Strategic Objective 2.1: Treat People as the Cornerstone of Our Success
AOC’s strategies for this objective include:
• Enhancing opportunities for personal and professional growth.
• Strengthening our programs and strategies to attract and retain outstanding employees.
Discussion: In FY 2014, AOC’s Training and Employee Development (TED) Branch implemented a “New Year, New You” career coaching program. TED’s coaching services provided guidance and advice to enhance employees’ professional contributions to AOC’s mission. Whether employees are beginning their training path or making a professional shift, TED provides help by assessing what they can do to take control of their career. A series of classroom training programs coupled with individual assessments in communication styles, conflict resolution, and career interests have fostered professional enrichment and identified opportunities for growth.
AOC also developed the Career Coach Concept in conjunction with the “New Year, New You” program. This initiative, designed to foster personal growth, is devoted to helping employees stay challenged and sustain personal and professional growth by broadening their skill sets. The series is founded on the principle that career development is a two-way commitment that employee and employer make together. In this scenario, the employee commits to acquiring the skills and knowledge needed to stay valuable, and the employer commits to supporting the employee by offering opportunities for growth and development.
Additional FY 2014 activities focused on strengthening facilities management talent by starting a new ExCEL program for the trade group from the AOC House Office Buildings, AOC Library Buildings and Grounds, AOC Capitol Building and AOC Supreme Court Building and Grounds jurisdictions. Through the ExCEL program, participants are exposed to different techniques and approaches for their jobs, trades or skills.
AOC also undertook efforts to cultivate and develop workforce talent. For example, TED collaborated with the Historic Preservation Officer to incorporate new training programs for the stone masons responsible for the stone exterior of the U.S. Capitol and other buildings on Capitol Hill. These programs support AOC’s Preservation Policy and Standards, including its construction material and product recommendations.
And finally, AOC undertook two additional efforts to strengthen supervisory skills. The Human Capital Management Division developed and disseminated the AOC Performance Management Toolkit, providing further guidance for performance management and disciplinary matters—placing an emphasis on employee/supervisory communication regarding performance expectations and outcomes throughout the rating period. At the same time, the Equal Employment Opportunity and Diversity Programs Office (EEO/DP) continued implementing the 8-week “Building Leaders” initiative to develop leadership skills of first-line supervisors. To date, 95 supervisors have successfully completed the program. Since their graduation, a significant number of participants reached out to EEO/DP to inquire about regroup sessions, which shows that they are invested in the program and look forward to continuing their learning. Several supervisors have also asked EEO/DP for assistance in team building, shop feedback sessions, and proactive conflict resolution activities. These efforts were initiated solely by participants of the Building Leaders Program and appear to be the result of looking at things and thinking differently.
AOC introduced a new indicator last fiscal year to measure success against this strategic objective—participa- tion in the Architect’s Mobility Program (AMP). Table 22 provides the FY 2014 overview for this performance indicator. This program offers career opportunities for employees who occupy “career limiting” positions and lack qualifying experience to enter other career fields. As part of AOC’s aim to become an “employer of choice,” this program addresses the agency’s commitment to supporting employees in the development of their full potential while providing continuity of talent and critical trade skills. The indicator is a measure of opportunities for professional growth offered to AOC’s workforce.
TABLE 22: Performance Indicator—Participation in the Architect’s Mobility Program, See Full Report, Page 70
The participation in the Architect’s Mobility Program indicator measures the proportion of positions available in the program that were filled. Participation in the program is an indicator of the extent to which employees take advantage of the opportunities for professional growth that AOC provides. In FY 2012, AOC re-designed the program and enrolled four employees. In FY 2014, AOC established a target of 100 percent participation (i.e., fill all available AMP positions). AOC also expanded the AMP program to two more trades: Sheet Metal Mechanic Trainee and
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184