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Strategic Management of Human Capital FY04 Implementing Projects Risk Management Agency FY 2004
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2 Strategic Management of Human Capital Strategic Management of Human Capital - Goals AGENCY Strategic Plan - Mission and Goals Workforce Planning & Deployment Strategic Alignment Leadership & Knowledge Management Results - Oriented Performance Culture Talent IMPLEMENTING PROJECTS Accountability
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3 Strategic Management of Human Capital Strategic Alignment - Agency human capital strategy is aligned with mission, goals, and organizational objectives and integrated into its strategic plans, performance plans, and budgets. GOAL 1 Include Human Capital elements in RMA Strategic Plan and FY06 Budget Performance, e.g., Reduce time to fill vacancies, enhance diversity, close skills gaps Meet with Human Capital Council quarterly to review progress of projects Include Human Capital elements in RMA Strategic Plan and FY06 Budget Performance, e.g., Reduce time to fill vacancies, enhance diversity, close skills gaps Meet with Human Capital Council quarterly to review progress of projects IMPLEMENTING PROJECTS
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4 Strategic Management of Human Capital WORKFORCE PLANNING and DEPLOYMENT - Agency is citizen-centered, delayered and mission-focused, and leverages e-Government and competitive sourcing. GOAL 2 Support IT reorganization Support 1010 Support IT reorganization Support 1010 IMPLEMENTING PROJECTS
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5 Strategic Management of Human Capital LEADERSHIP and KNOWLEDGE MANAGEMENT - Agency leaders and managers effectively manage people, ensure continuity of leadership, and sustain a learning environment that drives continuous improvement in performance. GOAL 3 Examine need for general Supervisor Training Program, i.e., New Supervisor Training Program or need for more ‘tailored’ programs. Consider/examine leadership training programs to ensure a ’back-up pools’ Continue HR service visits to customers, e.g., supporting Speed In Business Examine need for general Supervisor Training Program, i.e., New Supervisor Training Program or need for more ‘tailored’ programs. Consider/examine leadership training programs to ensure a ’back-up pools’ Continue HR service visits to customers, e.g., supporting Speed In Business IMPLEMENTING PROJECTS
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6 Strategic Management of Human Capital RESULTS-ORIENTED PERFORMANCE CULTURE - Agency has a diverse, results- oriented, high performance workforce, and has a performance management system that differentiates between high and low performance, and links individual/team/unit performance to organizational goals and desired results. GOAL 4 Link specific Strategic Plan goals and indicators to 100% of SES and Managers (GS-14 and above) to Individual Performance Plans by July 2004 Link 60+% of workforce's Individual Performance Plans to Agency Strategic Plan goals and indicators by July 2005 Implement HR Client Satisfaction Survey; and develop and implement action plans based survey results Review RMA Honesty & Integrity (ethics) practices/perceptions and make recommendations, e.g., awareness training, etc. Encourage leaders to review the FY 2002 Federal Human Capital Survey (OPM) results and provide recommendations, for example: Only 28% of RMA employees claim that leaders generate high levels of motivation and commitment in the workforce (Leadership) Only 24% of RMA employees claim that the organization's awards program provides them with an incentive to do their best (Performance Culture) Link specific Strategic Plan goals and indicators to 100% of SES and Managers (GS-14 and above) to Individual Performance Plans by July 2004 Link 60+% of workforce's Individual Performance Plans to Agency Strategic Plan goals and indicators by July 2005 Implement HR Client Satisfaction Survey; and develop and implement action plans based survey results Review RMA Honesty & Integrity (ethics) practices/perceptions and make recommendations, e.g., awareness training, etc. Encourage leaders to review the FY 2002 Federal Human Capital Survey (OPM) results and provide recommendations, for example: Only 28% of RMA employees claim that leaders generate high levels of motivation and commitment in the workforce (Leadership) Only 24% of RMA employees claim that the organization's awards program provides them with an incentive to do their best (Performance Culture) IMPLEMENTING PROJECTS
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7 Strategic Management of Human Capital TALENT - Agency has closed most mission-critical skills, knowledge and competency gaps/deficiencies, and has made meaningful progress toward closing all. GOAL 5 Review Workforce Analysis to identify major trends and to drive Recruitment, Retention, Training and Diversity Strategies Maximize use of Career Intern Program, Co-op Program, etc. Implement Quick Hire and evaluate use of Quick Class Provide more web-based training Implement Exit Interview and Placement Follow-up systems Assess cost/benefit of Pay Banding, Pay Flexibilities, e.g., demonstration projects Review Workforce Analysis to identify major trends and to drive Recruitment, Retention, Training and Diversity Strategies Maximize use of Career Intern Program, Co-op Program, etc. Implement Quick Hire and evaluate use of Quick Class Provide more web-based training Implement Exit Interview and Placement Follow-up systems Assess cost/benefit of Pay Banding, Pay Flexibilities, e.g., demonstration projects IMPLEMENTING PROJECTS
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8 Strategic Management of Human Capital ACCOUNTABILITY - Agency human capital decisions are guided by a data-driven results-oriented planning and accountability system. GOAL 6 Provide quarterly performance reports and analysis of pertinent HR metrics, e.g., exit interview summary, time to fill vacancy, HR service level, quality of new hire, etc. Ensure effective and efficient HR processes Provide quarterly performance reports and analysis of pertinent HR metrics, e.g., exit interview summary, time to fill vacancy, HR service level, quality of new hire, etc. Ensure effective and efficient HR processes IMPLEMENTING PROJECTS
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9 Strategic Management of Human Capital Planning the Future
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