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Paid Family Leave in the United States

Description: This report provides an overview of paid family leave in the United States, summarizes state level family leave insurance programs, notes paid family leave policies in other advanced economy countries, and notes recent federal proposals to increase access to paid family leave.
Date: May 24, 2017
Creator: Donovan, Sarah A.
Partner: UNT Libraries Government Documents Department

Federal Workforce Statistics Sources: OPM and OMB

Description: This report describes online tools, reports, and data compilations created by the Office of Management and Budget (OMB) and the Office of Personnel Management (OPM) that contain statistics about federal employees and the federal workforce. The report also describes key characteristics of each resource and briefly discusses selected methodological differences, with the intention of facilitating the selection of appropriate data for specific purposes.
Date: December 7, 2016
Creator: Jennings, Julie
Partner: UNT Libraries Government Documents Department

SAPLE: Sandia Advanced Personnel Locator Engine.

Description: We present the Sandia Advanced Personnel Locator Engine (SAPLE) web application, a directory search application for use by Sandia National Laboratories personnel. SAPLE's purpose is to return Sandia personnel 'results' as a function of user search queries, with its mission to make it easier and faster to find people at Sandia. To accomplish this, SAPLE breaks from more traditional directory application approaches by aiming to return the correct set of results while placing minimal constraints on the user's query. Two key features form the core of SAPLE: advanced search query interpretation and inexact string matching. SAPLE's query interpretation permits the user to perform compound queries when typing into a single search field; where able, SAPLE infers the type of field that the user intends to search on based on the value of the search term. SAPLE's inexact string matching feature yields a high-quality ranking of personnel search results even when there are no exact matches to the user's query. This paper explores these two key features, describing in detail the architecture and operation of SAPLE. Finally, an extensive analysis on logged search query data taken from an 11-week sample period is presented.
Date: April 1, 2010
Creator: Procopio, Michael J.
Partner: UNT Libraries Government Documents Department

INFORMATION: Special Report on "Management Challenges at the Department of Energy"

Description: Responsible for some of the Nation's most important and technically advanced missions, the Department of Energy faces an array of challenges that are more wide-ranging and complex than at any time in its history. While its origins can be largely traced to the Manhattan Project, the Department has evolved into a multi-faceted agency that encompasses a broad range of scientific, environmental, and national security activities. Since its creation under the Department of Energy Organization Act in 1977, the Department has shifted its emphasis and priorities over time as the energy and security needs of the Nation have changed. The Department has recently refocused these efforts, adding particular emphasis on the science and renewable energy components of its portfolio. In this regard, the Department has taken a lead role in the implementation and execution of the energy technology initiatives related to the American Recovery and Reinvestment Act of 2009 (Recovery Act). As a means of accomplishing these initiatives, the Department received a substantial increase in its annual appropriation, rising from nearly $25 billion in 2008 to approximately $34 billion in 2009 as a result of additional funding in the Department's loan program and numerous science, energy, and national security initiatives. In addition, the Department was provided more than $36 billion in Recovery Act funding to be used over a two to three year period. Further, the Department, through existing authorities and those expanded by the Recovery Act, has been authorized to provide more than $100 billion in loan guarantees for innovative, clean energy technologies. To accomplish its vital missions, the Department employs approximately 115,000 Federal and contractor personnel and manages assets valued at more than $189 billion, including the 17 national laboratories at the heart of its science program. On an annual basis, the Office of Inspector General is required to ...
Date: December 1, 2009
Partner: UNT Libraries Government Documents Department


Description: One year into the Hanford contract, Fluor had learned a number of hard lessons very quickly. Although the Hanford remediation contract was in many ways a new endeavor for Fluor and a different kind of contract, the organization moved quickly to increase communication with all employees, attack head-on what it considered unsafe and inappropriate safety practices, and strongly inject its own corporate cultural beliefs into the Hanford organization. It wasn't easy, and it didn't happen overnight. From the beginning, Fluor established processes and programs to drive down injury rates. For example, whereas the previous contractor's approach to injuries had been passive, Fluor took a much more aggressive approach to worker injuries. The previous contractor had established a practice of sending injured workers home with the basic directive 'to come back when you are well'. Instead of using outsourced medical assessment, Fluor internalized it and evaluated all claims aggressively. Legitimate claims were quickly settled, and management moved to identify 'repeat offenders' when it came to reportable safety incidents. In the first year of Fluor's management, reportable injuries dropped from 5.37 to 2.99 per 200,000 man-hours. Despite the drop in injury rates, the safety record at Fluor Hanford was not at a level that met either Fluor or the Department of Energy's expectations. Earlier in 1997, Fluor Hanford's proposed safety program was rejected by the DOE. The DOE was not satisfied with Fluor Hanford's proposal for various reasons, including insufficient worker involvement and a lack of accountability. With the need for change clearly established, Fluor Hanford management embarked on a decade-long mission to change the safety culture and improve safety performance. This case describes the key changes and their impact on Fluor Hanford.
Date: September 25, 2009
Creator: LD, ARNOLD
Partner: UNT Libraries Government Documents Department

Office of Personnel Management: Retirement Modernization Planning and Management Shortcomings Need to Be Addressed

Description: A letter report issued by the Government Accountability Office with an abstract that begins "For the past two decades, the Office of Personnel Management (OPM) has been working to modernize the paper-intensive processes and antiquated systems used to support the retirement of federal employees. By moving to an automated system, OPM intends to improve the program's efficiency and effectiveness. In January 2008, GAO recommended that the agency address risks to successful system deployment. Nevertheless, OPM deployed a limited initial version of the modernized system in February 2008. After unsuccessful efforts to address system quality issues, OPM suspended system operation, terminated a major contract, and began restructuring the modernization effort, also referred to as RetireEZ. For this study, GAO was asked to (1) assess the status of OPM's efforts to plan and implement the RetireEZ program and (2) evaluate the effectiveness of the agency's management of the modernization initiative. To do this, GAO reviewed OPM program documentation and interviewed agency and contractor officials."
Date: April 21, 2009
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Office of Personnel Management: Improvements Needed to Ensure Successful Retirement Systems Modernization

Description: A letter report issued by the Government Accountability Office with an abstract that begins "Through its Retirement Systems Modernization (RSM) program, the Office of Personnel Management (OPM) is modernizing the paper intensive processes and antiquated information systems it uses to support the retirement of civilian federal employees. RSM is intended to deploy new or modified systems beginning in February 2008 to improve the efficiency and effectiveness of the agency's retirement program. GAO was asked to (1) determine whether OPM is effectively managing the RSM program to ensure that system components perform as intended and (2) evaluate the risks, cost, and progress of the RSM program. To meet these objectives, GAO analyzed program documentation against relevant plans, policies, and practices."
Date: January 31, 2008
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Office of the Chief Financial Officer Annual Report 2007

Description: 2007 was a year of progress and challenges for the Office of the Chief Financial Officer (OCFO). I believe that with the addition of a new Controller, the OCFO senior management team is stronger than ever. With the new Controller on board, the senior management team spent two intensive days updating our strategic plan for the next five years ending in 2012, while making sure that we continue to execute on our existing strategic initiatives. In 2007 the Budget Office, teaming with Human Resources, worked diligently with our colleagues on campus to reengineer the Multi-Location Appointment (MLA) process, making it easier for our Principal Investigators (PIs) to work simultaneously between the Laboratory and UC campuses. The hiring of a point-of-contact in Human Resources to administer the program will also make the process flow smoother. In order to increase our financial flexibility, the OCFO worked with the Department of Energy (DOE) to win approval to reduce the burden rates on research and development (R&D) subcontracts and Intra-University Transfers (IUT). The Budget Office also performed a 'return on investment' (ROI) analysis to secure UCRP funding for a much needed vocational rehabilitation counselor. This new counselor now works with employees who are on medical leave to ensure that they can return to work in a more timely fashion, or if not able to return, usher them through the various options available to them. Under the direction of the new Controller, PriceWaterhouse Coopers (PWC) performed their annual audit of the Laboratory's financial data and reported positive results. In partnership with the Financial Policy and Training Office, the Controller's Office also helped to launch self-assessments of some of our financial processes, including timekeeping and resource adjustments. These self assessments were conducted to promote efficiencies and mitigate risk. In some cases they provided assurance that our ...
Date: December 18, 2007
Creator: Fernandez, Jeffrey
Partner: UNT Libraries Government Documents Department

Office of Personnel Management: Opportunities Exist to Build on Recent Progress in Internal Human Capital Capacity

Description: A letter report issued by the Government Accountability Office with an abstract that begins "Given the importance of the Office of Personnel Management's (OPM) role in managing the nation's federal workforce, GAO assessed OPM's internal capacity for human capital management. This report--the third in the series--extends prior work and (1) looks at the extent to which OPM has addressed key internal human capital management issues identified by examining employee responses to the 2004 and 2006 Federal Human Capital Survey (FHCS) and (2) has strategies in place to ensure it has the mission critical talent it needs to meet current and future strategic goals. To address our objectives, GAO analyzed 2004 and 2006 FHCS results, summaries of OPM employee focus groups, and analyzed OPM strategic and human capital planning documents."
Date: October 31, 2007
Creator: United States. Government Accountability Office.
Partner: UNT Libraries Government Documents Department

Best Practices for Managing Organizational Diversity

Description: Organizations with increasingly diverse workforces and customer populations face challenges in reaping diversity's benefits while managing its potentially disruptive effects. This article defines workplace diversity and identifies best practices supporting planned and positive diversity management. It explores how academic libraries can apply diversity management best practices and provides a reading list for leaders and human resource managers wishing to optimize their organization's approach to diversity.
Date: October 15, 2007
Creator: Kreitz, Patricia
Partner: UNT Libraries Government Documents Department

Assessing the effectiveness of electronic brainstorming in an industrial setting : experimental design document.

Description: An experiment is proposed which will compare the effectiveness of individual versus group brainstorming in addressing difficult, real world challenges. Previous research into electronic brainstorming has largely been limited to laboratory experiments using small groups of students answering questions irrelevant to an industrial setting. The proposed experiment attempts to extend current findings to real-world employees and organization-relevant challenges. Our employees will brainstorm ideas over the course of several days, echoing the real-world scenario in an industrial setting. The methodology and hypotheses to be tested are presented along with two questions for the experimental brainstorming sessions. One question has been used in prior work and will allow calibration of the new results with existing work. The second question qualifies as a complicated, perhaps even wickedly hard, question, with relevance to modern management practices.
Date: September 1, 2007
Creator: Dornburg, Courtney C.; Stevens, Susan Marie; Davidson, George S. & Forsythe, James Chris
Partner: UNT Libraries Government Documents Department

Best Practices for Managing Organizational Diversity

Description: In the twentieth century, ecologists and agriculturists developed an increasingly sophisticated understanding of the value of biological diversity, specifically the resilience and adaptability it brings to ecosystems. In the twenty-first century, the ecosystem model has been applied to human systems, particularly to understanding how organizations are structured and how they operate. Twenty-first century organizations are challenged by diversity in many arenas. Demographic changes in workforce composition and customer populations, combined with globalized markets and international competition are increasing the amount of diversity organizations must manage, both internally and externally. Many diversity specialists and business leaders argue that businesses and organizations interested in surviving and thriving in the twenty-first century need to take competitive advantage of a diverse workplace (Soutar, 2004; Yang, 2005). But to do so successfully, leaders and human resources (HR) managers must redefine management and leadership (Jones, 1989). Just as mono-cropping destroys biological diversity, and, in extreme cases, such as the Irish potato famine--human as well as natural ecosystems (Keohane, n.d.), so does mono-managing similarly destroy diversity within organizations. Leaders wanting to build strong, diverse organizations will not be successful if they rely on one approach or solution. Single-threaded diversity solutions, such as focusing only on recruitment or single-approach management techniques, such as requiring every employee to take diversity training, do not create lasting change (Kossek & Lobel, 1996; McMahon, 2006; Thomas, 1990). Bringing about the changes needed to build and sustain diversity requires commitment, strategy, communication, and concrete changes in organizational structure and processes. How, then, can managers and leaders develop diverse organizations and ensure that they are managed to take optimum advantage of diversity? What role should human resource specialists play in creating and managing diverse organizations? What are the best practices they should apply? The purpose of this review is to define workplace diversity, to ...
Date: May 18, 2007
Creator: Kreitz, Patricia A.
Partner: UNT Libraries Government Documents Department

DHS’s Max-HR Personnel System: Regulations on Classification, Pay, and Performance Management Compared With Current Law, and Implementation Plans

Description: This report compares the final regulations with current law under Title 5 of the United States Code and relevant regulations under Title 5 of the Code of Federal Regulations. Specifically, Subparts A (General Provisions), B (Classification), C (Pay and Pay Administration), and D (Performance Management) of the final regulations are examined.
Date: May 4, 2007
Creator: Schwemle, Barbara L.
Partner: UNT Libraries Government Documents Department