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Outcome Objective 4.1

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Outcome Objective 4.1: A productive, technically competent and diverse workforce that takes into account current and future technical and professional needs of the Commission.

Performance Measure 4.1.1


Performance Measure 4.1.1: Percentage of fiscal year program development objectives met under CFTC pay for performance authority.
Status: Effective
Data Source: Memoranda and policy documents published on the CFTC intranet.
Verification: The NFC personnel/payroll system documents merit pay and benefits changes. Memos on the CFTC intranet document program changes and the status of pending program reviews by the Pay Parity Governance Committee.
ACTUAL
FY 2006
ACTUAL
FY 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
PLAN
FY 2009
100% 100% 100% 100% 100%

Lead Program Office

Office of Human Resources

Performance Analysis & Review

The Commission met all objectives for FY 2009. These objectives largely completed the multi-year plan to implement a merit-based system of total compensation parity under the agency’s statutory compensation authority. All employees contributed to this goal by providing input to the development of the enhanced awards program and the selection of new benefits programs to close the total compensation gap with its benchmark pay parity agencies. The process of confirming and maintaining parity continued to rely on this participative, transparent approach, which included employee focus groups and the publication of statistics on awards and performance ratings. The CFTC efforts have resulted in meeting its goals to recruit and retain skilled employees and in its third consecutive biennial Best in Class ranking by the Partnership for Public Service in the area of Pay and Benefits, based on all-employee surveys on the CFTC work environment. The Pay Parity Governance Committee completed the first of several stages in its review of agency position classification practices, as part of what will be ongoing maintenance of merit pay parity.

Performance Highlights

Performance Measure 4.1.2


Performance Measure 4.1.2: Average number of days between close of vacancy announcement and job offer, per Federal standards of 45 days or less.
Status: Moderately Effective
Data Source: Running account on status of the priority hiring initiative is updated and distributed weekly to agency offices and divisions.
Verification: Vacancy announcements with opening and closing dates are published on the Commission’s Web site. Offer letters to candidates are filed in the candidate’s official personnel folder and maintained in OHR.
ACTUAL
FY 2006
ACTUAL
FY 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
PLAN
FY 2009
76 84 59 57 45

Lead Program Office

Office of Human Resources

Performance Analysis & Review

The FY 2009 priority hiring initiative to fill 95 positions was a success that built on improvements made since last year by all participants in the hiring process. While OHR aims to meet the 45-day government-wide standard, the unusually heavy recruitment needs and the difficulty inherent in targeting highly-skilled professional positions make the 45 days a stretch goal. The results warrant an assessment of moderately effective because the combined efforts of hiring officials and OHR resulted in continued progress in reducing time to hire during a year of huge FTE growth.

Based on lessons learned in filling 65 positions during FY 2008, which was the first major recruitment effort by the agency in several years, OHR took steps to facilitate more rapid appointment of highly-qualified candidates. These efforts included seminars for selecting officials on their role in the hiring process and enhanced weekly reporting on the anticipated and actual time spent on each step in the recruitment process. The reduction in the time required to fill many more positions than last year benefited from senior management support for this effort as a primary agency priority, despite continuing extraordinary demands on the agency to respond to market events. A job market very favorable to employers also resulted in a huge volume of applications, each of which required careful, substantive review.

The selecting officials and OHR staff continue to refine job requirements and recruitment strategies as well as streamline processes and improve use of automation to further reduce the time required in future years to efficiently process these enormous candidate pools. OHR has created a Hiring Roadmap for use in FY 2010 that describes the opportunities we will exploit to further build this agency capacity to bring on new employees quickly. In light of this context, actual results for this measure represent an effective outcome for an effort to increase agency headcount by an extraordinary percentage in a brief period.

Performance Highlights

Performance Measure 4.1.3


Performance Measure 4.1.3: Rate of employee turnover, exclusive of retirements.
Status: Effective
Data Source: Records entered in the NFC personnel/payroll system to effect each action, with crosscheck compilation and summary report by CFTC’s Office of Financial Management (OFM).
Verification: Each turnover action is recorded in the NFC personnel/payroll system and is daily tracked by OFM to project the status for the fiscal year.
ACTUAL
FY 2006
ACTUAL
FY 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
PLAN
FY 2009
3.6% 3.9% 2.4% 1.9% 3.6%

Lead Program Office

Office of Human Resources

Performance Analysis & Review

CFTC exceeded its goals for employee retention during FY 2009. This is a vital measure of Commission success in building and sustaining a work environment that makes it an employer of choice for a workforce with the mission-critical competencies that are in high demand in the labor market. Successful staff retention is important because it protects the Commission’s knowledge base, optimizes the availability of trained staff to meet workload demands, and minimizes the costs of repeated recruitment and development of replacement hires. Over time, it has been a challenge to meet this goal in light of the compensation offered by competing employers. In response, the CFTC continues to use its pay parity authority to attract candidates with an attractive package of total compensation and retain them by maintaining an outstanding work environment offering professional growth opportunities.

Performance Highlights

Performance Measure 4.1.4


Performance Measure 4.1.4: Percentage of employees in mission-critical positions rating themselves at “extensive” or higher level of expertise on Strategic Workforce Planning Survey.
Status: Effective
Data Source: Self-assessments of over 95% of agency employees who completed the FY 2008 online Strategic Workforce Planning Survey.
Verification: The aggregate statistical results of this annual survey were presented to executive management January 2008. The data elements on the self-assessment of agency employees captured the percentage of total headcount rating themselves at the “extensive” or higher level of expertise.
ACTUAL
FY 2006
ACTUAL
FY 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
PLAN
FY 2009
37% 45% 78% 43% 55%

Lead Program Office

Office of Human Resources

Performance Analysis & Review

While the CFTC-wide survey results did not meet the ambitious goal for this measure, they continue a positive trend —when plotted over several years—that is noteworthy considering the large number of senior experts who retired and the major influx of junior trainees during this period. Given the highly specific skill sets required by the CFTC mission, these departures and arrivals certainly affect the supply of talent, which in key areas must be developed, to a degree, in-house. This refreshing of Commission expertise is continual and a sign of healthy adaptation to changing market oversight needs, so we do not expect a linear expertise level increase during times of turnover and increasing headcount.

Since the overall objective of the strategic management of human capital is to have competent employees in each position, this measure indicates that the Commission continues on track with a successful set of training and other initiatives to recruit, develop, and retain the critical skills needed to meet mission requirements. Contributors to this trend include success in recruiting and training highly-competent staff and supporting them with ongoing career development resources, such as online courseware and in-house Industry/Legal/Technical seminars that capture and share the knowledge of agency experts. In addition, mandatory quarterly performance reviews heighten understanding of the critical elements for success in meeting individual duties and responsibilities.

For the future, the imminent issuance of the Commission’s new Professional Development and Succession Management Program will help plan the targeted development of the specific skills needed by the agency. The goal is to have not only a significant core percentage of the workforce with the key skills it needs today, but a learning environment that helps its employees continually update their expertise, so they remain as flexible and innovative as the markets it oversees.

Performance Highlights

Performance Measure 4.1.5


Performance Measure 4.1.5: Percentage of underrepresented groups among new hires.
Status: Effective
Data Source: Documentation consists of self-identification provided by new hires when they enter on duty, creating a data element that is also a required entry in the NFC employment record.
Verification: Results represent compilation of all available self-identification form results, whether on hard copy or from the NFC database.
ACTUAL
FY 2006
ACTUAL
FY 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
PLAN
FY 2009
12.5% 42.1% 23.0% 24.0% 27.0%

Lead Program Office

Office of Human Resources

Performance Analysis & Review

The agency improved its performance for this measure over last year. OHR consulted with the Office of Equal Employment Opportunity to set a 27 percent goal that approximates the diversity of the Nation’s workforce. Achieving an outcome near that level reflects the success of all agency participants in preparing for the major initiative to bring on over 95 permanent new hires, including paid advertisements and other targeted recruitment efforts. During FY 2009, CFTC continued to use its updated and expanded email contacts for the distribution of agency vacancy announcements, while continuing a very substantial summer employment program. Summer hiring increases its current and future visibility to a diverse pool of candidates, by encouraging a broad base of individuals to consider the Commission as a permanent employer when they complete their education. As in the past, the Commission’s offices and divisions drew on a diverse pool of selecting officials to represent the Commission during the recruitment process. These ongoing efforts build on and reinforce one another, assuring CFTC can continue to secure the benefits of a diverse workforce.

Performance Highlights