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Procurement Operations DivisionMD-715: Project Status

February 11, 2009 Change Management Lead: Val Burr

Facilitator: Karen Weaver

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Agenda

Exercise

MD-715 Background

Update

Next Steps

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How many of you have….?

Been a formal tutor Lived on the West Coast Been to Europe Pizza as a favorite food Play a musical instrument Speak a second language Know how to swim Children under the age of 6 Been a model Enjoy camping

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What do these things have to do with diversity?

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What is MD-715?

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What is MD-715?

EEOC Management Directive MD-715 provides policy guidance and standards for establishing and maintaining effective affirmative programs of equal employment opportunity under Section 717 of Title VII (PART A) and effective affirmative action programs under Section 501 of the Rehabilitation Act (Part B)

For the complete text and more information see http://www.eeoc.gov/federal/md715/index.html

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What were Goddard’s actions in support of MD-715?

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Activities by the GSFC Office of Equal Opportunity

Assessment of the Management and Operations Directorate (Code 200)

Statistical analysis of the Center’s Procurement Operations Division showed under-representation of African Americans in the 1102 occupational series at grades 13 and above

Review of data and study of Code 210

Survey conducted with a group of employees from the Procurement Operations Division (POD) to learn more about what it is like to work in the POD and identify any barriers regarding recruitment, retention and advancement for minorities

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Survey FindingsConcerns in the following areas:

Career Advancement

Career Development

Access to Management

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Objective

To create an organizational culture that is open, inclusive and transparent and is readily perceived as equitable by all Code 210 employees irrespective of race or national origin

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Activities to support the objective

Interviewed the Management Team and a sample group of employees

Developed a questionnaire to obtain a baseline for culture change

Distributed a pre-survey to employees

Developed guidelines for every role in the organization

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Activities to support the objective

Conducted a pilot using the guidelines in the organization

Created an opportunity for employees and management to provide regular check-in feedback

Distributed post-survey to employees

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How did the Pre and Post Survey results compare?

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Pre/Post Survey Findings

• Overall the scores were more positive

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Scale for Pre and Post Survey

1- Strongly Agree 2- Agree 3- Not Sure 4- Disagree 5- Strongly Disagree

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Comparing Overall Pre and Post Survey Data

Question #1: Job satisfaction (2.5 to 2)

Question #2: Understanding criteria for advancement and educational (2.5 to1.8)

Question #3 Receive challenging work ( 2.3 to 1.7)

Question #4 Ready for more challenging work (2.2 to 2.5)

Question #5: Receive needed training (2.2 to1.9)

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Comparing Overall Pre and Post Survey Data

Question #6: Comfort level with Associate (2.3 to 1.9)

Question #7: Comfort level with Procurement Manager (1.9 to 1.7)

Question #8: Clarity of warrant policy (2.6 to 2)

Question #9: Performance Requirements are clear(2.4 to 2)

Question #10: Website is helpful (2.5 to 2.1)

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Comparing overall Pre and Post Survey Data

Question #11: 210 is open to new ideas (3 to 2.7)

Question #12: 210 is open to doing things differently from GSFC way

(3.2 to 2.9)

Question #13: 210 is inclusive of all employees (2.9 to 2.4)

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The Right Environment

Teachable Moments

by Steve L. Robbins, PH.D.

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The Right Environment

Things are peaceful in the fish pond

Newer, different fish are thrown into the pond

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Guess what happened?

The new fish died

How does this story relate to a challenge

in Code 210?

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Lessons from Steve Robbins

“We put a lot of stress on people when we don’t develop environments in which they can survive and,….thrive.”

“The emotional, cognitive and physical energy it takes to cope with unfriendly and intolerant environments will drain even the best and the brightest….”.

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Lessons from Steve Robbins

“The stress…takes its toll in the form of inefficiency, poor performance, absenteeism and even poor health.”

Many organizations tend to blame people “…for their inability to thrive in an environment …not even conducive to surviving.”

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Lessons from Steve Robbins

“Doing right for some actually can make it better for all.”

“An inclusive environment that respects the many as well as the few is the hallmark of successful organizations in the 21st century.”

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Comparing overall Pre and Post Survey Data

The last three questions related to various roles in the organization.

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Comparing overall Pre and Post Survey Data

Question #14: Communication is trustworthy PO (2.3 - 2.3) Deputy (2.5 to 2.4) STR PL (2.7 - 2.7) Associate (2.1 to 1.9) PM (1.9 to 1.7) PR (2.6 to 2.4) TC (2.2 to 1.9) PSST (2.1 to 1.9) IA (2.4 to 2.1)

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Comparing overall Pre and Post Survey Data

Question #15: Communication is consistent PO (2.4 to 2.1) Deputy (2.5 - 2.5) STR PL (2.7 to 2.6) Associate (2.2 to 1.8) PM (2 to 2.3) PR (2.7 to 2.3) TC (2.4 to 2) PSST (2.3 to 1.8) IA (2.5 to 2)

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Comparing overall Pre and Post Survey Data

Question #16: Communication is open PO (2.5 to 2.2) Deputy (2.7 to 2.5) STR PL (2.7 - 2.7) Associate (2.3 to 1.9) PM (2 to 1.7) PR (2.5 -2.5) TC (2.3 to 1.9) PSST (2.1 to 1.7) IA (2.4 to 2)

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A Better Script

Teachable Moments

by Steve L. Robbins, PH.D.

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A Better Script

Vacuums, like organizations, are complex instruments

From time to time, they both have problems that need to be “fixed”

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I can fix it!First, the husband tries masking tape.

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I can fix it!

Second, the husband tries duct tape.

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Who can fix it?

Lastly, the wife uses a rubber band

and fixes the vacuum.

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What is the lesson?

A. Wives are always right.

B. Be careful about the type of vacuum cleaner you buy.

C. Next time try the Goddard way.

D. None of the above

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Lessons from Steve Robbins

“Different people with different experiences often come up with different solutions.”

Knowing “…that past experiences may not necessarily yield effective solutions to present day problems should make us open to myriad, diverse experiences—experiences that prompt multiple options the next time we face a problem.”

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Lessons from Steve Robbins

“Diversity and inclusion are naturally linked to creativity and innovation.”

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Next Steps

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Next Steps

Evaluate the pilot findings

Meet with each member of the management team and provide check-in summary

Continue to encourage members of management to obtain a coach

Continue to conduct one-on-one meetings with employees

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Next Steps

Develop process for continuous feedback, review, and implementation of activities

Continue on-going conversations with the GSFC EO office; provide documentation for their reporting requirement

Develop plans to eventually transition the project to Code 210

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Change Management Advocates

Allen, Monica (210.S) Boon, David (210.H) Byrd, Denise (210.S) Cetorelli, Lee (210.S) Compton, Viola (210) Green, Brenda (210.I) Jett, Jasmine (210.M) Mason, Ricarda (210.H) Merritt, Mickey (210.I)

Mullen, Lisa (210.Y) OrtizCollazo, Nylsevalis

(210.M) Reid, Antwan (210.Y) Robinson, Forestine (210.Y) Stevenson, Torey (210.S) Thurston, Camille (210.I) Williams, Yolanda (210.M) Wilson, Sherika (210.M)

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Questions or Suggestions……