHT AND TO FELL LISH SLA PUR�-- FELICIA PURIFOY
AND THE ENTIRE LEADERSHIP TEAM OF OCHCO BECAUSE THIS IS A TEAM
THAT MY OFFICE, WE COLLABORATE WITH YOU OFTEN ON MANY DIFFERENT
ISSUES. THE WORK WE DO AND THE WORK THAT
CHCO DOES OFTEN IS CREWS-CUTTING AND I�-- CROSS-CUTTING AND I
JUST THINK THAT OCHCO IS A MOD DEFERRAL COLLABORATION AND I CAN
SAY�-- MODEL OF COLLABORATION AND I CAN SAY I AND MY TEAM
APPRECIATE THAT AND I ALSO APPRECIATE TIME TO HAVE A
CONVERSATION WITH ALL OF YOU, PRESENT WHAT WE'RE DOING WITH
THE STATE OF EEO, TRYING TO BUILD A MODEL EEO PROGRAM AND I
WOULD BE HAPPY AS WE GO THROUGH THE PRESENTATION, TO TAKE ANY
QUESTIONS YOU HAVE. I HEARD THIS IS A LIVELY GROUP
WITH A LOT OF ENERGY AND QUESTIONS.
I DO REALIZE I STAND BETWEEN YOU AND YOUR LUNCH BREAK, SO I'LL
TRY TO MAKE THIS INTERESTING AND EXCITING FOR YOU.
I'M REALLY HAPPY THAT I'M NOT THE PRESENTER AFTER LUNCH.
I KNOW HOW THAT GOES. I'M ALWAYS SO TIRED AND FULL
AFTER LUNCH, SO I'M EXCITE TO BE HERE WITH YOU AND HOPE YOU'LL
FIND THIS TO BE AN INTERESTING AND HELPFUL PRESENTATION.
STARTING WITH THE POWER POINTS A JUST A BRIEF OVERVIEW OF WHAT I
PLAN TO COVER TODAY. I DO WANT TO TALK TO YOU ABOUT
THE MISSION AND FUNCTION OF THE OFFICE OF DEPARTMENTAL EQUAL
EMPLOYMENT OPPORTUNITY. TALK TO YOU ABOUT WHAT WE'VE
DONE TO BUILD A MODEL EEO PROGRAM AND THE IMPORTANCE OF
BUILDING A MODEL EEO PROGRAM AND THE WORK WE STILL HAVE TO
COMPLETE, AND AS PETER MENTIONED, I'LL ALSO SPEND A FEW
MINUTES ON HOSTILE WORK ENVIRONMENT AND WHAT THAT MEANS
FROM A LEGAL STANDPOINT, WHAT WE CAN DO TO PREVENT HARASSMENT AND
HOSTILE WORK ENVIRONMENT, AND THEN FINALLY WE'RE GOING TO
CLOSE WITH A VIDEO ON DIVERSITY AND INCLUSION THAT ANDREA HODGE
HELPED US TO FIND IN TERMS OF TODAY'S PRESENTATION.
AND I AM REMISS AND I MUST APOLOGIZE, I REALLY WANT TO
ACKNOWLEDGE ANDREA, TOO, AND WHAT AN AMAZING COLLEAGUE SHE'S
BEEN IN PUTTING THIS CONFERENCE TOGETHER.
WE WORKED TOGETHER ON A NUMBER OF ISSUES AND SHE'S JUST A
SUPERSTAR TO I REALLY WANT TO THANK ANDREA, TOO, FOR ALL SHE'S
DONE FOR HUD AND JUST AN AMAZING PERSON.
[ APPLAUSE ] SO WITH THAT, LET'S GET INTO THE
PRESENTATION AND FIRST, I WANT TO TALK WITH YOU ABOUT THE
MISSION AND FUNCTIONS OF THE OFFICE OF DEPARTMENTAL EQUAL
EMPLOYMENT OPPORTUNITY. SO MY OFFICE HAS AUTHORITY
DELEGATED FROM THE SECRETARY TO ENFORCE LAWS THAT RELATE TO THE
ELIMINATION OF DISCRIMINATION IN ALL OF THE DEPARTMENT'S
EMPLOYMENT PRACTICES. SUCH LAWS WOULD INCLUDE THE
CIVIL RIGHTS ACT OF 1964, THE AGE DISCRIMINATION IN EMPLOYMENT
ACT, THE REHABILITATION ACT OF 1973, THE EQUAL PAY ACT, THE
GENETIC INFORMATION NONDISCRIMINATION ACT, AND THE
AMERICANS WITH DISABILITIES AMENDMENTS ACT.
SO THERE'S A LOT OF LAWS THAT WE ENFORCE ON BEHALF OF THE
DEPARTMENT WITH RESPECT TO ELIMINATING DISCRIMINATION IN
ANY OF OUR EMPLOYMENT PRACTICES. WE ARE AN INDEPENDENT OFFICE
WITHIN THE OFFICE OF THE SECRETARY AND WHAT'S IMPORTANT
TO POINT OUT HERE IS THAT WE ARE A NEUTRAL ORGANIZATION.
WE DO NOT REPRESENT MANAGEMENT AND WE DO NOT REPRESENT
EMPLOYEES. WE ADMINISTER A PROCESS WITH
RESPECT TO COMPLAINTS OF DISCRIMINATION AND WE'RE NEUTRAL
IN THE WAY WE ADMINISTER THAT PROCESS.
AND I WILL TALK IN THE NEXT SLIDE MORE ABOUT THAT PROCESS,
HOW IT WORKS, AND WHAT EXACTLY IT IS THAT WE DO.
SO GOING TO THE NEXT SLIDE, THE FIRST FUNCTION OF ODEO IS TO
PROCESS, INVESTIGATE AND ADD JAUD INDICATE COMPLAINTS OF�--
ADJUDICATE COMPLAINTS OF DISCRIMINATION.
LET ME STEP BACK AND TALK TO YOU ABOUT WHAT THAT LOOKS LIKE AT A
HIGH LEVEL. IS IN A PRETTY PAST PRESENTATION
AT A HIGH LEVEL. FOR MORE DETAILED INFORMATION, I
WOULD POINT YOU TO OUR WEBSITE ON HUD AT WORK AND THERE'S A LOT
OF DETAILED INFORMATION. I'M GOING TO BE PRESENTING AS A
VERY HIGH LEVEL. WE CAN TALK IN DETAIL AS WE GET
INTO ANY QUESTIONS, BUT AS I SAID, IF YOU GO TO OUR WEBSITE
ON HUD AT WORK, THERE'S A LOT MORE DETAILED INFORMATION.
LET ME PRESENT TO YOU A LITTLE BIT ABOUT WHAT THE EEO PROCESS
LOOKS LIKE. IF YOU ARE AN APPLICANT FOR
EMPLOYMENT AT HUD, IF YOU ARE AN EMPLOYEE OF HUD, CURRENT
EMPLOYEE OR FORMER EMPLOYEE, YOU ARE ELIGIBLE TO COME INTO THE
EEO PROCESS IF YOU BELIEVE YOU'VE BEEN DISCRIMINATED
AGAINST IN ONE OF THE DEPARTMENT'S EMPLOYMENT
PRACTICES. SO WHAT DOES THAT PROCESS LOOK
LIKE AND WHAT DOES THAT MEAN? I MENTIONED VARIOUS CIVIL RIGHTS
LAWS A FEW MOMENTS AGO WHEN I TALKED ABOUT THE MISSION OF THE
OFFICE. CONNECTED WITH THE EEO PROCESS
AND IF YOU BELIEVE YOU'RE BEING DISCRIMINATED AGAINST, IT MUST
BE A BASISES CONNECTED WITH ONE OF THOSE PARTICULAR LAWS.
IT COULD BE RACE, IT COULD BE SEX, IT COULD BE RELIGION, IT
COULD BE DISABILITY, IT COULD BE GENETIC INFORMATION, AGE, ANY�--
THAT'S WHAT, WHEN WE TALK ABOUT BASES OF DISCRIMINATION, THAT'S
WHAT WE MEAN AND IT'S TIED TO ONE OF THOSE CIVIL RIGHTS LAWS
AND THE EMPLOYMENT PORTIONS OF THOSE CIVIL RIGHTS LAWS.
THERE ALSO MUST BE AN ISSUE CONNECTED WITH THE ALLEGED
DISCRIMINATION, SO WHEN WE TALK ABOUT ISSUE, WHAT DO WE MEAN?
IS IT THAT YOU DIDN'T REFER A PROMOTION AND YOU THOUGHT YOU
SHOULD HAVE. IF YOU WERE AN APPLICANT, YOU
WEREN'T SELECTED FOR A BE JO AND YOU BELIEVE THAT IT WAS�-- FOR A
JOB AND YOU BELIEVE IT WAS BECAUSE YOU WERE DISCRIMINATED
AGAINST ON ONE OF THE PROTECTED BASES.
IS IT BECAUSE YOU REQUESTED A REASONABLE ACCOMMODATION AS AN
INDIVIDUAL WITH A DISABILITY AND YOU WEREN'T PROVIDED THAT
ACCOMMODATION. THOSE ARE THE ISSUES THAT MIGHT
COME UP IN A COMPLAINT OF DISCRIMINATION.
STEP BACK, THERE MUST BE A BASIS AND THEN THERE'S GOT TO BE AN
ISSUE CONNECTED WITH THAT BASES. SOMEONE BELIEVES AN EMPLOYEE,
LET'S SAY, AN EMPLOYEE BELIEVES THAT HE OR SHE HAS BEEN
DISCRIMINATED AGAINST BECAUSE THEY DIDN'T REFER A PROMOTION,
THEY WERE DENIED A PROMOTION. THEY WOULD MAKE CONTACT WITH MY
OFFICE. THEY HAVE TO MAKE CONTACT WITH
MY OFFICE WITHIN 45 DAYS OF THE ALLEGED EVENT OF DISCRIMINATION
OR WHEN THEY BECAME AWARE OF THE ALLEGED EVENT OF DISCRIMINATION.
WE THEN TAKE THE INDIVIDUAL THROUGH AN INTAKE PROCESS.
WE GATHER A LITTLE BIT OF INITIAL INFORMATION AND THAT
INDIVIDUAL IS ASSIGN AN EEO COUNSELOR.
THE EEO COUNSELOR WILL GIVE THE INDIVIDUAL THE CHOICE OF DO YOU
WANT TO GO THROUGH TRADITIONAL EEO COUNSELING OR WOULD YOU LIKE
TO ELECT MEDIATION, ALTERNATIVE DISPUTE RESOLUTION THROUGH
MEDIATION? IF THE AGGRIEVED PARTY ELECTS TO
GO THROUGH TRADITIONAL EEO COUNSELING, MY OFFICE HAS 30
DAYS TO COMPLETE THAT PROCESS. WHAT THAT PROCESS LOOKS LIKE IS
THE EEO COUNSELOR WILL DO A LIMITED INQUIRY TO FIND OUT
WHAT'S GOING ON BOTH WITH THE AGGRIEVED PARTY AND WITH ANY
MANAGEMENT OFFICIALS INVOLVED IN THE ALLEGED DISCRIMINATION, AND
THEY WILL THEN ACT AS A CONDUIT BETWEEN THE TWO INDIVIDUALS, THE
TWO PARTIES, TO TRY AND RESOLVE THE MATTER WITHIN THE 30 DAYS SO
THAT WE DON'T�-- SO THAT IT DOESN'T GO TO A FORMAL
COMPLAINT. IF THE PERSON ELECTS MEDIATION,
WE HAVE 90 DAYS TO COMPLETE THAT PROCESS IN WHAT'S CALLED THE
INFORMAL OR PRE-COMPLAINT PHASE AND IN THAT CASE, WE�-- IF A
MEDIATION IS ELECTED, WE PULL MANAGEMENT TOGETHER, WE GET THE
COMPLAINANT TO THE TABLE AND WE TRY TO RESOLVE THE ISSUE THROUGH
A NEED EQUATION WITH A NEUTRAL�-- MEDIATION WITH A
NEUTRAL THIRD PARTY PRESENT. EVERYBODY SITS DOWN, HASH OUT
WHAT'S GOING ON, AND THEY TRY TO COME TO A RESOLUTION.
IF MEDIATION IS ELECTED, WE ASK THAT BOTH PARTIES, MANAGEMENT
AND THE COMPLAINANT, THE AGGRIEVED PARTY, COME TO THE
TABLE IN GOOD FAITH TO TRY AND RESOLVE THE ISSUE.
FOR MANAGEMENT, WHAT WE SAY IS, YOU KNOW, IF YOU'RE SENDING A
RESOLVING OFFICIAL, ENSURE THAT PERSON HAS THE AUTHORITY TO
TRULY RESOLVE THE ISSUE. IF YOU ARE THE EMPLOYEE OR THE
AGGRIEVED PARTY, WE ALWAYS ADVISE PLEASE COME IN GOOD
FAITH, PLEASE BE REALISTIC ABOUT THE RESOLUTION THAT YOU'RE
HOPING TO ACHIEVE. SO LET'S SAY, AS AN EXAMPLE, THE
ISSUE IS SOMEONE DIDN'T GET THE RATING, THEY GOT A LEVEL 4
INSTEAD OF A LEVEL 5. FOR THE AGGRIEVED PARTY COMING
TO THE TABLE ON THAT ISSUE SAYING I WANT $300,000, THAT'S
NOT REALLY NECESSARILY A REALISTIC EXPECTATION AND NOT
WHAT WE WOULD VIEW AS COMING IN GOOD FAITH.
IT'S UP TO THE INDIVIDUAL WHAT THEY WANT TO ASK FOR, BUT WE
REALLY WOULD RECOMMEND, THINK CAREFULLY ABOUT WHAT IT IS THAT
YOU WANT TO RESOLVE THIS ISSUE. IF IT'S A MATTER OF CHANGING A
RATING, IS IT POTENTIALLY JUST GETTING THE RATING CHANGED,
GETTING SOME TRAINING THAT MAY BE NEEDED, GETTING SPECIFIC
INFORMATION ON WHAT IT WOULD TAKE TO GET TO THE NEXT LEVEL
NEXT YEAR. THAT'S WHAT I MEAN.
THAT DEALS WITH THE PRE-COMPLAINT PROCESS.
TRY TO GET THINGS RESOLVED EITHER, LOWEST POSSIBLE LEVEL.
IT'S EITHER THROUGH TRADITIONAL EEO COUNSELING OR THROUGH
MEDIATION AND WE, YOU KNOW, HOPE THAT WE CAN GET THINGS RESOLVED
IN THE PRE-COMPLAINT OR INFORMAL PROCESS.
WE ALWAYS TRY TO ACHIEVE THAT GOAL, BUT A LOT OF TIMES OR
SOMETIMES WE'RE NOT ABLE TO DO THAT AND WHAT HAPPENS IS WE MOVE
TO WHAT'S CALLED THE FORMAL COMPLAINT STAGE PANHANDLE THE
FORMAL -- STAGE. IN THE FORMAL STAGE, WE PROVIDE
THE INDIVIDUAL WITH A NOTICE OF RIGHT TO FILE AFTER WE'VE HAD AN
UNSUCCESSFUL COUNSELING OR MEDIATION, WE INFORM THE
INDIVIDUAL, WE WEREN'T ABLE TO RESOLVE THE ISSUE IN THE
INFORMAL STAGE, YOU HAVE THE RIGHT TO FILE A FORMAL COMPLAINT
AND THAT INDIVIDUAL HAS 15 DAYS TO DECIDE IF THEY'RE GOING TO
FILE A COMPLAINT. WE REVIEW IT AND MAKE A
DETERMINATION AS TO WHETHER WE'RE GOING TO ACCEPT OR DISMISS
IT FOR INVESTIGATION. MOST CLAIMS DO GET ACCEPTED FOR
INVESTIGATION. IT'S A LOW BAR TO STATE A CLAIM
OF DISCRIMINATION, SO MOST CLAIMS DO GET INVESTIGATED, BUT
SOME DO GET DISMISSED. THEY'RE USUALLY AROUND A
TECHNICAL ISSUE, SAY FOR EXAMPLE SOMEONE DIDN'T MEET A PARTICULAR
TIME FRAME, THEY DIDN'T ACTUALLY INITIATE CONTACT WITH MY OFFICE
WITHIN 45 DAYS OF THE ALLEGED EVENT OR THEY DIDN'T FILE THEIR
FORMAL COMPLAINT WITHIN 15 DAYS OF REFERRING THE NOTICE OF RIGHT
TO FILE�-- REFERRING THE NOTICE OF RIGHT TO FILE.
SOMETIMES WE DIAGNOSIS MISS BECAUSE AN INDIVIDUAL�-- DISMISS
BECAUSE AN INDIVIDUAL FAILED TO STATE A CASE OF DISCRIMINATION.
LET ME GIVE YOU A EXAMPLE. WE HAD A CASE WHERE AN
INDIVIDUAL CAME TO OUR OFFICE, SAID I WANT TO INITIATE A
COMPLAINT BASED ON AGE DISCRIMINATION.
THE INDIVIDUAL SAID I'M BEING DISCRIMINATED AGAINST BECAUSE
I'M YOUNGER THAN EVERYBODY ELSE IN MY OFFICE, I'M UNDER 40 AND
I'M NOT BEING TREATED RIGHT. SO WE IN THE COUNSELING PHASE
EXPLAINED TO THE INDIVIDUAL, WELL, THE AGE DISCRIMINATION IN
EMPLOYMENT ACT THAT, PROTECTION ONLY APPLIES TO INDIVIDUALS 40
AND OVER, BUT THE PERSON SAID I STILL WANT TO GO THROUGH
COUNSELING, I WANT TO TRY AND SEE PICK WORK THIS OUT.
WE'RE�-- SEE IF I CAN WORK THIS OUT.
WE'RE REQUIRED TO TAKE THE PERSON THROUGH EEO COUNSELING
WHICH WE DID. IT WAS NOT RESOLVED BECAUSE
MANAGEMENT KNEW THAT THE LAW OF THE AGE DISCRIMINATION IN
EMPLOYMENT ACT DID NOT APPLY TO THIS INDIVIDUAL.
THE INDIVIDUAL DECIDED TO FILE A FORMAL COMPLAINT AND WE
DISMISSED IT FOR FAILURE TO STATE A CLAIM BECAUSE THE
INDIVIDUAL WAS UNDER THE AGE OF 40.
SO MOST GET ACCEPTED, SOME DON'T.
WE THEY GET ACCEPTED, WE MOVE TO WHAT'S CALLED AN EEO
INVESTIGATION. WE HAVE 180 DAYS TO COMPLETE
THAT PROCESS. WE CONTRACT EXCLUSIVELY WITH THE
U.S. POSTAL SERVICE NOW TO CONDUCT OUR INVESTIGATIONS.
THAT'S A CHANGE WE MADE IN 2014. WE'VE BEEN VERY HAPPY WITH THAT
CHANGE. PRIOR TO THAT CHANGE, WE HAD A
SIGNIFICANT BACKLOG ON OUR INVESTIGATIONS.
WE WERE WELL OVER 180 DAYS. WE NOW HAVE AN AVERAGE
PROCESSING TIME OF 132 DAYS. IN THE FORMAL INVESTIGATION, OUR
INVESTIGATORS WILL INTERVIEW THE COMPLAINANT, INTERVIEW THE
COMPLAINANT'S WITNESSES, INTERVIEW MANAGEMENT, MANAGEMENT
WITNESSES, GATHER DOCUMENTS, PUT TOGETHER AN EXTENSIVE REPORT OF
INVESTIGATION. THAT REPORT OF INVESTIGATION AT
THE END OF THE INVESTIGATION IS PROVIDED TO THE COMPLAINANT.
THE COMPLAINANT THEN HAS TO MAKE A DECISION, DO I WANT TO REQUEST
A HEARING FROM THE EEOC OR WOULD I LIKE TO REQUEST A FINAL AGENCY
DECISION FROM THE DEPARTMENT'S EEO OFFICE.
IF THE INDIVIDUAL REQUESTS A FINAL AGENCY DECISION FROM MY
OFFICE, WE HAVE 60 DAYS TO ISSUE THAT DECISION AS TO WHETHER
DISCRIMINATION OCCURRED OR NOT. IF THEY GO THAT ROUTE AND THEY
DISAGREE WITH ANY PART OF OUR DECISION, THEY CAN APPEAL OUR
DECISION TO EITHER FEDERAL COURT OR TO THE EEOC.
THE AGENCY CANNOT APPEAL ANY PART OF THAT DECISION BECAUSE
WE'RE MAKING THAT DECISION ON BEHALF OF THE SECRETARY AND
MAKING RECOMMENDATIONS TO THE AGENCY IN THAT DECISION.
THEY COULD ALSO, AS I SAID, THE COMPLAINANT, ONCE THEY REFER THE
REPORT OF INVESTIGATION, COULD GO TO EEOC FOR A HEARING.
IF THEY DO THAT, THE CASE, THE JURISDICTION OF THE CASE THEN
LEAVES MY OFFICE WHILE THE HEARING IS PENDING AT EEOC, AND
IF THAT IS THE CASE, THEN WE ALSO FURNISH THE OFFICE OF
GENERAL COUNSEL WITH A COPY OF THE REPORT OF THE INVESTIGATION
BECAUSE THEY'LL BE DEFENDING THE AGENCY IN THE HEARING.
LET ME STOP THERE. THAT'S A LOT OF INFORMATION I
GAVE YOU. I KNOW IT'S A LOT.
AND THAT'S AT THE HIGH LEVEL, BELIEVE IT OR NOT, SO THERE'S
MUCH MORE DETAILED INFORMATION ONLINE.
LET ME STOP THERE AND SEE IF THERE ARE ANY QUESTIONS BEFORE I
GO ON TO MY NEXT BULLET POINT. AND BY THE WAY, IN CASE YOU
DON'T KNOW, I'M LEGALLY BLIND, IF YOU'RE RAISING YOUR HAND, I'M
NOT GOING TO SEE YOU. YOU NEED TO DO A VERBAL CUE OR
USE THE MICRO PHONE. IF THERE AREN'T QUESTIONS, I'LL
JUST MOVE ON. [ INAUDIBLE COMMENTS ]
>> OKAY. THERE MIGHT BE QUESTIONS LATER
AND THAT'S FINE. OKAY.
SO THE NEXT BULLET POINT THAT I WANT TO TALK ABOUT IS OUR
OBLIGATION TO IDENTIFY POTENTIAL BARRIERS TO EQUAL EMPLOYMENT
OPPORTUNITY AT THE DEPARTMENT AND TO ADDRESS SUCH BARRIERS IF
WE IDENTIFY THEM. THIS IS REALLY THE PROACTIVE
PART OF MY OFFICE, WHAT WE'RE SUPPOSED TO BE DOING.
PART OF THE REQUIREMENTS OF THE LAW AND REGULATIONS ARE NOT JUST
THAT WE ENFORCE THE COMPLAINT PROCESS AND ADMINISTER THE
COMPLAINT PROCESS, BUT THAT WE PROACTIVELY WORK TO IDENTIFY
POTENTIAL BARRIERS ON AN INSTITUTIONAL LEVEL TO EEO AND
ADDRESS AND ELIMINATE THOSE BARRIERS IF WE IDENTIFY THEM.
WE DO THIS IN TWO WAYS. WE LOOK AT TWO DISTINCT AREAS.
FIRST WE LOOK AT THE DEPARTMENT'S WORKFORCE AND
APPLICANT POOL. WE'RE TRYING TO DETERMINE IF
UNDERREPRESENTATION EXISTS FOR ANY PARTICULAR GROUP AND HOW WE
DO THAT IS WE COMPARE THE REPRESENTATION OF VARIOUS GROUPS
BY RACE, NATIONAL ORIGIN, AND GENDER TO THE AVAILABILITY IN
THE CIVILIAN LABOR FORCE AND THEIR PARTICIPATION RATE IN THE
DEPARTMENT'S WORKFORCE AS WELL AS THE APPLICANT POOL.
SO WHAT WE'RE LOOKING AT ARE ANY GROUPS UNDERREPRESENTED.
WE ALSO BREAK THAT DOWN BY LOOKING AT MAJOR JOB OCCUPATIONS
TO DETERMINE IF UNDERREPRESENTATION IS OCCURRING
IN MAJOR JOB OCCUPATIONS COMPARED AGAINST THE
AVAILABILITY IN THE CIVILIAN LABOR FORCE, AND WE DO IT AT�--
WE LOOK AT HIGHER GRADE LEVELS IN THE SES TO SEE IF THERE'S
UNDERREPRESENTATION. WE ARE ABOUT TO ISSUE THE
DEPARTMENT'S ANNUAL REPORT, IT'S CALLED MD-715, WHICH FULLY
TRACIES THE STATE OF EEO AT THE DEPARTMENT AND IN PARTICULAR
FOCUSES ON WORKFORCE REPRESENTATION.
THE MAJOR STHAISHS WE'RE GOING TO BE�-- ISSUES THAT WE'RE GOING
TO BE LOOKING AT THIS YEAR AND GOING FORWARD ARE THE
SIGNIFICANT UNDERREPRESENTATION OF HISPANIC MALES AT ALL LEVELS
OF THE AGENCY'S WORKFORCE AND THE MAJOR JOB OCCUPATIONS,
UNDERREPRESENTATION OF HISPANIC FEMALES AT THE SENIOR LEVELS OF
THE AGENCY'S WORKFORCE, UNDERREPRESENTATION OF ASIAN
AMERICAN AND PACIFIC MALES AND FEMALES AT THE SENIOR LEVELS OF
THE AGENCY'S WORKFORCE, SIGNIFICANT UNDERREPRESENTATION
OF INDIVIDUALS WITH SEVERE DISABILITIES AT ALL LEVELS OF
THE AGENCY'S WORKFORCE, AND SO THOSE ARE REALLY THE SIGNIFICANT
ISSUES THAT WE'RE LOOKING AT GOING FORWARD.
WE NEED TO DO A DEEPER DIVE INTO UNDERSTANDING, SO THOSE�-- WE
KNOW THAT THAT UNDERREPRESENTATION FOR THOSE
GROUPS EXISTS AND WHAT WE NEED TO DO NOW IS A DEEPER DIVE GOT
DATA TO UNDERSTAND WHY ARE THESE INDIVIDUALS UNDERREPRESENTED.
ARE WE NOT GETTING THE APPLICANT POOL THAT WE NEED, ARE WE NOT
DOING THE OUTREACH AND RECRUITMENT THAT WE SHOULD BE TO
THESE GROUPS THAT'S BROAD-BASED, THAT'S INCLUSIVE.
WHAT ARE MANAGEMENT OFFICIALS DOING, ARE WE TRAINING
MANAGEMENT OFFICIALS APPROPRIATELY TO THINK ABOUT
DIVERSITY AND INCLUSION WHEN THEY'RE MAKING SELECTIONS.
SO THESE ARE ALL QUESTIONS THAT WE'RE GOING TO BE ASKING AS WE
DO THESE DEEPER DIVES INTO POTENTIAL BARRIERS FOR
PARTICULAR GROUPS WITHIN THE WORKFORCE.
WE ALSO LOOK CLOSELY AT, AS PART OF OUR BARRIER ANALYSIS, WE
CLOSELY REVIEW PERSONNEL POLICIES, PRACTICES, AND
PROCEDURES TO DETERMINE IF ANY PARTICULAR GROUP IS FACING AN
ADVERSE IMPACT AROUND THOSE POLICIES OR PROCEDURES.
SO FOR EXAMPLE, WE MIGHT LOOK AT�-- SOME OF THE THINGS WE'RE
GOING TO BE LOOKING AT GOING FORWARD ARE, ARE ANY GROUPS NOT
GETTING PROMOTED AT THE SAME RATE AS OTHER GROUPS.
ARE SOME GROUPS GETTING MORE AWARDS THAN OTHER GROUPS.
THOSE ARE THE SORTS OF THINGS WHEN WE LOOK AT PERSONNEL
POLICIES, PRACTICES AND PROCEDURES.
WE'RE ALSO LOOKING CLOSELY AT REASONABLE ACCOMMODATION AND HOW
ARE WE DOING AS A DEPARTMENT, HOW ARE OUR MANAGEMENT OFFICIALS
DOING IN UNDERSTANDING THE PROCESS OF PROVIDING REASONABLE
ACCOMMODATION FOR INDIVIDUALS WITH DISABILITIES.
>> TO BE SUCCESSFUL. FIRST OF ALL, WE AS A DEPARTMENT
WE SERVE ALL ASPECTS OF SOCIETY. EVERY SEGMENT IS SERVED BY HUD.
WE SERVE OUR CONSTITUENTS. THE TAXPAYERS, RIGHT?
WE WANT TO FOSTER THIS ENVIRONMENT WHERE EVERYONE FEELS
THEY CAN SUCCEED TO THEIR FULLEST POTENTIAL.
IF YOU BELIEVE YOU'RE GETTING THE SAME OPPORTUNITY AS EVERYONE
ELSE, THAT THINGS ARE FAIR, YOU FEEL GOOD ABOUT WHERE YOU'RE
WORKING YOU'RE GOING TO DO A BETTER JOB AND THAT CONNECTS TO
THE COMPLAINTS OFFICE. IF WE CAN REDUCE CONFLICTS
WITHIN THE WORK PLACE, WE'RE GOING TO BETTER ACHIEVE OUR
MISSION. THINK ABOUT THIS.
IF YOU'RE, IF YOU BELIEVE YOU'RE BEING DISCRIMINATED AGAINST AND
COMING TO WORK, HOW GOOD ARE YOU GOING TO
FEEL ABOUT THE JOB
YOU'RE DOING? HOW GOOD ARE YOU GOING TO FEEL
ABOUT COMING TO WORK? WE WANT TO RESOLVE THESE EARLY
SO EVERYONE CAN FEEL LIKE THEY LIVE IN AN INCLUSIVE WORK
ENVIRONMENT, THEN, WE CAN DO A BETTER JOB AND I BELIEVE WE CAN
DO BETTER. I BELIEVE THE MISSION IN MY
OFFICE IS TO SUPPORT ALL OF A SUDDEN IN ACHIEVING IT'S
MISSION. >> YES.
SO WE'RE DOING A LOT OF TRAINING HERE AT HEADQUARTERS AND DOING
TRAINING IN THE REGIONS AND FIELD LOCATIONS.
THE SORTS OF THINGS THAT WE ADVISE MANAGEMENT AND EMPLOYEES
IS FIRST OF ALL, AND AGAIN, CONNECTING TO ENGAGE YOUR
EMPLOYEES. HAVE CONVERSATIONS AND TRY TO
UNDERSTAND THEIR PERSPECTIVE. MANAGERS, WHEN I SAY YOU CAN'T
HAVE A COOKIE CUTTER APPROACH. AND WE TALK ABOUT PERSPECTIVE
FOR THE TEAM AND ENGAGE THE DIFFERENT PARTS OF THE DIFFERENT
BACK GROUNDS THAT COME TO OUR TEAM.
REALLY I TALK ABOUT NOT BEING AFRAID TO HAVE THOSE
CONVERSATIONS WITH EMPLOYEES. AND ALSO, WE SPENT TIME ON FROM
THE EEO RIGHTS BUT THESE ARE YOUR EEO RESPONSIBILITIES.
A LOT OF TIMES WHEN YOU DO TRAINING, EMPLOYEES THINK
MANAGEMENT IS THE ONLY ONE WHO HAS RESPONSIBILITY AROUND EEO
AND INCLUSION WHEN WE ALL HAVE AN OBLIGATION TO CREATE AN
INCLUSIVE ENVIRONMENT. I TALKED ABOUT INAPPROPRIATE
BEHAVIOR IN THE WORK PLACE AND TO ENSURE THAT OUR EMPLOYEES
AREN'T FEELING BULLIED AND THAT THEY CAN EXPRESS THEMSELVES AND
FEEL LIKE THEY'RE GOING TO BE SUPPORTED IF THEY SAY SOMETHING
OR DISAGREE WITH MANAGEMENT OR OTHER MEMBERS OF THE TEAM.
THAT IS A LOT OF WHAT WE FOCUS ON IN TERMS OF THE QUESTION.
>> MY QUESTION IS YEARS AGO, IN THE FIELD OFFICE, IF YOU'RE
INTERESTED IN BECOMING AN OOE COUNSELLOR, YOU HAD TRAINING
AVAILABLE TO TAKE SO YOU CAN BECOME A COUNSELLOR.
WHAT IS�-- IF THAT IS THE CASE NOW?
YOU HAVE TO WORK OR OCCEO IF YOU'RE INTERESTED IN BECOMING AN
EEO COUNSELLOR? >> THAT IS A GOOD QUESTION.
THEY'D SERVE TO HELP SUPPORT THE MISSION OF THE EEO OFFICE.
AND MY�-- MOST AGENCIES MOVED AWAY FROM THAT PRACTICE,
INCLUDING HUD. MY PERSPECTIVE IS REGULATION
REQUIRES THAT ANYONE WORKING ON AN EEO MATTER BE UNDER THE
SUPERVISION OF THE EEO OFFICE SO WE HAVE CHOSEN NOT TO DO THAT,
BUT WE HAVE A NUMBER OF COUNSELLORS, A NATIONAL PHONE
NUMBER WE'LL PROVIDE TO EVERYBODY THAT CAN BE CALLED IF
SOMEONE BELIEVES THEY'RE BEING DISCRIMINATED AGAINST.
AND A BOX EMPLOYEES CAN USE AND WE'LL GET A COUNSELLOR ASSIGNED.
THAT AIS A MODEL MOST AGENCIES MOVED AWAY FROM, INCLUDING HUD.
WE DO HAVE A GOOD NUMBER OF COUNSELLORS I BELIEVE THEY'RE
RESPONSIVE ON A NATIONAL BASIS. WE'RE ALWAYS LOOKING AT HOW TO
ENHANCE OUR EFFICIENCY. DO WE NEED TO PLACE MORE
EMPLOYEES IN THE FIELD? WE'RE BECOMING A VIRTUAL WORLD.
ANY OTHER QUESTIONS RIGHT NOW? OKAY.
THANK YOU. I WANTED TO MOVE TO SOME
PROGRESS MADE UP UNTIL THIS POINT.
WHEN WE TALK ABOUT FIRST THING I WANT TO TALK ABOUT IS REALLY
EXCITING FOR HUD. I KNOW THERE HAS BEEN A LOT OF
FOCUS ON THE FEDERAL EMPLOYEE VIEWPOINT SURVEY AND DEPARTMENT
SUCCESS IN 2013 AND IMPROVING, THE MOST-IMPROVED AGENCY ON THE
FEDERAL EMPLOYEE VIEWPOINT SURVEY.
THAT IS JUST PHENOMENAL. OTHER AREAS WHERE WE HAVE
IMPROVED IS THE INCLUSIVENESS QUOTIENT.
IT IS A SUBSET THAT LOOKS AT HOW IS THE DEPARTMENT DOING IN
ENSURING FAIRNESS AND OPPORTUNITY?
HOW DO EMPLOYEES FEEL ABOUT THE ABILITY TO ACHIEVE EQUAL
EMPLOYMENT OPPORTUNITIES AND FEEL LIKE THEY'RE INCLUDED?
THE DEPARTMENT INCREASED FIVE POINTS.
THE GOVERNMENT WIDE INCREASE WAS ONE POINT.
OPM RECOGNIZES TWO POINTS AND HUD WENT UP FIVE POINTS.
SO THEY'RE AT THE EEO PAGE. THE SECRETARY WE ADDRESSED
RIGHTS OF VETERANS IN ENSURING WE PROTECT THE RIGHTS IN THE
WORK PLACE. DOES THAT STATEMENT INCLUDE
INFORMATION ON EXPANDED RIGHTS FOR THE COURT DECISIONS.
IN THE PAST YEAR I ESTABLISHED A POSITION WITHIN MY OFFICE, THERE
IS NOT A PROTECTION ON THE BASIS OF BEING A VETERAN BUT THERE ARE
LAWS THAT PROVIDE PROTECT FOR VETERANS AND THERE IS A LOT OF
CONFUSION SO MY STAFF AGREED TO SERVE AS A VETERAN LIAISON.
AND THIS IS A CONFLICT WE CAN POTENTIALLY HELP TO TRY TO WORK
THAT OUT. BUT THE DEPARTMENT IS DOING A
GOOD JOB OF HIRING VETERANS AND WHAT WE NEED TO DO IS WHEN THEY
COME IN THEY'RE FEELING LIKE THEY'RE INCLUDED AND IN A GOOD
SURVEY. IN ABILITY, YOU HEARD ME MENTION
THAT WE REALLY WANT A FOCUS ON RESOLVING ISSUES EARLY AND
LOWEST LEVEL. MY STAFF ATTENDS MEDIATION AND
CONDUCTS ANALYSIS, WHAT WORKED WELL?
WHERE ARE THINGS THAT DIDN'T WORK WELL.
DID EVERYBODY COME IN GOOD FAITH?
THAT IS SOME EXCITING THINGS COMING UP TO PROMOTE IN THAT
POSITION. WE PUT OUR AUDIENCE TO WORK AND
HAD GREAT SPEAKERS IN THE MORNING.
WE HAD A GREAT SPEAKER FOR THE WHITE HOUSE FROM OPM.
AND WE ASKED THE AUDIENCE TO HELP US ADDRESS STRATEGIES ON
THINGS LIKE EXPANDING OUR OUTREACH WHEN DOING RECRUITMENT
AND HIRING. DEVELOPING WHAT WE HAVE
CURRENTLY AND EXPANDING ON THAT. DEVELOPING MORE WEB BASED TOOLS
TO PROMOTE EXPANSION AND MAKING IT MORE DIVERSE.
DOING ANOTHER SELF IDENTIFICATION SURVEY WITHIN THE
WORK FORCE, JUST REMINDING PEOPLE THAT YOU CAN PROVIDE
DISABILITY DATA SO WE CAN ENSURE WE'RE BEING ACCURATE IN TERMS OF
WORK FORCE REPRESENTATION. WE CONDUCTED THIS YEAR AN LGBT
CLIMATE SURVEY TO UNDERSTAND HOW THE COMMUNITY IS FEELING ABOUT
WORKING AT THE DEPARTMENT AND ISSUES THAT WILL BE A MODULE
WITH A BROADER EEO THAT WE'LL BE PROVIDING THIS YEAR.
SO SOME RESULTS THAT I'M REALLY PROUD OF AND PROUD OF MY TEAM,
MY DIRECTOR IS HERE WITH ME TODAY.
SHE WORKED VERY HARD EVERYBODY IS WORKING HARD TO IMPLEMENT A
VISION OF SUCCESS. SO SOME RESULTS WE'VE ACHIEVED,
60% INCREASE IN RESOLVING MATTERS.
EEO COMPLAINTS ARE DOWN 10%. WE JUST DID OUR HUD STATUS
MEETING. FORMAL COMPLAINTS THIS YEAR THIS
IS A PRODUCT, I THINK OF THE WORK AROUND TRAINING AND TO OWE
ENGAGE. THE WORK FORCE.
LET THEM KNOW ABOUT RIGHTS AND RESPONSIBILITIES AND WORK TO
RESOLVE ISSUES EARLY AND LOWEST POSSIBLE LEVEL.
I HOPE TO SPEND TIME WITH YOU IN THE FIELD AND IF YOU THINK YOU'D
LIKE US TO DO TRAINING LIKE THIS, OR TRAINING MORE EXPANSIVE
TRAINING, WE'RE HAPPY TO DO THAT AS WELL.
TRAINING IS IMPORTANT. WE CAN'T PREVENT ANYBODY FROM
COMING INTO THE EEO PROCESS. RIGHT?
IF YOU ARE, BUT WHAT WE CAN DO IS THINK ABOUT IS THIS THE RIGHT
PROCESS FOR YOU? AND WE THINK THE EDUCATION IS
PART OF LOWERING OUR COMPLAINT NUMBERS.
ANY QUESTIONS AT THIS TIME? YES?
>> IF AN EMPLOYEE ASKS A QUESTION REGARDING A POSSIBLE
COMPLAINT. THEIR QUESTION, AND THE QUESTION
IS NOT�-- IF THEY ASK ABOUT FILING A COMPLAINT AND ARE NOT
RIGHT ACCURATE, DO YOU ASK QUESTIONS FIRST?
IF I COME IN AND SAY I WANT TO FILE A COMPLAINT BUT I'M NOT
EXACTLY ACCURATE, DO YOU ASK QUESTIONS FIRST?
>> WE DO. THE EXAMPLE I MENTIONED, THE
COUNSELLOR ADVISES WE HT OF TIMES DO THAT WE'RE STARTING TO
TRACK DATA NOW. WE HAVE A LOT OF CONTACTS THAT
NEVER GO ANYWHERE. SO THAT IS IF IT ISN'T THE RIGHT
PLACE, THEY'LL MAKE THE DECISION TO COME THROUGH.
WE CAN'T ENCOURAGE OR DISCOURAGE ANYONE FROM COMING THROUGH.
SO IF WE HAVE ASKED THOSE QUESTIONS DO CLARIFICATION, AND
PROVIDE MORE INFORMATION AND IF THE PERSON WANTS TO GO THROUGH,
WE HAVE TO TAKE THEM THROUGH THE PROCESS.
WE HAD A TOTAL OF ABOUT 120 COMPLAINTS AND PROBABLY HAD
50-60 MORE CONFLICTS. SO THAT IS A MAJOR PART OF THE
LAW. >> I WANTED TO KNOW.
DO YOU HAVE A CALL NUMBER? VERSUS COMING IN AND SITTING
DOWN? IF YOU FEEL YOU'RE BEING
BULLIED? DO YOU HAVE A CALL NUMBER
WHETHER THEY'RE BEING BULLIED? >> WE DO.
I DON'T KNOW IT OFF THE TOP OF MY HEAD.
>> 708-5921. THAT IS THE NUMBER.
YOU CAN SEND AN E-MAIL TO EEO@HUD.GOV.
>> THROUGH HUD AT WORK EVERYTHING IS RIGHT THERE.
I'M GOING TO GET INTO MORE INFORMATION.
>> SO THIS IS WITH REGARD TO MEDIATION.
I KNOW THE OFFICE IS A NEUTRAL OFFICE OWE, SOMETIMES, PEOPLE
ARE HESITANT TO GO INTO MEDIATION BECAUSE THEY'RE
EMPLOYEES OF THE DEPARTMENT. DO YOU USE SHARED NEUTRALS?
>> WE USE MEDIATORS FROM OUTSIDE OF HUD.
SO THEY COME FROM THE FEDERAL MEDIATION SERVICE WHICH IS THE
PRIMARY ONE WE GO TO. WE DO HAVE CERTIFIED MEDIATORS
ON STAFF. WE REALLY USE THEM MORE FOR
HELPING US TO DEVELOP POLICY. >> I HAVE A QUESTION.
IS IT TRUE WHEN AN INDIVIDUAL FILES A EEO COMPLAINT WILL IT
PUT A RED FLAG ON THEM FOR FUTURE REFERENCES?
SOMETIMES, PEOPLE ARE HESITANT BECAUSE IT'S GOING TO FOLLOW
THEM. >> THAT IS A GREAT QUESTION.
FIRST OF ALL, IF YOU WANT TO BE ANONYMOUS, YOU CAN.
THERE IS OUR OPTION TO BE ANONYMOUS.
IT IS CONFIDENTIAL. WE TO HAVE CONVERSATIONS IN
RESOLVING IT SO MANAGEMENT WILL KNOW IF YOU CHOOSE NOT TO BE
ANONYMOUS. MY STAFF, EVERYONE IS REQUIRED
TO KEEP INFORMATION CONFIDENTIAL.
IN TERMS OF A RED FLAG THAT SHOULD NOT BE HAPPENING.
WHEN I TRAINED MANAGEMENT, I OFTEN SAY THAT RECEIVING AN EEO
COMPLAINT, I REALIZE THAT CAN BE EMOTIONALLY CHARGED.
BUT THAT IS THE RIGHT TO USE OUR PROCESS.
THE LAWS AND REGULATIONS ARE HERE FOR A IMPORTANT REASON.
SO WE SHOULD IN FACT, 98% OF THE CASES COMING THROUGH THERE IS NO
FINDING BECAUSE THE BAR FOR PROVING LEGAL DISCRIMINATION IS
ONLY 2%. THERE IS A 2% FINDING RATE.
IF A MANAGER STARTS TREATING SOMEONE DIFFERENTLY BECAUSE THEY
WENT INTO THE EEO COMPLAINT PROCESS, THAT POTENTIALLY CAN
CAUSE A PROBLEM. SO I ADVICE, DON'T TREAT THE
PERSON ANY BETTER OR WORSE. A LOT OF THEM SAY I'M NOT GOING
TO TALK TO THEM ANYMORE BECAUSE THEY FILED A COMPLAINT AGAINST
ME. NO.
THAT IS YOUR JOB. AND IF YOU CAN DOCUMENT WHAT
YOU'RE DOING IS APPROPRIATE THEY'RE NOT IMMUNIZED FROM THAT
BECAUSE THEY FILED A COMPLAINT. THIS IS A RIGHT EVERY EMPLOYEE
HAS. >> DO YOU HAVE STATISTICS ON
INFORMATION BEING LEAKED OUT? THIS IS WHAT HAPPENS.
DO YOU HAVE A STATISTIC? HOW OFTEN DOES THE INFORMATION
LEAK OUT? >> I DON'T HAVE STATISTICS.
I CAN TELL YOU IS THAT TWO MOST IMPORTANT TENANTS ARE CONFIDENT
YAULT AND NEUTRALITY. IF YOU, IF ANYONE BECOMES AWARE
OF SOMEONE IN MY OFFICE SHARING INFORMATION THEY SHOULDN'T
PLEASE BRING IT TO MY ATTENTION RIGHT AWAY AND WE'LL AADDRESS
IT. WE TAKE IT VERY, VERY SERIOUSLY.
WE'RE GOING TO ADDRESS IT QUICKLY.
LET ME GO TO THE FINAL SLIDE. I WANT TO TALK ABOUT THE HOSTILE
WORK ENVIRONMENT AND THE WORK WE STILL HAVE TO DO.
ONE OF THE THINGS WE'RE TRYING TO DO, WHEN I GOT HERE TO HUD
THREE YEARS AGO I WAS LIKE WE'RE SO LAST CENTURY.
AND�-- OH, ANOTHER QUESTION? >> SORRY.
YES. WHAT POINT DOES THE UNION GET
INVOLVED IN THE PROCESS? >> SO THAT IS A GOOD QUESTION.
ONE POINT IS THAT EMPLOYEES CAN FILE WITH MY OFFICE OR A UNION
GRIEVANCE BUT YOU CAN'T DO BOTH. SO THAT IS AN IMPORTANT POINT.
AND A LOT OF TIMES SOMEONE WHO IS A UNION STEWARD REPRESENTS A
COMPLAINANT. >> SO YOU CAN ASK FOR A UNION
REPRESENTATIVE IN THE PROCESS? >> IF THAT IS THE CHOICE OF THE
COMPLAINANT, YES. >> THANK YOU.
>> SURE. >> SO WE'RE ESTABLISHING WITHIN
THE NEXT THREE WEEKS, HOPEFULLY, AN EEO, E-FILING SYSTEM.
SO BASICALLY, A COMPLAINANT, CAN INITIATE THE PROCESS ONLINE.
AND ON THE FORMAL SIDE, SAME THING.
THEY'LL GET UPDATES AND IS GOING TO REDUCE THE WORK MY STAFF HAS
HAVE TO DO. WHEN WE RECEIVE A COMPLAINT WE
HAVE TO SEND OUT A NOTICE OF RECEIPT OF THE COMPLAINT.
AND WE'RE HOPING TO LAUNCH AN EEO�APP THAT WILL BE USED WHEN
JOB ANNOUNCEMENTS GO OUT. AND SO IT WILL BE CONNECTED TO E
FILE SYSTEM. WE HAVE EXISTING TRAINING COMING
FORWARD WE'RE GOING TO BE ANNOUNCING IN THE NEXT WEEK OR
SO. AND HAVE MAJOR INITIATIVES TO
CONTINUE BUILDING ON THE PROGRAM.
I HOPE YOU SEE WE'RE TRYING TO IMPLEMENT A VISION THAT MOVES
FROM BEING COMPLAINTS DRIVEN AND INTO CREATING AN ENVIRONMENT
WHERE THEY CAN COME TO WORK AND FEEL GOOD ABOUT WORK AND DO
THEIR BEST HERE. ANY OTHER QUESTIONS?
IF NOT I'M GOING TO QUICKLY GO INTO HOSTILE WORK ENVIRONMENT.
>> WITH THE PROMOTING GREATER INCLUSION WILL THAT BE A
COLLABORATIVE EFFORT BETWEEN YOUR OFFICE AND NEWLY EXECUTED
OFFICE WITHIN OCCEO? >> YES.
>> OKAY. >> SO ONE BUZZ WORD IS I'M IN A
HOSTILE WORK ENVIRONMENT, YOU KNOW?
AND EMPLOYEES OFTEN THINK THEY'RE IN A HOSTILE WORK
ENVIRONMENT IF THEY'RE ASKED TO SWITCH THEIR TELE-WORKDAY OR IF
THEY'RE ASKED TO TAKE ONE LESS TELE-WORKDAY.
THAT IS NOT A HOSTILE WORK ENVIRONMENT MAKE, OKAY?
SO LET'S BE CLEAR. OR IF THEY DISAGREE WITH RATING
THAT DOESN'T MAKE A HOSTILE WORK ENVIRONMENT.
THERE ARE LEGAL REQUIREMENTS TO PROVE YOU'RE IN A HOSTILE WORK
ENVIRONMENT. I WANT TO READ THIS TO YOU.
SO THAT IT CAN BE CLEAR. IN ORDER TO PREVAIL ON A CLAIM
OF HOSTILE WORK ENVIRONMENT, HARASSMENT, A COMPLAINANT MUST
SHOW THAT THEY WERE SUBJECTED TO UNWELCOME VERBAL OR PHYSICAL
CONDUCT. IT WAS RELATED TO THEIR
MEMBERSHIP IN A GROUP PROTECTED UNDER ANTIDISCRIMINATION LAWS.
IT WOULD BE BASED ON THEIR BEING THEIR RACE, GENDER, DISABILITY
AND HAS TO BE CONNECTED WITH ONE OF THE PROTECTED GROUPS.
IT HAS THE PURPOSE OF UNREASONABLY INTERFERING WITH
THEIR WORK PERFORMANCE AND CREATING OR INTIMIDATING HOSTILE
WORK ENVIRONMENT. THE FOURTH, SOME BASIS EXISTS
THAT THE SUPERVISOR KNEW OR SHOULD HAVE KNOWN BUT FAILED TO
TAKE ACTION. SO THAT IS THE FOUNDATION OF
WHAT YOU'RE LOOKING FOR. WE GET A LOT OF COMPLAINTS WITH
THE ISSUE AND IN THREE YEARS THERE HAS ONLY BEEN ONE FINDING.
THAT DOESN'T MEAN BULLYING BEHAVIOR IN THE WORK ENVIRONMENT
IS ACCEPTABLE OR APPROPRIATE. SO WE NEED TO FOSTER AN
ENVIRONMENT WHERE BULLYING CAN TURN INTO HARASSMENT.
AN ASIAN FEMALE WAS REPEATEDLY SUBJECTED TO RACIAL SLURS AND
TAUNTED BY HER CO-WORKERS AND HER SUPERVISORS LOWERED HER
PERFORMANCE RATING. THAT IS A HOSTILE WORK
ENVIRONMENT. RIGHT?
THAT IS WHAT WE MEAN. BUT BULLYING AND WHAT MANAGEMENT
AND LEADERSHIP NEED TO DO IS ENSURING WE HAVE AN ENVIRONMENT
WHERE THAT WILL NOT BE TOLERATED.
I ENCOURAGE YOU TO SPEND TIME LOOKING THROUGH THOSE AND LOOK
AT WHAT YOUR ROLE CAN BE. THE DEPARTMENT HAS TO CONDUCT
QUICK INVESTIGATION TO DETERMINE IF A HOSTILE WORK ENVIRONMENT
EXISTS AND TAKE CORRECTIVE ACTION.
AND THAT IS PART OF THE PROCESS, TOO.
WE HAVE TO HAVE A SEPARATE PROCESS WHEN THESE ARE MADE.
ARE THERE OTHER QUESTIONS? NO?
DO WE HAVE TIME? >> WE STILL HAVE TIME FOR THE
VIDEO. >> THIS IS A QUICK VIDEO FROM
OPM ON DIVERSITY AND INCLUSION. >> HI.
I'M HERE TO TALK WITH YOU TODAY ABOUT THE RELATIONSHIP BETWEEN
EMPLOYEE SATISFACTION AND UNCONSCIOUS HABITS WE EVALUATED
DATA FROM THE SURVEY. IN OTHER WORDS, THE MORE WE
INCLUDE ALL EMPLOYEES AND ACTIVITIES IN THE WORK PLACE,
THE MORE SATISFIED THE TEAM IS. WHAT IS INCLUSION?
WHY IS IT IMPORTANT? TO MAKE PEOPLE FEEL WELCOME,
WHAT DOES IT MEAN TO YOU? >> BEING AT HOME.
>> BEING ABLE TO BRING MYSELF TO WORK.
>> FEELING MY PERSPECTIVE WAS VALUED.
>> WHEN EMPLOYEES FEEL VALUE, THEY WORK MORE PRODUCTIVELY.
EVERYONE WINS. WHY INCLUSION?
BECAUSE OF PERFORMANCE AND PRODUCTIVITY.
THERE IS ACTUALLY DATA THAT SUPPORTS DIVERSITY AS PROBLEM
SOLVING AND DISCOVERED GROUPS IN A WIDE ARRAY OF BACK GROUNDS
WERE ABLE TO SOLVE PROBLEMS FAR MORE SUCCESSFULLY THAN A GROUP
OF EXPERTS. WHY IS THAT?
WELL, THINK ABOUT A TOOL BOX. IF YOU HAVE A TOOL BOX WITH
SCREWDRIVERS ALL YOU CAN DO IS TIE YOUR SCREWS.
IF THERE ARE ARE OTHER TOOLS YOU CAN ACCOMPLISH MORE.
DIVERSITY IN GROUPS CAN ACCOMPLISH THE SAME THING.
WE KNOW WE'RE SUPPOSED TO INCLUDE OTHER OTHERS.
WE USE A NEW IQ. INCLUSIVE INTELLIGENCE IS
INTENTIONAL AND PROACTIVE ACTS THAT MAKE PEOPLE FEEL THEY'RE
VALUED. IF YOU DO NOT INCLUDE, YOU'LL
EXCLUDE. WHY FOCUS ON HABITS?
WE HAVE THEM AND ACT ON THEM. IN OUR ANALYSIS, WE FOUND OUT
THERE ARE FIVE HABITS, THINK FOCUS, YOU CAN IDENTIFY
BEHAVIORS THAT NEED TO CHANGE AND ENCOURAGE DIVERSITY AND
INCLUSION IN THE WORK PLACE. LEADING TO MORE EMPOWERMENT AND
BETTER PRODUCTIVITY. LET'S START BY LOOKING AT
FAIRNESS. IT MEANS THAT ARBITRARY ACTION
AND FAIRNESS DICTATES APPROPRIATE STEPS ARE TAKEN TO
DEAL WITH PERFORMANCES THAT WILL NOT IMPROVE.
AND. >> WARDED FOR HOW WORKERS ARE
DOING THEIR JOBS AND HAVING OPENNESS AS A WAY OF DOING
BUSINESS AND POLICIES AND PROGRAMS AND SUPERVISORS AND
TEAM LEADERS ARE COMMITTED TO A WORK FORCE REPRESENTATIVE OF ALL
SEGMENTS OF SOCIETY AS THEY WORK WELL WITH EMPLOYEES OF DIFFERENT
BACK GROUNDS. MANAGERS PROMOTE COMMUNICATION
AND ACCOMPLISH WORK OBJECTIVES. SUPERVISORS AND TEAM LEADERS
HAVE TO INFORM THEIR JOB PERFORMANCE AND TALK ABOUT THE
PERFORMANCE EVERY SIX MONTHS. SUPERVISORS TAKE TIME TO LISTEN
TO WHAT EMPLOYEES HAVE TO SAY AND TREAT WITH RESPECT.
EMPLOYEES WILL FEEL ENCOURAGED TO COME UP WITH A NEW, BETTER
WAY OF DOING THIS. AND TALENTS ARE USED WELL AND
HAVE A FEELING OF PERSONAL EMPOWERMENT WITH RESPECT TO WORK
PROCESS. THIS IMPACTS HOW WELL WE CAN
ENCOURAGE FOCUS HABITS. IT'S A MAJOR CHALLENGE IN THE
WORK PLACE. THESE CAN INFLUENCE HOW YOU MAKE
DECISIONS AND HOW YOU TREAT PEOPLE AND THEIR IDEAS.
IF YOU DON'T LOOK AT HOW THEY AFFECT YOUR THINKING YOU MIGHT
THINK THERE IS NOTHING WRONG WITH WHAT YOU'RE DOING AND CAN
BE CHANGED BY AWARENESS. THESE COME FROM UNCONSCIOUS
BIASES WITH ATTITUDES THAT YOU DON'T NOTICE.
INFLUENCE OUR HABITS WITHOUT OUR AWARENESS.
AND SHAPE OUR THOUGHTS AND ACTIONS.
THAT IS THE WAY THE HUMAN MIND WORKS.
THINK ABOUT HOW YOU MIGHT PICK UP SPEED IN A CAR.
THIS IS AN IRRESPONSIBLE ACT BUT YOU DO IT BECAUSE SOMEONE ELSE
HAS ALREADY DONE IT. THAT IS ALSO EFFECTING US IN THE
WORK PLACE. THESE THREE MAIN BIASES THAT
IMPACT WORK PLACE ARE CONFIRMATION BIAS, AND BROKEN
WINDOWS BIAS. EACH AFFECTS OUR HABITS IN TERMS
OF DIVERSITY AND INCLUSION. LET'S TAKE A LOOK.
CONFIRMATION IS WHEN YOU PLACE LESS VALUE ON WHAT YOU DON'T
WANT TO BELIEVE AND REMOVES IMPARTIALITY.
THE CONFIRMATION BIAS CREATES AN UNCONSCIOUS HABIT OF ONLY SEEING
EVIDENCE THAT SUPPORTS YOUR DECISIONS.
YOU MAY HAVE SEEN A MANAGER WHO LOOKS FOR EVIDENCE THE CORRECT
DECISION WAS MADE, INSTEAD OF LOOKING HOW IT COULD HAVE BEEN
IMPROVED. TO AVOID THIS, CONSIDER WHATEVER
EVIDENCE YOU CAN FIND AFTER A DECISION IS MADE.
EVEN IF IT JUST CONFIRMS THE DECISION.
AND AT LEAST YOU'LL MAKE A BETTER DECISION NEXT TIME.
OR, AVOID GETTING FEED BACK FROM PEOPLE WHO ONLY PROVIDE YOU
CONFIRMING EVIDENCE BECAUSE THEY THINK THAT IS WHAT YOU WANT TO
HEAR. THE LIKELY BIAS IS ONE SET KNOWN
AS IN GROUP BIASES. LIKELY BIAS IS EXHIBITED
WHENEVER YOU GET BIASSED TO A PERSON LIKE YOU OPPOSED TO BEING
DIFFERENT FROM YOU. ONE OF THE INTERESTING ASPECTS
IS THAT IT HAS BEEN DEMONSTRATED IN RANDOM GROUPS AS WELL AS
ORGANIZED ONES. YOU'LL SEE LIKELY BIAS BY FANS
OF THE SAME SPORTS TEAM OR PEOPLE OF THE SAME RELIGION.
WE BELIEVE SOMEONE ELSE IS IN A GROUP TO WHICH WE BELONG WE
USUALLY HAVE POSITIVE VIEWS OF THEM AND TEND TO GIVE PREFERRING
TREATMENT. WHAT HAPPENS THEN IS THAT LIKELY
BIAS CREATES A CONNECTION THAT CAN BE AS ARBITRARY AS EYE COLOR
OR DRIVING A SAME KIND OF CAR. TO AVOID THIS, INCLUDE OTHERS
AND GO OUT OF YOUR WAY TO STEP OUT OF YOUR COMFORT ZONE AND GET
TO KNOW NEW PEOPLE. AND CHALLENGE IDEAS ABOUT NEW
PEOPLE IF THEY AREN'T LIKE YOU. JUST BECAUSE THEY AREN'T DOESN'T
MEAN WORKING WITH THEM WILL BE PROBLEMATIC.
THIS LAST BIAS IS BROKEN WINDOWS BIAS THAT ORIGINATES FROM A
CRIME-FIGHTING THEORY THAT SAYS STOPPING MAJOR CRIMES BEGIN WAS
STOPPING SMALL ONES. UNDER THIS THEORY, MINOR CRIMES
CREATE AN ENVIRONMENT IN DH SOCIAL DISORDER INCREASES,
MAKING IT MORE LIKELY THAT MORE MAJOR CRIMES WILL BE COMMITTED.
OUR ENVIRONMENT PLACES A LARGE ROLE IN OUR BEHAVIORS TOWARDS
OTHERS. HOWEVER, WE DON'T USUALLY
ATTRIBUTE THIS TO OUR ENVIRONMENT.
BROKEN WINDOWS BIAS CREATES A HABIT OF ALLOWING AN ENVIRONMENT
TO AFFECT OUR HABITS AND ALLOWS HABITS OF FALSELY ATTRIBUTING
OUR BEHAVIORS AND AN OFFICE PROMOTING OFF COLOR HUMOR MAY
CREATE AN ENVIRONMENT IN WHICH PEOPLE FEEL LESS INCLINED TO
KEEP HURTFUL STATEMENTS TO THEMSELVES.
REMEMBER, EVERYONE IS SITUATED IN THEIR ENVIRONMENT AND IF YOU
WANT TO
BE INCLUSIVE, SET A 0 TOLERANCE AND NIP ANY ISSUES
IN THE BUD.
HABITS WORK IN CREW, ROUTINE AND REWARD.
CHANGE ANY PART AND OTHERS CHANGE, TOO.
WORKING ON A DAILY BASIS, KEEP AN EYE ON WHETHER YOU'RE
EXHIBITING ANY UNCONSCIOUS BIASES.
IF YOU'D LIKE INFORMATION ON ANY TOPICS CONTACT ODI.
>> LET'S GIVE IT UP FOR JOHN. GREAT PRESENTATION.
GREAT VIDEO. THANK YOU.
SO WHAT WE'LL DO IS WE'LL, JOHN, BEFORE WE GO WE HAVE A SMALL
PARTING GIFT TWANDA IS BRINGING OVER.
OH, MAYBE NOT YET? WE'LL BE GETTING YOU
A SMALL PARTING GIFT.
WE DON'T HAVE IT IN OUR HANDS. IT'S ON
THE WAY. TRUST ME.
FOR EVERYBODY ELSE, WE HAVE GONE LONG.
INSTEAD OF STARTING AT 1:00, WE'LL START AT 1:15.
MANAGERS YOU'RE IN B 180. THE REST OF US
WILL
BE
HERE
AND BEGINNING AT 1:15.
WE'LL STAY ON SCHEDULE. WE'LL RECONVENE AT 1:15.