Protecting America's Pensions 

PENSION BENEFIT GUARANTY 

CORPORATION 

Disabled Veterans Affirmative 

Action Program (DV AAP) 

FY 2019-FY 2021 DVAAP PLAN 

Effective date: 10/01/2018 

Revised: 11/22/2019 
INTRODUCTION 

In accordance with Title 5, of the Code of Federal Regulations, Part 720, subpart C, the Pension Benefit 

Guaranty Corporation (PBGC) is required to develop an annual Disabled Veterans Affirmative Action 

Program (DV AAP) Plan. This plan is effective for FY 2019-FY2021. As part of the DV AAP Plan, 

PBGC will enhance the recruitment, hiring, retention, development and training of disabled veterans. 

INITIATIVES TO RECRillT AND RETAIN DISABLED VETERANS 

As of the last full pay period in FY2019, PBGC had 26 disabled veterans, out of a full-time-equivalent 

(FTE) workforce of 905, which represents nearly 2.9 % of the FTE Workforce. By comparison in 

FY2018, PBGC had 30 disabled veterans out of a FTE workforce of 911 , which represented 

(approximately 3.3 %) of the PBGC workforce. 

PBGC has established the goal of increasing PBGC's disabled veteran representation by .5% each year 

for fiscal years 2019-2021, while also retaining its current disabled veterans. HRD will continue to 

recruit and retain disabled veterans through the fo llowing efforts: 

• Highlight veterans' preference, special hiring authorities and reasonable accommodations 

available to disabled veterans in PBGC vacancy announcements. 

• Share vacancy announcements with vocational rehabilitation offices in Maryland, Virginia 

and DC, the Rehabilitation Services Administration, the Army Wounded Warrior Program 

(A WWP), the Blinded Veterans Association (BVA) the Disabled American Veterans (DAV) 

and the Wounded Warrior Mentor Program entity. 

• Expand and establish relationships with Veteran Services Organizations to include, but 

not limited to the American Legion (AL), the Veterans of Foreign Wars (VFW), the Iraq 

and Afghanistan Veterans of American (IA WA) and the Wounded Warrior Mentor 

Program entity and share vacancy announcements with the organizations. 

• Continue utilizing the Diversity Recruitment feature on Monster Hiring Management 

(PBGC's electronic application system) to automatically send PBGC's vacancies to specific 

organizations targeting veterans including disabled veterans, vocational rehabilitation, etc. 

• Continue utilizing social media such as Facebook, Twitter, and Linkedln to attract disabled 

veterans as a tool for recruitment and outreach. Post vacancies to veterans' social media sites, 

which will allow veterans to ask questions on PBGC's recruitment page and receive timely 

responses 

• Promote the Selective Placement Program to enhance the recruitment and hiring of people 

with disabilities, including disabled veterans by gathering resumes and forwarding qualified 

applicants to Hiring Officials for consideration under Schedule A Hiring Authority. 

• Conduct at least one internal information campaign ( e.g., article in HRD newsletter, splashscreen, etc.) per fiscal year to publicize special appointment authorities that apply to veterans. 

• Network and collaborate with vocational rehabilitation offices in Maryland, Virginia and DC 

and the Walter Reed Army Medical Center. Share PBGC job openings with these offices. 

• Promote utilization of OPM's shared register of candidates with disabilities to PBGC hiring 

officials prior to posting vacancy announcements. 

• Continue having PBGC Human Resources Specialists (Recruitment and Placement) to 

emphasize the benefits of recruiting disabled veterans including the Veterans' Recruitment 

Appointment (VRA) authority and the Veterans Employment Opportunities Act (VEOA) of 

1998 during the initial consultation with hiring officials and at various stages of the hiring 

process. 

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• Continue maintaining a fact sheet to be included in PBGC's recruitment literature that focuses 

on the application process and special appointing authorities for disabled veterans/Schedule A 

hires. This fact sheet will be utilized at job/career fairs and conferences. 

• Coordinate with PBGC's Section 508 Compliance Team to provide analysis and 

recommendations concerning the implementation and enforcement of Section 508 of the 

Rehabilitation Act, 29 U.S.C. § 794(d), in an effort to ensure that electronic and information 

technology is accessible to people with disabilities (including disabled veterans). 

• Continue sending HRD recruiters to at least two career fairs and/or annual conferences each 

fiscal year aimed specifically at hiring disabled veterans. Provide HRD recruiters with proper 

training and the necessary tools to function effectively at career fairs and annual conferences 

aimed specifically at hiring disabled veterans. 

• Require mandatory training for all new supervisors including corporate-wide briefing 

sessions on ways to use the Schedule A hiring authority, the Workforce Recruitment Program 

and the Reasonable Accommodation Program. 

• Effectively operate and promote a Reasonable Accommodation Program for disabled 

employees, including disabled veterans, and actively collaborate with the 

Computer/Electronic Accommodations Program to ensure assistive technologies are available 

to applicants and employees with disabilities, including disabled veterans. 

• Focus at least one session of the Disability Awareness Series each fiscal year on a topic 

related to disabled veterans. 

• Recognize management officials that hire and retain veterans (including disabled veterans) 

each fiscal year through non-monetary awards. 

• Promote the use of flexible workplace policies (e.g., telework, wellness programs, absence 

and leave, and other work-life flexibilities and benefits, including part-time employment) to 

both increase the marketability of PBGC to disabled veterans looking for work and promote 

retention of current disabled veterans. 

• Continue offering voluntary Individual Development Plans (IDP)s for all disabled veterans 

and veterans hired through the Veterans' Recruitment Appointment (VRA) authority and the 

Veterans Employment Opportunities Act (VEOA) of 1998 as stipulated by OPM in April 

2017. 

INTERNAL ADV AN CEMENT OPPORTUNTIES 

The objective of internal advancement opportunities is to offer training and job development program(s), 

mentoring programs, etc. that are designed to qualify disabled veterans for advancement opportunities. 

Over the next three fiscal years, PBGC is committed to implementing the following practices and 

strategies: 

• Continue efforts to develop a PBGC Disabled Veteran's Outreach Task Force to formulate viable 

strategies and programs to advance veterans with disabilities by soliciting suggestions and 

recommendations relative to advancement opportunities from current disabled veteran 

employees. 

o Accomplish a periodic survey to seek all PBGC military veterans including disabled 

veteran's input regarding various recruiting, and retention initiatives. 

• Promote existing development programs, such as the project management and Contracting 

Officer's Representative (COR) certification training programs, to all PBGC employees, 

including disabled veterans. 
o Develop a leadership development program for all employees including disabled 

veterans. 

• Establish a voluntary veteran buddy program for newly hired veterans. 

• At least once a fiscal year, acknowledge all PBGC veterans including disabled veterans for their 

past military service and their continuing service as civil servants. 

• Continue offering two types of Veterans Integration Training which started in FY 2016: 

o Instructor-led: Veterans Integration Program (VIP) for Federal Employees and 

Managers. This course is designed to equip federal employees, who are or will be 

working with newly hired veterans, in assisting with their transition into the federal 

workforce. We are looking for people who are interested in helping PBGC become more 

successful in integrating veterans into the organization. It is a full day interactive session 

that includes a panel discussion with veterans who have transitioned into the federal 

workforce. 

o Veterans Integration Program (VIP) - Veteran Web-Based Training. This webbased course differentiates the military and federal work environment, discusses 

teamwork, management and communication styles; negotiation and conflict resolution; 

and working with bargaining units and unions in the federal government. This training is 

also available to veterans who are new to the Federal government entering PBGC for the 

first time. 

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Provide updated media campaign for new VIP courses . 

Send specialized emails directly to disabled veterans in addition to the regular 

PBGC-wide email encouraging them to enroll in various training courses. 

• Continue to use career ladder promotions as a recruitment strategy to hire at the entry level with 

development, growth, and promotion potential. 

MONITOR, REVIEW, AND EVALUATE 

• The program efforts by HRD's Staffing and Classification Division, Reasonable Accommodation 

Program in the HRD, and Leaming and Development Division (LDD), in the Quality 

Management Department (QMD), relating to the recruitment and employment of disabled 

veterans will be consistently and closely monitored by PBGC's DV AAP Senior Level Official. 

On a quarterly basis, HRD will conduct a formal review of the recruitment efforts and 

employment and advancement of disabled veterans to evaluate the progress of implementing this 

plan. Workforce data on applicants hired and reasonable accommodations granted will be 

reviewed annually to track and gauge areas for improvement. HRD will collaborate with OEEO 

to review and discuss ways to improve all affirmative employment activities, including the hiring 

and employment of persons with disabilities (including disabled veterans). 

• OEEO will conduct reviews of agency disability related programs to address employment and 

career advancement barriers to improve the recruitment, advancement, and retention of 

individuals with disabilities. OEEO will also review PBGC's progress on the employment, 

promotion, and rewarding of individuals with disabilities, and recommend corrective action and 

new strategies, as appropriate. 

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