Human Capital


Book Description

Human Capital: Building Diversity in GAO's Senior Executive Service







Human capital


Book Description

As our transformational diversity efforts have been implemented, the diversity of GAO's workforce and leadership team -- SES/SL and Band III level staff -- has improved. In 2000, minorities represented about 14 percent of the SES/SL corps. As of fiscal year 2007, about 18 percent of the SES members were minorities. Similarly, the representation of minorities at the Band III level -- the SES feeder pool -- increased from nearly 12 percent in 2000 to nearly 19 percent in 2007, and the representation of women in the SES as well as at the Band III and Band II levels increased. While we have made progress, we still have work to do. We are committed to improving the representation of all minority groups in the leadership team and in particular, representation of Hispanic and Asian American staff should be improved. The percentages of GAO's Hispanic staff members at the SES level and Asian American staff at the Band III level were lower than governmentwide percentages. However, for both of these groups, the percentages in the feeder pools -- staff at the Band III and Band IIB levels -- either equaled or exceeded the governmentwide percentages.




Achieving Diversity in the Senior Executive Service


Book Description







Senior Executive Service


Book Description




Diversity at GAO


Book Description

GAO, like other fed. agencies, faces challenges in increasing diversity in its workforce, including top leadership. Because of congressional interest in the effectiveness of diversity offices and the under-representation of women and minorities in legislative branch agencies, Congress asked the GAO¿s Inspector General to: (1) determine whether GAO¿s diversity efforts are achieving better representation of women and minorities in top leadership; (2) evaluate the accuracy and completeness of GAO¿s FY 2007 complaint and discrimination data; and (3) assess the independence and reporting relationships of the head of GAO¿s Office of Opportunity and Inclusiveness. Includes recommendations. Illustrations.







Human Capital


Book Description

The DoD relies heavily on its civilian workforce to perform duties usually performed by military personnel -- incl. combat support functions such as logistics. Civilian senior leaders are among those who manage DoD's civilians. In 2007, DoD was mandated to assess requirements for its civilian senior leader workforce in light of recent trends. DoD reported its recent reply to this requirement in 2009, which used information from a 2008 baseline review to validate its senior leader requirements. This report reviewed DoD's approach for: (1) assessing its civilian senior leader workforce requirements; (2) identifying and communicating the need for additional senior leaders; and (3) developing and managing this workforce. A print on demand pub.