Equity Action Plan

for NIST 

COACh Team: Geri Richmond

Celeste Rohlfing

Jean Stockard

Jane Tucker

Barbara Butterfield

Maya Noviski

Priscilla Lewis

June 2021
Project Purpose

• Methods: Listening Sessions, Analysis of Data from HR and FEVS Aggregate 

Data, Survey to ZP Employees III and Higher, Focus Groups and Interviews

• Quantitative analyses: univariate, bivariate, and multivariate; supplemented 

by qualitative data and extensive review of literature

• Summary of key findings and recommendations in Equity Action Plan

• Written reports of our analyses and recommendations have been made 

available 

To implement a data-driven study of promotion disparities for underrepresented 

groups in ZP and leadership career paths, and provide recommendations and 

strategies to support equity in career advancement

Approach
HR Data: Women as Percent of ZP Staff 

by Grade and Year

28% 27%

33%

28%

29%

19% 20%

22%

26% 26%

12%

15% 15% 15%

18%

0%

5%

10%

15%

20%

25%

30%

35%

2000 2005 2010 2015 2019

III IV V Total
HR Data: Average Years at Grade by 

Grade, Gender, and Year 

2010 2015 2019

Grade Women Men Women Men Women Men

III 4.4 4.9 4.5 4.1 4.3 4.5

IV 8.5 9.8 7.9 9.5 8.4 9.5
Other Findings from HR Data

 No gender differences in holding supervisory posts, in 

promotion patterns by site, salaries at hire, conversion of 

postdocs to regular positions

 Other important factors are hiring and separation 

 Little increase in hiring of women over time 

 Minorities and women more likely to separate
Survey of ZP-III and Higher Staff (N=633)

 Women, younger employees, and those in some OUs more likely to 

respond. Frequencies weighted to reflect differential response. 

Multivariate analyses controlled for these factors. 

 Data on employees’ time at grade and time since last promotion 

paralleled analyses of HR data
Percent Agreeing with Characteristics of the 

Promotion Process to Next Level (Weighted %’s)

Question III to IV IV to V V to ST

The promotion criteria are appropriate for people in my 

operating unit. 47 42 32

I understand what is needed to gain promotion to the next 

level. 45 43 22

The promotion criteria to the next level reflect the stated 

mission of NIST. 41 39 32

The promotion criteria for promotion to the next level are 

fairly applied. 36 30 23

Most NIST ZP employees understand what is needed to 

gain promotion to the next level. 30 26 10
Respondents' Views Regarding Their Own 

Promotion-Related Experiences (Weighted %’s)

Question Agree Neutral Disagree

I have productive conversations with my supervisor 

about my career progress on an annual basis. 44 22 35

I am confident that my accomplishments will be 

recognized and rewarded in the promotion process in 

the future. 37 24 39

I have had positive experiences with the NIST 

promotion process. 36 24 40

Other employees at NIST who I know have had 

positive experiences with the NIST promotion process. 34 26 41
•

Open-ended comments in survey (n=263)

Listening sessions and interviews with ZT staff (n=23)

Focus groups (n=52)

Separate groups for ZP staff and Group Leaders

Most groups comprised of randomly selected participants

Similar concerns voiced by all, including the need for:

Greater transparency in criteria and promotion process

More accountability for Group Leaders and Division Chiefs

Changes in organizational practices and culture

Strong engagement and helpful suggestions for change also voiced by all

Qualitative Data: Survey, Interviews, Focus Groups
Principal Findings of Data Analyses

• Gender disparities in promotion may not be as great an issue as initially believed

• However, serious dissatisfaction with promotion process is widespread

 No differences in dissatisfaction by disciplinary specialty, OU, degree level

 More dissatisfaction for women and minorities, but differences are small

 Those with less seniority have more negative views

- This will impact productivity and retention of new talent

 Appreciation and respect for contributions is an issue especially for ZT staff

• Staff want clear criteria and a transparent process, as well as career planning 

tools, developmental opportunities, training, and mentoring 

• Group leaders want consistent application of criteria, data on staff, and training

• Hiring and retention are important factors, but not within contract scope
Recommendations

I. Leadership for Effective Change

• Reinforce commitment to transparent, fair, and accountable 

promotion processes through communications to all NIST 

employees

• Appoint a steering committee to review recommendations and 

guide the process of change with representatives from all OUs, 

both managers and staff, and employees at all grades

• Review promotion practices and procedures used in other federal 

agencies to help develop processes perceived as fair and 

appropriate

• Establish a dashboard system to provide regular reports of 

personnel actions to leadership and staff 
Recommendations

II. Developing Transparent Promotion Criteria and 

Processes

• Review promotion criteria to assure they reflect the mission and values of 

NIST and the nature of staff work and specialization

• Ensure transparency of the promotion process to all levels, including 

Senior Research Scientists and Fellows; make criteria easily accessible 

• Explicitly discuss promotion criteria in performance reviews, providing 

staff with clear guidance on the extent to which requirements are being 

met

• Ensure that resources for career growth are distributed broadly and 

equitably
Recommendations

III. Accountability throughout the Supervisory Chain 

• Design a promotion process that is data driven with as many objective 

criteria as possible, that addresses perceptions of favoritism, and that 

provides a mechanism for resolving disputes

• Ensure that supervisors undertake periodic leadership training and are 

fluent in the promotion process, procedural steps, and delivering 

effective feedback to staff 

• Hold Group Leaders and Division Chiefs accountable for staff growth and 

progress, including timely promotion
Recommendations

IV. Developing Staff to Prepare for Promotion

• Ensure staff and their supervisors have regular discussions regarding 

their career, annual performance plans, and promotion

• Evolve to a structured mentoring program including mentorship 

training following best practices for matching mentors and mentees

• Expand and widely publicize available training and development 

opportunities 

• Use succession planning as a means of developing leadership talent

• Make a concerted effort to bring external recognition to employees in 

order to bolster the reputation of NIST and the excellence of its staff
• Involve staff in the planning and development of change efforts. This 

will build on their energy and commitment to the organization, and 

demonstrate a commitment by Senior Leadership to greater 

transparency

• Consider hiring an external contractor experienced in change 

management to shepherd the change process 

• While our contract was limited to issues related to promotion of 

permanent Federal staff, it became clear that issues of hiring, 

retention, salaries, and conversion from temporary to permanent 

status were of equal concern. We recommend that NIST consider an 

in-depth analysis of these issues with respect to equity

Additional recommendations