improving certification, training, & professional development for the at&l community project...
TRANSCRIPT
Improving Certification, Training, & Professional Development for the
AT&L Community
Project Update09-09-2006
Robert Hausmann, CNAC
Judith Bayliss, DAU
LCL Career FieldUPDATE
2
Project Update Summary
• Project has gained visibility and traction thanks to presentations to SSB, CDSC Directors, WMG, Army DACM, AF DACM, Navy DACM etc.
• LCL Career Field Project has moved from Expert Panel to Focus Group Data Collection Stage
• Other Career Fields efforts are also moving along with addition of Property and Contracting/ Purchasing
• Need more SMEs and full participation from all components
• Currently scheduling more sessions• 2 sessions planned (9/12, 9/20, 9/21)
3
Standard/Repeatable Process:• Implementing OPM approved methodology • Reviewed/accepted by research psychologists
Time-Line: 4 Initial Career Fields1. PM (10/06)2. LOG (12/06)3. SPRDE (03/07)4. PROPERTY (06/07)– Contracting/Purchasing to follow (06/08)
Time line established in AT&L Human Capital Strategic Plan
Human Capital Strategic PlanProject Has Gained Traction
4
Expert Panels Completed
1. Assemble Expert Panel for career fields to gather input from senior leaders
2. Conduct online or facilitated focus groups to identify and match competencies (key behaviors, KSAOs, and outputs) to essential job functions
3. Develop key situations through online structured interviews to identify specific job-related behaviors of superior performers
4. Multi-rater Survey of job incumbents and managers to evaluate:– Importance– Criticality– Observed frequency of competency-related behaviors
> Framework Finalized
> Focus Group Data Collection Begins 9/12
5
Need For More SMEs
2. Conduct online or facilitated focus groups to identify and match competencies (key behaviors, KSAOs, and outputs) to essential job functions
3. Develop key situations through online structured interviews to identify specific job-related behaviors of superior performers
• Quantico 9/12 (AM and PM Sessions)• Belvoir 9/20 and 9/21 (AM and PM Sessions)• WPAFB• PAX River • Albany, GA• Huntsville, ALWeb-based data collection tool
Currently Scheduling More Data Collection Sessions
6
Logistics Timeline
Week of: 4 11 18 24 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26
PM Competency Model
Expert Panel
Subject Matter Experts Prep and Sessions
Survey
Report
Week of: 4 11 18 24 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26
Logistics Competency Model
Expert Panel
Subject Matter Experts Prep and Sessions
Survey
Report
Week of: 4 11 18 24 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26
Property Competency Model
Expert Panel
Subject Matter Experts Prep and Sessions
Survey
Report
NovemberOctoberSeptember
June July August
AugustJune July
October November
Competency Model Development Schedule - Updated 8.3.2006
June July August September
September October November
7
Supporting • Workforce Planning,• Competency Management,• New Certification Framework,• Other Human Capital Initiatives
Implementing OPM Methodologies – standard, repeatable process
Phas
e II
Phas
e III
Phas
e I
Continuing Updates
What’s Ahead
8
HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XMLHR-XML HR-XML HR-XML HR-XMLHR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XMLHR-XML HR-XML HR-XML HR-XMLHR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XML HR-XMLHR-XML HR-XML HR-XML HR-XMLHR-XML HR-XML HR-XML HR-XML
Competency Management
System
Competency Management
System
HumanResources
System
Succession Planning
• Identify expected critical vacancies• Identify employees & candidate gaps
Selection
• Identify skills for superior performance• Explain career development to prospects
Career Planning
• Develop career management accounts
Training and Education
• Analyze skill gaps• Assess optimal timing• Target to work requirements• Performance metrics• Training evaluation• Training needs assessment
Mission Support
• Analyze alignment between the skills and the mission
Organizational Effectiveness
• Identify redundant operations• Link to Mission Goals • Retain key skills
• Identify competencies for future missions
• Plan for projected retirements
Workforce Planning
Additional Issues: Competency Management Outcomes
LearningContentSystem
PerformanceManagement
System
LearningManagement
System
9
HR-XML: Standard suite of XML specifications to enable e-business and the automation of human-resources related data exchanges.*
•Standard data elements used to transmit competency information between agencies
•Data standard for industry vendors to cross-talk
* http://www.hr-xml.org/hr-xml/wms/hr-xml-1-org/index.php?id={28DD2C7955CE926456240B2FF0100BDE|77|2}
OPM Guidance Competency Data Standard
10
OPM Data Elements
11
PM Ex: Management ProcessUnit of Competence: Management ProcessesAddresses agency acquisition policy in support of assigned missions and functions and how agency acquisition professionals (Program Executives, PMs, their deputies, program integrators, analysts, and those in support and management positions) balance risk, the many factors that influence cost, schedule, and performance, to include the tailoring of acquisition policies to ensure quality, affordable, supportable, and effective systems/products are delivered to the user as quickly as possible.
Competency: Requirements Process
Element Performance Criteria (Key Behaviors)
Identify, analyze, and prioritize needs, to establish capability gaps
• Identifying, assessing and prioritizing mission-oriented capabilities including overseeing a functional needs analysis (A study of agency needs vs. capability gaps) to establish requirements.•Coordinate with potential users to further establish program and project requirements.
Develop/Evaluate non-system or activity-specific concepts relative to gaps
• Initiate and evaluate, if applicable, studies of different non-system specific, or activity specific, materiel and non-materiel approaches (concepts) to provide a required capability. (Assessing in an operational context the performance characteristics of alternatives)
Professional SkillsClearly and effectively communicate to stakeholders (Oral Communication)
•Talk to the leaders, experts, personnel and stakeholders involved to build buy-in and/or identify the real value of the program and what it can do to aid in achieving their larger mission.
Aware of the impact of external environment on program (External Awareness)
•Maintains an awareness of the industrial bases capacity, including the supply chain that impacts materials of the end product.
12
PM Ex: Management Process
Unit of Competence: Management ProcessesAddresses agency acquisition policy in support of assigned missions and functions and how agency acquisition professionals (Program Executives, PMs, their deputies, program integrators, analysts, and those in support and management positions) balance risk, the many factors that influence cost, schedule, and performance, to include the tailoring of acquisition policies to ensure quality, affordable, supportable, and effective systems/products are delivered to the user as quickly as possible.
Competency: Requirements Process
Element Performance Criteria (Key Behaviors)
Identify, analyze, and prioritize needs, to establish capability gaps
• Identifying, assessing and prioritizing mission-oriented capabilities including overseeing a functional needs analysis (A study of agency needs vs. capability gaps) to establish requirements.•Coordinate with potential users to further establish program and project requirements.
Develop/Evaluate non-system or activity-specific concepts relative to gaps
• Initiate and evaluate, if applicable, studies of different non-system specific, or activity specific, materiel and non-materiel approaches (concepts) to provide a required capability. (Assessing in an operational context the performance characteristics of alternatives)
Professional SkillsClearly and effectively communicate to stakeholders (Oral Communication)
•Talk to the leaders, experts, personnel and stakeholders involved to build buy-in and/or identify the real value of the program and what it can do to aid in achieving their larger mission.
Aware of the impact of external environment on program (External Awareness)
•Maintains an awareness of the industrial bases capacity, including the supply chain that impacts materials of the end product.
Competency Group Competency Description
Competency Name
Competency Type
Competency Evidence
Proficiency Scale
Proficiency Description
Other OPM Data Elements to track:• Competency Source• Position Competency Requirement• Employee Competency
• Evidence Verification• Competency Weight
13
Questions?