IV. EEO Problem Identification Solution Process Model The evaluation effort, as explained in part III, should be centered on results and the progress being made in EEO. Since results depend on the effectiveness of the program, an assessment should be made of management's effectiveness in analyzing the factors and problems bearing on equal employment opportunity, and planning and implementing an action program designed to solve those problems and achieve equal opportunity for all employees and applicants. In order to aid the evaluator in assessing the interrelationships of the problem identification and problem solution process, an EEO problem identification-solution process model has been developed. The model presents a frame of reference for the problem identification and solution process as it applies to EEO. It is a conceptual framework which conveys a way of thinking about identifying problems and alternative solutions, making choices, setting priorities, mobilizing resources, and evaluating results. The model is not a checklist of items to be studied and analyzed during surveys. Its purpose is to increase the evaluator's understanding and use of the problem-solving process and to examine the effectiveness of managers, supervisors, and staff involved in that process. The model applies to all agency levels-departmental, bureau, region, field, and the organizational unit. The EEO problem identification-solution process ideally operates in this circular pattern: Federal Policy What: Directives, regulations Who: President, Congress, CSC, agency Evaluation-Problem Identification What: Analysis, planning, leadership, evaluation Problem-Solution What: Affirmative action plan composed of goals, priorities, resources, responsibilities Who: Managers, supervisors, program staff Agency Internal and External Environments What: Climate, problems, trends Who: Employees, community Federal policy step -Does top management understand and accept broad EEO policy and specific responsibilities? -Has this policy been communicated downward in the organization and out to the field? Problem identification step Top management should list all short- and long-term EEO problems that management perceives it faces, determine solutions, and allocate resources on a priority basis. -Does top management begin with an identification of real organizational and community EEO problems? 77-247 O- 72 - 15 -Is the review of problems a continuous process or is it only done on a formal periodic basis? -In identifying problems, is consideration given to new and existing Federal and departmental policy which must be carried out? -Are alternatives identified for problem solution and real decisions made on what is to be done? -After deciding what can or cannot be done, is a plan of action developed to solve priority problems? -Does top management carry out its responsibility of setting and achieving goals, developing policies, and coordinating activities? -Is planning adequate and timely? -Does top management seek the views of minority group members and women in planning, development, coordination, and evaluation? Problem solution step-the action plan Top management should develop an affirmative action plan composed of goals, priorities, resources, and responsibilities to solve specific problems. The EEO action plan should not merely contain philosophic concepts or policy declarations but should be a living document based on a meaningful assessment of real problems and identification of positive programs to tackle those problems. Review and evaluation of the action plan will reveal not only those areas which management has identified as problem areas but also what management is doing to improve those areas. Although evaluators will assess the use made of the plan and tailor criticism to individual agency needs and inadequacies, they should be careful to avoid placing too much emphasis on the formal plan and not enough on action and results. -Is there an effort to make the plan appropriate and relevant to the identified problems? -Does the plan devote sufficient human and other resources to accomplish the goals? -Is there evidence that the plans are brought up to date and changed to coincide with current needs and new problems as they emerge? Are the plans viewed as flexible guides for accomplishing the job or as constraining documents which must be followed literally? -Is the emphasis on equality of opportunity for women extensive and intensive enough? Although there usually is no need for separate action plans for specific ethnic groups, does the plan include items which deal with the special problems of specific ethnic groups (e.g., efforts to overcome the language barrier of Spanish-speaking people)? -Does the plan provide for guidance and direction at all levels? Does it have adequate provision for staff support services (e.g., planning coordination, evaluation, and research)? Does it provide for continuing feedback and analysis? -Does the action plan list projects, in a priority order, which the agency hopes to accomplish within a given time frame? Are there compliance provisions to assure that goals and target dates are met? -How effective are the people involved (managers, supervisors, program staff)? Do they carry out established policy? Do they collect and analyze data and assist top managers in making policy? Do they ask and answer questions which are relevant to the problems? Are they alert to EEO problems in the organization and the community and do they bring them to the attention of top managers? Application of program to agency environments Here is where effective performance is directed toward positive change in both the organizational and community environments of the agency. Here is where managers, supervisors, and program staff carry out responsibilities for action plan items (recruitment, special programs for the disadvantaged, complaints, etc.). Here is where the manager must have strong follow-through to assure that results are being achieved. The environments, in turn, determine the EEO problems and should be considered during problem identification and evaluation. Evaluation problem identification step Top management should place heavy emphasis on evaluation as an integral part of the process. Although evaluation has been placed at the end of the model, it should not be restricted to the end of the process. It actually begins with the identification of problems and is critical in the establishment of goals and in planning strategy. -Are periodic reports required on activities? -Does evaluation attempt to assess results of past actions, trends, appropriateness of goals and objectives, relevance of solutions to problems, and adequacy of the plan of action? Are adjustments made as needed? -Does evaluation lead to followup; feedback to managers, supervisors, and program staff; modification of action plan; realignment and reallocation of resources; recognition for achievements, disciplinary action for discriminatory acts? V. Special Emphasis Areas The following areas are not highlighted for preferential treatment. Nor are they considered as being divisive of the total EEO program. They are singled out for special emphasis because of problems peculiar to these areas. Equal Employment Opportunity for Women The Federal Women's Program is now an integral part of the total strengthened EEO program. This does not mean that it is being deemphasized. It was made a part of the EEO program because it is believed that equal employment opportunity for women can be best assured by integrating it with the agency's overall EEO program. It is still the responsibility of the agency head to provide the same leadership to the agency's program for assuring equal opportunity for women as he provides for persons of different racial, religious, and national backgrounds. There are unique concerns involving equal opportunity for women which require special attention. Evaluation has a vital role in the overall drive to get further action and progress. Evaluators should assess the understanding, support, and leadership for equal employment opportunity for women at all managerial and supervisory levels. While the Federal Women's Program should be closely coordinated with the overall coverage of the EEO program, evaluation should focus on the specific factors and circumstances affecting employment opportunity for women. -Are women at the college and high school levels given guidance on occupational opportunities and related educational requirements? -Are achievements of women publicized to the community to provide incentives to other women? -Has there been adequate counseling and information on Federal job opportunities for trained women? -Has the agency developed job designs and employment practices which will aid in the employment and advancement of women such as parttime employment and liberal maternity leave? -Does managerial and supervisory training relate the utilization of women to the attainment of agency objectives and solution of manpower problems? |