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Change Management Project MD-715: Project Status

Change Management Project MD-715: Project Status. October 12, 2010 Change Management Lead: Val Burr Facilitator: Karen Weaver Procurement Operations Division. Objectives. To provide some background information for new employees

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Change Management Project MD-715: Project Status

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  1. Change Management Project MD-715: Project Status October 12, 2010 Change Management Lead: Val Burr Facilitator: Karen Weaver Procurement Operations Division

  2. Objectives • To provide some background information for new employees • To provide an overview and comparison of the March and June MD-715 culture surveys

  3. Agenda • Exercise • Background • Update • Recommendations • Next Steps/Questions

  4. Exercise • Find a partner and share something that most people don’t know about you

  5. What do these findings have to do with diversity?

  6. What is MD-715? • A Management Directive from the U.S. Equal Employment Opportunity Commission • Provides policy guidance around effective affirmative action programs • To ensure federal agencies maintain a fair workplace for everyone

  7. How did we get involved with MD-715?

  8. Activities by the GSFC 2006/2007 • Equal Opportunity Program Office was involved in a self-assessment of our workplace • Assessed 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 • 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

  9. Survey FindingsConcerns in the following areas: • Career Advancement • Career Development • Access to Management

  10. How did the Procurement Operations Division respond?

  11. Created an approach and an objective to address the concerns • Approach - create a change management process • 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

  12. Main activities • Developed a questionnaire to obtain a baseline for culture change • Distributed a pre-survey to employees (paper copy) • Developed guidelines for every role in the organization • Distributed a post survey to employees (paper copy) • Automated the survey (in 2009) • Automated survey distributed in March and June 2010

  13. Survey Responses • March 2010 – 133 responses • June 2010 – 88 responses

  14. Scale for Automated Survey • 5- Strongly Agree • 4- Agree • 3- Neutral • 2- Disagree • 1- Strongly Disagree

  15. Comparing March and June Survey Data • Question #1: Identify your supervisor • Question #2: Satisfied in my current position (4-4) • Question #3 Understand criteria for advancement and educational requirements (4-5) • Question #4 Receive challenging work assignments (5-5) • Question #5: Ready for more challenging work assignments (4-3)

  16. Comparing March and June Survey Data • Question #6: Receive training as needed (4-5) • Question #7: Comfortable with the level of interaction with my Associate (4-5) • Question #8: Comfortable with my relationship with my Procurement Manager (5-5) • Question #9: Warrant policy clearly addresses what is needed to get a warrant (4-5)

  17. Comparing March and June Survey Data • Question #10: Performance requirements for Contract Specialist are clear (4-4) • Question #11: Code 210 website is helpful (4-4) • Question #12: Career Path: Roadmap Guidelines are helpful (4-4) • Question #13: Code 210 is open to new ideas (4-4)

  18. Comparing March and June Survey Data • Question #14: Code 210 organization is inclusive of all employees (4-4) • Question #15: I am familiar with the Code 210 Orientation package (4-4) • Question #16: I was comfortable with my on-boarding experience (4-4) • Question #17: I am comfortable with my co-workers (4-4) • Question #18: I would recommend NASA GSFC POD to others looking for employment (4-5)

  19. Comparing March and June Survey Data • Question #19: Communication is trustworthy • Procurement Officer (5-5) • Deputy (4-5) • Strategic Planner (3-x) • Associate (x-5) • Procurement Manager (4-5) • Policy Review (4-5) • Training Coordinator (5-5) • Non-Supervisory 14 (4-5) • Procurement Systems Support Team (5-5) • Industry Assistance (4-4)

  20. Comparing March and June Survey Data • Question #20: Communication is consistent • Procurement Officer (4-5) • Deputy (5-5) • Strategic Planner (3-x) • Associate (x-5) • Procurement Manager (5-5) • Policy Review (4-4) • Training Coordinator (4-5) • Non Supervisory 14 (4-4) • Procurement Systems Support Team (5-5) • Industry Assistance (4-4)

  21. Comparing March and June Survey Data • Question #21: Communication is open • Procurement Officer (5-5) • Deputy (5-5) • Strategic Planner (3-x) • Associate (x-5) • Procurement Manager (5-5) • Policy Review (4-4) • Training Coordinator (4-5) • Non Supervisory 14 (4-5) • Procurement Systems Support Team (5-5) • Industry Assistance (4-4)

  22. Themes from the March Survey • Need more training • On-the-job, on-boarding • Better communication • Philosophy of promotion on potential • Desire upper management to visit offices

  23. Themes from March Survey • More opportunity for movement • Details, rotation, cross-training • Miscellaneous • Provide lessons learned • Workload of GS-14 Team Leads • Telework (consistency) • Appreciation for generational differences

  24. Themes from the June Survey • Need more training and guidance • Some don’t know the contents of: • Career Paths document • Warrant policy • Communication • Better in some offices than others

  25. Themes from June Survey • Miscellaneous • Desire for more social activities (early career employees and others)

  26. Recommendations • Implement the new training initiatives as soon as practical • Management should review routine documents at least every 2-3 months • Career Paths • Warrant • On-boarding

  27. Recommendations • Continue to identify ways to enhance communication • Lessons learned • Managers and Employees – continue to share concerns with each other • Policy Reviewer’s survey

  28. Recommendations • Long Term • Consider developing a structured program for activities rotations

  29. Next Steps • Survey will be conducted again in January 2011 • Continue to monitor progress

  30. Allen, Monica (210.S) Boon, David (210.H) Compton, Viola (210) Jett, Jasmine (210.M) Mason, Ricarda (210.H) McNair, Jonas (210.I) Merritt, Mickey (210.I) Merritt, Mickey (210.I) Mullen, Lisa (210.Y) OrtizCollazo, Nylsevalis (210.M) Robinson, Forestine (210.Y) Robinson, Williams, Yolanda (210.M) Change Management Advocates

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