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