Readers' Comments
Total Comments: 6
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HR and EEO: Why We Can Be Friends (Part Two)
Total Comments: 6
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August 21, 2008
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With Regards to NSPS and HR and EEO
DOD
Wed Jun 4, 2008 9:16 AM
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Just want to clarify a point. NSPS will worsen the problems of HR and thousands more EEO complaints are about to be filed. Since NSPS is a manifestation of managements inability to manage government employees appropriately, NSPS will only exacerbate contentious issues. NSPS must be thrown away because its fundamental foundation was wrong. Under the GS system, management was stepping into supervisor positions when thay had no training, education, or experience. Then, inexperienced management claimed that the cumbersome GS system was failing them; while in reality the truth of the matter was that management over-reacted and changed a whole system in an attempt to remedy their own shortcomings. Now they have created the NSPS system which is quadruple the management burden and ruins morale of the employee and the manager. Quite frankly Mr Opperman, I wish you'd stop your bizarre analysis and try to help civilians by reporting the full truths instead of these fractured perspectives.
I Know
DOD
Wed Jun 4, 2008 9:48 AM
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I was once an EEO Chief Counselor. I am now a union officer. In all fairness to the personelists, they are cut & reduced like many other government workers. They view the EEO person as an outsider, who may question & perhaps even challenge what they do. They don't have time for it, among other reasons such as pride & self interest. Their greatest sin is telling employees that management can do anything that they want. We in the union office snicker at this & keep on winning grievances. Therefore, I don't have too much sympathy for civilian personnel.
Excellent article and diaglogue
Interior
Wed Jun 4, 2008 9:56 AM
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Getting EEO Specialists to volunteer their time to work in HR and get their hands "dirty" is like pulling teeth from a saber-tooth tiger. EEO folks believe it beneath them to learn by doing to understand the staffing dynamics and repetitive work involved in classification and performing qualificaitons determinations. Instead, EEO folks tend to volunteer and most often transgress into the more visible, photo-op types of "work" such as attending conferences and other recruiting events in the name of "diversity." What a joke! HR folks on the other hand have no sensitivity to EEO, diversity or flexibility or exceptions of HR rules and regulations unless it involves their friends, relatives or are seeking a way to ingatiate themselves to a mgr. HR offices no longer have uniform and consistent practices even within their own agency requiring noncompetitive applicants for example to compete when their own merit promotion policy exempts noncompetitive elgibles from having to compete, etc.
What is wrong with the Picture??
DOI
Wed Jun 4, 2008 10:36 AM
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I am supervised by the HR Officer and I do all of the analysis, reports (including MD-715) and all EEO does is sign off on the MD-715 reports. EEO does not have any skills in recruitment, classification, staffing, etc. Yet their PDs reflect that they do this work. Furthermore, our HR Officer is part of the Leadership Team, but they exclude the EEO Officer from this team. Bottomline, what is the message here?
HR/EEO
Treasury
Wed Jun 4, 2008 11:46 PM
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As a former Personnel Officer and later an EEO Investigator, I've worked "both sides of the street." In my experience, most EEO Complainants pursue EEO complaints because they are 1) desperate for someone to listen to them, 2) have no other options to voice a concern about a workplace problem, or 3) are chronic complainers and EEO will "listen" to anyone about virtually anything. HR over the years has been reduced to almost a clerical operation in many agencies, simply processing vacancy announcements and such. The result is that HR is often perceived as non-responsive to and/or disinterested in employee problems.
Many years ago, at the beginning of my Federal career, I attended an "Upward Mobility" conference and had the temerity to state that "if personnel systems were working, we wouldn't need Upward Mobility programs." By that, I meant that if the "merit system" really focused on merit and the most qualified people were promoted etc, we wouldn't have needed a program to help promote women and minorities. That was somewhat heretical in the EEO arena, but I believe it's even more true today than it was 30+ years ago. HR in general, has been reduced to a role as management clerk and the "merit system" is mostly irrelevant to most managers, at least top level managers. The only outlet for many employees to even attempt to redress wrongs in the workplace is EEO. And for the most part, the EEO organizations in most agencies is simply not up to the task.
Diversity
NAVSISA
Tue Jun 17, 2008 8:38 AM
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I noticed in Example #2 that you did not mention Native Americans. They still exist. Many of them are well educated, intelligent people with much to offer. It might also be noted that per capita the Native Americans have the highest percentage of veterans of any ethnic group in America.