#EEO1

[accountingac]

EEO - 1 Report- Complete Guide

Welcome to our comprehensive guide on the EEO-1 Report! Whether you are a business owner, HR professional, or simply someone curious about labor law compliance, this blog post will provide you with all the information you need. The EEO-1 Report is an essential tool for promoting workplace diversity and ensuring equal employment opportunities. In this complete guide, we will walk you through its purpose, who needs to file it, how to prepare and submit it accurately, and common mistakes to avoid.

What is an EEO-1 Report?

Equal Employment Opportunity Commission (EEOC) to collect data on workplace demographics and monitor employment practices. It requires employers to submit information about their workforce, broken down by job category, race/ethnicity, and gender.

By collecting this data, the EEO-1 Report helps identify any potential patterns of discrimination or underrepresentation within organizations. This information allows the EEOC to assess whether employers are providing equal opportunities for all employees.

The report consists of two components: Component 1 and Component 2. Component 1 focuses on collecting data related to race/ethnicity and gender across different job categories. On the other hand, Component 2 gathers additional pay data based on employees' W-2 earnings alongside their hours worked.

It's important to note that only certain employers are required to file an EEO-1 Report. Generally, private employers with more than 100 employees and federal contractors with more than 50 employees must comply with these reporting requirements.

The EEO-1 Report serves as a crucial resource in promoting workplace equality and diversity while enabling enforcement agencies like the EEOC to address any disparities that may exist in employment practices across various industries nationwide.

Purpose of the EEO-1 Report

The purpose of the EEO-1 report is to collect employment data from employers to support efforts in promoting equal opportunity and preventing discrimination in the workplace. This report provides valuable information about the representation of employees by race, ethnicity, and gender across various job categories. By analyzing this data, authorities can identify potential disparities or underrepresentation within organizations.

One key goal of the EEO-1 report is to ensure that employers are complying with federal laws regarding equal employment opportunities. It helps monitor progress towards creating a diverse and inclusive workforce by highlighting any gaps or imbalances that need attention.

Additionally, this data allows policymakers and researchers to track trends over time and assess the effectiveness of equal opportunity programs at both national and industry levels. It serves as a crucial tool for evaluating whether efforts to promote diversity are yielding positive results or if further actions are necessary.

Conclusion

In this complete guide to the EEO-1 Report, we have covered everything you need to know about this important reporting requirement. The EEO-1 Report serves as a vital tool in promoting equal employment opportunities and ensuring that workplaces are free from discrimination.

[jadelyn]

New features session, 4/3, 3:30pm

EEO1 embedded analytics! Neat. Easy to get a list of "not specified". Enable role administration in backend. Instructions on cust success portal.

Alt title and description. Title expanded to 150 char. Added fields to change job and other pages. Simplify selecting the right job code between similar titles. Also on org chart? Business rule access rights in security. Not available currently but will be in next major release.

[hrserviceblog]

The 2021 EEO-1 Component 1 data collection is tentatively scheduled to open on Tuesday, April 12th, 2022. Updates regarding the 2021 EEO-1 Component 1 data collection will be posted to http://www.eeocdata.org/eeo1 they become available.

[wolffolinsblog]

The magic of misfits: Diversity as a competitive advantage

Returning from the RISE Conference in Hong Kong where I spoke about Open Design, it was clear that China has already eclipsed Silicon Valley on many fronts. While there is exceptional talent in the Bay Area, a vast educational system spread across 50 states, and a high degree of tech fluency among the general population, this alone will not sustain the US as a tech leader.

The untapped potential for American tech lies in the cultural capital of its increasingly diverse population. If China’s technology ascent is predicated largely on population scale and density, then America should see population diversity as its vital and differentiated asset. With that in mind, it must reframe ‘Diversity & Inclusion’ from quotas to competitive advantage.

Company leaders often have altruistic aspirations. They want to build a meritocratic culture that represents the larger populace. But people, as social animals, don’t like change. They recreate cultural communities that are familiar and self-affirming. Talent is drawn from a wave of former colleagues, university classmates and friend-of-a-friends, which means many groups are overlooked. This has lead to inadequacies in the tech giants’ EEO1-reports, covered broadly in the media last year, and new personnel appointments to address these shortcomings.    

While cognitive diversity is a proven engine to drive superior products, this heterogeneity is tied as much to identity diversity as it is to inter-disciplinarity. The often overlooked talent pool of women, people of color, military veterans and older, mature workers can provide essential and challenging perspectives, and expose teams to greenfield opportunities. The appetite for greatness is also an exercise in embracing the unfamiliar. Misfits provide magic. Within a homogeneous culture, biases often go unchecked, and seep into the products. For much of the 20th century for instance, the dynamic range of Kodak film favored white skin, and was calibrated against the famous Shirley card. Today, machine-learning algorithms are observed to incorporate race and gender prejudices, concealed within language patterns and image preferences. While the recent ‘cultural strife’ at various tech enclaves point to advancing stereotypes, they also serve as a warning. They remind us that in order to create transformative, human-centered products, harmful biases mustn’t be baked into the products themselves.

Though there are common excuses — lack of quality applicants, talent pipeline deficiencies and compromised search funnels, diversity shouldn’t be classed as a nice-to-have. For the tech sector, it’s a functional necessity. Enough lamenting brogrammers and the technocracy. Diversity is the signature of a winning future-facing company, and thriving industry-at-large.

Illustration by Albert Chang

[hottytoddynews]

Chancellor Jeffrey Vitter (left) and Gazel Giles (second from left), president of the Staff Council, congratulate winners of the 2017 Outstanding Staff Member awards: Amanda Blair (second from left), Deetra Wiley, Susan Foust, Anne McCauley, Terrence Brown and Tony Ammeter. Pins, plaques and other recognitions were handed out to employees at the Staff Appreciation Awards Ceremony at the Ford Center. Photo by Marlee Crawford/Ole Miss Communications

Anne Dorsey McCauley, assistant director of the Office of Sustainability, is the University of Mississippi’s 2017 Overall Outstanding Staff Member winner.

McCauley was presented a plaque, $1,000 stipend and two season football tickets by Chancellor Jeffery Vitter during the annual Staff Appreciation Awards program Friday (May 19) in the Gertrude C. Ford Center for the Performing Arts.

“I was overwhelmed by the announcement,” said McCauley, who has worked at the university since 2008. “My family and I will be moving to Bay St. Louis this summer, so this was a beautiful way to send me off. What a wonderful surprise!”

Six other employees were presented with Service Awards, including a $500 stipend, in their respective EEO categories. Winners included Anthony Paul “Tony” Ammeter, associate provost for undergraduate programs and associate professor of management and management information systems, for EEO1; Deetra Ann Wiley, applications analyst in Business Applications and ERP support, for EEO 3; Susan Faust, executive assistant in the Office of the Provost; for EEO 4, Amanda Howard White, network administrator at UM’s Desoto Center-Southaven campus, for EEO 5; Terrance Terrel Brown, carpenter in the Carpentry Shop; for EEO 6 and Sandra Buford Phillips, senior custodian in Custodial Services; for EEO 7.

“We owe our great staff for making the University of Mississippi a place where students love to study, employees want to work and visitors want to be,” Vitter said. “So, thank all of you for your excellent services rendered to this institution and its many constituents.”

Whitman Smith, director of admissions, introduced long-standing employees, who were presented certificates, lapel pins, plaques and/or keepsakes in recognition of each person’s 5, 10, 15, 20, 25, 30 and 30-plus years of service to the institution. Employees in Campus Recreation and University Communications also received Daniel W. Jones, M.D. Outstanding Team Service Awards.

“The outstanding staff awards were created in 1990 as a way to honor staff members for their contributions to the university,” said Gazel Giles, receptionist in Facilities Planning and president of the UM Staff Council.

“Staff members can vote for other staff members in their respective EEO categories through myOleMiss. The person with the most votes in their respective EEO category is recognized at our awards day ceremony.”

Anyone can nominate someone for the overall outstanding staff member regardless of EEO category.

“Individuals wishing to nominate a staff member for the overall outstanding award submit a narrative explaining why they believe their nominee should be recognized,” Giles said. “These nomination forms then go before a committee of staff council members who choose the overall outstanding staff member.”

Congratulations to all this year’s winners!

By:Edwin Smith

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