II. Evaluation Objectives The major objectives of EEO evaluation are to assess the effectiveness of management in identifying the factors and problems bearing on equal employment opportunity, and developing and implementing action programs to meet and overcome obstacles to full equality of opportunity. Another objective is to provide agency management with any needed recommendations or directions for remedial action. Further, the evaluation process must include followup to assure that action is taken on recommendations and directions. 3 III. Approaches to EEO Evaluation Results-Orientation The evaluation should be directed at results, not only efforts. In some situations the agency may have done an excellent job in identifying its EEO problems and it may be making great efforts to solve these problems. Further, the action plan, which is a vehicle for reaching the agency's EEO goals, may appear to be what is exactly needed to reach these goals. However, there may not be any evidence of results, which are the ultimate measure of program success or failure. This does not mean that consideration is not to be given for efforts taken to advance the program. The evaluation should not lose sight of such factors as reductions in force and hiring freezes. In the latter situations, consideration should be given for efforts which will generate future benefits. Thus, in using the results-oriented approach, there is also a need to take into account the potential for results. Problem Solution The evaluation should focus attention on problem identification and solution rather than problem identification and recommendations alone. This may be achieved best in a consultative environment, i.e., evaluators and managers jointly diagnosing problems and preparing action plans leading to solution. The involvement of line managers increases the success of the evaluation since it insures that the evaluation is realistic and the findings implemented. Motivation for Improvement After pursuing problem causes and aiding management in developing a plan of action for solving those problems, the evaluator should assure that there is agency motivation for improvement and that there is a willingness to follow through on problem resolution. Some suggestions for assuring that there is motivation for improvement include: -Closely integrating EEO with general management and services so that the impact of managerial activities and decisions on EEO can be readily identified. -Establishing priorities in the action plan so that those problems which block fulfillment of the organization's goals the most are highlighted. -Including the greatest possible involvement of line managers to ensure that the findings are realistic and that they are implemented. -Following through on the agency's adherence to the action plan to determine whether there is observable improvement. Managerial Support and Leadership The evaluation should assess managerial support and leadership for the program. The involvement and commitment of management officials is absolutely essential for the success of the program since they have the responsibility of leadership. Program success will depend considerably on the acceptance, understanding, determination, and positive direction · given by managers, supervisors, and program staff personnel. Associated with managerial support and leadership is the system established by each agency to evaluate supervisory performance in the EEO area. Assessment should be made of the agency EEO performance evaluation system and the results therefrom. Such evaluations can be invaluable in determining the relative commitment of the several managerial levels, and in some cases, individuals. Effectiveness of Key EEO Officials The evaluation should assess the effectiveness of key EEO officials, such as the director of equal employment opportunity, EEO officers and deputies, and EEO Counselors. Inquiry should be made into their qualifications, training, attitudes, methods, effectiveness, and commitment. Evaluators should also give close attention to available indications of employee attitudes toward the trust, acceptance, interest, availability, sensitivity, responsiveness, and effectiveness of these officials. Another factor which sometimes affects the effectiveness of key EEO officials is the organizational location of these officials. While evaluators should not have preconceived ideas of where EEO officers and counselors should be located in the organization, many agencies have found it impracticable or less effective to utilize supervisors and personnel office employees in these positions because of their frequent involvement— either incidentally or as initiators—in the kinds of personnel actions and practices which give rise to EEO complaints. However, each situation depends on the individual employee and his working environment. The above traits, and sometimes the organizational location, have a critical bearing on the success or failure of these officials. The evaluation may provide a basis for suggestions for better organizational location of officials or recommendations to management regarding selection, retention, and further training. Relation of EEO Program to Mission Accomplishment The evaluation should relate EEO program aspects to what most managers conceive as their primary concern as managers-mission accomplishment. A major problem is that EEO, and other special emphasis programs, are considered to be unrelated to accomplishing the agency's mission objective when in fact they are a part of the agency's mission. When the manager does not understand the importance of these special emphasis programs, the evaluator must impress upon him that he is a public manager in a public organization and that his mission includes full support and achievement of results on public policy issues. Furthermore, the evaluator should relate EEO program aspects to operational personnel management problems, especially if there is significant impairment of mission accomplishment. Here, the evaluator should aid the manager in seeing that EEO is good personnel management and that his involvement in EEO will contribute, in a positive way, toward solving or alleviating some of his operational personnel management problems such as staffing, utilization of the work force, development, and position management. Quantitative Employment Goals and Timetables In a memorandum from the Chairman of the Civil Service Commission to heads of departments and agencies, dated May 11, 1971, subject: Use of Employment Goals and Timetables in Agency Equal Employment Opportunity Programs, the Commission discussed the appropriate use of goals as a means of achieving managerial action toward equal employment opportunity and the assurance that goals are not construed as employment quotas by race, color, ethnic origin, or sex, which would, in effect, constitute a violation of basic merit principles. Evaluators should become familiar with and fully understand Commission policy in this area and if merit system violations are noted, should bring them to top management's attention for corrective action. If the manager has established quantitative goals, the evaluator should examine them to determine if they are reasonable, realistic, and obtainable. If the goals are not reasonable, realistic, or obtainable, the evaluator has a responsibility to help the manager think through to how the goals were developed and what adjustments may be needed. Not every organization should or needs to establish quantitative goals. If, however, the manager has not established quantitative goals, but the evaluator in his judgment believes that the program would benefit from their establishment, then the evaluator should recommend the use of goals (without recommending what they should be) along with other needed actions to improve the EEO program. Major Program Action Elements in Executive Order 11478 The evaluation should include an assessment of how agency efforts are directed toward the following major program action elements in Executive Order 11478. Assignment of resources To what extent have sufficient resources been assigned and organized to administer and carry out the program in an effective manner? Recruitment activities To what extent have recruitment efforts been designed to reach all sources of job candidates, with special emphasis on the identification and development of sources of minority group members and women for positions in which few are now employed? Utilization of skills To what extent are employees with underutilized skills being systematically identified in the work force and channeled into available job opportunities both within and outside the installation? Upward mobility To what extent are opportunities being made available to employees for enhancement of skills, performance at their highest potential, and advancement in accordance with their capabilities? Assurance of supervisory and management understanding and support To what extent do communications, training, incentives, and performance evaluation actually motivate supervisory and management efforts to achieve program objectives? Participation in community efforts to improve conditions which affect employability To what extent does the installation initiate, support, and cooperate with community efforts to eliminate long- and short-range barriers to equal employment opportunity? Resolution of complaints To what extent are discrimination complaints promptly, fairly, and impartially processed with special emphasis on informal resolution through equal opportunity counseling? Special programs for the disadvantaged To what extent is there participation in Summer Aid, NYC, WorkStudy, WINS and other economic opportunity programs? |