1. Strategic Management of Human Capital FY04 Implementing Projects Foreign Agricultural Service FY 2004

2. 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

3. 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 FAS FY06 Budget Performance, e.g., Reduce time to fill vacancies, diversity, fill Skills Gaps, etc.  Meet with Human Capital Council quarterly to review progress of projects/service requests  Include Human Capital elements in FAS FY06 Budget Performance, e.g., Reduce time to fill vacancies, diversity, fill Skills Gaps, etc.  Meet with Human Capital Council quarterly to review progress of projects/service requests IMPLEMENTING PROJECTS

4. 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 restructuring of Office of Administrator  Support IT reorganization  Support restructuring of Office of Administrator IMPLEMENTING PROJECTS

5. 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  Administer leadership and critical skills training programs to ensure a ‘backup pool’ for leaders and to ensure employees have the right skills  New Supervisor Training Program, etc.  Continue HR service visits to customers  Administer leadership and critical skills training programs to ensure a ‘backup pool’ for leaders and to ensure employees have the right skills  New Supervisor Training Program, etc.  Continue HR service visits to customers IMPLEMENTING PROJECTS

6. 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  Encourage leaders to review the FY 2002 Federal Human Capital Survey (OPM) results and provide recommendations, for example:  Only 33% of FAS employees claim that leaders generate high levels of motivation and commitment in the workforce (Leadership)  Only 32% of FAS 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  Encourage leaders to review the FY 2002 Federal Human Capital Survey (OPM) results and provide recommendations, for example:  Only 33% of FAS employees claim that leaders generate high levels of motivation and commitment in the workforce (Leadership)  Only 32% of FAS employees claim that the organization's awards program provides them with an incentive to do their best (Performance Culture) IMPLEMENTING PROJECTS

7. 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  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  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

8. 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

9. 9 Strategic Management of Human Capital Planning the Future FSA Mission FAS Mission RMA Mission Workforce Analysis Mission Critical Occupations Leadership Continuity Skills/Competencies Gaps Organizational Structure Retention Initiatives Recruitment Initiatives HUMAN CAPITAL IMPLEMENTING PROJECTS Knowledge Management Initiatives Training & Development Initiatives Needs Performance Measures Diversity Initiatives Actions