5.1: Workforce Quality, Diversity, and Motivation

Ensure a high quality, diverse and motivated workforce.

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To attract and keep high-caliber employees who are responsive to the changing needs of the agency, the FDA needs to be responsive to their diverse needs. There are some reasons to be concerned about whether the FDA is doing enough to attract and develop the workforce it needs. For example, a recent GAO analysis found that the FDA's attrition rates for many of the people involved in its drug review process are higher than those for other federal public health agencies and the federal government as a whole. The FDA has already undertaken many innovative and successful initiatives to address its workforce goals. The agency's employees can take advantage of flexible work schedules, including an "any-80" program that can fit the difficult schedules of two working parents, care for sick kids and elderly parents, and other outside commitments. About one-fifth of FDA employees take advantage of the agency's flexi-placing program, which permits telecommuting. The FDA supports employees with childcare, elder care, and other distinctive needs. In a recent survey conducted by OPM to gauge how federal employees feel about their jobs, the FDA did very well compared to other government agencies and the private sector, especially in how its employees feel that their individual work here relates to the agency's core mission. About 73 percent said that they found the FDA a friendly place to work, 82 percent said their supervisor supports their need to balance work and family issues, and 65 percent said they would recommend the FDA as a place to work. The agency is doing well, and it wants to do better. Highlights for Objective 1 Accelerate the hiring decision-making process by using specialized computer software Use partnerships to help the FDA acquire needed competencies Involve current FDA employees in recruiting from colleges and universities with large minority populations But FDA employees develop skills that are in great demand in the private sector. In addition, more than 30 percent of the agency's workforce will be eligible for retirement in less than five years. So the FDA is working to develop succession plans and career development plans. The agency is expanding career options, such as new fellowships and part-time appointments at its devices center, to support combining work at the FDA with work in an academic job. Specifically, the FDA is committed to creating a working environment and culture in which its product review officers have the opportunity for professional training, and in which review responsibilities are balanced with professional development. To foster the development of a new generation of leaders, the agency will increase its participation in existing formal and informal training programs such as the HHS Emerging Leaders program and FDA internship and mentoring programs. The agency will also develop better programs for career progression and identify targeted career tracks tailored for reviewers, compliance officers, investigators and administrative staff.

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