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WORKPLACE CULTURE TRANSFORMATION ADVISORY COUNCIL MEETING
AGENDA THURSDAY, DECEMBER 12, 2019 10:00am – 11:15am
Meeting called by: Susan Combs, Assistant Secretary; Policy, Management, Budget Attendees: Assistant Secretaries, Deputy Secretaries, Bureau and Office Directors. POCs by phone
Location: 1849 C Street NW, Washington DC, 20240. Conference Room 5160
Dial In: Dial-in Number: US Toll: +1-415-527-5035 Access code: 901 652 997
Webex: 1. Go to https://doilearn2.webex.com/doilearn2/onstage/g.php?d=901652997&t=a&EA=michael_hershfeld%40ios.doi.gov&ET=SDJTSwAAAAKe6equdnO4DZbxsAFSuiDAFOtRLjGDtMuA74e1xDf-cg2&ETR=SDJTSwAAAAIb97BJXeuEX9-PAQDBAhshb6XpZb7TY8m9wUmSMCBeHA2&RT=MiMxMQ==&p 2. Click "Join Now"
Please bring: Attached Handouts
10:00am – 10:05am Welcome and New Team Members Susan Combs
10:05am – 10:20am Accomplishments Actions taken since our last Advisory Council meeting and update on on-going in-person trainings.
Tammy Duchesne
10:20am – 10:30am Human Capital Update Human Capital Service Delivery Transformation, Centers of Excellence, Consolidated HR policies, Standard PD’s, Personnel Security Improvements, All employee orientation
Tony Nguyen
10:30am – 10:40am Career Pathing My DOI Career website, Missing Occupations, Targets for FY 2020, Bureau/Office Career Development Programs
Robyn Rees
10:40am – 10:50am FY 2019 FEVS Results Overview of new reporting tool, DOI’s ranking for Best Places to Work
Kermit Howard
10:50am – 11:05am Traliant Presentation (Training Contractor) Preventing Discrimination & Harassment (Mandatory training for Supervisors and Employees), Workplace Diversity, Inclusion & Sensitivity, Bystander Intervention, Sparks
Andrew Rawson
11:05am – 11:15am Next Steps/ Discussion/ Reactions Tammy Duchesne and Susan Combs
Additional Resources: For more information on the Workplace Culture Transformation, please visit our website at: https://www.doi.gov/employees/culturetransformation For more information about Career Paths within DOI, please visit our website at: https://www.doi.gov/careers/ For more information about the Best Places to Work, visit: https://bestplacestowork.org/ To register for the in-person Intergenerational Sensitivity and Bystander Intervention training, visit DOI Talent: https://doitalent.ibc.doi.gov/course/view.php?id=12975 We want your feedback and ideas! Email us at: [email protected]
Transforming Our Culture
DEF I N I N G , BECOM I N G A N D L I V I N G OU R VA LU ES
Workplace Culture Transformation Advisory Council (WCTAC)December 12, 2019
Workplace Culture TransformationAdvisory CouncilNew Team Members:
• Erica White-Dunston, Director and Chief Diversity Officer, Office of Civil Rights
• Kim Oliver, WCTAC Assistant
• Tony Nguyen, Office of Human Capital (Detailee from NPS)
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Agenda
• Welcome- Assistant Secretary (AS), Susan Combs
• Accomplishments - Tammy Duchesne
• Human Capital Update – Tony Nguyen
• Career Pathing- Robyn Rees
• FY 2019 FEVS Results- Kermit Howard
• Traliant Presentation- Andrew Rawson
• Thoughts, reactions, discussion- All3
Accomplishments Since Last Council Meeting
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Presentations and trainings to:• BIA (8/21)• OST (9/19)• BIE (9/24)• ITDC (9/24)• BOEM (9/30)
August and September
2019 Funding obligated• 72 sessions of
Bystander Intervention and Intergenerational training
• On-line anti-harassment training By September
30, 2019
• AS Susan Combs testified about Sexual Harassment at DOI on the Hill
• Improved Workplace Culture Transformation website launched
• USGS all-hands meeting in Reston
WCTAC Assistant
began
Actions Taken in Q1 FY2020
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My DOI Career
website launched
October 28
October 2
October 30
Presented to NPS
Women’s ERG
October 8
Actions Taken in Q1 FY2020
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• Career Pathing website launched
• Human Capital Service Delivery Transformation launched
Continue to implement OIG
recommendations
Ongoing
Intergenerational Sensitivity
and Bystander
Intervention trainings
began
November 5
Presented to EEO
community and Diversity
Change Agents
Kick-off meeting with Traliant to chart path for successfully
developing on-line training
November 6 November 7
In-person training- Performance Training Resources (PTR)
72 four-hour, in-person sessions including◦ two hours of bystander intervention◦ two hours of intergenerational sensitivity
◦ Will occur in DC, Denver, & ABQ in FY20◦ Goal: proportionate attendance◦ Cost: FREE tuition for participants◦ Evaluations will determine future offerings◦ Hope to reach 2,000 employees
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Culture TransformationIn- person Training
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In-person TrainingEnrollment as of 12/4
Bureaus TrainedSeat
Allocated Participation RateBIA 29 83 34.9%BLM 8 134 6.0%BIE 0 20 0.0%
BOEM 3 39 7.7%BOR 81 192 42.2%BSEE 5 40 12.5%FWS 20 203 9.9%USGS 76 338 22.5%NPS 25 419 6.0%OIG 3 42 7.1%
OSMRE 2 36 5.6%OS 16 148 10.8%
OS, ASIA 0 38 0.0%SOL 8 38 21.1%OST 2 40 5.0%
TOTAL 333 2044 16.3%
0
50
100
150
200
250
300
350
400
450
Participant Count Seat Allotment
Course participation rate for Intergenerational Sensitivity/ Bystander Intervention course (as of 12/4/19)
• 16 out of 72 sessions have been delivered. There are 56 sessions remaining. All courses are free.• Many bureaus are not on track to take full advantage of these courses sponsored by the WCTAC• Hurry up! Please encourage your employees to enroll in one of our many remaining sessions at MIB and in Reston, ABQ, and DEN• We want to have as many participants as possible.
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U.S. Department of the Interior | Office of Human Capital
Update to Workplace Culture Transformation Advisory Council
Transforming HR Service Delivery
December 12, 2019
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Summary The DOI Office of Human Capital has prioritized a number of initiatives to Improve
the Time-to-Hire and Enhance the Employee Experience at DOI
These efforts are the result of:
A study of the Human Resources (HR) functions, conducted by a third party in FY 2019, and
Agreed to as key focus areas by the Human Capital Officers (HCOs) and key stakeholders across the Department in alignment with the Secretary’s Priorities to Transform HR Service Delivery and Reorganize the Department for the next 100 years.
Transforming HR Service Delivery
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Establish HR Policy Review Board and Migrate to USA Staffing as a single Talent Acquisition software system for all Bureaus and Offices
Prepare for Centers of Excellence (COE) Implementation for Classification, Executive Resources, and Personnel Security
Improve Personnel Security Policy, and inform and assist the Bureaus in improving the processes, systems, and adjudications
Implement All Employee Orientation through new tools and consistent processes for successful employee onboarding
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Overview of Initiatives
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• Eliminate redundant policies, thereby reducing confusion and administrative overhead resulting from multiple tiers of conflicting policies at the Departmental, Regional and Bureau levels
• Deploy “one-stop shop” policy repository of current DOI and Bureau policies to improve ease of finding documents and strengthen compliance to policy
• Increase governance and transparency for a consistent approach to HR systems, policies and practices, to ensure they support the Department and Bureau missions
Improve HR policy effectiveness and governance through a newly established HR Policy Review Board
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Initiative Highlights, continued
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• Implement Enterprise-wide Hiring System to enable consistency of system, processes, and metrics across all Bureaus and Offices
• Reduce costs of annual HR information technology (IT) licensing• Improve time-to-hire tracking, reporting, and efficiency• Enhanced ability to share certs and candidates across
Bureaus, increasing pool of applicants to quickly fill key vacancies
• Enable HR career portability between Bureaus
Migrate to USA Staffing software that automates recruitment, assessment, referral, and applicant notification processes.
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Initiative Highlights, continued
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lTransforming HR Service Delivery
• What is a Center of Excellence (COE)? A work unit that is selected for its best practices, a newly created team to provide best practices, to provide services for a selected business function for customer organizations throughout the Department:• Classification, to accelerate the use of standard position descriptions (PDs),
design a Standard Position Description library• Executive Resources, to increase consistency in employee experience and
onboarding for Senior Executives, reduce handoffs, and decrease rework to prepare for Executive Resources Board (ERB), increased efficiency in administrative operations, resulting in realized savings in time and effort, and increased oversight and quality reviews by Executive Resources professionals
• Personnel Security, to increase transparency and consistency of security process and status across Bureaus, contributing to the decrease in overall time to hire
Prepare for Centers of Excellence (COE) Implementation:
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Initiative Highlights, continued
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• Partner with the Office of Human Capital (OHC) and the Office of Law Enforcement and Security (OLES) to improve the Personnel Security aspects of the time-to-hire
• Improve clarity and transparency of the security policy and processes, so that stakeholders can set expectations and track status
• Update and clarify structures, processes, or policies to utilize security reciprocity, when appropriate, between Bureaus, to facilitate intra-Department career mobility
• Baseline and identify areas to reduce delays in background check which are currently adding months to the hiring and onboarding process
• Begin to achieve reductions in process time for steps under DOI control
Improve personnel security policy, and inform and assist the Bureausin improving the processes, systems, and adjudications
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Initiative Highlights, continued
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• Develop and provide to all Bureaus new content and tools, and consistent structures and processes for an improved employee onboarding experience that promotes DOI culture and values
Implement All Employee Orientation through new tools and consistent processes for successful employee onboarding
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Initiative Highlights, continued
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Q&A and Thank you!
Transforming HR Service Delivery
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U.S. Department of the Interior | Office of Human Capital
Phase 2 Plans, FY 2020
My DOI Career
December 12, 2019
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My DOI CareerSuccesses
“I love the idea and mission behind this effort! My one concern is that when I follow along through the prompts as a current federal employee, my current job title is not listed in the
drop down menu. Specifically, Electrical Engineer. Keep up the good work! Thanks!”- DOI Employee
HIGHLIGHTS:
• On October 2, announced launch of the new My DOI Career site
• 7,552 people visited the site in 1 day
• 8 times more visitors per day than in September 2019
• Most users “Explore Careers” or “Find Your Path”
Takeaway: initial interest high, with steady maintained interest
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My DOI CareerSpotlight
DOI Data Shows, employees have moved from WG to General Schedule (GS)
SpotlightWage Grade (WG) Employees
My DOI Career is a standing agenda item for the Wage Grade Advisory Committee for Regions 1 and 8
The job series for Maintenance Mechanic launched in October on My DOI Career and accounts for 50% of DOI Wage Grade employees
In FY 2020 the job series for Engineering Equipment Operations will reach an additional 738 employees
“There are also opportunities for Wage Grades to transfer over to the GS Series and compete for positions there. Wage Grades are now successfully gaining positions as Facilities Operations Specialists, a great Career Ladder Opportunity.”
- DOI Employee
FROM:• WG 2604 – Electronics Mechanic• WG 4749 – Maintenance Mechanic• WG 5048 – Animal Caretaking• WG 5703 – Motor Vehicle Operating• WG 5716 – Engineering Equipment
Operating• WG 6907 – Materials Handler
TO:• GS 0303 – Miscellaneous Clerk• GS 0346 – Logistics Management • GS 0391 – Telecommunications • GS 1010 – Exhibits Specialist • GS 1603 – Equipment, Facilities, and
Services Assistant• GS 1640 – Facility Operations Services
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• Add 45+ occupations in FY20, for a total of 95 occupations• Refresh content regularly for “Featured Resources” on homepage
Deploy Additional Occupations
Possible Communications:● All employee email (update)● Bureau/Office Outreach● LinkedIn (weekly updates)● Public Speaking● Podcast Spotlight● Twitter campaign: Vote for
next @MyDOICareer positions to be added
Q2 FY20
My DOI Career Next Steps
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Q1 FY20
My DOI Career Launch
Communications:● All employee email● LinkedIn (weekly updates)● Town Hall● Public Speaking Invitations
(e.g. Partnership for Public Service, ACT-IAC, etc.)
● Bureau/Office Outreach
Deploy Additional Occupations
Possible Communications:● All employee email (update)● Bureau/Office Outreach● LinkedIn (weekly updates)● Public Speaking
Q3 FY20
Deploy Additional Occupation
Possible Communications:● All employee email (update)● Bureau/Office Outreach● LinkedIn (weekly updates)● Public Speaking
Q4 FY20
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My DOI CareerFeatured Resources
Ask
We would like to highlight your Bureau/Office career development programs on the Featured Resources
section of the My DOI Career homepage.
Please contact us with your suggestions!
“Working for DOI is exciting and the mission is amazing. We have so many wonderful employees and what they do to serve the America public is amazing.”
- DOI Employee
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Executive Sponsors: Susan Combs, Assistant Secretary, Policy, Management and Budget
Scott Cameron, Principal Deputy Assistant Secretary, Policy, Management and Budget
Senior Leadership Team: Raymond Limon (CHCO)Jennifer Ackerman (Deputy CHCO)Dr. Vicki Brown (CLO)
My DOI Career Project Team:Robyn Rees, Senior Advisor for Human Capital Transformation, OHC/My DOI Career Project [email protected]
Landon Mock, Personnel Psychologist, OHCMy DOI Career, Content Project [email protected]
Kelly SewellHuman Capital Communications Specialist, OHCMy DOI Career, Video/Content [email protected]
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My DOI Career: FY 2020 Executive Summary
Vision: Leverage DOI and publicly available data to enable users to understand career progression opportunities within and across career paths, giving them a sense of what skills they would need to acquire in order to advance in their career, and, allowing users to access the data more readily (i.e. via the web).
FY 2020 Project Objective: Continue deploying DOI occupation information to My DOI Career, quarterly or more often, while identifying “bridges” between occupations that highlight transferable skills and promote a portable DOI workforce.
At least 45 additional 24 occupations will be made available in FY 2020:
Occupations by Bureau are listed on page 2.
Contact us: to recommend prioritization of occupations and subject matter experts, or, for further information.
Robyn Rees, IT Project Manager, [email protected] Landon Mock, Occupation Content Project Manager, [email protected] Kelly Sewell, Video Content Project Manager, [email protected]
Planned Deployment Month/Year
# Occupations Planned
# Employees Impacted
(Estimated)
% Employees Impacted
(Estimated)
Cumulative % Employees Impacted
(Estimated)
Sep 2019/Oct 2020 25 32,094 49% 49%Dec 2019/Jan 2020 14 3,604 6% 55%
Feb/Mar 2020 13 6,992 11% 66%Apr/May 2020 16 9,675 15% 80%Jun/Jul 2020 1 37 0% 80%
Total 69 52,402 80%
My DOI Career, FY 2020 Occupations Planned by Bureau
Series Occupation TitleBIA Employee
CountBLM Employee
CountBOEM Employee
CountBOR Employee
CountBSEE Employee
CountFWS Employee
CountUSGS Employee
CountNPS Employee
CountOSMRE Employee
Count
OFFICE OF THE INSPECTOR GENERAL
Employee Count
OFFICE OF THE SECRETARY OF THE INTERIOR
Employee Count
OFFICE OF THE SOLICITOR
Employee Count
0801 GENERAL ENGINEERING 14 12 30 21 11 13 48 1 5 1550819 ENVIRONMENTAL ENGINEERING 1 8 2 3 5 7 260830 MECHANICAL ENGINEERING 3 97 1 2 2 11 1 1170850 ELECTRICAL ENGINEERING 3 2 154 4 2 1650880 MINING ENGINEERING 28 1 1 7 4 411301 GENERAL PHYSICAL SCIENCE 9 42 20 49 11 5 371 54 16 8 5851311 PHYSICAL SCIENCE TECHNICIAN 1 9 7 1 7 106 39 1701316 HYDROLOGIC TECHNICIAN 2 13 43 3 1393 14 14681320 CHEMISTRY 1 8 2 133 2 1461360 OCEANOGRAPHY 14 36 1 511370 CARTOGRAPHY 5 7 6 4 34 119 29 2041371 CARTOGRAPHIC TECHNICIAN 9 24 5 6 11 24 1 801373 LAND SURVEYING 1 169 8 24 1 2031399 PHYSICAL SCIENCE STUDENT TRAINEE 8 3 6 1 173 2 1930404 BIOLOGICAL SCIENCE TECHNICIAN 4 153 16 484 312 703 16720408 ECOLOGY 3 33 2 2 50 283 229 4 6060430 BOTANY 44 1 22 1 28 960454 RANGELAND MANAGEMENT 18 278 1 1 2980460 FORESTRY 99 162 24 5 2 2920480 GENERAL FISH & WILDLIFE ADMIN 2 1 2 234 6 2450482 FISH BIOLOGY 3 62 3 31 603 183 31 9160485 WILDLIFE REFUGE MANAGEMENT 541 5410486 WILDLIFE BIOLOGY 3 228 6 10 497 153 86 9830499 BIOLOGICAL SCIENCE STUDENT TRAINEE 46 15 4 33 26 26 1501035 PUBLIC AFFAIRS 108 9 33 8 90 16 64 2 12 3421170 REALTY 278 270 63 80 3 58 2 7541171 APPRAISING 97 970090 GUIDE 51 864 9150150 GEOGRAPHY 1 17 9 11 2 15 207 48 8 4 3220170 HISTORY 1 7 2 129 2 1410193 ARCHEOLOGY 20 220 8 34 2 17 229 1 5310318 SECRETARY 85 60 8 102 11 56 33 70 3 1 38 6 4730340 PROGRAM MANAGEMENT 124 336 24 112 7 17 24 92 22 2 83 8430501 FINANCIAL ADMINISTRATION AND PROGRAM 37 41 5 30 2 49 77 79 7 5 250 3 5850510 ACCOUNTING 13 21 85 15 28 15 23 14 176 3900525 ACCOUNTING TECHNICIAN 35 11 21 13 7 2 156 2450560 BUDGET ANALYSIS 46 92 13 87 8 105 98 284 5 1 94 1 8340905 GENERAL ATTORNEY 9 61 371 4411101 GENERAL BUSINESS AND INDUSTRY 150 53 1 134 6 21 27 228 4 242 8661640 FACILITY OPERATIONS SERVICES 37 14 33 63 27 317 1 4921702 EDUCATION AND TRAINING TECHNICIAN 778 18 1 6 85 8881710 EDUCATION AND VOCATIONAL TRAINING 970 1 9715716 ENGINEERING EQUIPMENT OPERATING 90 162 56 165 265 7380089 EMERGENCY MANAGEMENT SPECIALIST 1 1 7 1 3 1 23 37
TOTAL EMPLOYEE COUNT (ALL DOI OCCUPATIONS) 7255 10270 564 5427 777 8285 7881 20107 376 270 3472 439 65123
Grand Total
FEVS FY2019 Results
Department of the Interior
Office of Human CapitalStrategic Human Capital Planning and Evaluation
December 12, 2019
Kermit Howard
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Major Takeaways
Top Strengths & Challenges
Employee Engagement Overall Index
Next Steps
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lDOI Major Takeaways for FY2019
Major Improvements in Agency Specific Items (ASI) on Workplace Climate (DOI added these 6 New Questions to FEVS)
Q1: Interior employees who reported experiencing some form of unprofessional behavior (within the preceding 12 months) dropped from 35% in 2017 (WES) to 18% in 2019.
Q2: Interior employees know where to report unprofessional behavior; baseline data demonstrates very strong results showing 94%.
Q3: Interior employees know of the multiple resources available to them; baseline data demonstrates very strong results showing 90%.
Q4: Interior employee who report an instance of harassing conduct believe their organization will take immediate action to stop the behavior and hold the offenders accountable; baseline data demonstrates improvement being made at 61%.
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lDOI Major Takeaways for FY2019
Major Improvements in Agency Specific Items (ASI) on Workplace Climate (DOI added these 6 New Questions to FEVS) continued Q5: Over the last 12 months, Interior organizations efforts to implement anti-
harassment policies, reporting, and investigative procedures improved workplace climate; baseline data demonstrates improvement being made at 44%.
Q6: Supervisors and managers believe they have the tools needed to address unprofessional behavior when it is brought to their attention; baseline data demonstrates strong results showing 83%.
DOI FEVS Response Rates and Scores Remained Steady Despite Shutdown DOI Overall Response Rate (58%) – Ranked 1st for Response Rate amongst
Large Agencies who administered surveys for over 20k employees. Government-wide response rate (42%).
DOI Employees maintained their commitment to the mission and organization (70%). 4
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l OPM defines strengths as those FEVS questions with a positive response score of 65% or higher. DOI results identified the top five strengths for this year’s FEVS, as shown below.
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FEVS FY2019 Top Strengths & Challenges
DOI strengths identified in FY2019: Strong rating –My supervisor supports my need to balance work and other life issues. – Q.42 Employees are motivated to development, empowerment, and satisfaction.- Q. 5, 13, 8, 7
43%
42%
39%
37%
28%
49%
45%
34%
Pay raises depend on how wellemployees perform their jobs…
I have sufficient resources (forexample, people, materials,…
In my organization, senior leadersgenerate high levels of…
In my work unit, steps are taken todeal with a poor performer who…
Govt-wide DOI
OPM defines challenges from the FEVS as those questions with a negative response score of 35% or higher. DOI results identified 4 challenges for this year’s FEVS, as shown below.
DOI Challenges identified in FY2019: Accountability – Q.23Trust management at Workplace – Q.53Administration at workplace- Q.9Self motivation lead engaged workforce – Q.33
Strengths Challenges
96.0%
92.2%
90.4%
86%
85%
95.6%
90.9%
90.04%
83%
82%
When needed I am willing…
I am constantly looking for…
The work I do is important…
I like the kind of work I do…
My supervisor supports my…
Gov't-wide DOI
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Employee Engagement Index Overall Trend FY2015 to FY2019
Notes: The index is made up of three sub factors: Leaders Lead, Supervisors, and Work Experience. This index measures the employees’ sense of purpose that is evident in their display of dedication, persistence, and effort in their work or overall attachment to their organization and its mission. TheEmployee Engagement Index ( EEI) is a critical element that lead to an engaged workforce ( supporting employee development, communication agency goals). Higher levels of EEI are also associated with higher: Employee performance – Enhanced engagement may increase an employee’s discretionary effort level which can lead to improve an employee’s
performance and DOI organizational performance. Employee retention – Enhanced engagement may decrease an employee’s probability to depart DOI.
62.0%
63.0%
66.0%65.0%
66.0%
64.0%
65.0%
67.0%
68.0% 68.0%
59%
60%
61%
62%
63%
64%
65%
66%
67%
68%
69%
2015 2016 2017 2018 2019
DOI Government -wide
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Communicate: You Said! We Did!
Leadership communicate survey results with employeeso Email notifications from DOI and bureau leadershipo All-Hands Meetings with employees (November 4th with AS-PMB)o Publish results on DOI and bureau public and internal website(s)
Leadership identify how the results inform agency changeso Paperless Performance Managemento Implementing Workforce Executive Orders o My DOI Careers/Career Pathingo Workplace Culture Transformation Council
Support
Human Capital Offices provide leaders and managers support to develop, adjust, and implement action planso FEVS Dashboard (Tableau)o Employee Viewpoint Survey / Analysis and Result Tool (ART) (Developed by Health and Human Services)o Employee Engagement Community of Practiceo Employee Engagement Toolkit for Managerso Employee Engagement embedded in Supervisory Training Programso Work-Life Toolkit for Managers (Developed by U.S. Office of Personnel Management)
Monitor and Report President’s Management Agenda reporting requirements for lowest scoring units Monitor Best Places to Work Rankings by the Partnership for Public Service Ongoing communications efforts through next FEVS survey in April 2020
Next Steps
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Question(s)?
Andrew Rawson, Co-Founder & Chief Learning OfficerEmail: [email protected]
Agenda Top Three Reasons Traditional
Compliance Training fails How Traliant works with Dept.
of Interior to overcome those challenges
Example of Sexual Harassment and Bystander Intervention Interactive Videos
Field-tested by over 2,000 organizations
Survey results
U.S. Department of the Interior
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Top three reasons traditional compliance training doesn’t work
It’s Boring. Employees often treat compliance training as a “click next, click next” exercise. Rarely are they actually engaged or interested in the content.
It’s Irrelevant. Most “off-the-shelf” courses aren’t tailored to your company or industry. Too much of the material isn’t applicable to your work environment.
It Doesn’t Work. Boring, irrelevant course material means that employees aren’t learning. What good is compliance training if it isn’t teaching effectively?
U.S. Department of the Interior
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How your training will overcome these problems
It’s Boring. Interactive Videos along with learning exercises throughout keep end-users engaged and learning.
It’s Irrelevant. DOI training will be tailored with both relevant images and text examples from real-world experience.
It Doesn’t Work. Survey results show that people are engaged and appreciate the effort made to create impactful, relevant and powerful content.
U.S. Department of the Interior
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U.S. Department of the Interior
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These are just some of the organizations that have validated this approach:
U.S. Department of the Interior
Page 5
Immerse users with Interactive videos where they view and choose alternate endings.
“Hostile Work Environment”
“Quid Pro Quo”
S e x u al H aras s m ent
U.S. Department of the Interior
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People learn three proven methods of intervening on a colleague's behalf
“Disrupt”
“Support”
B ys t ander I nt e rv e nt ion
“Confront”
Click Image to watch video now =>
U.S. Department of the Interior
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TraliantSparks
Preventing Discrimination and Harassment
Taking Annual Training from boring to brilliant!
Enrichment Library
Since #MeToo, many organizations are taking a holistic approach to building a respectful, inclusive workplace culture.
Enhanced Culture
Keep Workplace Harassmenttop-of-mind throughout the year with short videos to raise awareness.
Expanded Courses on key topics such as Bystander Intervention, Diversity, Retaliation, Unconscious Bias.
U.S. Department of the Interior
Page 8
Keep Workplace Harassment Top-of-Mind Throughout the YearWithout inundating employees with more training
Can be customized with your policy and messaging
Easy to roll out on any Learning Management System (LMS). Employees don’t need to login – they get an email on their mobile device or desktop and just click “play”
Track success with automated Engagement Reports
It’s not training!
A monthly series of edgy, bite-sized videos that raise awareness
and spark conversations about timely workplace issues
U.S. Department of the Interior
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Almost 80% rate having Interactive Videos in their training a 4 or 5.
U.S. Department of the Interior
Results from over 10,000 survey completions.
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Almost 85% rate having the course in bite-size pieces a 4 or 5.
U.S. Department of the Interior
Results from over 10,000 survey completions.
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77% rate having an On-Screen Host either a 4 or 5.
U.S. Department of the Interior
Results from over 10,000 survey completions.
Andrew Rawson, Co-Founder & Chief Learning OfficerEmail: [email protected]
Agenda Top Three Reasons Traditional
Compliance Training fails How Traliant works with Dept.
of Interior to overcome those challenges
Example of Sexual Harassment and Bystander Intervention Interactive Videos
Field-tested by over 2,000 organizations
Survey results
U.S. Department of the Interior
Page 13
For Culture Transformation, We Will:
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• Career Pathing website launched
• Human Capital Service Delivery Transformation launched
• Deliver the remaining in-person training sessions
• Develop all employee, on-line training
• Establish protocols to monitor harassment
• Create an electronic “in- take” system for PB18-01 allegations
• Continue to share best practices with and engage POCs
• Complete the DOI orientation training on our great mission and values
For Culture Transformation, We Need You To: • Encourage your employees to take advantage of free trainings
• Communicate frequently with your employees via email, all-hands phone calls, town halls, and your bureau website
• Invite employees to provide suggestions and comments at [email protected]
• Build one bureau-specific webpage that talks about your culture transformation efforts
• Record a video for your bureau promoting respectful workplaces• Share your successes and stories about DOI co-worker heroes,
triumphant teams, and amazing mentors
• Show your commitment to culture transformation by adding the WCTAC logo and website in your email signature
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Everyone must play a role
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Future Meeting ScheduleApril 2020
August 2020
December 2020
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