MSHA's Revised Hiring Process Has Improved the Agency's Recruiting Efforts, but Its Human Capital Strategic Plan Does Not Adequately Project or Address Its Future Workforce Needs
Gao ID: GAO-07-704R May 16, 2007In 2003, GAO recommended that the Mine Safety and Health Administration (MSHA) develop a plan for addressing anticipated shortages in the number of qualified inspectors due to upcoming retirements, including considering options such as streamlining the agency's hiring process and offering retention bonuses. As you requested, we conducted follow-up work on the implementation of this recommendation. We reviewed MSHA's human capital planning documents and obtained data on the number of inspectors employed by MSHA and the number of them eligible for retirement. In addition, we interviewed officials responsible for MSHA's human resources department, officials in MSHA's district offices, and officials at the National Mine Health and Safety Academy. We completed our work between June 2006 and March 2007 in accordance with generally accepted government auditing standards. In 2004, MSHA began a new process for hiring mine inspectors under the auspices of the Federal Career Intern Program (FCIP)--a federal program designed to recruit and retain high caliber candidates and develop their professional abilities. The use of the FCIP has led to a number of improvements in inspector recruiting and hiring, such as being able to identify applicants with the basic skills needed to be a successful inspector early in the process and decreasing the time it takes the agency to hire new inspectors. Since MSHA began using the program, the agency has hired 236 new coal mine inspector trainees. However, while MSHA has taken significant steps to improve its hiring process, the agency's human capital plan does not include a strategic approach for addressing the large number of retirements expected in the next 5 years. MSHA estimates that over 40 percent of its inspectors will be eligible for retirement by 2012. District officials expressed concerns about the impact that losing experienced inspectors may have on the agency's ability to achieve its goals, particularly completing required safety and health inspections on time.
MSHA has taken significant steps to reform its process to recruit and hire new mine inspectors. However, the high attrition expected over the next 5 years, coupled with the amount of time needed to train new inspectors to become proficient at their duties, means the agency could jeopardize these successes without a clear and well-thought-out plan that addresses the expected turnover in its experienced workforce. While the agency has data on expected retirements and its recent attrition, it has not utilized this information in a strategic approach to prepare for the longer-term needs of the agency. Because MSHA does not utilize the data it already collects, and has not developed measurable goals, the agency's ability to monitor and evaluate its progress toward meeting its human capital goals is inhibited.
RecommendationsOur recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
Director: Daniel Bertoni Team: Government Accountability Office: Education, Workforce, and Income Security Phone: (202) 512-5988GAO-07-704R, MSHA's Revised Hiring Process Has Improved the Agency's Recruiting Efforts, but Its Human Capital Strategic Plan Does Not Adequately Project or Address Its Future Workforce Needs
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May 16, 2007:
Subject: MSHA's Revised Hiring Process Has Improved the Agency's
Recruiting Efforts, but Its Human Capital Strategic Plan Does Not
Adequately Project or Address Its Future Workforce Needs:
Congressional Requesters:
In 2003, GAO recommended that the Mine Safety and Health Administration
(MSHA) develop a plan for addressing anticipated shortages in the
number of qualified inspectors due to upcoming retirements, including
considering options such as streamlining the agency's hiring process
and offering retention bonuses.[Footnote 1] As you requested, we
conducted follow-up work on the implementation of this recommendation.
We reviewed MSHA's human capital planning documents and obtained data
on the number of inspectors employed by MSHA and the number of them
eligible for retirement. In addition, we interviewed officials
responsible for MSHA's human resources department, officials in MSHA's
district offices, and officials at the National Mine Health and Safety
Academy. We completed our work between June 2006 and March 2007 in
accordance with generally accepted government auditing standards.
In 2004, MSHA began a new process for hiring mine inspectors under the
auspices of the Federal Career Intern Program (FCIP)--a federal program
designed to recruit and retain high caliber candidates and develop
their professional abilities. The use of the FCIP has led to a number
of improvements in inspector recruiting and hiring, such as being able
to identify applicants with the basic skills needed to be a successful
inspector early in the process and decreasing the time it takes the
agency to hire new inspectors. Since MSHA began using the program, the
agency has hired 236 new coal mine inspector trainees.
However, while MSHA has taken significant steps to improve its hiring
process, the agency's human capital plan does not include a strategic
approach for addressing the large number of retirements expected in the
next 5 years. MSHA estimates that over 40 percent of its inspectors
will be eligible for retirement by 2012. District officials expressed
concerns about the impact that losing experienced inspectors may have
on the agency's ability to achieve its goals, particularly completing
required safety and health inspections on time. We are recommending
that MSHA engage in a strategic planning effort that utilizes the data
it collects on expected retirements and actual attrition to develop
goals that can be monitored and evaluated.
Background:
Mine safety and health inspectors carry out the day-to-day
responsibility of ensuring that underground coal mines are safe and
hazard-free workplaces. The Federal Mine Safety and Health Act of 1977,
as amended (the Mine Act) requires that representatives of MSHA conduct
frequent inspections and investigations in coal and other mines each
year for the purpose of:
* obtaining, utilizing, and disseminating information relating to
health and safety conditions; the causes of accidents; and the causes
of diseases and physical impairments originating in such mines;
* gathering information with respect to mandatory health or safety
standards;
* determining whether an imminent danger exists; and:
* determining whether there is compliance with the mandatory health or
safety standards detailed in the act, or with citations, orders, or
decisions issued under the act.
For underground coal mines, MSHA is required to inspect each mine in
its entirety at least four times a year. The agency also has the
authority to conduct more frequent inspections for some mines, such as
those that liberate excessive quantities of methane or other explosive
gases. It is the job of the inspectors to conduct these inspections and
issue citations for any violations of the health and safety standards.
Inspectors are granted a great deal of responsibility and ultimately
have the authority to interrupt a mine's production in certain
circumstances.
The Mine Act outlines the qualifications each mine inspector must
possess:
* practical experience in mining,
* experience as a practical mining engineer, or:
* education.
In addition, 5 years of practical experience is preferred, but not
required.[Footnote 2]
As we identified in our 2003 report, the inspector workforce is in a
state of transition. At the time of that report, we recommended that
MSHA develop a plan for addressing anticipated shortages in the number
of qualified inspectors due to upcoming retirements. As a part of that
recommendation, we suggested that the agency consider options such as
streamlining its hiring process and offering retention bonuses. This
recommendation stemmed from the finding that, at that time, between 20
and 86 percent of the underground coal mine inspectors in the agency's
11 districts were eligible for retirement within 5 years--an average of
44 percent across all of the districts. In addition to the anticipated
turnover in experienced inspectors, the officials we talked with at
that time reported difficulty in hiring new inspectors quickly and
training them to replace outgoing staff.
MSHA Developed a Strategic Approach to Hire Mine Inspectors:
In 2004, MSHA began using the FCIP to hire new mine inspectors. Since
it began using the program, MSHA has hired 301 interns, 236 of whom are
coal mine inspector trainees.[Footnote 3] The FCIP requires agencies to
determine how the program can be used to fulfill recruitment needs for
particular occupations, and develop procedures for accepting
applications, evaluating, and selecting candidates. They also must
implement a formal training program for the interns and monitor program
activities. MSHA's use of this program has led to a number of
improvements in its hiring practices.
Through the FCIP, MSHA developed a process for assessing applicants'
skills, conducting interviews, and providing applicants with immediate
feedback on their aptitude during 1-day job fairs held in locations
around the country. As of October 2004, all applicants for inspector
positions must attend job fairs, where they are tested on basic math
and writing skills. In order to interview with MSHA for the positions,
applicants must pass these standardized exams. MSHA reported that this
screening process has helped the agency maximize its resources, since
the exams identify at an early stage applicants who do not have the
basic skills needed to become a successful inspector. For example, of
the 1,256 applicants tested in 2005 and 2006, 49 percent failed either
the math or written exam, or both.
In comparison, MSHA's previous hiring process limited its ability to
assess the skills and abilities of applicants for mine inspector
positions. MSHA officials explained that, under the old process,
applicants were ranked by experience, and their basic skills were not
considered. For example, they explained that the agency hired people
with considerable mining experience, but some of them had weak reading
and writing skills. As a result, MSHA spent time during new mine
inspector training teaching these basic skills. A skills inventory
conducted by the Department of Labor in fiscal year 2003 identified the
need to close the competency gaps in the mine safety and health
inspector workforce in three areas: oral communication; writing; and
legal, government, and jurisprudence.[Footnote 4] The new assessment
process used during the job fairs is a step toward ensuring that MSHA's
inspectors have a standard level of proficiency.
Applicants that successfully complete the math and written exams move
on to a structured interview with a panel of MSHA officials that
includes an administrative official, such as someone from human
resources, and one supervisory or management official. During the
interviews, the same questions are posed to all applicants at each job
fair in the same order. The questions assess, among other things, the
applicant's general skills in areas such as problem solving,
interpersonal skills, and oral communication. In addition, applicants
for higher paying positions are asked about their knowledge of and
experience in mining, including experience with inspections and
knowledge of the laws and regulations governing mines.
Under its new approach, MSHA has been able to reduce the amount of time
it takes to hire a new mine inspector. Under the old hiring process,
MSHA officials reported that it often took up to 180 days to hire an
inspector. Now, agency officials reported that they have reduced the
hiring time to 45 days or less.[Footnote 5] In addition, the Office of
Personnel Management approved MSHA's request to hire mine inspectors
through the FCIP under a broader range of pay scale levels, which
allows the agency to hire individuals with a broader range of
experiences.[Footnote 6] For example, an applicant might have little
experience in mining but possess relevant experience in construction
and electrical engineering. This applicant would be hired as a mine
inspector trainee at the lower end of the pay scale and given
additional training in areas specific to mine health and safety.
Similarly, MSHA can hire highly experienced applicants, such as those
with knowledge of progressive mining methods, at the higher end of the
pay scale as an incentive to attract these candidates.
In addition, MSHA officials commented that the job fairs have helped
the agency reduce the number of interagency transfers that occurred
under its old hiring process, which was a significant problem.
According to these officials, because applicants from any location
could apply for positions in any MSHA district office, they often
applied for a position in one location and then, shortly after being
hired, applied for a transfer to the area where they lived. Now,
however, since job fairs are held in the locations where applicants are
being sought and applicants must attend the job fairs in person, they
tend to live in those communities and are less likely to request a
transfer to another location once they are hired.[Footnote 7]
Appointments to the FCIP are generally for 2 years, at which point the
intern may be offered a permanent position. During the internship, new
hires are required to participate in a formal training program. To meet
this requirement, inspector trainees participate in training modules at
the National Mine Health and Safety Academy--a training center run by
MSHA that conducts a variety of education and training programs in
health and safety and related subjects for federal mine inspectors and
other government mining and industry personnel. Each module lasts for 3
to 4 weeks and is interspersed by periods of time when inspector
trainees return to their districts for on-the-job training with
experienced inspectors. Training classes include mine rescue, accident
prevention, investigations, inspection procedures, mine emergency
procedures, mine technology, and management, among others. Some of the
courses include practicing techniques in the Mine Academy's mine lab to
provide the new inspectors with training in a simulated mine
environment. Mine Academy officials reported that new inspectors can
complete the formal training in 11 months but are expected to continue
with structured on-the-job training throughout the duration of their
participation in the FCIP. Each inspector trainee also develops an
Individual Development Plan, which guides and documents the training
and development process. Inspectors with relatively little experience
(and hired at the lower end of the pay scale) participate in the FCIP
longer--3 years instead of 2 years--to give the agency time to assess
their performance and knowledge before a decision is made on whether to
convert them to permanent employee status. While the internship period
serves to develop the inspectors, it also doubles as an opportunity to
determine their quality and compatibility with the agency. Although new
inspectors participate in a 2-to 3-year training program , district
managers and Mine Academy officials agreed that, realistically, new
inspectors can take up to 5 years to become fully competent and
confident in their roles as underground coal mine inspectors.
MSHA's Human Capital Plan Does Not Adequately Project Its Workforce
Needs:
While the improvements MSHA has made to its recruiting process are an
important part of addressing impending retirements, the agency has not
developed a long-term strategy for replacing mine inspectors. MSHA has
developed a human capital strategic plan that declares it is designed
to shift the basis of human resources planning from a reactive and
passive model to a proactive competency-based model. However, according
to our review of the plan and discussions with MSHA officials, the
agency has not demonstrated how it plans to address the large number of
retirements of its inspector workforce in the coming years.
MSHA estimates that over 40 percent of its inspectors will be eligible
for retirement by 2012 (see table 1).[Footnote 8]
Table 1: Number of Underground Coal Mine Inspectors and Those Eligible
for Retirement by 2012:
Number of underground coal mine inspectors;
District office: 1: 6;
District office: 2: 38;
District office: 3: 39;
District office: 4: 71;
District office: 5: 35;
District office: 6: 56;
District office: 7: 52;
District office: 8: 24;
District office: 9: 26;
District office: 10: 16;
District office: 11: 14;
District office: Total: 377.
Number of underground coal mine inspectors eligible to retire within 5
years;
District office: 1: 3;
District office: 2: 23;
District office: 3: 15;
District office: 4: 36;
District office: 5: 12;
District office: 6: 16;
District office: 7: 13;
District office: 8: 10;
District office: 9: 13;
District office: 10: 8;
District office: 11: 5;
District office: Total: 154.
Percentage eligible to retire within 5 years;
District office: 1: 50%;
District office: 2: 61%;
District office: 3: 38%;
District office: 4: 51%;
District office: 5: 34%;
District office: 6: 29%;
District office: 7: 25%;
District office: 8: 42%;
District office: 9: 50%;
District office: 10: 50%;
District office: 11: 36%;
District office: Total: 41%.
Source: GAO analysis of MSHA data.
Note: Data are as of January 31, 2007.
[End of table]
MSHA reported that, in the last 3 years, between 32 and 47 percent of
the coal mine enforcement employees eligible to retire actually did so
in the first year of eligibility.
Human resources officials explained some steps they are taking to
monitor the retirements in each district, such as maintaining
communication with the district managers so that, when a retirement is
announced, the agency can authorize the district manager to begin the
process to hire a candidate from the job fairs. In addition, these
officials explained that MSHA is about to start a new program to
prepare for the loss of supervisors and managers, which will consist of
a 1-year training program. Despite these steps, the agency has not
developed a strategic plan that demonstrates how it will address the
challenges in a manner that is clearly linked to achieving its mission
and goals. For example, the plan does not adequately take into account
the potential increases in future hiring and the time necessary to
fully train replacements.
Further, district officials expressed concern over the retirements and
loss of highly experienced coal mine inspectors, and the impact these
challenges have on achieving the goals of the agency. For example, one
district official told us that recent retirements have left the
district short-handed and expressed concern over the inspectors'
ability to complete the required annual mine inspections on time.
MSHA officials told us they generally hire replacements only after a
current inspector leaves, which prevents having a period of overlap
during which experienced inspectors likely to retire soon and newly
hired inspectors are both on board. They also said that, given the long
time it takes to train new inspectors, having this overlap would assist
them to better manage their workload because it would allow experienced
inspectors to train their replacements before they retired. The
officials explained that budget restrictions contribute to this
approach.
GAO has reported on effective strategies for workforce planning that
require a more strategic outlook to meeting the challenges of the
future and developing a process for monitoring and evaluating an
agency's goals.[Footnote 9] Strategic human capital planning that is
integrated with broader organizational strategic planning is critical
in ensuring that agencies have the talent they need for future
challenges, especially as the federal government faces a large wave of
retirements. Among other elements, strategic planning serves as a tool
to help agencies address challenges in a manner that is clearly linked
to achieving their mission and goals. For example, GAO reported on an
approach the Social Security Administration is using to mitigate the
impact of retirements on its workforce and broader agency goals. By
using data to make long-term projections, the agency was able to design
a transition program to ensure that experienced employees were
available in critical areas of the agency and that the institutional
knowledge would not be lost because of turnover. The agency revisits
the projections on a regular basis and uses the information to address
broader agency goals for improvement.
Conclusions:
MSHA has taken significant steps to reform its process to recruit and
hire new mine inspectors. However, the high attrition expected over the
next 5 years, coupled with the amount of time needed to train new
inspectors to become proficient at their duties, means the agency could
jeopardize these successes without a clear and well-thought-out plan
that addresses the expected turnover in its experienced workforce.
While the agency has data on expected retirements and its recent
attrition, it has not utilized this information in a strategic approach
to prepare for the longer-term needs of the agency. Because MSHA does
not utilize the data it already collects, and has not developed
measurable goals, the agency's ability to monitor and evaluate its
progress toward meeting its human capital goals is inhibited.
Recommendation for Executive Action:
Given the long lead time needed to train new inspectors to replace
those retiring, MSHA needs to focus its planning efforts on estimating
and managing the large number of expected retirements. To begin this
process, we recommend that the agency engage in a strategic planning
effort that utilizes the data it collects on expected retirements and
actual attrition to develop goals that can be monitored and evaluated.
Agency Comments:
We obtained comments on a draft of this report from MSHA. These
comments are reproduced in appendix I.
In general, MSHA agreed that it can continue to enhance strategic
planning in the area of human capital. However, in response to the
number of retirements expected, MSHA officials commented that only 15
percent of its workforce will retire in the coming years. These data
are based on calculations that factor in the entire underground coal
inspector workforce, as opposed to just the number of inspectors
eligible for retirement. Our analysis focused on the number of
inspectors eligible for retirement who actually retired the first year
they were eligible. We found that between 32 and 47 percent of
retirement-eligible inspectors are likely to leave MSHA in the first
year of eligibility. Therefore, MSHA's succession planning should focus
on the number of inspectors who are eligible for retirement over the
next 5 years. Understanding this population will help the agency plan
for the potential impact on its experienced workforce and allow the
agency to identify the needs of the remaining workforce, such as
training less experienced staff and identifying supervisors to replace
those who leave.
MSHA also stated in its response that the hiring of additional
enforcement staff as a result of funds provided by an emergency
supplemental appropriations bill passed in 2006 will effectively reduce
mass retirements because of the increased number of less tenured
employees. In addition, MSHA commented that it conducts exhaustive
reviews to identify where current and future vacancies exist and where
industry shifts require MSHA to adjust its workforce. The agency also
noted that it has planned its recruitment strategy to hire enough
inspectors in fiscal year 2007 to mitigate the impact of expected
retirements this year. While these actions are commendable, they are
examples of actions that should be tied to specific, measurable goals
in the agency's strategic human capital plan. This would provide
accountability and allow better oversight by entities such as GAO and
the Congress.
We are sending copies of this report to the Secretary of Labor,
relevant congressional committees, and other interested parties. Copies
will be made available to others upon request. In addition, the report
will be available at no charge on GAO's Web site at http://www.gao.gov.
Please contact me at (202) 512-7215 if you or your staff have any
questions about this report. Revae Moran, Assistant Director; Sara L.
Schibanoff, Analyst-in-Charge; and Lerone C. Reid made key
contributions to this report. Sheila R. McCoy provided legal
assistance.
Sincerely yours,
Signed by:
Daniel Bertoni:
Director, Education, Workforce, and Income Security Issues:
List of Congressional Requesters:
The Honorable Robert C. Byrd:
Chairman:
Committee on Appropriations:
United States Senate:
The Honorable Edward M. Kennedy:
Chairman:
The Honorable Michael B. Enzi:
Ranking Member:
Committee on Health, Education, Labor, and Pensions:
United States Senate:
The Honorable Tom Harkin:
Chairman:
The Honorable Arlen Specter:
Ranking Member:
Subcommittee on Labor, Health and Human Services, Education, and
Related Agencies:
Committee on Appropriations:
United States Senate:
The Honorable Patty Murray:
Chair:
The Honorable Johnny Isakson:
Ranking Member:
Subcommittee on Employment and Workplace Safety:
Committee on Health, Education, Labor, and Pensions:
United States Senate:
The Honorable George Miller:
Chairman:
Committee on Education and Labor:
House of Representatives:
The Honorable John D. Rockefeller IV:
United States Senate:
The Honorable Shelley Moore Capito:
House of Representatives:
The Honorable Alan B. Mollohan:
House of Representatives:
The Honorable Nick Rahall:
House of Representatives:
[End of section]
Appendix I: Comments from the Department of Labor:
U.S. Department of Labor:
Mine Safety and Health Administration:
1100 Wilson Boulevard:
Arlington, Virginia 22209-3939:
May 01 2007:
Mr. Daniel Bertoni:
Director:
Education, Workforce, and Income Security Issues:
General Accounting Office:
441 G. Street, NW:
Washington, DC 20548:
Dear Mr. Bertoni:
Thank you for the opportunity to comment on your draft report titled
"MSHA's Revised Hiring Process Has Improved the Agency's Recruiting
Efforts, but Its Human Capital Strategic Plan Does Not Adequately
Project or Address Its Future Workforce Needs." We agree that MSHA,
like many federal agencies, can continue to enhance strategic planning
in the area of human capital. However, we take issue with your
conclusions. Specifically, several vital human capital issues and
planning efforts were discussed with your staff both during the course
of the review and during your exit conference but are not included in
the draft report.
GAO Conclusion: "MSHA has taken significant steps to reform its process
to recruit and hire new mine inspectors. However, the high attrition
expected over the next 5 years, coupled with the amount of time needed
to train new inspectors to become proficient at their duties, means the
agency could jeopardize these successes without a clear and well-
thought-out plan that addresses the expected turnover in its
experienced workforce."
MSHA Response: We again assert that being eligible to retire is much
less a dominant factor than employees projected to actually retire.
Although we estimate that 40% of underground inspectors will become
eligible to retire in 1-5 years, the data trends show that at most 15%
actually will retire. More employees stay on the job after reaching
eligibility due to the FERS benefit system and other personal
decisions.
Moreover, the MINER Act of 2006 mandates that the agency hire an
additional 170 enforcement employees within the Coal program using
supplemental funds supplied by Congress. The inclusion of new hires,
both as supplemental and back-fill employees, effectively reduces the
percentage of inspectors eligible to retire within 5 years. Finally,
the increased population of less tenured government employees greatly
reduces the probability that at any given time MSHA will face mass
retirement.
GAO Conclusion: "While the agency has data on expected retirements and
its recent attrition, it has not utilized this information in a
strategic approach to prepare for the longer-term needs of the agency.
Because MSHA does not utilize the data it already collects, and has not
developed measurable goals, the agency's ability to monitor and
evaluate its progress toward meeting its human capital goals is
inhibited."
MSHA Response: MSHA currently engages in extensive strategic planning
and utilizes collected data for employee attrition and retirement to
inform its strategic hiring goals. While the 2006 DOL human capital
plan did not specifically address the strategic approaches MSHA
instituted, we have planned and implemented strategic efforts to
replace inspectors lost to attrition and retirement. Since July 1,
2006, MSHA augmented already existing strategic hiring plans by
revamping our strategy in the following ways:
* Human Resources and Coal headquarters and field management conduct
exhaustive reviews to pinpoint areas of concern for the immediate
future (1-3 years), including existing vacancies, anticipated
vacancies, and industry shifts that require MSHA to adjust its
workforce. This review and analysis is an ongoing, dynamic process,
with projections and targeted hiring undergoing constant refinement
based on attrition and industry shifts. This flexibility allows MSHA to
compensate for periods and geographic locations of greatest need. For
example, we recently conducted repeat job fairs in the same districts
only three months apart to account for our forecasted needs.
* MSHA realizes that the nature of our mission and the training needed
to accomplish our mission require a qualified pool of talent from which
to add new human capital. Traditionally, MSHA relied on lapse rates to
inform the Agency hiring strategy on upcoming vacancies due to
attrition and retirement. To mitigate this situation and proactively
address the issue, MSHA's strategic plan for FY 2007 includes front-
loading the numbers targeted for recruitment through 09/30/2007 by 56,
which is the approximate number of inspectors eligible to retire. This
decision reflects MSHA's desire to hedge against the trends discussed
above and prepare a qualified work force from which to draw future
inspectors.
Again, thank you for the opportunity to comment on your draft report.
We are certainly open to dialogue with your staff regarding any
additional strategic planning actions needed beyond what MSHA is
currently doing.
If you have any questions, please contact David Meyer at (202) 693-9802
or Brent Carpenter at (202) 693-9782.
Sincerely,
Signed by:
Richard E. Stickler:
Assistant Secretary for Mine Safety and Health:
[End of section]
(130653):
FOOTNOTES
[1] GAO, Mine Safety: MSHA Devotes Substantial Efforts to Ensuring the
Safety and Health of Coal Miners, but Its Programs Could Be
Strengthened, GAO-03-945 (Washington, D.C.: Sept. 5, 2003).
[2] An associate solicitor of the Department of Labor issued a
memorandum in 1991 analyzing the statutory qualification requirements
for inspectors. He concluded that the 5 year requirement, which is
qualified by the statement "to a maximum extent feasible," is not an
absolute requirement. Therefore, MSHA can appoint individuals who lack
5 years of experience but meet one of the three qualifications noted
above.
[3] These data are as of February 2007. The non coal interns were hired
as inspector trainees for metal/nonmetal mining operations. Metal and
nonmetal mining is separated into four broad categories: metal,
nonmetal, stone, and sand and gravel.
[4] Labor defined the "legal, government, and jurisprudence" area as
knowledge of laws, legal codes, court procedures, precedents, legal
practices and documents, government regulations, executive orders,
agency rules, government organization and functions, and the democratic
political process.
[5] According to an MSHA human resources official, this time frame
begins when an applicant receives a job offer and includes time for the
agency to review the results from a medical exam and drug test. It does
not include any time that an applicant might be placed on a waiting
list if the district does not have a job opening available.
[6] MSHA can offer new mine inspectors positions under the government
general schedule (GS) that range from GS-5 to GS-11. As of January
2007, the potential pay ranged from $25,623 to $61,068.
[7] For example, between October 2006 and April 2007, MSHA held job
fairs in each of its 11 coal mine districts.
[8] MSHA faces similar shortages in its engineer and scientist
workforce in coming years. See GAO, Mine Safety: Better Oversight and
Coordination by MSHA and Other Federal Agencies Could Improve Safety
for Underground Coal Miners, GAO-07-622 (Washington, D.C.: May 16,
2007).
[9] GAO, Human Capital: Federal Workforce Challenges in the 21ST
Century, GAO-07-556T (Washington, D.C.: March 6, 2007); GAO, Human
Capital: Key Principles for Effective Strategic Workforce Planning, GAO-
04-39 (Washington, D.C.: Dec. 11, 2003).
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