National Weather Service s WFO - Lacrosse, Wisconsin Leadership Conference

1. 1 April 15, 2011 - CLW National Weather Service�sWFO - Lacrosse, WisconsinLeadership Conference Thursday, May 4, 2011 Charly Wells, Director OEODM NWSHDQTRS Silver Spring Maryland

2. April 15, 2011 - CLW 2 Discussion Topics Cultural Diversity Workforce Diversity Differences between EEO/AA/Diversity National Weather Service�s approach to Diversity Management Statistical analysis of NWS workforce What are the demographics of the NWS? How has it changed? Where is it going?� How has diversity improved our mission over the years? Examples? Stories? How has our awareness of diversity changed over the years? How has it improved our agency and mission? 

3. April 15, 2011 - CLW 3 Recruitment Efforts at NOAA Corporate Recruitment No Specific Recruiters Difficult to identify (Recruiters) in the Line Offices Distribution of Announcements and Key Vacancies Increase applicant pool Targeted communities Results Oriented (Wide Dissemination) Key Minority Organizations (Specific locations based on underrepresentation) Line Office Participation (EEO Managers) Plan to reduce Under representation

4. April 15, 2011 - CLW 4 EEO/AA/Diversity Equal Employment Opportunity EEO concerns legal compliance with applicable laws, regulations, and policies. Affirmative Action (Affirmative Employment Program) Affirmative Action concerns special recruitment and developmental efforts to overcome under-representation Diversity (Diversity Management) Diversity concerns maximizing and maintaining effective working relationships.

5. April 15, 2011 - CLW 5 A Definition of: Diversity in the Workplace Diversity is the mixture of differences and similarities each employee brings to the workplace to accomplish the mission of the Organization.

6. Two Types of Diversity Cultural diversity concerns differences created in society and brought to the workplace through the hiring process Workforce diversity is limited to the boundaries of the organization. It concerns differences that are created by the organization�s own structure and culture April 15, 2011 - CLW 6

7. April 15, 2011 - CLW 7 2011 USA Population

8. April 15, 2011 - CLW 8 Change In Population

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10. April 15, 2011 - CLW 10 Intro- National/Regional Change INTRODUCTION The 2010 Census reported 308.7 million people in the United States, a 9.7 percent increase from the Census 2000 population of 281.4 million. This report discusses population change between 2000 and 2010 for several geographic levels, including regions, states, metropolitan and micropolitan statistical areas, counties, and places. NATIONAL AND REGIONAL CHANGE The increase of 9.7 percent over the last decade was lower than the 13.2 percent increase for the 1990s and comparable to the growth during the 1980s of 9.8 percent (Figure 1). Since 1900, only the 1930s experienced a lower growth rate (7.3 percent) than this past decade.1 From 2000 to 2010, regional growth was much faster for the South and West (14.3 and 13.8 percent, respectively) than for the Midwest (3.9 percent) and Northeast (3.2 percent) (Table 1, Figure 2). The South grew by 14.3 million over the decade to 114.6 million people, while the West increased by 8.7 million to reach 71.9 million people�surpassing the population of the Midwest. The Midwest gained 2.5 million, increasing that region�s population to 66.9 million, and the Northeast�s gain of 1.7 million brought that region�s

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12. April 15, 2011 - CLW 12 Native Hawaiians and Other Pacific Islanders New Census Bureau data show that Native Hawaiians and Other Pacific Islanders are continuing to become a growing part of our nation�s economy. Between 2002 and 2007, Native Hawaiian- and Other Pacific Islander-owned businesses saw a growth of 31 percent in number, while U.S. businesses overall only increased 18 percent between 2002 and 2007. Native Hawaiian-and Other Pacific Islander-owned businesses also saw a 52 percent increase in revenue, while total business receipts for U.S. businesses increased only 33 percent. This glimpse into the economic activity of Native Hawaiians and Other Pacific Islanders comes from the Survey of Businesses Owners, which is conducted every five years. This survey is the only regularly collected, comprehensive economic data on Native Hawaiians and Other Pacific Islanders and provides an important look at them as entrepreneurs. Collected for the business year 2007, the data tell how much these businesses earned, how many people they employed, and the kinds of businesses they are in. For example, construction and retail trade accounted for 44 percent of Native Hawaiian- and Other Pacific Islander-owned business receipts. Data show that about 56 percent of all Native Hawaiian- and Other Pacific Islander businesses were owned by people of Native Hawaiian origin in 2007. Guamanian- or Chamorro-owned businesses accounted for 10 percent, Samoan-owned businesses for 8.0 percent, and businesses owned by people of Other Pacific Islander descent for 25 percent. Future data from the survey, to be released in June, will allow you to dig deeper into the characteristics of the owners and their businesses�their age and education, sources of start up capital and more. More information on Native Hawaiian- and Other Pacific Islander-owned firms for your geographic area is available on the Census Bureau website.

13. April 15, 2011 - CLW 13 Percent Change in Minority by County

14. April 15, 2011 - CLW 14 2010 Census During the 2010 Census, questions on race and Hispanic origin were asked of every individual living in the United States. These data provide a snapshot of race and Hispanic origin in the United States. According to the 2010 Census, 308.7 million people resided in the United States on April 1, 2010, an increase of 27.3 million people, or 9.7 percent, between 2000 and 2010. The vast majority of the growth in the total population came from increases in those who reported their race(s) as something other than White alone and those who reported their ethnicity as Hispanic or Latino. More than half of the growth in the total population of the United States between 2000 and 2010 was due to the increase in the Hispanic population. Between 2000 and 2010, the Hispanic population grew by 43 percent. The Hispanic population increased by 15.2 million between 2000 and 2010, accounting for over half of the 27.3 million increase in the total population of the United States. The overwhelming majority of the total population of the United States reported only one race in 2010. In the 2010 Census, 97 percent of all respondents reported only one race. The largest group reported White alone (72 percent). The Black or African American alone population represented 13 percent of the total population. In addition, 0.9 percent of respondents indicated American Indian and Alaska Native alone and about 5 percent identified their race as Asian alone. The smallest major race group was Native Hawaiian and Other Pacific Islander alone, representing 0.2 percent of the total population. The examination of racial and ethnic group distributions nationally shows that while the non-Hispanic White alone population is still numerically and proportionally the largest major race and ethnic group in the United States, it is also growing at the slowest rate. Throughout the decade, the Census Bureau will release additional information on race and Hispanic origin population groups, which will provide more insights to the nation�s racial and ethnic diversity.

15. April 15, 2011 - CLW 15 What�s the Difference? EEO � Statutory All personnel actions free from discrimination Enforcement mechanism Affirmative Action � Statutory Requires AAPs / Goals Recruitment & Outreach Special Emphasis � Minorities and Women Diversity � Voluntary Process driven/Mission Focus Inclusive v. Exclusive Retention / Work Environment/Employee Development

16. April 15, 2011 - CLW 16 The Diversity Connection

17. April 15, 2011 - CLW 17 Background look at Diversity Management @ DOC & NOAA DOC Seven Diversity Tenets Inclusion Opportunity Comprehensiveness Accessibility Training Management Evaluation The late Ron Brown (2/22/94) stated that �Diversity is the key to the future success of the Department of Commerce. We are charged with effectively competing in a world-wide arena and, if we are to succeed in that competition, each of us must embrace the value of diversity as being critical to the achievement of our mission� NOAA�s Five Phase approach to Managing Diversity (Dr. Roosevelt Thomas) Advocacy Getting stake holder to buy the concepts and process. Diagnostic Discovering where the organization is today. Planning Determining where the organization wants to go and what is available to help it get there. Implementation Determining the mechanisms for change. Feedback Measuring and setting actions for continuous improvement. Managing the Diversity Life Cycle � The process is continuous as the organization pursues an organizational culture change process of improving the work environment for all employees. The managing diversity initiatives listed do not represent static actions that can be checked off a list.

18. April 15, 2011 - CLW 18 NWS Diversity Management  Strategic Plan Examine � the current culture of the organization (how we treat our employees) Understand � NOAA�s NWS definition of Diversity Management and the positive impact of an inclusive work environment. Identify areas where improvement is vital to the success of the organization (people relationships) Engage � the entire workforce (Senior Managers to employees) in creating an atmosphere in which each employee can reach their full potential and feel valued in the workplace Evaluate � work relationships that work and those that need improvement. Reward success and recognize failures to determine best practices

19. The National Weather Service April 15, 2011 - CLW 19

20. Why are the Top Ten Offices Doing so Well? Better Science and Technology? No. Easier Verification? No. Easier Storms? No. More Practice? No. Better at Diversity Management???

21. Hypothesis

22. Methodology Obtained 2000 & 2001 Tornado Warning Statistics for each NWS forecast office Ranked all forecast offices by skill Requested a special aggregate report of NOAA�s all-employee survey (SFA) for the Top 10 and Bottom 10 forecast offices in skill Compared the two reports for significant differences

23. Supervision

24. Fairness

25. Fairness

26. Fairness

27. Fairness

28. Findings from Phone Interviews of Top Ten Forecast Offices Manager leadership demonstrated through action (working shifts, severe weather) often in a subordinate role Managers do not micro-manage severe weather operations Some managers had anti-role models Managers back up their forecasters� decisions Managers foster open dialog Managers are careful in hiring people to enhance the existing team (consider both skills and personality) Office commitment to improvement

29. Findings from Phone Interviews of Top Ten Forecast Offices Managers work closely with the union representatives Managers support family/personal needs Offices seem to have low staff turnover Managers have strong focus on making the work satisfying and enjoyable for their employees Managers work to make sure that all employees are appreciated (both mets and non-mets) Managers reward quickly and often Management team support manager�s goals

31. Weather Forecast Office (WFO) Culture Characteristics �Family� unit of 20-30 people, isolated from other offices Relatively homogenous in gender, ethnicity, age Experienced (10-25 yrs) Unionized � can be contentious High value placed on Science and Technology and Dedication to Mission

32. Which Storms are Tornadic?

33. Data for 50 Weather Forecast Offices: Critical Success Index (CSI) � key measure of tornado warning performance that combines hits, misses, and false alarms Hits: Number of positive forecasts followed by an event occurrence Misses: Number of occurrences that were not predicted False Alarms: Number of positive forecasts that were not accompanied by an event Sick leave hours per month per employee Employee Satisfaction � from a Sirota survey of 12,000 National Oceanic and Atmospheric Administration (NOAA) employees Conducted as part of a diversity strategy Approximately 130 multiple-choice questions Administered through February of 2002

34. Data on 50 Weather Forecast Offices (continued): Controlled variables � several variables thought to affect tornado warning performance accuracy were statistically controlled for: Employee tenure Education level Number of employees at each site Geography Number of tornado events F-Scale of tornadoes Other potential influences were comparable across the offices: Technology Training opportunities

38. Highest Survey Correlates of Sick Leave A clear pattern of relationships emerges: Work group cooperation and teamwork Within work groups (r = -0.30 *) Between work groups (r = -0.41 **) Supervisor behavior Responsive to employee ideas (r = -0.40 **) Fair (r = -0.36 *) and Supportive (r = -0.35 *) Relationship with union representative (r = -0.40 **) Performance and diversity In other words . . . WFO culture has a strong and consistent impact on sick leave And, ultimately on make argertornado warnings

40. NWS Tornado Warning Performance

41. NWS Tornado Warning Performance

43. Conclusions (cont.) Where diversity is managed better, a better job is done carrying out the National Weather Service mission! Where diversity is managed better, the cost of carrying out the National Weather Service mission is reduced! SFA 2002 results show that the National Weather Service should focus on aligning the management practices in the all our offices with the NOAA Diversity Vision. An improvement strategy based only on science and technology without an aggressive diversity management component is likely to fall short of the mark. This is the Business Case for Diversity Management for NOAA�s National Weather Service

45. What does Diversity have to do with it?Isn�t high performance just the result of leadership and good management?

46. TRADITIONAL LEADERSHIP: The burden of accommodation falls on the employees. They must accommodate the style and preferences of the manager.DIVERSITY-BASED LEADERSHIP: The manager and employees work together to accommodate the styles and preferences of everyone.

48. Performance vs Culture Index

50. Performance vs Culture Index

52. April 15, 2011 - CLW 52 NWS Women Profile By Workforce

53. NWS Workforce FY 2008

54. April 15, 2011 - CLW 54 NWS Women Profile By Workforce

55. April 15, 2011 - CLW 55 CLF and NWS Women and Men Profiles By Workforce

56. April 15, 2011 - CLW 56 Diversity Management Managing diversity is a long-term change strategy enabling the organization to examine its fundamental values and culture to determine whether all employees are reaching their full potential and making maximum contributions to the mission. Effective Diversity management promotes productivity and respect in the workplace for differences and similarities each person brings to the work place.

57. April 15, 2011 - CLW 57 Benefits of a DMI Boosts employee morale Increases employee productivity by utilizing talents Creates a work environment that allows everyone to reach their full potential (inclusiveness) Provides multiple options for dealing with workplace diversity Reduces complaints and grievances Seeks multiple perspectives on problem solving ADR, EEO, Union, EAP, WFL Center Organizational Necessity (Protecting Life and Property)

58. April 15, 2011 - CLW 58 Diversity Adoption Process

59. April 15, 2011 - CLW 59 Diversity Management Best Practices Diversity Management Strategic Plan Diversity Management Council Creating Implementation Guidelines (Strategic Plan) Conducting Regional Diversity Conferences Southern Region Cell Concept OEODM NWS HDQTS participation Developing Diversity Management Marketing Plan Administer Poster Contest Web based Diversity Management Tool Box E-Learning Diversity Curriculum Develop NWS PPP Agency initiatives (AOP, training, awards, strategic plans, etc..)

60. NWS Diversity Management April 15, 2011 - CLW 60

61. April 15, 2011 - CLW 61 Advancement and Development Training Agency Career Development Programs Administrative Staff Development Mid-Career Development Programs SES Candidate Programs (opm.gov/SES/candevprg.html) Aspiring Leader Programs New Leader Program (GS7-11) Executive Leadership Program (GS11-13) Executive Potential Program (GS13-15) Congressional Fellows Program (GS13-15) SES Developmental Seminars Human Resources Professionals Development Leadership Program

62. April 15, 2011 - CLW 62 Federal Learning &Exchange Programs Intergovernmental Personnel Act Mobility Program (www.opm.gov/programs/ipa) Detail and Transfer of Federal Employees to International Organizations (www.opm.gov/employ/internat) Executive in Resident Program (www.leadership.opm.gov/content.cfm?CAT=EIRP) Individual Career Enhancing Activities Rotational Assignments and details Mentoring Professional Associations Retention Incentives (www.opm.gov/oca/pay/HTML/RETALLFS.asp) Student Load Repayment (www.opm.gov/oca/pay/StudentLoan/index.asp Relocation Incentives (www.opm.gov/oca/pay/HTML/RELBONFS.asp)

63. April 15, 2011 - CLW 63 Key Partnerships in Diversity Management Employee Assistance Programs (EAP) Work and Family Life Center (W&FLC) Employee Unions Alternate Dispute Resolution (ADR) Human Resources Mgmt Office (WFMO) Agency Training Office Supervisors and Managers Regional Committees/Employees All are vital players/components of a successful Diversity Management Process

64. April 15, 2011 - CLW 64 Measurement Promotion opportunities Training Development opportunities Details, cross training Upward mobility Training Conferences, symposiums Return on Investment Retention Promotability outside the organization

65. NWS Promotions FY 2006-2010

66. NWS Promotions FY 2006-2010

67. NWS Promotions FY 2006-2010

68. April 15, 2011 - CLW 68 NWS Minority Profile By Organization

69. April 15, 2011 - CLW 69 NWS Minority Profile By Organization

70. April 15, 2011 - CLW 70 NWS Minority Profile By Organization

71. April 15, 2011 - CLW 71 NWS Minority Profile By Organization

72. April 15, 2011 - CLW 72 NWS Minority Profile By Organization

73. April 15, 2011 - CLW 73 NWS Minority Profile By Organization

74. April 15, 2011 - CLW 74 NWS Minority Profile By Organization

75. April 15, 2011 - CLW 75 Roles/Responsibilities (cont�d) Change Agents (NWS Champions) Coordinate Change Lead staff persons Liaison to OEODM Participate in strategic planning Conduits of information Measure Success and Failures Evaluate progress Recognize/reward Champions

76. April 15, 2011 - CLW 76 Asian and Pacific Islanders Chinese, Japanese, Koreans, Filipinos, South Asians (Indian, Pakistani, Bangladeshis, Sri Lankans, Nepalese, and Burmese), Pacific Islanders, Southeast Asians, (Vietnamese, Thai, Cambodians, Laotians, Hmong, Mein) as well as Indonesians and Malaysians.

77. April 15, 2011 - CLW 77 AAPI Cultural Group Population Description Difficult The 2004 American Community - Asians Census report the population of the Asian and Pacific Islanders in the US consists of: 23.4% are Chinese 18.16% are Asian Indian 17.8% are Filipino 10.5% are Vietnamese 10.3% are Korean 7.0% are Other Pacific Islander 6.9% are Japanese 5.5% are other Asian

78. April 15, 2011 - CLW 78 EEOC�s Naomi C. Earp Began a dialog with representative from the AAPI Federal Community in 2005 and 2006; Federal Asian Pacific American Council Asian American Government Executive Network Problems not just employment but federal special emphasis programs and complaints By Fall 2007 Earp found compelling problems raised by this group: Employment; Special Emphasis; Complaints. The AAPIWG was formed to examine the three problem areas: Employment � 2.6 million employed, 5.9% Asian Americans At SES level less than 2% are Asian Americans Special Emphasis (the forgotten Minority) Lacked support Complaints � 15% of all workers believed they were subjected to some sort of Discrimination or unfair treatment 31% of Asians surveyed report discrimination � largest % of any ethnic group African American @ 26% Asian Population and Demographics � Dr. Paul Ong of UCLA http://www.eeoc.gov/abouteeoc/meeting/7-22-08/index.hmtl. Grown Rapidly over the past 25 years Over 4% of the US pop (11 mil) are of Asian and Pacific Islander decent Will increase to almost 40 mil by 2050 Education Barriers �Glass Ceiling� vs �Bamboo Ceiling� Absence in Leadership position Perceived discrimination

79. April 15, 2011 - CLW 79 For More Information: NWS Office of Equal Opportunity and Diversity Management (OEODM) (301) 713-0692 Charly Wells, Director, OEODM Charly.Wells@noaa.gov The Key To Success In The Workplace Is Effective Diversity Management!