Our goal is to attract, engage, and retain the highest quality employees, and to assist management in creating an environment where our employees feel respected and supported in a manner that enables them to perform to their fullest potential. Keeping pace with the changing demands of USIBWC's work and its workforce is a primary focus of the Human Resources Office in maintaining USIBWC's position as an employer of choice. Our role in the Human Resources Office is to translate USIBWC's business strategy into world-class workforce capabilities; maximize USIBWC employees' contributions toward the organization's success; collaborate with USIBWC leadership in making cultural and organizational changes; and provide human resource expertise, using a corporate perspective, to meet Federal and Agency objectives and requirements.

HR functions include Human Capital Strategy; Business Performance; Staffing and Recruitment Diversity Recruitment; Position Classification and Position Management; Employee Relations; Labor Relations; Personnel Security/Credentialing; Pay Administration; Performance Management; Workforce Planning; Organizational Management; Building Leadership; Employee Benefits; Processes personnel actions for all USIBWC employees for promotions, within-grade-increases, awards, retirements, adverse actions, employee death, security clearance updates, extended leave, alternative work schedule changes, performance appraisals, etc., maintenance of official personnel folders and records.

Management Advisory Services include providing robust management advisory services to the USIBWC organization of their managerial responsibilities in delivering Human Capital Strategy, Contributing to Business Performance; Strategic Position management and position classification; recruitment and staffing for positions utilizing hiring flexibilities, Federal Equal Opportunity Recruitment Program, Veterans Programs, Student Employment Educational Programs, Special Hiring Authorities; Strategic workforce planning; Organization and management analysis; Strategic Performance Management, Employee Relations and Labor Relations; Building Leadership, PMC coordination, counseling on retirement, leave, insurance, adverse actions, ethics, financial disclosure requirements and conflict of interest determinations. Contact Human Resources Office

Employee Survey Report

2012 Federal Employee Viewpoint Survey was conducted Government-wide by the Office of Personnel Management (OPM) through an online survey conducted from April 4, 2012 – May 16, 2012. OPM sent the survey to all permanent fulltime and parttime employees who were on our rolls as of October 31, 2011. This year IBWC had a response rate of 71% as opposed to the Government-wide response rate of 46%.

The most improved areas for IBWC this year were: training needs being assessed; the work unit being able to recruit people with the right skills; employees being protected from health and safety hazards on the job; the organization preparing employees for potential security threats; supervisors/team leads supporting employee development; satisfaction with the policies and practices of the senior leaders; and employees satisfaction with the training received for their present job.

The areas that need improvement are: having sufficient resources (for example, people, materials, budget) to get the job done; promotions in the work unit are based on merit; differences in performance are recognized in a meaningful way; pay raises depend on how well employees perform their jobs; creativity and innovation are rewarded; and satisfaction with the opportunity to get a better job in the organization.

Message from Commissioner Drusina
"As Commissioner, I am very proud of all employees of the USIBWC. I appreciate the hard work and the loyalty you show to the Agency each and every day. It is essential that you feel appreciated for being the high performers you are. It is very important that we treat each other with the respect and dignity we deserve. I am committed to all of us exhibiting strong ethics and honesty in everything we do. I have zero tolerance for prohibited personnel actions and not following the Merit System Principles. The Senior managers and I strongly believe we need to work together in developing these values throughout the organization until they become part of our identity.”