HR SOLUTIONS CHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government Workforce Planning Stacie Porter, HR Consultant Workforce and Succession

HR SOLUTIONSCHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government

Workforce Planning

Stacie Porter, HR ConsultantWorkforce and Succession Planning Team, HR Strategy


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

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HR Maturation Process

HR Business Partners

3


Former HCAAF Model

Workforce Planning

4


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

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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

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Improving Agency Performance

Revising GPRA-MA & 5 CFR 250

Improving Data Driven

Reporting

Deploying HR Stat

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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.

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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

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Deploying HR Stat

OPM OversightCommunity of

PracticeMentoring

Start-Up

Refine & Improve

Perform and

Evaluate

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Introduction to Workforce Planning


What is WFSP?

Right People

Right Place

Right Time

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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.


Beyond Compliance

Compliance

Effectiveness


Benefits to Effective Strategic Workforce Planning

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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


Repercussions of Ineffective Strategic Workforce Planning

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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


Phase 1: Identify Agency Goals

(Strategic Alignment)


• 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


• 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

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Phase 2: Supply and

Demand


Available Tools: Competency Gap Assessment, http://hr.od.nih.gov/workingatnih/competencies/default.htm


Competency Modeling


• 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)

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Phase 3: Identify

Workforce Gaps



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

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• 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

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Phase 4: Develop and Implement

Strategies to Close Gaps



Strategies to Close Gaps

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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


Agency Example: Career Paths(Additional Document)

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Agency Example: Succession Matrix

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• 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

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Phase 5: Evaluate

Workforce Planning

Strategies



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

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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

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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

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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

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Questions?


Thank You

For more information contact:Stacie Porter

Workforce and Succession PlanningHR Strategy & Evaluation Solutions

[email protected]

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Documents

HR SOLUTIONS CHOSEN EMPLOYER, CHOSEN PROVIDER by Government, for Government Workforce Planning Stacie Porter, HR Consultant Workforce and Succession