Agency DEIA Strategic Plan Goals
The goals in this Plan communicate OPM’s efforts to address problems, needs, challenges, and opportunities concerning DEIA.
Goal 1
Promote a safe workplace experience by strengthening employees' knowledge of and confidence in anti-harassment and safety practices. By September 30, 2024, improve by 2% over the baseline the percent of employees who are knowledgeable and confident in OPM's anti-harassment and safety practices.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 1.1.1. Assess the effectiveness and structure of the anti-harassment programs and workplace safety programs. | OPM HR, FSEM | FY 2023 |
| 1.1.2. Develop guidance and best practices on workplace safety in a hybrid work environment (including telework, remote, office). | OPM HR, FSEM | FY 2023 |
| 1.1.3. Develop a roadmap by type of complaint to include workplace harassment for employees to use as a fact sheet (e.g., employee rights guide). | OPM HR, EEO | FY 2023 |
| 1.1.4. Develop a plan to increase mandatory workplace harassment and workplace safety training for all supervisors and managers. | OPM HR | FY 2023 |
Performance Measures
- Increase FEVS positive responses to employees recommending OPM as agood place to work by 2%. (2019 results 70.8%; 2020 results 70%).
- Increase FEVS positive responses to employees feeling protected fromhealth and safety hazards on the job by 4%. (2019 results 64%; 2020results 77.6%).
- OPM will develop an agency-specific FEVS question on workplaceharassment.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 1.2.1. Share anti-harassment and workplace safety information and resources during Town Halls and via email communication/newsletters to all employees. | EEO, FSEM, DEIA Council | FY 2023 |
| 1.2.2. Identify existing trainings delivered to all employees where anti-harassment and workplace safety topics may be integrated. Ensure annual training requirements are being met. | EEO, FSEM, OPM HR | FY 2022 |
| 1.2.3. Conduct sessions for supervisors (e.g., OPM HR Supervisory Calls) and for employees (e.g., lunch and learn) on anti-harassment and workplace safety topics. | OPM HR, FSEM | FY 2023 |
| 1.2.4. Increase participation in emergency contingency exercises by working with DEIA Council and ERGs to identify more participants. | FSEM, DEIA Council | FY 2023 |
| 1.2.5. Develop and implement a pulse survey to assess employees’ knowledge and awareness OPM’s anti-harassment and workplace safety programs and procedures. | FSEM, OPM HR | FY 2023 |
Performance Measures
OPM will develop a DEIA pulse survey that will have questions tat will serve as measures in this area to establish baseline and monitor progress.
Goal 2
Become a model employer for employees with disabilities. By September 30, 2024, improve by 2% over the baseline the percent of OPM employees who agree that the agency is a great place to work for employees with disabilities.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 2.1.1. Review and update the Reasonable Accommodation Policy. | OPM HR, OGC | FY 2022 |
| 2.1.2. Assess the effectiveness and structure of the reasonable accommodation program and look for opportunities for automation. | OPM HR | FY 2023 |
| 2.1.3. Develop a communications strategy to inform OPM employees of the reasonable accommodation policies and processes. | OPM HR | FY 2023 |
| 2.1.4. Integrate reasonable accommodation procedures during new employee orientation. | OPM HR | FY 2022 |
| 2.1.5. Assess the effectiveness and maturity of the Section 508 program. | OC, OCIO, OGC | FY 2023 |
| 2.1.6. Establish a central fund for reasonable accommodations. | OPM HR, CFO | FY 2024 |
| 2.1.7. Develop and implement an annual training on reasonable accommodation procedures for employees and supervisors. | OPM HR | FY 2023 |
| 2.1.8. Develop and implement an accessibility training curriculum for employees and supervisors. | OPM HR, OCIO | FY 2024 |
Performance Measures
- Increase FEVS positive responses to employees recommending OPM as agood place to work by 2%. (2019 results 70.8%; 2020 results 70%).
- OPM will develop an agency-specific FEVS question on reasonableaccommodations.
- OPM will create a question on a DEIA Pulse Survey related to OPMemployees who agree that the agency is a great place to work foremployees with disabilities.
Goal 3
Strengthen OPM's ability to use innovative and modern methods to attract applicants from all segments of society. By September 30, 2024, increase the number of resources dedicated to outreach and recruitment efforts, including for organizations that serve underserved & tribal communities, colleges, and universities by 10%.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 3.1.1. Hire a dedicated strategic recruiter in OPM HR (1 FTE). | OPM HR | FY 2022 |
| 3.1.2. Invest in targeted paid social media advertising, using both active and passive recruitment measures. | OPM HR, ODEIA, OC, OCFO | FY 2023 |
| 3.1.3. Improve the Careers page on OPM’s website to reflect OPM’s commitment to DEIA. | OPM HR, ODEIA, OC | FY 2023 |
| 3.1.4. Collaborate with OPM HR’s talent team and Operations Group to identify opportunities to review the recruitment and application process through a DEIA lens. | OPM HR, ODEIA, OC | FY 2023 |
| 3.1.5. Using technology, establish a process to review job announcements for inclusive language. | OPM HR, OCIO | FY 2022 |
| 3.1.6. Increase & leverage new branding for outreach and recruitment efforts, including with organizations for underserved & tribal communities, student and recent graduates, and early career talent. | OPM HR, ODEIA, OC, ES | FY 2022 |
Performance Measures
Diversify and increase outreach and recruitment sources, to include sources servicing or representing underserved & tribal communities, student and recent graduates, and early career talent by 10%.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 3.2.1. Create an ambassador recruitment program to leverage current OPM employees’ and ERGs’ relationships and connections. | OPM HR, DEIA Council | FY 2023 |
| 3.2.2. Conduct trainings, open houses, or informational sessions with organizations, including those servicing or representing underserved communities, student and recent graduates, and early career talent. | OPM HR, ES | FY 2023 |
Performance Measures
Diversify and increase outreach and recruitment sources, to include sources servicing or representing underserved & tribal communities, student and recent graduates, and early career talent by 10%.
Goal 4
Improve OPM's corporate competence in evaluating and selecting applicants for employment. By September 30, 2024, increase the percentage of OPM employees who perceive the agency’s hiring practices as diverse, equitable, inclusive, and accessible by 2%.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 4.1.1. Leverage the weekly supervisory calls to present topics and hold trainings on DEIA practices for recruitment and hiring efforts. | OPM HR | FY 2022 |
| 4.1.2. Develop an OPM recruitment and hiring guide to include DEIA best practices at every step of the recruitment and hiring process. | OPM HR, DEIA Council | FY 2023 |
| 4.1.3. Develop and implement a training curriculum for hiring managers/interview panels on inclusive hiring practices. | OPM HR, DEIA Council | FY 2023 |
| 4.1.4. Ensure HR specialists are leveraging and promoting all appropriate and applicable hiring authorities when having hiring/recruitment strategy conversations with hiring managers. | OPM HR, DEIA Council | FY 2022 |
| 4.1.5. Develop and implement a training curriculum for hiring managers on the various hiring authorities. | OPM HR | FY 2023 |
| 4.1.6. Assess the recruitment and selection process to include outreach, assessments, interview, and selection in order to identify potential barriers and conduct a root cause analysis. | OPM HR, DEIA Council | FY 2024 |
| 4.1.7. Pilot a blind certificate referral process for the SES. | OPM HR | FY 2023 |
Performance Measures
- As part of OPM’s overall recruitment plan, OPM will conduct outreach to underserved communities.
- Increase the percent of hires made using various hiring authorities, to include Veterans Recruitment Appointment, Veterans Employmen Opportunity Act, Schedule A(u) hiring authorities, and military spouse non-competitive appointing authority by 5%.
- Increase the percent of hiring managers trained in inclusive hiring practices in the last 12 months by 5%.
- Increase the FEVS response of employees who respond my supervisor is committed to a workforce representative of all segments of society by 2%.
Goal 5
Promote equitable opportunities for all OPM employees to achieve key career, advancement, and development goals. By September 30, 2024, increase FEVS’s Employee Engagement: Professional Development and Growth index by 4%.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 5.1.1. Create innovative ways to promote and share training opportunities, leadership development, and mentoring program information and resources (e.g., leveraging Town Halls, dedicated Training SharePoint site, communication/newsletters to all employees, etc.). | OPM HR, OD, OC | FY 2022 |
| 5.1.2. Create an effective FEVS Professional Development and Growth index to utilize as a performance measure for several training actions. | ES-SWP, OPM HR, HCDMM | FY 2023 |
| 5.1.3. Conduct lunch and learns and/or dialogue sessions for supervisors and for employees on the full range of training and development program opportunities. | OPM HR, OC | FY 2023 |
| 5.1.4. Develop and implement a pulse survey to assess employees’ perceptions of equitable opportunities for professional development and growth. | OPM HR, OCFO – Evaluation Officer | FY 2023 |
| 5.1.5. Increase training resources and opportunities including mentoring among employees and managers. | OPM HR, OCFO | FY 2023 |
| 5.1.6. Equip supervisors with the skills and tools to conduct meaningful career conversations. | OPM HR | FY 2023 |
| 5.1.7. Evaluate the opportunity to develop a program for increasing internal job opportunities, details, and cross-functional rotations. | OPM HR, HRS | FY 2023 |
| 5.1.8. Develop a process that promotes and ensures that all employees are on Individual Development Plans. | OPM HR | FY 2024 |
| 5.1.9. Automate and centralize the SF-182 form process so that OPM HR can collect training data. | OPM HR | FY 2022 |
Performance Measures
- Increase FEVS positive responses to employees affirming they are givena real opportunity to improve skills by 2%. (2019 results 67.1%; 2020results 71.3%).
- Increase FEVS positive responses to employees responding thatsupervisors in their work units support employee development by 2%.(2019 results 78.7%; 2020 results 83.5%).
- Increase pulse survey positive responses to employees reportingimproved opportunities for professional development and growth by 2%.(Establish Baseline).
- Improve on the baseline FEVS Professional Development and Growthindex by 2%.
Goal 6
Foster a culture of inclusion at OPM where every employee feels a sense of belonging. By September 30, 2024, increase the percentage of employees who feel valued within their organization by two percentage points.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 6.1.1. Develop and implement ERG and DEIA presentations as part of the new employee onboarding program. | OPM HR | FY 2022 |
| 6.1.2. Develop policy to enable limited use of duty time for OPM ERG Members, as permitted by law. | OPM HR, OGC, OEEO | FY 2022 |
| 6.1.3. Develop a DEIA training course with an emphasis on employee inclusion for managers, supervisors, and employees. | OPM HR, HRS, ERGs | FY 2023 |
| 6.1.4. Conduct an ERG membership drive to increase employee participation in ERGs. | OPM HR | FY 2022 |
| 6.1.5. Establish new collateral duty Special Emphasis Program Managers. | OEEO | FY 2024 |
| 6.1.6. Develop and implement a pulse survey to assess employees’ perceptions of feeling valued and feeling a sense of belonging. | OPM HR, ES, OCFO Chief Evaluation Officer | FY 2023 |
Performance Measures
- Increase pulse survey positive responses to employees reportingperceptions of feeling valued and feeling a sense of belonging by 2%.(Establish Baseline).
- Increase employee participation in ERGs by 5% annually.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 6.2.1. Hire an Awards Program Manager in OPM HR. | OPM HR | FY 2022 |
| 6.2.2. Create a dedicated employee recognition central fund. | OPM HR, OCFO | FY 2022 |
| 6.2.3. Reinstitute the OPM Director’s Awards and maintain an equitable review process for the selections. | OPM HR, OC, OD | FY 2022 |
| 6.2.4 Develop a process to monitor awards program for equity. | OPM HR | FY 2022 |
Performance Measures
- Increase FEVS positive responses to employees responding they aresatisfied with the recognition they receive for doing a good job by 2%.(2019 results 59.9%; 2020 results 63%).
- Increase FEVS positive responses to employees responding they arerecognized for providing high quality products and services by 2%. (2019results 60.1%; 2020 results 66.9%).
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 6.3.1. Develop and implement tools (e.g., pulse survey, virtual suggestion box) to enable employee feedback. | OPM HR, ES | FY 2023 |
| 6.3.2. Review available data (e.g., exit survey responses) to identify potential employee retention challenges and conduct root cause analyses. | OPM HR, HCDMM, OEEO | FY 2023 |
| 6.3.3. Develop and implement a pulse survey to assess employees’ perceptions of feeling valued and feeling a sense of belonging. | OPM HR, ES, OCFO Chief Evaluation Officer | FY 2023 |
Goal 7
Enhance workforce demographic data collection and analysis capability to fully capture and understand the characteristics of the OPM workforce. By September 30, 2024, increase the self-identifiers available to include sexual orientation and gender identity data, as well as new racial/ethnic categories, and decrease the percent of undisclosed demographics by 2% from the baseline.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 7.1.1. Develop a pilot regarding identifiers and how the data will be collected, involving members of the impacted communities to inform the approach. | OPM HR, HCDMM, OPIM, ODEIA | FY 2023 |
| 7.1.2. Evaluate SORN coverage under the Privacy Act and create appropriate Privacy Act statements to support the collection of demographic data. | OPM HR, HCDMM, OCFO, SuitEA, OPIM, ODEIA | FY 2023 |
| 7.1.3. Develop a communication strategy and plan for a self-identification OPM campaign. The campaign will include a description of the demographic data OPM collects, the importance of data collection and accuracy, and ways employees can verify/modify/update their demographic data. | OPM HR, HCDMM, OCFO, SuitEA, ODEIA, OPIM | FY 2023 |
Performance Measures
Decrease the percent of undisclosed demographics by 2% from the baseline.
Goal 8
Foster data-making decisions to prevent barriers to equal opportunity in OPM workforce programs and policies. By September 30, 2024, access to baseline applicant and workforce data will be improved by 2%.
Actions
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| 8.1.1. Conduct a stakeholder needs assessment to identify who needs access to applicant (i.e., audited certificate AFD) and workforce data, what data they already have access to, and what levels of access are appropriate for different stakeholders. | OPM HR, OPM Organizations, OEEO, ODEIA, HCDMM, OGC | FY 2022 |
| 8.1.2. Coordinate with other OPM DEIA Strategic Plan objective teams to provide them with data they need to enact their strategies. | OPM HR, HCDMM | FY 2023 |
| 8.1.3. Provide education to appropriate stakeholders about what data they have access to and how to use it. | OPM HR, HCDMM, OPIM | FY 2023 |
| 8.1.4. Create an OPM-specific DEIA data dashboard that all organizations can access. | OPM HR, HCDMM | FY 2023 |
Performance Measures
Establish a baseline that measures the percent of senior managers who report they have the applicant and workforce data they need and improve that number by 2% annually (baseline needs to be established).