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Leadership Succession Management Plan

Leading into the Future

July 2012

Message from the Chief Human Capital Officer

Executive Summary

  1. Background
  2. Succession Planning Approach
  3. Strategic Alignment
  4. Succession Targets and Talent Pool
  5. Succession Plan
        1. Recruiting Programs
          1. EEOC Attorney Honor Program
          2. EEOC Internship Program
        1. Executive Training
        2. SES Candidate Development Program
        3. Management Development Institute (MDI)
        4. Mentoring Program
        5. On-Line Learning
        6. Individual Development Plans (IDPs)
  6. Implementation and Communication
  7. Monitoring, Evaluation and Accountability
  8. Summary
    Appendix A
    Appendix B

Message from the Chief Human Capital Officer

This document presents the Equal Employment Opportunity Commission's plan for leadership succession management in the Agency. With the continued aging and subsequent retirement of key members of its workforce, particularly among its leadership cadre, it is important that we address how the Commission selects and develops its future leaders. We are doing this by considering Agency strategic goals, identifying key leadership positions, focusing on necessary competencies of future leaders, developing steps to implement the plan and specifying measurements to evaluate our success in administering the leadership succession plan.

This plan is a result of reviewing a variety of resources including other agencies' leadership succession plans, OPM guidance, GAO and EEOC's IG Reports, and information regarding organizational planning for succession in both the private and public sectors. Besides the EEOC Strategic Plan, we have also considered EEOC's Performance and Accountability Report, EEOC Employee Surveys, the EEOC Human Capital Plan, and guidance/feedback on aspects of the plan from the EEOC Executive Resources Board (ERB) and the SES Council.

We intend to address our future leadership needs in a coordinated and thoughtful manner in an effort to stave off a future crisis due to a wave of retirements. This Plan provides the reasoning and blueprint for addressing the anticipated loss of experienced leaders by providing a process to identify and prepare well-qualified individuals to lead the Agency into the future. Strong leadership will ensure a continued commitment to the Agency's mission and successful accomplishment of its goals.

I am pleased to release the EEOC's Leadership Succession Management Plan as a cornerstone to prepare our future leaders and help preserve our legacy. The most important responsibility of leaders is to prepare those who will replace them-this plan helps us do this.


Executive Summary

The Equal Employment Opportunity Commission may lose a significant number of experienced leaders in the near future due to the aging of its workforce. It must plan to replace these leaders with individuals who have competencies to meet the challenges of today and tomorrow. The Leadership Succession Management Plan is the blueprint on how to accomplish this goal.

Development of this Plan has occurred over several years-it documents actions already implemented as well as planned. The Agency has received guidance and feedback from the Office of Personnel Management (OPM) following its review of a draft, and appropriate revisions have been made. We have followed the steps in OPM's Succession Planning Model which are addressed in the following topic areas:

Strategic Alignment: A review was made of the Agency's Strategic Plan for Fiscal Year 2012 - 2016 and Human Capital (HC) Plan, among other documents, in order to tie into the Agency's vision, mission and goals. This Leadership Succession Management Plan also responds to OPM's Human Capital Assessment and Accountability Framework (HCAAF) requirement for Leadership Succession Management under the Leadership and Knowledge Management System. It supports the draft HC Plan goal to:

Ensure EEOC has leadership with the technical and managerial knowledge and skills necessary to manage a diverse workforce and to accomplish EEOC's strategic goals and priorities and to promote knowledge sharing, continuous learning and improvement, and a climate of open communication.

A basic tenet of the Agency's approach to leadership succession planning is that well-qualified supervisors, managers and executives are selected, properly trained and continually supported in order to excel in their roles.

Strategic Targets and Talent Pool: As of September 30, 2011, a majority (57%) of SES are eligible to retire while a significant percentage (44%) of GS-15's are eligible. By 2016, 83% of the current SES will be retirement eligible while 63% of the GS-15's would meet that milestone-if they have not already retired.

For the near future, the Agency will specifically target two positions: District Director (SES) and Regional Attorney (GS-15). These two positions represent 30 upper management slots and directly impact approximately 81 percent of all EEOC employees. The Agency's current bench strength, as noted below, should be sufficient to provide future leaders for these two positions:

District Director-20 GS-15 Supervisory Investigators, 15 GS-15 Regional Attorneys, and 38 GS-14 Supervisory Investigators for a total of 73 in the eligibility pool.

Regional Attorney-50 GS-15 General Attorneys and 30 GS-14 Supervisory Trial Attorneys comprise the eligibility pool.

Although it appears that there are significant numbers of individuals in the eligibility pools for these positions, they are distributed in various locations around the Agency, including Field locations and Headquarters. Many of these individuals may be averse to applying for positions which would require moving to a new location. The Agency intends to review application patterns for these positions to determine whether additional recruiting options should be considered.

We have adopted the twenty-eight leadership competencies identified under OPM's Executive Core Qualifications (ECQs) and will use these to assess and identify gaps in competencies between those currently possessed by Agency leaders and those needed. In partnership with OPM, EEOC administered the former's Leadership 360º Assessment to all levels of the agency's leadership cadre during FY 2011.

Succession Plan: Besides using OPM's marketing and job announcement service, the Agency has also implemented the EEOC Attorney Honor Program and EEOC Internship Program to attract high caliber talent.

Leadership development of internal talent is done through two primary resources: the Federal Executive Institute (FEI) and EEOC's Management Development Institute (MDI). New senior executives and high performing GS-15s have the opportunity to attend the FEI's "Leadership for a Democratic Society" while first-line supervisors through GS-15 managers attend various courses offered through the MDI including "New Manager Training" and "Fundamentals of Performance Management." We also offer the "DNA of leadership" course for high potential employees who have been identified as future leaders.

Implementation and Communication: The Plan provides action steps necessary to receive the various levels of approval and commitment as well as systematically implement the program throughout the Agency. It also provides a list of major milestones which have occurred or are planned in the near future and activities to be completed in order to communicate the Plan to the EEOC leaders and staff.

Monitoring, Evaluation and Accountability: A variety of assessment tools will be used to measure the effectiveness of all succession management programs and activities. Each measure with associated purpose, approach, frequency, and office responsible are identified in the "Evaluation and Monitoring Plan" as part of this document. Factors used by OPM and GAO to evaluate agencies' succession programs are also identified including examples of how EEOC is responding to these factors.

In summary, the EEOC's Leadership Succession Management Plan lays out the structure for how the Agency is identifying, recruiting and developing its future leaders as well as provides supporting information regarding the importance of responding to this need. This approach will ensure a strong cadre of leaders for now and the future.

I. Background

The EEOC was established by Title VII of the Civil Rights Act of 1964 and began operating on July 2, 1965. The EEOC enforces the following Federal statutes:

  • Title VII of the Civil Rights Act of 1964, as amended, (Title VII) prohibiting employment discrimination on the basis of race, color, religion, sex, or national origin;
  • Age Discrimination in Employment Act (ADEA) of 1967, as amended, prohibiting employment discrimination against individuals 40 years of age and older;
  • Equal Pay Act (EPA) of 1963, prohibiting discrimination on the basis of gender in compensation for substantially equal work performed under similar conditions;
  • Title I and Title V of the Americans with Disabilities Act (ADA) of 1990, as amended by the ADA Amendments Act of 2008, prohibiting employment discrimination on the basis of disability in the private sector and state and local governments;
  • Sections 501 and 505 of the Rehabilitation Act of 1973, as amended, prohibiting employment discrimination against Federal employees with disabilities;
  • Civil Rights Act of 1991, providing monetary damages in cases of intentional discrimination and clarifying provisions regarding disparate impact actions; and
  • Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA), prohibiting genetic information discrimination in employment.

Additionally, under Executive Order 12067, the EEOC coordinates all Federal equal employment opportunity regulations, practices, and policies. The Commission also interprets employment discrimination laws, monitors the Federal sector equal employment opportunity program, provides funding and support to state and local Fair Employment Practices Agencies (FEPAs) and Tribal Employment Rights Organizations (TEROs), and sponsors outreach and technical assistance programs.

Any individual who believes he or she has experienced discrimination in employment may file a charge with the EEOC in any of its field offices. After investigating the charge, the EEOC determines whether there is "reasonable cause" to believe discrimination has occurred. If "reasonable cause" is found, the EEOC attempts to conciliate the charge by reaching a voluntary resolution between the charging party and the respondent. If conciliation is not successful, the Commission may bring suit in Federal court to remedy the discrimination. As part of the administrative process, the EEOC may also issue a Right-to-Sue-Notice to the charging party, allowing the charging party to file their own individual action in court.

The EEOC also offers mediation as an alternative means of dispute resolution. Rather than initially going through the traditional charge investigation process, the parties may first elect to resolve the charge voluntarily with the help of a neutral mediator.

The statutory and regulatory context for EEOC's Federal program differs from its private sector enforcement program in several important ways. Most notably, the EEOC has adjudicatory authority to hold hearings, issue decisions, and review matters on appeal. In the Federal sector, individuals file complaints with their own agencies first and the employing Federal agency initially investigates the claims of employment discrimination raised in the complaint. The complainant can then request a hearing by the EEOC on those claims. Administrative Judges from the EEOC complete the process of developing a full and appropriate record in the hearings process by adjudicating claims of discrimination and issuing decisions. Hearings are held only as part of the Federal sector process. Also, a complainant or a Federal agency can file an appeal with the EEOC. Relief ordered in a final Commission decision is mandatory and binding on the agency, except in limited circumstances. If dissatisfied with the outcome of either a hearing or an appeal, a Federal sector complainant, like a private sector charging party, can file a lawsuit in Federal court to resolve the claims of discrimination.

II. Succession Planning Approach


The EEOC follows the Office of Personnel Management's (OPM) succession planning model provided below:

OMP Succession Planning Model

This document is organized to follow the five steps described in the model.

III. Strategic Alignment


The Equal Employment Opportunity Commission (EEOC) is a workforce of dedicated, committed, and motivated employees who are empowered by its mission and vision:

Our Mission
Stop and Remedy Unlawful Employment Discrimination.

Our Vision
Justice and Equality in the Workplace.

The best way to combat workplace discrimination is to prevent it from happening in the first place. Educating employers and workers about their rights and responsibilities under the law is the first step toward promoting an inclusive workplace, where all workers are judged on their talents and abilities without regard to any protected characteristic. Future EEOC leaders must have excellent communication skills to educate the nation's workforce and their employers regarding the rights and responsibilities of both groups.

The Agency established its long term priorities in its Strategic Plan for Fiscal Year 2012 - 2016 which identifies the Agency's approach to addressing workplace discrimination issues of the future.

The Strategic Plan has three strategic objectives:

Strategic Goal I: Combat employment discrimination through strategic law enforcement, with the outcome goals of: 1) have a broad impact on reducing employment discrimination at the national and local levels; and 2) remedy discriminatory practices and secure meaningful relief for victims of discrimination;

Strategic Goal II: Prevent employment discrimination through education and outreach, with the outcome goals of: 1) members of the public understand and know how to exercise their right to employment free of discrimination; and 2) employers, unions and employment agencies (covered entities) better address and resolve EEO issues, thereby creating more inclusive workplaces; and

Strategic Goal III: Deliver excellent and consistent service through a skilled and diverse workforce and effective systems, with the outcome goal that all interactions with the public are timely, of high quality, and informative.

This Leadership Succession Plan supports the accomplishment of the third strategic goal by focusing on the development of future leaders who will effectively guide the agency's workforce.

Strategic Management of Human Capital

A key element of our succession planning process is the strategic management of human capital. The Federal government's Human Capital Assessment and Accountability Framework (HCAAF) establishes this requirement and provides guidance for a Leadership and Knowledge Management system (one of five required systems) as follows:

A system that ensures continuity of leadership by identifying and addressing potential gaps in effective leadership and implements and maintains programs that capture organizational knowledge and promotes learning.

This plan is intended to address the design, implementation, and support of a Leadership and Knowledge Management system at the EEOC.

We have completed important steps toward developing and implementing a human capital initiative which include:

  • Developing a Human Capital Plan for FY 2012 -FY 2016 which addresses the required systems under the Federal government's Human Capital Assessment and Accountability Framework (HCAAF).
  • Developing and sustaining leadership and supporting succession planning through EEOC's Management Development Institute (MDI).
  • Participating in the Office of Personnel Management's human capital surveys and implementing regular internal surveys.
  • Identifying and quantifying mission critical competencies for key positions, including investigators, attorneys and mediators, and developing sample multi-year training plans to address organizational gaps.
  • Closing competency gaps through individual development plans, mentoring, training, rotational assignments and other staff development initiatives.
  • Aggressively recruiting, developing and retaining high-quality talent.

The EEOC's Human Capital Plan has five goals:

  1. Align human capital management policies, programs, processes, and systems to support accomplishment of EEOC mission, vision, goals, and priorities.
  2. Ensure EEOC has leadership with the technical and managerial knowledge and skills necessary to manage a diverse workforce and to accomplish EEOC's strategic goals and priorities, and to promote knowledge-sharing, continuous learning and improvement, and a climate of open communications.
  3. Create a responsive, high-performance culture.
  4. Recruit, hire, develop, and retain a diverse workforce with the competencies necessary to accomplish the Agency mission.
  5. Ensure compliance with Merit System Principles and other human capital related regulatory and legal requirements.

This Leadership Succession Management Plan provides support to accomplish Goals two and three.

Excellent and Consistent Customer Service

The effective management of our human, financial and technological resources will help support the Agency's efforts toward achieving excellent and consistent customer service. Office staffing needs and competencies will be assessed and updated so that we recruit and train for the right skill-sets in our mission critical and other key occupations. The performance management system for executives, managers and supervisors and for non-supervisory employees will be linked effectively with the Agency's mission and goals. Executives and managers will use the results of human capital surveys to gauge employee satisfaction and to inform action plans to enhance their office environments and improve results.


Succession management is a systematic approach to ensuring a continuous supply of the best talent through helping individuals develop to their full potential. The number of employees in key leadership positions who are eligible for retirement in the Federal government continues to increase. Accordingly, it is important to have a plan in place to ensure that these key leadership positions have a pool of qualified internal applicants ready to step up when vacancies occur.

Continuity of leadership is included in the Agency's efforts to reach its Human Capital goals as

identified in the Human Capital Plan which is based on the five HCAAF human capital systems:

  1. Strategic Alignment
  2. Leadership and Knowledge Management
  3. Results-Oriented Performance Culture
  4. Talent Management
  5. Accountability

EEOC's leadership succession management plan supports Leadership and Knowledge Management by including the following goal in its draft HC Plan:

Ensure EEOC has leadership with the technical and managerial knowledge and skills necessary to manage a diverse workforce and to accomplish EEOC's strategic goals and priorities and to promote knowledge sharing, continuous learning and improvement, and a climate of open communication.

Succession planning will benefit the EEOC in a variety of ways as noted below:

  • Allow the Agency to target current employees and new hires who possess the competencies and talents that will be needed in the future rather than merely replacing the employees who leave. EEOC projects that 37% of its current employees will be retirement-eligible by 2016 including 36% of its investigators, 26% of its attorneys, 46% of its administrative judges, and 59% of its mediators. These groups comprise 62% of the Agency workforce and are considered mission critical occupations.
  • Encourage hiring of the right people, with the right skills, in the right place, and at the right time, so that the Agency can reap the benefits of those hires for a long time.
  • Strengthen the eligibility pool by focusing on closing competency gaps and maximizing our investment through training and development.
  • Support promotion into supervisory positions of those individuals with the appropriate leadership skills. Some surveys indicate that a significant percentage of employees who resign from an organization do so because of their supervisor; it is to the Agency's benefit to prevent this from happening. The supervisory position is a mission critical occupation.
  • Foster a consistent process which ensures that talented employees are not overlooked for leadership positions. This development process should begin before individuals enter formal leadership positions-leadership development experiences should be offered in the early stages of one's career at the EEOC and done in a fair and equitable manner in accordance with Federal employment merit principles.
  • Determine appropriate training and development opportunities for those individuals identified for leadership positions. Employees should meet with their supervisors at least on an annual basis to prepare individual development plans (IDPs) which include consideration of their interest in leadership roles.

Because EEOC feels strongly about the need to conduct succession planning, senior level management has committed multiple resources to ensure its success, including funds allocated for formal leadership development programs and work time for employees to participate in training activities. Internal and external development opportunities will be further described under "Succession Planning Strategies."

IV. Succession Targets and Talent Pool



The Commission is comprised of a committed and experienced workforce, some of whom have been with the EEOC since its formative years and are firmly dedicated to the goals of the civil rights movement. Many of these groundbreakers have retired in recent years or are eligible to retire in the near future.

EEOC employees believe that the work they perform provides a valuable service to the people of the United States. Emphasizing this point, 95% of staff who responded to the 2011 EEOC Federal Employee Viewpoint Survey responded positively to the statement:

"The work I do is important"

This was the second highest rated item by EEOC staff which conforms to a very strong commitment to the Agency's mission and was supported by the highest rated response of 97% to the statement:

"When needed, I am willing to put in the extra effort to get a job done."

EEOC employees not only believe that the work they perform is important, but they also like their work. As evidence, 88% of the employees who responded to the FHC Survey agreed with the statement:

"I like the kind of work I do."

This was 3% higher than the 85% government-wide average. These feelings may help explain the data that show that our employees, on average, work well beyond retirement eligibility.

An analysis of Agency workforce historical data, trends and projections provides a view of future talent needs. The results of this analysis are presented below.


The number of staff on board increased by 13% over the last five years-from 2,198 to 2,486 employees during the period FY 2007 to FY 2011. Most of the increase occurred during FY 2009 and FY 2010-most of the new hires were much needed investigators in the Agency's field offices. The following chart includes full and part-time, permanent and temporary staff as of September 30th of each year.

Staff on Board at end of FY 2007-2011


The following chart illustrates the anticipated growth in the retirement-eligible pool from FY 2011 through 2016. In less than five years, about 36% of all current Investigators will be retirement-eligible which compares to 26% for Attorneys, 46% of administrative judges, 59% of mediators, and 40% of all other employees. The rates observed here are not as high as some estimates for the rest of the Federal government.

Cumulative Retirement Eligibility Projections


Although a large number of leaders and non-supervisors, who may feed the supervisory pipeline, are eligible to retire, EEOC staff continue to work an average of four years beyond their retirement eligibility date. The chart below indicates the percentages of those leaders in the upper grade levels who have retired compared to those eligible to retire for the past five years:

    FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
SES Total 30 28 28 27 30
Eligibles 18 16 19 18 17
Retirements 0 4 1 3 1
Ret Rate 0% 25% 5% 17% 6%
Total 78 73 73 73 74
Eligibles 30 31 35 36 40
Retirements 2 4 4 4 2
Ret Rate 7% 13% 11% 11% 5%
Total 106 103 111 121 113
Eligibles 30 29 42 45 42
Retirements 3 7 3 3 6
Ret Rate 10% 24% 7% 7% 14%

The chart above shows that top leaders retirement rates fluctuate from year to year-on average 10% to 12% retire who are eligible. However, in FY 2008, one-fourth of the eligible SES did retire-approximately the same percentage of GS-14s and more than the usual number of GS15s (13%). Initiatives such as the agency's mentoring program are facilitating the sharing of experienced leaders' institutional knowledge with staff who have a desire to be future leaders. Since FY 2007, the EEOC has also sent fifteen GS-15s to the OPM/FEI "Leadership for a Democratic Society" program for executive development-three of these individuals have gone on to become senior executives.

After the Agency began hiring new employees in FY 2009, particularly new investigators, the average age was lowered by approximately one-half year to 48.3 years by the end of FY 2011. The graph on the following page shows that almost one-half (49%) of the agency's workforce at the end of FY 2011 were in their 50's or older-part of the Baby Boomer generation nearing retirement. A hiring freeze is currently in place which, depending on its length, will probably increase the average age of the EEOC workforce as well as increase the percentage of individuals in the older age groups and, in effect, reducing the overall eligibility pool.

Age Distribution of EEOC Employees


Senior managers comprise a critical group for the Agency-the leaders who set the agendas for their offices and for the organization. The chart below illustrates retirement eligibility for SES and grade GS-15 for the next five years. The majority of SES are currently eligible to retire, 57%, while a large number of GS-15's are eligible, 44%. By 2016, 83% of the current SES will be retirement eligible while 63% of the GS-15's would meet that milestone-if they have not already retired. Many of the individuals most likely to be considered as replacements for the executive level staff-those identified as being in key positions-are also likely to retire during the same general time period. With a hiring freeze currently in place, this situation is expected to be exacerbated due to the inability to hire new staff.

SES and GS-15 Retirement Eligibility


The following positions have been identified as key positions because of their impact to the

accomplishment of EEOC's strategic goals.

  • Deputy Chief Operating Officer
  • Chief Financial Officer
  • Chief Human Capital Officer
  • Chief Information Technology Officer
  • Inspector General
  • Director, Office of Field Programs
  • Director, Office of Federal Operations
  • Deputy General Counsel
  • Legal Counsel
  • Director, Office of Research, Information, and Planning
  • Director, Office of Equal Opportunity
  • Other Headquarters Program Directors (SES positions)
  • All District Directors
  • All Regional Attorneys

Note: The Chief Operating Officer and Director of Communication and Legislative Affairs are not included because of the political nature of these positions.

The total number of positions included in this list is 47.

For the near future, the Agency will specifically target two positions: District Director (SES) and Regional Attorney (GS-15). The justification for focusing on these two positions is the significance and range of their impact. These two positions represent 30 upper management slots (15 each) in the Agency's fifteen district offices located across the country and directly impact approximately 81 percent of all EEOC employees including those in the mission critical occupations (MCOs) of investigator, attorney, mediator and administrative judge (attorney examiner). They also comprise 68% of the key leadership positions.

Primary eligibility pools for these two positions and the number of individuals comprising these pools (as of the end of FY 2011) are the following:

  • District Director:
    • GS-15/Series 1860, Supervisory Investigators, 20 individuals
    • GS-15/Series 905, Regional Attorneys, 15 individuals
    • GS-14/Series 1860 (Supervisory Investigators), 38 individuals
  • Regional Attorney:
    • GS-15/Series 905, General Attorneys, 50 individuals
    • GS-14/Series 905, Supervisory Trial Attorneys, 30 individuals

Over the last five years (FY 2007 to FY 2011), seven individuals were selected to the District Director position. Over the same time period, only three new Regional Attorneys were selected.

However, five new Regional Attorneys were selected in just one year (FY 2006) prior to this period.

The incumbents in the District Director and Regional Attorney positions have the following demographics:

District Director:

Source: 13 internal promotions or reassignments
2 external hires
Prior Position:
8 GS-15/Series 1810, Supervisory Investigators
6 GS-15/Series 905, Regional Attorneys

Regional Attorney:

Source: 10 internal promotions or reassignments
5 external hires
Prior Position:
10 GS-14/Series 905, Supervisory Trial Attorneys

Considering this selection history, we believe that the Agency's current bench strength, as noted previously, is sufficient for these two positions although we will review the application patterns for these positions. Because the internal eligibility pool is so large, the best candidates for development will be identified through competency assessments. External recruitment will also focus on recruiting individuals with competencies needed for high performance.

As of May 2012, there is one District Director position vacancy and no vacancies in the Regional Attorney position. Based on past experience and projecting into FY2016, it is expected that the Agency will need to fill five District Director vacancies and three Regional Attorney vacancies during this time period.

After focusing on these two positions, the Agency plans to consider approaches to address the other leadership positions. In concurrence with OPM guidance, the Agency believes that all leadership positions should be considered mission critical occupations due to the impact that each leader brings to the EEOC's ability to meet its strategic objectives and achieve the greatest return on its most important resource-its human capital. With this in mind, the Agency intends to subsequently focus on its leadership corps from the top executives to those individuals who aspire to be future leaders by both formal and informal development.


In order to determine where to focus the Agency's resources for leadership development, it is

important to first identify the competencies desired and then determine the gaps between existing competencies and those needed. The EEOC has used three approaches:

  1. Leadership Effectiveness Inventory (LEI)--for EEOC Executives and key GS-15's.
  2. Federal Competency Assessment for Managers (FCAT-M)-for non-SES supervisors and managers
  3. OPM Leadership 360º Assessment
  4. Employee Survey-for all levels of management

The EEOC has adopted OPM's five Executive Core Qualifications (ECQs) as a guide and reference for managerial effectiveness. The ECQ's are comprised of twenty-two leadership competencies and six fundamental competencies which provide criteria to evaluate and measure the current and future leadership strength in the Federal government (these are listed in Appendix A). These competencies are shown below:

Leading Change
  • Creativity/Innovation
  • External Awareness
  • Flexibility
  • Resilience
  • Strategic Thinking
  • Vision
Leading People
  • Conflict Management
  • Leveraging Diversity
  • Developing Others
  • Team Building
  • Influencing/Negotiating
  • Partnering
  • Political Savvy
Results Driven
  • Accountability
  • Customer Service
  • Decisiveness
  • Entrepreneurship
  • Problem Solving
  • Technical Credibility
Business Acumen
  • Financial Management
  • Human Capital Management
  • Technology Management
  • Interpersonal Skills
  • Written Communication
  • Oral Communication
  • Integrity/Honesty
  • Continual Learning
  • Public Service Motivation

The Agency follows OPM's general guidance regarding the importance of the various competencies based on the leadership level of the individual. The chart on the next page identifies which competencies are expected at the relevant leadership levels (competencies are cumulative as one progresses up the leadership ranks):

1. Interpersonal Skills 7. Flexibility 16. Human Capital Management 20. Technology Management 25. External Awareness
2. Written Communication 8. Problem solving 17. Conflict Management 21. Political Savvy 26. Vision
3. Oral Communication 9. Resilience 18. Leveraging Diversity 22. Financial Management 27. Strategic Thinking
4 Integrity/ honesty 10. Team Building 19. Developing Others 23. Creativity & Innovation 28. Entrepreneurship
5. Continual learning 11. Customer Service
24. Partnering
6. Public Service Motivation 12. Technical Credibility

13. Accountability

14. Decisiveness

15. Influencing/ Negotiating


In FY 2011, the Agency partnered with OPM to administer the latter's Leadership 360 Assessment survey to EEOC's executives, managers and supervisors. The Leadership 360º Assessment allows for feedback from multiple sources comprised of one's supervisor, peers and subordinates. Two hundred eighty-four of 355 leaders completed self-ratings (80%) with an additional 2,155 individuals providing feedback to the participants. Ratings were done against OPM's twenty-eight leadership competencies comprising the Executive Core Qualifications (ECQs). It was an excellent opportunity for the participants to gain feedback from those individuals who are in a position to observe their leadership skills. Information gained through this process can be used by the participants to prepare their individual and executive development plans and by the Agency to help focus its leadership development programs.

Results from the assessments showed that the highest ranked competencies among the overall leadership corps were Leveraging Diversity, Technical Credibility, Accountability, and Integrity/Honesty while the lowest ranked were Conflict Management, Technology Management, Team Building and Vision. This type of information will help the Commission emphasize its strengths while exploring ways, including special emphasis in its training courses, to reduce gaps in the lower rated competencies.


In addition to assessing leadership competencies, the Agency has used surveys, studies and focus groups to identify competencies possessed by high performing MCO employees (investigators, mediators, administrative judges and field trial attorneys), training necessary to maintain those competencies, and how the Agency reinforces development and use of such competencies. Additional MCO and other groups will be evaluated in FY 2012 and FY 2013.

Based on the information gathered from the surveys and focus groups, EEOC will continue to modify its recruitment documents to recruit and hire individuals in the MCO's who possess high-performance related competencies, and will create sample individual development plans aimed at fostering those competencies in the new employees. Sample plans will focus on developing and enhancing high-performance related competencies of MCO staff and provide a framework for MCO managers to follow in building a continuous learning environment for their respective staffs.

At the Headquarters level, the offices responsible for oversight of the Field and Federal operations annually develop nationwide classroom training designed to address Investigator skills, litigation skills, mediation skills and knowledge gaps created through changing laws, court decisions, developing case law and attrition. In FY 2012, the Agency allocated almost one million (46%) of its training funds to direct enforcement functions for the delivery of national training programs to mission critical employees including investigators, mediators, administrative judges, trial and general attorneys. Another half million (25%) of the Commission's training budget was allocated to agency staff to address individual development needs.

Other leadership development strategies include:

  • Management Development training - EEOC has developed a training curriculum for new and experienced managers to enhance/refresh their competencies related to such areas as performance management, interpersonal relations, conflict management, time management, motivation, communication, staff development and mentoring. Topics addressed will be intended to re-enforce guidance provided in 5 CFR 412, Supervisory, Management and Executive Development.
  • Executive Development Training -The Agency sends new senior executives to OPM's Federal Executive Institute's (FEI) "Leadership for a Democratic Society" in order to
  • develop Executive Core Qualifications in association with other Federal executives. Space and funding permitting, high achieving GS-15s also have the opportunity to attend this executive development program-fourteen GS-15s have competed, been selected and sent (or will attend) since FY 2008.
  • Online learning - The Agency provides online learning in a myriad of subjects in an effort to bolster high-performers needs for continuous learning, as well as to provide training in skills that may be desirable in order to accomplish job-related tasks. For example, though EEOC does not yet impose technology-related requirements on its applicants, information that is needed to perform the job is stored in computers on databases and is provided in spreadsheets and on jump drives. In order to locate and extract information from its sources, MCO's must be familiar with how information is kept, retrieved and manipulated. Many of the online courses provide classes and just-intime training related to information technology management.

In addition, there are curriculum specifically focused on leadership and management development topics and areas of study for emerging leaders. Competency mapping in these areas will be developed and published on inSite.


With most of the Agency's leadership talent "home grown," we must continue identifying ways to further develop their competencies while also considering ways to compete for and attract external talent. The following approaches address how the Agency intends to identify/develop its current and future leaders and recruit external talent.


The Office of Human Resources has partnered with the Office of Equal Opportunity to evaluate and address aspects of diversity in its leadership corps and development programs. Initial emphasis has been in the design, development and implementation of a mentoring program and

the emerging leader course: "DNA for Leaders" to explore ways to attract and encourage a diverse group of participants. The first offering of the "DNA for Leaders" did not include nominations of any black males and the second session only included four-we intend to explore why this was such a small number and consider ways to increase this participation rate. We will also be looking at the number of minorities, women and individuals with disabilities distributed among top leadership positions. Several initiatives have been identified in the EEOC's mid-year report addressing the White House Initiative on Asian Americans and Pacific Islanders (AAPI), including opportunities to participate in the "DNA of Leadership" Emerging Leader training course and the OPM/FEI "Leadership for a Democratic Society" executive development

program, funding of individual training requests through the quarterly IDP funding process, hiring a Diversity Program manager in OHR, etc.


A draft Executive and Senior Management Development Program description focusing on development of GS-14's and GS-15s for senior level positions was presented to the Executive Resources Board. A copy of the proposal was also distributed to the SES Council for their feedback. Responses from the Council (subsequently endorsed by the ERB) were that a sufficient number of well qualified GS-15s existed as part of a potential SES leadership eligibility pool. Their guidance was to focus on development of a program for GS-13/14's. In response, the Agency will develop and offer the competitive Leadership Competency Development Program which will award leadership development courses/slots for this group.

V. Succession Plan


Organizations with effective succession planning efforts have common characteristics. One of those characteristics is the use of a variety of strategies that help build the continuity of talent needed for future succession. EEOC has already taken many steps to prepare its current and future leaders to meet and overcome expected challenges. Those strategies include the following:


The EEOC has a strong product to sell to those individuals looking for a meaningful and rewarding career. Through such initiatives as the EEOC Internship Program and EEOC Attorney Honor Program we believe that we can competitively recruit the very best talent.

Technical competencies identified as necessary for high performance through surveys of investigators, attorneys and mediators and their supervisors have been incorporated into vacancy announcements. Individuals hired into these positions will have the technical skills to be high performers and those who have leadership capabilities are expected to become future EEOC leaders. As we continue to identify competencies for the MCOs and other key positions we will refine the vacancy announcements.

The Agency has partnered with the Office of Personnel Management on an approach to streamline our hiring process. The Agency's standing registry has attracted 15,000 applications. Based on applicants' identified location preferences, OPM provides lists of qualified applicants to Agency offices electronically, thus making available a ready source of potential talent to fill positions as they become available and reducing time necessary to re-advertise the position. As budgetary resources permit, we will continue to implement these strategies as soon as feasible.

Another EEOC hiring initiative is to more actively solicit individuals with disabilities to apply for Commission position vacancies. Our vacancy announcements incorporate language to encourage applicants with disabilities to apply and provide the option for them to submit their applications by fax or online. These Schedule A applications are pulled as soon as they are received and are sent directly to the hiring location for first consideration. It is a goal of the EEOC to continue to be a National leader in hiring individuals with disabilities.

As previously mentioned, the EEOC's primary marketing and job announcement service for recruitment is the OPM managed which offers an integrated one stop online recruiting center for Federal employees - the Agency also links to this website from its official public website of . Although our primary recruiting portal is through USAJobs, we continue to explore alternative approaches to job advertisement to alert prospective employees to job opportunities at the Agency.

Combined with the Office of Human Resources objective of reducing the time it takes to hire new staff to 80 days, we plan to make the whole recruiting process more efficient, more effective, more responsive to the needs of the EEOC and to the prospective applicants. Through Agency participation in various recruitment outreach job fairs, and by partnering with veteran and disability organizations, many attractive aspects differentiate the EEOC from other employers, public as well as private, particularly our honorable mission and name recognition. Work is underway to continue with "branding" the Agency as an "Employer of Choice".

a. Recruiting Programs
1) EEOC Attorney Honor Program

The Honor Program was inaugurated in 2000 as a collaboration between the EEOC and the National Labor Relations Board (NLRB). The Honor Program is highly competitive averaging well over 300 applicants each year including third-year law students, judicial law clerks and graduate law students. Its purpose is to recruit the most qualified entry-level attorneys and train them for highly skilled legal work within each agency. Attorneys hired under the Honor Program are assigned to challenging positions, offering valuable legal experience and substantial individual responsibility. In an effort to broaden their legal experience, each Honor Program attorney is given the opportunity to rotate into different assignments within both the EEOC and the NLRB. In addition, Honor Program attorneys receive extensive training to ensure their legal proficiency and expertise in particular practice areas.

The Honor Program has enjoyed tremendous success in the recruitment and hiring of entry-level attorneys into the EEOC--so far, thirty-one attorneys have been hired through the Honor Program. These attorneys have come from all over the country; some directly from law school, and others from judicial clerkships. They have entered employment as Trial Attorneys in district offices, as Attorney-Advisors in our Headquarters in Washington, D.C., as litigators in the Office of Legal Counsel and as appellate decision-writers on appeals filed with the Office of Federal Operations. Many of the selectees have engaged or soon will be participating in temporary assignments to other offices as part of the Commission's efforts to offer broad exposure to the work of the Commission that is one of the goals of the Honor Program.

2) EEOC Internship Program

Internships at the EEOC are designed to provide high school, college, graduate and law students with the opportunity to gain hands on experience working on challenging projects and/or cases involving issues of Federal anti-discrimination law. Interns work closely with experienced attorneys and specialists on a variety of diverse assignments. Intern work assignments include legal research and writing, research and analysis of public policy developments, correspondence with Commission stakeholders on a range of discrimination-related issues, and assistance with charge intake and investigations. We encourage students of all majors to apply as our internship allows students to explore career fields in public service while gaining superior work experience. Internships are generally offered year-round on a rolling admission basis. Internships are unpaid volunteer positions, but we will work with students who are interested in applying for external stipends or academic credit.


The following describes various training and development resources/opportunities that the Agency currently offers-we are exploring other external training sources as well:

a. Executive Training

Various training opportunities have been provided to our senior executives and GS-15's including the OPM's Federal Executive Institute (FEI) and on-line training through the Harvard Business School Publishing (HBSP). The Agency has implemented a new policy directive 510.004, Training for Supervisors, Managers, and Executives) which requires that all senior executives prepare and annually update their Executive Development Plans (EDPs). The Agency is also exploring various educational opportunities for executives which will be described in an organizational plan for executive development to be prepared during FY 2012.

b. SES Candidate Development Program

The last EEOC SESCDP class graduated in FY 2003 with six individuals finishing the program and receiving certification by OPM. One of the graduates was selected to become a district director (SES position), two have left the Agency through retirement or transfer to another Federal agency (for an SES position), and three remain as GS-15's at EEOC.

An important question to be addressed is: why only one of the individuals who completed the SESCDP was selected for the positions available? It appears that the candidates were not required to complete mobility contracts as a requisite to participate in the program and have the option of turning down opportunities if they involve relocation. If the Agency does return to this type of development program, this will be a necessary requirement to participate in the program.

c. Management Development Institute (MDI)

Through the Management Development Institute, run by the Office of Human Resources Training and Employee Development Team, EEOC provides various levels of leadership development opportunities. These include:

Course Audience
Fundamentals of Performance Management All EEOC supervisors except senior executives.
New Manager Training Supervisors with less than one year supervisory experience.
DNA of Leadership (Emerging Leader Course) Employees who have been nominated by their office directors as potential supervisors and are eligible to become supervisors.
d. Mentoring Program

During FY 2011, the Agency implemented a pilot mentoring program which provided opportunities for 40 mentors to provide technical and leadership advice to 40 individuals (mentees) who indicated a desire to improve their competencies in selected areas. The Office of Human Resources, in collaboration with the Office of Equal Opportunity, selected an off-theshelf mentoring program popular with several Agencies who were recognized as having best practices in mentoring in the Federal Government. Throughout the pilot program, the Agency provided mentors and mentees opportunities to participate in formal training, self and program assessment and developmental activities designed to expose participants to a variety of learning activities.

Following a successful pilot phase, the Agency decided to continue the program through FY 2012. The Agency received 238 applications from employees interested in participating in the program, although enrollment was limited to 40 mentors and 40 mentees. The program demonstrates the Agency's commitment to developing and sustaining a well informed and high performance workforce that is continually learning and expanding its capacity to support the mission of the Agency while broadening the competencies and leadership skills of staff. It is also an important opportunity to foster transfer of tacit knowledge within the Agency.

e. On-Line Learning

The Agency has contracted with Skillsoft to provide 400 online learning slots to EEOC employees as part of its Employee Development Center (EDC). A leadership and management curriculum is part of the course catalog and available to all levels of employees interested in further developing these skills. The leadership curriculum is mapped to the OPM ECQs.

f. Individual Development Plans (IDPs)

The Chief Human Capital Officer issues guidance regarding the importance of preparing and implementing individual development plans as a cooperative agreement between an employee and his/her supervisor. In support of this activity, the Agency issues quarterly calls encouraging employees to submit requests for funding to participate in training programs and attend conferences. Further, as a way to promote the use of the EDC on-line learning resource and foster discussions regarding career development between employees and their supervisors, staff are required to submit IDPs signed by the employee and his/her supervisor listing at least three online courses in order to access one of the registration slots. This is also a particularly valuable opportunity for employees to express their interest in leadership development.

The Agency is preparing a three to five year Leadership Competency Development Plan for supervisors and managers which will include competency mapping to link the 28 Executive Core Qualifications and reflects the results of the OPM Leadership 360 Degree Assessments conducted in FY 2011. It will reflect the use of a variety or training sources including on-line training, webinars, classroom training, independent study, conferences, etc. providing a guide to leaders regarding expectations for their future development. It is also intended to address training requirements identified by OPM in 5 CFR Part 412, Supervisory, Management, and Executive Development.

VI. Implementation and Communication


Because this Leadership Succession Management Plan has been evolving over a significant period of time, many of the activities and steps initially considered have already been accomplished. Versions of the plan have been presented to the Executive Resources Board on at least two occasions and have been reviewed and approved by the Office of the Chair. This document identifies a variety of approaches, plans, and programs which include those already implemented as well as others currently being developed, considered, or planned. The following chart includes the status of those actions which were initially identified when the Agency began work on a Leadership Succession Planning "Framework."

Planned Dateof Completion Completed
Establish Competitive Selection Process for FEI's "Leadership for a Democratic Society"

Complete OPM Leadership 360º Assessment

Implement Mentoring Program

Deliver "DNA of Leadership" Course

Implement 5CFR Parts 410 and 412 through new Training Orders

Complete and Disseminate Prepare Leadership Succession Management Plan

Approve & Disseminate Plan
FY 2012
Prepare Plan for Development of Development Plan EEOC Executives
FY 2012
Analyze and Apply Results from OPM Leadership 360º Assessment Survey
FY 2012
Implement Leadership Competency Development Plan
FY 2012
Study Application Patterns for District Director and Regional Attorney Positions
FY 2013
Implement Automated Talent Management System
FY 2013
Metrics Evaluation
See chart for collection schedule

The chart below lists those activities which we will continue to consider and reference has we communicate the elements and steps in the Agency's Leadership Succession Management Plan:

Stage Major Activities
  • Determine an appropriate message
  • Develop communication materials
  • Continue to integrate with existing programs
  • Develop succession strategies
  • Begin publicizing the succession management program
(Activation and Commitment)
  • Implement new succession strategies for recruitment, selection, development, and retention of leaders
  • Build elements of succession management into existing leadership courses and other activities, as appropriate
  • Collect data for metrics
  • Continue promoting succession management program
  • Brief supervisors on importance of succession management
  • Gather data from existing sources
  • Develop new data sources
  • Establish ongoing evaluation process


In order to provide oversight to the implementation and management of succession planning in the Agency, a Leadership Succession Planning Committee will be included as part of the ERB. The ERB is comprised of EEOC executives and oversees aspects of the SES and advises the Chair. This committee will be responsible to the ERB for providing an overview of succession management and leadership development from a corporate perspective and ensure that succession management benefits the EEOC.

VII. Monitoring, Evaluation and Accountability


EEOC realizes the importance of measuring the effectiveness of all succession management programs and activities, including its approach for making continuous improvements and ensuring that succession targets and outcomes are realized. Training and development activities are a major component of succession management programs. Therefore, evaluating the effectiveness of training and development activities will be an integral component of the evaluation of the whole succession management program. The primary purpose of evaluation data is to make decisions. Consequently, EEOC will evaluate the Agency's Leadership Succession Management Plan using a variety of mechanisms, including metrics as indicated in the chart on the following page:

Evaluation of EEOC's Leadership Succession Management Plan
Measure Purpose Measurement Approach Frequency Who Is Responsible
Employee satisfaction with leadership To determine the extent to which employees hold their leadership in high regard, both overall and on specific facets of leadership Employee survey Annually OHR/OPM
Post-Program Participant Placement Rate To determine program participant placement rate of those in Candidate Development Programs Data collected on post program placement rates as compared with Government-wide SES "promotion" rates As SES positions are filled OHR
Difference between competencies needed and competencies possessed by managers and leaders* To determine the extent to which competency gaps are being closed for Management and Leadership Competencies Assessment of competency gaps using FCAT-M and other assessment resources Every 3 years OHR
Program compliance with merit system principles and related laws, rules, and regulations* To determine that decision, policies, processes, and practices comply with merit system principles, and related laws, rules, and regulations governing Leadership Succession Management Compliance assessment of programs: SES Candidate Development Program and/or focus groups with leaders and employees. Incorporate into audit activities Independent Audit Team
Percentage of corporate leadership positions filled from internal sources, other Government sources (including military) and non-Government sources To determine the extent to which internal succession planning efforts result in the selection of leaders in corporate leadership positions Data collected on recruitment sources when leaders are selected for corporate leadership positions As positions are filled OHR
Average time from date vacancy announcement closes to date offer is made (expressed in working days) for corporate leadership positions To determine the extent to which succession planning efforts are allowing the Agency to fill corporate leadership positions in a timely manner Data collected on time to hire As positions are filled OHR
Bench Strength Index To determine that plans are in place to mitigate corporate leadership succession risks Any profile sheet that indicates that a corporate leadership position is at "high risk" must have an aggressive action plan to address what will be done to reduce the risk rating Semi-Annually OHR

B. OPM/GAO Factors for Successful Succession Planning

The factors on the following page are used by OPM and GAO to determine the effectiveness of agencies' succession planning and by EEOC's Office of the Inspector General to evaluate the success of EEOC's plan. Comments in the "EEOC's Approach" column represent OHR's assessment of the factor.

Success Factor EEOC'S Approach
Commitment and Active Support of Top Leadership Drafts of the Leadership Succession Management Plan have been reviewed by the ERB and the Chair. Feedback was provided by the SES Council regarding a proposed Executive and Senior Leader Development Program. A revised version will be presented to the Chair and ERB in the second quarter FY 2012 for approval.
Direct link between the organization's mission, its strategic plan and outcomes. The Plan supports the Agency's workforce planning goals identified as part of the EEOC draft Human Capital Plan for FY 2011-2014.
Identification of critical skills and competencies that will be needed to achieve current and future programmatic goals In FY 2007 & FY 2008 the Agency participated in the OPM Federal Competency Assessment Tool for Managers (FCAT-M) and partnered with OPM during FY 2011 to administer its Leadership 360º Assessment to all levels of EEOC supervisors, managers and executives.
Development of strategies to address gaps in mission critical and other key positions. The "DNA of Leadership" course has been implemented and includes emphasis on the OPM ECQ competencies. The competencies will also be incorporated in other leadership and management courses offered through the EEOC management Development Institute. The "DNA of Leadership" will be delivered again in May 2012.
Leadership Training programs that include formal and informal training for all levels of supervisors, managers and potential leaders. MDI courses and on-line (Skillsoft) training courses offer development activities for all levels of supervisors, managers and emerging leaders. The "Leadership Competency Development Program" will also be designed and implemented to focus on mid-level supervisors and managers.
Strategies for addressing specific human capital challenges such as diversity, leadership, capacity and retention. The Office of Human Resources and the Office of Equal Opportunity collaborated to develop and implement a mentoring program in FY 2011-it continues in FY 2012 with 40 mentor/mentee partners. The Diversity and Inclusion Plan was developed in FY 2012 to address ways to improve diversity and inclusive workforce.
A process for evaluating costs and benefits of succession planning efforts and the return on investment it provides the organization. This is being developed.

VIII. Summary

The EEOC has analyzed past employment trends and projected what the future may hold for our leadership. Considering that future generations of employees (X, Y and Millennium) bring different approaches to work and careers, we must remain vigilant regarding the process for assuring that we have able and ready future leaders. This may entail recruiting more leaders from external sources if the Agency experiences the mobility which some individuals use to characterize these future generations. While initially this may appear to present a challenge for the Agency and the Federal Government as a whole, it also offers an opportunity to recruit and develop individuals with competencies necessary to be future leaders.

Identifying, assessing, and developing leadership competencies among Agency staff and recruiting individuals with high performance attributes summarizes the overall approach to EEOC's management of leadership succession planning. Through this process we will grow or recruit individuals able to effectively advance EEOC into the future. Plans are currently underway to develop a Talent Management System which will include an automated competency assessment system to assist in identification of competencies not only for leaders but for all Agency positions, thus encouraging high performance at all levels. Workforce planning and implementation of the EEOC Human Capital Plan for FY 2012 - FY 2016 will provide structure and guidance for Agency human capital decisions.

In order for this plan to be successfully implemented, we recommend that all EEOC supervisors, managers, and executives read and be familiar with this plan and understand their important role as potential recruiters, managers of their career development, and advocates for high performance. We recommend that:

  • Essential funding continue to be made available for internal leadership developmental programs offered through the MDI as well as for external training programs such as FEI and those identified through the quarterly IDP training requests;
  • Leaders at all levels continue to participate in competency assessments such as the OPM Leadership 360Ëš Assessment in order to examine their strengths and areas for improvement and explore various resources to enhance their leadership and management competencies;
  • Developmental opportunities/programs be provided for staff at GS-13/14 level to prepare these individuals for bridging into leadership positions;
  • Individuals be recruited who possess competencies which have been identified as necessary for high performance in the specific position;
  • A pipeline be maintained of non-supervisors and supervisors with the right competencies who are ready to step into future leadership positions;
  • Executives continually look for opportunities to enhance their leadership qualifications and use the Executive Development Plan as a means for identifying future development activities/opportunities;

We expect this plan to be a fluid approach and will need to be re-considered on a periodic basis to meet the changing needs of the Commission's employees, leaders, and stakeholders.

Appendix A

Executive Core Qualifications (ECQs)

The Executive Core Qualifications (ECQs) define the competencies needed to build a Federal corporate culture that drives for results, serves customers, and builds successful teams and coalitions within and outside the organization. The Executive Core Qualifications are required for entry to the Senior Executive Service and are used by many departments and agencies in selection, performance management, and leadership development for management and executive positions. OPM's Guide to the Senior Executive Service Qualifications provides detailed information on the Executive Core Qualifications.

Executive Core Qualifications:

Fundamental Competencies

ECQ 1: Leading Change

Definition: This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an organizational vision and to implement it in a continuously changing environment.

Creativity and Innovation

Develops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes.

External Awareness

Understands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders' views; is aware of the organization's impact on the external environment.


Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.


Deals effectively with pressure; remains optimistic and persistent, even under adversity. Recovers quickly from setbacks.

Strategic Thinking

Formulates objectives and priorities, and implements plans consistent with the long-term interests of the organization in a global environment. Capitalizes on opportunities and manages risks.


Takes a long-term view and builds a shared vision with others; acts as a catalyst for organizational change. Influences others to translate vision into action.

ECQ 2: Leading People

Definition: This core qualification involves the ability to lead people toward meeting the organization's vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.

Conflict Management

Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.

Leveraging Diversity

Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.

Developing Others

Develops the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.

Team Building

Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.

ECQ 3: Results Driven

Definition: This core qualification involves the ability to meet organizational goals and customer expectations. Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.


Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules.

Customer Service

Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement.


Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions.


Positions the organization for future success by identifying new opportunities; builds the organization by developing or improving products or services. Takes calculated risks to accomplish organizational objectives.

Problem Solving

Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations.

Technical Credibility

Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.

ECQ 4: Business Acumen

Definition: This core qualification involves the ability to manage human, financial, and information resources strategically.

Financial Management

Understands the organization's financial processes. Prepares, justifies, and administers the program budget. Oversees procurement and contracting to achieve desired results. Monitors expenditures and uses cost-benefit thinking to set priorities.

Human Capital Management

Builds and manages workforce based on organizational goals, budget considerations, and staffing needs. Ensures that employees are appropriately recruited, selected, appraised, and rewarded; takes action to address performance problems. Manages a multi-sector workforce and a variety of work situations.

Technology Management

Keeps up-to-date on technological developments. Makes effective use of technology to achieve results. Ensures access to and security of technology systems.

ECQ 5: Building Coalitions

Definition: This core qualification involves the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals.


Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.

Political Savvy

Identifies the internal and external politics that impact the work of the organization. Perceives organizational and political reality and acts accordingly.


Persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals.

Appendix B

Cumulative Retirement Eligibility Projections, Chart #2, Page 11
Position Retirement Elig FY Count Cum Count Percent Cum %
AJ'S Eligibility 2011 27 27 24.1% 24.1%
AJ'S Eligibility 2012 4 31 3.6% 27.7%
AJ'S Eligibility 2013 1 32 0.9% 28.6%
AJ'S Eligibility 2014 5 37 4.5% 33.1%
AJ'S Eligibility 2015 9 46 8.0% 41.1%
AJ'S Eligibility 2016 5 51 4.5% 45.6%
ATTORNEYS Eligibility 2011 58 58 14.8% 14.8%
ATTORNEYS Eligibility 2012 5 63 1.3% 16.1%
ATTORNEYS Eligibility 2013 10 73 2.6% 18.7%
ATTORNEYS Eligibility 2014 11 84 2.8% 21.5%
ATTORNEYS Eligibility 2015 15 99 3.8% 25.3%
ATTORNEYS Eligibility 2016 5 104 1.3% 26.6%
INVESTIGATORS Eligibility 2011 195 195 20.7% 20.7%
INVESTIGATORS Eligibility 2012 26 221 2.8% 23.5%
INVESTIGATORS Eligibility 2013 32 253 3.4% 26.9%
INVESTIGATORS Eligibility 2014 26 279 2.8% 29.7%
INVESTIGATORS Eligibility 2015 39 318 4.1% 33.8%
INVESTIGATORS Eligibility 2016 22 340 2.3% 36.2%
MEDIATORS Eligibility 2011 38 38 38.0% 38.0%
MEDIATORS Eligibility 2012 5 43 5.0% 43.0%
MEDIATORS Eligibility 2013 3 46 3.0% 46.0%
MEDIATORS Eligibility 2014 8 54 8.0% 54.0%
MEDIATORS Eligibility 2015 5 59 5.0% 59.0%
MEDIATORS Eligibility 2016 0 59 0.0% 59.0%
OTHER POSITIONS Eligibility 2011 196 196 20.8% 20.8%
OTHER POSITIONS Eligibility 2012 43 239 4.6% 25.4%
OTHER POSITIONS Eligibility 2013 33 272 3.5% 28.9%
OTHER POSITIONS Eligibility 2014 31 303 3.3% 32.2%
OTHER POSITIONS Eligibility 2015 45 348 4.8% 37.0%
OTHER POSITIONS Eligibility 2016 28 376 3.0% 40.0%
ALL Eligibility 2011 514 514 20.7% 20.7%
ALL Eligibility 2012 83 597 3.3% 24.0%
ALL Eligibility 2013 79 676 3.2% 27.2%
ALL Eligibility 2014 81 757 3.3% 30.5%
ALL Eligibility 2015 113 870 4.5% 35.0%
ALL Eligibility 2016 60 930 2.4% 37.4%