Fourth Report On The Implementation Of Sec Organizational Reform Recommendations - U.s. Securities And Exchange Commission - 2013 Page 18
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SEC O
R
R
OURTH
EPORT ON THE
MPLEMENTATION OF
RGANIZATIONAL
EFORM
ECOMMENDATIONS
8. Workstream 3H: Hiring staff for priority positions
BCG recommended that the SEC hire additional staff with high priority skills, building both
capacity and capabilities across the agency.
Progress since the last report includes the following:
• OHR underwent an extensive review of its hiring practices and identified 12 key areas
where improvements could be made to further improve upon the Agency’s ability to hire
staff for priority positions. The review of the hiring practices concluded at the end of
January 2013. Over the course of the next few months OHR will begin to implement
improved processes.
• The OHR Director met with other Financial Institutions Reform, Recovery and
Enforcement Act (FIRREA) agencies and the Partnership for Public Service in January
2013 to create a platform for the financial regulatory agencies to discuss human capital
priorities within the FIRREA community. These discussions will enable the FIRREA
agencies to share human capital best practices and other HR data.
Historically, the
FIRREA agencies compete against each other in the same pool of talent. However,
through increased discussion, collaboration, and sharing of HR data, the agencies can find
better ways to recruit talent with the specialized skills each agency needs.
• Working with SEC senior leadership, OHR created a new SEC-wide on-boarding program.
The program transitioned from a one-day format to a new two-day orientation that includes
employee training and new managers/supervisors training. This new program ensures there
is a consistent agency-wide approach to on-boarding new SEC staff.
9. Workstream 3G: Developing a capability to monitor and manage market risk
The SEC has engaged in and completed multiple activities in its Divisions and Offices to address
the BCG Report’s finding that the SEC should increase its “risk-IQ” by increasing personnel and
technological resources dedicated to risk analyses within the Division of Risk, Strategy, and
Financial Innovation (RSFI) and by embedding additional resources and capabilities within other
Divisions and Offices. Progress over the last six months includes:
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