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					Human Capital Assessment and
Accountability Framework
(HCAAF)

Breakout Session # 210
Name: Mike Flentje, Kristin Porter, Frank McNally


Date: Monday, July 19
Time: 2:30 – 3:45



                      1
                                                    1
 The Presenters
Mike Flentje – Public Sector Director, Human
Capital Services Leader
Leads the PwC Public Sector Practice „Human Capital‟ Talent
Network and serves as Project Director for the VA Acquisition Intern
Program Engagement.

Kristin Porter – Public Sector Manager
Serves as Project Manager for the VA Acquisition Intern Program
Engagement


Frank McNally – Public Sector Senior Associate
Former Federal Contracting Officer and Instructor/Subject Matter
Expert for the VA Acquisition Intern Program Engagement




                                    2
AN INTRODUCTION TO HCAAF




         3
            HCAAF System Relationships
                                     Leadership & Knowledge
                                     Management
                                     • Leadership Succession Management
                                     • Change Management
                                     • Integrity and Inspiring Employee
                                      Commitment
                                     • Continuous Learning
                                     • Knowledge Management
Strategic Alignment                                                            Results-Oriented
• Human Capital Planning                                                       Performance Culture
• Workforce Planning                                                           •   Communication
• Human Capital Best Practices                                                 •   Performance Appraisal
  and Knowledge Sharing                                                        •   Pay for Performance
• Human Resources as Strategic                                                 •   Diversity Management
  Partner                                                                      •   Labor/Management Relations




      Accountability                                                      Talent Management
      • Assessment of Progress and                                        • Recruitment
        Results                                                           • Retention
                                                     4
      • Compliance
             The Evolution of HCAAF

2001               2002                2004-2005             2006                2008
• OPM requires     • OMB, OPM,          • Title 5 USC,        • HCAAF and         • Title 5 CFR,
  agencies to        and GAO              Part 1103             the HCAAF           Part 250
  establish HRM      develop              outlines              Practitioners‟      implements
  accountability     HCAAF                responsibilities      Guide are           CHCO Act and
  systems (Exec.   • Chief Human          of OPM                referenced in       HCAAF
  Order 13197)       Capital            • HCAAF                 proposed
• PMA identifies     Officers Act of      revised to            regulations
  Strategic          2002 issued          define five         • New questions
  Management       • Federal              human capital         added to
  of Human           Human Capital        management            Federal
  Capital as a       Survey is            systems and           Human Capital
  priority           launched             metrics to be         Survey
• Human Capital                           included in
  Scorecard                               Federal
  released                                Departments‟
                                          Strategic
                                          Capital Plans


                                                5
The President‟s Management Agenda

    Strategic
  Management           Strategic Management of Human Capital
of Human Capital

   Competitive
                     • Transformation of how the Federal
    Sourcing           government employs, deploys, develops
                       and evaluates the workforce
Improved Financial
  Performance        • Focuses on results, not processes
    Expanded
                     • Places the right people in the right jobs at
    Electronic
   Government          the right time to most effectively perform
                       the work of the organization
  Budget and
  Performance
   Integration

                          6
Why a Human Capital Initiative?




                   7
What HCAAF Means for You

    New Requirements for Federal Agencies
    • Annual Human Capital Management Report
       • Human Capital Strategic Plan
        • Human Capital Accountability Report

    • Quarterly OMB scoring of efforts to implement the
     President‟s Management Agenda Human Capital
      Initiative
    • Invitation to participate in the Federal Human Capital
     Survey (FHCS) every two years




                         8
Discussion: What are the most pressing human
 capital issues facing your organization today?




                    9
HCAAF Tools for Federal Agencies


• HCAAF
  Resource Center
• HCAAF
  Practitioners‟
  Guide
• OPM Federal
  Human Capital
  Survey




                    10
What is the HCAAF Practitioners‟ Guide?

• Outlines the 3-step process of human capital management
  for Federal agencies
• Establishes and defines five human capital systems that
  constitute Federal government human capital management
• Fulfills OPM‟s mandate to design systems and set standards
  and metrics for assessing human capital management in the
  Federal government
• Supports requirement for agencies to submit an annual
  Strategic Human Capital Plan and Agency Human Capital
  Accountability Report



                          11
            HCAAF System Relationships
                                     Leadership & Knowledge
                                     Management
                                     • Leadership Succession Management
                                     • Change Management
                                     • Integrity and Inspiring Employee
                                      Commitment
                                     • Continuous Learning
                                     • Knowledge Management
Strategic Alignment                                                            Results-Oriented
• Human Capital Planning                                                       Performance Culture
• Workforce Planning                                                           •   Communication
• Human Capital Best Practices                                                 •   Performance Appraisal
  and Knowledge Sharing                                                        •   Pay for Performance
• Human Resources as Strategic                                                 •   Diversity Management
  Partner                                                                      •   Labor/Management Relations




      Accountability                                                      Talent Management
      • Assessment of Progress and                                        • Recruitment
        Results                                                           • Retention
                                                    12
      • Compliance
                         System 1: Strategic Alignment



Component          Explanation

Definition         • Alignment of human capital management strategies with agency mission,
                     goals, and objectives

Standard           • Human capital management strategies are aligned with mission, goals,
                     and organizational objectives and integrated into its strategic plans,
                     performance plans, and budgets

Critical Success   •   Human Capital Planning
Factors            •   Workforce Planning
                   •   Human Capital Best Practices and Knowledge Sharing
                   •   Human Resources as Strategic Partner

Metrics            • Documented evidence of a current agency human capital plan that
                     includes human capital goals, objectives and strategies; a workforce plan;
                     and performance measures and milestones
                                           13
                           System 2: Leadership and
                           Knowledge Management



Component          Explanation
Definition         • Ensure continuity of leadership
                   • Identify and address potential gaps in effective leadership
                   • Implement and maintain programs that capture organizational knowledge and
                     promote learning

Standard           • Effectively manage people and ensure continuity of leadership
                   • Sustain a learning environment that drives continuous performance improvement
                   • Provide a means to share critical knowledge across the organization

Critical Success   •   Leadership Succession Management
                   •   Change Management
Factors            •   Integrity and Inspiring Employee Commitment
                   •   Continuous Learning
                   •   Knowledge Management

Metrics            • Competency Gaps Closed for Management and Leadership
                   • Leadership and Knowledge Management Index
                                              Slide
                   • Merit-Based Execution of the Leadership and Knowledge Management system
                                               14
                Federal Human Capital Survey Results:
                Leadership and Knowledge
                Management

                       Results from the Leadership and Knowledge Management Index
2008 FHCS Item                                                                                      2008 %       Change in % Positive
                                                                                                    Positive   2006-2008    2004-2006
I have trust and confidence in my supervisor.                                                        64%          0           0

Overall, how good a job do you feel is being done by your immediate supervisor/team leader?          66%          0          +1

My workload is reasonable.                                                                           60%         +1           0
Managers/supervisors/team leaders work well with employees of different backgrounds.                 65%         +1          +1

I have a high level of respect for my organization‟s senior leaders.                                 52%         +3          +2

In my organization, leaders generate high levels of motivation and commitment in the workforce.      40%         +2          +3

Managers communicate the goals and priorities of the organization.                                   60%         +2           0

Managers review and evaluate the organization‟s progress toward meeting its goals and objectives.    58%         +2          +1

Employees are protected from health and safety hazards on the job.                                   76%         +1          +1

My organization has prepared employees for potential security threats.                               74%         +1           0

How satisfied are you with the information you receive from management on what‟s going on in your
                                                                                                     48%         +1          +2
organization?
                                                                         15
How satisfied are you with the policies and practices of your senior leaders?                        42%         +1          +2
                        System 3: Results-Oriented
                        Performance Culture


Component          Explanation
Definition         Promotes a diverse, high-performing workforce by implementing and maintaining
                   effective performance management systems and awards programs

Standard           Agency has a diverse, results-oriented, high-performing workforce and a performance
                   management system that differentiates between high and low levels of performance
                   and links individual/team/unit performance to organization goals and desired results
                   effectively

Critical Success   •   Communication
                   •   Performance Appraisal
Factors            •   Pay for Performance
                   •   Diversity Management
                   •   Labor/Management Relations

Metrics            •   SES Performance/Organizational Performance Relationship
                   •   Workforce Performance Appraisals Aligned to Mission, Goals and Outcomes
                   •   Results-Oriented Performance Culture Index
                   •   Merit-Based Execution of Slide Results-Oriented Performance Culture system
                                                the
                                                16
            Federal Human Capital Survey Results:
            Results-Oriented Performance Culture

                         Results from the Results-Oriented Performance Culture Index
2008 FHCS Item                                                                                        2008 %       Change in % Positive
                                                                                                      Positive   2006-2008    2004-2006

The people I work with cooperate to get the job done.                                                  84%         +1             -1

My supervisor supports my need to balance work and other life issues.                                  75%         -3             -4

I know how my work relates to the agency‟s goals and priorities.                                       84%         +1            +1
Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace)
                                                                                                       67%          0             0
allow employees to perform their jobs well.

Promotions in my work unit are based on merit.                                                         35%         +1            +1

In my work unit, steps are taken to deal with a poor performer who cannot or will not improve.         30%         +1            +3

Employees have a feeling of personal empowerment with respect to work processes.                       44%         +2            +1

Creativity and innovation are rewarded.                                                                40%         +1            +4

Pay raises depend on how well employees perform their jobs.                                            26%         +4             0

In my work unit, differences in performance are recognized in a meaningful way.                        31%         +1            +2

My performance appraisal is a fair reflection of my performance.                                       63%         -1             -3

Discussions with my supervisor/team leader about my performance are worthwhile.                        56%          0             -2
                                                                      Slide
                                                                        17
How satisfied are you with the recognition you receive for doing a good job?                           50%         +1            +1
                        System 4: Talent Management



Component          Explanation

Definition         • Addresses competency gaps, particularly in mission-critical positions
                   • Implements and maintains programs to attract, acquire, develop,
                     promote, and retain quality talent

Standard           • Agency has closed skills, knowledge, and competency gaps in mission-
                     critical occupations

Critical Success   • Recruitment
Factors            • Retention


Metrics            •   Competency Gaps Closed for Mission Critical Occupations
                   •   Talent Management Index
                   •   Job Satisfaction Index
                   •                          of
                       Merit-Based ExecutionSlide the Talent Management system
                                            18
                 Federal Human Capital Survey Results:
                 Talent Management

                                          Results from the Talent Management Index

2008 FHCS Item                                                                                   2008 %       Change in % Positive
                                                                                                 Positive   2006-2008    2004-2006



I am given a real opportunity to improve my skills in my organization.                            64%         +2            +1


The workforce has the job-relevant knowledge and skills necessary to accomplish organizational
                                                                                                  74%          0             0
goals.


My work unit is able to recruit people with the right skills.                                     45%         +1            +1


My talents are used well in the workplace.                                                        62%         +1             0


Supervisors/team leaders in my work unit support employee development.                            65%         +1             0


My training needs are assessed.                                                                   53%         +2            +2

                                                                         19
How satisfied are you with the training you receive for your present job?                         55%         +1             0
                        System 5: Accountability



Component          Explanation
Definition         • Monitors and evaluates the results of human capital management policies,
                     programs, and activities
                   • Analyzes compliance with merit system principles and identifies opportunities
                     for improvement


Standard           • Human capital management decisions are guided by a data-driven, results-
                     oriented planning and accountability system
                   • Results inform the development of human capital goals and objectives, in
                     conjunction with the agency‟s strategic planning and performance budgets

Critical Success   • None identified
Factors
Metrics            • Documented evidence of a Human Capital Accountability system that provides
                     for annual assessment of agency human capital management progress and
                                             Slide
                     results including compliance with relevant laws, rules, and regulations
                                              20
A CLOSER LOOK AT TALENT MANAGEMENT




              21
Talent Management: A Closer Look

• The standard for success in talent management is to close
  competency gaps and make progress…it is not meant to happen
  overnight.

• Talent Management‟s two Critical Success Factors promote the
  benefits of one another and help an organization eliminate gaps in
  skills, knowledge, and competencies

• Required outcome metrics assess organization‟s targeted efforts and
  talent management capability, employee satisfaction, and
  organizational compliance with merit system principles.




                              22
Talent Management: Critical Success Factors

    Recruitment and retention are co-dependent; the success of one
            influences and affects the success of the other.

 To exemplify this:

 • An organization that is unable to recruit a diverse and qualified
   workforce will invariably experience difficulty retaining its employees.

  The lack of a strategic recruitment strategy will challenge the proper
   placement of new employees, increase dissatisfaction of current
        employees, and negatively impact workforce retention.




                                23
         Talent Management: A Closer Look

                                  Results from the Talent Management Index
2008 FHCS Item                                                                    2008 %       Change in % Positive
                                                                                  Positive   2006-2008    2004-2006
I am given a real opportunity to improve my skills in my organization.             64%          +2           +1
The workforce has the job-relevant knowledge and skills necessary to accomplish
                                                                                   74%          0            0
organizational goals.
My work unit is able to recruit people with the right skills.   RECRUITMENT        45%          +1           +1
My talents are used well in the workplace.                                         62%          +1           0

Supervisors/team leaders in my work unit support employee development.             65%          +1           0

My training needs are assessed.                                                    53%          +2           +2

How satisfied are you with the training you receive for your present job?          55%          +1           0




                                                                 24
Talent Management: Required Metrics

                How will we know when we get there?

Four Required Outcome Metrics help measure an organization‟s Talent
Management System:

1. Competency Gaps Closed for Mission-Critical Occupations
   [Organization]

This metric will prompt an organization to conduct a gap analysis to
determine competency needs, which informs that organization‟s
targeted recruitment efforts.

   Bottom Line: Know what you need before you go out and find it.


                              25
Talent Management: Required Metrics

                How will we know when we get there?

Four Required Outcome Metrics help measure an organization‟s Talent
Management System:

2. Questions from Annual Employee Survey about Organizational
   Capacity [Employee Perspective]

Provides an organization with an employee-level assessment of
whether the talent pool is appropriate to achieve mission goals.

 Bottom Line: Workforce is competent and confident in themselves
                        and each other.


                              26
Talent Management: Required Metrics

                How will we know when we get there?

Four Required Outcome Metrics help measure an organization‟s Talent
Management System:

3. Questions from Annual Employee Survey about Employee
   Satisfaction [Employee Perspective]

Allows an organization to determine the extent to which its employees
are satisfied with their job.

 Bottom Line: Employees are satisfied with the important aspects of
                           their job.


                              27
Talent Management: Required Metrics

                How will we know when we get there?

Four Required Outcome Metrics help measure an organization‟s Talent
Management System:

4. Merit-Based Execution of the Talent Management System [Merit
   System Compliance]

Allows an organization to assess whether the tools it is using to
manage talent are in compliance with merit system principles.

Bottom Line: Talent Management System is fully compliant with laws,
                      rules, and regulations.


                               28
Talent Management: Suggested Metrics

                 How will we know when we get there?

Five Suggested Metrics provide additional visibility:

6.  Employee Turnover – statistics AND a reason for leaving
7.  Employee Turnover during Probationary Period – what is the impact of the
    probationary period, and is the reason for leaving voluntary or
    involuntary?
8. Time to Hire – helps determine efficiency of the hiring process
9. Management Satisfaction with Hiring Process – not a “time to hire” metric,
    rather it assesses whether strategies achieve goals
10. Applicant Satisfaction with Hiring Process – do applicants have a
    favorable impression of the process?




                                 29
Talent Management: In Summary

                       What Does Success Look Like?

When the Critical Success Factors are effectively implemented, an
organization will see progress in Talent Management.

   Competency gaps are closed, resulting in a workforce capable of performance
    excellence
   Senior leaders and managers are involved in the strategic recruitment and
    retention initiatives and apply the necessary focus and resources to achieve related
    goals
   Recruitment results in a sufficient pipeline of qualified applicants
   Flexible compensation strategies are used in both recruiting and retention
   Quality of work/life programs are provided and address obstacles to recruitment
    and retention, putting the organization in position to be successful in managing
    talent



                                     30
TALENT MANAGEMENT IN ACTION: VA‟S
  ACQUISITION INTERNSHIP SCHOOL




             31
Talent Management in Action:
VA‟s Acquisition Internship School

The VA Acquisition Academy (VAAA) was launched in 2008 to improve
the core competencies of VA‟s contracting and acquisition
professionals and address growing shortages in the workforce.

It is comprised of four schools:

1.   Acquisition Internship School
2.   FAC-C School
3.   FAC-P/PM School
4.   Acquisition Corps School




                               32
Talent Management in Action:
VA‟s Acquisition Internship School

The Acquisition Internship School recruits, trains, and develops VA‟s
1102 workforce to improve competency and address staffing shortages
• Length: 3 years in residence
• Curriculum:
    • Formal FAC-C Coursework
    • Informal courses provide a safe environment for exercise and analysis
    • Leadership, team building, project management, and mission service
      increase commitment to VA and improve retention

• On-the-job Training: Participants are exposed to the work
  environment during periodic job rotations




                                 33
     Talent Management in Action:
     VA‟s Holistic Approach

     The Internship School uses a holistic curriculum approach to
     developing technical, interpersonal, and leadership skills through
     the following components:
                                   Instructor-led contracting officer FAC-C certification
      Formal Contracting Courses
                                   curriculum improves mission-critical contracting competency.
                                   Instructor-led classes focused on key leadership and
      Formal Leadership Courses
                                   business skills, improving ability and aptitude.
                                   Scenario-driven workshops reinforce knowledge obtained in
      Skill Building Workshops
                                   formal courses and improve organizational talent level.
                                   Facilitated on-the-job training at VA contracting offices
      Challenging Job Rotations    provides real experience and contributes to workforce
                                   capability, performance excellence, and service.
                                   Activities designed to foster teamwork, personal
      Non-Classroom Components     development, and appreciation for VA‟s mission improves
                                   employee perspective.



34                                        34
       Talent Management in Action: The “Secret
       Sauce” of Experiential Adult Learning


                         Non-Classroom Activities          “Secret Sauce”
                                                           Non-Classroom
Let Me Try                  Job Rotations                  Activities and
                                                           Skill-building
                                                           Workshops
                                                           reduce interns’
Show Me &                                                  time to
Let Me Try             Skill-Building Workshops
                                                           competency


Tell Me &
               Formal Contracting          Formal
Show Me
                   Courses            Leadership Courses



             Adult Learning Model = Tell Me  Show Me  Let Me Try

                                     35
                            Talent Management in Action: Reduced
                            Time to Competency

Accelerated Learning                                            Why it Works…
                                                                 • Accelerates the learning
                          Trusted Business Advisor                 curve to be more
                                                                   productive more quickly
                                                                 • Translates theory,
 Competency Proficiency




                          FAC-C Level III Certified
                                                                   fundamentals, and
                          Contracting Professional                 concepts into practical
                                                                   application
                                                                 • Evolves from basic to
                                                                   complex acquisition
                           Time                                    strategies through
                           VA Acquisition Intern Program
                                                                   consistent reinforcement

                           Traditional Intern Program


                                                           36
SUMMARY




 37
Benefits of Implementing HCAAF

 Enables agencies to transform the Federal workplace
  into high-performing arenas
 Helps employees understand and maximize their
  contributions to the agency mission
 Allows agencies to focus on the human capital
  management systems and practices that most impact
  their mission
 Provides measurable, observable agency and
  individual performance results
 Ensures continued trust in the government‟s ability to
  serve and protect

                        38
QUESTIONS?




  39

				
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Description: the presentation PowerPoint Presentation Overnight Position