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Procurement Operations Division MD-715: Project Status

Procurement Operations Division MD-715: Project Status . February 11, 2009 Change Management Lead: Val Burr Facilitator: Karen Weaver. Agenda. Exercise MD-715 Background Update Next Steps. How many of you have….?. Been a formal tutor Lived on the West Coast Been to Europe

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Procurement Operations Division MD-715: Project Status

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  1. Procurement Operations DivisionMD-715: Project Status February 11, 2009 Change Management Lead: Val Burr Facilitator: Karen Weaver

  2. Agenda • Exercise • MD-715 Background • Update • Next Steps

  3. How many of you have….? • Been a formal tutor • Lived on the West Coast • Been to Europe • Pizza as a favorite food • Play a musical instrument • Speak a second language • Know how to swim • Children under the age of 6 • Been a model • Enjoy camping

  4. What do these things have to do with diversity?

  5. What is MD-715?

  6. What is MD-715? • EEOC Management DirectiveMD-715 provides policy guidance and standards for establishing and maintaining effective affirmative programs of equal employment opportunity under Section 717 of Title VII (PART A) and effective affirmative action programs under Section 501 of the Rehabilitation Act (Part B) For the complete text and more information see http://www.eeoc.gov/federal/md715/index.html

  7. What were Goddard’s actions in support of MD-715?

  8. Activities by the GSFC Office of Equal Opportunity • Assessment of 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 • Review of data and study of Code 210 • 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. 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

  11. Activities to support the objective • Interviewed the Management Team and a sample group of employees • Developed a questionnaire to obtain a baseline for culture change • Distributed a pre-survey to employees • Developed guidelines for every role in the organization

  12. Activities to support the objective • Conducted a pilot using the guidelines in the organization • Created an opportunity for employees and management to provide regular check-in feedback • Distributed post-survey to employees

  13. How did the Pre and Post Survey results compare?

  14. Pre/Post Survey Findings • Overall the scores were more positive

  15. Scale for Pre and Post Survey • 1- Strongly Agree • 2- Agree • 3- Not Sure • 4- Disagree • 5- Strongly Disagree

  16. Comparing Overall Pre and Post Survey Data • Question #1: Job satisfaction (2.5 to 2) • Question #2: Understanding criteria for advancement and educational (2.5 to1.8) • Question #3 Receive challenging work ( 2.3 to 1.7) • Question #4 Ready for more challenging work (2.2 to 2.5) • Question #5: Receive needed training (2.2 to1.9)

  17. Comparing Overall Pre and Post Survey Data • Question #6: Comfort level with Associate (2.3 to 1.9) • Question #7: Comfort level with Procurement Manager (1.9 to 1.7) • Question #8: Clarity of warrant policy (2.6 to 2) • Question #9: Performance Requirements are clear (2.4 to 2) • Question #10: Website is helpful (2.5 to 2.1)

  18. Comparing overall Pre and Post Survey Data • Question #11: 210 is open to new ideas (3 to 2.7) • Question #12: 210 is open to doing things differently from GSFC way (3.2 to 2.9) • Question #13: 210 is inclusive of all employees (2.9 to 2.4)

  19. The Right Environment • Teachable Moments by Steve L. Robbins, PH.D.

  20. The Right Environment Things are peaceful in the fish pond Newer, different fish are thrown into the pond

  21. Guess what happened? How does this story relate to a challenge in Code 210? The new fish died 

  22. Lessons from Steve Robbins • “We put a lot of stress on people when we don’t develop environments in which they can survive and,….thrive.” • “The emotional, cognitive and physical energy it takes to cope with unfriendly and intolerant environments will drain even the best and the brightest….”.

  23. Lessons from Steve Robbins • “The stress…takes its toll in the form of inefficiency, poor performance, absenteeism and even poor health.” • Many organizations tend to blame people “…for their inability to thrive in an environment …not even conducive to surviving.”

  24. Lessons from Steve Robbins • “Doing right for some actually can make it better for all.” • “An inclusive environment that respects the many as well as the few is the hallmark of successful organizations in the 21st century.”

  25. Comparing overall Pre and Post Survey Data • The last three questions related to various roles in the organization.

  26. Comparing overall Pre and Post Survey Data • Question #14: Communication is trustworthy • PO (2.3 - 2.3) • Deputy (2.5 to 2.4) • STR PL (2.7 - 2.7) • Associate (2.1 to 1.9) • PM (1.9 to 1.7) • PR (2.6 to 2.4) • TC (2.2 to 1.9) • PSST (2.1 to 1.9) • IA (2.4 to 2.1)

  27. Comparing overall Pre and Post Survey Data • Question #15: Communication is consistent • PO (2.4 to 2.1) • Deputy (2.5 - 2.5) • STR PL (2.7 to 2.6) • Associate (2.2 to 1.8) • PM (2 to 2.3) • PR (2.7 to 2.3) • TC (2.4 to 2) • PSST (2.3 to 1.8) • IA (2.5 to 2)

  28. Comparing overall Pre and Post Survey Data • Question #16: Communication is open • PO (2.5 to 2.2) • Deputy (2.7 to 2.5) • STR PL (2.7 - 2.7) • Associate (2.3 to 1.9) • PM (2 to 1.7) • PR (2.5 -2.5) • TC (2.3 to 1.9) • PSST (2.1 to 1.7) • IA (2.4 to 2)

  29. A Better Script • Teachable Moments by Steve L. Robbins, PH.D.

  30. A Better Script Vacuums, like organizations, are complex instruments From time to time, they both have problems that need to be “fixed”

  31. I can fix it! First, the husband tries masking tape.

  32. I can fix it! Second, the husband tries duct tape.

  33. Who can fix it? Lastly, the wife uses a rubber band and fixes the vacuum.

  34. What is the lesson? • A. Wives are always right. • B. Be careful about the type of vacuum cleaner you buy. • C. Next time try the Goddard way. • D. None of the above

  35. Lessons from Steve Robbins • “Different people with different experiences often come up with different solutions.” • Knowing “…that past experiences may not necessarily yield effective solutions to present day problems should make us open to myriad, diverse experiences—experiences that prompt multiple options the next time we face a problem.”

  36. Lessons from Steve Robbins • “Diversity and inclusion are naturally linked to creativity and innovation.”

  37. Next Steps

  38. Next Steps • Evaluate the pilot findings • Meet with each member of the management team and provide check-in summary • Continue to encourage members of management to obtain a coach • Continue to conduct one-on-one meetings with employees

  39. Next Steps • Develop process for continuous feedback, review, and implementation of activities • Continue on-going conversations with the GSFC EO office; provide documentation for their reporting requirement • Develop plans to eventually transition the project to Code 210

  40. Allen, Monica (210.S) Boon, David (210.H) Byrd, Denise (210.S) Cetorelli, Lee (210.S) Compton, Viola (210) Green, Brenda (210.I) Jett, Jasmine (210.M) Mason, Ricarda (210.H) Merritt, Mickey (210.I) Mullen, Lisa (210.Y) OrtizCollazo, Nylsevalis (210.M) Reid, Antwan (210.Y) Robinson, Forestine (210.Y) Stevenson, Torey (210.S) Thurston, Camille (210.I) Williams, Yolanda (210.M) Wilson, Sherika (210.M) Change Management Advocates

  41. Questions or Suggestions……

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