Presentation on theme: "Strategic Management of Human Capital Recruitment Strategy"— Presentation transcript:
1 Strategic Management of Human Capital Recruitment Strategy Farm and Foreign Agricultural ServicesFY
2 Recruitment Strategy Table of Contents Strategy, Outcomes and Means Roles & ResponsibilitiesOverview DiagramSummary of Annual Agency Recruitment Work Plan ActivitiesOVERVIEWTo build an infrastructure for recruitment that will assist FFAS in recruiting and retaining a will qualified diverse workforce to carry out their respective missions.FY build the infrastructure to strengthen communication, build recruitment teams with program expertise for each agency to be trained by HR.FY set specific goals with Agency Management for recruitment to meet their workforce needs.FY evaluate and redesign plans for subsequent years.
3 Recruitment Strategy Strategy, Outcomes and Means Strategy Improve the Acquisition and Utilization of Talent; to recruit the right people with the right skills at the right time with an infrastructure for recruitment that will assist FFAS to acquire and retain a well qualified diverse workforce to carry out the missions of FAS, FSA and RMAOutcomesTo reduce the future mission critical occupations with skill needs (gaps)To decrease the number of ‘voluntary’ terminationsTo increase number of high quality new hiresTo decrease the days to fill vacancies (customer sensitive)To increase the diversity of new hiresTo increase the FTE utilization rateMeansIncorporate the Workforce Analysis results into the 5 year Recruitment Strategy and/or the Agency Annual Recruitment Work Plans in order to efficiently and effectively address the skills and competencies needs for future mission critical occupationsDevelop and utilize recruitment work plans and retention initiatives to close anticipated workforce skills and competency needs as defined by OPM, i.e., HR Manager, current position descriptions, SMEs, etc.Involve senior leaders and managers in strategic recruitment, marketing, and retention initiativesIdentify investments in recruitment activities, HR flexibilities and tools, and retention strategiesEnsure recruitment strategies are aggressive and multi-facetedUse flexible compensation strategies to attract and retain quality employees who possess mission critical skills and competenciesEnsure the application process enables rather than deters job seekersContinually improve the recruitment and retention activities by assessing performance results
4 Recruitment Strategy Roles & Responsibilities Agency Management: Participate with HR in workforce planning efforts to set recruitment goals and budgetHold lower level management accountable for meeting skill and diversity objectivesProvide feedback regarding past recruitment initiatives and make recommendations for improvementEnsure quality, competent candidates are selected to fill mission critical occupationsConsider candidate pools from all special emphasis programs, e.g., various student programsHuman Resources (KC and WDC):Participate with Agencies and Field Offices to set policy, objectives, and structure for an effective and efficient recruitment programProvide overall leadership, guidance, and coordination on recruitment and outreachCollaborate with Agency management, Civil Rights and Outreach Staffs, and HR specialist to develop, implement, and evaluate strategies, plans, policies, and programs designed to acquire quality, competent candidates/employeesDevelop, implement, and evaluate strategies, plans, policies, and programs to meet recruitment goalWork with recruitment teams to participate in recruitment and retention activitiesImplement and execute the Recruitment Strategy and Agency Annual Recruitment Work Plans at the field levelParticipate in local, community-based recruitment activitiesField Offices:Participate in recruitment teams and attend career fairs, conferences, etc.Participate in analyzing workforce data and developing recruitment work plansImplement and execute the Recruitment Strategy/Agency Annual Recruitment Work Plans
5 Recruitment StrategyOverview – Process Flow Diagram
6 Recruitment StrategySummary of Annual Agency Recruitment Work Plan ActivitiesStep 1: Review Agency Mission and Identify Recruitment Implications (Due by end of 4Q)Review the Agency Strategic and Budget Performance Plans, the Annual Performance Report, its mission, goals and performance indicators and determine possible recruiting activities and resource needs required to support the accomplishment of the Agency mission.Step 2: Examine Workforce Analysis Results (turnover, retirement projections, skill needs, demographics, trends, etc.) with Agency Management (Due by end of 4Q)Evaluate Workforce Analysis results (per USDA Workforce Planning and Succession Planning Guidance provided by HRD Director’s office) to:Identify mission critical occupations (MCO) with future vacancies; and their critical skill needsIdentify future leadership vacancies and their skill needsIdentify specific recruitment sources, e.g., universities, associations, advertisement locales, internal pools (Student Programs, Disability Programs, etc.)Step 3: Evaluate Impact / Outcomes of Recruitment Programs (Due by end of 1Q)Analyze and evaluate previous recruitment plans, performance outcomes, lessons learned, barriers, and best practices; and identify improvement opportunities to improve recruitment and placement effectiveness. Assess previous outcome data re: job placement follow-up data, exit interview data, days to fill vacancies, diversity of new hires and reduction of skill needs (gaps).CONTINUED
7 Recruitment StrategySummary of Annual Agency Recruitment Work Plan ActivitiesStep 4: Develop and Execute the Agency Annual Recruitment Work Plan (Due by end of 1Q)Develop Agency Annual Recruitment Work Plan and consider the following major elements;Effective and efficient utilization of the Regional Recruitment TeamsPerformance outcomes / indicatorsData analysis and reporting requirementsQuick Hire and other e-Gov and process improvement initiativesMarketing initiativesRecruitment CalendarHiring / retention flexibilities useRelationships with professional organizations, colleges/universities, outplacement organizationsFEORP & MD-715 implications; and diversity initiativesDepartmental and Government-wide initiatives, e.g., e-Gov, recruitment fairs, etc.Specific team and individual accountabilitiesStep 5: Consider justification of overall Recruitment investments for a period two years out from the current FY (Due by end of 2Q)Identify specific human capital management and recruitment objectives, key activities, and associated resources / investments (see OMB Circular A-11, section 31.11)