1. Welcome to Center 3500 All Hands Meeting
Jan 25, 2017

2. Center 3500 All Hands Agenda
Welcome/Agenda……… Carol Manzanares - 10min
New Faces / Special Guests/ New Org Chart
Special Guest 1: Change Management…………… Rob Nelson/Esther Hernandez – 20min
Theory of Transition, Mueller - Eberstein
Ted Talk
Special Guest 2: Compensation Department………………………Tiffany Pegues & Team – 10min
Pop Quiz! …………………………………………………………………………...Kelly O’Bryant – 25min
Strategic Plan ………………………..………………… Rob Nelson – 15min
Kudos / Wrap up: “Year of Collaboration” ……………………………..…….Matt Montanes – 10min
Networking All
Sandia HR Proprietary

3. Welcome!! New Faces
Chris (Kari) Monroe (02722) – Chris joined the TM&D family on 1/13/17 but has been with Sandia for 16 years, supporting Center 2700’s training since 2013. 
Janet Phillipsen (02916) – Janet joined the TM&D family on 1/13/17 but has been with Sandia for 18 years and supports a variety of different programs and training functions.
Mari Valenzuela (03501) – Mari joined the E&LR/RHET team on December 12, 2017 as the HR support for RHET.
Mia Logan (03522) – Mia has been with Sandia for 6 years, supporting Center 2900’s organizational development needs since March of 2015 and served as an instructional designer in from 2011 to 2015.
Chad Luke (03523) – Chad, Staff Aug Contractor, joined the TM&D family on 1/16/17 as their new Contractor Instructional Designer.
Serge Nana (03523) – Serge joined the TM&D family on 1/16/17. Serge is TM&Ds new Undergraduate Student Intern assisting Bernadette with the University.

4. Welcome!! New Faces
Crystal Watson (03553)– Crystal joined the HRBP Team on 11/14/16. Crystal will become the dedicated HRBP for Centers 1400, 1700 and 1900.
Tesha Johnson (03553) – Tesha joined the HRBP Associate Team from the Talent Acquisition organization on 11/18/16 . Tesha joins the HRBP team in Division 5000.
Gary Fresquez (03553) – Gary joined the HRBP Team on 1/23/17.
Nancy Montoya ( ) – Nancy Montoya started on Monday, January 16th as a Staffing Associate staff aug. employee.
Amy Lahti (03521) – Amy joined our team on 1/23/17.
Carolyn George and Nancy Small ( ) - Both have joined the Retirement and Savings team on 1/9/17 as staff augmentation contractors.   
Deanna McDaniels ( ) Deanna has joined the team on January 9, 2017 as a PO contractor and will be providing  customer service call center support for the Total Rewards organization. 

5. Center 3500 Org Chart

6. Change Management Rob Nelson/Esther Hernandez

7. Embracing Uncertainty
Blue – Team
Yellow – You

8. Welcome Guest Speaker Tiffany Pegues, Manager Compensation

9. Compensation Principles
Be effectively referenced to the external market
Recognize individual performance
Foster an environment of individual career growth
Recognize and value the diversity of professions at the Laboratories
Ensure integrity of the compensation system
Align our performance management approach with our values

10. Compensation and Performance Management and our contributions to Sandia’s strategic objectives:
SO2: Strengthen our Laboratories’ foundation to maximize mission impact
Goal 3: Attract and develop talent to fulfill our current and future national security missions
SO3: Advance an exceptional work environment that enables and inspires our people in service of the nation
Goal 3: Foster an environment that stimulates continuous learning, personal and professional development, and inclusion.
The Compensation and Performance Management Team strives to deliver excellent customer service in the following areas:
Compensation: Our classification structure and compensation practices are referenced to market and maintained according to best practices.
Performance Management: Our performance management process is under continuous improvement to match the needs of the top talent we seek to attract and retain.
We foster partnerships with other areas to seek opportunities for efficiencies in support of our missions.

11. What do we do? Retention CIP Comp Review Process Comp Review Data
ePerformance
CompTool
REPEP
Union Costing
Performance Management
Salary Determinations
Job Evaluation- Inc spec proj
Salary Surveys
Job Description maintenance
Reporting/Budget tracking
Benchmarking
Equity
Job Structure Taxonomy
Market Pay Maintenance
FLSA Audit
Salary Structures
Level Promotions
Cyber initiatives
Geo Diff
HRIC

12. Hot Topics in Compensation & Performance Management
Job Structure
Implementation of ePerformance
Performance Management
Union Contract Negotiations – MTC
Implementation of a 4/10s work-week in support of added flexibility
Building of team and HR Partnerships

13. Pop quiz! Kelly O’Bryant and Team

14. Strategic Plan Updates Rob Nelson

15. Gallup Engagement Survey: We Heard You
Too many demands and competing priorities
Revising FY17 Strategic Plan
Reducing the number of deliverables
Want a better understanding of how work supports Mission
New performance online tool and enhancements will help shape goals
Line of sight will help align individual goals with leader’s goals
Not always clear what is expected of me
New performance tool allows for more consistent and regular feedback from manager and customers

16. New Performance Online Tool
Launches Monday, January 16 in HR Self Service – ePerformance (replaces ePMF)
Allows for updates throughout the year and to view customer feedback as it comes in
Resources available to help create goals:
Classroom training – PERF100
Compensation and Performance website
Goals due in system by Friday, March 3

17. Human Resources 2017 Strategic Plan
11/30/2016
Human Resources 2017 Strategic Plan
Advance an exceptional work environment that enables and inspires our people in service to the nation.
Strengthen our Laboratories’ foundation to maximize mission impact.
Sandia Strategic Objective 2:
Sandia Strategic Objective 3:
Objectives
Goals
Milestones
ONE:
Be Recognized as a trusted partner
1.1: Anticipate needs and requests through increased collaboration
1.1.1: Evolve, monitor, and communicate outcomes of the HR CORE TEAM model (Matt/Carol)
1.1.2: Complete and report success on the HRBP competency model to ensure consistent service across divisions (Matt/Carol)
1.1.3: Execute an HR communications process based on the FY16 external assessment (Kristen/Rob)
1.1.4: Partner across HR & Sandia to ratify new MTC collective bargaining agreement through successful negotiations (Kelly/Carol)
TWO:
Create a work environment that develops, retains & engages employees
2.1: Equip leaders with knowledge and tools to increase effectiveness
2.2: Implement employee development programs to enhance satisfaction and engagement
2.1.1: Roll out the Management Decision Making class broadly after FY16 pilot and continue to evolve the Executive Roundtable Mentoring (ERM), LDP & NSLDP leadership programs (Richard/Cass)
2.2.1: (M3.1.2): Design and initiate a new onboarding program that inspires a connection to Sandia’s rich history, mission, and future vision. (Richard/Mike/Cass)
2.2.2: Create learning opportunities in support of the performance management system to include continuous feedback & career development training (Angie/Cass)
2.2.3: Analyze and report results and identify opportunities from corporate exit/stay interviews (Carol/Matt)
2.2.4: Enhance ease of access and availability of educational and training opportunities (Kym/Angie/Richard/Cass)
2.2.5: Develop & engage cyber talent leveraging the Georgia Tech masters, Academic Alliance, & Sandia Free University programs (Angie/Cass)
THREE:
Modernize HR Processes & Tools to drive simplicity & agility in service delivery
3.1: Improve efficiency & customer experience
3.2: Improve tactical & strategic operations using an integrated set of metrics
3.1.1: (M3.2.3): Continue to develop Sandia’s accountability model; clarify employees’ understanding of the accountability model and disciplinary review process. (Kelly/Rob)
3.1.2: Partner with IT to identify a long-term Human Capital Management system solution (Mary/Margaret/Cass/Carol/Rob)
3.2.1: Report and use operational metrics (CSAT, Volume, Cycle Time) for each group to drive efficiency in service delivery (Cally/Ross/Rob)
3.2.2: Measure & report effectiveness of the new campus recruiting strategy with a reduced number of schools (Margaret/Roberto)
FOUR:
Accomplish the labs mission through attracting the right people at the right time with the right skills.
4.1: Mature the approach to talent acquisition and strategic workforce planning
4.2: Differentiate Sandia through employment branding
4.3: Leverage Total Rewards to attract and retain high quality talent.
4.1.1: (M2.3.1) Develop a workforce planning approach that supports strategic capabilities and evolving mission needs (Carol/Chuck/Matt)
4.1.2: Complete the hiring SIA projects (Chuck/Margaret)
4.2.1: Implement a CPA for sourcing and pursue utilization of an advertising agency (Roberto/Margaret)
4.3.1: (M3.4.3) Support a seamless transition to the new contract and advocate benefit continuity. (Mike/Mary)
4.3.2: Implement the Voluntary Benefits Program (Mike/Mary)
4.3.3: Develop a new Paid Time Off model for enhancing time away from work benefits (Mary)
FIVE:
Enable & inspire the HR community & operate as a unified team.
5.1: Amplify 3500 workforce engagement
5.2: Foster an environment of continuous learning, personal & professional development & opportunities to empower
5.1.1: Implement improvements from the 3500 Gallup survey results (Joan/Mary/Carol/Cass/Margaret)
5.1.2: Deploy the customer satisfaction program for center 3500 (Carol/Mary)
5.1.3: Continue to improve the quarterly all-hands meetings (Cally/Rob)
5.2.1: Identify skill areas to focus SEI funds; consider analytics capabilities (Theresa/Joan)
5.2.2: Close skill gaps to mature the HRBP model (Matt/Carol)
5.2.3: Continue mentoring & Empower Hour (Mary)
5.2.4: Improve analytics capability to move data to decisions (Rob/Carol/Mary/Cass/Margaret)
Bold, italicized, & underline indicates direct language from Sandia’s Corporate FY17 Milestones

18. Human Resources 2017 Strategic Plan
01/23/2017
Human Resources 2017 Strategic Plan
Advance an exceptional work environment that enables and inspires our people in service to the nation.
Strengthen our Laboratories’ foundation to maximize mission impact.
Sandia Strategic Objective 2:
Sandia Strategic Objective 3:
Objectives
Goals
Milestones
ONE:
Be Recognized as a trusted partner
1.1: Anticipate needs and requests through increased collaboration
1.1.1: Evolve, monitor, and communicate outcomes of the HR CORE TEAM model (Matt/Carol)
1.1.2: Complete and report success on the HRBP competency model to ensure consistent service across divisions (Matt/Carol)
1.1.3: Execute an HR communications process based on the FY16 external assessment (Kristen/Rob)
1.1.4: Partner across HR & Sandia to ratify new MTC collective bargaining agreement through successful negotiations (Kelly/Rob)
TWO:
Create a work environment that develops, retains & engages employees
2.1: Equip leaders with knowledge and tools to increase effectiveness
2.2: Implement employee development programs to enhance satisfaction and engagement
2.1.1: Roll out the Management Decision Making class broadly after FY16 pilot and continue to evolve the Executive Roundtable Mentoring (ERM), LDP & NSLDP leadership programs (Richard/Cass)
2.2.1: (M3.1.2): Design and initiate a new onboarding program that inspires a connection to Sandia’s rich history, mission, and future vision. (Richard/Mike/Cass)
2.2.2: Create learning opportunities in support of the performance management system to include continuous feedback & career development training (Angie/Cass)
2.2.3: Analyze and report results and identify opportunities from corporate exit/stay interviews (Carol/Matt)
2.2.4: Enhance ease of access and availability of educational and training opportunities (Kym/Angie/Richard/Cass)
2.2.5: Develop & engage cyber talent leveraging the Georgia Tech masters, Academic Alliance, & Sandia Free University programs (Angie/Cass)
THREE:
Modernize HR Processes & Tools to drive simplicity & agility in service delivery
3.1: Improve efficiency & customer experience
3.2: Improve tactical & strategic operations using an integrated set of metrics
3.1.1: (M3.2.3): Continue to develop Sandia’s accountability model; clarify employees’ understanding of the accountability model and disciplinary review process. (Kelly/Rob)
3.1.2: Partner with IT to identify a long-term Human Capital Management system solution (Mary/Margaret/Cass/Carol/Rob)
3.2.1: Report and use operational metrics (CSAT, Volume, Cycle Time) for each group to drive efficiency in service delivery (Cally/Ross/Rob)
3.2.2: Measure & report effectiveness of the new campus recruiting strategy with a reduced number of schools (Margaret/Annie)
FOUR:
Accomplish the labs mission through attracting the right people at the right time with the right skills.
4.1: Mature the approach to talent acquisition and strategic workforce planning
4.2: Differentiate Sandia through employment branding
4.3: Leverage Total Rewards to attract and retain high quality talent.
4.1.1: (M2.3.1) Develop a workforce planning approach that supports strategic capabilities and evolving mission needs (Carol/Chuck/Matt)
4.1.2: Complete the hiring SIA projects (Chuck/Margaret)
4.2.1: Implement a CPA for sourcing and pursue utilization of an advertising agency (Roberto/Margaret)
4.3.1: (M3.4.2) Support a seamless transition to the new contract and advocate benefit continuity. (Mike/Mary)
4.3.2: Implement the Voluntary Benefits Program (Mike/Mary)
4.3.3: Develop a new Paid Time Off model for enhancing time away from work benefits (Mary)
FIVE:
Enable & inspire the HR community & operate as a unified team.
5.1: Amplify 3500 workforce engagement
5.2: Foster an environment of continuous learning, personal & professional development & opportunities to empower
5.1.1: Implement improvements from the 3500 Gallup survey results (Joan/Mary/Carol/Cass/Margaret)
5.1.2: Deploy the customer satisfaction program for center 3500 (Carol/Mary)
5.1.3: Continue to improve the quarterly all-hands meetings (Cally/Rob)
5.2.1: Identify skill areas to focus SEI funds; consider analytics capabilities (Theresa/Joan)
5.2.2: Close skill gaps to mature the HRBP model (Matt/Carol)
5.2.3: Continue mentoring & Empower Hour (Mary)
5.2.4: Improve analytics capability to move data to decisions (Rob/Carol/Mary/Cass/Margaret)
Bold, italicized, & underline indicates direct language from Sandia’s Corporate FY17 Milestones

19. Human Resources 2017 Strategic Plan
01/23/2017
Human Resources 2017 Strategic Plan
Advance an exceptional work environment that enables and inspires our people in service to the nation.
Strengthen our Laboratories’ foundation to maximize mission impact.
Sandia Strategic Objective 2:
Sandia Strategic Objective 3:
Objectives
Goals
Milestones
ONE:
Be Recognized as a trusted partner
1.1: Anticipate needs and requests through increased collaboration
1.1.1: Evolve, monitor, and communicate outcomes of the HR CORE TEAM model (Matt/Carol)
1.1.2: Complete and report success on the HRBP competency model to ensure consistent service across divisions (Matt/Carol)
1.1.3: Execute an HR communications process based on the FY16 external assessment (Kristen/Rob)
1.1.4: Partner across HR & Sandia to ratify new MTC collective bargaining agreement through successful negotiations (Kelly/Rob)
TWO:
Create a work environment that develops, retains & engages employees
2.1: Equip leaders with knowledge and tools to increase effectiveness
2.2: Implement employee development programs to enhance satisfaction and engagement
2.1.1 Roll out the Management Decision Making class broadly after FY16 pilot and continue to evolve the Executive Roundtable Mentoring (ERM), LDP & NSLDP leadership programs (Richard/Cass)
2.2.1: (M3.1.2): Design and initiate a new onboarding program that inspires a connection to Sandia’s rich history, mission, and future vision. (Richard/Mike/Cass)
2.2.2: Create learning opportunities in support of the performance management system to include continuous feedback & career development training (Angie/Cass)
2.2.3: Analyze and report results and identify opportunities from corporate exit/stay interviews (Carol/Matt)
2.2.4: Enhance ease of access and availability of educational and training opportunities (Kym/Angie/Richard/Cass)
2.2.5: Develop & engage cyber talent leveraging the Georgia Tech masters, Academic Alliance, & Sandia Free University programs (Angie/Cass)
THREE:
Modernize HR Processes & Tools to drive simplicity & agility in service delivery
3.1: Improve efficiency & customer experience
3.2: Improve tactical & strategic operations using an integrated set of metrics
3.1.1: (M3.2.3): Continue to develop Sandia’s accountability model; clarify employees’ understanding of the accountability model and disciplinary review process. (Kelly/Rob)
3.1.2: Partner with IT to identify a long-term Human Capital Management system solution (Mary/Margaret/Cass/Carol/Rob)
3.2.1: Report and use operational metrics (CSAT, Volume, Cycle Time) for each group to drive efficiency in service delivery (Cally/Ross/Rob)
3.2.2: Measure & report effectiveness of the new campus recruiting strategy with a reduced number of schools (Margaret/Annie)
FOUR:
Accomplish the labs mission through attracting the right people at the right time with the right skills.
4.1: Mature the approach to talent acquisition and strategic workforce planning
4.2: Differentiate Sandia through employment branding
4.3: Leverage Total Rewards to attract and retain high quality talent.
4.1.1: (M2.3.1) Develop a workforce planning approach that supports strategic capabilities and evolving mission needs (Carol/Chuck/Matt)
4.1.2: Complete the hiring SIA projects (Chuck/Margaret)
4.2.1: Implement a CPA for sourcing and pursue utilization of an advertising agency (Roberto/Margaret)
4.3.1: (M3.4.2) Support a seamless transition to the new contract and advocate benefit continuity. (Mike/Mary)
4.3.2: Implement the Voluntary Benefits Program (Mike/Mary)
4.3.3: Develop a new Paid Time Off model for enhancing time away from work benefits (Mary)
FIVE:
Enable & inspire the HR community & operate as a unified team.
5.1: Amplify 3500 workforce engagement
5.2: Foster an environment of continuous learning, personal & professional development & opportunities to empower
5.1.1: Implement improvements from the 3500 Gallup survey results (Joan/Mary/Carol/Cass/Margaret)
5.1.2: Deploy the customer satisfaction program for center 3500 (Carol/Mary)
5.1.3: Continue to improve the quarterly all-hands meetings (Cally/Rob)
5.2.1: Identify skill areas to focus SEI funds; consider analytics capabilities (Theresa/Joan)
5.2.2: Close skill gaps to mature the HRBP model (Matt/Carol)
5.2.3: Continue mentoring & Empower Hour (Mary)
5.2.4: Improve analytics capability to move data to decisions (Rob/Carol/Mary/Cass/Margaret)
Bold, italicized, & underline indicates direct language from Sandia’s Corporate FY17 Milestones

20. Summary of January 2017 Changes
01/23/2017
Human Resources 2017 Strategic Plan
Summary of January 2017 Changes
Original FY17 Plan = 27 milestones
Updated FY17 Plan = 17 milestones
Remaining Milestones:
4  corporate milestones
5  focused on enabling and inspiring the HR community (3500 focused)
4  advance the trusted partner strategy
3  mature reporting of previously implemented items (exit/stay interviews, new campus recruiting strategy & operational metrics)
1  development and engagement of cyber talent

21. Kudos and Wrap-up Matt Montanes

22. 3500 Customer Service KUDOS
Caitlyn Padilla
Melissa Kleinsteuber
Karen Siebring
Peter Heald
Alix Acevedo
Valine Griego
Shelley Overholt
Yvette Baldonado
Erin Chandler
Tory Witt
Monica Merker
Tally Lobato
Ana Garcia
Mariah Martinez
Frederick DuBose
Dora Lovato-Teague
Joe Farrell
Helen Bailey

23. Thank you for joining us today!
Please enjoy the refreshments in the lobby!