2. Team C Final Project  Team C:  Eugene Holloman  John McGonegal  Regina Williams  GB520 Strategic Human Resources Management.

3. INTRODUCTION  NASA’s HR department has faced many challenges and faces even more in the future.  They must continue to follow NASA’s mission.  They must continue to keep employees motivation focused on future missions.  They must continue to keep employee morale up.  Must be prepared for employees transition.

4. Focus on future missions  NASA’s HR department must remain focused on future missions in several ways:  1. Recruiting  2. Performance Management  3. Training and development.  4. Transitioning employees to new positions.  5. Preparing for layoffs.

5. NASA’s Strategic Goal  Their strategic workforce goal is to:  “Identify, acquire, and sustain the workforce needed to successfully conduct NASA’s current and future missions.”  (nasapeople.nasa.gov/strategicgoal.)  They must implement this goal throughout all departments.

6. Strategic Goal Chart

7. NASA’s Subgoals  “Plan and position for mission success- analysis, policy development, organizational design, and resource management to guide NASA’s multi-sector workforce.” (nasapeople.nasa.gov/subgoal1.)  “Recruit and employ-identify, attract and employ a diverse workforce with the right skills, at the right time, at the right place.” (nasapeople.nasa.gov/subgoal2.)

8. NASA’s Subgoals continued  “Train and develop talent-training and development initiatives that address today’s and tomorrow’s needs and enable mission success.” (nasapeople.nasa.gov/subgoal3.)  “Sustain a high performing workforce-enable managers to sustain an environment conducive to workforce productivity, innovation and effectiveness.” (nasapeople.nasa.gov/subgoal4.)

9. NASA’s 5 th Subgoal  “Enable efficient human resource services- effective human resources programs, supported by comprehensive, timely and validated information.”  (nasapeople.nasa.gov/subgoal5.)

10. NASA Improvements  NASA states that their continuous improvement will be accomplished by:  1. “Evolving the workforce plan, assessing and adjusting focus on the right objectives and associated task.  2. Identifying and managing robust metrics- measuring program success against agency priorities.

11. NASA Improvements continued  Assessing the efficiency and effectiveness of human resource programs through the continued implementation of the Human Capital Accountability System.  (nasapeople. Nasa.gov.)

12. NASA’s Recruiting Model  1. Focuses on the candidate and the process of the recruiting guide.  2. Focuses on leverage partnerships and alliances by using relationships that have been established with universities.  3. Tailoring recruitment, which focuses on the target of the recruits.

13. Training and Development  They will have to train employees for the transition to a new position.  They will have to train employees for transfers to new positions in other parts of the country.  They will have to train employees for transition to positions overseas. (This will be more difficult and costly due to the fact that the employees families will be involved.)

14. NASA Training Goal  “The NASA agency training and development office extends opportunities to help employees gain the necessary knowledge and skill to fulfill NASA’s mission through formal education, training and on the job developmental experiences.”  (nasapeople.nasa.gov/training.)

15. NASA’s Strategic Planning Training and Measuring Results Model

16. NASA’s Strategic Planning Training and Measuring Results Model:  1. Analyze established goals.  2. Develop training strategies.  3. Integrate training into strategic plans.  4. Evaluate training goal accomplishments.

17. NASA Layoffs  Began layoffs on October 1, 2010, of 1200 employees.  Layoffs will affect around 9000 employees nationwide as the shuttle program comes to an end.  Because they have specialized jobs, they will have a hard time transitioning.

18. NASA Transitions  Some employees will transfer to other positions within NASA.  Some employees will transfer to positions located overseas.  Some employees took an early layoff and received an early buy-out package.  Others were offered college educations.  Others will receive generous severance packages.

19. NASA Transitions  NASA has designated an entire web page to transitions for their employees.  It provides transitional training for those employees transferring to other departments.  It also provides services for employees and families being transferred overseas.  It also provides support for employees facing Uncertainty.

20. NASA’s Human Resources  They are a text book example of a good human resources department.  They even put all of their policies on their website for other companies HR departments to use as an example.  Is very strategically involved with NASA’s upper management in all facets of their planning process.

21. References  1. nasapeople.nasa.gov  2. nasapeople.nasa.gov/strategicgoal  3. nasapeople.nasa.gov/subgoal1  4. nasapeople.nasa.gov/subgoal2  5. nasapeople.nasa.gov/subgoal3  6. nasapeople.nasa.gov/subgoal4  7. nasapeople.nasa.gov/subgoal5  8. nasapeople.nasa.gov/training