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Equal Employment Opportunity: Responses to Questions Related to Equal Employment Opportunity and Dispute Resolution Issues

Description: Correspondence issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO responded to congressional questions regarding GAO's testimony on the Equal Employment Opportunity (EEO) complaint process for federal employees, focusing on: (1) whether minorities are placed in positions that are "dead end employment tracks;" (2) whether GAO studied the Navy's Pilot Dispute Resolution Program, which is used to resolve EEO complaints; (3) whether the Equal Employment Opportunity Commission's (EEOC) Comprehensive Enforcement Program will be able to measure progress towards its goal of eradicating discrimination in the federal workplace; and (4) the prerequisites to a successful alternative dispute resolution (ADR) program."
Date: April 21, 2000
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: DHS Has Opportunities to Better Identify and Address Barriers to EEO in Its Workforce

Description: Testimony issued by the Government Accountability Office with an abstract that begins "This testimony discusses the Department of Homeland Security's (DHS) efforts to identify and address barriers to equal employment opportunity (EEO) in its workforce. Since its inception in March 2003, DHS has faced a number of challenges, one of which is effectively and strategically managing its large workforce (about 216,000 employees) to respond to current and emerging 21st century issues. The federal government is faced with a workforce that is becoming increasingly eligible for retirement. We have reported that it is important for federal agencies, including DHS, to use available flexibilities to acquire, develop, motivate, and retain talented individuals who reflect all segments of society and our nation's diversity. The Equal Employment Opportunity Commission's (EEOC) Management Directive (MD) 715 provides that in order to attract and retain top talent, federal agencies are to identify barriers to EEO in the workplace, execute plans to eliminate barriers, and report annually to EEOC. This testimony is based on our report that we recently issued entitled Equal Employment Opportunity: DHS Has Opportunities to Better Identify and Address Barriers to EEO in Its Workforce. This testimony discusses (1) the extent to which DHS has taken steps, according to its MD-715 reports, to identify barriers to EEO in the workplace; (2) efforts DHS has taken to address identified barriers and what progress has been reported; and (3) how DHS oversees and supports its components in identifying and addressing barriers. For this work, we analyzed DHS's identified barriers and plans to address those barriers obtained from its fiscal year 2007 and 2008 reports. In addition, we reviewed DHS policies, guidance, directives, and diversity plans related to identifying and addressing barriers. We interviewed DHS officials from its Office of Civil Rights and Civil Liberties (CRCL) and the ...
Date: October 14, 2009
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Discrimination Complaint Caseloads and Underlying Causes Require EEOC's Sustained Attention

Description: Testimony issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO discussed the equal employment opportunity (EEO) complaint process for federal employees and the Equal Employment Opportunity Commission's (EEOC) role in protecting federal workers from unlawful employment discrimination, focusing on the: (1) rising number of new discrimination cases; (2) data shortcomings that hinder assessment of workplace conflicts; and (3) movement toward a systematic approach to dispute prevention."
Date: March 29, 2000
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity Commission: Sharing Promising Practices and Fully Implementing Strategic Human Capital Planning Can Improve Management of Growing Workload

Description: A letter report issued by the Government Accountability Office with an abstract that begins "The Equal Employment Opportunity Commission (EEOC), created by title VII of the Civil Rights Act of 1964, promotes equal opportunity in the workplace and enforces federal laws that prohibit employment discrimination on the basis of race, sex, color, religion, national origin, age, and disability. As the nation's primary enforcer of civil rights employment laws, EEOC investigates charges of employment discrimination from the public, litigates major cases, and reaches out to federal agencies and the public to educate and prevent discrimination. EEOC serves every industry, every segment of the population, and every part of the country. While its core mission has not changed since the agency was established more than 40 years ago, EEOC continues to face a range of new challenges in the 21st century, including long-term fiscal constraints, changing demographics, and rapid advances in technology. The federal government overall faces significant human capital challenges, including a retirement wave that will lead to the loss of leadership and institutional knowledge at all levels. EEOC is not immune from this trend. EEOC estimates that within 4 years, all of its current senior executives and senior managers will be retirement eligible, if they have not already retired by that time. Moreover, between 2000 and 2007, EEOC lost nearly one-quarter of its full-time-equivalent staff, from approximately 2,850 to about 2,150. In view of EEOC's human capital management challenges and the growing demand for its services, we examined (1) national trends in EEOC's private sector enforcement workload and the factors that contribute to them, (2) how EEOC offices manage their workload, and (3) EEOC actions to address its future workforce needs."
Date: June 23, 2008
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Information on Personnel Actions, Employee Concerns, and Oversight at Six DOE Laboratories

Description: A letter report issued by the Government Accountability Office with an abstract that begins "In April 2002, GAO identified the need to strengthen equal employment opportunity (EEO) oversight at three Department of Energy (DOE) national weapons laboratories and recommended that DOE and the Department of Labor's (DOL) Office of Federal Contract Compliance Programs (OFCCP) collaborate to ensure the laboratories complied with EEO requirements. GAO was subsequently asked to examine six other DOE laboratories and determine (1) whether differences exist for managerial and professional women and minorities compared with men and Whites in salaries, merit pay increases, separation patterns, and promotion rates; (2) what EEO concerns laboratory women and minorities have raised; and (3) what DOE and OFCCP have done to implement GAO's earlier recommendation."
Date: February 18, 2005
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: DOD's EEO Pilot Program Under Way, but Improvements Needed to DOD's Evaluation Plan

Description: A letter report issued by the Government Accountability Office with an abstract that begins "Delays in processing of equal employment opportunity (EEO) complaints have been a long-standing concern. In 2000, as part of the Department of Defense's (DOD) fiscal year 2001 authorization act, Congress authorized DOD to carry out a 3-year pilot program for improving processes to resolve complaints by civilian DOD employees by testing procedures that would reduce EEO complaint processing times and eliminate redundancy, among other things. The act requires two reports from GAO--90 days after the first and last fiscal years of the pilot program's operation. In December 2005 and January 2006, we provided briefings on our initial review of the pilot program. This report (1) describes key features and status of the three programs and (2) assesses DOD's plan for evaluating the effectiveness of the pilot program."
Date: May 5, 2006
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: The Policy Framework in the Federal Workplace and the Roles of EEOC and OPM

Description: A letter report issued by the Government Accountability Office with an abstract that begins "The federal government has created a framework to provide for EEO by prohibiting unlawful discrimination based on such factors as race, color, religion, gender, national origin, age, and disability, and offers redress when discrimination and retaliation have occurred. To further EEO and help bring about a diverse workforce, federal agencies are required to carry out affirmative employment and minority recruitment programs. EEOC and OPM have primary responsibility for ensuring that the government's policies for a fair, equitable, and inclusive workplace are carried out. In response to a congressional request that GAO provide information on the federal government's performance in promoting EEO and managing its diverse workforce, this report provides information on (1) the statutory and policy framework relating to EEO, affirmative employment, and workforce diversity and (2) the roles and responsibilities of EEOC and OPM within the framework and how these agencies carry out these roles and responsibilities."
Date: April 29, 2005
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Pilot Projects Could Help Test Solutions to Long-standing Concerns with the EEO Complaint Process

Description: A letter report issued by the Government Accountability Office with an abstract that begins "Delays in processing federal equal employment opportunity (EEO) complaints, apparent or perceived lack of fairness and impartiality in complaint processing, and fear of retaliation in the workplace have been long-standing concerns of the Equal Employment Opportunity Commission (EEOC), other federal agencies, and Congress. Based on a Notification and Federal Employee Antidiscrimination and Retaliation Act mandate, GAO analyzed (1) factors that EEO practitioners have identified as impeding the fair, prompt, and impartial processing of federal EEO complaints and (2) actions that EEO practitioners and other stakeholders think could be taken to help address those factors. GAO also identified actions that EEOC is taking to improve the federal complaint process. GAO surveyed 65 EEO practitioners representing a wide cross section of professionals knowledgeable about the federal EEO complaint process, who were selected from 16 federal agencies that accounted for about 88 percent of complaints filed in fiscal year 2005, EEOC, and private sector attorneys' offices. GAO did not assess the validity of practitioners' views or evaluate the effectiveness of initiatives."
Date: August 12, 2009
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity Commission: Actions Taken, but Agency Restructuring Efforts Could Benefit from a More Systematic Consideration of Advisory Panel's Recommendations

Description: A letter report issued by the Government Accountability Office with an abstract that begins "In May 2001, the Equal Employment Opportunity Commission (EEOC) and other federal agencies were directed by the Office of Management and Budget (OMB) to prepare restructuring plans to make government more responsive to citizens' needs. By June 2001, agencies were to submit a workforce analysis to OMB that would include, for example, demographic information on the agency's employees and would serve as the baseline for agency-specific restructuring plans. Agencies were to submit restructuring plans to OMB with fiscal year 2003 budget submissions and annual performance plans. These submissions were due to OMB September 2001. OMB's directive required agencies with more than 100 full-time employees to develop restructuring plans with the goal of flattening the federal hierarchy. The OMB directive stated that plans should describe the specific activities and actions each agency planned to take, associated resources, expected outcomes, and tools to measure performance. In order to ascertain what progress EEOC has made in reorganizing its operations, we determined (1) whether EEOC implemented OMB's directive to develop a restructuring plan and (2) what actions EEOC is taking to restructure and make its operations more efficient and effective."
Date: October 28, 2005
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Improved Coordination Needed between EEOC and OPM in Leading Federal Workplace EEO

Description: A letter report issued by the Government Accountability Office with an abstract that begins "In April 2005 GAO reported on the EEO policy framework in the federal workplace and the roles of EEOC and OPM. This report, in response to a congressional request, provides information on (1) federal agency EEO and human capital managers' views of the EEO framework requirements; (2) their views on the usefulness of guidance and feedback from EEOC and OPM concerning these requirements; and (3) how and to what extent EEOC and OPM coordinate in developing policy, providing guidance, and exercising oversight."
Date: June 16, 2006
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: The Postal Service Needs to Better Ensure the Quality of EEO Complaint Data

Description: A letter report issued by the General Accounting Office with an abstract that begins "GAO reviewed certain discrepancies in the complaint data that the Postal Service reported to the Equal Employment Opportunity Commission (EEOC) and the need for the Service to take additional steps to ensure that such data are complete, accurate, and reliable."
Date: September 28, 1999
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Complaint Caseloads Rising, With Effects of New Regulations on Future Trends Unclear

Description: A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO provided information on the Equal Employment Opportunity Commission's (EEOC) complaint caseload, focusing on: (1) trends in the size of inventories and the age of cases in inventory at various stages of the EEO complaint process; (2) trends in the number of complaints filed by federal employees and the time taken by agencies and EEOC to process them; and (3) implications of these trends and how future caseloads may be affected by EEOC's regulatory changes to the complaint process."
Date: August 16, 1999
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Data Shortcomings Hinder Assessment of Conflicts in the Federal Workplace

Description: A letter report issued by the General Accounting Office with an abstract that begins "Pursuant to a congressional request, GAO provided information on the nature and extent of workplace conflicts that underlie the rising number of discrimination cases, focusing on: (1) the statutory bases (e.g., race, sex, or disability discrimination) under which employees filed complaints; (2) the kinds of issues (e.g., nonselection for promotion, harassment) that were cited in these complaints; and (3) why the data collected and reported by the Equal Employment Opportunity Commission (EEOC) were not helpful in answering the questions raised."
Date: May 4, 1999
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: SSA Region X's Changes to Its EEO Process Illustrate Need for Agencywide Procedures

Description: A letter report issued by the General Accounting Office with an abstract that begins "Employees at the Social Security Administration's (SSA) Region X--which covers Alaska, Idaho, Oregon, and Washington--expressed concern about the Region's equal employment opportunity (EEO) process for employment discrimination complaints. GAO was asked to (1) provide information for fiscal years 1997 through 2001 on the composition of the Region X workforce and for personnel actions such as promotions, awards, and adverse actions by EEO group; (2) describe the EEO complaint process in Region X and any changes to it; (3) assess whether the Region's process is consistent with federal regulations and related guidance; and (4) assess the familiarity with the EEO process of the Region's employees and their attitude toward it."
Date: July 16, 2003
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: Hiring, Promotion, and Discipline Processes at DEA

Description: A letter report issued by the General Accounting Office with an abstract that begins "A 1981 U.S. District Court decision found that the Drug Enforcement Administration (DEA) had discriminated against African American special agents in a number of personnel practices. Over the years, the plaintiffs and DEA had agreed to remedies in many of these areas. However, minority representatives continued to raise issues in three areas--hiring, promotion, and discipline. GAO was asked to examine DEA's current processes for hiring, promoting, and disciplining special agents, and provide information about racial, ethnicity, and gender differences in these three areas."
Date: June 10, 2003
Creator: United States. General Accounting Office.
Partner: UNT Libraries Government Documents Department

Equal Employment Opportunity: DHS Has Opportunities to Better Identify and Address Barriers to EEO in Its Workforce

Description: A letter report issued by the Government Accountability Office with an abstract that begins "DHS has generally relied on workforce data and has not regularly included employee input from available sources to identify "triggers," the term EEOC uses for indicators of potential barriers. GAO's analysis of DHS's MD-715 reports showed that DHS generally relied on workforce data to identify 13 of 15 triggers, such as promotion and separation rates. According to EEOC, in addition to workforce data, agencies are to regularly consult a variety of sources, such as exit interviews, employee groups, and employee surveys, to identify triggers. Involving employees helps to incorporate insights about operations from a frontline perspective in determining where potential barriers exist. DHS does not consider employee input from such sources as employee groups, exit interviews, and employee surveys in conducting its MD-715 analysis. Data from the governmentwide employee survey and DHS's internal employee survey are available, but DHS does not use these data to identify triggers. By not considering employee input on DHS personnel policies and practices, DHS is missing opportunities to identify potential barriers. Once a trigger is revealed, agencies are to investigate and pinpoint actual barriers and their causes. In 2007, through its departmentwide barrier analysis, DHS identified four barriers: (1) overreliance on the Internet to recruit applicants, (2) overreliance on noncompetitive hiring authorities, (3) lack of recruitment initiatives that were directed at Hispanics in several components, and (4) nondiverse interview panels. GAO's analysis of DHS's 2007 and 2008 MD-715 reports showed that DHS has articulated planned activities to address identified barriers, has modified nearly all of its original target completion dates by a range of 12 to 21 months, and has not completed any planned activities; although officials reported completing other activities in fiscal year 2007 and 2008 associated with its EEO ...
Date: August 31, 2009
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

The Impact of EEO Legislation Upon Selection Procedures for Transfer, Training and Development and Promotion

Description: Legislation, court decisions, and the changing political and social climate provide evidence of the importance of the outcomes of EEO litigation involving challenged selection procedures for transfer, training and development, and promotion. These selection procedures are being challenged by more informed employees and, in many cases, result in costly litigation. Thus, organizations must be aware of the continuing developments in employment law especially as found in court decisions and related legislation. This study investigates judicial and EEOC decisions in discrimination cases to provide answers to these questions: Are organizations aware of the outcomes of EEO litigation involving challenged selection procedures for transfer, training and development, and promotion? Are organizations aware of what constitutes a discriminatory practice in the selection of employees for transfer, training and development, and promotion? Does management recognize and follow nondiscriminatory procedures in selecting personnel for transfer, training and development, and promotion? The purposes of the study are 1. To analyze outcomes of EEO litigation involving challenged selection procedures for transfer, training and development, and promotion; 2. To develop a model set of guidelines to aid organizations in developing nondiscriminatory procedures for use in selecting employees for transfer, training and development, and promotion. This study concludes that many employers are aware of the outcomes of EEO litigation involving challenged selection procedures for transfer, training and development, and promotion. Many employers are also aware of what constitutes a discriminatory practice in the selection of employees for some employment advantage. However, management does not always recognize and follow nondiscriminatory procedures when selecting employees for transfer, training and development, and promotion. The number of cases in which selection procedures were found discriminatory supports this conclusion.
Date: May 1985
Creator: Rach, Margaret M. (Margaret Mannion)
Partner: UNT Libraries