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Department of Labor FY 2022

Affirmative Action Plan

for the Recruitment, Hiring, Advancement, and

Retention of Persons with Disabilities

To capture agencies’ affirmative action plan for persons with disabilities (PWD) and persons with targeted disabilities (PWTD), 

EEOC regulations (29 C.F.R. § 1614.203(e)) and MD-715 require agencies to describe how their affirmative action plan will 

improve the recruitment, hiring, advancement, and retention of applicants and employees with disabilities.

Section I: Efforts to Reach Regulatory Goals

EEOC regulations (29 CFR §1614.203(d)(7)) require agencies to establish specific numerical goals for increasing the participation 

of persons with disabilities and persons with targeted disabilities in the federal government

1. Using the goal of 12% as the benchmark, does your agency have a trigger involving PWD by grade level cluster in the 

permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWD) Answer No

b. Cluster GS-11 to SES (PWD) Answer No

In FY 2021, PWD accounted for 19.33% of all permanent employees in cluster GS-1 to GS-10, which exceeds the 12% benchmark. 

Cluster GS-11 to SES was 11.70%, which falls slightly below the 12% benchmark. Also, the participation level of PWDs at the 

Executive Level is 6.33% (15), which is below the 12% benchmark. See Table B4P.

*For GS employees, please use two clusters: GS-1 to GS-10 and GS-11 to SES, as set forth in 29 C.F.R. § 1614.203(d)(7). For all 

other pay plans, please use the approximate grade clusters that are above or below GS-11 Step 1 in the Washington, DC 

metropolitan region.

2. Using the goal of 2% as the benchmark, does your agency have a trigger involving PWTD by grade level cluster in the 

permanent workforce? If “yes”, describe the trigger(s) in the text box.

a. Cluster GS-1 to GS-10 (PWTD) Answer No

b. Cluster GS-11 to SES (PWTD) Answer No

Grade Level Cluster(GS or Alternate Pay 

Planb)

Total Reportable Disability Targeted Disability

# # % # %

Numarical Goal -- 12% 2%

Grades GS-1 to GS-10 2501 546 21.83 154 6.16

Grades GS-11 to SES 12027 1506 12.52 376 3.13

3. Describe how the agency has communicated the numerical goals to the hiring managers and/or recruiters.

In FY 2022, DOL continued to provide training on Reasonable Accommodations and Special Hiring Authorities to its workforce. 

Agencies now have access to workforce demographic reports in Tableau via the OHR Workforce Analytics Branch website. In 

addition, the Diversity Recruitment and Outreach Branch was established to create a stronger focus on hiring diverse talent pools – 

which included sharing current section 501 goals with Agency Recruiters.

Section II: Model Disability Program
Department of Labor FY 2022

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Pursuant to 29 C.F.R. § 1614.203(d)(1), agencies must ensure sufficient staff, training and resources to recruit and hire persons with 

disabilities and persons with targeted disabilities, administer the reasonable accommodation program and special emphasis program, 

and oversee any other disability hiring and advancement program the agency has in place.

A. PLAN TO PROVIDE SUFFICIENT & COMPETENT STAFFING FOR THE DISABILITY 

PROGRAM

1. Has the agency designated sufficient qualified personnel to implement its disability program during the reporting period? 

If “no”, describe the agency’s plan to improve the staffing for the upcoming year.

Answer Yes

2. Identify all staff responsible for implementing the agency's disability employment program by the office, staff 

employment status, and responsible official.

Disability Program Task

# of FTE Staff By Employment Status Responsible Official 

(Name, Title, Office 

Full Time Part Time Collateral Duty Email)

Processing reasonable accommodation requests 

from applicants and employees

5 0 13 Samuel L. Rhames, Jr.,

Chief

Rhames.samuel@dol.gov

Special Emphasis Program for PWD and 

PWTD

2 0 0 Felipe Millan

Disability Program 

Manager

Millan.Felipe.F@dol.gov

Architectural Barriers Act Compliance 0 0 2 BOC Interior Designers:

Martha Ouer and Rechelle 

Abadilla

abadilla.rechelle.t@dol.gov

Processing applications from PWD and PWTD 0 0 35 Holly Coffey-Flynn

Division Chief, Staffing

coffeyflynn.holly@dol.gov

Section 508 Compliance 8 2 3 Brandon Jubar

Section 508 Program 

Manager

Answering questions from the public about 

hiring authorities that take disability into 

account

2 0 0 Holly Coffey-Flynn

Division Chief, Staffing

coffeyflynn.holly@dol.gov

3. Has the agency provided disability program staff with sufficient training to carry out their responsibilities during the 

reporting period? If “yes”, describe the training that disability program staff have received. If “no”, describe the training 

planned for the upcoming year.

Answer Yes

In FY 2022, DOL continued to provide HR Professionals and Hiring Managers with information on employee disability awareness 

and recruiting, hiring, and retaining employees with disabilities. All Human Resources Specialists and managers are required to 

complete the Veterans Employment Training which also includes information on the use of Schedule A hiring authorities. 

Completions are tracked via LearningLink, DOL’s learning management system. Reasonable accommodation staff have attended 

the EEOC EXCEL conference, received training in ergonomics, participated in FEED meetings, attended EEO trainings, 

participated in Webinars presented by the EEOC, and have received on the job training.

B. PLAN TO ENSURE SUFFICIENT FUNDING FOR THE DISABILITY PROGRAM
Department of Labor FY 2022

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Has the agency provided sufficient funding and other resources to successfully implement the disability program during 

the reporting period? If “no”, describe the agency’s plan to ensure all aspects of the disability program have sufficient 

funding and other resources.

Answer Yes

Section III: Program Deficiencies In The Disability Program

Section IV: Plan to Recruit and Hire Individuals with Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(i) and (ii), agencies must establish a plan to increase the recruitment and hiring of 

individuals with disabilities. The questions below are designed to identify outcomes of the agency’s recruitment program plan for 

PWD and PWTD

A. PLAN TO IDENTIFY JOB APPLICATIONS WITH DISABILITIES

1. Describe the programs and resources the agency uses to identify job applicants with disabilities, including individuals with 

targeted disabilities.

DOL's Office of Human Resources continues to partner with managers to ensure that hiring and recruitment practices do not 

adversely affect the Department's ability to recruit and hire qualified applicants with disabilities including disabled veterans and 

members of other underrepresented groups. Equal Employment Opportunity, Uniformed Services Employment and Reemployment 

Rights Act of 1994 (USERRA), and Veterans Hiring trainings are provided to managers and supervisors in the National and 

Regional Offices annually. Managers are also encouraged to utilize special hiring authorities (i.e., Schedule A) to file job vacancies/

opportunities, and participate in additional training provided by the Department throughout the year. Before initiating recruitment 

efforts, Human Resources professionals routinely meet with hiring officials to discuss a variety of hiring strategies, including 

authorities and flexibilities that: 1) Identify and emphasize the need to maintain open and fair competition free of personal and 

professional biases; 2) Reiterate the need for objectivity during the hiring process; and 3) Require managers to maintain fair and 

open competition throughout the entire recruitment, selection, and hiring process. DOL hosts virtual sessions on “How to Apply for 

Federal Jobs” for different organizations (including disability organizations) and continues to recruit and engage persons with 

disabilities (specifically disabled veterans) in employment opportunities at DOL, including such internship programs as the 

Operation Warfighter Program and the Department of Defense (DoD) SkillBridge Program. As a leader in disability employment, 

DOL’s ODEP continued to work closely with OPM to help inform federal agencies how to increase the federal employee 

population of individuals with disabilities using the Schedule A hiring process. ODEP continues to promote best practices such as 

leveraging the WRP to provide federal agencies with a direct pipeline to qualified individuals with disabilities. During the 

Americans with Disabilities Act (ADA) Anniversary Month, ODEP provided training to National Office and Regional employees in 

partnership with DOL’s OHR. Guest speakers from the Jobs Accommodation Network (JAN) presented on “Practical Solutions for 

Workplace Success.” Attendees learned about JAN’s services and the important role accommodations play in ensuring America’s 

and DOL’s workforce is powered by the skills and talents of all people, including people with disabilities.

2. Pursuant to 29 C.F.R. §1614.203(a)(3), describe the agency’s use of hiring authorities that take disability into account 

(e.g., Schedule A) to recruit PWD and PWTD for positions in the permanent workforce

DOL and its operating agencies utilize the Schedule A Hiring Authority to recruit PWDs and PWTDs into the workforce, including 

use of the Workforce Recruitment Program (WRP). In FY 2022, the Department had a 50% PWD increase and a 140% PWTD 

increase under Schedule A.

3. When individuals apply for a position under a hiring authority that takes disability into account (e.g., Schedule A), explain 

how the agency (1) determines if the individual is eligible for appointment under such authority; and, (2) forwards the 

individual's application to the relevant hiring officials with an explanation of how and when the individual may be 

appointed.
Department of Labor FY 2022

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All vacancies that are advertised “government-wide” and “all sources” include a statement on Individuals with Disabilities and 

consideration under special appointing authorities. Eligibility criteria are addressed on vacancy announcements to educate those 

candidates unfamiliar with application procedures, forms, and requirements. Additionally, reasonable accommodation statements 

are included on vacancy announcements to ensure applicants with disabilities are informed of available accommodations. 

Applicants who meet the job qualifications are referred to hiring managers on a non-competitive certification list. Human Resources 

Specialists discuss with hiring officials the use of hiring flexibilities, non-competitive appointment authorities to include Schedule 

A and disabled veterans’ appointments.

4. Has the agency provided training to all hiring managers on the use of hiring authorities that take disability into account 

(e.g., Schedule A)? If “yes”, describe the type(s) of training and frequency. If “no”, describe the agency’s plan to provide 

this training.

Answer Yes

All Human Resources Specialists and managers are required to complete the Veterans Employment Training and USERRA 

Training annually. In FY 2022, training on Special Hiring Authorities which included content on hiring goals as part of the 

mandatory Leadership Development@Labor Program. Supervisors and managers, as well as HR professionals, were required to 

complete the mandatory training requirement.

B. PLAN TO ESTABLISH CONTACTS WITH DISABILITY EMPLOYMENT ORGANIZATIONS

Describe the agency’s efforts to establish and maintain contacts with organizations that assist PWD, including PWTD, in 

securing and maintaining employment.

In FY 2022, DOL continued to maintain and develop strategic partnerships with affinity organizations (e.g., DOL Disability Action 

Group (DAG) Affinity Group), professional associations, and educational institutions (e.g., Gallaudet University) focused on groups 

with low participation rates to perform recruitment outreach

C. PROGRESSION TOWARDS GOALS (RECRUITMENT AND HIRING)

1. Using the goals of 12% for PWD and 2% for PWTD as the benchmarks, do triggers exist for PWD and/or PWTD among 

the new hires in the permanent workforce? If “yes”, please describe the triggers below.

a. New Hires for Permanent Workforce (PWD) Answer No

b. New Hires for Permanent Workforce (PWTD) Answer No

New Hires Total

Reportable Disability Targeted Disability

Permanent 

Workforce

Temporary 

Workforce

Permanent 

Workforce

Temporary 

Workforce

(#) (%) (%) (%) (%)

84747 5.10 0.08 3.11 0.03

66379 4.96 0.09 2.96 0.03

2125 4.71 0.05 2.87 0.05

% of Total 

Applicants

% of Qualified 

Applicants

% of New Hires

2. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the new hires for any 

of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for MCO (PWD) Answer Yes
Department of Labor FY 2022

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b. New Hires for MCO (PWTD) Answer Yes

(Table B7P: New Hires for Mission Critical Occupations by Disability - Permanent) In FY 2022, DOL identified triggers for PWD 

in the following mission critical occupations: Series 0106, qualified=5.91%, hires=0.00% Series 0110, qualified=4.47%, 

hires=4.15% Series 0140, qualified=4.29%, hires=0.00% Series 0201, qualified=4.94%, hires=1.23% Series 0243, qualified=4.19%, 

hires=0.00% Series 0301, qualified=7.17%, hires=6.49% Series 0511, qualified=2.35%, hires=0.00% Series 0690, qualified=2.67%, 

hires=1.85% Series 0800, qualified=1.72%, hires=0.00% Series 0905, qualified=3.98%, hires=0.00% Series 1102, qualified=6.84%, 

hires=2.94% Series 1530, qualified=2.78%, hires=0.00% Series 1801, qualified=4.07%, hires=3.95% Series 2210, qualified=5.58%, 

hires=2.36% In FY 2022, DOL identified triggers for PWTD in the following mission critical occupations: Series 0106, 

qualified=3.09%, hires=0.00% Series 0110, qualified=3.84%, hires=3.32% Series 0140, qualified=2.74%, hires=0.00% Series 0142, 

qualified=4.12%, hires=3.45% Series 0201, qualified=2.72%, hires=1.23% Series 0243, qualified=2.10%, hires=0.00% Series 0511, 

qualified=2.35%, hires=0.00% Series 0690, qualified=0.84%, hires=0.00% Series 0800, qualified=0.86%, hires=0.00% Series 0905, 

qualified=2.11%, hires=0.00% Series 1102, qualified=3.38%, hires=0.00% Series 1801, qualified=2.26%, hires=1.32% Series 2210, 

qualified=3.04%, hires=1.57%

New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

0018 SAFETY & OCCUPATIONAL 

HEALTH MANAGEMENT

261 6.90 4.98

0106 UNEMPLOYMENT INSURANCE 31 0.00 0.00

0110 ECONOMIST 241 4.15 3.32

0140 WORKFORCE RESEARCH AND 

ANALYSIS

19 0.00 0.00

0142 WORKFORCE DEVELOPMENT 58 12.07 3.45

0201 HUMAN RESOURCES 

MANAGEMENT

81 1.23 1.23

0243 APPRENTICESHIP & TRAINING 24 0.00 0.00

0301 MISCELLANEOUS 

ADMINISTRATION PROGRAM

77 6.49 5.19

0360 EQUAL OPPORTUNITY 

COMPLIANCE

88 10.23 4.55

0511 AUDITING 6 0.00 0.00

0690 INDUSTRIAL HYGIENE 108 1.85 0.00

0801 ENGINEERING 19 0.00 0.00

0905 GENERAL ATTORNEY 33 0.00 0.00

0958 PENSION LAW SPECIALIST 2 0.00 0.00

0991 WORKERS COMPENSATION 

CLAIMS EXAMINING

165 7.27 4.85

1102 CONTRACTING 34 2.94 0.00

1109 GRANTS MANAGEMENT 15 13.33 6.67

1529 MATHEMATICAL STATISTICIAN 13 7.69 7.69

1530 STATISTICIAN 5 0.00 0.00

1801 GENERAL INSPECTION, 

INVESTIGATION & COMPLIANCE

76 3.95 1.32

1822 MINE SAFETY & HEALTH 

INSPECTION

362 5.25 2.76

1849 WAGE & HOUR INSPECTION 232 3.02 2.59
Department of Labor FY 2022

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New Hires to Mission-Critical Occupations

Total

Reportable Disability Targetable Disability

New Hires New Hires

(#) (%) (%)

Numerical Goal -- 12% 2%

2210 INFORMATION TECHNOLOGY 

MANAGEMENT

127 2.36 1.57

3. Using the relevant applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among the qualified internal 

applicants for any of the mission-critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if 

the applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. Qualified Applicants for MCO (PWD) Answer Yes

b. Qualified Applicants for MCO (PWTD) Answer Yes

(Table B9P: Internal Competitive Promotions for Mission Critical Occupations by Disability - Permanent) In FY 2022, DOL 

identified triggers for PWD in the following mission critical occupations among internal applicants: Series 0018, relevant applicant 

pool (RAP)=13.32%, qualified=1.38% Series 0110, RAP=7.50%, qualified=0.21% Series 0142, RAP=12.56%, qualified=12.50% 

Series 0201, RAP=16.50%, qualified=3.45% Series 0243, RAP=39.51%, qualified=11.11% Series 0301, RAP=20.99%, 

qualified=9.38% Series 0360, RAP=26.67%, qualified=0.00% Series 0511, RAP=12.12%, qualified=0.00% Series 0690, 

RAP=8.00%, qualified=0.00% Series 0958, RAP=8.93%, qualified=0.00% Series 0991, RAP=19.93%, qualified=11.11% Series 

1102, RAP=11.71%, qualified=0.00% Series 1109, RAP=23.29%, qualified=4.35% Series 1529, RAP=9.71%, qualified=0.00% 

Series 1801, RAP=11.42%, qualified=0.92% Series 1822, RAP=6.50%, qualified=4.76% Series 1849, RAP=11.07%, 

qualified=1.28% Series 2210, RAP=11.60%, qualified=0.00% In FY 2022, DOL identified triggers for PWTD in the following 

mission critical occupations among internal applicants: Series 0018, relevant applicant pool (RAP)=2.29%, qualified=0.00% Series 

0110, RAP=2.47%, qualified=0.00% Series 0142, RAP=4.35%, qualified=0.00% Series 0201, RAP=3.96%, qualified=3.45% Series 

0243, RAP=8.64%, qualified=0.00% Series 0301, RAP=6.20%, qualified=3.13% Series 0360, RAP=6.36%, qualified=0.00% Series 

0690, RAP=2.67%, qualified=0.00% Series 0958, RAP=3.57%, qualified=0.00% Series 1102, RAP=3.60%, qualified=0.00% Series 

1109, RAP=5.48%, qualified=0.00% Series 1529, RAP=3.88%, qualified=0.00% Series 1801, RAP=2.62%, qualified=0.92% Series 

1849, RAP=3.48%, qualified=0.43% Series 2210, RAP=3.82%, qualified=0.00%

4. Using the qualified applicant pool as the benchmark, do triggers exist for PWD and/or PWTD among employees promoted 

to any of the mission- critical occupations (MCO)? If “yes”, please describe the triggers below. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. Promotions for MCO (PWD) Answer Yes

b. Promotions for MCO (PWTD) Answer Yes

(Table B9P: Internal Competitive Promotions for Mission Critical Occupations by Disability - Permanent) In FY 2022, DOL 

identified triggers for PWD among employees promoted in the following mission critical occupations: Series 0018, qualified 

applicant pool (QAP)=1.38%, promoted=0.00% Series 0110, QAP=0.21%, promoted=0.00% Series 0142, QAP=12.50%, 

promoted=0.00% Series 0243, QAP=11.11%, promoted=0.00% Series 0301, QAP=9.38%, promoted=0.00% Series 0991, 

QAP=11.11%, promoted=0.00% Series 1109, QAP=4.35%, promoted=0.00% Series 1822, QAP=4.76%, promoted=0.00% Series 

1849, QAP=1.28%, promoted=0.00% In FY 2022, DOL identified triggers for PWTD among employees promoted in the following 

mission critical occupations: Series 0301, QAP=3.13%, promoted=0.00% Series 0991, QAP=11.11%, promoted=0.00% Series 

1822, QAP=4.76%, promoted=0.00% Series 1849, QAP=0.43%, promoted=0.00%

Section V: Plan to Ensure Advancement Opportunities for Employees with 

Disabilities

Pursuant to 29 C.F.R. §1614.203(d)(1)(iii), agencies are required to provide sufficient advancement opportunities for employees 

with disabilities. Such activities might include specialized training and mentoring programs, career development opportunities, 

awards programs, promotions, and similar programs that address advancement. In this section, agencies should identify, and provide 

data on programs designed to ensure advancement opportunities for employees with disabilities.
Department of Labor FY 2022

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A. ADVANCEMENT PROGRAM PLAN

Describe the agency’s plan to ensure PWD, including PWTD, have sufficient opportunities for advancement.

In FY 2022, DOL will continue to engage in initiatives designed to ensure employees with disabilities and employees with targeted 

disabilities have sufficient advancement opportunity. DOL encourages and provides training and career development opportunities 

for all employees, including those with disabilities. DOL utilizes all available resources and methods to provide internal 

advancement to all employees, to include persons with disabilities. Employees are notified of training opportunities through their 

training administrators, DOL Affinity Groups, Division of Workforce Development and Inclusion, and the Department’s learning 

management system (i.e., LearningLink). DOL ensures that advertisement materials for training and workshops include language on 

reasonable accommodations. Marketing and promotional materials designed to inform DOL of training and professional 

development opportunities are required to be 508-compliant. The Department of Labor utilizes all available methods to provide and 

improve internal advancement opportunities for persons with disabilities within fiscal and staffing resources, including: • Increase 

the awareness of managers to encourage their full commitment to affirmative employment goals and the need to provide 

advancement and training opportunities for persons with disabilities. • Encourage managers to work with the Office of Human 

Resources to restructure jobs, design bridge positions, and develop and implement Individual Development plans as tools to help 

advance persons with disabilities. • Identify career enhancing opportunities such as details, developmental assignments, mentoring 

programs, etc. that can promote career advancement for persons with disabilities and others. Developmental details such as ROAD 

will expose a broad range of employees to a variety of positions and opportunities to learn within DOL. • Encourage referrals of 

persons with disabilities when filling vacancies. • Modify training methods to incorporate reasonable accommodations for persons 

with disabilities (e.g., Braille, captioned films, large print, etc.). • Encourage use of guidance on providing accessible and inclusive 

virtual meetings • Ensure facilities are accessible to and useable by persons with disabilities. • Evaluate program effectiveness and 

achievement in a systematic manner and at regular intervals. • Encourage persons with disabilities to participate in available training 

that includes in-house training, college courses, and correspondence courses for work or self-development. • Conduct workforce 

analyses of persons with disabilities to identify business policies and practices that create barriers that are not substantiated by a 

legitimate business case. Investigate whether less exclusionary policies or practices can be used that serve the same business 

purpose. • Encourage the use of a skills-building survey, including but not limited to, current and potential gaps in skills and the 

distribution of competencies that will be utilized to fill vacancies as appropriate. • Encourage persons with disabilities to participate 

in training opportunities provided by the DOL DAG Affinity Group.

B. CAREER DEVELOPMENT OPPORTUNITES

1. Please describe the career development opportunities that the agency provides to its employees.

DOL continues to promote and create opportunities for all employees, including persons with disabilities. In FY 2022, DOL 

continued to offer Leadership Development Program designed to improve supervisory effectiveness through a combination of 

mandatory courses as well as electives. The learning activities are intended to equip managers with guidance and tools to effectively 

manage a variety of situations, to improve productivity and business results and to help bring out the best in the DOL workforce 

through engaging leadership practices and cross-department collaboration. Hiring and retaining a diverse workforce, including 

employees with disabilities, improves the services delivered by the department, and allows better connection with those DOL 

serves. To advance this goal, in FY 2022, Non-Competitive Hiring Authorities was one of the mandatory courses for supervisors as 

well as HR professionals. The ROAD Program continued to facilitate temporary developmental assignments for employees, which 

exposed them to other types of work teams, and other DOL agencies and environments for up to 120 days. In addition, DOL 

Leadership encourages the use of the ROAD program for regional, short-term, part-time, and telework-based opportunities and 

appreciates that the program promotes cross-training between offices and agencies, improves employee engagement by supporting 

employee career development, and helps widen DOL’s internal candidate pool for vacancies. Also in FY 2022, DOL continued the 

Continuous Learning@Labor Program. The Continuous Learning@Labor (CL@L) program offers all DOL federal employees an 

opportunity to develop their general competencies and critical human skills. The program emphasizes the importance of lifelong 

learning and development. CL@L integrates various modes of learning, including formal training, social learning, regular cohort 

discussions, book discussions and a Career Development Speaker Series. Mentoring@Labor aims to promote employee 

engagement, career counseling, and development. DOL’s mentoring program is structured to allow for continuous evaluation, 

improvement, and expansion. The mentoring program is also aligned with DOL's consistent interest in improving employee 

networking, information sharing, and organizational performance. Targeted DOL Mentees should be full-time federal career 

employees at the full performance level of GS-13 level and below, and DOL Mentors should be full-time federal career employees 

at the full performance level of GS-11 level and above (including SES).

2.
Department of Labor FY 2022

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In the table below, please provide the data for career development opportunities that require competition and/or 

supervisory recommendation/ approval to participate.

Career Development 

Opportunities

Total Participants PWD PWTD

Applicants (#) Selectees (#)

 Applicants 

(%) Selectees (%)

 Applicants 

(%) Selectees (%)

Mentoring Programs 366 366 0 0 0 0

Internship Programs 2 2 100 100 0 0

Fellowship Programs 0 0 0 0 0 0

Coaching Programs 0 0 0 0 0 0

Training Programs 0 0 0 0 0 0

Detail Programs 671 148 0 0 0 0

Other Career Development 

Programs

20 20 0 0 0 0

3. Do triggers exist for PWD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. Applicants (PWD) Answer No

b. Selections (PWD) Answer No

Note: DOL does not capture any data for career development programs in its workforce tables. The information provided is from 

internal tracking mechanisms established by program managers running these programs. DOL is unable to identify triggers for the 

remaining leadership programs because an applicant pool does not exist for these programs. Selections are made based on those 

eligible to participate in the program.

4. Do triggers exist for PWTD among the applicants and/or selectees for any of the career development programs? (The 

appropriate benchmarks are the relevant applicant pool for the applicants and the applicant pool for selectees.) If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. Applicants (PWTD) Answer No

b. Selections (PWTD) Answer No

Note: DOL does not capture any data for career development programs in its workforce tables. The information provided is from 

internal tracking mechanisms established by program managers running these programs. DOL is unable to identify triggers for the 

remaining leadership programs because an applicant pool does not exist for these programs. Selections are made based on those 

eligible for participating in the program.

C. AWARDS

1. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for any level of 

the time-off awards, bonuses, or other incentives? If “yes”, please describe the trigger(s) in the text box.

a. Awards, Bonuses, & Incentives (PWD) Answer Yes

b. Awards, Bonuses, & Incentives (PWTD) Answer Yes

Worksheet B13 – Employee Recognition and Awards by Disability The following are below no disability using Inclusion rate for 

PWD and PWTD: No Disability PWD PWTD Perm Employee Count 11,642 2,055 530 Total Time-Off Awards: 1 - 10 hours 
Department of Labor FY 2022

Page 9

15.4% (1,796) 9.34% (192) 7.92% (42) Total Time-Off Awards: 11 - 20 hours 2.8% (323) 2.08% (11) Cash Awards: $500 and 

Under 23.6% (2,752) 22.38% (460) 22.83% (121) Cash Awards: $501 - $999 11.0% (1,282) 10.27% (211) Cash Awards: $1000 - 

$1999 15.8% (1,840) 15.09% (310) Cash Awards: $2000 - $2999 19.6% (2,279) 15.86% (326) 15.09% (80) Cash Awards: $3000 - 

$3999 16.0% (1,857) 9.73% (200) 8.87% (47) Cash Awards: $4000 - $4999 8.3% (968) 5.21% (107) 7.17% (38) Cash Awards: 

$5000 or more 10.0% (1,165) 5.16% (106) 5.47% (29)

Time-Off Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Time-Off Awards 1 - 10 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 1 - 10 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 1 - 10 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 11 - 20 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 11 - 20 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 21 - 30 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 hours: 

Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 Hours: 

Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 31 - 40 Hours: 

Average Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Awards Given

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Total Hours

0 0.00 0.00 0.00 0.00

Time-Off Awards 41 or more 

Hours: Average Hours

0 0.00 0.00 0.00 0.00

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $501 - $999: Awards 

Given

0 0.00 0.00 0.00 0.00

Cash Awards: $501 - $999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $501 - $999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $1000 - $1999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $2000 - $2999: Total 

Amount

0 0.00 0.00 0.00 0.00
Department of Labor FY 2022

Page 10

Cash Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Cash Awards: $2000 - $2999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $3000 - $3999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $4000 - $4999: 

Average Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: 

Awards Given

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: Total 

Amount

0 0.00 0.00 0.00 0.00

Cash Awards: $5000 or more: 

Average Amount

0 0.00 0.00 0.00 0.00

2. Using the inclusion rate as the benchmark, does your agency have a trigger involving PWD and/or PWTD for quality step 

increases or performance- based pay increases? If “yes”, please describe the trigger(s) in the text box.

a. Pay Increases (PWD) Answer Yes

b. Pay Increases (PWTD) Answer Yes

QSI is below no disability for both PWD and PWTD using the inclusion rate. No Disability PWD PWTD Perm Employee Count 

11,642 2,055 530 Quality Step Increases (QSI) 5.4% (629) 4.33% (89) 3.58% (19)

Other Awards Total (#)

Reportable 

Disability %

Without Reportable 

Disability %

Targeted Disability 

%

Without Targeted 

Disability %

Total Performance Based Pay 

Increases Awarded

0 0.00 0.00 0.00 0.00

3. If the agency has other types of employee recognition programs, are PWD and/or PWTD recognized disproportionately 

less than employees without disabilities? (The appropriate benchmark is the inclusion rate.) If “yes”, describe the 

employee recognition program and relevant data in the text box.

a. Other Types of Recognition (PWD) Answer N/A

b. Other Types of Recognition (PWTD) Answer N/A

DOL Secretary’s Honor Awards; data for this award is not included in the workforce data tables.

D. PROMOTIONS

1. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to 

the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and 

the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If “yes”, 

describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your 

plan to provide the data in the text box.

a. SES
Department of Labor FY 2022

Page 11

i. Qualified Internal Applicants (PWD) Answer No

ii. Internal Selections (PWD) Answer No

b. Grade GS-15

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer No

c. Grade GS-14

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

d. Grade GS-13

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

Table B11 FY 2022: Internal promotions to the senior grade levels. Triggers for PWD For GS-15 positions, RAP=10.03%, 

QAP=2.00% For GS-14 positions, RAP=10.85%, QAP=1.46%, Selections=0.81% For GS-13 positions, RAP=11.89%, 

QAP=2.41%, Selections=1.30%

2. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions 

to the senior grade levels? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants 

and the qualified applicant pool for selectees.) For non-GS pay plans, please use the approximate senior grade levels. If 

“yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and 

describe your plan to provide the data in the text box.

a. SES

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

b. Grade GS-15

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer No

c. Grade GS-14

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer No

d. Grade GS-13

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer No

Using a 2% inclusion rate for PWTDs as the benchmark: • For SES positions, 0.00% of qualified internal applicants were PWTDs, 

while 0.00% of internal selections were PWTDs. • For GS-15 positions, 0.00% of qualified internal applicants were PWTDs, while 

0.00% of internal selections were PWTDs. • For GS-13 positions, 1.71% of qualified internal applicants were PWTDs, while 0.93% 

of internal selections were PWTDs
Department of Labor FY 2022

Page 12

3. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the new hires 

to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe the 

trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box.

a. New Hires to SES (PWD) Answer Yes

b. New Hires to GS-15 (PWD) Answer Yes

c. New Hires to GS-14 (PWD) Answer Yes

d. New Hires to GS-13 (PWD) Answer Yes

Table B15 FY 2022: New hires to the senior grade levels. Triggers for PWD For SES positions, QAP=2.22%, Selections=0.00% 

For GS-15 positions, QAP=6.08%, Selections=3.19% For GS-14 positions, QAP=5.74%, Selections=4.32% For GS-13 positions, 

QAP=6.19%, Selections=4.63%

4. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the new 

hires to the senior grade levels? For non-GS pay plans, please use the approximate senior grade levels. If “yes”, describe 

the trigger(s) in the text box. Select “n/a” if the applicant data is not available for your agency, and describe your plan to 

provide the data in the text box.

a. New Hires to SES (PWTD) Answer Yes

b. New Hires to GS-15 (PWTD) Answer Yes

c. New Hires to GS-14 (PWTD) Answer Yes

d. New Hires to GS-13 (PWTD) Answer Yes

Table B15 FY 2022: New hires to the senior grade levels. Triggers for PWTD For SES positions, QAP=0.74%, Selections=0.00% 

For GS-15 positions, QAP=3.36%, Selections=1.06% For GS-14 positions, QAP=3.17%, Selections=1.66% For GS-13 positions, 

QAP=3.30%, Selections=1.98%

5. Does your agency have a trigger involving PWD among the qualified internal applicants and/or selectees for promotions to 

supervisory

positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and the qualified 

applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is not 

available for your agency, and describe your plan to provide the data in the text box.

a. Executives

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer No

b. Managers

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer Yes

c. Supervisors

i. Qualified Internal Applicants (PWD) Answer Yes

ii. Internal Selections (PWD) Answer No
Department of Labor FY 2022

Page 13

Table B19 FY 2022: Internal promotions to the supervisory positions. Triggers for PWD For GS-Executives positions, 

RAP=8.28%, QAP=2.44% For GS-Managers positions, RAP=11.57%, QAP=1.27%, Selections=0.00% For GS-Supervisors 

positions, RAP=3.23%, QAP=0.00%, Selections=0.00%

6. Does your agency have a trigger involving PWTD among the qualified internal applicants and/or selectees for promotions 

to supervisory positions? (The appropriate benchmarks are the relevant applicant pool for qualified internal applicants and 

the qualified applicant pool for selectees.) If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data 

is not available for your agency, and describe your plan to provide the data in the text box.

a. Executives

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer No

b. Managers

i. Qualified Internal Applicants (PWTD) Answer Yes

ii. Internal Selections (PWTD) Answer Yes

c. Supervisors

i. Qualified Internal Applicants (PWTD) Answer No

ii. Internal Selections (PWTD) Answer No

Table B19 FY 2022: Internal promotions to the supervisory positions. Triggers for PWTD For GS-Executives positions, 

RAP=1.38%, QAP=0.81% For GS-Managers positions, RAP=3.20%, QAP=0.36%, Selections=0.00%

7. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWD among the selectees 

for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the applicant data is 

not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for Executives (PWD) Answer Yes

b. New Hires for Managers (PWD) Answer Yes

c. New Hires for Supervisors (PWD) Answer Yes

Table B18 FY 2022: New hires for supervisory positions. Triggers for PWD For Executives positions, QAP=5.72%, 

Selections=2.94% For Managers positions, QAP=5.47%, Selections=4.85% For Supervisors positions, QAP=11.76%, 

Selections=0.00%

8. Using the qualified applicant pool as the benchmark, does your agency have a trigger involving PWTD among the 

selectees for new hires to supervisory positions? If “yes”, describe the trigger(s) in the text box. Select “n/a” if the 

applicant data is not available for your agency, and describe your plan to provide the data in the text box.

a. New Hires for Executives (PWTD) Answer Yes

b. New Hires for Managers (PWTD) Answer Yes

c. New Hires for Supervisors (PWTD) Answer No

Table B18 FY 2022: New hires for supervisory positions. Triggers for PWTD For Executives positions, QAP=3.03%, 

Selections=1.47% For Managers positions, QAP=2.87%, Selections=1.46%
Department of Labor FY 2022

Page 14

Section VI: Plan to Improve Retention of Persons with Disabilities

To be model employer for persons with disabilities, agencies must have policies and programs in place to retain employees with 

disabilities. In this section, agencies should: (1) analyze workforce separation data to identify barriers retaining employees with 

disabilities; (2) describe efforts to ensure accessibility of technology and facilities; and (3) provide information on the reasonable 

accommodation program and workplace assistance services.

A. VOLUNTARY AND INVOLUNTARY SEPARATIONS

1. In this reporting period, did the agency convert all eligible Schedule A employees with a disability into the competitive 

service after two years of satisfactory service (5 C.F.R. § 213.3102(u)(6)(i))? If “no”, please explain why the agency did 

not convert all eligible Schedule A employees.

Answer Yes

2. Using the inclusion rate as the benchmark, did the percentage of PWD among voluntary and involuntary separations 

exceed that of persons without disabilities? If “yes”, describe the trigger below.

a.Voluntary Separations (PWD) Answer Yes

b.Involuntary Separations (PWD) Answer Yes

PWD exceeded persons with no disability in voluntary and involuntary separations No Disability PWD Perm Employee Count 

11,642 2,055 Resignation 2.49% (290) 3.26% (67) Removal 0.47% (55) 1.12% (23)

Seperations Total # Reportable Disabilities %

Without Reportable 

Disabilities %

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 80 1.09 0.45

Permanent Workforce: Resignation 404 3.19 2.64

Permanent Workforce: Retirement 565 3.61 3.83

Permanent Workforce: Other Separations 370 2.85 2.43

Permanent Workforce: Total Separations 1419 10.75 9.34

3. Using the inclusion rate as the benchmark, did the percentage of PWTD among voluntary and involuntary separations 

exceed that of persons without targeted disabilities? If “yes”, describe the trigger below.

a.Voluntary Separations (PWTD) Answer Yes

b.Involuntary Separations (PWTD) Answer Yes

PWTD exceeded persons with no disability in voluntary and involuntary separations. No Disability PWD PWTD Perm Employee 

Count 11,642 2,055 530 Resignation 2.49% (290) 3.26% (67) 3.02% (16) Removal 0.47% (55) 1.12% (23) 1.32% (7)

Seperations Total # Targeted Disabilities %

Without Targeted Disabilities 

%

Permanent Workforce: Reduction in Force 0 0.00 0.00

Permanent Workforce: Removal 80 1.30 0.51

Permanent Workforce: Resignation 404 2.97 2.71

Permanent Workforce: Retirement 565 3.35 3.82

Permanent Workforce: Other Separations 370 2.97 2.47

Permanent Workforce: Total Separations 1419 10.59 9.50

4.
Department of Labor FY 2022

Page 15

If a trigger exists involving the separation rate of PWD and/or PWTD, please explain why they left the agency using exit 

interview results and other data sources.

The department currently only collects voluntary exit survey data, which asks if you are a PWD. The voluntary response rate is low, 

and the department is in the process of revising the exit survey to improve the response rate and collect additional data. The current 

results do not provide reasons that have a clear distinction between PWD and non-disabled that caused the trigger.

B. ACCESSIBILITY OF TECHNOLOGY AND FACILITIES

Pursuant to 29 CFR §1614.203(d)(4), federal agencies are required to inform applicants and employees of their rights under Section 

508 of the Rehabilitation Act of 1973 (29 U.S.C. § 794(b), concerning the accessibility of agency technology, and the Architectural 

Barriers Act of 1968 (42 U.S.C. § 4151-4157), concerning the accessibility of agency facilities. In addition, agencies are required to 

inform individuals where to file complaints if other agencies are responsible for a violation.

1. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ 

rights under Section 508 of the Rehabilitation Act, including a description of how to file a complaint.

https://www.ecfr.gov/current/title-29/subtitle-A/part-33 Section 508 Main Page - LaborNet Wiki (dol.gov) https://www.dol.gov/

agencies/oasam/centers-offices/civil-rights-center/internal/statutes- regulations-2DLMS 7-600: IT Accessibility Management - 

Department of Labor Manual Series Index - LaborNet - United States Department of Labor (dol.gov) CRC | U.S. Department of 

Labor (dol.gov) Reasonable Accommodations for Employees and Applicants with Disabilities | U.S. Department of Labor (dol.gov)

2. Please provide the internet address on the agency’s public website for its notice explaining employees’ and applicants’ 

rights under the

Architectural Barriers Act, including a description of how to file a complaint.

https://www.dol.gov/agencies/oasam/centers-offices/civil-rights-center/internal/statutes-regulations https://www.dol.gov/agencies/

oasam/centers-offices/civil-rights-center/dlms2-0600

3. Describe any programs, policies, or practices that the agency has undertaken, or plans on undertaking over the next fiscal 

year, designed to improve accessibility of agency facilities and/or technology.

The Section 508 Program Office has developed and implemented several processes to train users on accessibility and accessibility 

best practices, such as creating accessible documents, meetings, systems, applications, and other information. The program has a 

robust calendar of free training offered to all DOL staff that is advertised on its intranet page. Weekly training is conducted every 

Tuesday and Thursday as well as Virtual Office Hours that give each person an opportunity to meet one-on-one with a training 

coach. A larger training program entitled 508 Document Accessibility Program (508 DAP) was launched in February 2021. This 

program consists of four sessions that provide in-depth training on the creation of accessible Word, Excel, PowerPoint and Adobe 

Acrobat documents. Recently the Section 508 Program Office has also developed and implemented training on incorporating 

accessibility into user stories and other application and software development processes. In addition, the Section 508 Program 

Office conducts monthly Agency Partnership Briefings and hosts DOL’s annual “Accessibility Awareness Day” for all DOL staff, 

the Section 508 Agency Officers, Section 508 support personnel as well as Technical and policy staff. Presenters from across the 

Federal landscape, as well as DOL leaders and other key speakers share their knowledge and best practices to the attendees. DOL is 

in the process of revising their DLMS for Building Accessibility, which is expected to go into clearance shortly. This DLMS 

chapter updates DOL’s program for ensuring that buildings and facilities, and elements within those buildings and facilities, are 

accessible to, and usable by, individuals with disabilities. The Section 508 Program Office will also be launching a DOL-wide 

mandatory training course this year on accessibility. Additionally, DOL will be procuring and implementing an accessibility testing 

solution that will lead to greater compliance with governmentwide 508-accessibility standards on the Department’s public facing 

digital assets. For technology, specifically, all applications and systems managed by the Office of the Chief Information Officer 

(OCIO) are evaluated for Section 508 compliance according to a WCAG 2.1 A and AA checklist and other standards. Formal 

training has been provided to all IT staff supporting these technologies, including formal documentation of compliance for all 

change requests or modifications to existing applications and systems.

C. REASONABLE ACCOMMODATION PROGRAM
Department of Labor FY 2022

Page 16

Pursuant to 29 C.F.R. § 1614.203(d)(3), agencies must adopt, post on their public website, and make available to all job applicants 

and employees, reasonable accommodation procedures.

1. Please provide the average time frame for processing initial requests for reasonable accommodations during the reporting 

period. (Please do not include previously approved requests with repetitive accommodations, such as interpreting services.)

DOL’s procedure on reasonable accommodation requires that requests be processed within 60 business days. The average time 

frame for processing requests during the FY 2022 reporting period was 37 days.

2. Describe the effectiveness of the policies, procedures, or practices to implement the agency’s reasonable accommodation 

program. Some examples of an effective program include timely processing requests, timely providing approved 

accommodations, conducting training for managers and supervisors, and monitoring accommodation requests for trends.

DOL has an effective reasonable accommodation program. Workplace Equality Compliance Officers (WECOs) work with 

employees and management on modifications to policies and procedures and the Department’s Reasonable Accommodation 

Resource Center (RARC) handles requests for equipment and other tangible services. The COVID-19 pandemic and shift to 

maximum telework posture highlighted the important work of RARC and WECO. In FY 2022, DOL received 754 requests, of 

which 238 were processed by RARC utilizing DOL’s Central Accommodation Fund. WECO received 467 cases in FY 2022 and 

successfully processed 422 requests. RARC oversaw the successful closure of 497 Reasonable Accommodations requests. RARC 

and WECO continued to train DOL managers and supervisors on DOL’s reasonable accommodation process. A total of 39 training 

sessions were conducted in FY 2022. RARC also participated in DOL’s Office of Human Resources New Employee Orientation 

training program. Participating in this program allows RARC to provide bi-weekly trainings to new employees of DOL on the 

reasonable accommodation program and process. In April 2022, as staff returned on-site, RARC worked to meet the 

accommodation needs of staff working a hybrid schedule, both at home and on-site, which often prompted the need to purchase 

additional pieces of equipment, software, etc. RARC has also worked to secure vendors to provide virtual training on assistive 

technology software. Furthermore, RARC retrieved equipment from employees’ worksites, especially when equipment was 

customized. In order to provide effective accommodations to employees in their homes, RARC coordinated with employees, 

supervisors, DOL’s Office of Human Resources (OHR), WECOs, DOL’s Office of the Solicitor (SOL), DOL’s Office of Safety & 

Health (OSH) and DOL’s Office of Procurement Services (OPS). Specifically, DOL’s OSH advised RARC on the parameters of 

determining a safe environment in the home. DOL’s OPS advised on procurement questions resulting from the scarce availability of 

products / shipping delays during the pandemic and the need to make duplicate or other purchases that exceeded procurement limits. 

It is important to note that these offices could not handle accommodation related tasks on their own – primarily as information 

pertaining to accommodations is held strictly confidential and legal requirements are tightly monitored. RARC also provided 

situation-based training on the reasonable accommodation process; supported the Department’s efforts to comply with recent 

Executive Orders related to Diversity, Equity, Inclusion, and Accessibility (DEIA), and revised RARC’s intranet pages. In FY 2023, 

RARC will further develop its web presence to promote services and solutions on CRC’s public website. CRC will develop updated 

training and disseminate information on the revised Department of Labor Manual Series (DLMS) (Departmental policy and 

procedures documents) on Reasonable Accommodations and Building Accessibility for stakeholders and continue to offer tailored, 

situation-based trainings on the reasonable accommodation process. As greater options for workplace flexibilities and telework are 

considered, including hybrid schedules in the office and at remote locations, RARC will be faced with providing duplicate 

accommodations, and WECO will continue to respond to non-procurement type requests for accommodations where workplace 

flexibilities and telework are the foundation of the request. Although the exact number of these duplications cannot be predicted, 

RARC and WECO continue to ensure that employees with disabilities receive the same benefits/privileges of employment as those 

who are not disabled (i.e., equivalent opportunity and ability to telework). CRC and WECO will continue to regularly assess our 

reasonable accommodation program and make any structural or operational changes and improvements that are necessary.

D. PERSONAL ASSISTANCE SERVICES ALLOWING EMPLOYEES TO PARTICIPATE IN THE 

WORKPLACE

Pursuant to 29 CFR §1614.203(d)(5), federal agencies, as an aspect of affirmative action, are required to provide personal 

assistance services (PAS) to employees who need them because of a targeted disability, unless doing so would impose an undue 

hardship on the agency.

Describe the effectiveness of the policies, procedures, or practices to implement the PAS requirement. Some examples of 

an effective program include timely processing requests for PAS, timely providing approved services, conducting training 

for managers and supervisors, and monitoring PAS requests for trends.
Department of Labor FY 2022

Page 17

DOL had a PAS program prior to the EEOC’s regulations and has considered requests for PAS as accommodation requests even when they involve personal services solely. DOL has contract staff that provide assistance to a variety of employees in diverse 

circumstances, schedules, etc. Even during the pandemic, DOL was still able to provide PAS to employees with severe disabilities. 

DOL continues to ensure that PAS accommodations adhere to the EEOC’s requirements on telework and travel.

Section VII: EEO Complaint and Findings Data

A. EEO COMPLAINT DATA INVOLVING HARASSMENT

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging harassment, as compared 

to the governmentwide average?

Answer No

2. During the last fiscal year, did any complaints alleging harassment based on disability status result in a finding of 

discrimination or a settlement agreement?

Answer No

3. If the agency had one or more findings of discrimination alleging harassment based on disability status during the last 

fiscal year, please describe the corrective measures taken by the agency.

There were no findings of discrimination against the agency.

B. EEO COMPLAINT DATA INVOLVING REASONABLE ACCOMMODATION

1. During the last fiscal year, did a higher percentage of PWD file a formal EEO complaint alleging failure to provide a 

reasonable

accommodation, as compared to the government-wide average?

Answer No

2. During the last fiscal year, did any complaints alleging failure to provide reasonable accommodation result in a finding of 

discrimination or a settlement agreement?

Answer No

3. If the agency had one or more findings of discrimination involving the failure to provide a reasonable accommodation 

during the last fiscal year, please describe the corrective measures taken by the agency.

There was no finding of discrimination against the agency.

Section VIII: Identification and Removal of Barriers

Element D of MD-715 requires agencies to conduct a barrier analysis when a trigger suggests that a policy, procedure, or practice 

may be impeding the employment opportunities of a protected EEO group.

1. Has the agency identified any barriers (policies, procedures, and/or practices) that affect employment opportunities for 

PWD and/or PWTD?

Answer Yes

2. Has the agency established a plan to correct the barrier(s) involving PWD and/or PWTD?

Answer Yes

3. Identify each trigger and plan to remove the barrier(s), including the identified barrier(s), objective(s), responsible 
Department of Labor FY 2022

Page 18

official(s), planned activities, and, where applicable, accomplishments
Department of Labor FY 2022

Page 19

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B11

Although, qualified internal applicants for GS-13 were above the 12% benchmark, internal 

selections were below the benchmark for PWD.

Y

Y

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2021 09/30/2023 Yes Identify specific workplace issues related to career 

development opportunities; including educating 

employees and managers about available career 

development opportunities; and promoting awareness 

and reasonable accommodations.

Responsible Official(s)

Title Name Standards Address The Plan?

Office of Human Resources Office of Human Resources Yes

Agency Hiring Officials Various Yes

Chief Human Capital Officer Syndey T. Rose Yes
Department of Labor FY 2022

Page 20

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2022 Continue to educate agency hiring officials on the 

importance of using Special Hiring Authorities; provide 

them with agency-specific information regarding their 

use of these hiring authorities

Yes

09/30/2022 Continue to educate employees and supervisors on 

reasonable accommodations

Yes

Report of Accomplishments

Fiscal Year Accomplishment

2022 DOL’s Disability Action Group (DAG), one of many Affinity Groups for employees, continues to sponsor and 

participate in Departmental events, and recruit new members. 

In addition, the Civil Rights Center’s Reasonable Accommodation Resource Center (RARC), was responsible 

for responding to and helping DOL employees seeking accommodation when “Stay at Home” orders were 

implemented due to COVID-19. RARC also provided personal assistance services to DOL employees with 

targeted disabilities at home. Common items purchased for employees during the “max-telework” posture 

included sit-stand desks, ergonomic chairs, and ergonomic mice. RARC also worked to secure vendors to 

provide virtual training on assistive technology software. Furthermore, RARC retrieved equipment from 

employees’ worksites, especially when equipment was customized, and arranged for delivery to their homes.

2022 The Department supports the ability of all people to find good and safe jobs. DOL continues initiatives to 

achieve the goal of becoming a model Federal employer for the recruitment, hiring, retention, return-to-work, 

and promotion of people with disabilities, including:

•	Maintaining partnerships with disability organizations and continuing to lead outreach events. 

•	Conducting workshops and mock interviews for people with disabilities 

•	Providing technical support to DOL recruitment coordinators throughout the country who work with various 

vocational rehabilitation counselors providing instruction on resume writing skills, navigating USAJobs.gov, 

and explaining qualification requirements for DOL positions. 

•	Referring qualified veterans with disabilities for vacancies along with advising and educating hiring officials 

of the availability of non-competitive hiring authorities, as well as resources available through the Workforce 

Recruitment Program managed by the Office of Disability Employment Policy (ODEP).
Department of Labor FY 2022

Page 21

STATEMENT OF 

CONDITION THAT WAS 

A TRIGGER FOR A 

POTENTIAL BARRIER:

Provide a brief narrative 

describing the condition at 

issue.

How was the condition 

recognized as a potential 

barrier?

Workforce Data (if so identify the table)

Workforce Data Table - B11

Internal competitive promotions to senior grade positions

Y

Y

STATEMENT OF 

BARRIER GROUPS:

STATEMENT OF 

IDENTIFIED BARRIER:

Provide a succinct statement 

of the agency policy, 

procedure

or practice that has been 

determined to be the barrier 

of the 

undesired condition.

Barrier Group

People with Disabilities

Source of the Trigger:

Specific Workforce Data 

Table:

Barrier Analysis Process 

Completed?:

Barrier(s) Identified?:

Barrier Name Description of Policy, Procedure, or Practice

Objective(s) and Dates for EEO Plan

Date 

Initiated

Target Date Sufficient 

Funding / 

Staffing?

Date 

Modified

Date 

Completed

Objective Description

10/01/2022 09/30/2023 Yes Identify specific workplace issues related to career 

development opportunities; including educating 

employees and managers about available career 

development opportunities; and promoting awareness 

and reasonable accommodations.

Responsible Official(s)

Title Name Standards Address The Plan?

Chief Human Capital Officer Sydney Rose Yes

Agency Hiring Officials Various Yes

Office of Huma Resources Office of Human Resources Yes

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2023 Continue to educate employees and supervisors on 

reasonable accommodations

Yes
Department of Labor FY 2022

Page 22

Planned Activities Toward Completion of Objective

Target Date Planned Activities Sufficient

Staffing &

Funding?

Modified

Date

Completion

Date

09/30/2023 Continue to educate agency hiring officials on the 

importance of using Special Hiring Authorities; provide 

them with agency-specific information regarding their 

use of these hiring authorities

Yes

Report of Accomplishments

Fiscal Year Accomplishment

2022 In addition, the Civil Rights Center’s Reasonable Accommodation Resource Center (RARC), was responsible 

for responding to and helping DOL employees seeking accommodation when “Stay at Home” orders were 

implemented due to COVID-19. RARC also provided personal assistance services to DOL employees with 

targeted disabilities at home. Common items purchased for employees during the “max-telework” posture 

included sit-stand desks, ergonomic chairs, and ergonomic mice. RARC also worked to secure vendors to 

provide virtual training on assistive technology software. Furthermore, RARC retrieved equipment from 

employees’ worksites, especially when equipment was customized, and arranged for delivery to their homes.

2022 DOL’s Disability Action Group (DAG), one of many Affinity Groups for employees, continues to sponsor and 

participate in Departmental events, and recruit new members.

2022 The Department supports the ability of all people to find good and safe jobs. DOL continues initiatives to 

achieve the goal of becoming a model Federal employer for the recruitment, hiring, retention, return-to-work, 

and promotion of people with disabilities, including:

•	Maintaining partnerships with disability organizations and continuing to lead outreach events. 

•	Conducting workshops and mock interviews for people with disabilities 

•	Providing technical support to DOL recruitment coordinators throughout the country who work with various 

vocational rehabilitation counselors providing instruction on resume writing skills, navigating USAJobs.gov, 

and explaining qualification requirements for DOL positions. 

•	Referring qualified veterans with disabilities for vacancies along with advising and educating hiring officials 

of the availability of non-competitive hiring authorities, as well as resources available through the Workforce 

Recruitment Program managed by the Office of Disability Employment Policy (ODEP).

4. Please explain the factor(s) that prevented the agency from timely completing any of the planned activities.

N/A

5. For the planned activities that were completed, please describe the actual impact of those activities toward eliminating the 

barrier(s).

The planned activities such as training in Non-Competitive Hiring Authorities are designed to remove barriers for PWD and PWTD 

entering the DOL workforce.

6. If the planned activities did not correct the trigger(s) and/or barrier(s), please describe how the agency intends to improve 

the plan for the next fiscal year.

Many of the activities remain ongoing with a 9/30/2022 target date for completion.