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Presentation on theme: "EEO & DIVERSITY TRAINING"— Presentation transcript:

Dept of Health & Human Services Indian Health Service Office of Diversity Management & Equal Employment Opportunity

2 Introduction This training will consist of five modules:
EEO Complaint Process NoFEAR Act Prevention of Harassment Reasonable Accommodation Diversity Awareness

3 Objectives of this Training
Gain a better understanding of the EEO administrative complaint process. Provide information on the NoFEAR Act. Prevent harassment in the workplace. Increase knowledge of disability law and “reasonable” accommodation. Foster awareness and worth of a diverse workplace.

4 MODULE I EEO Complaint Process

5 What is Equal Employment Opportunity?
The right of all employees and applicants to be employed and promoted solely on the basis of their merit, ability, & potential.

6 EEO Complaint In EEO complaints, the person (employee or applicant) alleging discrimination is claiming that they are aggrieved/harmed because management took an action against them for no other reason than that person’s:

7 Discrimination Bases Gender Race Age (40+years) Color Disability
Retaliation for EEO activity Race Color National Origin Religion Sexual Orientation

8 EEO Office Contact Civil Service Employees
If you believe you are aggrieved/harmed and have been discriminated against, you must contact the EEO Office within 45 days from the date of the alleged discriminatory incident, or within 45 days from the effective date of the personnel action, or within 45 days from the date that you became aware of the alleged discriminatory event, in order to maintain all your rights under the EEO process.

9 EEO Office Contact Commissioned Officers
If you believe you have been discriminated against, you should contact the EEO Office within 15 days from the date of the alleged discriminatory incident, or within 15 days from the effective date of the personnel action, or within 15 days from the date that you became aware of the alleged discriminatory event, in order to maintain all your rights under the EEO process.

10 EEO Office Contact your local EEO Office:
An EEO Counselor will be assigned to you.

11 EEO Counselor’s Role Neutral (The EEO Counselor is not an advocate for management. The EEO Counselor is not an advocate for the employee.) Fact Finder (The EEO Counselor conducts an inquiry to find out the facts of the complaint.) Resolution Facilitator (The EEO Counselor tries to resolve the complaint by speaking with the employee and the supervisor.)

12 EEO Complaint Process There are two complaint stages:
Informal Stage (30 – 90 days) The resolution decision makers at this stage are the employee and the supervisor. Formal Stage Can be a lengthy process before a decision is rendered by a decision maker, i.e., EEOC Judge, US District Court Judge, Surgeon General.


14 Civil Service If the decision maker renders a finding of
discrimination against the Agency, then these are the remedies available for Civil Service employees and applicants: Remedies Make whole relief. (Meaning the person is restored to where they would have been absent the discrimination.) Attorney’s fees (none for age or equal pay claims). Compensatory damages (none for age or equal pay claims). Compensatory damages (none for disability claims if the Agency demonstrates a good faith effort to accommodate). Remedies Not Available Punitive damages. (The government is funded by the taxpaying public. Punitive damages are not available because it would be punishing the taxpayer.)

15 Commissioned Corps Commissioned Officers are considered active
military personnel and therefore are only entitled to “make whole relief” if the decision maker finds the Agency guilty of discrimination. Remedy Make whole relief. (Meaning the person is restored to where they would have been absent the discrimination.) Remedies Not Available Attorney’s fees. Compensatory damages. Punitive damages. District Court access.

16 Alternative Dispute Resolution (ADR)
Mediation is the most common form of ADR and is available throughout the EEO complaint process. The decision makers are the employee and supervisor who are trying to resolve the complaint through mediation. Those present at a mediation are the: Mediator Employee/Representative Supervisor/Representative

17 Mediation Framework The Mediator is not a decision maker but a neutral party who sets the ground rules and facilitates communication and exploration of possible complaint resolutions by the employee and supervisor.

18 Mediation Outcomes The three (3) possible mediation outcomes.
Settlement agreement. Withdrawal of complaint. The employee and supervisor agree not to agree. (The complaint goes forward in the EEO complaint process.)

19 You can find the Civil Service and Commissioned Corps Complaint Process On-Line Briefing at:


21 The NoFEAR Act NoFEAR stands for Notification and Federal Employee Antidiscrimination and Retaliation Act. The NoFEAR Act was congressionally enacted on May 15, 2002. Intent of The NoFEAR Act is to inform employees of their rights and protections under antidiscrmination and whistleblower laws.

22 Mandatory NoFEAR Act Training
New employees must complete the NoFEAR Act Training within 90 days of their employment; thereafter, Current employees must complete the NoFEAR Act Training every other year of their employment.

23 NoFEAR Act Training To take the mandatory NoFEAR Act Training:
Log on to HHS University. Click on NoFEAR Act and take the training. Complete the Certificate. Print the Certificate, provide 1 copy to your supervisor and 1 copy to your local EEO Office.

24 Prevention of Harassment
MODULE III Prevention of Harassment

25 Harassment The Supreme Court ruled that not only is it illegal to harass someone because of their sex (Sexual Harassment), but it is also illegal to harass any employee because of their race, color, national origin, religion, age (over 40), disability, or in retaliation for participation in EEO activity.

26 Employee Responsibility
Tell the person their conduct is unwelcome and ask them to stop. If the conduct continues, report it immediately to your management chain of command. Don’t be a source of harassment.

27 What constitutes a Hostile Work Environment?
Harassment that is so severe and pervasive that it changes the employee’s working conditions and creates a hostile work environment.

28 What constitutes Severe behavior?
Severe behavior can be a single incident or series of incidents which are so horrible that any “reasonable person” would find them hostile or abusive. Ex: Slapping employees on the rear, grabbing an employee on his thigh while riding down the highway in a government car, describing sexual acts to employees, and/or using vulgar language.

29 What constitutes Pervasive behavior?
Pervasive behavior consists of a series of incidents usually extending over a period of months. Ex: In sexual harassment for instance, behavior might consist of persistent and clearly unwanted requests for dates. In this case the behavior is designed to lead to a sexual relationship and the cumulative effect of the unwanted behavior can create an intimidating, hostile environment for the target.

30 Is it Misconduct or a Hostile Work Environment?
While some types of misconduct or behavior problems are not illegal, it may clearly be inappropriate or unacceptable conduct in the workplace. Therefore, you should bring it to management’s attention so that it can be corrected. Such behavior can destroy the morale of the victim and other people in the workplace.

31 Prevent Harassment Conduct yourself in a professional, respectful, and courteous manner. All discriminatory harassment is illegal. It is every employee’s responsibility to prevent harassment in the workplace.

32 IHS CIRCULAR 95-11 The Indian Health Service’s policy on
IHS CIRCULAR 95-11 The Indian Health Service’s policy on Sexual Harassment.

33 Reasonable Accommodation
MODULE IV Reasonable Accommodation

34 What is Reasonable Accommodation (RA)?
Any change in the working environment or job application process that would enable a “qualified individual with a disability” to partake in equal employment opportunities. The benchmark of whether an accommodation is reasonable is whether it is effective.

35 What is a QUALIFIED Individual with a Disability?
Individual satisfies the requisite skill, experience, education, and other job-related requirements of the position; AND Individual can perform, with or without reasonable accommodation, the essential functions of the position without endangerment to self or others.

36 What is a Qualified Individual with a DISABILITY?
Individual who has a physical or mental impairment that substantially limits one or more major life activity, OR Individual who has a record of such an impairment, Individual who is regarded as having an impairment.

37 What is the three part definition of DISABILITY?
Individual who has a: Physical or mental impairment, That is substantially limiting, In some major life activity.

38 What is a Physical or Mental Impairment?
Any physiological disorder or condition, cosmetic disfigurement, or anatomical loss affecting one or more of the body systems, OR Any mental or psychological disorder, such as mental retardation, organic brain syndrome, emotional or mental illness, and specific learning disabilities.

39 What is Substantially Limiting?
Individual is unable to perform, or significantly restricted in the performance of, a major life activity compared to the average person in the general population.

40 What is a Major Life Activity?
Functions such as caring for one’s self, performing manual tasks, walking, seeing, hearing, speaking, breathing, learning, and working.

41 Reasonable Accommodation Request
Employee request can be either verbal or written.

42 Responding to a Reasonable Accommodation Request (Interactive Process)
Supervisor and employee discuss the requested accommodation and any possible alternative accommodations. Supervisor asks employee to provide medical information from their physician, if needed.

43 Medical Information Description of the disability and/or impairment.
Functional limitations. Whether employee can perform the essential functions of their position. Accommodation employee needs to perform the essential functions of their position.

44 Reasonable Accommodation
The accommodation provided can be the: Requested accommodation, Alternative accommodation, Or, Reassignment (the accommodation of last resort).

45 Denial Supervisor only denies the request if:
No effective accommodation exists. Medical documentation inadequate. Or, Effective accommodation would impose ”undue hardship” on the Agency (not just the supervisor’s operation or work unit).

46 What is Undue Hardship? Undue hardship means the accommodation would impose significant financial expense in relation to the Agency’s (IHS’) resources, or be unduly difficult because it would fundamentally alter the nature or operation of the Agency (IHS). (“Undue hardship” is very rarely applicable.)

47 IHS CIRCULAR 2004-06 The Indian Health Service’s policy on Reasonable
IHS CIRCULAR The Indian Health Service’s policy on Reasonable Accommodation.

48 MODULE V Diversity Awareness

49 What is Diversity? Diversity is the mosaic of people who bring a variety of backgrounds, styles, perspectives, values and beliefs as assets to the groups and organizations with which they interact.

50 Primary and Secondary Dimensions of Diversity
Geographic Location Military Experience Education Work Experience Gender Age Work Style Sexual Orientation Disability Income Family Status Ethnic Heritage Race Religion First Language Communication Style Organizational Role and Level

51 Benefits of a Diverse Workplace
Improves understanding of those you work for, with, and around. Creates a work environment that allows everyone to reach their full potential. Provides multiple perspectives on problem solving. Boosts employee morale. Increases employee productivity. Increases retention rates. Improves customer relations. Reduces complaints and grievances.

52 Examples of Diversity Dimensions
Extroverted vs. introverted Individual vs. team work Visual vs. oral communication Physical vs. non-physical Emotive vs. reserved Assertive vs. acquiescent Gregarious vs. solitary Work vs. home-life priority Long term vs. short term planning

53 Cultural and Generational Competence
Cultural and Generational Competence is the ability to respond appropriately and effectively to different cultural and generational perspectives in the workplace.

54 How can you be Cultural and Generational Competent?
Honor others’ opinions. Acknowledge cultural and generational differences and historical injustices without becoming defensive. Be open to learning about other cultures and ideas. Give others the benefit of the doubt in a dispute. Try to understand the other person’s point of view. Don’t stereotype. Don’t judge others by your own cultural and generational standards. Don’t assume another culture’s way to be inferior. Don’t talk down to anyone.

55 Something to Consider: There Is a Minority Group That Anyone May Join at Anytime– People with Disabilities The National Organization on Disability reports that there are more than 54 million Americans who have a disability. This group includes those born with disabilities and those whose abilities diminish during their lifetime through disease, accident or aging. The goal of the Americans with Disability Act (ADA) of 1990 is to integrate people with disabilities into all aspects of life, particularly the workplace and marketplace.





60 Suggestions for Including People with Disabilities
Offer assistance only if the person appears to need it. And if help is needed, ask how you can help before you act. Respond graciously to requests for help or accommodation. Don’t make assumptions about what people can or cannot do. Don’t make decisions for them about participating in any activity.

61 How Can Managers Promote Diversity?
Lead employees by example. Create a welcoming environment in which to conduct business. Include diversity in strategic plans and in accomplishment reports. Learn more about resolving conflict between diverse employees. Practice effective and inclusive styles of communicating. Communicate executive commitment to diversity on an ongoing and regular basis. Walk the talk.

62 How Can Employees Promote Diversity?
Employees are responsible for promoting good will in the workplace by working cooperatively towards a common goal. Recognize and respect others and their individuality. Think before you speak and be sensitive to others. Talk about your differences and ask tactful questions about how people want to be treated. Eliminate stereotypes and generalizations. Treat others the way you would want to be treated.

63 Last Words To Ponder When we feel a sense of belonging it is not because we are the same as everyone else, but because we have been accepted as we are.

64 References IHS Circular 95-11, issued 05/25/1995.
Enforcement Guidance: Reasonable Accommodation and Undue Hardship Under the American with Disabilities Act, EEOC, issued 10/17/2002. EEOC Management Directive 110, issued 11/09/1999. 29 CFR 1614, Federal Sector Equal Employment Opportunity, issued 11/09/1999. CC26.1, Instruction 6 of the Commissioned Corps Personnel Manual, issued 12/21/2001. Special thanks and recognition to the FDA Office of Diversity Management & EEO for diversity training information.

65 Certificate of Completion
CONGRATULATIONS! You have completed your EEO & Diversity Training. Print the next page, legibly write in your name and the date, and provide one copy of your Certificate of Completion to your supervisor and one copy to the EEO Office. If you have any questions, contact your local EEO Office:

66 EEO & Diversity Training Certificate of Completion
Office of Diversity Management and Equal Employment Opportunity This certifies that ___________________________ has completed the online training modules for EEO & Diversity Training ______ DATE


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