DOCUMENT RESUME - ERICat NIE, for sharing his final MAP report in the early planning stages, giving me the benefit of his learnings as Director of MAP I, and helping me anticipate

DOCUMENT RESUME

ED 261 249 CE 042 479

AUTHOR Hicks, Laurabeth H.TITLE The Mobility Assistance Program. A Comprehensive

Evaluation Report.INSTITUTION Department of Education, Washington, DC.; Human

Technology, Inc., McLean, VA.SPONS AGENCY Office of Personnel Management, Washington, D.C.PUB DATE 83CONTRACT OPM-4-83NOTE 153p.PUB TYPE Reports - Evaluative/Feasibility (142)

EARS PRICE MF01/PC07 Plus Postage.DESCRIPTORS Adults; *Career Change; Career Counseling; Career

Education; *Dislocated Workers; Employment Practices;Government Employees; Job Search Methods;*Outplacement Services (Employment); PersonnelPolicy; *Program Effectiveness; Program Evaluation;*Reduction in Force

IDENTIFIERS *Department of Education; *Mobility AssistanceProgram

ABSTRACTThe Mobility Assistance Program (MAP) was established

to assist U.S. Department of Education employees affected by thereduction in force (RIF). MAP's mission was to provide careertransition and outplacement job search assistance to RIF-affectedemployees. It provided these services: job search, personnel support,training, and professional individual and group counseling. Based onthe definition of the MAP mission goals and objectives, the MAPevaluation design consisted of these components: assessment ofprogram implementation, program delivery, and program impact andcost/benefit comparisons. The methodology consisted of review of MAPrecords and materials, administration of surveys, and MAP staffinterviews. Collected data and information strongly suggested thatMAP achieved the goals and objectives related to its mission. Programactivity was implemented generally as planned with significantemployee participation. Program services were effectively deliveredand had positive impacts on the career transition and outplacementjob search process for RIF-affected employees. A possible pattern ofbenefits exceeding costs for the MAP implementation was suggested. Anoverriding theme of recommendations was a need for the ongoingprovision of career planning and job placement assistance, (YLB)

************************************************************************ Reproductions supplied by EDRS are the best that can be made *

* from the original document. *

***********************************************************************

BEST COPY AVAILABLE

THE MOBILITY ASSISTANCE PROGRAM

A COMPREHENSIVE EVALUATION REPORT

Developed For:Office of Management

U.S. Department of EducationWashington, D.C.

U.S. DEPARTMENT OF EDUCATIONNATIONAL INSTITUTE OF EDUCATION

E UCATIONAL RESOURCES INFORMATIONCMTERIMM

I This document has been reproduced asrearing from the person or wpm/akinomainating it

I Minor changes have been made to improveremoduction quality,

Points of view of opinions stated in this docu,moot do not necessarily remount official NIEpomon of poky

Developed By:LauraUE,th H. Hicks, Ph.D.

Director, MobilIty Assistance Program

In Conjunction With:Human Technology, Inc.

P.O. Box 1036McLean, Virginia 22101

Under Contract OPM-4-33 withU.S. Office of Personnel Management

Office of TrainingInstructional Systems and Technology Branch

Fall 1933

2

Background

Mission

A SUMMARY

A Comprehensive Evaluation ReportFor

The Mobility Assistance ProgramU.S. Department of Education

As a result of shifting responsibility inoverall work, and because of requirementsfor work load justification for full-timeequivalency allocations, the Department ofEducation conducted a reduction in force(RIF). This action necessitated the estab-lishment of the Mobility Assistance Program(MAP) to assist employees affected by theRIF.

The mission of the MAP was to provide careertransition and outplacement job search assist-ance to RIF-affected employees. MAP wasdesigned to help affected employees:

Prepare for the job search;

Identify job options;

Decide upon job options; and

Act on decided -upon job options.

Strategy To assist RIF-affected employees, the MAPprovided the following services:

Job search,

Personnel support,

Training, and.

Professional individual andgroup counseling.

3

EvaluationDesign

Results

ii

A SUMMARY(Continued)

The MAP evaluation design was ba.sed on thedefinition of the MAP mission goals e'dobjectives. The components of the designconsisted of:

Assessment of programimplementation,

Assessment of program delivery,

Assessment of program impact,and

Program cost/benefit comparisons.

The methodology consisted of the review ofthe MAP records and materials, the admin-istration of surveys, and MAP staff interviews.

The data and information collected stronglysuggested that the MAP achieved the goals andobjectives related to its mission. The fol-lowing were the findings in relation to thecomponents of the evaluation design:

MAP program activity was implementedgenerally as planned with significantemployee participation.

MAP program services were effectivelydelivered, based on participant reportsand evaluation instrument data andinformation.

MAP program services positively impactedthe career transition and outplacementjob search process for RIF-affectedemployees.

There was a suggested possible patternof benefits exceeding costs for the MAPimplementation, although the difficultiesof such an analysis did not warrant anydefinite conclusions.

iii

A SUMMARY(Continued)

Recommendations Recommendations were provided by both partic-ipants and staff as to the MAP services. Anoverriding theme was that of a need for theongoing provision of career planning and jobplacement assistance to employees in theDepartment. The major implication of thissuggestion is that the Department couldexamine itself in relation to developing asystem for human resource development andmanagement. Such a system would help tointegrate the Department's demands for askilled workforce, ongoing requirements ofthe Department for the efficient managementof human resources, and the career develop-ment needs of the Department's employees.

iv

ACKNOWLEDGMENTS

To Frank Ryan, Director of Personnel Resource Management Service(PRMS), for his interest, support, and facilitative actionsthroughout all phases of the Mobility Assistance Program (MAP).

To Alex De La Garza, Deputy Assistant Director of PRMS, for hissound advice, encouragement, and insistence to move forwardin getting the MAP operational.

To Robert Leestma, Associate Director for Development and Disseminatiorat NIE, for sharing his final MAP report in the early planningstages, giving me the benefit of his learnings as Directorof MAP I, and helping me anticipate pitfalls to avoid in MAP II.

To William Smith, Director of Administrative Resource ManagementServices, and his staff for designing and setting up a Centerthat provided maximal visibility and accessibility to the MAPand the users of its services.

To Jan Wolfe, Acting Deputy Assistant for Operations, PRMS, forgraciously sharing information on the MAP I activities and herperceptions of what worked and what would not work in MAP II.

To Andy Larsen, Section Chief of Special Interests, Office ofElementary and Secondary Education (OESE), for his keen insightsbased on his past MAP experiences for improving the qualityof the renewed program; his interest and dedication to helpingemployees who sought MAP assistance; his sensitivity andcreativity in effectively assisting ED RIF-affected employees;and for the guidance which he provided me throughout all stagesof development of the MAP.

To David M. Jackson, Branch Chief of Support Services, IndianEducation Program, OESE, for his consistent responsiveness andskill in facilitating actions that made ft..r smooth aay-to-dayoperations.

To Dorothy Singleton, Horace Mann Learning Center (HMLC), for hercooperative spirit, leadership in directing the counseling andcareer planning staff, conducting training, and for herenlightening and i.,rthignt helpful feedback through thevarious stages of the MAP.

To Joan Studevant, HMLC, who, working with Dorothy Singleton, sharedher tremendous skill in preparing and arranging the trainingschedule for the MAP participants, and conducting trainingsessions as needed.

6

ACKNOWLEDGMENTS(Continued)

To George and Karen Banks, Human Technology, Inc. for their keenobservations and execution of plans for the Career TransitionTraining Program and the MAP evaluative report that had highrelevance for the constituents served and the Department'slong-range plans.

To Carolyn Friasod, Carol Mitchell, Cyndi Moore, (PRMS), andMarie Gausman, Office of Vocational and Adult Education (OVAE)for helping me at a period during the MAP when clerical andadministrative assistance were critical to the success andprogress of the program.

To Sharon Nelson, the MAP Secretary, for the tremendous manner inwhich she assisted me, the entire MAP staff, and Departmentemployees with clerical and administrative responsibilities,and assisted in the typing of SF-171s during the peak periodof activity of the MAP, and to Kim Washington for assumingsome of the clerical load as we began the closeout of the MAP.

To Judy Baker, Program Analyst in Equal Employment Opportunity (EEO),for her major role in organizing the wealth of data collectedin the Job Search and other MAP components such that theyincreased the understanding for PRMS, Management, and othersinterested, of the characteristics of the RIF-affected Departmentemployees and the frequency of their use of the MAP services.

To Sonja Lenon, Secretary in the Executive Resource Division (PRMS)who continued t.o give long hours to assist RIF-affected EDemployees who sought job information while being adverselyaffected herself by the RIF.

To Fleeks Hazel, Educational Program Specialist, OESE, for the careand time he gave, over and beyond providing assistance to theMAP, to meticulously printing the names of the MAP staff onappreciation certificates.

Any accomplishments made through the MAP in assisting RIF-affectedemployees must be shared with all of the MAP staff and well- .vishersof the MAP effort - many of whom went more than the "extra mile" inhelping to get the MAP "off and running".

Laurabeth H. Hicks, Ph.D.DirectorMobility Assistance ProgramU.S. Department of Education

7

A SUMMARY

ACKNOWLEDGMENTS

INTRODUCTION

LIST OF FIGURES AND

INDEX TO APPENDICES

MOBILITY ASSISTANCE

vi

TABLE OF CONTENTS

Page

i

iv

ix

TABLES x

xiii

PROGRAM DESCRIPTION

1. Mobility Assistance Program Background

The Reduction in ForceThe Need for Mobility Assistance

1.11.3

2. Mobility Assistance Program Design

The Approach to Mobility Assistance 2.1Initial Planning 2.3Developing the Mission 2.6

3. Mobility Assistance Program Development

Arranging for Resources 3.13.6Developing Planning and Tracking Procedures

4. Mobility Assistance Program Components

Job Search 4.1Personnel Support Services 4.3Training Services 4.4Professional Individual and Group

Counseling 4.7Regional Activity 4.9

8

vii

TABLE OF CONTENTS(Continued)

MOBILITY ASSISTANCE PROGRAM EVALUATION

Evaluation Design 5.0

5. Implementation Evaluation

Description 5.1Employee Participation 5.2Mobility Assistance Program Staff

Interviews 5.4Job Search Staff Interviews 5.5Personnel Support Services Interviews 5.8Training Services Interviews 5.11Professional Individual and Group

Counseling Interviews 5.14

6. Delivery Evaluation

Description 6.1Career Transition Training Evaluation 6.2SF-171 Training Evaluation 6.5Private Sector Job Search Training

Evaluation 6.8Financial Planning Training Evaluation 6.11Participant Survey of Service Delivery 6.13

7. Impact Evaluation

Description 7.1

Impact Goals 7.2Benefits and Participant Recommendations 7.7

8. Mission Assessment

Description 8.1

Component Services 8.2

Mission Goals 8.11

Conclusions 8.17

9

viii

TABLE OF CONTENTS(Continued)

Page

9. Cost/Benefit Comparison

Description 9.1Program Costs 9.2Program Benefits 9.6Conclusions 9.9

10. Recommendations

Mobility Assistance Program Staff 10.1Human Resource Development

10

10.5

Purpose

Scope

MAP StaffAssistance

ix

INTRODUCTION

This is a comprehensive evaluation report forthe Mobility Assistance Program (MAP) of theU.S. Department of Education. This report isdesigned to establish the extent to which theMAP achieved its mission in relation to theDepartment's reduction in force (RIF) actions.

This report serves as the final report of theMAP. As such, it presents a description ofthe MAP, as well as the evaluation resultsand supporting design and methodology. Theprogram description provides the basis forestablishing the extent of the MAP's deliveryto and overall impact on the Department'semployees.

Human Technology, Inc., would like to thankthe MAP staff for their assistance andcooperation. Their efforts made it possibleto collect an important body of data and

information.

11

Figure

Figure

x

LIST OF FIGURES AND TABLES

2-1. The Mission of the MobilityAssistance Program 2.7

Page

3-1. Mobility Assistance ProgramOrganizational Chart 3.3

Table 3-1.

Table 5-1.

Table 5-2.

Table 5-3.

Table 5-4.

Table 5-5.

Table 6-1.

Table 6-2.

Table 6-3.

Table 6-4.

Table 6-5.

Table 6-6.

Table 6-7.

Table 6-8.

Estimated FTE Expenditure forMobility Assistance Program Staff 3.4

Number of Participants UsingMAP Services 5.3

Job Search Staff Interviews 5.6

Personnel Support ServicesInterviews 5.9

Training Staff Interviews 5.12

Counseling Staff Interviews 5.15

Career Transition Workshop:Participant Assessment of SkillImprovement 6.3

Evaluation of Career TransitionWorkshop Design 6.4

Evaluation of SF-171 Workshop =1 6.6

Evaluation of SF-171 Workshop =2 6.7

Evaluation of the Private SectorJob Search Workshop 6.9

Evaluation of the FinancialPlanning Workshop 6.12

Results of Participant Survey ofMAP Service Delivery 6.14

Results of Participant Survey ofMAP Service Usefulness 6.15

12

Xi

LIST OF FIGURES AND TABLES(Continued)

Pace

Table 7-1. Results for Preparing for theJob Search 7.3

Table 7-2. Results for Increasing JobPossibilities 7.4

Table 7-3. Results for Making Decisions aboutJob Possibilities 7.5

Table 7-4. Results for Taking Action onJob Possibilities 7.6

Table 8-1. Achievement of Job Search Objectives 8.4

Table 8-2. Achievement of Personnel SupportServices Objectives 8.5

Table 8-3. Achievement of Career TransitionTraining Objectives 8.6

Table 8-4. Achievement of SF-171 TrainingObjectives 8.7

Table 8-5. Achievement of Private Sector JobSearch Objectives 8.8

Table 8-6. Achievement of Financial PlanningTraining Objectives 8.9

Table 8-7. Achievement of ProfessionalIndividual and Group CounselingObjectives S.10

Table 8-8. Achievement of the Goal ofPrepartl,g for the Job Search 8.12

Table 8-9. Achievement of the Goal ofIdentifying Job Options 8.13

Table 8-10. Achievement of the Goal ofDeriding Upon Job Options 8.14

Table 8-11. Achievement of the Goal ofActing on Job Options 8.16

13

Table

Table

Table

xii

LIST OF FIGURES AND TABLES(Continued)

Page

9-1. An Estimate of Staff Costs 9.3

9-2. Actual MAP Expenditures 9.4

9-3. A Summary of Estimated MAP Costsand Benefits 9.10

Table 10-1.

Figure

A Summary of Recommendations fromMAP Component Staff 10.2

Mission 10.610-1. A Human Resource Development

14

:viii

INDEX TO APPENDICES

A. Mobility Assistance Program Background

A-1. Statement of the Deputy Under Secretary forManagement

B. Mobility Assistance Program Development

B-1. Assignment of Dr. Hicks to direct the MobilityAssistance Program

B-2. MAP Budget Accounting SystemB-3. Mobility Assistance Program StaffB-4. Layout of Space in North Lobby FOB-6 Housing MAPB-5. Mobility Assistance Program Management PlansB-6. Mobility Assistance Program Reporting FormsB-7. Evaluation of the Education Department Mobility

Assistance ProgramB-8. The "RIF Connection"B-9. Mobility Assistance Program: Personal Information

PackageB-10. Mobility Assistance Program Briefing Package

C. Mobility Assistance Program Components

C-1. Job Search Task Force Final ReportC-2. gab Search RequestC-3. Career Transition Workshop ReportC-4. Mobility Assistance Staff Receiving Training

in the Career Transition WorkshopC-5. Counseling ServicesC-6. Private Sector Job Search ReportC-7. Regional CommunicationC-8. Proposed Regional Plans

D. An Evaluation Design for the Mobility Assistance Program

Delivery Evaluation

E-1. MAP Participant SurveyE-2. Career Transition Workshop Evaluation InstrumentE-3. A Generic Training Evaluation Instrument

1

MOBILITY ASSISTANCE PROGRAM DESCRIPTION

16

1.1

MOBILITY ASSISTANCE PROGRAM BACKGROUND

The Reduction In Force

The Need In 1980, the Office of Management and Budget

for Position (OMB) required Federal agencies to have a

Management balanced position management program. Thisaction was taken to ensure the effective useof Government resources. The new adminis-tration determined that the Department ofEducation lacked an integrated positionmanagement system and a system of properworkload analysis. These systems were con-sidered essential to justifying Departmentpositions or full-time equivalency (FTE)requests to OMB.

FTEJustification

The Needfor ReductionIn Force

In response to this need, the Secretary ofthe Department of Education created theDepartmental Human Resource Analysis andReview Staff (DHRARS). The purpose of thisgroup was to study departmental prioritiesand staff requirements as a basis for justi-fying and allocating FTEs. The Secretaryreviewed the results of the study with thesenior officers of each of the Department'sPrincipal Operating Components (POCs). Theseresults were also provided to OMB as a partof the Department's FTE budget submission.

Upon receipt of its FTE allocation from OMB,the Department created a position managementplanning group. This team identified andanalyzed methods for implementing theDepartment's FTE decisions within its allo-cated FTE ceiling. Several POCs were staffedat an FTE level above their allotted ceilingsFor these target POCs the position managementteam determined that FTE allocations couldnot be met through personnel attrition alone.Also, management reassignments would notreduce the discrepancy. The team concludedthat a reduction in force (RIF) could not be

avoided for the target POCs.

1Reference Appendix A-1, Statement of the Deputy Under Secretary

for Management.

1.2


The Reduction In Force

The InitialRIF

MAP I

In 1982, the Department's initial RIF wasconducted.2 The following numbers ofemployees wer-.. separated from the targetPOCs:

POCNumberSeparated

Elementary and SecondaryEducation 42

Legislative and PublicAffairs 4

Vocational and AdultEducation 4

Regional Offices 14

In preparation for conducting the Department'sinitial RIF, the first Mobility AssistanceProgram (MAP 1)3 was created in 1981. Thisprogram was based on the efforts of an out-placement taskforce which was established bythe Office of Elementary and SecondaryEducation. MAP I soon evolved into a combinedeffort of several Department administrativeunits. The following training and counselingservices were provided by MAP I:

Stress management,Retirement planning,SF-171 and resume preparation, andJob search and reemployment.

2Leestma, Robert. Mobility Assistance Program: Final Report.Office of Management, U.S. Department of Education.Washington, D.C. July, 1982.

3Ibid.

18

1.3


The Need for Mobility Assistance4

Positionsto beAbolished

As a result of further workload analysis, theDepartment decided that a second RIF was nec-essary. This RIF was conducted in the summerof 1983. It affected a number of positionsin the Office of Elementary and SecondaryEducation (OESE), the Office of Vocationaland Adult Education (OVAE), and the Officeof the Secretary's Regional Representatives(OSRR). The Department planned to abolishthe following estimated number of positions:

POCsFTEOn Board7/83

FTE PositionsTo Be Abolished

FTEOn Board9/83

OESE 272 42 230

OVAE 143 22 121

OSRR 169 51 118

Numbers ofRIF-AffectedEmployees

The Department's RIF included several stageswhich affected the following number ofemployees:

POCsGeneralRIFNotice

SpecificRIFNotice

Downgraded Separated

OESEOVAEOSRR

272143169

165056

522

28

2

5

14

The small number of actual employee sep-arations was due to the Department's effortto reduce the impact of the RIF on employees.The work of the second MAP in meeting theneeds of the RIF-affected employees was thekey to the Department's efforts.

4Reference Appendix A-1.

19

1.4


The Need for Mobility Assistance

EmployeeCharacteristics

JobPreferences

Several characteristics of the RIF-affectedemployees were identified. (SeeAppendix C-1, Job Search Component FinalReport.) These characteristics were:

They were generally in the 1700job series;

Some had spent up to 14 years inGovernment service;

Middle-aged women and nonveteranswere most severely affected;

Time already invested in the Federalservice dictated continuance in theFederal service;

At the highest GS levels, veteranswere subjected to downgrading fromsupervisory to nonsupervisory levels;and

Those most affected by downgradeswere in grades 12 through 15.

As a result of RIF activity, a number ofemployees were being forced to consider jobchange. RIF-affected employees demonstratedtwo preferences: to maintain present jobs,preferably at the same level, in Educationwithin the District of Columbia area; or tomake a lateral move in the District ofColumbia area to another Federal agency ora downgraded move (viewed to be temporary)within the Department.

1.5


The Need for Mobility Assistance

Specific To review their careers and consider a jobNeeds search, RIF-affected employees had several

areas of need for which assistance wasrequired, which included:

Information about;- Department RIF activities

and employee effects, and- Job vacancies.

Skills for;- Assessing self,- Collecting information,- Preparing resumes and SF-171s, and- Job interviewing.

Emotional support.

21

2

2. MOBILITY ASSISTANCE PROGRAM DESIGN

22

2.1

MOBILITY ASSISTANCE PROGRAM DESIGN

The Approach to Mobility Assistance

DepartmentalEfforts

With the inevitability of the RIF, theDepartment took several policy actions toreduce its effects on vulnerable employees.(See Appendix 1-1, Statement of the DeputyUnder Secretary for Management.) These

actions were:

A freeze was placed on discretionarypersonnel actions.

Non-RIF-affected POCs were requiredto recruit from RIF-affected areasfirst. This resulted in 189 positionsbeing available for placement ofRIF-affected employees.

The Department obtained early-outretirement authority from the Officeof Personnel Management (OPM). Thisresulted in 17 early-out retirements.

The Mobility Assistance Program wasactivated.

The Union The activation of the MAP was also requiredMandate by the Department's agreement with the employee

union, the National 'ouncil of Education Localsof the American Federation of GovernmentEmployees. Article 20, Section 20.04 of theCollective Bargaining Agreement calls for aMobility Assistance Program components toprovide employees with:

Career counseling,Job information, andSF-171 and resume preparationassistance.

23

2.2


The An roach to Mobility Assistance

Union During the implementation of the RIF, theAgreement Department reached an agreement on a mem-

orandum of understanding with the employeeunion. This agreement enabled the Departmentto:

Speed up the announcement of newvacancies.

Eliminate the red tape in selectingcandidates for positions.

Establish a clerical pool as aplacement option for secretarialstaff who might otherwise beseparated.

24

2.3


Initial Planning

InitialAssignment

MAPReview

To begin the MAP, Dr. Laurabeth Hicks wasdetailed from the Office of Vocational andAdult Education (OVAE) to the Office ofPersonnel Resource NaAvgement Services (PRMS)to plan, organize, inTevaluate the MAP.(See Appendix B-1.) Dr. Hicks' first stepwas to meet with the Deputy Under Secretaryfor Management and the Director of PRMS.Their discussions focused on the mission ofthe MAP, and start-up planning.

To assist in the initial planning, theDirector reviewed the report of the MAP Iprovided by Dr. Robert Leestma. The Directoridentified the following recommendations ascritical to establishing a second MAP:1

Clarify the purpose and philosophyof the MAP and decide which of theDepartment's employees were to beserved by the MAP.Have continuity of staff from MAP Ito any future MAP activity.

Begin planning early for any futureMAP.

Make it clear to MAP users and allothers interested in the NAP effortsthat the program provides outplacementassistance and not specific job place-ment.

Provide parity in services offeredto the regional offices of theDepartment.

1 Leestma, Robert. Mobility Assistance Program: Final Report.Office of Management, U.S. Department of Education.Washington, D.C. July, 1982,

2.4


Initial Planning

MAP I(continued)

. Coordinate the planning effortsamong units within Education toavoid duplication of efforts.

Define and publicize the outplacementassistance service's roles and respon-sibilities.

Make adequate provisions for evaluationof the MAP.

Provide career transition trainingand individual job search advice andcounseling to RIF-affected employeesas early as possible.

Establish a continuing communicationand dissemination system.

Make basic reference materials readilyavailable.

Department For collecting further input and guidance,Interviews the Director interviewed the following indi-

viduals:

Charles Heatherly, Deputy UnderSecretary for Management,

Frank Ryan, Director of PersonnelResource Management Services,

Robert Leestma, Director of MAP I,

Andy Larsen, Leader, Job SearchTaskforce for MAP I,

Alex De La Garza, Deputy AssistantDirector of Personnel ResourceManagement Services,

Lois Bowman, Executive Assistant tothe Assistant Secretary for theOffice of Elementary and SecondaryEducation,

26

2.5


Initial Plannina

Department Jan Wolfe, Acting Director, HeadquartersInterviews Personnel Operations Division,(continued)

Mickey Hughes, Technical OperationsBranch, Personnel Resource ManagementServices,

Marsha Scialdo, Director of PersonnelPolicy and Program Development,

Ed Cooke, Regional Operations StaffDirector,

Steve Gray, Labor Relations StaffDirector,

Steve Sotar, Labor Management Services,

William Smith, Director of AdministrativeResource Management Services,

Alicia Coro, Director, Horace MannLearning Center,

Dorothy Singleton, Branch Chief, CareerCounseling, Horace Mann Learning Center, and

Joan Maples, Union Representativeassigned to MAP.

The Director consulted with some of the aboveindividuals on an ongoing basis.

27

2.6


Developing the Mission

MissionStatement

Goals

Preliminary review defined the mission ofthe MAP as:

To provide assistance with careerchange and outplacement forDepartment of Education employeesby delivering Mobility AssistanceProgram services. Priority con-sideration is given to thoseemployees affected by thereduction in force.

The mission of the MAP consisted of goals,target populations, and strategies or ser-vices. These elements and their relationshipare presented in Figure 2-1.

The overall function of the MAP was to helpemployees with career planning and outplace-ment by:

Preparing for the job search byassessing themselves in relationto career and job.

Identifying long-term career optionsand immediate job needs.

Making decisions in relation tothose options.

Taking action in relation.to thedecided-upon options.

See Figure 2-1.

28

FIGURh 2-1: TIlh MISSION OF TRH MOBILITY ASSISTANCE PROGRAM

Target PopulationsGoal. To provide

Career Transition and ke sOutplacement Assistance P. o`dead

.../....""eogee

\40le c\ole 2, \

e,,,\A

tClc-tY. \t

e / ke es \\ ON\ \ (Set(' c.ot

'goes ke .e,C'NV Aole e 5- eye c ek"yev \, 11" \pc\ Pe \)\ 0 G°yt

yolk 0 5

Preparing forJob Search

IdentifyingOptions

DecidingUpon Options

TakingAction

29

.lob Search

Strategies

Counseling

Training

PersonnelSupport

30

2.8



TargetPopulations

Objectives

The mission of the MAP identified the groupsaffected by and the groups affecting theoverall function of the MAP. (See Figure 2-1.)Groups affected included: RIF-affectedemployees at Headquarters and in the RegionalOffices, and Department employees in general.The Office of Personnel Resource ManagementServices (PRMS) and Department managementwere examples of groups that affected themission function. With all critical groupsidentified, the staff of the MAP were awareof the important actions to be taken withthe various target groups for the MAP ser-vices to be successful.

Objectives were defined in terms of the spe-cific results that the MAP was trying toachieve in relation to each of the four majorgoals of the MAP. These objectives were:

To provide affected employees withassistance in preparing for careertransition and outplacement jobsearch, as indicated by 800 of theemployees stating that they wereassisted with the above preparation.

To provide affected employees withassistance in exploring and identifyingoptions, as indicated by 8(rc of theemployees stating that they wereassisted with exploring and identifyingoptions.

31

2.9



Objectives(continued)

Strategies/Services

To provide affected employees withassistance in deciding upon options,as indicated by 80% of the employeesstating that they were assisted withdeciding upon options.

To provide affected employees withassistance in taking action on jobpossibilities, as indicated by 80%of the employees stating that theywere assisted with taking action.

To help RIF-affected employees with careertransition and outplacement job search, theMAP established several strategies or services.(See Figure 2-1.) These services were:

Job search information,

Personnel support services,

Career transition and outplacementtraining, and

Professional individual and groupcounseling.

3r;

3.1

MOBILITY ASSISTANCE PROGRAM DEVELOPMENT

Arranging for Resources

Budget To initiate budget planning, the DirectorPlanning prepared budget recommendations and

estimated allocations. After a review,the following MAP budget was established:

BudgetOperations

BudgetItem

EstimatedExpenditure

Temporary Staff S 11,000

Consultants andTraining 135,000

Travel 500

Data Equipment 1,600

Other Reimbursables 1,600

Supplies 300

Total $150,000

The Director took the following steps ;;o beginbudget operations:

Consulted with the Director of PRMS,the Deputy Assistant Director forOperations of PRMS, and the Comp-troller to establish the MAP commonaccounting number, and arrange forbudget processing and procurementprocedures.

Created a budget expenditure trackingform (see Appendix B-2).

Consulted with Alex De La Garza,Deputy Assistant Director (PRMS)for Operations, regarding MAPlogistics.

33

3.2



Staffing

Facility

With the budget establisniA, the Directorbegan to staff the MAP. Her first stepwas to arrange the assignment of Dr. AndyLarsen, Director of the MAP I Job SearchTaskforce, to be the MAP special assistantfor Job Search. With Dr. Larsen's con-sultation, the Director planned for staffassignments to the MAP. (See Appendix B-3for a list of the names of the MAP staff.)Figure 3-1 presents the MAP staff organi-zational chart. Also, the Director estab-lished estimated levels of FTEs to beexpended for the MAP staff. (See Table 3-1.)

The Director consulted with Dr. Smith,Director of Administrative Resource Manage-ment Services, in the design of the MAPfacility. (See Appendix B-4.) It wasimportant that the MAP center be highlyvisible, with the components centrallylocated. The North Lobby of Federal OfficeBuilding #6 was designated for the MAP. Withthe design established, arrangements weremade to prepare the area with furniture,telephones, equipment, and supplies.

Horace Mann To identify additional resources, theLearning Director consulted Dr. Dorothy SingletonCenter of the Horace Mann Learning Center (HMLC).Resources These discussions identified the following

resources available at HMLC:

O MAP services such as careercounseling, SF-171 preparation,and financial planning,

Available consultant expertise, and

HMLC training facilities and coor-dination.

34

3 . 3

Figure 3-1. MOBILITY ASSISTANCE PROGRAMORGANIZATIONAL CHART

OFFICEOF

MANAGEMENT

DIRECTORPERSONNEL RESOURCEMANAGEMENT SERVICES

SPECIAL DIRECTORASSISTANT MOBILITYFOR OPERATIONS ASSISTANCE

PROGRAM

SECRETARIALAND CLERICAL,SUPPORT

COMPONENTS

SPECIALASSISTANTJOB SEARCHTASK FORCE

JOB SEARCH CAREER/JOBSEARCHTRAINING

35

CAREERCOUNSELING

PERSONNELSUPPORT

3.4

TABLE 3-1. ESTIMATED FTE EXPENDITURE FORASSISTANCE PROGRAM STAFF

MOBILITY

Estimated HoursUnit Position FY '83 FY '84

Administrative A 848 320B 616 320C 384 320D 384 320E 80 -

Job Search A 456 320B 456 320C 456 -

Personnel A 456 160

Support B 416 160

Services C 416 160D 416 160E 456 200

Professional A 464 320

Counseling/ B 464 320

Career C 184 150

Planning D 264 160E 264 80F 100 160

Grand Total 7,580 3,950

36

3 . 5



Consultant The Director identified the following con-Resources sultant resources for the training component

of the MAP:

A private sector consultant group,Employment Perspectives, for con-ducting training in job searchskills for the private sector;

The Office of Personnel Management(OPM) which identified the careertraining services of Human Tech-nology, Inc.;

A Federal staffing specialist withthe Federal Research Service, Inc.,who would provide on-call serviceto assist employees in furtherFederal employment; and

A tax consultant and registeredinvestment broker who would providefinancial planning training.

37

3.6


Developing Planning and Tracking Procedures

Management With the MAP structure in place, a work planPlans management system was developed. The purpose

of the system was to help define the work ofthe MAP, as well as to provide a vehicle fortracking the implementation of the work. A

set of work management plans linked to theDirector's overall MAP work plan was developedby MAP staff for service delivery and admin-istrative components (see Appendix B-5). Themanagement plans contained goals, objectives,activities, and timeframes.

Written Several reporting procedures were developedReporting to track the day-to-day use of the MAP ser.4Procedures vices by Department employees, and to provide

overall documentation as to the number ofemployees participating. These proceduresconsisted of the completion of the followingforms (see Appendix B-6):

Participants were asked to completethe Registration Form for MAPservices and the Mobility AssistanceProgram Checklist.

Each MAP participant was requiredto complete a Log of MAP AssistanceSought Given Form to record employeeuse of the component services. Atthe end of each week, participantssubmitted their logs to the officeof the MAP Director.

3.7



ProgramMeetings

The MAP Steering Group was created Thisgroup consisted of:

The MAP Director,

MAP special assistants,

MAP component leaders,

A PRMS retirement benefit andemployment counselor, and

PRMS Regional operationsrepresentatives.

The meetings were conducted on a weekly basisto review program progress, exchange infor-mation, make decisions, and solve problems.

Program To provide a comprehensive evaluation of theEvaluation MAP, guidelines were established (see

Appendix B-7). The following requirementswere identified for the MAP evaluation:

To identify key process and outcomemeasures or variables,

To identify success indicators,

To establish measures for evaluatingthe MAP,

To develop methodology for conductingan evaluation study of the MAP,

To conduct the study, and

To report the findings, conclusions.and recommendations.

39

3.8



ProgramCommunication

For the purpose of MAP communication withthe Department in general, the followingcommunication activities were established:

Briefings and consultations with- The Director of PRMS,- High-level management as needed,- The union,- The HMLC,- PRMS MAP contacts,- The RIF Council, and- The Management Council.

Information dissemination such as- The MAP Newsletter, "The RIF

Connection" (see Appendix B-8),- Agency-wide announcements,- MAP Personal Information Package

(see Appendix B-9), and- MAP Briefing Package (see

Appendix 8-10).

t

40

4

4. MOBILITY ASSISTANCE PROGRAM COMPONENTS

41_

4.1

MOBILITY ASSISTANCE PROGRAM COMPONENTS

Job Search

"Purpose The purpose of the Job Search Component wasto assist employees in RIF-affected POCsto identify job opportunities by presentingas many job vacancies as possible. (SeeJob Search Component Final Report, Appen-dix C-1.) Because of strong employee pref-erences, these job vacancies were sought inthe Federal sector. In addition, the JobSearch Component sought to assist employeesin other POCs in order to create vacanciesthat could be considered by RIF-affectedemployees. Also, assistance was providedto employees who felt vulnerable, althoughthey were not RIF-affected at this time.

Objectives The following were the objectives for theJob Search Component:

To locate at least five vacanciesfor every vulnerable employee whocompleted a Job Search Intake Form(see Appendix C-2).

To make copies of job announcementsavailable to all adversely impactedemployees.

To collect and post job announcementsfrom at least five other Federalagencies.

To facilitate the enrollment of atleast 25 employees in the Office ofPersonnel Management's DisplacedEmployee Program.

42

4.2


Job Search

Activities The Job Search Component consisted ofAndy Larsen, Component Leader, and threeadditional staff. The following were themain activities of the component:

Contacting each vulnerable employee,

Establishing a distribution networkfor job announcements,

Establishing a referral network withother Federal agencies,

Posting copies of job announcements,

Referring employees to the PersonnelSupport Services Component for analysisof the SF-171s, and

Continuing analysis of RIF impact.

43

4.3


Personnel Support Services

Purpose The Personnel Support Services Componentincluded Mamie Gattis and four additionalstaff. This Component was designed toassist employees with:

Reviewing .and providing suggestionsfor employees' SF-171s,

Analyzing employees' SF-171s toidentify the job series for whichthey qualify, and/or

Making early-out retirement decisions.

Objectives The following were the specific objectivesof the Personnel Support Services Component:

Activity

To provide suggestions as to therevisions of the SF-171s, whereappropriate, to all employeesseeking analysis.

To provide analysis of the SF-171sfor GS Series identification andqualification for 300 of the employeespotentially affected by the RIF.

To provide counseling and unemploymentbenefits for all employees seekingsuch counseling.

The staff of the Personnel Support ServicesComponent were informally detailed from thePRMS. The SF-171 analysis was conductedprimarily in the MAP Center. Later, theComponent moved 'co a facility near the MAPCenter to provide greater privacy. Often,employees went to the Job Search Componentupon completion of their SF-171 analysis.Employees seeking counseling for early-outretirement or unemployment benefits visitedthe PRMS offices.

44

4.4


Training. Services

Purpose A series of workshops was conducted toprovide skills and knowledge for careertransition and outplacement job search. Thefollowing workshops were conducted:

Career Transition and Job Search(see Appendix C-3),

SF-171 Preparation (see Appendix C-4),

Private Sector Job Search (seeAppendix C-5), and

Financial Planning (see Appendix C-4).

Objectives The following were the objectives of theTraining Services Component:

To deliver useful skills, knowledge,information, and support, as indicatedby 80% of the participants statingthat the training delivered thesethings.

To conduct training workshops thatwere well designed, as indicated byso% of the participants stating thatthe workshops were well designed.

Career Three 2i-day career planning workshops wereTransition conducted by Human Technology, Inc. (SeeWorkshops Appendix C-3.) These workshops delivered

tnc following skills and knowledge to partic-ipants:

Assessing skill strengths,

Defining values,

45

4.5


Training Services

Career Developing the resume,TransitionWorkshops Conducting the information meeting,(continued) and

Conducting the job interview.

At the completion of the workshops, a coreof the MAP staff received training fromHuman Technology, Inc., in the delivery ofthe career transition workshop in the eventthat additional workshops would be needed.(See Appendix C-4 for names of staff thatwere trained.)

SF-171 The Career Counseling Staff of the HMLC con-Workshops ducted a series of workshops on how to prepare

the SF-171. (See Appendix C-5.) These work-shops provided the following instruction forparticipants:

How to be considered for a position,

How to be rated qualified for aposition, and

How to get the job interview.

Private Ms. Vicki Satern, President, EmploymentSector Perspectives, conducted 2-day workshops inJob Search job seeking techniques for the private sector.Workshops (See Appendix C-6.) The training took the

perspective of the job seeker from thebeginning of the job search to its conclusion.The focus was on emotional and financialsupport, as well as job seeking techniques.Individual follow-up training and counselingsessions were provided. This group alsoconducted a seminar on professional andtrade associations.

46

4.6


Training Services

Financial Mr. Stephen Guest conducted seminars thatPlanning addressed financial issues faced by employeesSeminars with anticipated major adjustments in

income (see Appendix C-5). The topicsincluded:

Establishing and adjusting aworkable survival budget,

Tax considerations and unemployment,

Sources of financial assistance, and

Establishing your own business.

4'7

4.7

MOBILITY ASSISTANCE PROGRAM

Professional Individual and Group Counseling

Purpose

Objectives

Counseling psychologists at the HMLC anda career counselor from outside the Depart-ment provided confidential, individualassistance regarding personal and careerconcerns and adjustments. In addition,group counseling was used to establish anetwork for participants for informationexchange, personal and career concerns,adjustments, and coping strategies. (SeeAppendix C-5.) In addition, the group,Employment Perspectives, provided follow-up counseling to their private sector jobsearch workshops.

The following were the objectives for theProfessional Individual and Group CounselingComponent:

To provide individual and groupcounseling to all employeespotentially impacted by the RIF.

To provide individual and groupcounseling that met the followingcriteria:

- Counseling enabled theemployees to exploreoptions, make decisions,and plan actions, as indi-cated by 80% of the employeesstating that the counselingprovided these things, and

- Counseling provided emotionalsupport as indicated by 80%of the employees statingthat the counseling providedit.

48

4.8


Professional Individual and Group Counseling

Activity Career Counseling Staff of the HMLC hadconducted ongoing career counseling foremployees of the Department. This ongoingservice was expanded to assist employeespotentially impacted by the RIF. Twocounseling psychologists and two part-timecareer/job search counselors were on hand toprovide the counseling. Most of the activitywas conducted out of the HMLC. DorothySingleton was the leader of the ProfessionalCounseling Component.

Career As an outgrowth of the career counselingResource activity, the counseling staff establishedCenter a Career Resource Center in the MAP area.

The Center started approximately one monthbefore the termination of the MAP services.The purpose of the Center was to providecareer resource information for outplacement.However, the timing of the establishment ofthe Center was such that the need for careerresot ice information on the part of theemployees had diminished. At the Center itwas possible to register for career counseling.

4.9


Regional Activity

Response As the MAP was being planned, a questionto Need was raised as to how the Regional needs

should be addressed. To guide Regional MAPactivities, feedback was collected fromthe following sources:

The union,

The Office of the SecretaryRegional Representatives (OSRR),

The Director and staff from theDivision of Regional Operations,who held weekly teleconferenceswith their counterparts in theRegion,

The Director of Public Affairs atHeadquarters, and

Personal contacts with Regionalemployees (see Appendix C-7).

Proposed The MAP Director proposed plans for colsi-Plans deration in responding to the needs of ..he

OSRR. (See Appendix C-8.) One plan was tobring a selected number of OSRRs to Head-quarters for training in setting up the MAPin the Regions. Another plan called for atraining package consisting of a videotapeand information on preparing SF-171s,retirement benefits, writing resumes, andcareer planning.

50

4.10


Regional Activity

MAP Because of travel restrictions and problemsPackages with time and logistics, the first proposed

plan and the videotape element of the secondproposed plan proved unworkable. As aresult, a decision was made to send packagesof informative materials to the Regions.These packages included:

Follow-upTelephoneCalls

A description of the MAP effort,

A description of Regional activityto help RIF-affected employees,

Information on MAP staff who couldbe contacted for further assistance,and

A series of career planning materials.

Follow-up telephone calls by a MAP designeeand the Director were made to the Regionsin relation to the MAP package and the needfor further assistance. (See Appendix C-7.)At the suggestion of several OSRRs, individualcalls were made to each employee who was sep-arated from the Department. Also, employeein the Region requested assistance by tele-phone. The materials were used only in someRegions. Because of the small numbersaffected in each Region, the telephone folloy-up seemed to be more cost-effective than con-ducting training conferences.

51

5.0


52

5.00


Evaluation Desian

MAPDescription

The first step in developing an evaluationdesign was to clarify the description ofthe MAP (see Appendix D). This step wasaccomplished by identifying the followingelements of the MAP (refer to page 2.6):

The mission,

The goals and objectives,

The component or strategic goalsand objectives, and

The component activities andmanagement plans.

Evaluation The MAP was reviewed using Human Technology'sComponents models for intervention assessment.1 As a

result, the following components were iden-tified for the evaluation design:

Program implementation or the extentto which the MAP was implemented asplanned.

Program delivery or the extent towhich participants received and usedthe MAP services provided.

Program impact or the extent to whichthe use of the MAP services affectedthe career transition and outplacementprocess for participating employees.

Productivity assessment or the extentto which the MAP benefits exceededthe costs required to conduct the MAP.

1Carkhuff, R.R. Sources of Human Productivity. Amherst, Mass.:Human Resource Development Press, 19S3.

53

5.01


Evaluat :ton Design

EvaluationProcedures

The following procedures were used to col-lect data and information about the MAP inrelation to the evaluation components:

MAP records and materials were reviewedto examine program operations and data.

Interviews were conducted with the MAPstaff to identify the extent to whichthe MAP was implemented as planned.

All training workshop evaluations werereviewed to determine training effec-tiveness.

A survey was administered to MAP par-ticipants to assess the effectivenessof the MAP delivery agd the MAP'soverall effectiveness.

54

5

5. IMPLEMENTATION EVALUATION

55

5.1

IMPLEMENTATION EVALUATION

Description

Purpose

Procedures

The purpose of this evaluation component wasto determine the extent to which the MAPservices were implemented as planned. Thisevaluation component establishes whetherplanned activities did indeed take place.

Several procedures were used to collect dataand information for examining the basicimplementation question. These procedureswere:

A review of MAP records to identifythe number of employees using MAPservices.

Interviews with MAP staff identifyingthe extent to which each of the MAPcomponent activities was implementedas planned.

56

5.2


Employee Participation

Purpose

ParticipantNumbers

ParticipantSurvey

The MAP documentation was reviewed to deter-mine the number of employees who used MAPservices. This information and data wereimportant for determining the extent ofemployee use of and need for the MAP ser-vices.

Table 5-1 presents the numbers of partic-ipants who used the services of each of theMAP components. Also, a number of employeesreceived assistance from the MAP adminis-trative component. Even though there wasan adequate system for recording the numberof employees who used the services, thenumbers identified have to be consideredestimates. The MAP staff reported that insome instances, for example job vacancyposting, it was hard to record the numbersof the employees who used the service.

The overall response to the MAP survey wasanother indicator of employee participation.(See Appendix E-1.) Eighty-two employeesout of almost 300 employees in OESE and OVAEused the opportunity to complete the r.urvey.This was a significant level of response toa survey request.

57

5.3

TABLE 5-1. NUMBER OF PARTICIPANTS USING MAP SERVICES

MAP SERVICE NUMBER

Administrative Staff

Job Search:

More than 125

People seeking assistance 250Contacts with people seekingassistance 1.100

Personnel Support Services 335

Training:

Career Transition 46SF-171 Preparation 34Financial Planning 28Private Sector Job Search 42

Professional Individual andGroup Counseling:

Individual Counseling 188Career Resource Center 43

C ,.. IJ ''''-',,:7r,-

58

5.4


Mobility Assistance Program Staff Interviews

Purpose

InterviewQuestions

Interviews were conducted with the MAP staffto assess the actual level of implementationof the MAP. The basic question was whetherthe MAP activities took place as planned.Representatives from each of the MAP com-ponents were interviewed.

The MAP staff were asked to respond to thefollowing questions in relation to theircomponents:

To what extent was the activity ofthe component implemented as planned?

Staff members were asked to indicatewhether the activity:

- went as anticipated,- fell short of what was

anticipated, or- exceeded what was antic-

ipated.

What were the reasons for the levelsof implemented activity?

What recommendations would the staffmake regarding the conduct of thecomponents at another time? (Theseare presented later in this report.)

5J

5.5


Job Search Staff Interviews

Summary

ActivitiesExceedingExpectations

ActivitiesShort ofExpectations

The summary.of the interviews conducted withthe Job Search Component Staff is presentedin Table 5-2. The staff felt that overallthe component activity was implemented asplanned and in some areas exceeded expec-tations. The staff highlighted their expe-rience and expertise in the job search areaas the key to the implementation.

The Job Search staff thought that the fol-lowing activities exceeded the anticipatedlevel of implementation:

Identifying vacancies internal tothe Department and distributingannouncements to RIF-affectedemployees,

Daily monitoring of job placements,especially for hard-to-place employees,

Individual counseling for others inOESE not targeted at this time, and

Enrollment in OPM's Displaced EmployeeProgram (DEP) for other employees notaffected by the RIF.

The MAP staff felt that the following activ-ities fell short of expectations:

The number of job vacancies identifiedexternal to the Department throughpersonal contact, and

The number of RIF-affected employeesenrolled in the DEP.

60

TABLE 5 -2. JOB SEARCH STAFF INTERVIEWS

AcLivity Assessment Reason

Identify vacanciesand disLribuLeannouncements

A greaLer than anticipated number ofvacancies and announcements internalLo Lhe Department were identified.

1. Staff had previous MAPexperience and counselingskills.

2. Staff planning helped makeservices efficient.

3. Staff used resource materialscontaining position descrip-tions most appropriate forDepartment employees.

. Department employees formeda network that facilitatedidentifying vacancies.

5. Department management decidedto facilitate employee place-ments.

Vacancies external to the Agencyidentified through personal contactswere less than anticipated.

1. The time and distance neededto collect the informationmade it difficult to i den Lily

a large number of vacancies.

Enrollment inDEP

A less Lhan anticipated number ofDepartment employees were enrolled.

1. It was inappropriate toconsider that employees withgrades of 11 and 12 wouldconsider being reduced togrades 5 or 6.

2. There was no need for Lheprogram once it was decidedto find placements for allemployees.

62

TABLE 5-2. JOB SEARCH STAFF INTERVIEWS(Continued)

Activity Assessment Reason

Enrollment in DEP(continued)

A greater than anticipated number ofDepartment employees not affectedby the RIF enrolled in the program.'

1. Employees in affected officesfelt vulnerable, and, there-fore, tried to change theirjob series.

Individualcounseling

An anticipated number of employeesaffected by the RIF were involvedin counseling.

1. The staff were skilled incounseling and motivated tohelp.

A greater than anticipated number ofemployees in OESE not affected bythe RIF were involved in counseling.

1.. Employees in affected officesfelt vulnerable.

Reviewing anddistributingSP-171s

An anticipated number of employeesaffected by the RIF submitted theirSF-171s for review and distribution.

1. Training by OPM prepared MAPstaff to review employeeSF-171s effectively.

2. Staff contacts with other .

agencies helped guide SF-171distribution.

Daily monitoringand placement oremployees

Completion of the monitoring plan wasas anticipated.

1. Management developed an out-line that allowed for closecoordination with personnel.

Placements for employees were greaterthan anticipated.

1. Management decided to grantexceptions of policy forhard-to-place employees.

6364

5.8


Personnel Support Services Interviews

Summary

ReasonsforImplementation

The summary of the interviews conducted withthe Personnel Support Services Component ispresented in Table 5-3. Overall, the stafffelt that the following activities exceededthe anticipated level of implementation:

The number of employees seekinganalysis of their SF-171,

The number of employees seekingassistance in identifying additionaljob series for which they werequalified, and

The number of counseling referralsand questions.

The component staff thought that the successin implementation was related to:

Staff experience and expertise, and

Employee experience with theDepartment's initial RIF.

Personnel The component staff thought that the Person-Information nel package activity was nct implemented asPackage planned. The staff thought that the package

was not used as much as expected because thepackage was completed too late.

Early-out The Personnel Support Services ComponentCounseling staff felt that the early-out counseling

activity both exceeded and fell short ofexpectations. More employees than expectedcontacted the component to ask questions.However, there were fewer applications forearly-out retirement in comparison to thenumber identified in the Department's firstRIF.

60

TABLE 5-3. PERSONNEL SUPPORT SERVICES INTERVIEWS


Assessing SF-171s A greater than anticipated number ofDepartment employees submitted theirSF-171s for assessment.

1. Staff were experienced in pro-viding SF-171 assessments.

SF-171s were of better quality thananticipated.

1. Employees were more experiencedin developing their SF-171sbecause of previous RIFexperience.

Identifying series A greater than anticipated number ofemployees requested series identi-fication assistance.

1. Staff were experienced inassisting in series identifk-cation.

2. Staff were prepared by the MAPteam to offer assistance.

Counseling,referrals toother MAP services,answering generalquestions

A greater than anticipated number ofemployees used the service, both thoseaffected directly and indirectly bythe RIF.

1. Staff were experienced in pro-viding these services.

2. Department employees knew whatto expect from the servicesbecause of previous RIFexperience.

PersonnelInformationPackage

A less 1.11an anticipated number ofemployees used the package.

I. It was completed too late formost employees to use

66 67

TABLE 5-3. PERSONNEL SUPPORT SERVICES INTERVIEWS(Continued)


Answering questionsregarding retire-meant benefits

A greaLci than anticipated number ofcontacts were made by Departmentemployees.

1. Department employees affectedby the RIF, or working inaffected offices, neededinformation.

2. Many employees directlyaffected by the RIF werereferred by the MAP staff.

Applying forbenefits process

A less than anticipated number ofemployees elected to take early-out benefits, compared to theprevious RIF.

1. Employees were exploringinformation, but were notready to retire.

8968


Training Services Interviews

ServicesReviewed

Assessment

5.11

Interviews were conducted with staff respon-sible for the following training services:

Career transition,

SF-171 analysis,

Private sector job search,

Financial planning, and

Professional and tradeassociations seminar.

The staff of some training services reportedthat the levels of employee participationwere as anticipated, while the staff ofother training services reported less thanexpected levels of participation. (SeeTable 5-4.) Staff comments suggested avariety of reasons related to the assessments.

70

TABLE 5-4. TRAINING STAFF INTERVIEWS


Career TransitionWorkshop

A less than anticipated number ofemployees sought this assistance.

1. There seemed to less of aperceived need on the part ofDepartment employees.

2. RIF notices were distributed afew days prior to the workshop.This resulted in employeehesitation to participate.

SF-171 Workshop An anticipated number or employeessought this assistance.

1. MAP staff referred employeesto these workshops.

2. Employees satisfied with theirworkshop experiences recom-mended it to others.

3. Employees were considering alltheir options.

Private SectorJob Search

.

less than anticipated level ofparticipation was demonstrated byemployees attending the workshop,

1. Employees seemed conflicted asto what to do about the RIFnotices handed out 2 days priorto the workshop.

2. Employees seemed to hope theworkshop would give them ajob.

71 72

TABLE 5-4. TRAINING STAFF INTERVIEWS(Continued)


Financial An anticipated number of employees I. The speaker providing thisPlanning sought this assistance. instruction had a reputationWorkshop for conducting effective work-:

shops.

2. Employees satisfied with theirworkshop experiences recom-mended it to others.

3. Staff worked cooperatively toensure employee attendance.

4. Employees in OESE needed Lhesupport.

Professional An anticipated level of participation 1. Employees only had to listenand Trade was demonstrated by employees to presentations and askAssociation attending the seminar. questions, something theySeminar could do comfortably.

13

5.14


Professional Individual and Group Counseling Interviews

Individualand GroupCounseling

Table 5-5 presents a summary of interviewswith the staff of the Professional andIndividual Group Counseling Component. Thestaff thought that the individual and groupcounseling activities were implemented asplanned. The most important factor in theimplementation was the accessibility of theComponent's services to the Department'semployees.

Career The Center staff thought that the CareerResource Resource Center activity was implementedCenter as planned in relation to making referrals

to training workshops and also reinforcinginformation learned in the workshops. How-ever, the Component staff thought that theCenter did not meet expectations in relationto the adequacy of the Center staffing andemployee use. The staff felt that the Centernever really "got off the ground" becauseof late start-up time.

75

TABLE 5-5. COUNSELING STAFF INTERVIEWS


Individual An anticipated number of Department 1. Staff providing this assistancecounseling employees sought counseling. maintained accessibility to

employees in need.

2. Employees in OVAE needed lesssupport from others because ofthe support network alreadyestablished in OVAE.

3. Employees were actively seekingassistance.

Support An anticipated number of Department 1. Stall' providing this assistancegroups employees sought interaction within maintained accessibility to

a support group. employees in need.

2. Staff were able to sustain theenergy needed to provide thisservice.

3. Employees sought this servicebecause they had had positiveexperiences in the past withstaff.

76 77

TABLE 5-5. COUNSELING. STAFF INTERVIEWS(Continued)


Resource Centercareer stations

A less than anticipated number ofemployees sought this assistance.

1. The Resource Center was estab-lished late, and by that timemanagement decisions changedto identifying placements foraffected employees.

Resource Centerreferrals toworkshops

A less Lhan anticipated number ofemployees were referred to MAP-sponsored workshops.

1. The Resource Center was 6:stab-lished late, and by that timemanagement decisions changedto identifying placements foraffected employees.

Resource Centersupport ofworkshopservices

A less than anticipated number ofemployees sought support in followingup on workshop content.

1. The Resource Center was estab-lished late, and by that timemanagement decisions changedto identifying placements foraffected employees.

79

78

6

6. DELIVERY EVALUATION

so

6.1

DELIVERY EVALUATION

Description

Purpose

Procedures

The purpose of this evalution component wasto determine the extent to which the servicesof the MAP were delivered to participants.This question addressed what participantsreceived from the MAP services and what par-ticipants used in their day-to-day careertransition and outplacement job searchactivities.

Several procedures were used to collect dataand information for examining the basicdelivery questions. These procedures were:

A review of participant evaluationsof the MAP training workshops.

A review of responses to Questions 1and 2 of Part 1 of the survey admin-istered to MAP participants (seeAppendix E-1).

81.

6.2

DELIVERY EVALUATION

Career Transition Trainin Evaluation

Description

SkillsImprovement

WorkshopDesign

The evaluation of the Career TransitionWorkshop was based on an evaluation instru-ment administered to participants at thecompletion of each workshop. (SeeAppendix E-2.) The instrument addressed:

Participant perception of levelof career transition/job searchskills prior to and upon com-pletion of the workshop, and

Overall workshop design.

The results cf participant skill levelassessment are presented in Table 6-1.On the average, participants indicatedthat prior to the workshop their skilllevel was minimally adequate. Upon com-pletion of the workshop, their skills wereat more than adequate levels. Participantsreport considerable skill improvement asa result of taking the workshop.

The results of particl ant assessment as toworkshop design are presented in Table 6-2.The findings indicate that the participantsthought that the workshop design was morethan adequate.

82

6.3

TABLE 6-1. CAREER TRANSITION WORKSHOP: PARTICIPANTASSESSMENT OF SKILL IMPROVEMENT

Item

Mean Rating1

Pre-Workshop Post Workshop

Developing career values 2.49 4.15

Identifying skills 3.08 4.44

Developing a job objective 2.46 4.35

Writing the resume 2.47 4.38

Conducting the informationinterview 2.49 4.14

Conducting the job interview 2.49 4.04

Mean for all items: 2.58 4.25

1Rating scale used:

Number responding = 25

iMinimally More Than Very

Inadequate Adequate Adequate Adequate Adequate1 2 3 4 5

-83

6.4

TABLE 6-2. EVALUATION OF CAREER TRANSITION WORKSHOP DESIGN

Item

Total length of time

Pacing of activities

Workshop exercises

Workshop content

Workshop handout materials

1Rating scale used:

Mean Ratingl

3.06

3.95

3.99

4.48

4.48

Mean for all items: 3.99


Minimally More Than VeryInadequate Adequate Adequate ,Adequate Adequate

1 2 3 4 5

84

6.5

DELIVERY EVALUATION

SF-171 Training Evaluation

Description The evaluation of the SF-171 training work-shop was based on an evaluation instrumentadministered to participants at the com-pletion of each workshop. Two slightlydifferent evaluation instruments were usedin the workshops. The results of theevaluation are presented in Tables 6-3 and6-4.

Training With relation to the training content, par-Content ticipants indicated agreement that the content

presented was useful and applidable to theircareer planning.

TrainingDelivery

With relation to training delivery, partic-ipants indicated agreement that:

Training objectives were fulfilledand met participants' expectations.

Instructors and participants inter-acted sufficiently.

85

6.6

TABLE 6-3. EVALUATION OF SF-171 WORKSHOP #1

Item Mean Ratingl

1. The training proved to be consistent withthe announcement or brochure description. 3.4

2. The training objectives were fulfilled.

3. The subject matter and presentations werewell organized. 3.4

4. The program material (handouts, printedmaterials, books, etc.) were effectivelyused. 3.3

5. The instructor(s) showed a good commandof the subject. 3.8

6. The class discussions centered onrelevant problems and questions. 3.8

7. The instructor(s) encouraged allparticipants to get involved in thediscussions. 3.9

8 The instructor(s) responded to the needsof the group. 3.8

9 Overall, the training was a significantlearning experience for me. 3.6

10 I will be able to apply what I havelearned in this training to my presentjob or career plans. 3.4

11. I would recommend this course to others. 3.6



rt

Rating scale used:

Does Not Strongly StronglyApply Disagree Disagree Agree Agree

0 1 2 3 4

86

6.7

TABLE 6-4. EVALUATION OF SF-171 WORKSHOP #2

Item


2. The subject matter and presentationswere well organized.

Mean Ratingl

3.2

3.2

3. The program material (handouts, printedmaterials, books, etc.) were effectivelyused. 3.2

4. The instructor(s) showed a_good commandof the subject. 3.4

5. Class discussions centered on relevantproblems and questions. 3.4

6. The instructor(s) encouraged all partic-ipants to get involved in the discussions. 3.0

7. The instructor(s) responded to the needsof the group. 3.3

8. Overall, the training was a significantlearning experience for me. 3.0

9. I will be able to apply what I have learnedin this training to my present job orcareer plans. 3.5

I would recommend this course to others. 3.3



1Rating scale used:


0 1 2 3 4

87

6.8

DELIVERY EVALUATION

Private Sector Job Search Training Evaluation

Description

TrainingContent

TrainingDelivery

Professionaland TradeAssociationSeminar

The evaluation of the Private Sector JobSearch training was based on an evaluationinstrument administered to participants atthe completion of each workshop. Theresults of the evaluation are presentedin Table 6-5.

Participants indicated the following withregard to the training content:

The facts describing the elementsof the job search could be appliedto their personal search, for themost part.

Suggested strategies for conductingthe job search could all be incor-porated into their personal search.

With relation to workshop delivery, partic-ipants indicated that instructors interactedwith participants and were enthusiastic andknowledgeable.

The Professional and Trade AssociationSeminar was also evaluated by participants(see Appendix C-5). Participants rated theseminar positively for knowledge and infor-mation delivered, and for semtnar design.

88

6.9

TABLE 6-5. EVALUATION OF THE PRIVATE SECTORJOB SEARCH WORKSHOP

Item Mean Rating1

1. List and explain the four stages oftrauma relating to job change. 4.7

2. Organize your job search. 5.2

3. Identify three resources for stayingfiscally sound during unemployment. 4.3

4. Identify three resources for stayingemotionally sound during unemployment. 4.5

5. Describe what you do so that othersunderstand. 4.9

6. Develop an effective resume. 5.1

7. Identify and explain the two key elementsof communication. 4.5

S. Identify resources to contact for support(network).

9. Obtain support from family, friends,colleagues, and others.

5.2

4.8

10. Contact individuals by telephone toobtain information, etc. 5.3

11. Contact individuals by letter to obtaininformation, etc.

12. Design your reference sheet.

13. Track your job search.

14. Identify characteristics of an idealworking environment for you.

15. Request advice, prepare for, and conductan informational interview and follow-up.

89

5.3

5.4

5.0

4.8

4.5

6.10

TABLE 6-5. EVALUATION OF THE PRIVATE SECTORJOB SEARCH WORKSHOP

(Continued)

Item

16. Write cover letters for specific jobleads.

17. Utilize requests for letters of recom-mendation to produce job leads.

Mean Rating1

4.8

5.2

18. Conduct an effective interview andfollow-up. 4.5

19. Negotiate job terms agreeable to you. 4.2

20. Established and maintained an appropriatelearning climate. 5.2

21. Provided the technical/content informationrequired. 5.3

22. Encouraged participants to participate andinteract. 5.6

23. Provided information applicable to yourjob change. 4.7

24. How valuable was the workshop to you inseeking a position in the private sector? 5.0

25. low valuable was the workshop to you inseeking a position on your own? 4.8



1Rating scale used:(Scale reflects the ability to incorporate the itemsinto a job search.)

Not At All Few Some Mostly All Exceeded1 2 3 4 5 6

90

6.11

DELIVERY EVALUATION

Financial Planning Training Evaluation

Description

TrainingContent

TrainingDelivery

The evaluation of the Financial PlanningTraining was based on an evalution instru-ment administered to participants at thecompletion of each workshop. The resultsof the workshop are presented in Table 6-6.

With relation to training content, partic-ipants indicated agreement that the contentpresented was useful and applicable to careerplanning.

With regard to training delivery, participantsindicated agreement that:

Training objectives were fulfilled, and

Instructors and participants interactedsufficiently.

91

6.12

TABLE 6-6. EVALUATION OF THE FINANCIAL PLANNING WORKSHOP

Item

1. The training proved to be consistentwith the announcement or brochuredescription.


Mean Rating1

3.4

3.3

3. The job matter and presentations werewell organized. 3.3

4. The program material (handouts, printedmaterials, books, etc.) were effectivelyused.

5. The instructor(s) showed a good commandof the subject.

6. Class discussions centered on relevantproblems and questions.

7. The instructor(s) encouraged allparticipants to get involved in thediscussions.

S. The instructor(s) responded to the needsof the group.

9. Overall, the training was a significantlearning experience for me.

10. 7 will be able to apply what I have learnedin this training to my present job orcareer plans.

33 qe ...,

3.7

3.4

3.2

3.3

3.2

3.3

11. I would recommend this course to others. 3.5



1 Rating scale used:


0 1 2 3 4

92

6.13

DELIVERY EVALUATION

Participant Survey of Service Delivery

Description As part of the MAP survey, participantsrated:

Results

The effectiveness of the deliveryof each of the MAP services thatthey used, and

The usefulness of the MAP servicesdelivered in the job search.

The results of these two questions are pre-sented in Tables 6-7 and 6-8. It is seenthat, in general, participants found that:

The delivery of MAP services waseffective, and

The MAP services were useful inthe job search.

93

6.14

TABLE 6-7. RESULTS OF PARTICIPANT SURVEYOF MAP SERVICE DELIVERY

Question #1:

How effective was the delivery of each of the MAPservices listed below? Rate only the services youused.

Number ofParticipants

MAP Service Responding Mean Ratingl

1. Job Search Information 47 4.0

2. SF-171 Analysis 36 3.9

3. SF-171 Preparation Workshop 7 4.8

4. Career Transition Workshop 19 4.4

5. Private Sector Job SearchWorkshop and Counseling 8 4.4

6. Financial Planning Workshop 13 4.3

7. Seminar on Employment inProfessional and TradeAssociations 5 4.2

8. Early-Out Retirement Benefits/Employment Counseling 9 4.1

9. Professional Individual andGroup Counseling 9 3.7

1 Rating scale used:

VeryIneffective

1

Minimally VeryIneffective Effective Effective Effective

2 3 4 5

94

6.15

TABLE 6-8. RESULTS OF PARTICIPANT SURVEYOF MAP SERVICE USEFULNESS

Question #2:

To what extent did you find what you received from anyof the MAP services listed below to be useful to you inyour job search? Rate only th,a services you used.






4.* Career Transition Workshop 18 4.2

5. Private Sector Job SearchWorkshop and Counselin 7 4.4




9. Professional Individual andGroup Counseling 8

1Rating scale used:

3.5

Not At All Somewhat Very .ExtremelyUseful Useful Useful Useful Useful

1 2 3 4 5

95

7

7. IMPACT EVALUATION

96

IMPACT EVALUATION

Description

Purpose

Procedure

7.1

The purpose of this evaluation component wasto determine the extent to which the deliveryof the MAP services impacted the employeeprocess of career transition and outplacementjob search. This process was defined as:

Preparing for the job search,

Increasing job possibilities,

Making decisions as to jobpossibilities, and

Taking action in relation todecided-upon job possibilities.

These participant data and information werecollected with the MAP participant survey.Participants were asked to respond toquestions as to:

The impact of MAP services on careertransition and outplacement jobsearch,

Additional benefits received fromMAP services, and

Recommendations for future MAPactivity.

97

IMPACT EVALUATION

Imnacr Goals

Job SearchPreparation

7.2

On the MAP survey participants were asked toindicate how helpful MAP services were tothem in preparing for the job search. Par-ticipants were asked to rate only the ser-vices they used. The results indicated thatparticipants found the MAP services to bemore than helpful in this area. (SeeTable 7-1.)

Increasing On the MAP survey participants were asked toJob indicate how helpful MAP services were toPossibilities them in increasing their job possibilities.

Participants were asked to rate only theservices they used. The results indicatedthat participants found the MAP services tobe more than helpful in this area. (SeeTable 7-2.)


Participants were asked to assess the help-fulness of the MAP services in makingdecisions as to what possibilities to pur-sue. Participants were asked to rate onlythe services they used. The results are pre-sented in Table 7-3. The findings showthat the participants found the services tobe more than helpful in this area.

Taking As part of the MAP survey, participants wereAction asked to determine the helpfulness of the MAP

services in taking action in relation todecided-upon options. Table 7-4 presentsthe results. Participants found the MAPservices to be more than helpful in this area.

98

7.3

TABLE 7-1. RESULTS FOR PREPARING FOR THE JOB SEARCH

Question #1:

To what extent were the MAP services listed below helpfulto you if you were trying to prepare yourself for the jobsearch?


MAP Service Responding Mean Rating

1 Job Search Information 40 3.4

2 SF-171 Analysis 30 3.4

3 SF-171 Preparation Workshop 8 4.5

4 Career Tran-Ation Workshop 16 4.3

5 Private Sector Job SearchWorkshop and Counseling 7 4.0



8. Early-Out Retirement Benefits/Employment Counseling 6' 4.3


1Rating scale used:

Not Minimally More Than VeryHelpful Helpful Helpful Helpful Helpful

1 2 3 4 5

99

7.4

TABLE 7-2. RESULTS FOR INCREASING JOB POSSIBILITIES

Question #2:

To what extent were the MAP services listed below helpfulto you if you were trying to increase your job possibilities?







5. Private Sector Job Search .Workshop and Counseling 6 4.2




9. Professional Individual andGrolip Counseling 6 3.3

1Rating scale used:


1 2 3 4 5

100

7.5

TABLE 7-3. RESULTS FOR MAKING DECISIONSABOUT JOB POSSIBILITIES

Question #3:

To what extent were the MAP services listed below helpfulto you if you were trying to make decisions as to what jobpossibilities to pursue?











9. Professional Individual andGroup Counseling 5 ;2.6

1Rating scale used:


1 2 3 4 5

101

7.6

TABLE 7-4. RESULTS FOR TAKING ACTIONON JOB POSSIBILITIES

Question #4:

To what extent were the MAP services listed below helpfulto you if you were trying to take action in relation tospecific, decided-upon job possibilities?










S. Early-Out Retirement Benefits/Employment Counseling 5 4.6


1Rating scale used:


1 2 3 4 5

102

7.7

IMPACT EVALUATION

Benefits and Participant Recommendations

Additional As a part of the MAP survey, participantsBenefits were asked to identify any additional

benefits that they received as a resultof using the MAP services. The followingare the benefits identified by participants,.listed in order from the most frequentlymentioned benefit to the least frequentlymentioned benefit:

Time savings in conducting thejob search,

Improved SF-171s,

Job interviewing techniques,

Job skills awareness,

Information with regard to:- job vacancies,- job qualifications,- RIF procedures,

Increase in self-confidence inthe job search.

MAP Participants were asked whether they wouldReferral recommend the MAP to other people during a

RIF situation. Forty-nine participantsindicated "yes" and four participants indi-cated "no". In relation to this question,participants made the following commentsabout the MAP:

The staff was highly competent.

The use of the MAP services resultedin job search time savings.

The MAP provided considerableemotional support.

The MAP provided useful information.

103

7.8

IMPACT EVALUATION

Benefits and Participant Recommendations

OngoingMAP Activity

As a part of the MAP survey, participantswere asked to indicate whether they recom-mended that the MAP be an ongoing programin the Department. Forty-three of theparticipants indicated "yes" and nineparticipants indicated "no". In relationto this question, participants made the com-ment that the Department is always in a stateof flux and, therefore, an ongoing programof career planning is required for theDepartment's employees. Those participantsindicating "no" thought that such servicesshould be provided on an ongoing basis as apart of the PRMS or the HMLC.

104

8

8. MISSION ASSESSMENT

105

MISSION ASSESSMENT

Description

Purpose

Strategic!Service Goals

In reviewing the data and informationregarding the MAP, the overall questionis, Did the MAP achieve its mission?Did the MAP assist RIF-affected employeeswith career training and outplacement jobsearch as defined by its mission?

The first level at which to review thismission question is at the level of MAPstrategic or service goals. The questionis, To what extent did the MAP achlere theresults identified by the objectives ofeach of the MAP service components?

Job Search,

Personnel Support Services,

Training, and

Professional and IndividualGroup Counseling.

This question will be answerel by reviewingthe data and information collected.

Impact The second level at which to review thisGoals mission question is at the level of the MAP

impact goals. The question is, To whatextent did the MAP achieve the resultsidentified by the objectives defined forthe following Mh impact goals?

Preparing fur the job search,

Identifying job possibilities,

Deciding upon job possibilities, and

Acting on decided-upon jobpossibilities.

This question will be answered by reviewingthe data and information collected.

8 . 2

MISSION ASSESSUNT

Component SeI , .-es

Description During the MAP planning process each com-ponent established goals and objectives forthe services to be provided. With thedelivery and evaluation data and informationcollected, it was possible to determine ifthe components accomplished their originalspecific objectives.

Job Search Table 8-1 presents a summary of deliveryComponent evaluation data and information with regard

to the achievement of the Job Search Com-ponent objectives. Based on the data pre-sented, all of the objectives of the JobSearch Component were achieved. The com-ponent identified a large number of jobvacancies for RIF-affected employees.

Personnel Table 8-2 presents a summary of deliverySupport evaluation data with regard to the achieve-Services ment of the Personnel Support Services Com-Component ponent objectives. Basically, the component

achieved its specific objectives. The numberof employees provided with SF-171 analyseswas less than planned. However, this numberstill represented a large number of RIF-affected employees.

TrainingServicesComponent

i A summary of the delivery evaluation datawith regard to the achievement of theTraining Services Compocsnt objectives ispresented in Tables 8-3, 8-4, 8-5, and 8-6.

107

8.3

MISSION ASSESSMENT

Component Services

4

Training For all of the following training services,Services specific objectives were exceeded:Component(continued) Career Transition (see Table 8-3),

SF-171 Preparation (see Table 8-4),

Private Sector Job Search, includingthe Seminar on Professional andTrade Associations (see Table 8-5), and

Financial Planning (see Table 8-6).

Professional Table 8-7 presents a summary of deliveryCounseling evaluation data with regard to the Profes-Component sional Individual and Group Counseling

objectives. The component achieved itsoriginal objectives based on the data pre-senteu.

108

TABLE 8-1. ACHIELEMENT OF JOB SEARCH OBJECTIVES

Objective

1. To locale a minimum of 5vacancies for every vul-nerable employee completinga Job Search Intake Form.

2. 'I'o make copies of jobannouncements availableLo all adversely impactedemployees.

3. 'I'o collect and post jobannouncements from aminimum of 5 other agencies.

100 .

Data/Information

91 job vamicies posted

3,200 copies made and dis-tributed to employees

800 announcements collectedfrom outside the Department ofEducation from more than 5different agencies

Source

Staff interviews, JobSearch Component

Final Report, JobSearch Component

Staff interviews, JobSearch Component

Final. Report, JobSearch Component

110

TABLE 8-2. ACHIEVEMENT OF PERSONNEL SUPPORT SERVICES OBJECTIVES

Objective

1. To provide SF-171 analysesfor 300 employees.

2. To provide suggestionsfor SF-171 revisions toall employees seeking help.

3. To provide counseling forretirement and unemploymentbenefits.

we.

Data/Information

235 employees received SF-171analyses

235 employees receivedassistance

100 employees sought informationwithout electing for early-outbenefits

Source

Staff interviews,Personnel SupportServices Component



112

TABLE 8-3. ACHIEVEMENT OF CAREER TRANSITION TRAINING OBJECTIVES

Objective

1. To deliver useful skills,knowledge, information, andsupport as indicated by 80%of the participants statingthat the workshops deliveredthese skills.

2. To deliver workshops that arewell designed as indicatedby 80% of the participantsstating that the workshopswere well designed.

113

Data/Information

99% of the participants completingthe evaluation survey indicatedthat the workshops achieved thetraining objectives

98% of the participants completingthe evaluation survey indicatedthat the workshops were welldesigned

Source

Workshop EvaluationInstrument


114

TABbE 8-4. ACHIEVEMENT OF SF-171 TRAINING OBJECTIVES

Objective

J. To deliver useful skills,knowledge, information,and support as indicatedby 80% of the participantsstating that the workshopsdelivered these skills.

9,

115

To deliver workshops thatare well designed asindicated by 80% of theparticipants stating thatthe workshops are welldesigned.

Data/Information

100% of participants completingthe evaluation survey indicatedthat the workshops achieved thetraining objective

98% of Lhe participants completingthe evaluation survey indicatedthat the workshops were welldesigned

Source

Workshop Evaluation'Instrument


116

TABLE 8-5. ACHIEVEMENT OF PRIVATE SECTOR JOB SEARCH OBJECTIVES1

Objective

1. To deliver useful skills,knowledge,information,and support as indicatedby 80% of the participantsstating that the workshopsdelivered these skills.

2. To deliver workshops thatare well designed asindicated by 80% or theparticipants staling LhaLElie workshops are welldesigned.

Data /information

98% of participants completingthe evaluation survey indicatedthat the workshops were welldesigned

98% of Lhe participants completingthe evaluation survey indicatedthat the workshops were welldesigned

Source



1

These results include the Seminar on Professional and Trade Associations.

118117

TABLE 8-6. ACHIEVEMENT OF FINANCIAL PLANNING TRAINING OBJECTIVES

Objective

1. To deliver useful skills,knowledge, information, andsupport as indicated by80% of the participantsstating that the workshopsdelivered these skills.

2. To deliver workshops thatare well designed asindicated by 80% of theparticipants stating thatthe workshops are welldesigned.

119

Data/Information

85% of the participants completingthe evaluation survey indicatedthat thq workshops achieved thetraining objectives

99% of the participants completingthe evaluation survey indicatedthat the workshops were welldesigned

Source



120

TABLE 8-7. ACHIEVEMENT OF PROFESSIONAL INDIVIDUALAND GROUP COUNSELING OBJECTIVES

Objective Data/Information Source

1. To provide counseling to There were 188 individual and Final Report,all employees potentially group counseling contacts with Professionalimpacigd by the RIF. employees Individual and

Group CounselingComponent

2. To provide counseling thatenables employees to exploreoptions, make decisions,and plan actions as indicatedby 80% of the employeesstaling that the counselingprovided these capabilities.

3: To provide counseling thatgives emotional supportas indicated by 80% orthe employees slatingthat the counseling pro-vided this support.

121

81% of the participants completing MAP Participantthe MAP survey indicated receiving Surveythis assistance

88% of the participants completingthe MAP survey indicated thatthey received emotional support

MAP ParticipantSurvey

122

8.11

MISSION ASSESSMENT

Mission Goals

Description

Preparingfor theJob Search

IdentifyingOptions


In defining the mission of the MAP, overallimpact goals were established for RIF-affected employees for career transitionoutplacement job search. The MAP partic-ipant survey provided data for examiningthe extent to which the MAP achieved thespecific objectives defined in relation toimpact goals.

A summary of the data with regard to theachievement of the goal of preparing employeesfor the job search is presented in Table 8-8.The data show that, for all of the MAP ser-vices, participants felt that they wereassisted with preparing for the job search.The percentage of participants indicatingthat they were assisted exceeded the objec-tive defined.

Table 8-9 presents data with regard to thegbal of assisting employees in identifyingjob options. It is seen that more than80% of the participants responding inrelation to all of the MAP services thoughtthat the MAP assisted them with job options.

Participants thought that the MAP was helpfulin deciding upon options to set job searchgoals. Table 8-10 presents the participantdata. In general, for MAP services more than80% of the participants indicated that MAPassisted them witn deciding upon job options.

123

8.12

TABLE 8-8. ACHIEVEMENT OF THE GOAL OFPREPARING FOR THE JOB SEARCH

Objective:

To provide RIF-affected employees with assistance inpreparing for the job search as indicated by 80% of theemployees stating that they were assisted.

Number of % of EmployeesParticipants Receiving

MAP Service Responding Assistance

1. Job Search 40 90%

2. SF-171 Analysis 30 90%

3. SF-171 Preparation Workshop 8 100%

4. C,treer Transition Workshop 16 100%

5. Private Sector Job SearchWorkshop and Counseling 7 100%

6. Financial Planning Workshop 9 88%

7. Seminar on Employment inProfessional and TradeAssociations 3 100%

8. Early-Out Retirement Benefits/Employment Counseling 6 100%

9. Professional Individual andGroup Counseling 5 80%

124

8.13

TABLE 8-9. ACHIEVEMENT OF THE GOAL OFIDENTIFYING JOB OPTIONS

Objective:

To provide affected employees with assistance in identifyingoptions as indicated by 80% of the employees stating thatthey were assisted.

MAP Service

1. Job Search

2. SF171 Analysis

3. SF-171 Preparation Workshop

4. Career Transition Workshop

5. Private Sector Job SearchWorkshop and Counseling

6. Financial Planning Workshop

7. Seminar on Employment inProfessional and TradeAssociations

8. Early-Out Retirement Benefits/Employment Counseling

9. Professional Individual andGroup Counseling

125

Number ofParticipantsResponding

% of EmployeesReceivingAssistance

38 92%

30 90%

7 100%

14 100%

6 100%

3 100%

3 100%

5 100%

6 83%

4

8.14

TABLE 8-10. ACHIEVEMENT OF THE GOAL OFDECIDING UPON JOB OPTIONS

Objective:

To provide affected employees with experience in decidingupon options (setting goals) ac indicated by 80% of theemployees stating that they were assisted.






4. Career Transition Workshop 14 100%




8. Early-Out Retirement Benefits/ ,

Employment Counseling 5 100%


126

8.15

MISSICN ASSESSMENT

Mission Goals

Taking A summary of the data with regard to theAction achievement of the goal of assisting

employees with taking action on decided-upon job options is presented in Table 8-11.These data show that, for all of the MAPservices, participants-felt that they wereassisted with taking action.

127

8.16

TABLE 8-11. ACHIEVEMENT OF THE GOAL OFACTING ON JOB OPTIONS

Objective:

To provide affected employees with assistance in takingaction on decked -upon options as indicated by 80% ofthe employees stati:.g that they were assisted.






4. Career Transition Workshop 13 100 %,




8. Early-Out Retirement Benefits/Employment Counseling 5 100%


128

8.17

MISSION ASSESSMENT

Conclusions

MissionAchievement

The data and information collected inevaluating the MAP support the conclusionthat the MAP mission was achieved. TheMAP component activities were implementedas planned. The components provided usefulinformation, knowledge, and skills to RIF-affected employees by way of component ser-vices. The delivery of the MAP servicespositively impacted the career transitionand outplacement job search process for theRIF-affected employees who used the service.

Job The MAP mission achievement was not assessedPlacement on the criterion of RIF-affected employee job

placement. The MAP was clearly defined notto be a job placement service for employees.The MAP was designed to facilitate the jobsearch of RIF-affected employees.

129

9

9. COST/BENEFIT COMPARISON

130

9.1

COST/BENEFIT COMPARISON

Description

Purpose

Limitations

Method

As a part of the evaluation of the MAP, acost/benefit review was conducted. Thereview consisted of an examination of MAPrecords and interviews with key MAP staff.

A cost/benefit review of the MAP is affectedby certain limitations. For programs ini-tiated and conducted in crisis situations,it is difficult to establish all the appro-priate mechanisms for analysis. Necessarydata and information may not be availableor, if they are available, they are nonquan-tifiable and subjective. Given theselimitations, any cost/benefit conclusionsare to be considered tentarive estimates atbest.

The data and information collected werereviewed in relation to items that reflectedcosts and benefits. The items were assignedto the following categories for comparisonpurposes:

Quantifiable costs,

Nonquantifiable costs,

Quantifiable benefits, and

Nonquantifiable benefits.

131

9.2


Program Costs

Staff Over the length of the MAP, 18 staff membersCosts were detailed to MAP from several program

and administrative support units in theDepartment. There was no estimate of actualtime spent by MAP staff. However, therewas an estimate of person hours to be usedby the MAP staff. Based on this estimate,a per-staff person cost was computed in thisway (see Table 9-1).

The annual salary of each staffperson was identified.

A fringe benefit cost based on10.4re of each person's annualsalary was computed.

The combined annual salary andfringe benefits cost were used todetermine an hourly rate for eachstaff person.

The amount of person hour expenditurefor each staff person was multipliedby the person's hourly rate givinga staff person cost.

The costs for each staff person weretotaled to reach an overall staffcost.

Program The MAP budget was a source for identifyingCosts program costs. The budget was reviewed to

identify the actual program costs inrelation to expected program costs. Thesecosts are presented in Table 9-2. It shouldbe noted that actual expenditures fell farshort of estimated expenditures.

132

9.3

TABLE 9-1.

Unit Position

AN ESTIMATE OF STAFF COSTS

Estimated EstimatedHours CostsFY '83 FY '84 FY '83 FY '84

Administrative A 848 320 $ 25,626.56 $ 9,670.40B 616 320 11,420.64 5,932.80C 384 320 7,119.36 5,932.80D 384 320 2,726.40 2,272.00E 80 860.00 -0-

Job Search A 456 320 7,109.04 4,988.80B 456 320 7,109.04 4,988.80C 456 4,902.00 -0-

Personnel A 456 160 7,109.04 2,494.40Support B 416 160 4,047.68 1,556.80Services C 416 160 3,656.64 1,406.40

D 416 160 3,290.56 1,265.60E 456 200 5,928.00 2,600.00

Professional A 464 320 8,602.56 5,932.80Counseling B 464 320 6,032.00 4,160.00Career C 184 150 4,115.76 2,494.40Planning D 264 160 4,115.76 1,247.20

E 100 160 1,559.00 2,494.40Subtotal S115,330.04 859,437.60

Grand total S174,767.64

133

9.4

TABLE 9-2. ACTUAL MAP EXPENDITURES

Budget ItemEstimatedExpenditure

ActualExpenditure.

Temporary staff $ 11,000 $ 2,519

Consultants andTraining 135,000 52,992

Travel 500 10

Data equipment 1,600 -

Other Reimbursables 1,600 2,459

Supplies 300 300

Total $150,000 $58,2801

This figure does not reflect minor additional, unaccountablecosts for the items of local travel, other reimbursables, andsupplies.

134


Program Costs

9.5

Facilities An effort was made to identify costs for useCosts of the MAP facility. It was not possible to

identify a source of information that couldbe used to determine the cost of use ofspace by MAP and related expenses. Onlythe following costs could 'Le identified forthe MAP facility:

NonquantifiableCost

Moving costs for setting up theMAP facility in the North Lobbyof FOB #6 - $2,080, and

Telephone installation for theMAP facility - $350.

The only nonquantifiable cost identified, inaddition to the costs presented above, wasthat for the MAP facility.

135

9.6


Program Benefits

-

Career As a byproduct of the MAP, a career tran-Transition sition training package was developed thatMaterials can be used again by the Department. The

package consists of a training curriculumand instructor's guide. In addition, HumanTechnology trained six ED staff to use thispackage. The following is the estimated valueof this benefit based on development costs:

MAP RIFData Base

t

Training packageTraining staff

Total

= $25,000= 5,000= $30,000

One of the activities of the MAP Job SearchComponent was to establish a data base forRIF-affected employees. This consisted ofcollecting, maintaining, and reporting RIF-related data. This was a data base uniqueto the Department, and it was the source ofanswers to questions from the Department'supper management and the Congress. Thequantitative value of this benefit wasestimated by computing the cost to establishit. The following steps were taken:

It was estimated that the data basewas established by using one-thirdof the time of the Job SearchComponent staff.

One-third of the estimated expectedlevel of time for each person wasdetermined.

This time was converted to costs byusing each staff person's hourly rate.

The costs were totaled and the resultwas $15,300.

136

9.7


Program Benefits

SeverancePay Savings

NonquantifiableBenefits

Severance pay savings was a benefit for theDepartment that the MAP contributed to, butfor which it may not be able to take fullresponsibility. In addition to the MAP,the Department established a policy ofpriority consideration to RIF-affectedemployees for vacancies in nontargeted POCs.The Department's negotiation of union con-cerns facilitated job placements. Also,the Department provided offers of positionsto all employees who were to be separated.As a result, there were severance paysavings to which the MAP made a major con-tribution. These savings are describedbelow:

Potential SeverancePay Costs: $3,043,472

Cost of downgrades(The difference betweenthe salary levels maintainedby downgraded employees andthe salary levels of thepositions to which theywere downgraded) - 1,859,954

Net savings 81,133,518

Several nonquantifiable benefits are sug-gested by the data and information collected.These are:

The MAP's overall mission achievementresulted in a reported increase ofinformation, skills, and knowledgefor RIF-affected employees.

137

9.8


Program Benefits

NonquantifiableBenefits(continued)

It is suggested that the MAPcushioned the effect of theDepartment's RIF on employees.

The MAP experience served toacquaint employees with ongoingcounseling, training, and otherpersonnel services.

The MAP staff and other employeescontributed their own time to theMAP.

A high level of job satisfactionexperienced by staff as indicatedby their expression of personalgain in serving in the MAP, andin gratifying MAP staff teamrelationships.

138

9.9


Conclusions

Cost/ The evidence reviewed suggests a possibleBenefit pattern of benefits exceeding costs for thePattern implementation of the MAP. However, no

definite conclusion is warranted. Giventhe difficulties involved, these findingsshould be considered for implications forfuture programs. Table 9-3 summarizes thesefindings.

TheComparison

Impact

At the quantifiable level, the benefitsappear to be greater than the costs. However,the estimate of costs for the MAP are con-servative, given the difficulty of quanti-fying all of the facility costs. In addition,MAP played a key role in minimizing the sep-aration of employees from the Department, butit is hard to determine how much of theseverance pay savings is directly attributedto the MAP.

Quantifiable cost/benefit analysis notwith-standing, the value of nonquantitative bene-fits as an evaluation criterion for MAP cannot be underestimated. Nonquantified humanbenefits become the source of the missionof new programs. As can be seen, the MAPproduced nonquantifiable human benefits forparticipants and staff. It may be that theoverriding benefit of the MAP lies in whatwas learned about making a contribution toemployee career planning and adjustment.

139

TABLE 9-3. A SUMMARY OF ESTIMATED MAP COSTS AND BENEFITS

Quantifiable

MAP Staff $175,000

Operations 58,000

Facilities 2,500

140

COSTS BENEFITSNoncipantifiable Quantifiable Nonquantifiable

Career TransitionPackage and Training

$30,000

MAP RIF Data Base$15,000

Facilities Severance PaySavings $1,183,500

Employeeinformation,knowl edge , andskillsacquisition

The "cushionedeffects" of theRIF

Employee experiencewith personnelservices

Volunteer effortof MAP staffand otherDepartmentemployees

Staff jobsatisfaction

141

10.1

RECOMMENDATIONS

Mobility Assistance Program Staff

Job The staff of the Job Search Component pre-Search sented several recommendations with regard

to a future MAP and Job Search Component.These recommendations are listed in Table 10-1.They highlighted the importance of providingenough advance time for conducting componentactivity. Also, the staff stressed theimportance of using experienced, skilledemployees to serve in the component.

Personnel Table 10-1 also presents recommendationsSupport from the staff of the Personnel SupportServices Services Component. They also stressed the

importance of experienced staff, and pro-viding enough lead time for activities.

Counselingand TrainingServices

A number of recommendations were collectedfrom both the Counseling and Training Com-ponent staffs. These staffs highlighted theimportance of aspects of the operationsrelated to service delivery.

Ongoing One cross-cutting theme of an overall recom-MAP mendation was presented by MAP staff and par-Services ticipants. It was strongly felt that the

services provided by MAP should be ongoingin the Department. They felt that with on-going services available, employees would bein a better position to adjust to Depart}nentalactions such as a RIF or another change inpriorities. It was also stated that a largenumber of employees have experienced dis-ruption of careers due to job changes in theDepartment. It was felt that some ongoingservice for these employees is more importantnow than ever.

142

10.2

TABLE 10-1. A SUMMARY OF RECOMMENDATIONSFROM MAP COMPONENT STAFF

COMPONENT RECOMMENDATION

Job Search 1. Given the short period of time forsetting up services, it is nec-essary and helpful to staff theteam with persons experienced inhandling previous RIF-relatedservices.

2 It is important to staff the teamwith people familiar with others inhiring positions in other agenciesso that outplacement opportunitiesare provided to RIF-affectedemployees.

3 Staff on job search team must be ableto interact constructively with eachother so that RIF-affected employeesreceive the best available help,and must be provided with stafftraining and support services forthemselves.

4. Staff must be skilled in counselingtechniques that enable them to identifyand interact around RIF-affectedemployees' point of view, and ininformation search and retrievalskills.

5. Better information needs to beprovided by management to staff -and face-to-face meetings regardingthe RIF.

6. Job search services are needed byemployees on an ongoing basis toenable them to deal with managementand personal career needs.

7. MAP services as presently designed'need to be set up earlier andmaintained longer.

143

10.3


(Continued)


Job Search(continued)

8. Statistics documenting services shouldin part, describe characteristics ofstaff, implications for future needs,relationship between needs of otheragencies, and qualifications andabilities of department employees.

9. Services need to be offered to thosedowngraded employees to enable themto develop strategies to reattaingrade and to cope with changes.

Personnel SupportServices

1. Need to include staff with experiencein previous RIFs to provide servicesto new RIF-affected employees.

2. Services need to be set up earlier.

3. Another location needs to be chosento provide privacy and quieterworking conditions.

4. Staff meeting time is needed toanswer questions and provide support.

5. Support information - personnelpacket - needs to be done earlierso RIF-affected employees would beable to use it.

6. Ongoing SF-171 feedback is needed.

144

10.7

RECOMMENDATIONS

Human Resource Development

The.Goal

TargetPopulations

Strategy

Implications

The goal for the Department is to develop askilled workforce for implementing theDepartment's mission. This goal can bedefined as a process of assessing needsand developing programs leading to theskilled workforce.

The human resource development mission caninclude those groups directly affected bythe goal and those groups affecting thegoal. To varying degrees, a number ofgroups can play a part in this effort.

The overall strategy can be one of creatingthe human resource development and manage-ment system. The critical components of thesystem address determining the present andfuture mission of the Department, analysisof current positions and workloads, and pre-paring employees for present and future jobs.In this framework, the MAP is only a smallpart of a strategy for human resource develop-ment.

The changing nature of its work and theincrease of requirements are a challenge tothe Department. To varying degrees, thecomponents of human resource developmentand management probably exist for addressingthat challenge. It is recommended that theDepartment initiate an evaluation of itsexisting system to identify where changes oradditions are needed.

145

10.5

RECOMMENDATIONS


The Need

The Mission

The Department's RIF and the establishmentof the MAP are a result of the interplaybetween the Department's workforce need tomeet its mission, the need of OMB and theAdministration for efficient human resourcemanagement, and employees' need for career-planning. Human resource development isthe common theme. Through human resourcedevelopment the Department can efficientlyacquire and utilize a skilled workforce tomeet the changes in its mission and work-load. Through human resource developmentemployees can be prepared to adjust to andcontribute to the changing nature of theDepartment's work.

If the Department is to adjust to thechanging requirements of its work, and ifit is to adjust to requirements for effi-cient and effective management of resources,then a system of human resource developmentand management is critical. The missionwould be defined as:

i

To provide human resource development_for employees and the Department ;

through a system of human resource 1

development and management.1

Figure 10-1 presents the dimensions of thismission.

146

Goal: To provideHuman ResourceDevelopment

ImplementingPrograms

DevelopingPrograms

SettingGoals

AssessingNeeds

PI GUM.: 1 0- I : HUMAN ILESOUItCE DEVELOPMENT MISSION

Target Populations

Strategies

Education And Training

Career Planning

Recruitment and Selection

Employee Appraisal

Position Management

Job AnalysisForecasting and Planning

147

MOBILITY ASSISTANCE MISSION

148

10.5

RECOMMENDATIONS


The Need

The Mission

The Department's RIF and the establishmentof the MAP are a result of the interplaybetween the Department's workforce need tomeet its mission, the need of OMB and theAdministration for efficient human resourcemanagement, and employees' need for careerplanning. Human resource development isthe common theme. Through human resourcedevelopment the Department can efficientlyacquire and utilize a skilled workforce tomeet the changes in its mission and work-load. Through human resource developmentemployees can be prepared to adjust to andcontribute to the changing nature of theDepartment's work.

If the Department is to adjust to thechanging requirements of its work, and ifit is to adjust to requirements for effi-cient and effective manager It of resources,then a system of human re:- -ce developmentand management is critic she missionwould be defined as:

To provide human resource development,for employees and the Departmentthrough a system of human resourcedevelopment and management.

Figure 10-1 presents the dimensions of thismission.

149

10.4


(Continued)


Counseling andTraining Component

1. There needs to be adequate communi-cation between employees andadministration.

2. Services need to be provided in asuite for privacy.

3. Ongoing services should be providedfor employees with ongoing needs.

4. All staff need to be involved instaff meetings and a support network.

5. Individual counseling time needs to beincluded in financial planning con-sultant contract.

6. A staffing specialist needs to beavailable for SF-171 workshop.

7. Needs of current RIF-affectedemployees should be tracked toenable planning for their futureneeds.

Career Resource 1. Ongoing career planning services needCenter to be placed in HMLC.

2. More planning time is needed.

150

Goal: To provideHuman ResourceDevelopment

ImplementingPrograms

DevelopingPrograms

SettingGoals

AssessingNeeds

FIGURE 10-I.: RUMAN RESOURCE DEVELOPMENT MISSION

e5 oe

0 off \v V 0\4\ 0

Target Populations

ee

gee

C'

0°

Strategies

Education And Training

Career Planning

Recruitment and Selection

Employee Appraisal

Position ManagementJob Analysis

Forecasting and Planning

MOBILITY ASSISTANCE MISSION

12

10.7

f,,..

RECOMMENDATIONS


The Goal

TargetPopulations

Strategy

Implications

The goal for the Department is to develop askilled workforce for implementing theDepartment's mission. This goal can bedefined as a process of assessing needsand developing programs leading to theskilled workforce.

The human resource development mission caninclude those groups directly affected bythe goal and those groups affecting thegoal. To varying degrees, a number ofgroups can play a part in this effort.

The overall strategy can be one of creatingthe human resource development and manage-ment system. The critical components of thesystem address determining the present andfuture mission of the Department, analysisof current positions and workloads, and pre-paring employees for present and future jobs.In this framework, the MAP is only a smallpart of a strategy for human resource develop-ment.

The changing nature of its work and theincrease of requirements are a challenge tothe Department. To varying degrees, thecomponents of human resource developmentand management probably exist for addressingthat challenge. It is recommended that theDepartment initiate an evaluation of itsexisting system to identify where changes oradditions are needed.

153

Documents

DOCUMENT RESUME - ERICat NIE, for sharing his final MAP report in the early planning stages, giving me the benefit of his learnings as Director of MAP I, and helping me anticipate