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Strategic Management of Human Capital Goals and Objectives

Human Capital Goal 3: Performance Culture

EOIR’s third goal area is to further develop a human capital management system that engages, develops, and inspires a diverse, high-performing workforce by creating, implementing, and maintaining effective performance management strategies, practices, and activities that support mission objectives.

Key Accomplishments:

  • EOIR in collaboration with OPM recently completed the report “Organizational Design and Workforce Planning: Recommendations Report.”  This report reviewed EOIRʼs current state structure and proposed policies and processes for workforce planning and position management. EOIR also requested OPMʼs assistance with prioritizing and planning staffing to help increase effectiveness and efficiency of EOIRʼs workforce management.

Initiatives: 

Continuous Learning

  • Expand availability of trainings, including free Continuing Legal Education (CLE) classes for all attorneys.

    • EOIR partnered with Westlaw LegalEdcenter, and more recently, with Practicing Law Institute to provide all EOIR attorneys free and unlimited access to Continuing Legal Education courses.

    • Annual training on asylum law conducted by the DOJ Office of Immigration Litigation (OIL).

Performance Management

  • Assess judges’ satisfaction with the judge performance appraisal program’s equity, utility, and accuracy and implementing a process to periodically evaluate EOIR’s performance appraisal program to enable EOIR to gauge the program’s effectiveness.

Diversity, Equity, Inclusion and Accessibility (DEIA)

  • Expand DOJ training curriculum to incorporate DEIA elements that identify and address barriers to DEIA and increase awareness of DEIA topics, including:

    • Mandatory psychological safety training.

    • Incorporating DEIA into our skills gap analysis to help determine where we can improve from a diversity standpoint.

  • Use telework and remote work as an effective recruitment and retention strategy consistent with DOJ policy 1200.1, and enhance efforts to employ and accommodate people with disabilities.

  • Ensure compliance with section 508 of the Rehabilitation Act of 1973 and enhance access to assistive technology.

  • Develop robust training for preventing and addressing workplace harassment.

Engaged Employees

  • EOIR’s Rebranding Committee brainstormed and is in the process of implementing teambuilding activities across EOIR, including:

    • Periodic in-office planned group luncheons/holiday office parties

    • Office Spirit Week

    • Decompression spaces and activities

    • Cookouts/picnics

    • Volunteer activities

    • After-work social activities

    • EOIR family days

    • Local sporting events/office sports team

    • Dinners hosted by management

  • Encourage EOIR employees to provide feedback to better assess how employees jointly experience the policies, practices, and procedures characteristic of their agency and its leadership.

Collaboration

  • Receive from and send detailees to other components.

  • MOU with other agencies to collaborate on special projects.

  • Labor/Management Partnership

    • EOIR is also implementing an array of initiatives designed to boost communication between leadership and staff, including quarterly Assistant Director/Deputy Assistant Director forums and EOIR-wide Town Halls.

      • Quarterly forums will encourage the free exchange of information among the leadership of the EOIR subordinate offices while promoting communication among different work units.

        • This will assist in the development of a stakeholder communication plan, reduce informational silos, and improve coordination and awareness between components to encourage unity of effort.

        • These forums could also serve as a venue for the Executive Leadership to disseminate strategy and guidance and serve as a laboratory of innovation for new strategies and polices that may prove beneficial to EOIR.

      • Quarterly Town Halls will directly address employee concerns and will provide a venue both for employees to express their feedback and for Executive leaders to share the latest news and information with all components.

        • This will reduce informational silos and improve coordination and awareness among components to encourage unity of effort.

    • In connection with its effort to improve communication, EOIR recently launched a series of listening sessions with the Office of the Ombuds and the Equal Employment Opportunity Office, jointly met with each component and every court nationwide.

      • During these listening sessions, staff are encouraged to share their feedback, which is then collected, without attribution, and shared with EOIR leadership. 

Work-Life Balance

  • Utilizing telework and remote work as an effective recruitment and retention strategy consistent with DOJ Policy Statement 1200.1, especially as a tool to retain specialized workers, recruit specialized or hard-to-fill positions, and address office space limitations.


EOIR Accountability Measures and Milestones

Action Strategy Measure(s)/Milestone(s) Timeframe Owner
Federal Employee Viewpoint Survey Increase % of FEVS response rates Annual OOD, OA, Policy
Improve Employee Engagement index score Improve the DOJ FY25 FEVS employee engagement index score by 2 Annual OOD, OA, Policy
FEVS manager ability In FY24, improve the average score on FEVS questions measuring a manager’s ability to inspire employee collaboration, creativity, and innovation to 62 percent. The FY23 score was 57 percent. Annual OOD, OA, Policy
Ability to access talent outside of traditional roles and occupations # of details Annual OA
Conduct DEI Training # of DEI Trainings completed Annual Policy, OOD
Increased rates of internal mobility for certain occupational series # of employees who were able to move into their desired positions with EOIR Annual OA, OOD
Number of OPM foundational competencies which are mapped to at least one training module and/or resource. Ensure that 100 percent of OPM’s foundational leadership competencies are mapped to specific online learning modules and resources by the end of FY24. Annual OA, OOD, Policy
Implicit bias and interviewing skills training. By the end of Q4 FY24, the goal is to have 50 percent of individuals involved in the hiring process to have taken implicit bias and interviewing skills training within the last three years. Annual OA, Policy, OOD
Reduce gender disparity attrition By the end of FY24, reduce the gender disparity attrition rate to 1.32 percent. The FY22 baseline was 1.36 percent. Annual OA
Percentage of component human resources staff trained in SES and SL position classification. Provide SES/SL position classification training to 100% of component human resources functional staff by the end of FY 25. Annual OA