hr solutions chosen employer, chosen provider by government, for government workforce planning...
TRANSCRIPT
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Workforce Planning
Stacie Porter, HR ConsultantWorkforce and Succession Planning Team, HR Strategy
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Agenda
• The Federal Context– Federal Regulation: 5 CFR 250 and GPRA-MA 2010
Requirements
• What is Workforce Planning• OPM Workforce Planning Model• Agency Examples• Implementation• Wrap-up and Questions
2
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
HR Maturation Process
HR Business Partners
3
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Former HCAAF Model
Workforce Planning
4
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
The Human Capital Framework (HCF)ORGANIZATION
Strategic Operational EmployeeE
NV
IRO
NM
EN
T
FE
ED
BA
CK
Retain
Recruit
Develop
Hire
StrategicPlanning
&Alignment
Evaluation
TalentManagement
PerformanceCulture
Program Activities
& ProcessOwners
Program Milestones
& Measures
Workforce Planning
5
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Human Capital Framework
2
TALENT MANAGEMENT
• Workforce Planning• Employee Development• Leadership Development• Retention• Knowledge Management
STRATEGIC PLANNING AND ALIGNMENT
• Agency Strategic Planning• Strategic Human Capital
Planning• HR as a Strategic Partner• Annual Performance Planning• Best Practices Knowledge
Sharing• Organizational Development• Change Management
PERFORMANCE CULTURE
• Continuous Learning• Performance Management• Diversity and Inclusion• Engaged Employees• Collaboration• Labor/Management
Partnership• Work-Life
EVALUATE
• Business Analytics• Data Driven Decision Making
6
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Improving Agency Performance
Revising GPRA-MA & 5 CFR 250
Improving Data Driven
Reporting
Deploying HR Stat
7
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Revising 5 CFR 250 and GPRA-MA
Establishes Cross-Agency Priority (CAP) Goals.
Requires agencies to incorporate HC goals into strategic plans.
Requires agencies to incorporate HC management in agency performance plans.
Requires HC performance reporting by Agencies.
8
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Improving Data Driven Reporting
Type of Goals Timing Reviews
Federal Cross-Agency Priority (CAP) Goals
Every 4 years
Quarterly by OMB Director/PIC
Strategic Goals and Objectives Every 4 years
Annual by agencies and OMB
Agency Priority Goals (APGs) Also referred to as “performance goals.”
Every 2 years
Quarterly by agency COO/PIO
9
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Deploying HR Stat
OPM OversightCommunity of
PracticeMentoring
Start-Up
Refine & Improve
Perform and
Evaluate
10
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Introduction to Workforce Planning
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
What is WFSP?
Right People
Right Place
Right Time
12
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
OPM Mandate
U.S.C requires agencies set a standard for integrating its HR strategies into their budget and performance plans…the agency holds managers and human resources officers accountable for efficient and effective human resources management in support of the agency’s mission in accordance with merit system principles.
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Beyond Compliance
Compliance
Effectiveness
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Benefits to Effective Strategic Workforce Planning
15
Shape the workforce culture
Build talent pipelines to ensure
workforce continuity
Forecast staffing shortfalls and plan
accordingly
Concentrate resources on the
talent development process
Implement strategic recruitment
initiatives
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Repercussions of Ineffective Strategic Workforce Planning
16
Risk of critical positions being
vacant
Poor use of training and
development dollars
Inability to respond to crisis
situations or mission changes
Line-level talent vacuum
Derailment of agency strategic
plan
Decreased engagement and
productivity in the workforce
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government 17
Workforce Planning Model
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government 18
Phase 1: Identify Agency Goals
(Strategic Alignment)
Workforce Planning Model
• Ensure the workforce planning initiatives point to workforce requirements and the organization’s mission and goals
• Gather relevant information (qualitative and quantitative) to inform strategic priorities
Available Tools: Workforce Data and Trend Analysis, SWOT Analysis, Scenario Planning
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
• Supply Analysis– Gathering competency proficiency ratings and staffing
counts on the current workforce
• Demand Analysis– Identification of future required competency proficiency
levels and projected staffing demands
19
Phase 2: Supply and
Demand
Workforce Planning Model
Available Tools: Competency Gap Assessment, http://hr.od.nih.gov/workingatnih/competencies/default.htm
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government 20
Competency Modeling
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
• Integration and comparison of supply and demand analyses to determine potential workforce quantity (staffing, diversity) or quality (competency) gaps
• Identification of further analyses to explore extent of gaps (e.g., training needs analysis, workload analysis, organizational assessment)
21
Phase 3: Identify
Workforce Gaps
Workforce Planning Model
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
What Can Happen if Gaps Are Not Addressed?
• Increased employee turnover• Misallocation of training and development funds• Poor productivity• Unnecessary hiring• Employee and supervisor frustration• Negative customer assumptions
22
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
• Prioritize gaps and identify solutions• Develop talent management plan with
appropriate action plan, metrics , and timeframes in alignment with GPRA-MA
– Identification of desired outcomes and standards of success, and measures of success
• Establish an evaluation plan
23
Phase 4: Develop and Implement
Strategies to Close Gaps
Workforce Planning Model
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Strategies to Close Gaps
24
Staffing•Operational change•Recruit and Retain Talent•Succession Planning•Outsourcing•Organizational change
Competency Gaps
•Knowledge/skills transfer•Training courses or programs•Developmental opportunities•Performance management•Career development resources
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Agency Example: Career Paths(Additional Document)
25
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Agency Example: Succession Matrix
26
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
• Identification of desired outcomes and standards of success
• Identification of measures of success• Establishment of an evaluation plan • Assistance in developing or managing the
workforce planning evaluation measures• Establishment of mechanisms for continuous
program evaluation and improvement• Evaluation of workforce planning activities as
compared to the Human Capital Framework (HCF)
• Communicate findings and recommendations
27
Phase 5: Evaluate
Workforce Planning
Strategies
Workforce Planning Model
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Workforce Planning Benchmark Organization
• DoD – Secretary Under the Air Force for Acquisition Career Development– Conducted Workforce Analyses to include SWOT
analyses and Scenario Planning– Conducted competency and gap analysis– Built staff acquisition, development, and retention
programs for the Electronic Systems Center• Structured interviews• Multiple hurdle approach to hiring• Recruiting and branding strategies and materials
28
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Workforce Planning Benchmark Organization
• FDA - Office of Regulatory Affairs– Succession planning and retention initiative– Identified mission critical occupations– FDA-wide workforce analysis– Environmental scanning– Competency modeling and gap analysis– Expanded employment brand– Career path plans and “job fit” programs
29
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Implementation Best Practices
• Set a vision and generate buy-in• Identify a team of people committed to program
development and long-term vision• Make a plan (w/metrics) and communicate that
plan• Align strategies with both short-term and long-
term organizational priorities• Find what matters most• Identify high-impact, low-cost solutions
30
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Implementation (con’d)
• Integrate into business planning cycle• Include Change Management and
Communication Plans• Build systems to sustain the process• Start Somewhere• Ensure Leadership Support • Allocate Resources• Keep it Simple Smarty
31
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Questions?
HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government
Thank You
For more information contact:Stacie Porter
Workforce and Succession PlanningHR Strategy & Evaluation Solutions
33