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2013 HR Community Survey Results 1. TASK Assess/re-assess the attitudes and opinions of HR officers on various topics Determine effectiveness of efforts.

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Presentation on theme: "2013 HR Community Survey Results 1. TASK Assess/re-assess the attitudes and opinions of HR officers on various topics Determine effectiveness of efforts."— Presentation transcript:

1 2013 HR Community Survey Results 1

2 TASK Assess/re-assess the attitudes and opinions of HR officers on various topics Determine effectiveness of efforts underway to align with Navy 2013-2017 HR Community Strategic Plan Generate potential focus areas for action Address any areas of concern that were not included in previous survey 2

3 HR Survey Participation Inventory as of 15 July 2013 3 Survey Participants vs. Inventory 1200* 1207 1205 1200 1207 1205 Percent of Inventory Survey Total Inventory Total % of Inventory FLAG CAPT CDR LCDR LT LTJG ENS

4 HR Accession Reasons for becoming HR Officer 4 I wanted to become an HR Officer because (mark all that apply) All (  2011) Senior (05-O8) Junior (O1-O4) Enjoy HR work 56% (+1)55%56% Use HR-related prior work experience 48% (Even) 48%47% Improved professional success/promotion opportunity 40% (-3)43%38% Use HR-related education/degrees obtained 35% (Even) 23%42% Post-military career opportunities 34% (+4)35%33% Less deployment time 25% (+7)27%24% Military spouse/family member issues 22% (+9)10%29% Other 19% (+6)8%26% Improved homesteading opportunity 15% (+3)9%18% HR Community reputation 14% (+1)8%17% Other responses include: desire to stay Navy, but not in previous designator; forced re-designation; felt would have greater impact in Navy as HR; improved work/life balance

5 HR Strategy 75% of HR officers have read the HR Strategy –Compared to 89% in 2011 77% (of those who read Strategy) believe the HR Execution Plan will serve as a good roadmap to meet the HR Strategic objectives –Compared to 65% in 2011 5 SeniorJunior120012071205 82%71%82%69%63% SeniorJunior120012071205 77% 71%81%

6 Milestones 6 Questions All (  2011) SeniorJunior With Milestone (O4-O6) (  2011) Understand purpose of milestone billets 85% (-1)92%82%91% (+1) Understand screening process69% (-3)77%65%77% (-4) Understand assignment process67% (Even)76%62%78% (+5) Understand how billets are selected as milestone positions 67% (+12)75%62%76% (+13) Milestone slating process is fair42% (Even)48%39%55% (+9) Right mix of leadership and staff billets for milestone positions 69% (na)63%72%66% (na) Sample Open Forum Comments to “Do We Have the Right Mix of Milestone Billets?”: Need more leadership positions (CO/XO, Staff w/Leadership) Expand footprint (Operational, At-Sea, Joint, Additional Fleet N1s) Need to anchor milestone lists for greater than 2 years (sense of fairness) Outdated or misunderstood algorithm

7 Milestones (Cont.) 7 Priority Weighting Answer Options AllSeniorJunior HighLeadership role in billets 111 MediumNumber of direct reports 233 MediumEchelon to which billet is assigned 344 MediumPrimary interface with higher echelon 352 MediumNumber of billets impacted 525 MediumAmount of budget impacted 666 LowIf billet is connected to sea duty 777 LowBillet subspecialty codes 888 Priority ranking of factors that should be most heavily weighted in determining milestone billets. (mark all that apply) (1-8, 1 as the most important) Other Factors Recommended for Consideration in Determining Milestone Billets (Sample Open Forum Comments): Scope of Impact (Navy-wide vs. command-level, Fleet warfighting mission and readiness) Visibility Accountability and Workload Relationship to HR CCAs (represented based upon proportional percentage of billet base)

8 Communication 65% of HRs surveyed felt well connected to news about the community; down from 78% in 2011 Website & e-mail reach largest audiences but Brownbag Meetings increased 11pp in frequency since 2011 8 Frequency (  2011)Effectiveness (  2011) MethodAllSeniorJuniorAllSeniorJunior NPC HR Website80% (+2) 80% 81% 84% (+4) 82%85% Email Communication75% (+2) 84% 70% 87% (-2) 89%86% Regional Captain Network72% (-1) 86% 64% 75% (-5) 85%69% Brown Bag Meetings58% (+11) 61% 56% 65% (-3) 68%63% “Word of Mouth” Communication50% (-3) 58% 45% 61% (+7) 67%57% “Face to Face” interaction35% (Even) 42% 32% 62% (+6) 65%60% Facebook Group31% (-5) 36% 28% 26% (-9) 29%23% Formal Mentoring21% (+3) 23% 19% 46% (+12) 49%45% HR COI Site (including Learning Locker)19% (+3) 18% 20% 32% (+10) 28%34% “LinkedIn” interactions8% (NA) 12% 5% 8% (NA) 10%7% Beacons/NewsletterNA 82% (NA) 83%82%

9 HR Mentoring 9 Question AllSeniorJunior All with mentor Senior with mentor Junior with mentor Familiar with mentoring in HR community 86%92%82%na Satisfied with HR Community mentoring 50%59%49%78%80%77% Satisfied with HR Community mentoring in Region 47%54%42%72%71%72% 56% of HR Officers have a mentor Those w/mentors are fairly satisfied 32% desire a mentor, but do not have one Satisfaction with community mentoring is much higher for those with a mentor

10 HR Mentoring (Cont.) Expectations 10 What do you expect of your HR mentor?AllSeniorJunior Career guidance/development95% Unbiased perspective on career goals81%84%80% Open lines of communication/personal contact81%86%79% Share professional experiences81%82%81% Discuss workplace challenges/avoid career mistakes 76%75%76% Gain information/network74%75%74% Ask challenging leadership questions60%59%61% Other Expectations of HR Mentor (Open Comments) Confidentiality and non-attribution Engaged and interested Understand not a “One Size Fits All” Accurate information Blatant honesty about one’s record and potential assignments Unbiased Perspective/Unbiased FITREP guidance How To Improve HR Mentoring (Open Comments) -Mentoring guidebook -Volunteer relationships rather than assigned -Establish minimum community expectations -Consistency across regions -List of HR officers willing to serve as mentors -Reserve specific mentoring -HR conference

11 Community Success All O4-O6 11 QuestionO-4O-5O-6 Effective in their current HR position81%83%82% Well prepared over the course of their career74%73%87% Impact Weighting Answer Options (Current paygrade)O-4O-5O-6 HighPrevious HR tour/experience/subspecialty111 HighMasters degree222 MediumWarfare qualification345 MediumHR certification (PHR, SPHR, GPHR)534 MediumHR Introductory Course489 MediumJPME I/II653 MediumDeployment (IA/GSA)777 MediumHR Advanced Course966 LowHR Intermediate Course898 Previous HR tours/experience and Master’s degree deemed most impactful Other factors begin to vary by paygrade Warfare qualification and Intro Course more impactful for Junior Officers JPME more impactful for Senior Officers Most HR Officers feel effective in their current position and well-prepared throughout career

12 Community Success (Cont.) HRs with Milestone Tour –78% felt prepared for milestone tour –Seniors officers feel more prepared than Juniors for milestone tour 77% O-4, 86% O-5, 100% O-6 –Impact weighting for milestones similar to weighting for tour/career Previous HR tours/experience and Master’s degree deemed most impactful for milestone preparedness Warfare qualification more impactful for Juniors; JPME and IA/GSA more impactful for Seniors 12 Impact Weighting Answer Options (Paygrade when in milestone tour) O-4O-5O-6 HighPrevious HR tour/experience/subspecialty111 HighMasters degree222 MediumWarfare qualification335 MediumHR certification (PHR, SPHR, GPHR)444 MediumJPME I/II553 MediumDeployment (IA/GSA)775 MediumHR Advanced Course967 MediumHR Introductory Course689 LowHR Intermediate Course898

13 Graduate Degree Utilization 13 Question (for those with graduate degree from NPS)% Agreement Found graduate course work relevant to career83% Did a payback tour utilizing their subspecialty following completion of NPS degree 63% Began payback tour within one year of completing NPS degree 73% Believe graduate degree greatly increased effectiveness in payback tour 86% Believe graduate degree greatly increased effectiveness in following tours 77% (SELRES only) Found Navy-funded graduate education useful in current employment (civilian or military) 54% 30% (128/426) have Navy-funded graduate degree from NPS

14 HR Training Continuum HR Introduction Course 49% of respondents indicated course attendance (+17 from 2011) 89% indicated course was effective (+8 from 2011 survey) 86% indicated that the “set of tools” received were effective (+25 from 2011) HR Intermediate Course 13% of respondents indicated course attendance 95% indicated course was effective 80% indicated that the “set of tools” received were effective HR Advanced Course 17% of respondents indicated course attendance (+1 from 2011) 94% indicated course was effective in enhancing skill set (+12 from 2011) 77% indicated course was effective in helping them grow (+2 from 2011) 90% indicated that the “set of tools” received were effective (+15 from 2011) Certification Preparation and Examination Program (CPEP) 37% of respondents indicated course attendance 85% indicated course was effective in preparing for HR Certification Exam (Note: ~ CPEP pass rate) HR Training Continuum courses and tools are effective at all levels 14

15 Command Qualification 15 77% Senior, 66% Junior Most HR Officers are aware of the new Command Qualification requirement; fewer know whom to contact to begin the PQS

16 ThemesIf the HR Leader, Where Would You Take Community? Strategic Outlook New ways to meet mission through Human Capital, managing risk, and controlled costs Demonstrate value of HR community to Fleet (provide metrics) Community Direction Put a stake in the ground for what we want our officers to be/become Find way to add value to Navy not easily repeatable by other designators Advertise value of HR to deckplate Sailors Increase HR Footprint More At-Sea billets and operational assignments needed Push for more ownership of what are truly HR jobs Milestones End reliance upon algorithm in recalculating milestone billets Eliminate sense of inequity between milestones and command positions Provide transparency regarding milestone slating Qualifications HR Pin/Device Waive CO PQS for those who have successfully completed CO tour Shift from PHR/SPHR emphasis towards focus on IA deployments, leadership, education, and performance Reserve Integration More cross 1200-1207 tours w/consolidated total force detailing Have reserve communication and information flow be more available (broad outreach to SELRES officers ) Make it easier for 1205's to transition to 1200 or 1207 16 Future Planning

17 ThemesIf the HR Leader, Where Would You Take Community? Processes For Reserve officer w/HR civilian experience, allow consideration for CCA credit Ensure fairness in promotions and billet assignments Training and Education Establish centralized HR funding for HR professional development training Rearrange HR Intro schedule to allow NPS HRs to attend w/o class conflict Expand qualifications Redesign of HR courses in partnership with NPS and professional institutions and institute refresher courses after completion of HRCOE courses Manpower Grow and provide more Fleet/TYCOM N1s Ensure billet subspecialties are correct in identifying expertise needed Need greater emphasis on manpower training/pipeline Personnel Re-evaluate “community values” for SELRES and/or FTS Have a LT/LCDR detailer for more junior HRs (detailer in closer rank - more of a rapport and useful dialogue) Increased focus on JOs: - Reach out to new HRs within first 2 months to inform new Officers of the resources and tools that are available to them (Onboarding) - Greater JO involvement in community - Not assign first-tour HRs to geographically isolated assignments 17

18 Key Take-Aways Top reasons participants became HR officers is enjoyment of HR work and ability to use HR-related prior work experience –The least cited reason was HR community reputation (numerous comments IRT burnishing community credibility and value to big Navy) More HR officers (compared to 2011) believe HR Execution Plan is good roadmap to meet our objectives Milestone assignment, screening, and slating processes are understood, but the slating process is still perceived as unfair Participants believe Leadership Role should be most determinative factor in determining milestone billets While communication methods have increased in effectiveness and frequency, fewer HR officers (compared to 2011) feel connected to the community –SELRES officers feel least connected Satisfaction with community mentoring program is higher for those w/mentors Most HR officers feel effective in current position and prepared for milestone tour All HRCOE courses are effective While most HR officers know of command qualification requirement, fewer know who to contact to get started 18

19 BACK-UP 19

20 Demographic Data HR Competency What competency are your currently working in? 16.8% All participants (N=426) stated they are in HR billet but 45 (11%) indicated their billet was not in a primary competency What is your primary competency? 20

21 Demographic Data Years of HR and Navy Service How many years have you been in the HR Community (based on when you first became a 1200, 1207 or 1205)? 52% of respondents (N=220) indicated they have been a HR 6 years or less since they became a HR How many years of commissioned Service (YCS) do you have? 21 63% of respondents (N=267) indicated they had 13+ years of commissioned service

22 Demographic Data HR Region 22

23 Demographic Data 1205 Officers Status of 1205 officers 60% of respondents (N=88) indicated they were an Inactive SELRES Role in your civilian occupation 23 “Other HR” responses included: HRIS, HR analysis and research, Program Mgmt, Secondary Education, student 53% of respondents (N=88) indicated they had HR roles in their civilian occupation

24 Demographic Data HR Accession 24 Other includes: Nuclear Power Instructor

25 25 HR Training Continuum Open Comments: HR COI Site Recommended additions to HR Community of Interest Site -HR PQS References -Access to HR Course (Advanced, Intermediate, Intro) PPT Slides -SHRM Learning Webinars and Recertification process -More Reserve Info -Blog from Leadership -Contact List for HR Officers (Directory) -Recorded DCO Sessions of Brown Bags or Other Community Events -Library of Various Studies by Topics (Compensation, Manpower, etc.) -Eliminate Redundancy Between HR COI Site and NPC Website -Direct Connections to How HR Community Supports the CNO's Three Guiding Tenets: Warfighting First, Operate Forward and Be Ready -List of Mentors and Contact Info -Training Officer Resources -Applicable Issues (e.g. Sequestration) and how they will impact labor (all DoN), budget, training, and future Navy strategies -Employment Information (resume writing, interviewing skills, select/ hire someone) - Difficult to Locate and Navigate; Unresponsive to Request for Account -Unaware of Its Existence

26 26 HR Mentoring (Cont.) Open Comments Most Positive Aspect of HR Mentoring -Face to Face Dialogue -Record Review -Professional Relationship Building (Connections to the Community) -Confidence Builder -Guidance and Support in Career Decisions -Different Perspective (Constructive Criticism) -Learning from Seasoned/Experience Officer Least Positive Aspect of HR Mentoring -Unresponsive to Request for Mentor -Forced/Assigned Relationship -Inconsistent/Conflicting Messages -Sugar-Coating/Party-Line vs. Constructive Criticism -Not Enough Outside Navy Experience -Non-Standard Across Regions -Informing How to Balance Work/Family -Difficult to Cultivate Due to Geographic Separation/Isolation -Senior Officer Time Constraints -Lack of Understanding Active vs. Reserve Career Paths

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