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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 USDA National Finance Center (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 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
ACTUAL
FY 2010
PLAN
FY 2010
100% 100% 100% 100% 100%

Lead Program Office

Office of Human Resources (OHR)

FY 2010 Performance Results

100%

Performance Analysis & Review

The Commission met all objectives for FY 2010. Each new program development objective was recommended by the Pay Parity Governance Committee as a timely next step in maintaining a merit-based system of total compensation parity under the agency’s statutory compensation authority. The committee’s primary accomplishment was publication of its review of job classification under our CT pay system. It was timely to examine how CT pay had evolved since its launch in 2003. The committee studied the classification system, the career ladders of agency positions, and the degree of internal and external parity or alignment provided by the system. By implementing all the actions recommended in the report, CFTC has assured both the validity of its pay structure and a fuller understanding by all employees of how it operates. As a body representative of the entire agency, such two-way communication is a primary function of the Pay Parity Governance Committee: to assure the compensation program is both valued and understood by the employees it serves to attract and retain, in order to accomplish the agency mission.

Other committee actions similarly served to support the Total Rewards compensation philosophy guiding CT pay and benefits. Most prominently, the agency announced and began operating its first program to enhance employee retention by offering repayment of eligible student loans. By offering that program and the new option of regular and recurring telework, the agency demonstrated the ability to respond to employee input on the work environment. For example, 61 percent of CFTC employees gave positive ratings to the telework program in 2010, compared to 16 percent when last asked in 2008 (government-wide, only 35 percent of employees rated their telework options positively in 2010). This responsiveness to employee input remains central to the success of the CFTC merit-based compensation program, along with two-way communication on performance goals and outcomes, including yearly posting of CT merit pay outcomes to assure transparency and understanding of how distinctions in pay reflect relative performance.

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: Unsatisfactory
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 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
ACTUAL
FY 2010
PLAN
FY 2010
84 59 57 84 45

Lead Program Office

Office of Human Resources

FY 2010 Performance Results

84

Performance Analysis & Review

The FY 2010 priority hiring initiative succeeded overall in its primary objective of delivering high-quality candidates for 119 positions. That success is not reflected in this particular performance measure, for a number of reasons. While all participants in the hiring process benefited from the lessons learned in filling comparable numbers of jobs in each of the last two years, FY 2010 was different because agency growth had reached a point at which CFTC was no longer simply restocking its existing organizational framework with positions lost to attrition, but had to add supervisors of new teams as well. In many cases, this resulted in a preference to appoint those new supervisors prior to filling the non-supervisory positions that would report to them. Because OHR had posted vacancy announcements of all types as quickly as possible, the result was this lengthening of time between announcement close and job offer. In planning for the recruitment program in FY 2011, OHR will take additional care in assuring greater precision in the priority sequencing of vacancy announcements.

Since this performance measure was created, the U.S. Office of Personnel Management has been working with agencies to shift their focus to measuring the total time required from receipt of a recruitment request to the entrance on duty of the new hire. The CFTC has revised its initial 90-day standard for that complete process to 80 days for FY 2011, and will seek to amend this performance metric once the benefits of that change are confirmed in terms of meeting the needs of selecting officials (CFTC performance did come closer to meeting this standard in FY 2010, taking 139 days; while that still exceeded the interim 90-day standard by 54 percent, that was better than the 87 percent by which performance exceeded the 45-day metric and highlights how decisional rather than procedural delays can have a disproportionate effect on timeliness). Both the old 45-day and new 80-day standards are recognized as stretch goals, especially given the challenge of filling large volumes of highly-skilled professional positions from the enormous candidate pools generated by the current job market, when each application requires and deserves a detailed and substantive review.

OHR continues to work with selecting officials on steps to improve our time-to-hire results. These included during FY 2010: 1) realignment of the security clearance function within OHR, so it and the recruitment function are under one supervisor; 2) enhanced coordination with the new Director of Equal Employment Opportunity to assure paid ads and on-site recruitment visits support rapid assembly of diverse candidate pools; 3) designation of an OHR manager as point person to develop strategic approaches to further streamline and automate recruitment and other operational tasks, such as with preparations to adopt an automated staffing support system; and 4) launched of a new CFTC-wide supervisory training program to better support successful management participation in their key elements of the recruitment process. Like all agencies, CFTC must report on a full range of metrics—including time-to-hire—under the U.S. Office of Personnel Management annual Human Capital Management Report and Hiring Roadmap initiatives. For the present, however, successes to date in this area are acknowledged by the 2010 Employee Viewpoint Survey results, in which 76.2 percent of CFTC employees agreed with the statement “my work unit is able to recruit people with the right skills,” representing an enormous 28.6 percent increase in positive responses to that question since last year’s survey.

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 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
ACTUAL
FY 2010
PLAN
FY 2010
3.9% 2.4% 1.9% 1.8% 3.6%

Lead Program Office

Office of Human Resources

FY 2010 Performance Results

1.8%

Performance Analysis & Review

CFTC again exceeded both its goal and prior year performance for employee retention in FY 2010. Controlling turnover has been challenging over time—even in job markets generally favorable to employers—due to the growing global demand for workers with the skills that CFTC requires. Achieving these favorable performance results continued to rely on effective use of the CFTC pay parity authority, attracting candidates with a competitive total compensation package and retaining employees with a consistently outstanding work environment supportive of professional growth. The annual CFTC-wide employee survey results for FY 2010 confirm this steady progress: 83.4 percent of employees agreed with the statement “I recommend my organization as a good place to work,” an increase of 7.5 percent over the last two years. Maintaining this status as an employer of choice helps assure CFTC has the critical workforce competencies to meet its mission: successful retention protects the hard-won agency knowledge base, maximizes the availability of trained staff to meet workload demands, and minimizes the costs of repeated recruitment and training of replacement hires or interim contractor support.

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 2009 online Strategic Workforce Planning Survey.
Verification: The aggregate statistical results of this annual survey were presented to executive management February 2010. 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 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
ACTUAL
FY 2010
PLAN
FY 2010
45% 78% 43% 44% 55%

Lead Program Office

Office of Human Resources

FY 2010 Performance Results

44%

Performance Analysis & Review

CFTC improved on its FY 2009 results under this performance measure but did not meet the ambitious goal for FY 2010. Projecting and controlling outcomes under this measure is challenging when filling numerous new positions, since the experience level of final selectees in unknown and much of the expertise required by mission-critical positions must be developed on the job at CFTC. The expertise level achieved this year represents an effective outcome because it maintains the proportion of employees with extensive expertise at the level of several years ago, which was prior to both the largest losses of senior experts to retirement and the near doubling of agency headcount. That success and the arrival of valuable new talent selected with the agency’s new legislative mandate in mind suggest an optimistic outlook for maintaining the match between workforce skill level and the evolving CFTC market oversight responsibilities.

Many CFTC programs must come together to deliver this main outcome of successful strategic human capital management: a competent employee in every position. Conduct of the annual Strategic Workforce Planning Survey reminds employees of the key competencies required by their positions, which CFTC helps them acquire and maintain with training resources and in-house Industry/Legal/Technical training program seminars that transfer the knowledge of senior agency experts on topics suggested through all-employee surveys. Most importantly, quarterly performance management meetings between each employee and supervisor help assure individual development that is keyed to agency mission objectives. OHR continues to facilitate agency management efforts to set and measure progress toward these workforce goals, as well as support employee development to close any identified skills gaps.

Performance Highlights

Performance Measure 4.1.5



Performance Measure 4.1.5: Percentage of underrepresented groups among new hires.
Status: Moderately 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 2007
ACTUAL
FY 2008
ACTUAL
FY 2009
ACTUAL
FY 2010
PLAN
FY 2010
42% 23% 24% 22% 27%

Lead Program Office

Office of Human Resources

FY 2010 Performance Results

22%

Performance Analysis & Review

The agency FY 2010 performance fell slightly short of its FY 2009 results for this measure. CFTC did not meet its 27 percent goal, set in consultation with the Office of Equal Employment Opportunity several years ago to approximate the diversity of America’s workforce (note this presents a challenge with regard to our largest employment category— Attorney—since only 22.9 percent of 2009 law school graduates were minority, according to a July 2010 National Association for Law Placement report). New initiatives in FY 2010 to meet that standard included additional targeted recruitment, with tracking and analysis of the applicant yield from paid advertisements and other forms of agency outreach. All CFTC participants in the priority project to recruit and hire 119 employees supported formal timelines for each step of that process, helping focus attention on those hiring outcomes. Weekly reporting to senior leadership reinforced accountability. The agency drew on its diverse pool of selecting officials to represent the Commission as recruiters, while increasing resources for existing programs such as summer hiring, which encourages students in underrepresented groups to consider CFTC when seeking future permanent employment. It is an ongoing OHR priority to assemble and deliver to selecting officials large, diverse applicant pools that will support selection of a fully representative workforce.

Performance Highlights

 

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