1. Strategic Management of Human Capital Recruitment Strategy
Farm and Foreign Agricultural Services FY

2. Recruitment Strategy Table of Contents Strategy, Outcomes and Means
Roles & Responsibilities
Overview Diagram
Summary of Annual Agency Recruitment Work Plan Activities
OVERVIEW
To 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 RMA
Outcomes
To reduce the future mission critical occupations with skill needs (gaps)
To decrease the number of ‘voluntary’ terminations
To increase number of high quality new hires
To decrease the days to fill vacancies (customer sensitive)
To increase the diversity of new hires
To increase the FTE utilization rate
Means
Incorporate 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 occupations
Develop 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 initiatives
Identify investments in recruitment activities, HR flexibilities and tools, and retention strategies
Ensure recruitment strategies are aggressive and multi-faceted
Use flexible compensation strategies to attract and retain quality employees who possess mission critical skills and competencies
Ensure the application process enables rather than deters job seekers
Continually 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 budget
Hold lower level management accountable for meeting skill and diversity objectives
Provide feedback regarding past recruitment initiatives and make recommendations for improvement
Ensure quality, competent candidates are selected to fill mission critical occupations
Consider candidate pools from all special emphasis programs, e.g., various student programs
Human Resources (KC and WDC):
Participate with Agencies and Field Offices to set policy, objectives, and structure for an effective and efficient recruitment program
Provide overall leadership, guidance, and coordination on recruitment and outreach
Collaborate 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/employees
Develop, implement, and evaluate strategies, plans, policies, and programs to meet recruitment goal
Work with recruitment teams to participate in recruitment and retention activities
Implement and execute the Recruitment Strategy and Agency Annual Recruitment Work Plans at the field level
Participate in local, community-based recruitment activities
Field Offices:
Participate in recruitment teams and attend career fairs, conferences, etc.
Participate in analyzing workforce data and developing recruitment work plans
Implement and execute the Recruitment Strategy/Agency Annual Recruitment Work Plans

5. Recruitment Strategy
Overview – Process Flow Diagram

6. Recruitment Strategy
Summary of Annual Agency Recruitment Work Plan Activities
Step 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 needs
Identify future leadership vacancies and their skill needs
Identify 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 Strategy
Summary of Annual Agency Recruitment Work Plan Activities
Step 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 Teams
Performance outcomes / indicators
Data analysis and reporting requirements
Quick Hire and other e-Gov and process improvement initiatives
Marketing initiatives
Recruitment Calendar
Hiring / retention flexibilities use
Relationships with professional organizations, colleges/universities, outplacement organizations
FEORP & MD-715 implications; and diversity initiatives
Departmental and Government-wide initiatives, e.g., e-Gov, recruitment fairs, etc.
Specific team and individual accountabilities
Step 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)