Chief Human Capital Officers Webcast

Chief Human Capital Officers Webcast


OKAY, WE’RE ABOUT
TO GET STARTED. GOOD MORNING,
MY NAME IS TWYLA GRIFFIN, PROGRAM MANAGER
FOR THE CHCO COUNCIL. AND WELCOME TO THE CHCO
COUNCIL’S ACADEMY SESSION ON HIRING REFORM, EMERGING PRACTICES
AND STRATEGIES FOR SUCCESS. OPM’S TEAM
HAS SPENT TIME ANALYZING AGENCY HIRING REFORM DATA TO BETTER UNDERSTAND
THE REAL CHALLENGES AGENCIES ARE FACING
IN IMPLEMENTATION. TODAY, WE HAVE IDENTIFIED
AGENCIES WITH EMERGING PRACTICES WHO WILL SHARE SOLUTIONS
TO THOSE CHALLENGES AGENCIES ARE FACING. WE HAVE A VERY ROBUST AGENDA
LINED UP FOR YOU TODAY. I WOULD LIKE TO THANK
ALL OF THE PRESENTERS WHO HAVE WORKED SO HARD
TO HELP US WITH TODAY’S SESSION. AND A SPECIAL THANK YOU
TO THE CHCO STAFF: MICHELLE KERRI
AND SHARON JENLY. TODAY, WE HAVE KERMIT HOWARD,
HUMAN CAPITAL OFFICER AT OPM. JASON BARKE,
PROGRAM MANAGER AT OPM. TARA RICCI, PERSONNEL RESEARCH
PSYCHOLOGIST AT OPM. TONY NGUYEN, QUALITY ASSURANCE
MANAGER AT DOE. SANDRA WIGGINS, DEPUTY CHCO
AND DEPUTY DIRECTOR AT USAID. JACQUI HILL, DIRECTOR
OF DEPARTMENT OF STATE. AND AUDREY PEEL,
PROJECT MANAGER AT GSA. WE WILL BREAK TODAY
AT 11:50 FOR 10 MINUTES FOR YOU TO GRAB YOUR LUNCH AND COME BACK IN FOR THE SECOND
HALF OF THE PRESENTATION. AT THE END OF THE SESSION,
WE’LL HAVE A PANEL SESSION, WHERE YOU CAN TALK TO,
YOU CAN ASK QUESTIONS TO THE PRESENTERS. PLEASE WRITE DOWN
YOUR QUESTIONS, SO THAT WE CAN– SO THAT YOU CAN ASK QUESTIONS
AT THE END BECAUSE OF TIME. ALSO, WE ARE PASSING
AROUND A SIGN-IN SHEET. PLEASE TAKE TIME TO SIGN
THE ATTENDANCE SHEET. WITH THAT BEING SAID, KERMIT? GOOD MORNING, EVERYONE. FIRST OF, LET ME APOLOGIZE. I WAS IN TEXAS,
NOT TOO LONG AGO, AND I TOLD MY PARENTS
THAT I WANTED TO BRING IN THE SUNSHINE, BUT APPARENTLY,
I BROUGHT IN THE HEAT AS WELL. [laughs] SO, UH, I’LL REMEMBER
TO MAKE MY REQUEST SPECIFIC. TODAY, I’M GOING TO UPDATE YOU ON WHAT’S CURRENTLY GOING ON
WITHIN HIRING REFORM. AND SO, TO GET THINGS STARTED– SORRY. THANK YOU. WE WANT TO TALK
ABOUT EMERGING PRACTICES AND STRATEGIES FOR SUCCESS. GO AHEAD. OKAY, OUR OBJECTIVES
ARE TO UPDATE YOU, OF COURSE, ON HIRING REFORM. SOME OF OUR FINDINGS
THAT ARE PROVEN TO BE CONTINUING CHALLENGES
TO ALL FEDERAL AGENCIES. AND TO, ALSO, TO SHARE SOME
OF THE SUCCESSFUL PRACTICES THAT ARE BEING REPLICATED. OVERVIEW, WE ARE GONNA TALK
ABOUT THE TIME-TO-HIRE, ASSESSMENT TOOLS,
AGENCY PRESENTATIONS AND OUR DISCUSSION. GO AHEAD. OKAY. WE’VE– OPM’S ROLE HAS BEEN MANDATED
TO ACT AS A PARTNER TO ALL FEDERAL AGENCIES
WITHIN HIRING REFORM. AND IN 2009,
WHEN WE FIRST STARTED THIS, HCOs WERE CONSULTANTS
TO FEDERAL AGENCIES TO CREATE THIS COLLABORATION TO START THE STREAMLINING
OF THE HIRING PROCESS. AND SO WITH THAT,
WE BASICALLY STARTED TO FIND OUT WHAT BEST PRACTICES
TO OUR FEDERAL, THE FEDERAL HIRING PROCESS, WILL BE BENEFICIAL
TO ALL AGENCIES AS FAR AS STREAMLINING
THE HIRING PROCESS. PLEASE GO ON. GO ON. AS YOU SEE, ALL THE ITEMS
THAT WE HAVE HERE THAT ARE CHECKED ARE PART OF
THE HIRING REFORM INITIATIVES. AND WE CAN SAY TODAY
THAT WE HAVE BEEN SUCCESSFUL AS FAR AS IMPLEMENTING
AND SEEING SOME POSITIVE RESULTS FOR ALL OF THESE
HIRING REFORM INITIATIVES. PARTICULARLY THE TIME
TO HIRE PIECE. PLEASE. WITHIN THOSE ITEMS
THAT HAVE BEEN CHECKED, WE’VE HAD SIGNIFICANT PROGRESS
FROM 2009 TO NOW, WHERE WE’RE TALKING
ABOUT 2011. AND SO IF YOU NOTICED,
WITH ALL OUR IMPLEMENTATION, WITH ALL OUR FOCUS, WE’VE BEEN
ABLE TO IMPROVE THE JOAs AS FAR AS STREAMLINING
THE INFORMATION AMONGST THEM, FROM 24%-66%. THE PLAIN LANGUAGE ON THE JOAs
HAS BEEN CLARIFIED TO THE POINT WHERE THOSE
WHO ARE OUTSIDE THE FEDERAL SERVICE
CAN NOW UNDERSTAND WHAT POSITIONS
THEY’RE APPLYING FOR. AND SO, YOU SEE
IN THE SIGNIFICANT INCREASE, IN PLAIN LANGUAGE, THE 89%. AS FAR AS RESUMES
AND COVER LETTERS, WITHIN THE JOAs,
IT’S BEEN HIGHLIGHTED THAT AGENCIES
ARE NOW AVAILABLE TO ACCEPT RESUMES
AND COVER LETTERS AS OPPOSED
TO THE OLD PRACTICES. SO ACROSS THE BOARD,
JOAs ARE NOW INSTITUTING 91% FIGURES
AS FAR THE ACCEPTANCE OF RESUMES
AND COVER LETTERS. NARRATIVES, KSAs,
THEY’RE NO LONGER AN ISSUE. THERE ARE OTHER FORMS
OF ASSESSING AN APPLICANT’S QUALIFICATIONS. AND WITHIN THOSE JOAs,
WE’VE SEE REMARKABLE RESULTS ACROSS THE BOARD TO 96%. CONTINUE. TIME-TO-HIRE DATA. WE’VE SEEN SIGNIFICANT PROGRESS. ACROSS THE BOARD, ON AVERAGE,
CHCO AGENCIES IN 2009, IT WAS 121 DAYS IN ORDER
TO MOVE AN APPLICANT FROM APPLYING TO A POSITION TO ACTUALLY COMING ABOARD. IN THAT TIMELINE, HAS NOW
BEEN REDUCED TO 105 DAYS. NON-CHCO AGENCIES,
150 DAYS IN 2009, TO NOW 84 DAYS. CONTINUE. MANAGEMENT SATISFACTION. WE’VE BEEN HAVING
SOME CHALLENGES AS FAR AS GETTING
MANAGERS INVOLVED. AND I’M SURE AS A MANAGER, YOU CAN APPRECIATE
SOME OF THE CHALLENGES YOU FACE WITH SOME OF YOUR STAFF
AS FAR AS RESPONDING TO SOME OF THE SURVEYS
AFTER THEY RECEIVE THE CERTIFICATE
0F ELIGIBILITY. AND SO, GOVERNMENT-WIDE, CURRENTLY, IT’S AT 3.2%. THAT’S NOT VERY GOOD, BUT THERE IS SOME
SLIGHT IMPROVEMENT. AND WE’RE HOPING
THAT THE FUTURE WILL BRING A MORE PARTICIPATION
FROM MANAGERS AS FAR AS ACTUALLY
GETTING INVOLVED IN A SURVEY. THIS IS VERY IMPORTANT
BECAUSE IT ALLOWS US TO KNOW WHICH DIRECTION
WE SHOULD BE HEADING IN AS FAR AS STREAMLINING
THE HIRING PROCESS, WHAT’S MOST EFFECTIVE, WHAT BEST PRACTICES
SHOULD BE MAINTAINED. APPLICANT SATISFACTION
AS YOU CAN SEE, THE PERCENTAGES
IS SLOWLY CREEPING UP TO 80%, WHICH IS GREAT. AND THERE’S A POSITIVE RESULTS
IN THAT AREA. BUT MANAGER SATISFACTION
IS REALLY THE KEY TO LETTING US KNOW
HOW WE SHOULD CONTINUE WITH THE HIRING PROCESS OR STREAMLINING
THE HIRING PROCESS. THANK YOU. EMERGENCY–
EMERGING PRACTICES. OR COURSE, WE FOLLOWED
THAT ROUTE, ABOUT STREAMLINE
AND THE HIRING PROCESS, BUT WE’RE ALSO TALKING
ABOUT IMPROVED TECHNOLOGIES FOR BETTER ASSESSMENTS, AND PARTNERSHIPS BETWEEN
HR MANAGERS AND HIRING MANAGERS. ONE OF THE KEY THING
IN THIS WHOLE PROCESS IS TO OPEN UP THAT ROLE
OF CONSULTANT. THERE’S BEEN AN IMPROVEMENT
ON THE CON– CONSULTED– I’M SORRY, CONSULTATIVE
PRACTICES OF HR MANAGERS AND THE HIRING MANAGERS. AND ONE OF THE KEY THINGS
THAT WE’VE STARTED AT OPM HAS INSTITUTED
A USA JOBS RECRUIT WHICH IS ACTUALLY A FORM
FOR HIRING MANAGERS AS WELL AS HR MANAGERS TO ACTUALLY HAVE
AN OPEN DIALOGUE ONLINE ABOUT SOME OF THE CHALLENGES
THAT THEY ARE BEING FACE WITH. AND WITH THAT,
IT HELPS THE HR MANAGERS AS WELL AS THE HIRING MANAGERS
BECOME MORE COLLABORATIVE IN ACTUALLY FOCUSING
ON THE KEY ITEMS THAT WILL ACTUALLY MAKE
THEIR WORKFORCE PLANNING MORE SUCCESSFUL. THERE IS, OF COURSE, THERE IS, OF COURSE,
A MORE ATTENTION GEARED TOWARDS
WORKFORCE PLANNING. AND THAT IN ITSELF
IS NECESSARY BECAUSE WE ARE OBVIOUSLY
IN HARD ECONOMIC TIMES. AND WITH HARD ECONOMIC TIMES, WE’RE TALKING
ABOUT STREAMLINING BUDGETS. AND THAT’S MORE OF AN
ATTENTION NOW THAN EVER BEFORE. SO WORKFORCE PLANNING– INCREASE ATTENTION
TO WORKFORCE PLANNING IS KEY TO MAKING SURE
THAT YOU HAVE THE WORKFORCE THAT WILL ACTUALLY
MAKE YOUR MISSION OF YOUR AGENCY SUCCESSFUL. PLEASE. NOW, SOME OF THE CHALLENGES
THAT HAVE BEEN IDENTIFIED: JOAs, OF COURSE, DEVELOPING A SHORT
AND EFFECTIVE ANNOUNCEMENT. EVEN THOUGH, WE’VE HAD
SUCCESSES IN THAT AREA, THERE’S STILL SOME AGENCIES
THAT ARE HAVING CHALLENGES ACROSS THE BOARD. AND IT’S HELPFUL
TO HAVE THAT OPEN DIALOGUE BETWEEN AGENCIES, AS I MENTIONED
WITH THE USA JOB RECRUITS. SO THAT WE CAN
ALL WORK TOGETHER AND FIND SOLUTIONS
TO SIMILAR SITUATIONS. COMPETENCY ASSESSMENTS
THAT’S GOTTEN MORE ATTENTION, PARTICULARLY FROM
THE GAO HIGH-RISK REPORT, WHERE AGENCIES
ARE HAVING CHALLENGES AS FAR AS POSITIONS THAT HAVE
TAKEN ON MORE RESPONSIBILITIES. IDENTIFYING THOSE COMPETENCIES THAT ARE GONNA BE
MOST BENEFICIAL TO THE SUCCESS OF THE AGENCY. MANAGER ENGAGEMENT, OF COURSE. AN INCREASE PARTICIPATION IN THE MANAGER’S
SATISFACTION SURVEY. BUT MOST IMPORTANT IS,
ALSO, UNDERSTANDING AND USING THE HR METRICS. IT’S ONE THING,
TO COLLECT THE DATA, BUT DO YOU UNDERSTAND
WHAT THE DATA MEANS. DO YOU UNDERSTAND
HOW THE DATA IS GONNA BE
MOST EFFECTIVE FOR YOU AS FAR AS YOUR
WORKFORCE PLANNING. YOUR PROJECTIONS FOR ATTRITION, YOUR SUCCESS
FOR THE AGENCY’S MISSION. THAT’S ONE OF THE KEY ITEMS THAT EVERYONE
SHOULD BE FOCUSING ON AS FAR AS UNDERSTANDING
HOW THEY’RE GONNA USE THE DATA FOR FUTURE PROJECTS,
FUTURE NEW HIRES. NOW, I KNOW IT’S CUSTOMARY
FOR OPM TO ALWAYS COME WITH NEW INITIATIVES,
NEW AGENDAS. BUT IN THIS ROUND
OF HIRING REFORM, WE’RE FOCUSING MORE
ON CONTINUOUS IMPROVEMENT. WITH THE ACTIVITIES
THAT WE PERFORM SO FAR, WE’RE SEEING
SOME REALLY GOOD RESULTS. AND WE WANT
TO KEEP THOSE RESULTS MOVING IN
A POSITIVE DIRECTION. SO CONTINUOUS IMPROVEMENT
IS OUR FOCUS TO MAKE SURE THAT EVERYTHING
THAT YOU’RE CURRENTLY DOING WILL BE INSTITUTIONALIZE
WITHIN YOUR AGENCIES. SO THAT HIRING–
YOUR STREAMLINE HIRING PROCESS HAS THE MOST BENEFIT
TO YOUR ORGANIZATION. RESOURCES, OF COURSE,
WE HAVE MAX.GOV. HAS ANYBODY EVER USE MAX? OKAY. FROM ITS INCEPTION TO NOW, WE WOULD SAY THAT THERE
HAS BEEN SOME IMPROVEMENT. AT LEAST, I HOPE. I DON’T SEE ANYBODY NODDING. TRICIA GOING VAGUE. [laughs] WE ALSO HAVE
THE HIRING REFORM WEB SITE, AS WELL THE PARTNERSHIP
FOR PUBLIC SERVICE. AND THEN, ALSO, OF COURSE,
WE’LL BE HOSTING A SERIES
OF BEST PRACTICE FORUMS. OKAY, WITHOUT ANY FURTHER ADO– FIRST OF ALL,
ARE THERE ANY QUESTIONS? OKAY, GREAT. LET ME INTRODUCE YOU
TO JASON BARKE. THANK YOU. [applause] IT DOESN’T WORK.
YOU CAN GO TO THE NEXT SLIDE. IT’D BE GREAT.
THANK YOU ALL VERY MUCH. I’M GONNA GIVE YOU A VERY QUICK
UPDATE ON TIME-TO-HIRE, BUT ONE THING I DID WANNA
COMMENT ON KERMIT’S PRESENTATION WAS ON THE MANAGER
SATISFACTION SURVEY. I KNOW A LOT OF AGENCIES
HAVE REALLY TAKEN SOME AGGRESSIVE STEPS TO INCREASE
THE PARTICIPATION RATES AND WE’RE REALLY
SEEING THAT NOW. I THINK LAST QUARTER, WE THOUGHT
WE HAD REALLY GOOD RATES. WE WERE ABOUT, WE’RE ONLY
ABOUT 3,3OO RESPONSES. THIS QUARTER, WE STILL HAVE
ABOUT 20 DAYS LEFT AND WE’RE OVER 5,000 RESPONSES
CLOSING ON 5,500. SO AGENCIES THAT ARE REALLY
TAKING KIND OF A PROACTIVE STEP AND HAVE REALLY
TAKEN IT SERIOUSLY. WE’RE REALLY STARTING
TO SEE SOME GOOD RESULTS. AND SO, I THINK THOSE AGENCIES
SHOULD BE COMMENDED– AND ALL AGENCIES. I KNOW THAT
IT’S BEEN THE PRIORITY, AND TO SEE THAT INCREASE
IS SOMETHING THAT YOU SHOULD ALL BE REALLY PROUD OF, SO– TIME TO HIRE OF– I THINK TWO MINUTES AGO,
A QUICK UPDATE ON TIME TO HIRE, SO I’LL DO MY BEST. AS KERMIT MENTIONED, IN 2010, THE PRESIDENT HAD
THE HIRING REFORM MEMO THAT CAME OUT. WITHIN THAT MEMO,
THERE’S A REQUIREMENT FOR AGENCIES
TO REDUCED TIME TO HIRE ON COMMONLY FILLED AND
MISSION-CRITICAL OCCUPATIONS. IN ORDER TO DO THAT, OPM WORKED WITH THE CHCO
COUNCIL HIRING REFORM WORK GROUP TO LOOK AND GUIDE IN,
TO LOOK SOME REQUIREMENTS AND COME UP
WITH SOME RECOMMENDATIONS ON HOW WE COULD TRACK THAT AND WHAT THAT GUIDANCE
WOULD LOOK LIKE. AND SO, BASICALLY,
WHAT HAPPENED, WE DRAFTED THE GUIDANCE, THE GUIDANCE
WENT OUT FOR COMMENT BACK TO THAT
HIRING REFORM WORK GROUP. WE GOT A LOT OF COMMENTS BACK. WE TALKED TO ALL THE INDIVIDUALS
THAT WE GOT COMMENTS BACK FROM. AND SOME CASES, WE’RE ABLE
TO MAKE ADJUSTMENTS AND SOME CASES,
WE COULDN’T, KIND OF BASED ON WHERE
THAT MEMO WAS SENDING US. AND ALSO, ON THAT
WORK GROUP’S RECOMMENDATIONS THAT THERE WERE CERTAIN THINGS THAT THEY THOUGHT
THAT WE COULD DO AND THEY THOUGHT WOULD BE
BENEFICIAL MOVING FORWARD TO BE ABLE TO TRACK PROGRESS
AND SHOW IMPROVEMENT. AND SO, THE GUIDANCE CAME OUT
ON APRIL 11th, 2011. AGENCIES WERE REQUIRED TO REPORT
TIME TO HIRE RESULTS QUARTERLY. THERE IS A SPREADSHEET
THAT WAS DEVELOPED TO HELP WITH THAT
REPORTING PROCESS. THE FIRST REPORT
IS DUE SHORTLY, JUNE 30th. AND THEREAFTER,
IT’LL BE DONE EVERY QUARTER AND IT WILL ALWAYS BE
FOR THE PREVIOUS QUARTER. BASICALLY, TO BE ABLE
TO HAVE TIME TO GATHER THAT DATA,
CONDUCT YOUR ANALYSIS AND VERIFY IT
AND REPORT ON IT, SO– SINCE WE ARE RELEASING, SINCE WE DID KINDA HAVE TO PUSH
THAT DATE BACK TO JUNE 30th. THE FIRST REPORT WILL HAVE
THE FIRST TWO QUARTERS OF FY ’11. SO OCTOBER 1 THROUGH DEC 31st AND THEN JANUARY 1
THROUGH MARCH 31st. THOSE ARE TO BE FILLED OUT
ON SEPARATE SPREADSHEETS. SO AGAIN, WE CAN KEEP
THAT TRACKING PROCESS. WE CAN LOOK AT THIS
AS WE MOVE FORWARD, NOT ONLY FROM
AN AGENCY STANDPOINT, FROM A GOVERNMENT WIDE
STANDPOINT, TO UNDERSTAND,
THEREFORE, MAKING PROGRESS IN IMPROVING TIME TO HIRE. THE REPORTS WILL BE SUBMITTED
TO A GENERIC MAILBOX AT OPM. SO IN PASS, SOMETIMES THINGS
HAVE GONE THROUGH HCOs, THERE’S BEEN ANOTHER CHANNEL
IT HAS GONE THROUGH, WE REALLY WANTED TO KEEP
THAT KINDA REALLY CONSISTENT AND HAVE ONE MAILBOX
THAT WE’D COME FROM TO MAKE SURE THAT WE’RE ABLE
TO RESPOND TO ANY INQUIRIES THAT HAVE COME IN. AND I’M RESPONSIBLE
FOR MANNING THAT MAILBOX. SO IF YOU’D HAVING QUESTIONS, GIVE ME A CALL,
SEND ME AN E-MAIL. I’M GETTING– THERE’S STILL
E-MAILS THAT HAVE COME IN. THERE’S STILL QUESTIONS. THERE’S CLARITY
THAT PEOPLE ARE ASKING. AND SO, I’VE BEEN TRYING
TO RESPOND TO THEM AND TALKING
TO DIFFERENT AGENCIES AS THOSE QUESTIONS COME IN. KERMIT ALSO MENTIONED
THE MAX WEB SITE, THERE’S UNDER– I GUESS MOST PEOPLE
ARE REALLY FAMILIAR WITH THE HIRING REFORM 10-PAGE– I THINK THERE’S A LOT OF DATA
POSTED OUT THERE. WE CREATED A TIME TO HIRE
LINK OUT THERE ON THAT WEB SITE. ALL THE TIME TO HIRE
DOCUMENTS ARE OUT THERE, THE GUIDANCE, THE CHARTS, UM, KIND OF EVERYTHING
AROUND THERE. AND QUESTIONS
HAVE BEEN COMING IN. WE’VE BEEN GIVING RESPONSES
TO AGENCIES. I’VE CREATED A KIND OF A FREQUENTLY ASKED QUESTION
DOCUMENT OUT THERE. AND SO, NO QUESTION
IS KIND OF TOO SMALL OR TOO BIG AS THEY COME IN. I’VE BEEN TRYING
TO FILL THAT OUT, SO I WOULD SUGGEST,
YOU KNOW, TO LOOK AT THAT AND SEE IF YOU HAVE
SOME MORE QUESTIONS THAT OTHER AGENCIES
MAY HAVE QUESTIONS ON THAT COULD GIVE YOU
SOME ANSWERS THERE. THE REPORTS THAT WE GET
WILL BE ON AGENCY-WIDE RESULTS. THEN THE GOVERNMENT WIDE
NEED SPECIFIC MCOs, THE GOVERNMENT WIDE MCOs
ARE THE SAME ONES THAT HAVE BEEN AROUND FOR YEARS,
THE HR, THE IT, THE ACQUISITION. AND THEN, FOR LEADERSHIP, IT WAS KINDA DECIDED
THAT WE WOULD GO WITH THE SCS REPORT, THE SCS REPORT THAT WOULD BE
FOR THE LEADERSHIP. AND SCS SHOULD ALSO BE INCLUDED
IN THE AGENCY WIDE RESULTS. SO THEY SHOULD
ALL BE ROLLED UP, SO THERE’LL BE
A LINE ITEM FOR SCS AND THEN SCS WILL ALSO BE
INCLUDING THE AGENCY WIDE. SO WE’LL REALLY GET
A GOOD PICTURE OF THAT. MANY OF YOU ARE FAMILIAR
WITH THE GUIDANCE, JUST KIND OF A STAGGERED
REPORTING THAT’S GONNA HAPPEN WHERE THIS YEAR, WE’RE REALLY
LOOKING AT DE HIRES. AND THEN, WE MOVE
TO ALL HIRES WHERE JOA WAS POSTED
ON USA JOBS. AND REALLY, I MEAN,
I THINK THE THOUGHT PROCESS THAT CAME FROM THAT IS
THAT IS KIND OF, YOU KNOW, WHAT THE APPLICANT IS VIEWING. WHEN A JOB IS POSTED ON USA JOB,
THERE’S KINDA OF AN EXPECTATION THAT’S GONNA BE FILLED QUICKLY THAT’S GONNA HAPPEN
IN A TIMELY MANNER, AND I THINK AS THE WORK GROUP
WORK THROUGH THAT, THAT WAS KIND OF A KEY,
KEY REQUIREMENT FOR THEM THAT WE REALLY
WANTED TO MAKE SURE THAT WE WERE ABLE
TO CAPTURE THAT DATA. AND SO OVER THE NEXT
COUPLE OF YEARS, AS THE GUIDANCE STATES,
WE MOVE FORWARD. SO BY FY ’13,
THAT’S THE ONLY THING WE’RE REPORTING ON
IS ALL THOSE JOAs THAT ARE POSTED ON USA JOBS. AND THEN, WE HAVE
THE AGENCY-SPECIFIC COMMONLY FILLED POSITIONS. AGAIN, THAT WAS
SPECIFICALLY MENTIONED IN THE PRESIDENT’S MEMO, SO IT WAS SOMETHING THAT
WE NEEDED TO TRY TO CAPTURE. ONE QUESTION THERE THAT’S COMING
FROM MANY AGENCIES AS YOU KNOW, ARE COMMONLY FILLED
ARE ALSO OUR MCOs. IN MANY CASES, “WE HAVE
TO REPORT THOSE SEPARATELY OR ARE THEY THE SAME?” UM, KIND OF WHAT
WE’VE COME UP WITH, IS THAT IF YOU’RE–
IF THEY ARE THE SAME, IF YOUR MCOs ARE ALSO
YOUR COMMONLY FILLED, WE ONLY NEEDED
THOSE REPORTED ONCE. SO, JUST MAKE A NOTE
ON THAT CHART THAT “HERE’S OUR MCO.
IT’S AEROSPACE ENGINEERS. THAT’S ALSO
OUR COMMONLY FILLED, SO WE’RE NOT GONNA
REPORT IT TWICE.” BUT MAKE A NOTE
ON THE BOTTOM OF THAT CHART. AND THEN, ANY COMMONLY FILLED
THAT MAYBE OUTSIDE THOSE MCOs, THAT AGENCIES
ARE REGULARLY FILLING. IT SHOULDN’T REALLY VARY
FROM QUARTER TO QUARTER. IT SHOULD KIND OF HISTORICALLY
WHAT THAT AGENCY FILLS AS A COMMONLY FILLED. IF YOU HAVE A SURGE FOR
A CERTAIN POSITION ONE QUARTER, THAT DOES NOT MEAN THAT
THAT’S NOW YOUR COMMONLY FILLED. THAT’S NOT HISTORICALLY
WHAT YOU FILL. AND SO, THAT’S KINDA
WHERE WE’RE AT WITH TIME TO HIRE
RIGHT NOW. AGAIN, THOSE REPORTS
ARE DUE JUNE 30th. IF YOU HAVE QUESTIONS– I THINK MOST PEOPLE
HAVE MY E-MAIL ADDRESS OR YOU CAN GET IT THROUGH,
THROUGH TWYLA. I CAN GET IT OUT
TO EVERYBODY OR YOU CAN JUST SEND AN E-MAIL
TO THAT TIME TO HIRE AT OPM AND THEN
I’LL RESPOND TO THAT. ANYBODY HAVE ANY QUESTION
ON TIME TO HIRE WHERE WE’RE AT? GOING FORWARD… NOPE. THANK YOU! AND TARA RICCI
WILL NOW COME UP. THANKS, TONY. [applause] GOOD MORNING, EVERYONE. I’M JUST GONNA SPEND
A FEW MINUTES TALKING ABOUT DIFFERENT
TYPES OF ASSESSMENTS AND THEN POINT YOU
TO SOME ADDITIONAL RESOURCES THAT YOU CAN REACH OUT TO
IF YOU WANT TO LEARN MORE BECAUSE THAT’S THE PART
OF THE HIRING REFORM. WE REALLY DID WANT TO FOCUS
ON IMPROVING ASSESSMENT ACROSS THE FEDERAL GOVERNMENT. SO I’M JUST GONNA
SPEND A FEW MINUTES TALKING ABOUT DIFFERENT
TYPES OF ASSESSMENT THAT ARE OUT THERE. AND LIKE I SAID, TALK ABOUT
SOME ADDITIONAL RESOURCES THAT YOU CAN REACH OUT TO. WHAT WE’VE DONE IS
WE HAVE PUT TOGETHER A WEB SITE THAT’S CALLED PERSONAL
ASSESSMENT AND SELECTION RESOURCE CENTER. IT HAS INFORMATION
ABOUT A VARIETY OF DIFFERENT ASSESSMENTS
THAT ARE OUT THERE, MANY OF WHICH ARE UP HERE, BUT A LOT OF AGENCIES
ARE HAVING CHALLENGES WITH NO MORE USING
THE KSA ESSAYS. “WELL, WHAT KIND OF
ASSESSMENTS CAN I USE?” SO I REALLY RECOMMEND THAT
YOU REACH OUT TO THIS WEB SITE. YOU CAN FIND IT ON OUR SUBJECT
INDEX ON OPM.GOV. AGAIN, IT’S CALLED
THE PERSONNEL ASSESSMENT AND SELECTION RESOURCE CENTER, WHERE YOU’LL FIND
GOOD INFORMATION ABOUT DIFFERENT TYPES OF
ASSESSMENTS THAT ARE OUT THERE. AND SO SOME OF THE ONES
THAT WE REALLY POINT TO AS, YOU KNOW,
GOOD ASSESSMENTS TO THINK ABOUT OR SOME OF THE ONES
THAT I’VE LISTED UP HERE. COGNITIVE ABILITY TEST,
THOSE ARE ONES THAT– SOMETIMES PEOPLE THINK
THERE ARE, YOU KNOW, GENERAL INTELLIGENCE MEASURES,
THAT’S NOT NECESSARILY THE CASE. THEY CAN BE USED TO ASSESS
SPECIFIC REASONING ABILITIES, LIKE LANGUAGE, COMPREHENSION, MATHEMATICAL ABILITIES. SO THEY REALLY CAN
TARGET THINGS. THEY’RE NOT JUST
GENERAL MENTAL ABILITY TESTS. ANOTHER ONE
IS A JOB KNOWLEDGE TEST. JOB KNOWLEDGE TEST
REALLY ARE– YOU KNOW,
THE NAME SAYS IT ALL. IT’S WHERE YOU’RE
TRYING TO ASSESS IF SOMEBODY HAS
A SPECIFIC BODY OF KNOWLEDGE THAT’S REQUIRED
FOR AN OCCUPATION. AGAIN, THIS IS AN ASSESSMENT
WHERE, YOU KNOW, YOU’RE NOT GONNA BE
TRAINING PEOPLE. YOU EXPECT THEM TO COME IN
AND ALREADY HAVE THIS KNOWLEDGE. SO THEY TEND TO BE
FOR A POSITIONS THAT ARE A LITTLE BIT
MORE EXPERIENCED. PERSONALITY TEST. SOMETIMES YOU GO THINK, “OH, YOU CAN’T USE
PERSONALITY TEST IN THE FEDERAL GOVERNMENT.” BUT YOU CAN. A LOT OF THE THINGS
THAT ARE ASSESSED THROUGH PERSONALITY TEST RELATE DIRECTLY TO
WHAT’S REQUIRED ON THE JOB. THINGS LIKE ATTENTION TO DETAIL
AND CONSCIENTIOUSNESS AND THE PERSONAL SKILLS. AND THESE ASSESSMENTS
TEND TO DO VERY WELL IN TERMS OF PREDICTING
JOB PERFORMANCE. SO THAT IS ONE THAT
WE CAN ASK AGENCIES TO CONSIDER, ESPECIALLY, FOR ASSESSING
THOSE SOFT SKILLS, LIKE INTERPERSONAL SKILLS
AND TEAMWORK AND SUCH. AND SOMETIMES,
I THINK PEOPLE THINK, ALSO WITH PERSONALITY TEST, THAT YOU’RE TALKING
ABOUT PERSONALITY TESTS THAT ARE USE TO DIAGNOSE
MENTAL ILLNESS ‘CAUSE THERE ARE
A WHOLE SET OF ASSESSMENTS THAT ARE DESIGNED FOR THAT. THAT’S NOT AT ALL
WHAT I’M TALKING ABOUT. I’M TALKING ABOUT ONES
THAT ARE DESIGNED TO ASSESS PEOPLE
ON TRAITS THAT REALLY DO RELATE TO THE WORKPLACE. AND SO, SOMETIMES YOU’LL FIND
THAT THEY HAVE DIFFERENT NAMES, LIKE, UM, JOB FIT ASSESSMENTS
OR WORK INTEREST ASSESSMENTS JUST TO KIND OF MAKE
THAT DISTINCTION THAT THIS REALLY
IS ABOUT ASSESSING PEOPLE FOR A SPECIFIC WORK ENVIRONMENT. A STRUCTURED INTERVIEW IS ONE
THAT I THINK IS PROBABLY BEING USED A LITTLE BIT
MORE WIDELY IN THE FEDERAL GOVERNMENT. IT’S A LITTLE BIT DIFFERENT
THAN A TRADITIONAL INTERVIEW. IT’S WHERE YOU’RE ASKING PEOPLE
A STANDARD SET OF QUESTIONS THAT ARE TIED BACK
TO THE JOB ANALYSIS. AND EVERYONE’S BEING RATED
ON THE SAME RATING SCALE. YOU’RE USING TRAINED RATERS, OFTEN TIMES,
IT’S A PANEL OF RATERS AND THOSE TEND TO DO VERY WELL ON PREDICTING
JOB PERFORMANCES WELL. A WORK SAMPLE TEST
IS WHERE YOU’RE GOING TO ASK SOMEBODY TO ACTUALLY
COMPLETE AN ACTIVITY THAT THEY WOULD BE ASK
TO DO ON THE JOB. SO IT’S AN ACTUAL JOB TEST, MAYBE IF IT’S
A SECRETARIAL POSITION. YOU BRING SOMEBODY IN
AND HAVE THEM TYPE A MEMO OR DO SOMETHING– OF IF THIS JOB IS GONNA
REQUIRE A LOT OF WRITING, YOU CAN HAVE THEM COME IN
AND WRITE A SAMPLE MEMO. SO THOSE TEND TO BE,
AGAIN, FOR POSITIONS WHERE YOU’RE GONNA LOOK FOR
A LITTLE BIT MORE EXPERIENCED. AND YOU EXPECT PEOPLE
TO BE ABLE TO DO THE WORK RIGHT WHEN THEY ARRIVE
ON THE JOB. A SITUATIONAL JUDGMENT TEST IS ONE WHERE BASICALLY
YOU’RE POSING A SITUATION, A DILEMMA,
SOME KIND OF A SITUATION THAT THEY WOULD HAVE
TO DEAL WITH ON THE JOB. AND YOU’RE ASKING APPLICANTS
TO BASICALLY, UH, SELECT AMONG
VARIOUS ALTERNATIVES, HOW THEY WOULD HANDLE
THAT SITUATION AND IT REALLY– THEY’RE DESIGNED TO REFLECT
WHAT YOU WOULD SEE ON THE JOB AND THERE’S MULTIPLE CHOICES
THAT THEY CAN PICK FROM. SO IT’S NOT CLEAR THAT THERE’S
ONE RIGHT WAY TO HANDLE IT. BUT THEN AGAIN, IT’S A VERY
GOOD AT GETTING AT THINGS LIKE PROBLEM SOLVING
AND DECISION MAKING. AND THOSE ARE THINGS
THAT TEND TO BE REQUIRED PRETTY MUCH ACROSS THE BOARD
IN THE FEDERAL GOVERNMENT. OCCUPATIONAL QUESTIONNAIRES, THAT’S AN ASSESSMENT METHOD
THAT IS PROBABLY THE MOST COMMONLY USED. PARTICULARLY NOW
WITH THE ELIMINATION OF THE KSA ESSAYS AS
THE INITIAL APPLICATION PHASE. OCCUPATIONAL QUESTIONNAIRES
CAN SOMETIMES GET A BAD RAP AND I THINK
WITH OCCUPATION QUESTIONNAIRES, IT’S LIKE ANY
OTHER ASSESSMENT METHOD. IT ALL COMES BACK
TO THE DEVELOPMENT OF IT. AND THE PROCESS
THAT WENT INTO DEVELOPING, AND REALLY FOLLOWING
PROFESSIONAL PRACTICES AND REALLY DOING THE BEST
THAT YOU CAN TO COME UP WITH GOOD QUESTIONS,
WORKING WITH JOB EXPERTS, PILOT TESTING THE ITEMS, LOOKING AT THE DATA
THAT YOU GET BACK. YOU REALLY CAN USE
OCCUPATIONAL QUESTIONNAIRES THAT DO MAKE GOOD DISTINCTIONS
AMONG JOB APPLICANTS, AND CAN HELP YOU FIND
THE BEST APPLICANTS FOR THE JOB. IT’S JUST NOT SOMETHING
THAT CAN BE THROWN TOGETHER OVERNIGHT. IT JUST TAKES PRACTICE AND
KIND OF INSTITUTING THAT PROCESS WITHIN THE ORGANIZATION, BUT THEY CAN BE
GOOD ASSESSMENTS TO USE. BIODATA ARE TESTS
THAT ASK A VARIETY OF QUESTIONS ABOUT BACKGROUNDS
AND EXPERIENCES AND INTERESTS. AND THE RESEARCH
HAVE BEEN SHOWN TO DO VERY WELL TO PREDICT JOB PERFORMANCE. SO WE DO USE THIS
FOR SOME OF OUR ASSESSMENTS, FOR SOME OF OUR
[UNCLEAR] ASSESSMENTS. WE DO HAVE A SET
OF BIODATA QUESTIONS. AND THEY ARE ONES
THAT A LITTLE BIT MORE TIME CONSUMING TO DEVELOP BECAUSE YOU DO HAVE TO DO
A LOT OF RESEARCH, TESTING OUT VARIOUS ITEMS. BUT IN THE END,
IT CAN BE AUTOMATED, IT CAN BE ADMINISTERED
COMPUTER-BASED, SO ONCE YOU’VE DEVELOPED THEM,
THE EASE OF ADMINISTRATION, BECOMES A REAL PLUS
FOR THIS TYPE OF ASSESSMENT. AND THEN,
THE ASSESSMENT CENTER, THIS IS REALLY
WHERE PEOPLE COME IN, AND THEY MAY TAKE
A VARIETY OF ASSESSMENTS. THEY MAY DO
A STRUCTURED INTERVIEW, THEY MAY DO A WORK SAMPLE, BUT THE POINT IS THAT IT’S
AN ASSESSMENT CENTER FORMAT WHERE THEY’RE ALL
COMING TOGETHER AND COMPLETING
THIS ASSESSMENTS, TYPICALLY IN ONE PLACE
WITH A PANEL OF TRAINED RATERS WHO ARE EVALUATING THEM. THIS TENDS TO BE PROBABLY
ONE OF THE MORE COSTLY, BUT THEY’RE ALSO VERY, VERY GOOD
AT PREDICTING JOB PERFORMANCE. AND WHEN WE SEE THEM USE, THEY TEND TO BE USED FOR
A MISSION CRITICAL OCCUPATIONS, MAYBE LEADERSHIP OCCUPATIONS. DEFINITELY OCCUPATIONS
WHERE YOU’RE GONNA BE DOING A LOT OF HIRING
‘CAUSE ONCE YOU SET THEM UP, YOU WANT TO MAKE SURE
THAT YOU’RE USING THEM FOR PLENTY OF HIRING NEEDS BECAUSE THEY ARE A LITTLE BIT
MORE RESOURCE INTENSIVE TO DEVELOP. SO THAT’S JUST REALLY
QUICK OVERVIEW OF SOME OF
THE ASSESSMENT METHODS THAT YOU CAN LEARN
MORE ABOUT. AND THEN, I JUST WANTED
TO TALK ABOUT OUR WEB SITE. I ALSO WANTED TO JUST TAKE
THE MINUTE AND MENTION USAJOBS ASSESS, OPM IS DEVELOPING
ASSESSMENT BATTERY THAT CAN BE USED FOR– WE’RE INITIALLY TARGETING
12 OCCUPATIONS, COMMON OCCUPATIONS
IN THE FEDERAL GOVERNMENT. OPM WILL ADMINISTER
THIS ASSESSMENTS. THEY ARE ONLINE. AGENCIES CAN USE THEM AS A PART
OF THEIR VACANCY ANNOUNCEMENTS, BUT WE’RE ALSO LOOKING INTO
DEVELOPING SHARED REGISTERS, WHERE AGENCIES
CAN THEN PULL CANDIDATES FROM THE SHARED REGISTERS. AND THESE ASSESSMENTS
WILL BE A COMBINATION SOME OF THE THINGS
THAT I’VE TALKED ABOUT. WE’VE GOT SOME COGNITIVE
ABILITY ASSESSMENTS IN THERE. WE’VE GOT SOME
PERSONALITY TYPE ASSESSMENTS. WE HAVE A SITUATIONAL
JUDGMENT TEST. THEY’RE COMPUTER ADAPTIVE,
SO PEOPLE AREN’T GETTING THE SAME QUESTIONS
EVERY TIME. SO IF SOMEBODY TOOK IT AND SAID,
“OH, I GOT THESE QUESTIONS.” THAT’S NOT NECESSARILY WHAT
THE NEXT PERSON’S GONNA GET. THEY’RE RANDOMIZED
AND THEY’RE COMPUTER ADAPTIVES. SO, UM, WE’RE JUST STARTING
TO ROLL THEM OUT ON A PILOT BASIS. MAYBE SOME OF YOUR AGENCIES HAVE
ALREADY SIGNED UP TO DO THAT. BUT IF YOU ARE INTERESTED
IN LEARNING MORE ABOUT THIS, IT’S REALLY SOMETHING
THAT WE WANTED TO ROLL OUT AS A PART OF HIRING REFORM
BECAUSE WITH NEW AGENCIES, WE’RE GONNA NEED
IMPROVED ASSESSMENTS. I’D BE HAPPY TO GET YOU
MORE INFORMATION ABOUT THAT, SO PLEASE FEEL FREE
TO EMAIL [email protected] I’LL SAY THAT AGAIN,
[email protected] AND I’D BE HAPPY
TO SHARE MORE INFORMATION ABOUT THESE ASSESSMENTS. ANY QUESTIONS
BEFORE I TURN THINGS OVER? OKAY. SO I’M GONNA TURN
THINGS OVER TO TONY. [applause] HI GUYS, WHILE TONY GETS
READY FOR HIS PRESENTATION, LET ME INTRODUCE MYSELF,
MY NAME IS… I WANTED TO COMMENT ON
THE… HIRING FORM WEBSITE… LAST YEAR AT
THE AGENCY… WE HEARD A
LOT ABOUT… SO WE AND
WHEN I SAY WE I MEAN… GOT TOGETHER AND
DID A SURVEY AND WE HEARD YOU. SO WHAT WE’VE
DONE IS MODIFIED… AND SO I HEARD THIS
WEEKEND WE GOT APPROVAL… GOOD MORNING, EVERYONE,
MY NAME IS TONY NGUYEN. I’M A QUALITY ASSURANCE MANAGER
AT DEPARTMENT OF ENERGY. I WANT TO THANK
OUR HOST AT OPM AND THE CHCO COUNCIL
FOR TODAY’S EVENT. IN ADDITION
TO INTRODUCING MYSELF, I WANTED TO THANK MY COLLEAGUES
AND ANNE MACK AND KEN VANUTO FOR TENDING AND SUPPORT
OF TODAY’S PRESENTATION. I WANTED TO MAKE SPECIAL NOTE
REGARDING KEN, I WOULDN’T BE HERE
IN FRONT OF YOU IF IT WEREN’T FOR KEN’S TRUST
IN MY PRESENTATION AND WORK. OUR RELATIONSHIP
REMINDS ME OF– IF YOU THINK
OF THE “STAR WARS TRILOGIES,” THE MASTER-PROTÉGÉ
RELATIONSHIPS, AND IF YOU WERE WONDERING,
I’M THE STUDENT. [laughs] SO MY PRESENTATION
FOR YOU ALL TODAY IS LEVERAGING EXISTING TECHNOLOGIES TO ADAPT INNOVATE
AND ACHIEVE RESULTS IN HIRING REFORM. AND THE PRESENTATION
WILL COMPRISE AT THREE PARTS. FIRST, A QUICK OVERVIEW,
SUMMARY OF THE CHALLENGE, ROOT CAUSE ANALYSIS,
RESULTS AND STRATEGY. THE MAJORITY
OF THE PRESENTATION WILL BE ON THE DEMO
OF THE METRICS AND THE REPORTING. AND THEN, WE’LL CLOSE OUT WITH
SOME TAKEAWAYS AND EXAMPLES. PARTICULARLY WITH
THESE FIRST FEW SLIDES, WE’RE GONNA RUN
THROUGH THEM QUICKLY ‘CAUSE THEY’RE REALLY
FOR REFERENCE. AND I JUST WANTED TO PROVIDE
SOME CONTACTS FOR THE DEMO. IN FY 2009, THE DOE TIME TO HIRE
WAS 174 CALENDAR DAYS, ONE OF THE SLOWEST
IN GOVERNMENT. I THINK WE WERE
THE SECOND SLOWEST. IT’S PART OF THE HIRING REFORM
EFFORTS AND GUIDANCE FROM OPM. WE DID A ROOT CAUSE ANALYSIS. AND AS YOU CAN SEE,
ONE OF THE MAJOR DRIVERS WAS THAT WE DID NOT
HAVE THE RELEVANT TIME TO HIRE METRICS, OKAY. HOWEVER, SINCE FYI ’09, WE MADE CONSIDERABLE PROGRESS
IN IMPROVING OUR TIME TO HIRE. AT THE END OF FY ’10, OUR TIME TO HIRE
WAS 97-CALENDAR DAYS, AN IMPROVEMENT OF ABOUT 40%. AND SINCE THEN, CURRENTLY,
OUR TIME TO HIRE IS AT 92 DAYS. THERE’S ANOTHER SLIDE
FOR YOUR REFERENCE. I’LL BE DOING A QUICK SUMMARY
ON THE STRATEGIC LINKAGES. AND, AGAIN, MOVING TO
THE DEPLOYMENT OF THE METRICS. AND THE REASON WHY
THIS IS PROVIDED FOR REFERENCE IS, YOU KNOW,
IF YOU GO THROUGH THE EFFORT TO PUT TOGETHER A METRIC
AND TO TRACK IT, WITHOUT THE LINKAGES
AND WITHOUT THESE OTHER KEYS, THE METRICS PROBABLY
WON’T DO VERY GOOD, MUCH GOOD. YOU NEED THE WHOLE PACKAGE. WHAT YOU HAVE HERE
IS A GRAPHIC ILLUSTRATING– PROBABLY THE THINGS
YOU’VE ALL SEEN BEFORE CASCADE FROM AGENCY LEVEL
TO INDIVIDUAL. AND WE’LL JUST DO
A QUICK WALK-THROUGH OF THE STRATEGIC LINKAGES
OF HIRING REFORM, MANAGEMENT REFORM IN DOE. THE DOE MISSION
AND DOE STRATEGIC GOALS WERE RELEASED RECENTLY
IN THE DOE STRATEGIC PLANS. THE MISSION, OF COURSE,
FOR DEPARTMENT OF ENERGY IS TO HELP THE NATION
ADDRESS CHALLENGE, ITS ENERGY CHALLENGES
AND PROVIDE SOLUTIONS TO OVERCOME OUR CHALLENGES. THE STRATEGIC PLAN
HAS FOUR GOALS. THE FIRST THREE ARE DIRECTLY
RELATED TO THE MISSION AND THE FOURTH IS
A MISSION SUPPORT GOAL. I’D LIKE TO SUMMARIZE IT AS A “ONE FOR ALL,
ALL FOR ONE” TYPE GOAL, WHERE AS OUR
DEPUTY SECRETARY PONEMAN HAS DESCRIBED IT IS “WE’RE MISSION OWN SUPPORT
AND SUPPORT OWN’S MISSION.” AND THAT REALLY PROVIDES
A GOOD FRAMEWORK FOR THE HIRING REFORM
REQUIREMENTS. UNDER THAT FOUR STRATEGIC GOAL, THERE’S A BEST
WORKFORCE OBJECTIVE, AND THEN A PERFORMANCE-BASED
FRAMEWORK OBJECTIVE. AND I WANTED TO CALL OUT
A BIG WIN FOR US WAS WE WERE ABLE TO CITE OUR
DOE HIRING REFORM ACTION PLAN IN THE NARRATIVE
FOR THIS OBJECTIVE WITHIN THE AGENCY
STRATEGIC PLAN. THAT WAS A VERY BIG WIN
FOR OUR EFFORT. AND WHAT WE MEAN BY FRAMEWORK
IS THAT, AS YOU WOULD EXPECT, WITH THE CASCADE,
THE FRAMEWORK NEEDS TO LINK ORGANIZATIONAL
AND INDIVIDUAL WORKPLANS TO MISSION GOALS. AND THIS NEXT SLIDE,
WE’RE LOOKING AT DOE TARGETED OUTCOMES. SO WHAT WE HAVE
AS PART OF THE CASCADE IS THE STRATEGIC PLAN AND SPECIFIC ORGANIZATIONAL
LEVEL METRICS. UNDER THE BEST
WORKFORCE OBJECTIVE, ONE HAS TO DO WITH TIMELINESS, AS YOU RECOGNIZE
THE TIME TO HIRE METRIC. AND THE OTHER TWO HAVE
TO DO WITH QUALITY. CURRENTLY QUALITY VIA
CURRENT PERFORMANCE AND THEN FUTURE QUALITY
VIA DEVELOPMENT. ANOTHER SAMPLE OF THE TOPIC
OF THIS PRESENTATION WHERE WE’RE LEVERAGING
EXISTING TECHNOLOGIES. HR.PERFORMANCE.GOV, ANOTHER WIN FOR US WAS
WITHIN THE CONTEXT OF THE AGENCY STRATEGIC PLAN, WE’RE ACTUALLY LINKING
AT AN ORGANIZATION LEVEL, HOW DOE’S DOING
BY USING THE METRICS ON HR.PERFORMANCE.GOV. PROBABLY EVERYONE IN THIS ROOM
KNOWS HOW MUCH TIME AND EFFORT HAS GONE INTO DEVELOPING
THAT WEB SITE. AND SO WE THOUGHT IT WAS BEST
TO MAKE USE OF THAT. OUR HUMAN CAPITAL STRATEGIC PLAN REITERATES THE SAME ITEMS
THAT WE JUST OVERVIEWED. AND THEN FINALLY, WE GET
TO THE INDIVIDUAL LEVEL. ANOTHER IMPORTANT WIN
FOR THE HIRING REFORM EFFORT. THANKS TO THE DEPUTY SECRETARY AND OUR CHCO, MIKE KANE, WE WERE ABLE TO MAKE
A NEW PERFORMANCE ELEMENT, NEW LANGUAGE MANDATORY
FOR ALL SCS, SENIOR LEADERS, MANAGERS AND SUPERVISORS. AND AS YOU CAN TELL
FROM THE TEXT, IT BASICALLY SAYS THAT
IF YOU’RE ACCOUNTABLE, RESPONSIBLE FOR LEADING
AND MANAGING PEOPLE, YOU NEED TO BE DOING
THE FULL RANGE OF HUMAN CAPITAL LEADERSHIP
AND MANAGEMENT ACTIVITIES IN ORDER TO HELP THE AGENCY MEET THE PRESIDENT’S RECRUITMENT
AND HIRING REFORM OBJECTIVES. SO IN THIS QUICK OVERVIEW, WE PROVIDED, UH,
WE WALK-THROUGH TO CASCADE TO PROVIDE A CLEAR LINE OF SIGHT
FROM THE INDIVIDUAL TO THE STRATEGIC PLAN. AND THIS IS AN IMPORTANT CONTEXT FOR THE MAIN PART
OF THE PRESENTATION WHICH IS THE DEMO. AND WHEN YOU SEE THE DEMO– HOPEFULLY, WHAT WILL
COME TO LIGHT IS– THE PURPOSE OF THE METRICS WAS TO ANSWER
FIVE MANAGEMENT QUESTIONS THROUGH FIVE REPORTS. FIRST OF ALL,
WHAT’S THE BOTTOM LINE? WHAT ARE THE RESULTS?
WHAT IS THE DOE TIME TO HIRE? AND THAT’S IN THE COMPLETED
HIRES REPORT? LOOKING AT PROCESS EFFICIENCIES, INEFFICIENCIES, WHEN THEY ARE BOTTLENECKS?
WHERE ARE THEY? THAT’S IN
THE HIRING PROCESS REPORT. ACCURACY.
HOW RELIABLE IS THE DATA? HOW MUCH CAN I TRUST
WHAT THE DATA’S TELLING ME? THAT’S REPRESENTED
IN THE EXCEPTIONS REPORT. TRANSPARENCY. DOES THE RAW DATA
MATCH THE REPORTS? THAT’S IN ACTION’S DETAIL. THIS IS A VERY CRITICAL ELEMENT BECAUSE IN THIS TYPE
OF DATA UP HERE, YOU’RE LOOKING AT AVERAGES. AND IT’ VERY IMPORTANT TO BE
ABLE TO HAVE QUICK ACCESS TO THE SOURCE DATA
THAT DERIVES THOSE AVERAGES. AND FINALLY, AN EXECUTIVE
SUMMARY OR DASHBOARD VIEW. WHETHER YOU’RE
A DEPUTY SECRETARY OR A MANAGER, SOMETIMES YOU JUST WANT
TO HAVE A QUICK GLANCE TO SEE WHERE WE’RE AT. AND THAT’S WHAT
THE DASHBOARD PROVIDES. WHAT YOU SHOULD SEE ALSO IS
AN EMPHASIS ON THAT VISIBILITY, TRANSPARENCY,
CONTINUOUS IMPROVEMENT. AND THEN FINALLY,
FOUR KEY DESIGN ELEMENTS. THE REPORTS ARE AUTOMATICALLY
REFRESHED DAILY FROM THE SOURCE DATABASE,
THE SF-52 TRACKING DATABASE. AGAIN, YOU’LL SEE
THAT DASHBOARD VIEW, WHERE TOP LEVEL METRIC IS, THE AGENCY-WIDE TIME TO HIRE. YOU SHOULD BE ABLE
TO DRILL DOWN TO EACH SERVICING
PERSONNEL OFFICE AND ALSO EACH RECRUITMENT PHASE
WITHIN THE DOE HIRING PROCESS. AND THEN FINALLY,
YOU’LL SEE THE FORMATTING THAT IDENTIFIES THE BOTTLENECKS
IN THE PROCESS, AND THAT’S THROUGH THE RED FILL
AND WHITE FONT. SO, I’M GONNA MIGRATE
OVER TO THE LAPTOP TO DO THE DEMO. SO WHAT WE HAVE HERE IS LOGGED IN REMOTELY
TO THE DOE SYSTEM. THIS IS THE HOMEPAGE
FOR I-PORTAL IT WAS ONE OF THE EXISTING
TECHNOLOGIES THAT WE USED FOR THE TIME TO HIRE REPORT. ONCE I’M LOGGED IN,
I CAN GO TO THE– YOU CAN SEE FOUR
OF THE FIVE REPORTS, REPRESENTED BY
THE TABS UP HERE. HIRING SUMMARY HAS A DASHBOARD. HERE IS THE TOP LEVEL METRIC. CURRENTLY, WE’RE AT
91.5 DAYS BASED ON– IT LOOKS LIKE 708 ACTIONS. I’LL BLOW IT UP
A LITTLE BIT THERE. AGAIN, THAT’S
THE TOP LEVEL METRIC. AND AS ONE OF THE ELEMENTS, YOU’LL SEE
A DRILL DOWN CAPABILITY. ONE OF THE NEAT THINGS
ABOUT THE DASHBOARD IS SOME INTERACTIVE
GRAPHING YOU CAN DO. THE DEFAULT, FOR EXAMPLE, THE QUARTERLY TRENDS
IN THE AVERAGE TIME TO HIRE. IS AGENCY-WIDE– WHAT WE ARE DOING AGAINST
OUR CURRENT TRANSITIONAL GOAL OF 100 DAYS FOR FY ’11. REMOVING TO AN 80-DAY MODEL
BY END OF FY ’12. BUT CURRENTLY,
YOU’LL SEE THE GOALS BASED ON A 100 DAYS
TO TIME THE ENTRY ON DUTY. SO AS AN EXAMPLE, HEADQUARTERS
IS OUR LARGEST SERVICING OFFICE. THAT SHOWS UP
IN THE YELLOW LINE. AND YOU CAN SEE HOW
THIS PARTICULAR HR OFFICE COMPARES TO THE AGENCY-WIDE
PERFORMANCE COMPARES TO THE GOAL, OKAY. SO YOU CAN KINDA– THROUGH THIS GRAPH’S
SLIDE AND DICE, LIKE IF YOU WANTED TO SEE HOW
LONG HIRING MANAGERS ARE TAKING WITH INTERVIEWING
AND CANDIDATE SELECTION, YOU CAN GO TO THAT
SPECIFIC PHASE IN OUR HIRING PROCESS. I’LL MOVE NOW TO COMPLETED
HIRES REPORT. IF YOU RECALL AGAIN,
THE TOP LEVEL METRIC, YOU SEE IT HERE. 91.5-DAY AVERAGE,
BASED ON 708 COUNT, UH, COMPLETED HIRES. AND THE FIRST DRILL DOWN
IS WHERE YOU TAKE THOSE TOTALS AND YOU BREAK THEM OUT BY
THE DIFFERENT HR OFFICES. THEY’RE JUST LISTED
ALPHABETICALLY, WESTERN AREA POWER
ADMINISTRATION IS THE END. AND CHICAGO IS AT THE BEGINNING. AND YOU SEE RIGHT AWAY,
THE BOTTLENECK INDICATORS WITH THE RED FILL
AND WHITE FONT. OKAY, UM, DRILL DOWN
ONE MORE LEVEL. AND I’M GONNA MAKE
THIS SMALLER, NOT TO READ THE NUMBERS,
BUT JUST TO SEE THE EFFECT OF THE COLOR CODING. AND ALSO GOING TO THE PHASE
DEFINITIONS AS WELL. BUT BASICALLY,
WHEN YOU SEE THE RED, SOMETHING IS TAKING LONGER
THAN GOAL. AND YOU HAVE
THE TRANSITIONAL GOAL OF 100 DAYS TO ENTRY ON DUTY, 63 DAYS TO TIME TO JOB OFFER. AND THEN, EACH OF
THE NINE PHASES HAS SPECIFIC GOALS
ATTACHED TO THEM. NOW THE REASON WHY THIS– EVEN WITHOUT KNOWING OR BEING
ABLE TO READ THE NUMBERS, WHEN YOU SEE THE COLOR CODING, WHEN THERE’S RED ALL THE WAY
UP AND DOWN IN HR OFFICE, THAT’S AN INDICATOR THAT’S
SOMETHING’S GOING ON WITH SERVICING ON BOTH
SIDES OF THE TABLE, WITH BOTH HR AND
THE HIRING MANAGER. IF YOU SEE RED GOING
ALL THE WAY ACROSS, THIS IS PROBABLY
AN AGENCY-WIDE ISSUE WITH THAT PARTICULAR PHASE. IN THIS PARTICULAR PHASE,
ANNOUNCEMENT PREPARATION. WHEN YOU SEE NO RED,
YOU’RE LOOKING PRETTY EFFICIENT WITH THAT
PARTICULAR PHASE, LIKE IN RECRUIT
INITIATION, OKAY. SO NOW, I’M GONNA DRILL DOWN,
SO WE CAN ACTUALLY SEE SOME OF THE NUMBERS
AND THE PHASES. THIS VIEW IS EXACTLY
THE SAME DATA, BUT WHAT IT DOES IS
IT HIGHLIGHTS A SPECIFIC HR OFFICE FOR AN EASY COMPARISON
TO THE AGENCY-WIDE PERFORMANCE AND TO CALENDAR DATE GOALS. AND AS A DEFAULT,
IT BRINGS UP CHICAGO ‘CAUSE THAT’S THE FIRST
ALPHABETICALLY FOR US. WHEN YOU SCROLL DOWN
IN THIS REPORT, YOU CAN SEE HOW,
YOU KNOW, THERE’S A LEGEND PROVIDING
DEFINITIONS FOR EACH PHASE. YOU CAN SEE THAT WE’VE DEFINED
THE HIRING PROCESS THAT DEAL WITH NINE PHASES FROM RECRUIT INITIATION TO EOD. THEY’RE DEFINED BY EACH PHASES
DEFINED BY A START, AND THEN AN END DATE. THE END DATE OF ONE PHASE IS THE START DATE
OF THE NEXT PHASE. THE COLOR CODING
WITH THE LIGHT BLUE, YELLOW AND ORANGE, INDICATES
WHO HAS THE LEAD FOR A GIVEN PHASE. AS YOU CAN SEE, THERE ARE
FOUR “HR PHASES.” THERE ARE THREE
“HIRING MANAGER PHASES.” AND THEN, THE LAST FEW PHASES
ARE IN ORANGE, WHERE THE CANDIDATE IS
THE PRIMARY DEPENDENCY, OKAY. AND WHEN WE RECOGNIZE THAT– THE LAST TWO PHASES
REALLY WERE ON– …WAS REALLY
THE ONLY CANDIDATE. WE REALIZED THE IMPORTANCE
OF TRACKING A SUBTOTAL OF TIME THE JOB OFFER. SO OUR METRIC FOR TIME TO HIRE
REALLY IS END TO END, TIME THE ENTRY ON DUTY,
WHICH IS REPORTED TO OPM, BUT ALSO TIME
THE JOB OFFER. BECAUSE IT’S THE FIRST
SEVEN PHASES THAT ARE UNDER THE CONTROL
OF THE AGENCY. I’LL WALK YOU THROUGH
AN EXAMPLE. HR NEEDS TO DO
THE INITIAL REVIEW TO GET A CERTIFIED
LIST OF CANDIDATES, AND THEN THE HIRING MANAGER HAS TO DO THE INTERVIEW PROCESS
WITH HIS PANEL, HIS OR HER PANEL, RESULT
IN THE CANDIDATE SELECTION, THEN IT’S BACK TO HR
TO MAKE THE JOB OFFER. BUT FROM THERE, WE CANNOT MAKE
THE APPLICANT ACCEPT THE JOB AS ORIGINALLY PROPOSED. THEY MAY ACCEPT IT,
BUT THROUGH SOME NEGOTIATION. AND EVEN IF THEY ACCEPT IT, YOU CANNOT MAKE THEM
PROVIDE THE COMPLETE, FULL ACCURATE INFORMATION REQUIRED FOR
THE BACKGROUND CHECK AND TO GET ON ENTRY ON DUTY. OKAY. SO I’M GONNA GO TO A QUICK
VIEW AT HIRING PROCESS. WE’LL SPEND JUST A SECOND THERE
BECAUSE YOU’LL SEE IT’S VERY SIMILAR
TO COMPLETED HIRES. IT’S JUST PULLING THE DATA
IN A DIFFERENT WAY. WHAT YOU’LL SEE MISSING IS THERE’S NO SUBTOTAL
TO JOB OFFER, THERE’S NO GRAND TOTAL
TO TIME TO HIRE ENTRY ON DUTY. AND THE REASON WHY IS
IT’S PULLING THE DATA FOR ALL WORK DONE
ON ALL ACTIONS REGARDLESS OF WHETHER
THEY RESULTED IN A HIRE. AN EXAMPLE I’D LIKE
TO STATE IS A COUPLE OF YEARS AGO,
I WAS ON AN INTERVIEW PANEL. AND THE RECRUIT ACTION
WENT ALL THE WAY TO WHERE WE’RE INTERVIEWED. SO ALL THE WORK WAS DONE FROM
PHASES ONE THROUGH FIVE, BUT WE STOPPED
IN THE MIDDLE OF PHASE 6 BECAUSE THE POSITION
ENDED UP BEING CANCELED. HOWEVER, SINCE WORK WAS DONE
IN PHASES ONE THROUGH FIVE, WE WANT TO LOOK AT THAT
AND SEE HOW THAT WORK IMPACTED THE AVERAGE. AGAIN, TO SEE
WHERE THE EFFICIENCIES AND INEFFICIENCIES ARE. WE’LL MOVE NOW
TO ACTIONS DETAIL REPORT. THIS IS THE RAW DATA. THIS IS WHERE, YOU KNOW, IF ANNE MACK AND I, LET’S SAY WE’RE BOTH
HR DIRECTORS AT DOE, AND ANNE IS, LIKE, “TONY, YOUR TIME TO HIRE
LOOKS REALLY GOOD. YOU’RE COMING IN,
LIKE, 55 DAYS.” YOU CAN’T BE THAT GOOD. SO WITHOUT EVEN HAVING
TO TALK TO ME, SHE CAN GO INTO THE DATA ‘CAUSE SHE’S GOT
ACCESS TO MY DATA. AND SHE CAN CHECK IT OUT,
DO ANALYSIS AND SEE WHY
I REALLY AM SO GOOD OR MAYBE THERE IS SOME
DISCREPANCIES IN THE DATA. SO THIS IS A BUILT-IN
VISIBILITY AND TRANSPARENCY ASPECT
OF THE DATA WHERE ANN KNOWS– I CAN SEE HER DATA AND
I KNOW ANN CAN SEE MY DATA. OKAY, YOU WERE ABLE
TO SLICE AND DICE THIS. YOU CAN SEE EVERYTHING, ALL PHASES AND ALL OFFICES. YOU CAN SEE ALL PHASES BY
A SINGLE OFFICE AND THEN YOU CAN SEE ONE PHASE
BY ONE OFFICE OR ONE PHASE BY ALL OFFICES. AND THE KEY HERE IS BEING ABLE
TO DOWNLOAD THE RAW DATA. BECAUSE AS YOU ALL KNOW, SOMETIMES YOU NEED
CUSTOM ANALYSIS. AND BY PUTTING THAT
DOWN TO EXCEL, YOU CAN REALLY
SLICE AND DICE IT. FINALLY, LET ME TAKE YOU OVER
TO THE EXCEPTIONS REPORT. THIS COME TO THE RELIABILITY
PIECE OF THE DATA. THIS IS THE PART
OF THE REPORT– THE REPORT DOES IS
IT TAKES– IT DOES THREE CRITERIA TO SEE
IF THE DATA IS VALID. IF IT’S INVALID, THEN IT QUARANTINES THE DATA
OVER TO THE EXCEPTIONS REPORT UNTIL IT’S FIXED. AND THEN, IT BRING IT BACK
TO THE MAIN REPORT FOR AVERAGES. AND WE’LL GO BACK
TO THE POWERPOINT NOW. WE’LL DO A CLOSE OUT. OKAY, UM– AND JUST FROM THE DEMO,
YOU COULD SEE THAT THE TYPE OF CONTINUOUS
IMPROVEMENT APPROACH THAT WE TAKE
IN ANALYZING THE DATA, WE TRY NOT TO ASSUME
IT’S A PERFORMANCE ISSUE. IT MAY VERY WELL BE, BUT SOMETIMES THERE ARE
SYSTEM PROCESS ISSUES, SOMETIMES GOALS
NEED TO BE REVIEWED. I’M PLEASED TO SAY
WE GOT SOME RECOGNITION FROM PARTNERSHIP
FOR PUBLIC SERVICE BACK IN AUGUST OF 2010. THAT’S INCLUDED
FOR YOUR REVIEW. AND I’M GONNA GO
TO THE TAKEAWAYS AND EXAMPLES. I’M WATCHING MY TIME AND I’M COMING UP
ON 60 SECONDS HERE. THIS IS REALLY IMPORTANT
FOR THE USE OF A METRIC. YOU KNOW, WHAT I JUST
DEMO-ED FOR YOU IS A WEB-BASED ONLINE
REPORTING SYSTEM. IT’S THERE FOR YOU TO PULL
THE INFORMATION TOWARD YOU. BUT AS YOU ALL KNOW, YOU CAN GET REALLY BUSY
IN YOUR WORK LIFE AND YOU MAY FORGET TO GO
TO THE REPORTS. SO EVEN THOUGH
IT’S THERE ON DEMAND, IF IT’S ONLY
ON THE “PULL” FORMAT, IT MAY BE NEGLECTED. SO WHAT WE HAVE STARTED TO DO
IS “PUSH” THE DATA, THE WEEKLY UPDATES,
AND THAT’S PROVIDED. THAT’S IN THE APPENDIX
BEHIND THE POWERPOINT. THAT’S BEEN A VERY EFFECTIVE
STRATEGY FOR US BECAUSE IT’S KEEPING
THE METRIC IN A PROMINENT VIEW FOR HR DIRECTORS
AND THEIR STAFF. AND THEY IN RETURN,
CAN SHARE THE INFORMATION WITH THEIR CUSTOMERS. WE’RE USING THE BENEFITS
OF OUR EXPERIENCES TO REFINE OUR MATRIX. AGAIN, IF YOU THINK OF THE DEMO
I JUST WALKED YOU THROUGH, IT WAS A FOCUS ON HR OFFICES. THAT’S HOW THEY WERE FORMED
AFTER THE DOE STARTED OUT. BUT WE’RE SEEING AGAIN FOR THE
MOST EFFECTIVE USE OF THE DATA, WE WANT TO BE ABLE TO PROVIDE
A VERY CUSTOMER-CENTRIC VIEW AS WELL. FOR EXAMPLE,
KEN, AS A SENIOR LEADER, HE’S HIRING A LOT OF FOLKS. SO FROM A HIRING MANAGER
STANDPOINT, HE WANTS TO KNOW EXACTLY, IF HE’S HIRED 12 PEOPLE
ON THE LAST YEAR, WHAT WAS HIS AVERAGE, THE SERVICING FOR HIM,
THE ACTIONS BY HIM, WHAT WAS HIS AVERAGE
COMPARED TO THE SERVICING FOR ALL THOSE CUSTOMERS
BY THAT HR OFFICE, COMPARED TO THE AGENCY, COMPARED TO THE GOAL
IN THE GOVERNMENT, OKAY? AND ALWAYS BE COMMUNICATING
YOUR PERFORMANCE AGAINST YOUR METRICS
LIKE THE TIME TO HIRE AND PERFORMANCE.GOV. YOU CAN’T ASSUME JUST BECAUSE
THE MATRIX HAVE BEEN ESTABLISHED THAT PEOPLE ARE CONTINUING
TO PAY ATTENTION. YOU HAVE TO ACTIVELY
CAMPAIGN AND PROMOTE. THESE ARE SOME EXAMPLES
ON THE USE OF THE EXISTING RESOURCES. WE BENEFITED FROM A VERY ACTIVE
HIRING REFORM SWAT TEAM, ONE OF THE BIG DELIVERABLES
IN 2009 WAS THEY COMPLETED
THE ANALYSIS THAT PROVIDED
THE FUNCTIONAL REQUIREMENTS, THE BUSINESS REQUIREMENTS
FOR THE TIME TO HIRE REPORT. WE HAD A POSITION MANAGEMENT
DATABASE THAT ALREADY EXISTED AND THAT I-PORTAL
COLLABORATION REPORTING PLATFORM THAT ALREADY EXISTED, SO WHAT HR DID WAS WE PARTNERED
WITH THE OWNER OF THAT PLATFORM TO SAY, “COULD YOU HELP US
PULL THIS SOURCE DATA ONTO YOUR PLATFORM?” “PUSH,”
THIS IS JUST OLD-FASHIONED SWEAT AND, YOU KNOW, ROLLING UP
YOUR EASE SLEEVES, YOU KNOW. YOU TAKE THE DATA, YOU PACKAGED IT
INTO A PORTABLE FORMAT, THEN YOU PUSH IT OUT
VIA EMAIL. AND FINALLY,
WE’RE ALL DEALING WITH A SEVERELY
BUDGET-CONSTRAINED FEDERAL ENVIRONMENT, AND WHAT THAT MEANS IS
WE’RE ALL GONNA HAVE TO CONTINUE TO ADAPT AND INNOVATE
WITHIN EXISTING RESOURCES, AND POSSIBLY,
EVEN DECREMENTING RESOURCES. AND TO DO THAT,
CREATIVE THINKING IS ESSENTIAL TO INNOVATE. BUT I THINK MOST IMPORTANTLY,
THAT CAN-DO ATTITUDE BECAUSE THAT
IS THE FIRST REQUISITE FOR ENCOURAGING INNOVATION,
AGILITY AND EFFECTIVENESS. YOU’D SAY, “WHAT DO WE HAVE IN
ORDER TO GET SOMETHING DONE TOWARD A SPECIFIC REQUIREMENT?” YOU THINK
OF THE OPPOSITE OF THAT. IF YOU DON’T HAVE
THAT PARTICULAR ATTITUDE, SOMETHING LIKE, “OH, WELL,
WE DON’T HAVE THE STAFF. “WE DON’T HAVE THE CONTRACTORS.
WE DON’T HAVE THE SYSTEMS. WE DON’T HAVE THE MONEY.” YOU KNOW, IT’S A NON-STARTER
FROM THAT POINT. SO THE CAN-DO ATTITUDE
IS THE MOST IMPORTANT PIECE. PRINCIPLES, I THINK EVERYONE
IN THIS ROOM IS FAMILIAR WITH THIS APPROACH. NEED TO OBTAIN AND CULTIVATE, CONTINUE TO CULTIVATE TOP-LEVEL
SENIOR MANAGEMENT SUPPORT. THAT’S WHAT ENABLES THINGS
LIKE BEING ABLE TO CASCADE AND INTEGRATE
YOUR REFORM REQUIREMENTS FROM THE AGENCY LEVEL
TO THE INDIVIDUAL. AND THAT INTEGRATION
IS WHAT MAKES THE METRIC MATTER TO THE AGENCY,
TO THE ORGANIZATION, AND TO THE INDIVIDUAL. WE TALKED ABOUT THE TRANSPARENCY
AND VISIBILITY AND FINALLY,
TO ACTIVELY PUSH THE METRIC AND RELATED
CORRECTIVE ACTIONS. THANK YOU. [applause] THANK YOU, TONY,
FOR THAT GREAT DEMO. I’M SURE
YOU’LL HAVE SEVERAL QUESTIONS. SO NOW Q&A SESSION. NOW WE’VE COME
TO THE PUSHING OF OUR AGENDA WHERE WE’RE GONNA HAVE
A 10-MINUTE BREAK. TO MY RIGHT, YOUR LEFT,
THERE’S LUNCH PROVIDED OUTSIDE. SO JUST GET YOUR LUNCH
AND COME RIGHT BACK IN, AND WE’LL RECONVENE
AT 12 0’CLOCK. OKAY, WE’RE ABOUT TO GET STARTED
WITH OUR SECOND HALF OF THE SESSION. NEXT, WE HAVE SANDRA WIGGINS WHO WILL SPEAK TO US
ABOUT STREAMLINING THE HIRING PROCESS
AND ENGAGING MANAGERS TO ENSURE SUCCESS. GOOD AFTERNOON. I GUESS THE GOOD
AND THE BAD IS– IT’S ALWAYS GOOD
TO GET SOMETHING TO EAT BUT IT’S ALWAYS BAD TO HAVE
TO TRY TO KEEP YOUR ATTENTION IN COMPARISON WITH THE MEAL
THAT IS IN FRONT OF YOU. SO I’LL DO THE BEST I CAN
TO ENGAGE AND PARTICIPATE WHILE YOU EAT
AND MY STOMACH GROWLS. SO OKAY. OKAY. I’M HAPPY TO BE HERE AND THANKS
FOR ALLOWING ME TO SHARE SOME OF USAIDS
AND PARTICULARS REGARDING THE HIRING
STREAMLINING AND REFORMING. NOW MY NEXT CHALLENGE IS SYSTEM. OKAY. FIRST SLIDE. ONE OF THE THINGS
WE DID IN 2009 WHEN WE FIRST STARTED
STREAMLINING OUR HIRING PROCESSES, WE DECIDED– SOMETIMES,
PEOPLE JUST JUMP RIGHT IN AND DECIDE WHAT TO IMPROVE, BUT WHAT WE DECIDED TO DO WAS TO ESTABLISH
A TEAM OF PEOPLE THAT REPRESENTED
THE ENTIRE AGENCY AND HR AS A JOINT PARTNERSHIP
TO BUSINESS PROCESS MAP FIRST. WE WANTED TO KNOW
WHAT WE WERE DOING AND THE TIMELINES
THAT WAS TAKING TO GET THROUGH EACH PROCESS OF THE PROCESS
THAT WE WERE USING TO DO THE HIRING
AT THAT TIME. SO WE MAP THE PROCESS
AND THAT TEAM, OF COURSE,
IT WAS THE SWAT TEAM, THAT TEAM DECIDED,
WITH THE PROCESS WE WERE USING, IT WAS TAKING
ABOUT 165 DAYS TO GET FROM BEGINNING TO END, FROM THE DAY THEY REQUESTED
A RECRUIT ACTION, UNTIL WE GOT A BODY ON BOARD. AND WE LOOK AT ALL
OF THE PROCESSES IN BETWEEN TO DECIDE WHERE
THE CHOKE POINTS WERE. WITH THAT,
ABOUT THAT TIME, THE OPM END-TO-END
HIRING MODEL CAME OUT, THE 80-DAY MODEL, SO WE WERE STRUGGLING
AT THE TIME TO DETERMINE WHAT WOULD BE A GOOD STANDARD
OR MILESTONE FOR US TO UTILIZE TO REDUCE THE 165 DAYS. SO THIS WAS JUST A MIRACLE.
IT SHOWED UP AT THE RIGHT TIME. SO WE THOUGHT,
“OKAY, 80 DAYS IS THE MODEL.” SO NOW WE HAD OUR BASELINE
WHICH WAS 165 DAYS, AND THEN WE HAVE THE 80-DAY
AS OUR TARGET. AND THAT’S WHY I SAY
WE BEGAN WITH THE END IN MIND, ONCE WE KNEW
WHAT IT WAS TAKING 165 DAYS, WE KNEW THAT WAS NOT WORKING, AND NOW WE HAVE THE GOAL
OF THE 80 DAYS, THE SWAT TEAM’S GOAL
WAS TO REDUCE THAT 165 DAYS AND WHAT WE SAID
WAS SIGNIFICANTLY, BUT WE REALLY WANTED
TO BE NO MORE THAN 80 DAYS. SO THAT’S HOW
WE STARTED AT THAT. AND THE TEAM,
WHEN THEY FIRST STARTED, WE LOOKED AT THE–
WE WANTED TO ENGAGE THE SENIOR LEVEL MANAGEMENT
FOR THE AGENCY BECAUSE IF YOU’VE NEVER WORKED
WITH A FOREIGN SERVICE AGENCY, LET ME ASSURE YOU, I’VE WORKED
AT SIX OF THE AGENCIES AND THERE IS STILL
A MAJOR DIFFERENCE WITH FOREIGN SERVICE OFFICERS WHO’VE SPENT MOST
OF THEIR CAREER OVERSEAS WITH THE INTERNATIONAL
WORKFORCE AND COMING BACK
TO A HUMAN RESOURCES CONCEPT THAT DOESN’T REALLY HAVE
AS MUCH RELEVANCE IN THEIR BACKGROUND. SO THAT WAS QUITE A CHALLENGE, GETTING THE SENIOR LEVEL
ENGAGEMENT BECAUSE MOST OF OUR OFFICES
ARE MANAGED AT THE SENIOR LEVEL BY FOREIGN SERVICE OFFICER. SO ONE OF THE THINGS WE DID,
WE KNEW IN HR, WE DID NOT WANTED
TO BE AN HR THING. WE DID NOT WANT PEOPLE SAYING,
“THIS HR JOB.” WE WANTED EVERYONE
TAKING SOME RESPONSIBILITY. SO WHAT WE DID WITH THAT WAS WE DECIDED TO INCLUDE THEM
ON THE SWAT TEAM AND IT WAS REALLY INTERESTING BECAUSE THEY HAD A LOT
OF RUDE AWAKENINGS WHICH WAS REALLY GOOD FOR US
BECAUSE THEY STARTED SAYING, “WE DIDN’T REALIZE
YOU HAD TO DO THIS MUCH TO GET SOMEONE HIRED.” SO WE THOUGHT, “OH, GOOD. SO NOW YOU’RE REALIZING
WHAT WE’RE EXPERIENCING.” SO WE STARTED MAKING
THE HR STAFF’S JOB MUCH EASIER ONCE WE GOT THEM
ON THE SWAT TEAM. AND WHAT’S INTERESTING IS ONE
OF OUR SENIOR LEVEL MANAGERS WAS THE LEAD
FOR THE SWAT TEAM. I GOT A COLD LEAD
AND WAS THE PUSH FOR THE SWAT TEAM. HE WAS, LIKE, “OH, MY GOD,
I HAVE TO DO THIS? HOW MANY M0NTHS
DO WE HAVE TO DO THIS?” SO WE HAD SEVERAL MONTHS THAT
WE WENT THROUGH THIS PROCESS. SO IT WAS REALLY INTERESTING, BUT THEY WERE
VERY ACTIVELY ENGAGED AND ALL THE OFFICES
AND BUREAUS WHO REPRESENTED. AND THEN THE OTHER THING
THAT WE DID FROM AN HR PERSPECTIVE
IS WE ENSURED THAT FOR THE WEEKLY AGENDA,
FOR THE ADMINISTRATORS, SENIOR STAFF MEETING,
WE WERE REPETITIOUS, REPETITIOUS, REPETITIOUS. WE WERE ALWAYS ON THAT AGENDA
EITHER WEEKLY OR BY WEEKLY, BRIEFING ABOUT
THIS TIME TO HIRE AND THE STREAMLINING PROCESSES AND THE ROLE
THAT THEY HAD TO PLAY IF IT WAS GOING
TO BE SUCCESSFUL. SO THAT REALLY HELPED US
BRIEFING ROUTINELY AND GETTING THEM CONDITIONED
TO UNDERSTAND THAT THIS WAS ABOUT
TO BE A MAJOR CULTURE SHIFT FOR THE AGENCY
BECAUSE BEFORE THIS PROCESS, THEY COULD JUST TAKE
AS MUCH TIME AS THEY WANTED TO GET THROUGH THE PROCESS AND THEY REALLY DIDN’T HAVE
AN UNDERSTANDING OF HOW THEY IMPACTED
THE PROCESS. SO WITH THAT,
THEY STARTED ASKING QUESTIONS AND GETTING REALLY ENGAGED
AND GETTING INTERESTED, AND WHEN WE STARTED SAYING
WE’RE GONNA GO FROM 165 DAYS DOWN TO 80 DAYS,
THEY THOUGHT, “WELL, THAT WOULD BE GREAT. I CAN GET SOMEONE
ON BOARD QUICKER.” SO THEY SAW
THAT WHAT’S IN IT FOR ME AND THEY WERE VERY ENGAGED
WITH THAT. SO WE BRIEFED FOR MONTHS
DURING THE PROCESS. THEN, OF COURSE, THAT MAY 11 PRESIDENTIAL
HIRING INITIATIVE CAME OUT REQUIRING SOME ADDITIONAL
STREAMLINING REQUIREMENTS. AND WE JUST INCORPORATED THAT
INTO THE PROCESS THAT WE HAD ALREADY
BEEN WORKING WITH FOR ABOUT A YEAR
BY THAT TIME. SO THAT MADE A GOOD
AND EASY TRANSITION FOR US. AND UNION ENGAGEMENT. OUR BIGGEST ENGAGEMENT,
OF COURSE, WAS WITH AFGE. WE HAVE ONE PRIMARY UNION
AT OUR AGENCY, AND IT’S AFGE. WELL, WHILE WE HAD DEVELOPED
THIS PROCESS, AND WE WENT FURTHER ONCE WE GOT
THE PROCESS DEVELOPED, THE SWAT TEAM
AND HR ARE JOINTLY. ONCE WE GOT
THAT 80-DAY MODEL DEVELOPED, WE DECIDED IT WASN’T ENOUGH
FOR JUST HR TO IMPLEMENT IT. WE WANTED SOME ENDORSEMENT
AT A HIGHER LEVEL. SO WE ACTUALLY WENT
TO THE ADMINISTRATOR FOR THE AGENCY, AND WE GOT THE APPROVAL
OF THE ADMINISTRATOR, WE WENT OUT WITH A NOTICE
AND ALL OF THAT SAYING, “THIS WILL BE THE NEW
HIRING MODEL FOR THE AGENCY AND YOU ARE ALL ACCOUNTABLE
AND RESPONSIBLE FOR MAKING SURE YOU STICK TO THESE DAYS
IN THE PROCESS. SO THAT GAVE US THAT LITTLE
EXTRA NUDGE THAT WE NEEDED AND THE COMMITMENT
FROM THE OFFICES AND BUREAUS. THEN, OF COURSE,
WE ENGAGED THE UNION THAT WENT
THROUGH ANOTHER PROCESS, IT TOOK A LITTLE LONGER
THAN WE THOUGHT, BUT IT ALL CAME OUT REALLY WELL BECAUSE THEN, WE GOT
THEIR BUYING-IN IN THE PROCESS. WE THOUGHT
IT WOULD BE A MONTH OR TWO. IT COULD HAVE BEEN
ABOUT FOUR MONTHS THAT WE WERE NEGOTIATING
WITH THEM IN THE IMPACT
AND IMPLEMENTATION BARGAINING, BUT IT WAS A CONSTRUCTIVE
AND POSITIVE RESULT AT THE END. BECAUSE ONCE
WE HAD ALL OF THAT DONE, WE DECIDED TO THEN CHANGE
OUR MARRIED STAFFING POLICY WHERE WE INCORPORATED
THIS ACTUAL MODEL INTO OUR AGENCY’S POLICY
ON HIRING AND RECRUITMENT. SO IT’S ACTUALLY PART
OF WHAT WE DO NOW THAT IS THE POLICY
FOR THE AGENCY. IT’S NOT JUST
A MOTTO ANYMORE, WE WORKED AT IT INTO OUR ACTUAL
POLICY FOR THE AGENCY. AUTOMATION AND FLEXIBILITY. LET’S SEE IF I CAN MOVE
TO THE NEXT SLIDE. I’M GONNA TALK ABOUT THAT SUM
IN THE ACTUAL MODEL ITSELF BECAUSE, UM, THE SWAT TEAM, THE ONE THING I DIDN’T MENTION
THAT I WANT TO MENTION HERE IN THE ELIMINATION
OF BARRIERS. THE TEAM RECOGNIZE MANY
BARRIERS IN THE PROCESS, BUT THEY ALL DIDN’T
HAVE THAT MAJOR IMPACT. THERE WERE FOUR
PARTICULAR BARRIERS THAT WERE INTENSIFIED
BY THE SWAT THAT WERE REALLY, THE, UM, ROADBLOCKS OR THE CHOKE POINTS
IN THE HIRING PROCESS. AND THAT’S WHAT WE FOCUS ON, ELIMINATING IN TERMS
OF WORK THAT WE HAVE, THE GREATEST IMPACT. THOSE FOUR BARRIERS, UM– AND I’M SURE NONE OF YOU HAVE
THESE BARRIERS IN YOUR AGENCIES. BUT, BUT ALL
FOUR KEY BARRIERS WERE: NUMBER 1,
THE CLASSIFICATION PROCESS. IT WAS JUST TAKING TOO LONG
TO GET A POSITION CLASSIFIED. AND THEN, AT OUR AGENCY,
WE HAD A UNIQUE REQUIREMENT. I COULDN’T DETERMINE
TO SAVE MY LIFE HOW WE EVER GOT TO THAT. BUT THEY WERE RECLASSIFYING
EVERY POSITION EVERY TIME WE WERE HIRING. SO WE’VE IDENTIFIED,
“WE DON’T NEED TO DO THAT. “WE CAN DO SOME OF THIS
STREAMLINE CLASSIFICATION, LIKE, YOU KNOW, STANDARD PDs,
PEN AND INK CHANGES. SO WE STARTED IMPLEMENTING SOME MORE CREATIVE
CLASSIFICATION AND WE STARTED GETTING
THROUGH THAT PROCESS MUCH QUICKER. ANOTHER ONE WAS
THE ACTUAL EEO REVIEW PROCESS. WHILE WE ALL SUPPORT DIVERSITY
AND EQUAL OPPORTUNITY, THE PROBLEM WAS OUR EEO
CONSULTATION OR ENGAGEMENT WAS NOT BEING INTRODUCED
INTO THE PROCESS UNTIL AFTER
A SELECTION WAS MADE. AND SO IT BECAME– IT WAS
AN ADVERSARIAL INTRODUCTION BECAUSE IF THEY DIDN’T AGREE
WITH THE SELECTION THAT THE MANAGER HAD MADE, IT BECAME A REAL TUG OF WAR
TO GET THE CERTIFICATE PROCESS AND MOVE FORWARD. SO WHAT WE DID
WAS CHANGE THAT PROCESS AND WE WORK WITH EEO
AS A PARTNER IN THE PROCESS WITH MANAGEMENT EEO AND HR. WHEN WE INTRODUCED
THE EEO AND DIVERSITY AS THE FRONT-END
OF THE PROCESS AS OPPOSED TO AFTER
A SELECTION WAS MADE. SO QUICKLY–WE CHANGED
THAT PROCESS. AND NOW, THE EEO IS DONE BEFORE THE ACTUAL
RECRUITMENT IS TO START. AND WE HAVE EEO NOW
CONSULTING WITH THE MANAGERS. WE AUTOMATED
THE ACTUAL EEO DATA FOR EACH OF THE BUREAUS
AND OFFICES. AND ONCE THEY KNOW
THEY WANT TO RECRUIT, WE SEND THEM ALL OF THEIR
DIVERSITY PROFILE DATA ELECTRONICALLY. SO THEY HAVE IT
AT ANY GIVEN TIME AND THEY CAN ACCESS TO IT
AT ANY TIME. AND THE EEO OFFICE CONSULTS
WITH THEM MULTIPLE TIMES BEFORE THE PROCESS AND WHILE
THE ANNOUNCEMENT IS OUT. SO THAT’S MUCH MORE
PRODUCTIVE WE FELT, AND IT’S WORKING
REALLY WELL. THEN THE OTHER WAS
THE MANAGEMENT SELECTIONS, THAT WAS A REAL CHALLENGE
AND I’M SURE SOME OF YOU MAY, AT ONE TIME OR THE OTHER,
EXPERIENCED THAT. BY GETTING THE MANAGERS
TO MAKE THE SELECTIONS WAS A REAL CHALLENGE, PARTICULARLY BECAUSE
A LOT OF OUR MANAGERS ON TRAVEL OVERSEAS BECAUSE WE ARE
A FOREIGN SERVICE AGENCY. SO THEY WERE OVERSEAS,
ON TRAVEL, THEY DIDN’T HAVE TIME, THEIR CALENDARS DIDN’T WORK
IN CONJUNCTION WITH THE CERTIFICATES. SO WE HAD TO WORK WITH THAT. SO ONE OF THINGS
WE DEAL WITH THAT WAS NUMBER 1, WE PUT
A CERTAIN NUMBER OF DAYS. THEY ONLY NOW HAVE 21 DAYS FROM THE TIME
THEY GET THAT CERTIFICATE. AND THEY CAN BE ON TRAVEL OR ANYWHERE ELSE
THEY WANT TO BE. WE EXPECT TO MAKE
THE SELECTION TO BE MADE AND NOW IT’S PART OF THE ACTUAL
POLICY FOR THE AGENCY. SO THEY GOT REAL CREATIVE
DELEGATING OTHER PEOPLE TO MAKE SELECTIONS AND WE SECURED
A NEW AUTOMATED SYSTEM. AND YOU HAVE THE MATERIAL
IN YOUR PACKAGE ON THIS, WE PROVIDE
THE HANDOUTS ON THIS, AN AUTOMATED REFERENCE CHECK
SYSTEM CALLED CHECKSTER. WE HAVE A WRITE-UP
IN YOUR PACKAGE ON THAT AND WHAT IT IS. BUT BASICALLY, THE MANAGER
AT ANY TIME DOING THOSE 21 DAYS MAY GENERATE
ALL THE REFERENCE CHECKS FOR ALL OF THOSE APPLICANTS
ELECTRONICALLY. AND THEY GET
AN AUTOMATED REPORT BACK AND A NICE SUMMARY PROFILE
OF THE APPLICANT, SO IT’S REALLY
A PRETTY NEAT, TOO. AND GUESS WHAT,
IT’S USER-FRIENDLY. I CAN USE IT,
SO IT’S REALLY USER-FRIENDLY. AND SO IT’S VERY EASY TO USE, YOU PUT YOUR DATA IN,
IT SPITS OUT A WONDERFUL REPORT. AND IT COMPARES TO CALENDARS
WITH THE REST OF THE WORLD THAT’S BEEN RATED
AGAINST THOSE TOOLS. AND THEIR VARIOUS TOOLS,
SOME FOR ADMINISTRATIVE, SUPERVISORY, MANAGEMENT AND OTHER TYPES OF TOOLS
THAT YOU CAN UTILIZE, SO THAT HAS BECOME HELPFUL
IN GETTING THROUGH THE PROCESS. WE DO ALL
OF THE REFERENCE CHECKS THROUGH AN AUTOMATED SYSTEM. THEY MAY STILL CONTACT
THE SUPERVISORS IF THEY CHOOSE TO, BUT THE AUTOMATION
WAS THE KEY. THEY HAVE THE REPORT BY THE TIME
THEY FINISH THE INTERVIEW. AND SO THAT WAS GREAT. AND THEN FINALLY, THE FOURTH ONE WAS
THE BACKGROUND CHECKS AND THE SECURITY CLEARANCES. UNLIKE MANY OF YOU, OUR AGENCY
REQUIRES A CLEARANCE FOR EVERY EMPLOYEE. I DON’T CARE
WHAT THE POSITION IS. ALL OF OUR EMPLOYEES REQUIRE
AT LEAST A SECRET CLEARANCE. THE FOREIGN SERVICE OFFICERS, THEY REQUIRE
TOP SECRET CLEARANCE. SO WE HAVING IN HR BEEN ABLE
TO NEGOTIATE THEM AWAY FROM THAT CONCEPT
IN THE AGENCY. SO WE KNEW
WE HAD TO DO SOMETHING ABOUT THE SECURITY
CLEARANCE PROCESS. WE PARTNER WITH SECURITY ON THAT AND IT’S AMAZING
WHAT WE CAME UP WITH. BUT WE STARTED USING
SOME FLEXIBILITIES THERE, TOO, SUCH AS RECIPROCITY WHICH
THEY WERE NOT USING BEFORE THEN. AND DOING INTERIM CLEARANCES. SO WE WENT FROM COUPLE OF MONTHS
TRYING TO GET A CLEARANCE, DOWN TO FIVE DAYS TO GET
AN INTERIM CLEARANCE, SO THAT REALLY CUT TIME
OUT OF THE PROCESS. AND LATER, IF YOU WANT
TO KNOW ABOUT SOME OF THAT DATA, I CAN SHARE
SOME OF THAT LATER. BUT THE SMEs, WE ENGAGED THEM
AS WELL IN THE PROCESS. SO NOW THEY HAVE TO BE
INTRODUCED AT THE FRONT-END AS OPPOSED TO QUIVERING
WITH THEIR HRs, ESPECIALLY, SOMEWHERE
ALONG THE PROCESS OR AFTER THE ANNOUNCEMENT CLOSES AND WE DON’T HAVE
QUALIFIED PEOPLE, “THESE AREN’T GOOD PEOPLE.” WE SAID, “OKAY, YOU NEED
TO BE MORE ENGAGED UPFRONT.” SO THE SMEs HAVE TO GET ENGAGE
TO HELP US AND DECIDE IF WE NEED
ANY QUALIFYING FACTORS OR ANY ELIMINATION
TYPES OF FACTORS IN THE ANNOUNCEMENTS. THEY’RE VERY ACTIVELY ENGAGED. IN FACT, THEY’VE GOTTEN
SO ENGAGED, WE WANT TO KNOW HOW
TO UNENGAGE SOME OF THEM. [laughs] BUT THEY’VE GOTTEN REALLY
ENGAGED IN THE PROCESS, BUT IT’S GOOD THAT
THEY ARE ENGAGED. AND WE HAVE A FLIER
IN THE PACKAGE THAT WE SHARE IT WITH YOU ON THE STANDARD
OPERATING PROCEDURES THAT WE GIVE
THE SUBJECT MATTER EXPERTS, IN TERMS OF THE ROLES
AND RESPONSIBILITIES AND THEIR INVOLVEMENT
IN THE PROCESS. SO THEY’RE VERY, UM–
THEY FEEL EMPOWERED NOW. SO THEY’RE VERY ENGAGED,
SO THAT’S GOOD. AND THEN, UM,
THE TIME TO HIRE DATA, I’LL JUST KINDA SUMMARIZE
BY TELLING YOU ‘CAUSE YOU SAY,
“OH, YEAH, SANDRA. THAT’S ALL WELL AND GOOD.” BUT IS ANY
OF THE STAFF WORKING? SO WE, UM, OF COURSE,
WE’VE BEEN TRACKING OUR DATA, AND WE STARTED OUT TRACKING,
ACTUALLY IN 2010. OUR THIRD QUARTER
FOR 2010 DATA– JUST YOU KNOW,
WE’RE A SMALL AGENCY, BUT, GOD, I WISH WE HAVE
FEWER VACANCIES AND ANNOUNCEMENTS. WE HAVE A LOT OF ANNOUNCEMENTS
AND VACANCIES. BUT FOR 2010,
WE ONBOARD AT 760 NEW HIRES, THAT INCLUDE
AT 342 CIVIL SERVICE HIRES. SO YOU CAN SEE FROM THAT, IT’S NOT A ONE–
ONE OR TWO PER YEAR. THIS IS A LOT OF VOLUME
WE’RE DEALING WITH. THE OTHERS
WERE FOREIGN SERVICE OFFICERS. AND FOR THE FIRST
TWO QUARTERS OF 2011, WE HAD 160 NEW HIRES JUST FOR THE FIRST 2 QUARTERS
FOR CIVIL SERVICE AND 221 FOR
FOREIGN SERVICE HIRES JUST FOR THE FIRST
TWO QUARTERS OF FY ’11. AND THE TIME TO HIRE
AGAINST THE MODEL, WE ACTUALLY HAD, UM– THE NUMBER OF DAYS FOR THE FIRST QUARTER WERE AT– AVERAGING IN 83 DAYS
FOR THE FIRST QUARTER AGAINST THE 80-DAY MODEL. SO THAT’S MUCH BETTER THAN 165. IT’S NOT AT 80, BUT IT’S MUCH
GREATER, BETTER THAN 165. AND FOR THE SECOND QUARTER, WERE AT 81.7 DAYS
IN OUR HIRING PROCESS, SO WE AT LEAST ARE
SEEING THE BENEFITS IN THE FOURTH QUARTER
OF LAST YEAR, WE’RE AT 77 DAYS
IN THE HIRING MODEL, SO WE’VE SEEN SOME
SIGNIFICANT IMPROVEMENT WITH USING THIS MODEL. AND THE FINAL THING
I JUST WANT TO MENTION, AND I WON’T GO OVER IT
IN THE INTEREST OF THE TIME, IS THE, UM– YOU HAVE A COPY OF THIS. THIS OUR ACTUAL MODEL. THIS DOCUMENT IS IN YOUR HANDOUT
PACKAGE AS WELL, BUT LATER IF YOU WANT
TO ASK QUESTION ABOUT OUR PROCESS, I CAN TELL YOU
WHERE WE INTRODUCE THE TIME SAVERS
WITHIN THE MODEL. BUT THIS ACTUALLY
DEMONSTRATES OUR MODEL AND HOW MANY DAYS
ARE ALLOWED AT EACH OF THE PHASES
IN OUR RECRUITMENT PROCESS. AND WE REALLY HOLD PEOPLE
VERY ACCOUNTABLE TO THIS MODEL. AND IT’S INTERESTING, IT BECOME
A PART OF THE NEW CULTURE NOW. AND I GUESS THE ONLY OTHER THING
I DO WANT TO MENTION, THOUGH, IS WE’RE HOLDING MANAGERS
AND SUPERVISORS ACCOUNTABLE THROUGH THE PERFORMANCE
MANAGEMENT SYSTEM. BECAUSE WE DID CHANGE OUR
PERFORMANCE APPRAISAL PROCESS AND ADD IT TO OUR SUPERVISORY
MANAGEMENT ELEMENT, THE REQUIREMENT TO COMPLY
WITH THE HIRING PROCESSES AND THE TIMELINES THAT
ARE INTRODUCING THE PROCESS, AS WELL AS THE ENGAGEMENT
IN THE PROCESS. SO EVERYBODY AS I SAID THAT NOW SO INTERESTED
IN BEING ENGAGED BECAUSE THEY KNOW THEY’RE BEING
RATED AND ASSESSED ON THIS. BUT THIS PRETTY MUCH SUMMARIZES
AND CONCLUDES OUR MODEL AND SOME OF THE THINGS
THAT WE DID TO IMPROVE OUR PROCESSES. THE BIG THING
WAS PARTNERING, I THINK, WITH ALL OF THE STAKEHOLDERS
AND CUSTOMERS. AND GETTING THEM
ENGAGED IN THE PROCESS AND GETTING THE ENDORSEMENT
FROM THE TOP OF THE AGENCY FOR THIS MODEL
AND THIS NEW PROCESS. AND AMAZINGLY,
EVERYONE CAME ONBOARD QUICKLY WITH THE MODEL
AND THE PROCESS. SO THANK YOU.
THAT CONCLUDE– AND QUESTIONS AND ANSWERS LATER. OKAY. ALL RIGHT. [applause] GOOD AFTERNOON,
I’M JACQUI HILL. SO I HAVE A TOUGH ACT TO FOLLOW WITH TONY AND, UM,
EVERYONE ELSE. ONE OF THE THINGS THAT
I WAS ASKED TO SPEAK ABOUT UM, WAS OUR PROCESSES
IN THE DEPARTMENT IN BUILDING PARTNERSHIPS
ALONG THE WAY. WE TOOK A VERY
STRUCTURED APPROACH TO BUILDING
THE PARTNERSHIPS FIRST. WE FOCUSED ON WHAT
OUR DESIRED OUTCOMES WERE AND THEY DID
DOVETAIL CONVENIENTLY WITH WHAT OPM WANTED US TO DO. SO THIS IS JUST A QUICK SLIDE, AND WE’LL BE FOCUSING
ON THE PIECES HERE THAT DEAL WITH THE BUILDING
THE PARTNERSHIPS. THIS IS JUST A SNAPSHOT
OF OUR TIMELINE. WE WORKED VERY HARD
TO ENGAGE OUR MANAGERS AND OUR HR SPECIALISTS. ONE THING–
AND SHE MENTIONED WORKING WITH THE FOREIGN
AFFAIRS COMMUNITY AND FOREIGN SERVICE PEOPLE
IN STATE DEPARTMENT IN GENERAL. THEY’RE REAL GOOD
AT APPEARING TO GO ALONG WITH BEING DIPLOMATIC, AND APPEARING TO GO ALONG
WITH THE PROCESS. [laughs] SO WE WORKED VERY HARD TO
COLLABORATE WITH OUR MANAGERS AND OUR HR SPECIALISTS TO ENSURE
THAT WE ACHIEVE OUR GOALS. WE DID HAVE VERY STRONG
SENIOR LEVEL SUPPORT WHICH WAS CRITICAL IN MAKING
THIS MOVE FORWARD. I WAS ASKED BY
MY HIRING TEAM TO MENTION THE DEDICATED HIRING REFORM
TEAM THAT DID THAT. I HAVE THREE OF THEM HERE. I HAVE DEENITA
AND LASHAUN AND COLETTE, AND THEY ALL WORKED VERY HARD
ON THE STRATEGIES AND ALL OF THE TOOLS
THAT WE USED TO BUILD THOSE PARTNERSHIPS. I’M GONNA TALK ABOUT
A LOT OF THESE IN A LITTLE BIT MORE DETAIL
ON THE FOLLOWING SLIDES. AND THEN BUILDING PARTNERSHIPS,
FROM THE VERY BEGINNING, WE COLLABORATED WITH
OUR HR SERVICE PROVIDERS AND WITH OUR MANAGERS. WE TOO INCLUDED THEM
IN OUR SWAT TEAMS AND IN THE VERY BEGINNING
WHEN WE WERE DOING OUR END-TO-END AND BUILDING THAT
FIRST PIECE WITH THE SWAT TEAMS. WE DID SOME HIRING TOOLS, AND
I’LL TALK A LITTLE BIT MORE ABOUT THAT HELPS US DOCUMENT
AND KIND OF STRUCTURE THE COLLABORATION
AND THE ENGAGEMENT. WE STILL HOLD MONTHLY
HR SERVICE PROVIDER MEETINGS. WE DISCUSS LOTS OF ISSUES. AND, AGAIN, WE REINFORCED
THE 80-DAY HIRING. AND HR SERVICE DELIVERY AND
ALMOST ALL OF THOSE MEETINGS. WE ALSO DID FOLLOW UP
COLLABORATION WITH THEM. WE’VE GIVEN THEM THE TOOLS,
THEY’RE ACTUALLY USING THEM, AND THEN WE CAN GO BACK
AND SEE HOW THAT’S WORKING, WHAT IMPEDIMENTS
THEY ARE ENCOUNTERING? AND WHAT WE CAN DO TO FURTHER
REFINE THOSE TOOLS AND PROCESSES
TO REALLY MAKE IT. UM, TO MAKE IT USABLE AND
SOMETHING THAT DOESN’T MAKE IT HARDER
FOR THE HR SPECIALISTS OR THE MANAGERS. WE ENGAGE ALL OF OUR SSPs,
WE HAVE NINE SERVICE PROVIDERS THAT SERVICE
26 DIFFERENT BUREAUS WITH DIFFERENT MISSIONS
AND STRATEGIES WITHIN THE DEPARTMENT. AND WE ALSO CONDUCTED
OPM FACILITATED WORKGROUPS ON THE PROCESS
HIRING CATEGORY RATING. WE DID A LOT OF MARKETING
AND OUTREACH. WE ACTUALLY DID
A VIDEO WITH OUR DEPUTY ASSISTANT SECRETARY
LINDA TAYLOR. WE TOLD HER,
WE HAVE TO FORCE HER TO DO IT. [laughs] NO, SHE WAS HAPPY TO HELP. SO WE DID A VIDEO
THAT WE PUBLISHED FOR ALL THE DEPARTMENT,
TALKING ABOUT THE HIRING REFORM. WE HELD TOWN HALLS
WITH THE WHOLE DEPARTMENT WITH, YOU KNOW, WHICH INCLUDED
MANAGERS AND SUPERVISORS. WE ALSO FILMED THAT SO THAT
PEOPLE THAT MISSED IT– WE HAVE A WEB SITE THAT’S
ONE-STOP SHOP FOR HIRING REFORM, THAT CAN BE ACCESSED BY BOTH
THE MANAGERS AND THE EMPLOYEES. WE GET A LOT
OF AWARENESS BUILDING. IT’S LIKE A WEEK DIDN’T GO BY
WHERE THEY DIDN’T SEE OR HEAR SOMETHING
ABOUT HIRING REFORM. THERE WAS NOBODY
ON THE STATE DEPARTMENT, DOMESTICALLY OR OVERSEAS,
WHO CAN’T SAY THEY DIDN’T HEAR OF IT. OKAY, AND AGAIN,
THE SESSIONS, WE DID A LOT OF TRAINING
ON THE CATEGORY RATING, THE FOUR-POINT NOTIFICATION– WE’VE MET WITH EACH
OF THE SERVICE PROVIDERS, AND WE TALKED THEM THROUGH,
WE’VE TALKED ABOUT CATEGORY RATINGS,
FOUR-POINT NOTIFICATION AND THE HIRING TOOLS. WE COLLABORATED,
HAD CONVERSATIONS, WE LET THEM MOAN,
WE LET THEM YELL AT US, WE LET THEM POKE US
WITH STICKS. SO THEY–
[laughs] THEY WERE READY TO PLAY
IN THE SAND BOX HERE. PART OF THE ACCOUNTABILITY,
WE HAVE THE HIRING TOOLS. AND IN OUR HIRING TOOLS,
WE HAVE ONE, WE HAVE A MANAGER CHECKLIST
WHICH IS A TOOL FOR THE MANAGER THAT
HELPS THEM IN THE… WORKFORCE PLANNING PROCESS. HERE’S THE THINGS
YOU NEED TO CHECK, IS YOUR PD UPDATED,
ALL OF THAT. IT’S A CHECKLIST,
THEY DON’T HAVE TO DO ANYTHING BUT THEY CAN GO THROUGH AND SAY,
“DID I DO THIS, DID I DO THIS?” WE HAVE ANOTHER PIECE,
THIS IS IN HR CONSULTATION THAT THE HR SPECIALIST IS–
TO USE, TO MAKE SURE THEY COVERED CRITICAL ISSUES
AND TALKING TO THE MANAGER. WE WANT THEM TO ACTUALLY
TALK TO THE MANAGER, TALK ABOUT THE AREA
OF CONSIDERATION, TALK ABOUT SKILLS
THEY’RE LOOKING FOR. HOPING TO CAPTURE ALL THAT
INFORMATION UPFRONT. SO WHEN WE HAD
THE VACANCY ANNOUNCEMENT, THEY ACTUALLY GET THE KIND OF
PERSON THEIR LOOKING FOR. ANY CHALLENGES, ANYTHING THAT
THEY NEED TO BE AWARE OF, IF THEY POSTED IT LAST TIME AND
THEY DIDN’T GET THE RIGHT PERSON WHAT CAN WE TWEAK TO HELP THEM
MAKE THAT PROCESS GO MORE SMOOTHLY. ONE OF THE LITTLE
CHALLENGES WITH THAT IF WE HAVE TO REITERATE
TO OUR HR SPECIALISTS THAT IT’S A CONSULTATION SO THEY
DON’T GO TELL THE MANAGER, “FILL OUT THIS FORM.” YOU KNOW, IT’S A CONSULTATION,
TALK TO THE MANAGER. AND WE FIND WHAT’S
PARTICULAR WITH SOME OF THE MORE JUNIOR PEOPLE,
THEY LOVE THE EMAIL AND WANT THEM TO KIND
OF ENGAGE THE MANAGER WHENEVER IS POSSIBLE. THE OTHER PIECE THAT WE HAVE
IS THAT WE HAVE A 80-DAY TIMELINESS. TIME TO HIRE
IS ALMOST LIKE A CONTRACT. AND WHAT THEY DO IS THEY SHARE
WITH THE MANAGER, THEY PUT TIMEFRAMES IN. WHERE’S THIS GONNA
TAKE US TWO DAYS TO DO THIS, THREE DAYS TO DO THIS? THIS IS THE TIME THAT YOU WOULD
PROBABLY RECEIVE YOUR CERTS. SO FOR PLANNING PURPOSES,
COULD YOU BLOCK THAT OFF? SO THAT YOU CAN MEET
OUR 20-DAY HIRING. AND WE WORK WITH THEM
SO IF THEY’RE GONNA BE OUT OF THE COUNTRY OR ON TRAVEL
OR SOMETHING IS GOING ON, THEY HAVE AN IDEA OF WHEN THEY
ARE GONNA GET THEIR CERTIFICATE. AND AT THE END,
IT IS AN ESTIMATE WHEN THEY WILL GONNA GET
THEIR CERTIFICATE. AND THE HR SPECIALIST SIGNS IT
AND MANAGER SIGNS IT. OUR HR SPECIALISTS
KIND OF CRINGES LIKE WE’RE GOING TO
HAVE TO SIGN AND SAY, WHEN THEY ARE GONNA GET
THEIR CERT? BUT IT’S A WAY TO KIND OF MAKE
BOTH SIDES ACCOUNTABLE AND AWARE OF THE TIMEFRAMES TO
KEEP THEIR CERTIFICATE MOVING. AND THE LAST TOOL WE HAVE
IS JUST A CHECKLIST, JUST FOR THE CASE FILE
TO MAKE SURE THAT EVERYTHING ELSE IS IN THERE. SO, UM, WE LOOK FOR THESE. WE LOOK FOR THESE AND WE HAVE
THEM ON OUR WEB SITE. AND WE LOOK FOR THEM WHEN
WE DO OUR COMPLIANCE REVIEWS. WE LOOK FOR THOSE FORMS
TO SEE THAT PEOPLE ARE ACTUALLY USING THEM. WE DID GET SOME PUSH-BACK
FROM BOTH THE HR SPECIALISTS AND THE MANAGERS,
BUT AGAIN, THAT’S PART OF OUR CHANGE MANAGEMENT. AND IT IS WORKING
FAIRLY WELL RIGHT NOW. SO, YOU KNOW, AS WITH ANYTHING,
PEOPLE KIND OF RESIST CHANGE A LITTLE BIT, AND WE’VE BEEN
WORKING REAL HARD IN OUR CHANGE MANAGEMENT
STRATEGIES TO BRING PEOPLE ONBOARD. THE OTHER THING IS WE DO
ISSUE OUR TIME TO HIRE REPORTS BI-MONTHLY, WE DON’T HAVE
A FANCY SYSTEM LIKE TONY BUT WE’RE GONNA BE
TALKING TO HIM. [laughs] WE GIVE THOSE SO THAT
WE CAN COLLABORATE AND MAKE SURE THEY ARE INPUTTING
ALL THEIR INFORMATION SO THAT WE CAN HAVE
FULL INFORMATION. WE ARE BUILDING SYSTEMS
THAT INTEGRATE THE HIRING MANAGER INFO. WE HAVE A CASE MANAGEMENT SYSTEM
THAT WE’RE BUILDING THAT THE MANAGER WILL INITIATE
THEIR REQUESTS ELECTRONICALLY, SO YOU CAN’T PAD
YOUR NUMBERS, YOU’LL KNOW WHEN
IT’S ACTUALLY STARTED. AND THAT SHOULD BE COMPLETED
IN THE NEXT MONTH OR SO. AND SOMEWHERE THEY TELL ME
IN THE BACK END, ALL THESE DIFFERENT SYSTEMS
WILL BE MERGED AND WILL GET
A TIME TO HIRE REPORT. RIGHT NOW, WE’RE DOING A LOT OF
MANUAL WORK TO PRODUCE THAT. BUT WE’RE HOPING BY SEPTEMBER,
WE’LL HAVE ALL THOSE IN PLACE. WE HAVE TIGER TEAMS. THE TIGER TEAMS
IS A GROUP OF PEOPLE IN OUR SERVICE CENTER THAT IF PEOPLE HAVE
CHOKE POINTS, THEY’RE BEHIND, THEY’RE NOT MEETING
THEIR 80-DAY, TIGER TEAM WILL COME IN
AND HELP THEM CATCH UP. THE TIGER TEAM– JUST SAY YOU HAVE A REORG
SO YOU DIDN’T PLAN FOR THIS SURGE OF AN EXTRA– TIGER TEAM WILL COME IN
AND HELP CLASSIFY JOBS, HELP POST JOBS WHATEVER IT IS
TO KEEP EVERYBODY ON TRACK. AND THAT HAS JUST BEEN
INSTITUTED. WE DID DEVELOP A LOT
OF POLICIES AND GUIDES FOR THE HR SPECIALISTS TO HELP
THEM UNDERSTAND THE PROCESS AS IN UNDERSTAND
WHAT THEY NEED TO DO. AND, AGAIN, WE PUBLISH OUR
TIME TO HIRE PERFORMANCE DATA ON AN INTERNAL WEBSITE SO THAT
EVERYONE CAN KIND OF SEE WHERE THEY COMPARE WITH
THE OTHER SERVICE PROVIDERS. ONGOING– WE HAVE A NEW
EMPLOYEE SURVEY THAT WE DO AT 90 DAYS AFTER
THEY COME ON BOARD. WE GO AND CHECK AND SEE
WHAT THEIR EXPERIENCE WAS LIKE. IF THEY HAVE COMPLAINTS,
IF THEY HAVE ISSUES, AND THEN WE TOUCH BASE
WITH THE SERVICE PROVIDER. IF THERE SEEMS TO BE
A TREND OR SOME ISSUE, WE TOUCH BASE WITH THEM TO SEE IF WE CAN HELP THEM
RESOLVE THOSE ISSUES. THAT WAY, WE WON’T HAVE
PEOPLE EOD-ED OVER AND OVER. AND WE HAVE ONE PERSON WHO MAKES
IT A MISERABLE EXPERIENCE OR THEY’RE JUST DOING
SOMETHING THEY’RE UNAWARE OF OR THINGS THAT
WE CAN TWEAK AND REFINE. AND, AGAIN, WE HAVE
MANY OVERSIGHT AND COMMUNICATION STRATEGIES. AND WE’RE WORKING
ON OUR AUTOMATION. AND WE HAVE A WEBSITE
FOR THE HR COMMUNITY WITH ALL THE TOOLS,
ALL OF OUR POLICIES, ANY RECENT DEVELOPMENTS,
ANYTHING THAT COMES OUT FROM OPM. THIS IS JUST A SNAPSHOT
OF OUR WEBSITE. WE WORK HARD
TO KEEP THAT UPDATED. AND, AGAIN,
MANAGERS CAN ACCESS IT. ANYONE WITHIN THE DEPARTMENT
CAN TAKE A LOOK AT IT. AND– THAT’S IT.
THANK YOU. [applause] THANK YOU.
GOOD AFTERNOON, EVERYONE. I’M AUDREY PEEL. I’M HERE WITH
THE GENERAL SERVICES, ADMIN ADMINISTRATION. I WANNA THANK YOU FOR ALLOWING
ME TO COME SPEAK TO YOU TODAY ABOUT OUR INITIATIVE
AND THE JOURNEY WE’VE BEEN ON. A LOT OF WHAT I’VE HEARD
THIS MORNING IS VERY SIMILAR OF WHAT WE EXPERIENCE AT GSA,
SO I SUSPECT THAT IT’S PROBABLY
YOUR EXPERIENCE AS WELL, AND AT LEAST WE KNOW WE’RE ALL
IN THIS BOAT TOGETHER. OKAY. UM, JUST A LITTLE BACKGROUND. WE ACTUALLY HAD STARTED LOOKING
AT OUR HIRING PROCESS– I’VE HAD HEARD FROM
OUR HIRING MANAGERS THAT THEY WERE LESS THAN
COMPLETELY SATISFIED WITH THE PRODUCT
AND THE TIME IT TOOK, UM– SO WE STARTED LOOKING
AT IT BACK IN 2009 BEFORE THE INITIAL REFORM
WAS PUBLISHED BECAUSE GSA
WAS PLAYING A BIG PART IF SUPPORT OF THE ARRA
INITIATIVE IN GOVERNMENT, WE NEEDED TO HIRE A NUMBER
OF STAFF TO SUPPORT THAT EFFORT. AND WE NEEDED TO DO THAT QUICKLY
FOR OUR HIRING MANAGERS. BUT CLOSELY
ON THE HEELS OF THAT, WERE THE OPM HIRING REFORM
AND PRESIDENTIAL REQUIREMENTS. WE DID WHAT MANY AGENCIES DID. WE EMBARKED
ON A SWAT TEAM ANALYSIS AND DID OUR BARRIER ANALYSIS AND ADHERED TO THE THINGS
THAT WERE REQUIRED IN THE MEMO IN THE HIRING REFORM
INITIATIVES. BUT WE ALSO LOOKED AT THAT
BARRIER ANALYSIS AND TRIED TO MAKE SOME
DETERMINATIONS ABOUT OTHER PROJECTS
THAT WE CAN EMBARK ON THAT WOULD REALLY GO TO
NOT ONLY THE CYCLE TIME BUT TO CANDIDATE QUALITY. SO WERE ABOUT THE BUSINESS
OF DOING THAT IN 2010, AND WE HAD ABOUT
20 DIFFERENT PROJECTS IN MOTION WHEN ONE OF OUR MAJOR
CUSTOMERS CAME TO US WITH THE NEED TO FILL
200 POSITIONS IN ABOUT 60 DAYS TOWARDS TO GET THEM TO THE END
OF THE FISCAL YEAR. SO BEING A STREAMLINE STAFF,
LIKE MANY OF YOU, I’M SURE ARE, WE KIND OF HAD TO PUT A LOT
OF WHAT WE WERE DOING IN HIRING REFORM ON HOLD
AND TAKE SOME OF THE WORK WE HAD DONE IN THOSE PROJECTS
AND PILOT THEM EVEN WHEN WE WEREN’T QUITE READY
IN THIS HIRING REFORM EFFORT. WE WERE ABLE TO FILL ABOUT 185
OF THOSE POSITIONS IN 60 DAYS. BUT MORE IMPORTANTLY,
IT ALLOWED US THE OPPORTUNITY TO SEE WHERE SOME OF THE THINGS
WE HAD BEEN THINKING ABOUT WE’RE WORKING AND MAYBE WHERE
WERE THEY WERE NOT. AND SO AFTER THAT
HIRING INITIATIVE, WE TOOK SOME TIME TO RETOOL. AND WE LOOKED AT THE PROJECTS
AND RE-SCOPED AND KIND OF REALLY TRIED TO GET VERY
SPECIFIC ABOUT WHAT WE’RE DOING AND GOT OURSELVES DOWN
TO ABOUT 10 PROJECTS. SO OUR PROJECTS ARE ALIGNED TO
WHAT I CALL THE PAIN POINTS– SOMEONE ELSE CALLED
THEM THAT, UH, JOVY– CHOKE POINTS
BUT THE SAME CONCEPT. I WILL TALK ABOUT THE PAIN
POINTS IN THE PROCESS. FOR US AT GSA, THE MAJOR
PAIN POINTS OCCUR BEFORE THE VACANCY
ANNOUNCEMENT IS POSTED, ONCE THAT HIRING MANAGER GETS
THAT CERTIFICATE OR REFERRAL, AND THEN THE SECURITY
AND SUITABILITY. MUCH LIKE THE EXPERIENCES
WE HEARD HERE. SO WE HAD
THESE PROJECTS WORKING. AND LET ME JUST TELL YOU
ABOUT A FEW OF THEM. THE PRE-JOA IS A PROJECT
THAT’S WORKING WITH LOOKING AT DEVELOPING GUIDES FOR NOT ONLY
THE STAFFING SPECIALISTS BUT ALSO THE HIRING MANAGER
ON HOW THAT RECRUITMENT, CANNED PRE-RECRUITMENT
CONVERSATIONS OUGHT TO GO. ONE OF THE THINGS THEY BOTH
OUGHT TO BE THINKING ABOUT IN ORDER TO REALLY
GET TO THE BEST VACANCY ANNOUNCEMENT PRODUCT
OR BEST RECRUITMENT SOLUTION. WITHIN THAT TEAM ALSO, WE’VE
DEVELOPED A JOB ANALYSIS GUIDE AND ALSO WHAT WE’RE CALLING
AN 80-DAY CALCULATOR WHERE IF WE CAN SHOW
THE HIRING MANAGER, IF WE PUT IN THE DAY
THE RECRUIT IS INITIATED, IT CALCULATES
THE KEY POINTS IN THE PROCESS. SO WHEN THEY MAY TO SEE AND WHEN
THEY NEED TO RETURN IT TO US, SOME EARLY AS YOU HAD SAID,
SO THAT IF THEY ARE TRAVELING, THEY MAY SAY,
“HEY, LET’S RETOOL. LET’S NOT POST
THIS VACANCY THIS DAY.” AND WE ACTUALLY HAVE
CAPABILITY TO SAY, “OKAY, IF YOU NEED TO SEE
YOUR CERTIFICATE ON THIS DAY, IT BACKS UP THE PROCESS.” AND DOES ALL THOSE
CALCULATIONS INSTANTANEOUSLY, SO THAT THE STAFFER CAN
SIT THERE AND REALLY CONSULT WITH THE HIRING MANAGER
ON THESE THINGS. WE HAVE A NUMBER OF TOOLS WE’VE
DEVELOPED FOR THE HIRING MANAGER FOR THAT CANDIDATE SELECTION
PART OF THE PROCESS. WE’VE FOUND THAT ONCE THEY GET
THAT CERTIFICATE REFERRAL, THEY REALLY DON’T KNOW
WHAT THEY’RE LOOKING AT. AND THEY KNOW WHAT THEY CAN
AND CAN’T DO, AND “DO I NEED TO INTERVIEW
EVERYBODY?” AND YOU KNOW, UM, “CAN I JUST
LOOK AT ONE REFERRAL CERTIFICATE OR DO I NEED
TO LOOK AT THEM ALL?” SO WE’VE SOME GUIDANCE FOR THEM
ON WHAT THEY NEED TO DO, HOW THEY NEED TO CONSIDER THEIR
REFERRALS AND THEIR CERTIFICATES AND SO THEY CAN MOVE QUICKLY SO
THEY’RE NOT QUITE– SOMETIMES I THINK THEY GET
A LITTLE PARALYZED AND A LITTLE OVERWHELMED
WHEN THEY SEE WHAT’S LANDED ON THEIR DESK
OR IN THEIR INBOX. WE’VE ALSO ARE DEVELOPING
AND HAVE DEVELOPED SOME VERY SMALL MODULE TRAINING
FOR HIRING MANAGERS. WE FIND THAT THEY DON’T HAVE
TIME TO SIT THROUGH A 3-DAY CLASS,
SO WE’VE DEVELOPED TINY LITTLE ONE-HOUR SESSIONS
ON INTERVIEWING OR REFERENCE CHECKING
OR JUST THE ACTUAL PLANNING FOR THE RECRUITMENT PROCESS. AND, LASTLY,
BELIEVE IT OR NOT, WE ACTUALLY HAD A TEAM
PUT TOGETHER TO DISCUSS WHEN IN THE PROCESS
WE OUGHT TO COLLECT THE OF-306. WE WANTED IT TO HAVE IT
IN OUR HANDS BECAUSE THAT SERVES
AS OUR AUTHORIZING DOCUMENT TO CONDUCT REFERENCE CHECKS
BUT ALSO BECAUSE WE FOUND IN DOING OUR ANALYSIS
OF THE TIMELINE THAT IT WAS SO INCONSISTENT
IN ALL OF OUR OPERATING OFFICES THAT SOME CANDIDATES, ONCE GIVEN
THE TEMPORARY JOB OFFER, WERE TAKING 10, 14, 20 DAYS
TO JUST RETURN THAT. AND IT WAS SIGNIFICANTLY
DELAYING THE PROCESS. SO WE HAVE COME
TO A CONSISTENT METHOD ON WHEN WE’RE GOING
TO COLLECT THAT OF-306. AND THAT’S A LOT
OF WHAT WE’RE DOING, WE’RE TRYING TO GET
TO CONSISTENT METHODS AND PROCESS THESE. WE HAVE 11 OPERATING OFFICES
ACROSS THE COUNTRY, AND WE’RE ALL
DOING IT DIFFERENTLY. WE WERE ALL DOING IT DIFFERENTLY
AND WE NEED TO GET TO ONE PART OF THE PROCESS BECAUSE OUR
MANAGERS HAD COMMUNICATED TO US THAT THEY WERE DISPLEASED WITH
THE INCONSISTENT EXPERIENCE THAT THEY WERE GETTING
WHEN THEY WOULD TALK TO THEIR COUNTERPARTS
IN ANOTHER REGION. SO THEY’VE COMPARED NOTES
A LOT MORE FREQUENTLY THESE DAYS,
AND SO WE NEED TO GET TO A MORE CONSISTENT PROCESS. WE ALSO HAVE THE SECURITY
AND SUITABILITY TEAM WORKING. I THINK UNLIKE MANY
OTHER AGENCIES, THE SECURITY
AND SUITABILITY TEAM FOR NEW HIRES
AND FOR CURRENT EMPLOYEES IS IN THE HR SHOP. I THINK IN MANY ORGANIZATIONS
IT’S OUTSIDE. SO WE HAVE A LITTLE BIT
MORE OF PLAY THERE, SO BEING ABLE
TO STREAMLINE THAT PROCESS. SO WHAT WE’VE DECIDED TO DO
IS ESTABLISH A SHARED SERVICE CENTER WITH PEOPLE
IN ONE PLACE THAT WILL BE EXPERT IN DOING THIS
INSTEAD OF EXPECTING ALL OF OUR HR SPECIALISTS
IN THE OPERATING OFFICES, YOU KNOW, WHAT THEY NEED
TO COLLECT AND HOW THEY NEED TO START THAT PROCESS WITH
THE APPLICANTS WHO HAVE BEEN GIVEN A TENTATIVE JOB OFFER. SO THERE ARE THE THINGS
THAT WE ARE DOING TO SPEED UP THE PROCESS
AND ADDRESS THOSE PAIN POINTS. OTHER THINGS
WE HAD WORKING NOW ARE AN ONBOARDING
AN ORIENTATION FRAMEWORK TEAM SO THAT WE HAD
A CONSISTENT EXPERIENCE FOR OUR NEW HIRES
WHEN THEY COME ONBOARD. WE ALL KNOW THAT WE CAN PUT
A LOT OF TIME AND EFFORT INTO RECRUITING
AND TIME TO HIRE. HOWEVER, ONCE THEY GET HERE,
IF THEY DON’T GET THE IMPRESSION THAT WE’RE WAITING FOR THEM,
ALL THAT WORK MAY BE FOR NAUGHT. AND WE MAY NOT RETAIN THEM. WE HAVE A TEAM LOOKING
AT DEVELOPING OUR STAFFING SPECIALISTS. WE HAD DETERMINED THAT ALTHOUGH
THAT WE CAN MAKE MANY OF THESE CHANGES TO OUR
HIRING PROCESS AND OUR CYCLE, THAT IF WE DON’T EQUIP
OUR STAFFING COMMUNITY WITH THE TOOLS
AND KNOWLEDGE AND DEVELOPMENTAL
ASSIGNMENTS THEY NEED, REALLY THEY’D BE VERY LIMITED
IN IMPLEMENTING THESE NEW TOOLS
AND PROCESSES. SO WE HAVE A TEAM LOOKING
AT VARIOUS OPTIONS SUCH AS SOME
CERTIFICATION PROGRAMS OR JUST A STANDARD CURRICULUM
THAT WILL EXPECT OUR STAFF TO MOVE THROUGH. WE HAVE SOMETHING CALLED
THE PERSONAL ACTION TOOL WHICH IS SOMETHING VERY SIMILAR
TO WHAT TONY HAD TALKED ABOUT. AND I’LL SHOW YOU
A SCREENSHOT OF THIS. IT’S VERY SIMILAR. IT’S TRACKS
ALL OF THE ACTIONS FROM THE POINT
THAT THEY’RE INITIATED, ALL THE WAY THROUGH
TO THE ACTION BEING SENT TO PROCESS,
THE NEWER SESSION. AND VERY MUCH LIKE
TONY HAD MENTIONED WHEN IN THE HR OFFICE,
ANYTHING IS OUT OF TOLERANCE FOR THE TIME AGAINST
THE DAY TO DAY MODEL IT WILL TURN RED
AND THE HR SUPERVISORY STAFF WILL BE ABLE TO WORK
WITH THEIR STAFF TO SEE IF IT’S SOMETHING
THAT SOMEONE’S OVERLOADED WITH WORKLOAD. WE NEED TO KIND
OF ADJUST RESOURCES. ONE THING WE ARE DOING
THAT’S A LITTLE DIFFERENT IS WE’RE ALSO
PROVIDING THIS TOOL TO OUR HIRING MANAGER COMMUNITY. THEY WILL HAVE REAL TIME DATA
JUST LIKE WE WILL ON THE ACTIONS
THAT THEY ARE AWAITING OR THAT THEY ARE
PARTICIPATING IN. IT WON’T TURN RED
FOR THEM QUITE YET. WE’RE DOING THAT
FOR OURSELVES AS WE’RE GONNA CLEAN UP
OUR OWN SHOP BEFORE WE START
POINTING THAT OUT TO THEM. BUT WE’RE USING THIS
AND IT’S REAL TIME DATA. I THINK ON ONE
OF THE OTHER CHART, YOU SAW THAT OUR FY 2010, TIME-TO-HIRE METRIC
WAS 92 DAYS AND THAT HAD IMPROVED FROM
OUR INITIAL MAPPING OF 140 DAYS, SO IT’S A SIGNIFICANT
IMPROVEMENT. HOWEVER, ONE THING
WE DID NOTICE AND WE DID NOT HAVE
REAL TIME DATA. IT WAS ALWAYS GOING BACK
AND PULLING THINGS FROM A VARIETY
OF DIFFERENT SYSTEMS TO TRY TO COBBLE TOGETHER
WHAT THAT METRIC REALLY IS. IT CALLS A LOT OF CONSTERNATION
AND DEBATE WITHIN OUR COMMUNITY BECAUSE SOME FOLKS FEEL
THAT THE INITIATION PROCESS IS A DIFFERENT POINT
THAN ANOTHER. SO WE NEED
TO REALLY GET A TOOL AND DEVELOP A TOOL
WHERE WE CAN LOOK AT IT ON A DAILY BASIS. AND THE DATA IN THIS TOOL
REFRESHED ON A DAILY BASIS. SO EVERYONE
WILL BE ABLE TO USE IT TO MANAGE THEIR WORKLOAD, MANAGEMENT CAN USE IT
TO MAYBE ADJUST WORKLOAD AMONGST STAFF OR EVEN
AMONGST OPERATING OFFICERS ACROSS THE COUNTRY. AND THEN, OUR HIRING
MANAGEMENT COMMUNITY CAN FEEL FOR BEING SOMEWHAT MORE
TRANSPARENT IN WHAT WE’RE DOING. I’M JUST GONNA GO BACK
TO THE SLIDE THAT I HAD SKIPPED. I PROVIDE THIS TO YOU ONLY TO SAY
THAT WHEN WE RE-SCOPED AND REFOCUSED OUR EFFORTS
AT THE BEGINNING OF THIS YEAR AND KINDA SCALED DOWN
TO 10 PROJECTS, WE DECIDED TO EMPLOY A PROJECT
MANAGEMENT FRAMEWORK TO ACCOMPLISH THIS WORK. PREVIOUSLY, WE HAD FOLKS
WORKING AT THIS THINGS, AND WORKING
ON THESE INITIATIVES, BUT THEY ALWAYS SEEM
TO COME FROM A VERY FEW NUMBER OF OFFICES
OR MOSTLY FROM HEADQUARTERS FROM PHILADELPHIA’S. SO IT WAS MOSTLY
FROM HEADQUARTERS. AND IT WAS DONE AS,
YOU KNOW, AS OTHER WORK ALLOWED IT TO BE DONE. SO WHEN WE RE-SCOPED
AT THE BEGINNING OF THE YEAR, WE DECIDED TO USE THE PROJECT
MANAGEMENT FRAMEWORK, MUCH LIKE OUR CUSTOMERS
DO WITH GSA. WE HAVE FOLKS
THAT BUILD BUILDINGS AND DO MAJOR
RENOVATION PROJECTS. AND THEY USE THIS PROJECT
MANAGEMENT FRAMEWORK. SO EACH OF THE TEAMS HAD
A PROJECT MANAGER, A PROJECT TEAM, A CHAMPION, WHICH ARE THOSE
FOLKS IN THE YELLOW STARS, THEY ARE OUR EXECUTIVES
WITHIN THE HR ORGANIZATION. THEY NEEDED TO DEVELOP
A PROJECT PLAN AND THEY NEED TO REPORT TO ME
ON A WEEKLY BASIS THE STATUS WHICH GOT ROLLED UP
TO TONY CUSS WHO IS OUR CHIEF PEOPLE OFFICER
OR THE CHCO. SO EMPLOYING THAT FRAMER
CAN SET ON THOSE EXPECTATION HAD THE EFFECT OF MOVING
THIS PROJECT ALONG VERY QUICKLY AND ESTABLISHING
A CERTAIN LEVEL OF DISCIPLINE THAT NOT ONLY BENEFITS US, BUT ALSO KIND OF GETS US
A LITTLE BIT MORE CREDIBILITY WITH OUR CUSTOMERS. FOR THE SECURITY
AND SUITABILITY, JUST A FEW ITEMS. BESIDES THE FACT THAT
WE’RE GOING TO ESTABLISH A SHARED SERVICE CENTER, WE’RE ALSO GONNA BE LAUNCHING
ELECTRONIC FINGER PRINTING. I DON’T KNOW IF MOST OF YOU
ARE USING THAT IN YOUR AGENCIES, BUT UP UNTIL NOW,
WE’RE PRETTY MUCH HAVE BEEN DOING
THE MANUAL, CARDS. AND WE NOTICED IT HAD
SIGNIFICANT IMPACT IN OUR TIME. SO WE’RE MOVING TO
THE ELECTRONIC FINGER PRINT. WE HAVE PILOTED IT HERE IN D.C.
AND IT HAS WORKED VERY WELL. SO OUR NEXT STEPS ARE, WE HAVE
DEVELOPED ALL THESE TOOLS AND WE’RE ROLLING THEM UP
TO A HIRING MANAGERS AND OUR STAFFERS
ON A PERMANENT BASIS. WE HAD PILOTED
OVER THE NEXT SIX WEEKS. WE’RE GONNA START IMPLEMENTING
THE SHARED SERVICE CENTER FOR THE SECURITY
AND SUITABILITY. AND LASTLY,
ONCE WE GET ENOUGH DATA FROM THIS RECRUITMENT
WORKLOAD TRACKING TOOL, WE HAVE WORKED WITH OUR SENIOR
MANAGEMENT OF THE AGENCY TO GET THEIR BUY IN
THAT WE WILL THEN ESTABLISH SERVICE LEVEL AGREEMENTS. AND WE WILL– SOMETHING
LIKE A CONTRACT, WE WOULD SAY, “THIS IS WHAT
OUR PART OF THE PROCESSES AND HOW MANY DAYS WILL IT TAKE AND THIS IS WHAT
OUR EXPECTATIONS IS FOR YOU. AND THEY HAVE GIVEN US
THEIR AGREEMENT THAT THAT WILL BE OUR NEXT STEP. ONCE WE HAVE ENOUGH DATA
TO BE ABLE TO LOGICALLY INDICATE WHAT OUR PROCESS
REALLY OUGHT TO BE AND HOW WE CAN TWEAK IT. THAT’S IT.
THANK YOU. [applause] THANK YOU. AT THIS PART OF THE SESSION,
WE’LL HAVE OUR PANELIST COME UP AND, UM– [laughs] [indistinct chatter] THIS IS A VERY INTERACTIVE PART
OF OUR SESSION. SO IF YOU HAVE ANY QUESTIONS
FOR OUR PANELISTS, WE HAVE FOUR GREAT PANELIST HERE
FROM FOUR DIFFERENT AGENCIES TO ANSWER
ANY OF YOUR QUESTIONS. HI. PREVIOUSLY, UM,
EACH OF OUR OPERATING OFFICERS WOULD DO IT AT A DIFFERENT POINT
IN THE PROCESS. AND THEY WOULD HAVE, UM, THEY WOULD ALLOW THE APPLICANT A DIFFERENT TIMELINE
TO RETURN IT. SO NOW WE ARE ESTABLISHING ACTUALLY THAT WE WANT
TO START COLLECTING THEM WHEN WE ARE EMBARKING
ON INTERVIEWS, SO THAT WE HAVE IT IN PLACE
WHEN WE ARE ABOUT TO DO REFERENCE CHECKS
ON CERTAIN CANDIDATES. AND THAT WE DO
THE TENTATIVE JOB OFFER, THE HR SPECIALIST
CAN IMMEDIATELY HAND OFF THE RESUME AND THE OF-306
TO THE SECURITY TEAM TO START AND IMPLEMENTING
THAT PART OF THE PROCESS. DID THAT ANSWER
YOUR QUESTION? … OUR PROCESS
WAS ALL OVER THE BOARD, AND SOME FOLKS– WE GIVE
A TIMELINE FOR THE APPLICANT. RAFAEL? HOW ARE YOU DOING? HI, RAFAEL.
OKAY, GO AHEAD. … YOU KNOW,
IT WOULD DEFINITELY BE– ALL OF THE FOLKS
YOU JUST MENTIONED, EITHER THE HR FOLKS,
THE IT FOLKS, UM, WE REALLY BENEFITED
FROM OUR SWAT TEAM BEING CROSS-FUNCTIONAL ‘CAUSE THEY PROVIDED
THE BUSINESS REQUIREMENTS. AND THEY PUT IN, LIKE, I THINK
EVERYONE ELSE HAD MENTIONED, IN THEIR SWAT TEAMS, WHEN THEY DID
THE BARRIER ANALYSIS, THAT WAS A LOT OF EFFORT. IT TOOK, PROBABLY,
ABOUT A YEAR TO GET TO THAT, TO LOOK
AT THE FORMER PROCESS AND THEN GET
TO THE DESIRED PROCESS AND REENGINEER THAT
DOWN TO NINE PHASES. SO I THINK BEFORE
YOU COME TO THE TABLE, IF YOU KNOW WHAT
YOUR BUSINESS REQUIREMENTS IDEALLY SHOULD BE, THEN YOU REALLY HAVE
SOMETHING SERIOUS TO TALK ABOUT WITH THE IT FOLKS. YEAH, UM, THEN, YOU KNOW,
THE OTHER PIECE, THOUGH, AS FAR AS GETTING
THE SYSTEM BUILD, YOU NEED THE HR FOLKS,
THE IT FOLKS, BUT YOU REALLY NEED
THE SENIOR LEVEL MANAGERS, AS HIGH AS YOU CAN GO. WE REALLY BENEFITED
FROM HAVING A STRONG CHCO, A VERY INTERESTED
DEPUTY SECRETARY, WHO’S BASICALLY
OUR CHIEF OF OPERATIONS. AND BETWEEN
THE TWO OF THEM, THEY REALLY PROVIDED
THE HORSEPOWER WE NEEDED TO GET THE SYSTEM BUILD AND HAVE IT PROMOTED OUT
TO THE DEPARTMENT. DID THAT ANSWER
YOUR QUESTION? … OKAY. OKAY. … YES, OKAY. UM… THERE ARE COUPLE
OF ANSWERS TO THAT, A COUPLE PARTS
TO THAT ANSWER. ONE IS THE DEPUTY SECRETARY
AS OUR CHIEF OF OPERATIONS. HE HAD HEARD
A LOT OF COMPLAINTS. AND IT WASN’T SO MUCH FROM HR,
IT WAS FROM OUR CUSTOMERS. AND, YOU KNOW,
SO THAT CREATED KINDA OF A CATALYST
FOR HIS INTEREST IN, YOU KNOW, TRYING TO REFORM
THE HIRING PROCESS. AND AT THE SAME TIME, THOUGH, IF YOU LOOK ON OUR SLIDE
ON THE ROOT CAUSE ANALYSIS, THE FIVE WHY METHODOLOGY, THEY REALLY ENCAPSULATES
THE ANSWER TO YOUR QUESTION. IT WAS UNCLEAR WHO HAD
WHICH ROLE AND RESPONSIBILITY. YOU KNOW, WHAT THE HIRING
MANAGER WAS SUPPOSE TO DO, WHAT HR WAS SUPPOSE TO DO, WERE THE PRIMARY DEPENDENCY
WAS ON THE APPLICANT. SO WITHOUT THAT CLARITY, EVERYONE RECOGNIZE
THERE WAS A PROBLEM, BUT THEY DIDN’T KNOW
HOW TO GET TO THE SOLUTIONS ‘CAUSE THEY DIDN’T KNOW
WHOSE “FAULT” IT WAS, WHO HAD RESPONSIBILITY
FOR THE BOTTLENECK. SO IT’S KINDA, LIKE, BASICALLY
THE PERSON IN CHARGE HAD A LOT OF COMPLAINTS. HE WANTED TO TAKE ACTION. HE UTILIZED THE WORK FROM
THE HIRING REFORM SWAT TEAM. HE ACTUALLY ISSUED
A HIRING REFORM MEMO ON JANUARY 6. THEY SAID, “WE NEED
TO CHANGE THINGS.” AND THAT WAS REALLY
WONDERFUL FOR US BECAUSE IT PREDATED
THE PRESIDENT’S MEMO FOR MAY 11th. SO IT WAS REALLY
A NOD TO THE LEADERSHIP OF OUR DEPARTMENT THAT THEY KNEW
WE NEEDED TO DO SOMETHING. THEY GAVE US SOME MANDATES
TO MAKE THINGS HAPPEN. AND THEN,
WHEN THE PRESIDENT’S MEMO AND OPM’S MEMO CAME OUT, WE’RE READY TO MOVE FORWARD. HI MY NAME IS
SCOTT WHITMAN… I’M A… AT DOD. APPLAUD ALL OF THE WORK
THAT YOU ARE DOING AND CERTAINLY WE’VE
EXPERIENCED SIMILAR PAINS… THAT YOU’VE TALKED ABOUT. WE OBVIOUSLY
ACKNOWLEDGE THE WORK… BEFORE YOU CAN START
THE HIRING ACT… HAVE ANY OF
LOOKED AT THOUGH, WE’RE TRYING TO BACK THAT
UP A LITTLE BIT MORE… … I’LL MAKE A QUICK COMMENT, THEN PASS THE MIC
TO THE OTHER PANELISTS. WE ARE VERY IMPRESSED
WITH THE END-TO-END ROAD MAP, THE HIRING ROAD MAP
THAT OPM ISSUED BACK IN, I THINK, 2008, WITH THE FIVE BLOCKS
OF THE HIRING ROAD MAP. WE HAVE RECENTLY INITIATED A
WORKFORCE MANAGING REVIEW BOARD THAT CONSISTS
OF THE HIGHEST LEVEL OFFICIALS AGAINST ANOTHER
CROSS-FUNCTIONAL TEAM. SO THEY ARE LOOKING AT,
KIND OF HOLISTICALLY, THE BUDGET, THE STAFFING AND WHERE RESOURCES
NEED TO BE. SO WE’RE REALLY TRYING
TO USE THAT MODEL AS A REFERENCE MODEL. ACTUALLY, AT GSA, WE HAVE
ANOTHER PROJECT WORKING, CALLED THE WORKFORCE
MANAGEMENT TOOL. WE’RE TRYING TO FLIP
OUR HR INFORMATION SYSTEM FROM A PEOPLE BASED SYSTEM
TO A POSITION BASED SYSTEM AND WORK WITH
OUR FINANCIAL COMMUNITIES, SO THAT WE CAN UNDERSTAND
WHERE OUR VACANCIES OCCUR AT ANY ONE POINT IN TIME, SO WE CAN MORE STRATEGICALLY
RECRUIT FOR OCCUPATIONS AND EVEN ABLE TO DO
SOME PREDICTIVE MODELING WITH REGARDS
TO ATTRITION AND RETIREMENT. SO THAT’S THE NEXT PLACE
WE WOULD LIKE TO GO. AND AT USAID,
WE ACTUALLY HAVE A FORMAL WORKFORCE
PLANNING MODEL THAT WE’VE DEVELOPED OVER
THE LAST COUPLE OF YEARS AND EACH OF
OUR BUREAUS AND OFFICES HAVE SIGNED ON
FOR THIS MODEL WHERE WE PREDICT
THE ATTRITION, THE TURNOVER AND THE NEEDS FOR THE AGENCY
FOR OUT-YEARS, SO EVERYONE ACTUALLY PLANS
THE HIRING TO THIS MODEL AT THIS POINT. AND IT’S DEPLOYED THROUGHOUT
THE AGENCY AT THIS POINT. WE HAVE CLASSIFICATION
THAT ACTUALLY WORKS ALSO WITHIN THE MODEL UP FRONT AS PART OF
THE PREPLANNING FOR HIRING, BECAUSE WE’RE PREDICTING NOW WHAT TYPES OF POSITIONS
WE MIGHT HAVE VACATED, SO WE’RE INCLUDING THAT IN
THAT WORKFORCE PLANNING PROCESS. [UNCLEAR] BUT OUR WORKFORCE PLANNING MODEL
INCLUDES OUR BUDGET OFFICE. IT’S ACTUALLY
A PARTNERSHIP BETWEEN HR, THE BUDGET AND THE OFFICES. SO IF BUDGET DOESN’T SUBSCRIBE
OR ENDORSE THE PLANS, NO ONE MOVES OUT AND START
RECRUITING TOWARDS THOSE. SO WE ACTUALLY HAVE BUDGET AS PART OF OUR WORKFORCE
PLANNING MODEL. IT LOOKS LIKE HE STILL
HAS SOME QUESTION. UM–
[laughs] AND I’M WONDERING,
ARE YOU THINKING, DOES THAT–
HOW DOES THAT TRANSLATE? HOW DOES ALL THAT MODELING, TRANSLATE INTO WHAT
THE ACTUAL NEEDS ARE AS FAR AS POSITIONS
TO SUPPORT THIS INITIATIVES. YEAH… UH-HMM. … WELL, AS SANDRA
MENTIONED THE STATE, OUR WORKFORCE PLAN
IS VERY ROBUST. BUT FROM
THE VERY BOTTOM LEVEL, ANY REQUEST
IN YOUR BUREAU’S MISSIONS HAS TO BE TIED
DIRECTLY TO A GOAL AND IF THERE’S ANY OUTPUTS
THAT RESULT OR WORK, IT HAS TO BE TIED TO THAT. SO IF THEY APPROVE THAT
AND YOU MAKE IT THROUGH, IT ACTUALLY TRANSLATE
AND GETS BACK DOWN TO, YOU GET THAT POSITION. SO WHEN THE BUREAU
OF HUMAN RESOURCES ROLLS THEIR’S UP, AND THEY SAY
THEY NEED 50 POSITIONS, THEY’RE TIED TO,
EACH ONE OF THEM IS TIED TO AN INDIVIDUAL
INITIATIVE. IT’S TIED TO HIRING REFORM,
IT’S TIED TO THE QDDR, IT’S TIED TO SOMETHING. AND WHEN IT ROLLS BACK DOWN,
IT TRACKS BACK DOWN, AND YOU ACTUALLY GET
THE POSITION FROM THIS HIGH LEVEL,
STRATEGIC LEVEL, ALL THE WAY DOWN
TO THE OPERATION. SO OURS IS TIED TOGETHER, AND YOU ACTUALLY EVENTUALLY
DO GET THE POSITION. IT MIGHT BE TWO YEARS LATER,
BUT YOU’LL GET IT. [laughs] ANY OTHER QUESTIONS? NO QUESTIONS? … NO, I REALLY APPRECIATE… THAT’S ON DOD? YEAH… WELL, IF THAT’S ALL
THE QUESTIONS, I’D LIKE TO THANK
OUR PANELIST TODAY AND I ALSO LIKE TO THANK YOU
FOR COMING OUT. WE WOULD, IN RETURN, WE WOULD LIKE
TO HAVE YOUR FEEDBACK. PLEASE LOOK OUT
FOR AN ELECTRONIC SURVEY TODAY TO LET US KNOW
HOW YOU RATE TODAY’S SESSION. ALSO, A SIGN-IN SHEET
IS BEING PASSED AROUND, COULD YOU PLEASE MAKE SURE
YOU SIGN THAT SIGN-IN SHEET. ANOTHER QUESTION? SURE. … [laughs] YOU’LL HAVE
AIR CONDITIONING LATER. [laughs] [indistinct chatter] WE’RE ALL IN TROUBLE. AGAIN, THANK YOU
AND THANK YOU TO THE PRESENTERS. [applause]

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