December 2014 

Growing Our Human 

Capital 

Human Capital Annual Report to Congress 
2 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

Message from 

Richard Cordray 

Director of the CFPB 

At the Consumer Financial Protection Bureau, each of our employees is a critical contributor in 

fulfilling our mission to make financial markets work for American consumers. From the 

examiners supervising financial institutions, to the financial analysts poring over real-time 

market data, to the technology developers enhancing our digital resources and consumer 

complaint platform, the work of our agency demands high levels of expertise and employee 

engagement in order to deliver successful results to consumers across the country. 

Now, in our fourth annual human capital report, I am pleased to inform Congress of the 

progress we are making to fulfill our mission through our most valuable asset: our employees. 

We took a number of steps in the past year to develop our employees’ expertise, and to 

strengthen their engagement with colleagues and consumers. Our Office of Human Capital 

(OHC) produced and refined a number of programs that will serve as foundational workforce 

investments for many more years. In partnership with its CFPB peer offices, OHC continues to 

offer managers and employees the training resources, developmental opportunities, and fair 

rewards that they need to continue our important work. 

This report demonstrates our continued commitment to building an effective and inclusive 

workforce that effectively addresses the challenges and nuances of complex financial markets. 

We remain focused on delivering exceptional results to consumers and welcome the opportunity 

to discuss these efforts further, both in this year and in the years to come. 

Sincerely, 

Richard Cordray 
3 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

Table of contents 

Message from Richard Cordray ................................................................................. 2

Table of contents ......................................................................................................... 3

1. Introduction ........................................................................................................... 5

1.1 About the CFPB ........................................................................................ 5

1.2 Purpose of this report ............................................................................... 5

2. Training and workforce development ................................................................. 6

2.1 Identification of skill and technical expertise needs and actions taken to 

meet those requirements .......................................................................... 7

2.2 Steps taken to foster innovation and creativity ....................................... 8

2.3 Leadership development and succession planning ................................. 9

2.4 Effective use of technology by employees .............................................. 10

3. Workplace flexibilities ........................................................................................ 11

3.1 Telework ................................................................................................. 12

3.2 Flexible work schedules .......................................................................... 12

3.3 Phased retirement .................................................................................. 13

3.4 Reemployed annuitants .......................................................................... 13

3.5 Part-time work ........................................................................................ 13

3.6 Job sharing ............................................................................................. 13

3.7 Parental and family leave benefits ......................................................... 13
4 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

3.8 Domestic partner benefits ...................................................................... 14

3.9 Other workplace flexibilities ....................................................................15

4. Recruitment and retention ................................................................................. 16

4.1 The steps necessary to target highly-qualified applicant pools with 

diverse backgrounds ............................................................................... 18

4.2 Streamlined employment application processes ................................... 19

4.3 The provision of timely notification of the status of employment 

applications to applicants ....................................................................... 20

4.4 The collection of information to measure indicators of hiring 

effectiveness ............................................................................................ 20

5. Conclusions ........................................................................................................ 21
5 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

1. Introduction 

1.1 About the CFPB 

The Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank Act), signed 

into law on July 21, 2010 by President Obama, established the Consumer Financial Protection 

Bureau (CFPB or Bureau). Since we opened our doors, we have been focused on making 

consumer financial markets work better, and helping consumers improve their financial lives 

through fair rules, consistent oversight, appropriate enforcement of the law, and broad-based 

consumer engagement. 

1.2 Purpose of this report 

Section 1067 of the Dodd-Frank Act requires the Bureau to submit an annual report to the 

Senate Committee on Banking, Housing, and Urban Affairs and the House Committee on 

Financial Services for the first five years after enactment of the Dodd-Frank Act, including its 

plans for: 

1. Training and Workforce Development, 

2. Workplace Flexibilities, and 

3. Recruitment and Retention. 

This report shows the progress made in building the Bureau and developing the workforce 

needed to successfully accomplish the Bureau’s mission. 
6 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

2. Training and workforce 

development 

The Dodd-Frank Act requires that we describe our efforts in the following areas to the extent 

practicable: 

DODD-FRANK ACT 

§1067(B)(2)(A): 

TRAINING AND 

WORKFORCE 

DEVELOPMENT PLAN 

(i) Identification of skill and technical expertise needs and 

actions taken to meet those requirements 

(ii) Steps taken to foster innovation and creativity 

(iii) Leadership development and succession planning 

(iv) Effective use of technology by employees 

Training and workforce development has continued to evolve year after year, moving from a 

strong baseline of offerings for New Employee Orientation (NEO) to a more broad and varied set 

of trainings to give employees the tools for success throughout their time at the Bureau and 

beyond. In the past year, the Bureau has introduced a suite of trainings for managers, as well as 

training for all employees targeted toward specific skill-building. Initial offerings for internal 

training topics for all employees include: effective teamwork, effective meetings, and effective 

communications. Additionally, funding and suppliers have been secured to support core 

competency training for all employees. 
7 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

2.1 Identification of skill and technical 

expertise needs and actions taken to 

meet those requirements 

The CFPB as a whole is committed to supporting and developing a high-performing workforce. 

Upon its creation, the Bureau thoughtfully established an organizational design, defined key 

jobs and associated initial skill requirements, defined core values, conducted effective hiring, 

and delivered employee onboarding to set the stage for creating a high-performing workforce. 

Now the Bureau turns its attention to creating and implementing strategies to grow and retain 

its high-performing workforce. These include further refinement of organizational design, 

analysis of job competencies along a career continuum, manager and employee engagement in 

ongoing performance feedback, the design, sourcing, and delivery of high-priority learning 

programs, and the creation of career development resources and opportunities. 

Employees and managers have been and continue to be supported in these efforts as the Bureau 

this year: 

 Continued to develop a core competency model for team members (non-supervisors) and 

leadership (supervisors, managers, and executives); 

 Developed Leadership Competencies to address and improve upon diversity and 

inclusion; 

 Developed technical competencies for six high-occupancy positions at the Bureau: 

examiners, attorneys, Consumer Response intake and investigations, economists, 

analysts, and administrative positions; 

 Completed a job task and competency analysis for examiner positions to support 

development of specialized competency-based learning programs and the examiner 

commissioning program; 

 Continued to improve upon the Individual Development Plans (IDPs) offered to 

employees to chart career goals and skills development, and support the IDP process 

with guidance and support from talent management experts; 
8 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

 Continued to support the administrative assistants network, which promotes 

standardized training, career development, and networking for the Bureau’s 

administrative staff; 

 Offered financial regulatory trainings and certification options to Intake and 

Investigations employees within Consumer Response, with efforts to expand upon this 

work by offering position-based learning plans for all groups of employees; 

 Created an extensive career path guide for employees, highlighting a variety of job 

families around the Bureau; 

 Conducted supervision training on a variety of topics (including fair lending 

examinations, operations and deposits / prepaid products, lending principles, and new 

rules) for nearly 400 CFPB employees; 

 Finalized the Examiner Commissioning Program (ECP), which establishes transparent 

criteria and a training plan that will provide every examiner the opportunity to pursue 

their commissioning. Successful completion of the ECP is a significant milestone in an 

examiner’s career, signifying an examiner’s attainment of the broad-based technical 

expertise, knowledge, skills, and tools necessary to perform the duties of a commissioned 

examiner. The ECP complements the current career path for examiners and is 

considered a pinnacle of professional achievement for examiners; and 

 Hosted Diversity and Inclusion training events for all employees and a number of 

cultural awareness events to build cultural competency awareness and skills necessary to 

attract the highest-performing and most diverse group possible to carry out our mission. 

2.2 Steps taken to foster innovation and 

creativity 

This year the Bureau: 

 Offered approximately 50 Lunch and Learn educational sessions on topics of crossfunctional interest, which support the CFPB’s values of Serve, Lead, and Innovate, and 

which foster successful achievement of our mission. Attendance numbered 

approximately 50 people per session, including both in-person and remote attendance; 
9 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

 Launched Project Boldness and its ideation platform IdeaBox, which has been used to 

collect employee ideas for improvements to existing projects, new projects around the 

Bureau, and ways to imprive the employee experience; 

 Utilization of data visualization and business intelligence software by the Bureau’s Office 

of Technology & Innovation in a server environment to promote data sharing and 

encourage innovation; 

 Consulted with the National Treasury Employees’ Union (NTEU) on a range of 

workforce issues to ensure that all employees’ views are represented; and 

 Offered training to all employees and supervisors about diversity and inclusion as a 

catalyst to spur creativity and innovation in the workplace. By engaging a wide variety of 

backgrounds and perspectives, the Bureau is better able to develop and consider creative 

solutions. 

2.3 Leadership development and 

succession planning 

This year the Bureau: 

 Began offering four-day-long, in-house Supervisory Development Seminars (SDS) to all 

supervisors, which emphasizes the Bureau’s commitment to quality and fairness; 

 Created and began delivering the first sessions of the Leadership Excellence Seminars 

(LES), reaching all CFPB supervisors and managers with ongoing leadership 

development training; 

 Created a career path guide for employees showing possible career paths based on job 

families around the Bureau, providing employees with the resources to plan a more longterm career with the Bureau, including potential movement into team lead or 

supervisory positions; 

 Offered performance management training and consultation to all supervisors, with an 

emphasis on helping supervisors deliver effective performance feedback, coaching, and 

meaningful conversations with their teams; 

 Required a two-day Employment Civil Rights Training for all managers and supervisors; 
10 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

 Offered training for strategic change management to managers; 

 Developed a Succession Management Guide that will be used to shape the design of the 

CFPB’s succession planning program; and 

 Launched a new online resource through which employees can view short-term 

developmental opportunities centrally on the CFPB intranet. 

2.4 Effective use of technology by 

employees 

The CFPB strives to be an agile learning organization that is able to meet changing mission 

requirements. The CFPB will continue efforts to provide employees with opportunities to learn, 

develop, and share knowledge on the technology required to effectively regulate the complex 

consumer financial marketplace. For example: 

 Cybersecurity training is mandatory for all employees and must be completed annually; 

 Training is provided to all employees on the use of various Human Capital Systems, 

including timekeeping and learning software; 

 As a part of the effective meetings training, virtual meeting instruction is offered to all 

employees; 

 Utilizing our enterprise-wide Treasury Learning Management System (TLMS) for ondemand course content, to track compliance training, and for automated workflow for 

external training requests and approvals via automated SF-182 form and approval 

workflows; and 

 The Bureau implemented additional on-demand learning resources and content 

available 24/7 consisting of thousands of on-line books, articles, executive summaries, 

and video segments from Books24x7 and 50Lessons accessed via TLMS. 
11 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

3. Workplace flexibilities 

Under the Dodd-Frank Act, the CFPB must address the development and implementation of 

workforce flexibilities. Specifically, the Dodd-Frank Act requires that we describe our efforts in 

the following areas to the extent practicable: 

DODD-FRANK ACT 

§1067(B)(2)(B): 

WORKPLACE 

FLEXIBILITIES PLAN 

(i) Telework 

(ii) Flexible work schedules 

(iii) Phased retirement 

(iv) Reemployed annuitants 

(v) Part-time work 

(vi) Job sharing 

(vii) Parental leave benefits and childcare assistance 

(viii) Domestic partner benefits 

(ix) Other workplace flexibilities 
12 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

The CFPB continues to offer workplace programs and flexibilities that enhance the health, 

morale, commitment, and productivity of the workforce, increase business efficiencies, and 

promote the Bureau’s mission. These workforce programs are developed based on thorough 

analyses of available flexibilities, as well as private- and public-sector benchmarking, where 

relevant. The Bureau recognizes that an integrated approach to workplace flexibility will 

promote employee engagement and productivity, a healthy environment and healthy workers, 

continuity of operations, and economic efficiencies. 

3.1 Telework 

This year, the Bureau completed negotiations with NTEU to expand our telework program. This 

program is supported by tying telework eligibility to performance – employees are eligible for 

routine telework only if they show continued performance at the “solid performer” level. 

Situational telework is available to any employee with a situational telework agreement in place. 

Additionally, employees can utilize extended situational telework to accommodate unique 

medical and personal situations. 

The Bureau has offered training on telework policies to both managers and employees to 

facilitate high standards for performance and accountability, and tracks employee use of 

telework through our time and attendance system. Telework training for employees is a 

mandatory precursor to a telework agreement. 

3.2 Flexible work schedules 

Employees can use flexible work schedules to facilitate a sustainable work-life balance. All 

employees are given the flexibility of a gliding schedule, where they are required to work eight 

hours per day, in addition to taking a lunch break, and can choose (in coordination with their 

manager) a variety of times during which to arrive at or depart from work (as long as they are in 

the office during “core hours”). Additionally, employees can elect (in coordination with their 

manager) to participate in a “5-4/9” schedule. This schedule allows employees to work nine 

hours per day for four days a week during a two week period, work eight hours for one day, and 

be out of the office on a scheduled “flex” day. 
13 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

The Bureau’s continued training and creation of organizational norms ensures that the majority 

of meetings are scheduled during core hours, in order to accommodate employees on flexible 

work schedules. Additionally, employees are eligible to earn credit hours (for use in place of 

annual leave) with their supervisor’s approval, allowing them to voluntarily work additional 

hours when desired in order to vary the length of a workday or workweek. Managers are 

provided with advice, guidance, and training on telework and other workplace flexibilities. 

3.3 Phased retirement 

The Office of Personnel Management (OPM) recently issued new guidance on phased 

retirement. The CFPB is in the process of assessing this guidance to determine its applicability. 

3.4 Reemployed annuitants 

The Bureau has previously hired reemployed annuitants and remains ready to continue hiring 

reemployed annuitants in order to support mission needs. 

3.5 Part-time work 

Part-time work schedules are offered and supported by the Bureau, though not frequently used.

3.6 Job sharing 

Job sharing is offered and supported by the Bureau, though not frequently used. This benefit is 

advertised to employees on the Bureau’s intranet. 

3.7 Parental and family leave benefits 

In order to promote work-life balance and aid the Bureau’s workforce, the Bureau offers: 
14 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

 A sick leave policy, which includes expanded use of sick leave for the birth or adoption of 

a child, enhanced from what many other Federal agencies provide; 

 A short term disability program that is available to new mothers during the first 6-8 

weeks after childbirth; 

 Nationwide emergency childcare services; 

 Referrals to childcare through a service provider; 

 A nursing mothers’ policy, outlining additional guidance on space and time available for 

lactation purposes, as well as guidance for employees in the field; 

 Lactation rooms in all Washington, DC office buildings; 

 Flexible spending accounts (FSAs), including a contribution by the organization, which 

can be used for medical costs or dependent care, up to a predefined amount; 

 Voluntary leave transfer program to assist employees affected by their own or a family 

member’s medical emergency; and 

 Availability of an extensive network of in-home and center-based providers of care for 

children and dependent adults. 

3.8 Domestic partner benefits 

June 26, 2014 marked the one-year anniversary of the Supreme Court’s decision to strike down 

a critical part of the Defense of Marriage Act (DOMA) of 1996. As a result of this decision, the 

Bureau extended benefits to Federal employees and annuitants who have legally married a 

spouse of the same sex. For the purposes of benefits coverage, legal same-sex marriages are 

treated in the same manner as opposite-sex marriages, regardless of an employee’s or 

annuitant’s state of residency. In addition under the Bureau’s sick leave, voluntary leave 

transfer, and Family and Medical Leave Act (FMLA) programs, “spouse” is now defined as “a 

partner in any legally-recognized marriage, regardless of the employee’s state of residency.” 

In addition, both same-sex and opposite-sex domestic partners can also be reimbursed for 

health insurance and some other medical costs. 
15 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

3.9 Other workplace flexibilities 

The CFPB is committed to providing and continuously improving workplace flexibilities in an 

effort to attract, engage, and retain the Bureau’s workforce and enhance the workplace. 

 The CFPB offers short-term and long-term disability insurance for all employees; 

 Enhanced annual leave policy allowing employees to carry over up to 360 hours of 

annual leave; 

 Intervening weekend travel for examiners, which allows them the flexibility to return 

home to their families or travel over the weekend between examinations; and 

 As a result of negotiations between CFPB leadership and the NTEU, the Bureau now has 

an operational policy for employee-initiated requests for relocation. Employees who 

meet a variety of eligibility requirements (including performance, length of service, and 

type of work) now have a process through which they can request to relocate their 

position to a different duty station. 
16 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

4. Recruitment and retention 

Under the Dodd-Frank Act, the CFPB must address the specific activities aimed at ensuring the 

Bureau effectively recruits and retains a high-quality and diverse workforce. Specifically, the 

Dodd-Frank Act requires that we describe our efforts in the following areas to the extent 

practicable: 

DODD-FRANK ACT 

§1067(B)(2)(C): 

RECRUITMENT AND 

RETENTION PLAN 

(i) The steps necessary to target highly-qualified applicant pools 

with diverse backgrounds 

(ii) Streamlined employment application processes 

(iii) The provision of timely notification of the status of 

employment applications to applicants 

(iv) The collection of information to measure indicators of hiring 

effectiveness 

The CFPB is committed to the employment and advancement of a diverse workforce. The Office 

of Human Capital and the Office of Minority and Women Inclusion (OMWI) collaborate to 

identify sources of highly-qualified diverse talent to serve the Bureau’s mission. 

The Bureau’s workforce, consisting of 1,419 employees as of September 20141

, represents 

diversity of gender, race, national origin, veteran status, age, and targeted disabilities. Table 1 

 

1 Data from Workforce Analytics data repository as of October 4, 2014, pay period 19. 
17 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

shows a current snapshot of the Bureau’s diversity. The Bureau exceeds FIRREA2 comparisons 

with respect to gender (46% female at the CFPB vs. 44% female at other FIRREA agencies) and 

minority employees (35% of staff self-identify as a minority at the CFPB vs. 30% of FIRREA 

employees). 

TABLE 1: DEMOGRAPHIC SNAPSHOT OF THE CFPB WORKFORCE AS COMPARED TO FIRREA PEERS 

Diversity % Female % Minority % Veterans 40+ Targeted 

Disabilities

CFPB3 46% 35% 12% 47% 2% 

FIRREA 

Peers4 44% 30% No data available 70% No data available 

The Bureau has also put in place a number of measures to ensure retention of its workforce, 

including the use of career ladders, detail opportunities within and outside of the agency, 

training opportunities, and a mission-focused work environment. The CFPB’s retention strategy 

includes employee engagement activities, which connect and enable the Bureau’s Headquarters 

and distributed workforce to support a shared workforce commitment to the CFPB’s mission 

and values. The Bureau recognizes that a truly diverse, inclusive, and engaged workforce is vital 

to our protection of American consumers and living our core values of Serve, Lead, and 

Innovate. 

 

2 Financial Institutions Reform, Recovery, and Enforcement Act of 1989. 

3 CFPB data from Fedscope as of June 2014, includes interns. Veteran and disability data from HR Connect as of 

October 2014. 

4 FIRREA data from Fedscope as of June 2014, includes CFTC, FCA, FDIC, FHFA, NCUA, SEC, and Treasury OCC. 
18 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

4.1 The steps necessary to target highlyqualified applicant pools with diverse 

backgrounds 

The Bureau took several steps to recruit highly-qualified, diverse applicants. For example, the 

Bureau: 

 Participated in 55 recruiting events at colleges and conferences across the country, of 

which approximately 51% (28) were primarily focused on diversity hiring initiatives 

representing a partnership between the Bureau’s OHC and OMWI; 

 Leveraged CFPB staff as recruiters to share their experiences with potential employees, 

providing them with the tools, messages, and resources to reach out to their own 

professional networks; 

 Pursued a modern digital outreach strategy in keeping with current trends and best 

practices, with a robust diversity outreach component and plans to continue expanding 

this type of directed outreach; 

 Leveraged the Professional Diversity Network (PDN) to promote the CFPB as an 

organization and publish CFPB job opportunities to eight distinct diverse target areas, 

furthering our recruitment reach over a larger, more engaged diverse audience of 

potential candidates; 

 Continued to review data to identify under-representation and target recruiting to ensure 

that we reach a diverse pool of talent; 

 Attracted applicants from a broad range of geographical areas by: 

 Covering the costs of relocation for selected positions; 

 Giving Technology & Innovation Fellows the option to be duty-stationed at their 

homes; and 

 Created long-term talent acquisition partnerships committed to diversity by focusing on 

relationships and marketing with diverse affinity organizations such as the: 

 National Black MBA Association; 
19 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

 National Society of Hispanic MBAs; 

 Association of Latin Professionals in Finance and Accounting; 

 Ascend Pan Asian Leaders; and 

 National Association of Black Accountants. 

4.2 Streamlined employment application 

processes 

The CFPB is committed to meeting and exceeding Federal hiring goals and standards. This year, 

the Bureau: 

 Continued to follow OPM guidance on streamlining the application process, including 

writing vacancy announcements in plain language and limiting the length of vacancy 

announcements; 

 Provided structured interview training to more than 130 hiring managers around the 

Bureau. Structured interviews streamline and standardize the interview process, and 

provide an opportunity to fairly evaluate a diverse pool of applicants who will all be 

asked the same set of questions in order to ensure a reliable and data-driven selection 

process; 

 Reviewed and updated the vacancy announcement template to make job announcements 

more straightforward; 

 Worked with shared services provider to determine feasibility and impact of making 

further adjustments to the hiring process, and continue to work together to optimize the 

application process; and 

 Utilized special hiring authorities to streamline processes targeting specific populations 

(including persons with disabilities, cybersecurity talent, and veterans). 
20 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

4.3 The provision of timely notification of 

the status of employment applications to 

applicants 

The Bureau continued to focus efforts on timely communication with applicants. This year, the 

CFPB: 

 Continued to follow OPM guidance on the four touch points for application notification: 

application received, application assessed for qualifications, applicant referred to 

selecting official (or not), and application selected (or not); 

 Collaborated internally to enhance the application process and ensure that applicants 

receive timely updates regarding the status of their applications; and 

 Implemented the Hiring Manager Survey to assess hiring manager satisfaction with 

various aspects of the hiring process, including timing and communications. 

4.4 The collection of information to measure 

indicators of hiring effectiveness 

The CFPB used a variety of analytic tools to ensure hiring effectiveness. For example, the 

Bureau: 

 Utilized web analytics data to track candidate interest in job opportunities at the CFPB 

and to ensure the most efficient use of recruitment dollars; 

 Analyzed return on investment for various digital platforms, including quality and 

quantity of candidates as compared to the costs to use the platform; 

 Leveraged web analytics to track job applicant traffic and determine optimal digital 

strategy design; 

 Recognized by the Partnership for Public Service as a best-in-class recruitment 

organization; and 

 Continued a commitment to ensuring that our workforce reflects the faces, ideas, 

backgrounds and experiences of the American public we serve. 
21 §1067 HUMAN CAPITAL ANNUAL REPORT TO CONGRESS – DECEMBER 2014 

5. Conclusion 

At the CFPB, we believe our people are our greatest asset. In order to effectively serve our 

mission, the Bureau seeks to hire and retain the best and most capable staff, recruited from a 

range of different backgrounds. Consequently, the CFPB competes with leading government, 

commercial, and financial organizations for talent. Effective recruiting and hiring methods are 

critical to attracting this talent; effective training and work-life programs are essential to 

retaining them. Strong employee engagement and diversity and inclusion programs help to 

create an environment that encourages all employees to contribute their best to help tackle 

complex challenges. 

Over the past three years, the Bureau has made considerable progress in building out its human 

capital policies and programs. The Bureau will continue to evaluate employee needs to enhance 

or modify existing programs going forward, in order to optimize the employee experience and 

ensure we are delivering the very best service possible to the American consumer.