diff --git a/CODEOWNERS b/CODEOWNERS index dbad80013..a7644fbf2 100644 --- a/CODEOWNERS +++ b/CODEOWNERS @@ -43,6 +43,11 @@ pages/centers-of-excellence/* @18F/co ########################################################################### # Guilds, working groups, and councils ########################################################################### +pages/about-us/diversity.md @18F/guild-deia +pages/about-us/code-of-conduct.md @18F/guild-deia +pages/general-information-and-resources/deia-resources.md @18F/guild-deia +pages/general-information-and-resources/inclusive-behaviors.md @18F/guild-deia +pages/general-information-and-resources/inclusion-bot.md @18F/guild-deia pages/about-us/digital-council.md @18F/digital-council ########################################################################### diff --git a/_data/navigation.yml b/_data/navigation.yml index aba96c3a5..88016c7c2 100644 --- a/_data/navigation.yml +++ b/_data/navigation.yml @@ -11,6 +11,9 @@ primary: - text: Mission, history, and values url: about-us/tts-history/ internal: true + - text: Diversity, equity, inclusion, and accessibility + url: about-us/deia/ + internal: true - text: Code of conduct url: about-us/code-of-conduct/ internal: true @@ -222,6 +225,20 @@ primary: - text: Records management url: records-management/ internal: true + - text: Diversity, equity, inclusion, and accessibility + children: + - text: DEIA resources + url: general-information-and-resources/deia-resources/ + internal: true + - text: Healthy conflict and constructive feedback + url: general-information-and-resources/conflict-feedback-intro/ + internal: true + - text: Inclusive behaviors + url: general-information-and-resources/inclusive-behaviors/ + internal: true + - text: Inclusion bot + url: general-information-and-resources/inclusion-bot/ + internal: true - text: TTS locations children: - text: Distributed diff --git a/cSpell.json b/cSpell.json index c522dbc5d..8775e0e9c 100644 --- a/cSpell.json +++ b/cSpell.json @@ -36,6 +36,7 @@ "CSRA", "CTO's", "Cubano", + "DEIA", "detailee", "detailees", "diems", diff --git a/pages/18f/chapters/engineering.md b/pages/18f/chapters/engineering.md index e33a41324..195098030 100644 --- a/pages/18f/chapters/engineering.md +++ b/pages/18f/chapters/engineering.md @@ -103,6 +103,16 @@ The Director is selected through nominations and interviews. While there is no additional compensation for being a director, it’s an opportunity to help make team members’ time at 18F great. +### DE&I Leads + +The DE&I Leads lead efforts to foster a diverse and inclusive environment for +engineers. Their mission includes building a strong culture and setting an +inclusive tone even before a new engineer comes on board. Anyone who has issues +or concerns related to inclusion or equity in the 18F engineering chapter should +feel empowered to reach out to the DE&I Leads. If you have access to the TTS +Slack, you can reach us at @amymok and @alexsoble. You can also reach us by +email at: eng-dei@gsa.gov. + ### Leadership See diff --git a/pages/about-us/deia.md b/pages/about-us/deia.md new file mode 100644 index 000000000..466eb0341 --- /dev/null +++ b/pages/about-us/deia.md @@ -0,0 +1,218 @@ +--- +title: Diversity, Equity, Inclusion, and Accessibility at TTS +redirect_from: + - /intro-to-the-diversity-guild/ + - /diversity/ + - /about-us/diversity/ +questions: + - g-diversity + - g-accessibility +--- + +At TTS, [our mission]({% page "/tts-history/" %}) is to design and deliver a +digital government with and for the American public. + +To ensure that the products we build and services we offer truly serve everyone, +we center our work on diversity, equity, inclusion, and accessibility (also +known as DEIA). + +In particular, we align our efforts with recent Executive Orders on +[DEIA in the federal workforce](https://www.whitehouse.gov/briefing-room/presidential-actions/2021/06/25/executive-order-on-diversity-equity-inclusion-and-accessibility-in-the-federal-workforce/) +and +[advancing racial equity through government services](https://www.whitehouse.gov/briefing-room/presidential-actions/2021/01/20/executive-order-advancing-racial-equity-and-support-for-underserved-communities-through-the-federal-government/). + +## Our approach to DEIA + +We believe that diversity is vital to a successful organization and that we must +reflect the diversity of the public we serve. We also believe in transforming +our strategies to meaningful action and have outlined our DEIA initiatives here. + +### Diversity + +_Our definition_: Diversity is the presence of different identities, +perspectives, and experiences. Does our team reflect the diversity of our +country? + +_Our efforts_: + +- Internally publishing + [demographic data](https://docs.google.com/spreadsheets/u/0/d/1eYqMhVBRvjCjnJpq_51h_MgLcXZQNN8wacWQC9XdzMw/edit) + on a quarterly basis. For those outside of TTS, + [FedScope](https://www.fedscope.opm.gov/) is the most detailed public-facing + website for federal employee demographic data. +- Partnering with organizations that focus on recruitment and hiring for + underrepresented groups. +- Supporting all employees to join an [affinity + group]({% page "/training-and-development/working-groups-and-guilds-101/" %}) + and/or create new groups. Our affinity groups are spaces where employees of + similar identities come together in community. +- Coordinating with GSA’s Senior Advisor for Diversity, Equity, Inclusion, and + Accessibility who provides oversight and professional advice to TTS + leadership, guilds and affinity groups. +- Investing in DEIA with dedicated funding and support for employees who work on + DEIA-focused internal projects. In FY23, there will be a $500,000 DEIA budget. + +### Equity + +_Our definition_: Equity implores us to examine the impacts of the structures +and systems that govern our policies, processes, and decision-making. Are +outcomes and opportunities different, depending on someone’s identities? + +_Our efforts_: + +- Holding quarterly feedback sessions between affinity groups and the TTS + Executive Director. +- Providing [unconscious bias training]({% page "/getting-started/classes/" %}) + to all new employees during onboarding. +- Leading regular [information sessions](https://join.tts.gsa.gov/) for + candidates that focus on demystifying the federal hiring process. +- Reviewing interview guides for bias. +- Training hiring managers and interviewers on how to identify and reduce bias. +- Sending interview questions to candidates ahead of time. + +### Inclusion + +_Our definition_: Inclusion and belonging focus on our workplace environment. Do +our colleagues feel included, valued, welcomed, and respected? + +_Our efforts_: + +- Conducting an annual Inclusion and Belonging Survey. +- Delivering a [DEIA onboarding class]({% page "/getting-started/classes/" %}) + to all new employees. +- Writing content and building products externally which follow + [inclusive language principles](https://content-guide.18f.gov/our-style/inclusive-language/). +- Maintaining an [Inclusion + Bot]({% page "/general-information-and-resources/inclusion-bot/" %}) that + nudges Slack users about exclusionary language and hurtful phrases. +- Maintaining a [list of inclusive + behaviors]({% page "/general-information-and-resources/inclusive-behaviors/" %}) + and a [list of + resources]({% page "/general-information-and-resources/deia-resources/" %}) to + help our employees understand and advance DEIA through their work. + +### Accessibility + +_Our definition_: Accessibility focuses on access to tools and capabilities that +foster equal and full participation. Does everyone in our organization have what +they need to fully engage? Can everyone in the public use the products and +services we deliver? + +_Our examples_: + +- Training for best practices and manual testing, along with developing and + procuring accessible software, supporting the + [Section 508](https://www.section508.gov/content/about-us) team and their + responsibilities. +- Maintaining an + [Accessibility for Teams guide](https://accessibility.digital.gov/), equipping + people across disciplines with the skills needed to successfully run an + accessibility audit. +- Sharing our learnings by publishing + [writing guides](https://accessibility.18f.gov/), + [holding talks](https://www.youtube.com/watch?v=CL6lOwJEMGQ), + [writing blogs](https://digital.gov/2015/06/05/using-section-508-guidance-to-improve-the-accessibility-of-government-services/), + and speaking at conferences. +- Ensuring our products and services satisfy all the + [Web Content Accessibility Guidelines](https://www.w3.org/WAI/standards-guidelines/wcag/) + (WCAG) 2.0 AA. We offer a + [checklist](https://accessibility.18f.gov/checklist/) to make sure we’re + meeting all the guidelines. +- Promoting inclusive design by including people of all abilities in user + experience testing. This means adopting a “Solve for one, extend to many” + methodology. +- Ensuring all new supervisors meet with our GSA reasonable accommodation + coordinator. + +## How we learn + +As an organization, TTS is committed to learning from its DEIA efforts. We +strive to collect and publish data, and use these results to reflect honestly +and critically about our progress. We have a number of channels through which we +regularly collect feedback from employees. + +- The Inclusion and Belonging Survey: In 2019, the Diversity Guild released the + first-ever TTS Inclusion and Belonging survey as a benchmark for measuring how + TTS is doing in the areas of diversity, equity, inclusion, and belonging. The + responses inform the work of the Diversity Guild, both in guiding TTS-wide + action items and in planning weekly Guild Office Hours. View results from + [2019](https://docs.google.com/presentation/d/11acPBMr02thj8f9SIcvO9iqlzBff-MCTG8C3dL7LFqs/edit), + [2020](https://docs.google.com/presentation/d/1Hhha6qPCCogu0UiufYJZ5YuhaRIfHK8zAFeeUgE1bR4/edit#), + and + [2021](https://docs.google.com/presentation/d/1tETeRLOydDLhMHFl1e2A5BzNhdWB9wxt4cH-yW1Qw0o/edit#). +- Affinity Groups Listening Tour: We work with TTS affinity groups to understand + colleagues’ unique experiences, perspectives, expertise, and needs, and + advocate for visibility, sponsorship, and accountability with leaders across + our organization. The TTS Executive Director and the Diversity Guild Co-Leads + hold quarterly listening sessions with each Affinity Group. Guild Co-Leads + work with senior leadership, Talent, our People Ops team, and other internal + partners to map feedback into meaningful action. +- [Federal Employee Viewpoint Survey](https://www.opm.gov/fevs/): The Office of + Personnel Management (OPM) sends an annual, quantitative survey to federal + employees across the government. + +## DEIA Guilds + +TTS has two +[Guilds]({% page "/training-and-development/working-groups-and-guilds-101/#guilds-in-tts" %}) +that support our DEIA efforts: Diversity Guild and Accessibility Guild. + +### Diversity Guild + +Founded in 2014, the Diversity Guild advances TTS’s diversity, equity, and +inclusion goals. Its purpose is to help make TTS a great place to work for +people of all backgrounds. + +#### Getting involved + +There are a number of ways you can get involved or support the Guild’s +grassroots DEIA efforts. + +1. Attend Guild programming: The Diversity Guild Co-Leads host weekly sessions + (“Office Hours) focused on a variety of DEIA topics. Office Hours are held + every Friday at 12:30-1pm EST. The meetings show up on the + [TTS Working Groups and Guilds Calendar](https://www.google.com/calendar/embed?src=gsa.gov_o1aqcv28k1f0nmca5bkch8los4%40group.calendar.google.com). + If you would like to be added to the invites directly, message one of the + [Diversity Guild + Co-Leads]({% page "/training-and-development/working-groups-and-guilds-101/#current-guilds" %}). +2. Join the (Slack) conversation. TTSers regularly share articles, ask + questions, and celebrate milestones via the {% slack_channel "g-diversity" %} + Slack channel. To promote a healthy and respectful environment, there are + [special guidelines for #g-diversity](https://docs.google.com/document/d/1IP0GERswH8t5nQxH0VyYPidj5TrkNtfJEmaPz3_y-go/edit). +3. Reach out with questions: the [Diversity Guild + Co-Leads]({% page "/training-and-development/working-groups-and-guilds-101/#current-guilds" %}) + are available to chat with you. +4. Become a DEI representative (Rep): These are volunteers across TTS that help + teams create a diverse, equitable, inclusive, and welcoming TTS. While + everyone on a team has a responsibility to advocate for diversity, equity, + and inclusion, the DEI rep role is to make sure that DEI concerns are always + on the table for their team. And, they use their team-specific knowledge to + inform Guild efforts and initiatives which are typically focused + organization-wide. TTS staff can become DEI reps by reaching out to their + team lead, current DEIA rep, or the Diversity Guild leads. For more + information, see the + [DEIA rep internal listing](https://docs.google.com/document/d/1g7bpwFBfpHMy0guu5nUaF0HhBLvu42pF0nCiBdb92M4/edit). + +### Accessibility Guild + +Our Accessibility Guild aims to empower TTS staff to center accessibility in +their work. In particular, this guild’s mission is to help TTS procure and +develop accessible products to provide an excellent user experience for +everyone. This includes thinking about accessibility in every step of a project: +vendor management and procurement, inclusive usability testing, universal design +principles in visual design and prototypes and software engineering best +practices. The guild provides training and awareness to make accessibility +everyone’s responsibility. + +For more information, see the [Accessibility Handbook +page]({% page "/accessibility/" %}), +[Accessibility Guide](https://accessibility.18f.gov/), or join the +{% slack_channel "g-accessibility" %} Slack channel. + +## Affinity Groups + +Affinity groups are spaces where employees of similar identities can talk freely +amongst themselves. Depending on the group, it may be open or invite-only. Visit +the [affinity groups, working groups, guilds, and other communities Handbook +page]({% page "/training-and-development/working-groups-and-guilds-101/" %}) for +more information. diff --git a/pages/about-us/tts-consulting/operations/collaboration.md b/pages/about-us/tts-consulting/operations/collaboration.md index 411b7dfc1..3e2c6c7cd 100644 --- a/pages/about-us/tts-consulting/operations/collaboration.md +++ b/pages/about-us/tts-consulting/operations/collaboration.md @@ -3,7 +3,7 @@ title: How we collaborate cspell: ignore facemute --- -TTSC relies on various practices and tools to enable positive and productive collaboration. These help us get to know each other, foster community, and support respectful collaboration. +TTSC relies on various practices and tools to enable positive and productive collaboration. These help us get to know each other, foster community, and support respectful and inclusive collaboration. ## Virtual coffees @@ -15,14 +15,14 @@ Personal READMEs are a way for folks to better get to know each other before we ## Guilds and collectives -[TTS’s working groups, and guilds]({% page "/training-and-development/working-groups-and-guilds-101/" %}) formed in the early days of 18F as a way to share best practices and learn from each other. These groups and guilds have expanded and now welcome people from across TTS. +[TTS’s affinity groups, working groups, and guilds]({% page "/training-and-development/working-groups-and-guilds-101/" %}) formed in the early days of 18F as a way to share best practices and learn from each other. These groups and guilds have expanded and now welcome people from across TTS. A couple groups particularly focused on TTSC work and practices are: - Consulting Guild (Join the Slack channel [#g-consulting](https://gsa-tts.slack.com/channels/g-consulting)) - Project Leadership Collective (Join the Slack channel [#c-18f-project-leadership](https://gsa-tts.slack.com/channels/c-18f-project-leadership)) -## Practices for remote meetings +## Inclusive practices for remote meetings - Work from a quiet space without much background noise. If you need to discuss sensitive topics, present to partners or stakeholders, or handle personnel issues, make sure you have privacy. - Default to using video so colleagues can see your face and gestures. Nonverbal feedback and cues help keep the conversation moving while building empathy and trust. If you do “facemute” (for instance, because you’re eating), turn the video back on when you can. For more about our video conferencing tool, see [meetings and meeting tools]({% page "/meetings-and-meeting-tools/" %}). diff --git a/pages/about-us/tts-consulting/operations/conduct-and-norms.md b/pages/about-us/tts-consulting/operations/conduct-and-norms.md index 6026d46a8..cc6042775 100644 --- a/pages/about-us/tts-consulting/operations/conduct-and-norms.md +++ b/pages/about-us/tts-consulting/operations/conduct-and-norms.md @@ -3,7 +3,7 @@ title: Conduct and norms cspell: ignore backchannel, Gchat, backchanneling --- -At TTSC, we follow various policies and practices. In everything we do, we strive to create a work environment that encourages collaboration — both with our partners and each other. +At TTSC, we follow various policies and practices to foster an open and inclusive community. In everything we do as a distributed team, we strive to create a work environment that encourages collaboration — both with our partners and each other. In general, err on the side of over-communication, such as by asking clarifying questions and restating information to confirm understanding. diff --git a/pages/about-us/tts-consulting/operations/welcome.md b/pages/about-us/tts-consulting/operations/welcome.md index 5772c0126..a6c7950cf 100644 --- a/pages/about-us/tts-consulting/operations/welcome.md +++ b/pages/about-us/tts-consulting/operations/welcome.md @@ -22,6 +22,8 @@ Other important things to know as a new employee: - [San Francisco (United Nations Plaza)]({% page "san-francisco/" %}) - [New York City (One World Trade Center)]({% page "new-york-city/" %}) +- **Pronouns:** At TTSC, it’s common for people to include their pronouns when introducing themselves, but it’s not required. + - **Slack:** [Slack]({% page "tools/slack/" %}) is a primary communication space across TTS. 18F uses Slack extensively, whereas CoE has tended to use gChat a bit more. Talk to your team about their preferences. Using Slack at TTS is different from using Slack at other workplaces, so make sure to review the [Slack code of conduct]({% page "about-us/tts-consulting/operations/conduct-and-norms/#interacting-on-slack" %}). - **Self-care:** The work we do is rewarding, but it’s also challenging and demanding. Setting boundaries around your time and energy will be helpful as you begin to develop your work routine and habits. diff --git a/pages/career-progression-framework/overview.md b/pages/career-progression-framework/overview.md index 834be8eda..d234f9c6f 100644 --- a/pages/career-progression-framework/overview.md +++ b/pages/career-progression-framework/overview.md @@ -11,6 +11,7 @@ TTS develops CPFs in order to support: - **Career development and planning**: As an employee, what do I need to do if I want to advance or change roles? +- **Equity**: Are our expectations consistent? - **Onboarding**: What will I do? What do others on my team do? In TTS? - **Performance plans**: What will I be measured on? - **Reuse**: Where can I find written information about a role, that I can adapt diff --git a/pages/general-information-and-resources/deia-resources.md b/pages/general-information-and-resources/deia-resources.md new file mode 100644 index 000000000..4d35a03ee --- /dev/null +++ b/pages/general-information-and-resources/deia-resources.md @@ -0,0 +1,32 @@ +--- +title: DEIA Resources +questions: + - g-diversity + - g-accessibility +--- + +We actively work to eliminate bigotry and disrespect (e.g. microaggressions, +microinvalidations, etc.) from our workplace. We also understand that in order +to address +[unconscious bias](https://diversity.ucsf.edu/resources/unconscious-bias) you +have to start somewhere. Below are resources for anyone to learn more about +diversity and inclusion principles and best-practices: + +- [18F Inclusive Language Guide](https://content-guide.18f.gov/inclusive-language/) - + Principles, resources, and suggestions for writing and talking about diverse + groups of people. +- [“Here’s EY's Simple But Effective Strategy For Increasing Diversity”](https://fortune.com/2017/02/10/ey-simple-effective-diversity-inclusiveness-strategy/) - + Is something a preference, tradition, or requirement? This article covers how + Ernst and Young used the “PTR” framework to hire a more diverse workforce. It + can be used widely to critically assess all aspects of a work culture. +- [One on One Meeting Framework](https://docs.google.com/document/d/1GAhgY2y1usPhU7UN-w08ZDNXFTC6aWBKFBYRRxgjvWk/edit) - + This GSA resource -- though not explicitly written with a diversity and + inclusion lens -- contains useful guidelines that supervisors can use to + provide equitable feedback experiences with each employee on a regular basis. +- [Management Tools list from The Management Center](http://www.managementcenter.org/tools/) - + Includes resources on delegation, roles & goals, performance problems, + managing up, and much more. They include equity and inclusion considerations + in their tools. +- Want to sign up for a11y (accessibility) training? Reach out to + [robert.jolly@gsa.gov](mailto:robert.jolly@gsa.gov) or + [nicoleb.lee@gsa.gov](mailto:nicoleb.lee@gsa.gov) to get on the list. diff --git a/pages/general-information-and-resources/employee-resources-policies/veterans-service-members.md b/pages/general-information-and-resources/employee-resources-policies/veterans-service-members.md index 39d92b5e6..a182e7195 100644 --- a/pages/general-information-and-resources/employee-resources-policies/veterans-service-members.md +++ b/pages/general-information-and-resources/employee-resources-policies/veterans-service-members.md @@ -11,7 +11,7 @@ We are glad you decided to continue your service with TTS. There are numerous resources across several agencies for veterans, service members, and their families. This page helps you locate key benefits and resources. ## Veteran and servicemember federal communities -- TTS has a Veterans {% slack_channel "vets" "Vets" %} Slack channel. +- TTS has a Veteran [Affinity Group]({% page "/about-us/deia/#affinity-groups" %}) that gathers in the {% slack_channel "vets" "Vets" %} Slack channel. - GSA has a [Veterans Employee Resources Association](https://insite.gsa.gov/about-us/agency-initiatives/veterans-employee-resources-association) (VERA). - The [Federal Military Family Workforce Network](https://openopps.usajobs.gov/communities/14) connects military and veteran spouses, caregivers, and survivors with resources for sustainable federal careers. It was created by and for federally employed military family members, and is hosted on OPM’s Open Opportunities platform. diff --git a/pages/general-information-and-resources/inclusive-behaviors.md b/pages/general-information-and-resources/inclusive-behaviors.md index 4999b602b..2c2d10770 100644 --- a/pages/general-information-and-resources/inclusive-behaviors.md +++ b/pages/general-information-and-resources/inclusive-behaviors.md @@ -13,6 +13,8 @@ detract from, an inclusive organization. - The organization’s formal communications (mission statement, strategy, annual reports, etc.) reflect a commitment to diversity, equity and inclusion. +- DEIA are part of the core values of senior leadership, are treated as + priorities, and are given enough resources. - There are transparent and equitable processes around interviews, hiring, promotions, salaries, training approvals, and evaluations. Additionally, there are systems in place to regularly re-examine and remove any potential bias in diff --git a/pages/general-information-and-resources/psychological-safety.md b/pages/general-information-and-resources/psychological-safety.md new file mode 100644 index 000000000..44781f32a --- /dev/null +++ b/pages/general-information-and-resources/psychological-safety.md @@ -0,0 +1,71 @@ +--- +title: Psychological Safety +cSpell: ignore Edmondson,Mortensen,Geraghty,DEIB +--- + +At TTS, [our values]({% page "/tts-history/" %}) are inclusion, integrity, and impact. + +This page covers a key organizational trait that TTS needs in order to live our values: psychological safety. + +## What psychological safety is + +Researcher and professor Amy C. Edmondson created the foundational definition of psychological safety: + +_“...a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves. For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas.”_ - [Psychological Safety and Learning Behavior in Work Teams](https://journals.sagepub.com/doi/abs/10.2307/2666999) + +## What psychological safety looks like +When there is a high level of psychological safety in an organization, there is a shared belief across teams and the organization that people are free to speak up and take risks without fear of embarrassment, retribution or retaliation. + +Overall: +- Staff feel safe to bring their ideas and perspectives to the table +- Teams are respectful and create space for divergent thought +- Failure is embraced as a path to learning, productivity and performance + +Additionally, leaders demonstrate psychological safety through their actions and behaviors. + +Leaders: +- Lead by example & model curiosity +- Foster a collaborative environment where people are invited to share ideas or new approaches with each other, regardless of position or role +- Use feedback to inform actions and communicate changes they've made +- Measure psychological safety +- Explore failure from a learning mindset and not a blame mindset +- Acknowledge their own fallibility + +## Why psychological safety matters +Psychological safety matters for team performance, productivity, and innovation. + +[Research](https://rework.withgoogle.com/guides/understanding-team-effectiveness/steps/foster-psychological-safety/) suggests that “... individuals on teams with higher psychological safety are less likely to leave [their organization], they’re more likely to harness the power of diverse ideas from their teammates, they bring in more revenue, and they’re rated as effective twice as often by executives”. + +Psychological safety is required for great, yet imperfect teams. (Perfectionism, in fact, is antithetical to psychological safety!) + +## Psychological safety and DEIB +Psychological safety is not a diversity, equity, inclusion, and belonging (DEIB) initiative; however, psychological safety _enables_ DEIB efforts. + +### How psychological safety adds to the workplace experience +- **Diversity**: Employees are hired for diversity of life experience, thinking and approach. Leaders tap into diverse experiences and knowledge to encourage innovation. + +- **Equity**: Employees receive fair treatment and have access to the same opportunities. Leaders challenge myths around meritocracy. + +- **Inclusion**: Employees feel valued and respected for their intersectional uniqueness. Leaders identify and challenge bias as an inclusive leadership competency. + +- **Belonging**: Employees grow and thrive by being their authentic selves. Leaders encourage employees to speak up and are intentional about who is included in decisions. + +## Benefits of psychological safety in the workplace +| What we seek | How this plays out in a psychological safe environment | +| ----------- | ----------- | +| Better levels of communication | We openly share knowledge and our reasoning behind decisions. | +| More openness to learning | We acknowledge and learn from failure. | +| Improved performance | We encourage creativity and innovation, knowing that not every new idea will yield the results we hope for. | +| Positive employee attitudes | We are committed to our work and each other, supporting each other through challenges. | +| Increased levels of initiative | We identify and implement ways to improve performance and project outcomes. | + +## Psychological safety & conflict +Psychological safety is not an artificially harmonious environment. In a psychologically safe workplace, one may openly and respectfully disagree with someone else without fear or threat of reprisal or adverse labeling. Each person is still held accountable for their actions and does not weaponize psychological safety as a shield. We do not always “get our way” in psychologically safe workplaces. + +Conflict is recognized as inevitable, and [healthy conflict]({% page "/general-information-and-resources/conflict-feedback-intro/" %}) is a path towards growth and improvement. + +## Resources +- [The Importance of Psychological Safety](https://www.youtube.com/watch?v=eP6guvRt0U0) (video) by Amy C. Edmondson +- [What Psychological Safety Looks Like in a Hybrid Workplace](https://hbr.org/2021/04/what-psychological-safety-looks-like-in-a-hybrid-workplace) by Amy C. Edmondson and Mark Mortensen +- [Psychological Safety Blog](https://psychsafety.co.uk/blog/) by Tom Geraghty + diff --git a/pages/getting-started/classes.md b/pages/getting-started/classes.md index c2f70fc56..96a0186cc 100644 --- a/pages/getting-started/classes.md +++ b/pages/getting-started/classes.md @@ -69,7 +69,8 @@ decisions in TTS. | Name | Description | Format | Guidance | Resource(s) | | --------------------------------------------- | ---------------------------------------------------------------------------------------------- | ---------------- | -------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ | | Working Groups and Guilds | An introduction to TTS’ Working Groups and Guilds, how to join, and ways to get involved. | Self-guided | Required | [Working Groups and Guilds Handbook page]({% page "/training-and-development/working-groups-and-guilds-101/" %}) | -| Accessibility 101 | An introduction to the Accessibility Guild and accessibility as it relates to our work at TTS. | Video Conference | Required | [Accessibility 101 slidedeck](https://docs.google.com/presentation/d/1AdOryFB99T64uQn7GFdIzkDz_RChFU6T9zGlgs-G3Fs/edit)

[Accessibility Guild Slack channel](https://gsa-tts.slack.com/archives/C02BT4H5Q) | | +| Accessibility 101 | An introduction to the Accessibility Guild and accessibility as it relates to our work at TTS. | Video Conference | Required | [Accessibility 101 slidedeck](https://docs.google.com/presentation/d/1AdOryFB99T64uQn7GFdIzkDz_RChFU6T9zGlgs-G3Fs/edit)

[Accessibility Guild Slack channel](https://gsa-tts.slack.com/archives/C02BT4H5Q) | +| Intro to the Diversity Guild and DEIA&B @ TTS | An introduction to the Diversity Guild and our DEIA&B initiatives. | Video Conference | Required | [Diversity Guild Slack channel](https://app.slack.com/client/T025AQGAN/C02DJFR0V/) | | Unconscious Bias | An overview of how to recognize bias, speak out about it, and respond when we make a mistake. | Video Conference | Required | [Unconscious Bias slidedeck](https://docs.google.com/presentation/d/1igSISA6XarCgXqKhvaU1wzG-q_DY3-5KuqAeVxxW66s/edit) | ### How we work diff --git a/pages/getting-started/index.md b/pages/getting-started/index.md index 4589f12dc..fb084ba74 100644 --- a/pages/getting-started/index.md +++ b/pages/getting-started/index.md @@ -27,6 +27,11 @@ We recognize that there is a plethora of information provided during onboarding. As a TTS employee, you’ll spend quite a bit of time with the [TTS Handbook]({% page "/" %}). It’s filled with useful information that we update regularly — and you can help update it, too! You’ll learn more when you attend the [Handbook 101 onboarding class]({% page "/getting-started/classes/" %}), and you can join the {% slack_channel "tts-handbook" "Handbook Slack channel" %}. +## Diversity, Equity, Inclusion, Accessibility, & Belonging at TTS +TTS strives to thoughtfully and intentionally represent the broad American populace we serve. We believe in inclusive design — creating products and environments that are accessible to all people, regardless of age, disability, or other factors. We also strive to be intentional when interacting with one another and with our partners. + +To that end, we strongly encourage all new hires to read through the [Diversity, Equity, Inclusion, Accessibility, and Belonging (DEIA&B) materials]({% page "/diversity/" %}) in the TTS Handbook and to join the {% slack_channel "g-diversity" "Diversity" %} and {% slack_channel "g-accessibility" "Accessibility" %} guild channels in Slack. + ## How we collaborate At TTS, collaboration is a part of our culture. Here are the collaboration tools we use to share ideas and coordinate efforts. diff --git a/pages/hiring-staying-or-changing-jobs/fair-and-equitable-hiring-practices.md b/pages/hiring-staying-or-changing-jobs/fair-and-equitable-hiring-practices.md index bfe6d68db..38fae6c4b 100644 --- a/pages/hiring-staying-or-changing-jobs/fair-and-equitable-hiring-practices.md +++ b/pages/hiring-staying-or-changing-jobs/fair-and-equitable-hiring-practices.md @@ -1,6 +1,6 @@ --- -title: Merit Systems Principles Hiring Practices -keywords: Hiring Practices, Merit +title: Fair and Equitable Hiring Practices +keywords: Hiring Practices, Fair, Equitable questions: - hiring - joinTTS@gsa.gov @@ -8,9 +8,14 @@ redirect_from: - /fair-and-equitable-hiring-practices/ --- +Remember that we all have different lived experiences, beliefs and assumptions +that play a role in how we make decisions. This is particularly important to be +aware of when it comes to hiring as these may potentially impact our ability to +be fair and equitable and ultimately select the best possible candidate for the +job. - -Here are a few ways you can contribute toward a Merit Systems Principles focused hiring process: +In that spirit, here are a few ways you can contribute toward a more fair and +equitable hiring process: - **Use Interview Guides and continually re-check the guides and scoring rubrics to make sure you’re reviewing fairly.** After a while, you’ll start to feel @@ -32,7 +37,8 @@ Here are a few ways you can contribute toward a Merit Systems Principles focused - **If you come to a conclusion about a candidate very quickly, before you’ve read the whole resume or finished the interview, spend the rest of the session - trying to disprove that conclusion.** We tend to jump to conclusions and then + trying to disprove that conclusion.** Snap judgments are much more likely to + be prone to bias than considered ones. We tend to jump to conclusions and then look for evidence to support our hypothesis. To compensate, if you find you’ve reached a Yes/No conclusion very quickly, spend the rest of the session trying to disprove that hypothesis. Explicitly look for evidence that you’re wrong. diff --git a/pages/hiring-staying-or-changing-jobs/hiring.md b/pages/hiring-staying-or-changing-jobs/hiring.md index 4e2392d93..b7d32e1c4 100644 --- a/pages/hiring-staying-or-changing-jobs/hiring.md +++ b/pages/hiring-staying-or-changing-jobs/hiring.md @@ -18,7 +18,8 @@ actions across TTS. ## TTS Hiring Managers Guide Hiring managers lead the hiring process for a specific role. They are crucial to -filling workforce needs within TTS and ensuring that [Merit Systems Principles] (https://www.mspb.gov/msp/meritsystemsprinciples.htm) are followed throughout the hiring process. +filling workforce needs within TTS and ensuring that diversity, equity, and +inclusion are top of mind throughout the hiring process. The [Hiring Manager Guide](https://docs.google.com/document/d/1HDZYwc8E5_WepNvj55sqa3gc3W1NkHpd_110mSyD6RQ/edit) @@ -30,7 +31,7 @@ through the Hiring Process laid out below. Interviewers play a fundamental role in vetting incoming talent, as well as creating a positive experience for our candidates. Moreover, they are critical -in ensuring Merit Systems Principles are being followed. +in ensuring a fair and equitable hiring experience. Below are some resources that cover expectations around interviews, best practices for remote interviewing and Slack usage, and tips for recognizing and @@ -38,7 +39,7 @@ correcting for unconscious bias. - [TTS Interview Prep Session slides](https://docs.google.com/presentation/d/17ZNmfN40kPOUlF5e6Xix7UlUH02gKQAkY23MhQusPxw/edit#slide=id.p1) - [Interviewing for TTS 101](https://docs.google.com/document/d/13MdNbFeWgKWMycdlAhkNSG6Eet3_NAVETnpuIweuMrU/edit#heading=h.arj274vgsryn) -- [Merit Systems Principles Hiring Practices](https://handbook.tts.gsa.gov/hiring-staying-or-changing-jobs/fair-and-equitable-hiring-practices) +- [Fair & Equitable Hiring Practices](https://handbook.tts.gsa.gov/hiring-staying-or-changing-jobs/fair-and-equitable-hiring-practices) ## Promotions diff --git a/pages/office-of-operations/talent.md b/pages/office-of-operations/talent.md index fe4e4bb44..48883d0c2 100644 --- a/pages/office-of-operations/talent.md +++ b/pages/office-of-operations/talent.md @@ -18,7 +18,7 @@ management, and learning and development opportunities. ### Our Mission -To cultivate an organization full of highly talented staff who are +To cultivate an organization full of highly talented and diverse staff who are provided the opportunity to deliver high impact public service. ### How We Work @@ -30,6 +30,7 @@ output, it is determined by the whole team delivering on the mission. ### Team Values - Attentiveness +- Inclusion - Empathy - User-Centric, Iterative and Agile - Measurable & data driven @@ -37,32 +38,40 @@ output, it is determined by the whole team delivering on the mission. - Collaboration - Strategic Thinking -### Key Objectives +### FY2021 Key Objectives -1. Attract and hire well-qualified candidates +1. Attract and hire well-qualified candidates who reflect the diversity of the + general public 2. Strategically partner with leadership to understand and advise on the people needs of the organization 3. Use data to make well informed decisions about the recruitment and onboarding process 4. Foster relationships internally and externally +### Our Commitment to DE&I +We acknowledge that we can do better as a team and as an organization when it +comes to attracting and hiring talent from underrepresented backgrounds. In +Summer 2020, we launched a +[MVP for Improving Diversity, Equity and Inclusion](https://docs.google.com/document/d/1E1F84W8werC12RVdLp4-8OLZFgI0d2sVDIo7SYe3Z_I/edit#) +in our hiring process. We are committed to continuing to iterate and improve on +our strategy. ## Referring a person -Many leads for great candidates come through our current employees. -**These referrals should come directly to Talent rather than to the +Many leads for great candidates come through our current employees. Ideally, +**these referrals should come directly to Talent rather than to the team/managers/supervisors**. We work to keep all mentions of who knows who and who recommends who away from the team/managers/supervisors who are involved in -hiring so they can stay impartial and ensure we are following the [Merit Systems Principles](https://www.mspb.gov/msp/meritsystemsprinciples.htm). -This helps ensure that candidates make it +hiring so they can stay impartial. This helps ensure that candidates make it through the process on their own merits. Once you have submitted a referral, a talent team member will reach out and invite the person to our monthly general TTS Info Session. We share information -about all of TTS at the Info Session as well as provide guidance on the -application process. If we have a role specific Info Session scheduled (i.e. for -Product or Engineering) we will invite your referral if it's applicable. Talent doesn't have individual conversations with +about TTS and each BU at the Info Session as well as provide guidance on the +application process. If we have a specialized Info Session scheduled (i.e. for +Product or Engineering) we will invite your referral to a role specific Info +Session if it's applicable. Talent doesn't have individual conversations with referrals. We accept varying levels of leads including: diff --git a/pages/request-for-comments/001-supervisors.md b/pages/request-for-comments/001-supervisors.md new file mode 100644 index 000000000..018298b79 --- /dev/null +++ b/pages/request-for-comments/001-supervisors.md @@ -0,0 +1,137 @@ +--- +title: RFC 001 - TTS Supervisors should be permanent +date_approved: 2021-07-20 +--- + +## The problem / situation / context + +TTS does not have a consistent practice about whether supervisory roles should +be permanent or term positions.[1] Roughly half of supervisors in TTS are on +term appointments, and half are on career appointments. Currently, whenever a +new supervisory role is established, or a supervisory role needs to be filled, +TTS Talent must determine anew whether that role should be permanent. + +Supervisors play a crucial role in TTS's success. They provide direction for the +organization and teams they lead. They provide career guidance, mentorship, and +support to those whom they supervise and their peers. They make choices daily +that affect our partners and the public. + +Due to the fact that we are government employees, supervisors have an additional +role: helping their teams and direct reports with support and guidance in +navigating the federal regulatory landscape. As any government supervisor can +confirm, the obligations of government supervisors involves a steep learning +curve. Furthermore, given that many employees are term employees, it is +essential that supervisors are able to immediately contribute to the growth and +performance of those they supervise. + +Although term supervisors can bring new ideas and fresh perspectives, the +practical reality is that novelty is generally less important than stability, +experience, and demonstrated commitment and contributions to the organization's +values and work. + +Some may argue that terms can limit the negative effect of bad supervisors or +potentially stale visions. Terms should not, however, be an excuse for +inadequate performance management.[2] And whatever the length of appointment, +all TTS employees must maintain a commitment to our values of inclusion, +integrity, and impact. Any supervisor -- term or permanent -- should be held to +high performance standards and expectations. + +The bottom line is that TTS should establish a default rule for permanence in +supervisory roles. + +And yet, classifying a role as a permanent role does not ensure that the role is +sustainable or that the individual needs to stay in that role to remain at TTS. +Within TTS, for a number of reasons (including unclear expectations and limited +support), supervisor roles have led to burnout. We need to change how we support +and invest in supervisors to improve outcomes for the supervisors and their +teams. And for those who choose to return to individual-contributor roles, there +needs to be a clear path for them to do so. + +## The proposed path forward + +TTS MUST readdress how it approaches supervisory roles, including stronger +training, more space and support, and clearer connections between a supervisor +and their direct reports. As part of this, all supervisory roles in TTS SHOULD +be classified as permanent positions and all vacancies in supervisory roles MUST +be competed. Additionally, all supervisory roles must be evaluated and measured +for competencies related to Diversity, Equity, Inclusion, and Accessibility. TTS +MUST develop a clearer set of performance expectations and support structures +for new and existing supervisors so that they can better provide mentoring, +direction, and support to their direct reports. And, finally, TTS MUST establish +policies (likely, through a new RFC or a handbook page) documenting supervisory +"offboarding" for individuals who transition to individual-contributor roles in +TTS. + +Although there will be exceptions (e.g., a political appointment or the +establishment of a temporary office), such exceptions MUST be approved by the +Director and only apply to the specific personnel action. In other words, even +if an exception is made for a particular role, a new exception would be required +upon a subsequent vacancy. + +## Alternatives considered + +1. _Evaluate supervisory positions on a case by case basis_. This is the status + quo. TTS evaluates each position and determines whether that position should + be temporary or permanent. + +2. _Allow each operational unit to decide for itself_. This alternative exposes + the organization to all of the risks of the status quo (e.g., inadequate + performance management, lack of attention to DEIA goals), without any of the + benefits of consistency, stability, or experience. + +## Equity and Inclusion + +Creating a permanent supervisory cohort presents two unique risks and several +advantages for diversity, equity, inclusion, and accessibility (DEIA) goals. + +First, if we hire permanent supervisors and fail to evaluate their commitment to +DEIA, it can embed a culture that does not embrace DEIA goals. Second, +permanence limits the number of opportunities for career growth for _all_ +individuals in the organization, which creates a premium on leadership +development. + +Nevertheless, a permanent supervisory cohort also presents unique opportunities +for DEIA goals. First, if we are intentional about evaluating and measuring +supervisors' commitment to DEIA, we are more likely to embed DEIA goals across +the entire organization. Second, by investing in training for a permanent +supervisory cohort, we can level up TTS's commitment to currently under-supported +efforts (e.g., reasonable accommodations or sponsorship). Third, by reducing the +_churn_ associated with supervisory roles, there is greater opportunity to +clarify career progression opportunities, which benefits all TTS employees but +minimizes inequity associated with a lack of transparency or accountability. + +Ultimately, a permanent supervisory cohort presents risks and opportunities that +must be intentionally managed and considered to promote DEIA goals. + +## Premortem / Review + +The hypothesis of this RFC is that a permanent supervisory cohort will lead to +improved employee satisfaction and development, improved DEIA outcomes, and less +uncertainty around career growth opportunities in the organization. + +To measure these goals, TTS should examine results from the FEVS (for career +employees), the TTS Inclusion and Belonging Survey, feedback through informal +channels through the TTS Leadership Survey, and employee retention/attrition +rates. + +TTS should revisit this policy in 18 months after adoption to review its impact +on those goals. + +--- + +[1]: Not all management or leadership roles are "supervisory" roles. By statute, +a supervisor is "an individual employed by an agency having authority in the +interest of the agency to hire, direct, assign, promote, reward, transfer, +furlough, layoff, recall, suspend, discipline, or remove employees, to adjust +their grievances, or to effectively recommend such action, if the exercise of +the authority is not merely routine or clerical in nature but requires the +consistent exercise of independent judgment." For purposes of this RFC, +"supervisors" are limited to those roles that meet the minimum requirements for +application of the OPM General Schedule Supervisory Guide. There are other +recognized leadership roles in government, including CSRA Supervisors, Leaders, +Team Leaders, and Management Official (CSRA). + +[2] In some cases, term appointments have been an excuse to keep low-performing +supervisors in roles of responsibility and supervision because it's easier for +their supervisors to just "wait it out." This practice is unacceptable; term +appointments should not be an excuse for ignoring performance management. diff --git a/pages/request-for-comments/003-tts-cybersecurity-advisor.md b/pages/request-for-comments/003-tts-cybersecurity-advisor.md index 7c61e3817..382b6cacc 100644 --- a/pages/request-for-comments/003-tts-cybersecurity-advisor.md +++ b/pages/request-for-comments/003-tts-cybersecurity-advisor.md @@ -115,7 +115,7 @@ teams with any specific tasks this role may have for TTS programs. It is imperative that this role should take equity and inclusion in to consideration to ensure that candidates from all races, cultures and backgrounds -are taken in to account. There should also be direct outreach and +are taken in to account. There should also be direct DEIA outreach and recruiting to candidates within cybersecurity profession. ## Premortem / Review diff --git a/pages/request-for-comments/004-bucket-hiring-approach.md b/pages/request-for-comments/004-bucket-hiring-approach.md index 5cdffee29..eca092df7 100644 --- a/pages/request-for-comments/004-bucket-hiring-approach.md +++ b/pages/request-for-comments/004-bucket-hiring-approach.md @@ -122,7 +122,7 @@ I propose the following: values interview for COE, Login, and 18F, for example. Experienced interviewers will conduct these interviews because they have a deep bench of experience evaluating candidate responses, specifically around core - values. + values and DEIA. 8. Reference checks, to be conducted by the hiring manager, are optional, but are _strongly encouraged_. 9. Selection. If more than one TTS office is interested in hiring the same diff --git a/pages/training-and-development/conferences-events-training.md b/pages/training-and-development/conferences-events-training.md index b1aca2b95..7586773fd 100644 --- a/pages/training-and-development/conferences-events-training.md +++ b/pages/training-and-development/conferences-events-training.md @@ -21,6 +21,18 @@ please forward the email or reach out to [press@gsa.gov](mailto:press@gsa.gov) and CC [your team's Outreach liaison]({% page "/office-of-operations/outreach/#team" %}). +At TTS, the work of diversity, equity, inclusion, and accessibility (DEIA) is a +collective effort: every employee makes a difference. DEIA should be a part of +everything we do. When creating, hosting, or participating in an event, we ask +that you consider the [TTS Inclusive Event +Pillars]({% page "/training-and-development/conferences-events-training/tts-inclusive-event-pillars/" %}). + +These inclusive event pillars are designed to help TTS: + +- Create intentionally inclusive events +- Share our expectation that TTS employees thoughtfully consider what speaking + engagements they accept + For 18F, you can view the [18F FY23 Training plan](https://docs.google.com/document/d/1P36Q_RF_78SRLcKcz3O3nuA6Nw-Y6MfRR7NB290M5qI/edit). The plan includes strategic development priorities for team-wide trainings and diff --git a/pages/training-and-development/conferences-events-training/tts-inclusive-event-pillars.md b/pages/training-and-development/conferences-events-training/tts-inclusive-event-pillars.md new file mode 100644 index 000000000..552904059 --- /dev/null +++ b/pages/training-and-development/conferences-events-training/tts-inclusive-event-pillars.md @@ -0,0 +1,82 @@ +--- +title: TTS Inclusive Event Pillars +keywords: attend, Attending, speaking, speaker, event, event, conference, conferences, diversity, inclusion +--- + +TTS engages in events to recruit and build awareness about TTS products and +services. At TTS, the work of diversity, equity, inclusion, and accessibility +(DEIA) is a collective effort: every employee makes a difference. DEIA should be +a part of everything we do. These inclusive event pillars are designed to help +TTS: + +- Create intentionally inclusive events +- Share our expectation that TTS employees thoughtfully consider what speaking + engagements they accept + +**How to use this document:** When creating, hosting, or participating in an +event, please follow the criteria below. Work with your TTS Outreach Liaison on +any questions. + +### Building Blocks of Inclusive Events + +1. **There is a diverse set of speakers.** This starts with an overall speaker + roster that is diverse in + [gender and race](https://hbr.org/2019/09/what-it-will-take-to-improve-diversity-at-conferences) + (1). However, there are multiple facets of personal and social identity to + consider - ability, age, socioeconomic status, and much more. Additionally, + there are **no all white or all male panels**. There is a long history, + especially in + [STEM fields](https://www.nih.gov/about-nih/who-we-are/nih-director/statements/time-end-manel-tradition), + of all male and all white panels. +2. **Speakers from underrepresented groups are invited to speak on their subject + matter expertise.** Frequently, folks from underrepresented groups are + invited to speak about their identities, rather than their area of technical + expertise. Speakers may opt to share their lived experiences - but it should + not be an expectation. +3. **If there is an identity-based topic, the featured speakers have that + identity.** A good mindset is the disability rights slogan “nothing about us, + without us.” +4. **There is a code of conduct with an incident response plan.** Event + organizers should clearly state what is expected of attendees and speakers, + and how they will respond when problems arise. Link to the [TTS Code of + Conduct]({% page "/about-us/code-of-conduct/" %}). +5. **The event space is accessible - both virtual and physical spaces.** + Accessible events offer: closed captioning, American Sign Language + interpretation, reserved front row seating for people who need to sit closer + to the stage, and wheelchair accessible spaces. Social events should have + places to sit down throughout the space. +6. **Participants have a place to share their pronouns.** For in-person events, + include a space on name tags. For virtual, share instructions on how a person + can modify their display name to include pronouns. + + ### If you are invited to speak at an event where attendees pay to attend: + +7. **The organizers offer financial support for attendees who cannot afford to + pay their own way.** This might look like free tickets, discounted tickets, + or travel scholarships. +8. **Travel, meals, and lodging are provided for non-TTS speakers.** When a + conference does not cover costs for speakers, it often results in “Pay to + Speak” - where speakers sacrifice their own money to participate. Please note + that this recommendation is about **non**-TTS speakers: following federal + policy around gifts, if you are approved to speak at an event, TTS will cover + your travel, meals, and lodging. This guideline is about the event's overall + approach in ensuring others do not have to pay to speak. +9. **What if I’ve been invited to speak, and the event is not inclusive?** + Depending on both the event circumstances and your identities, you could: + + - Suggest the name of someone else who might be able to speak on the topic + and/or join you in speaking. + - Recommend that the organizers modify the event - for example, if they + cannot find an accessible venue, could the event be moved to a virtual + setting? + - Decline the invitation, stating the reasons why. + +Ultimately, the choice for accepting or declining an invitation rests with the +TTS employee who has been invited to speak. We hope our external engagements +reflect what we strive for within our organization. + +We encourage you to talk with TTS Outreach if you have concerns about an event. + +_(1) Links or reference to hbr.org is for the information and convenience of the +public, and does not constitute endorsement, recommendation, or favoring by the +General Services Administration._