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National Aeronautics and Space Administration
Human Capital (HC) Business Services Assessment (BSA)Implementation Plan
NASA Advisory Council (NAC) Institutional Committee November 2, 2016
www.nasa.gov
Table of ContentsTopic Page(s)
§ Activities from Decisions to Plan Approval 3-4
Overview 5-7
Current State 8
Strategic Workforce Planning 9-11
Recruitment 12-13
Hiring 14-15
Classification/Staffing 16-18
Executive Resources 19-20
Early Career 21-22
Supervisors 23-24
Talent Development 25-26
Organizational Development 27-28
Inter/Intra-Center Collaboration 29-31
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Activities from Decisions to Plan Approval
Dates ActivityFeb 2-4 HC Leadership Team F2F @ HQFeb 4 MSC DecisionsFeb 8 – May 13 Implementation Plan DevelopmentFeb 17 HQ Center VisitFeb 18 LARC Center VisitFeb 22 GSFC Center VisitMar 1 GRC Center VisitMar 2 KSC Center VisitMar 8 JSC Center VisitMar 15 – 16 HC Leadership Team F2F @ KSCMar 29 ARC Center VisitMar 30 AFRC Center VisitApr 5 MSFC Center VisitApr 7 SSC/NSSC Center Visit
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Activities from Decisions to Plan Approval
Dates ActivityMay 16 – May 19 • HC Steering Committee Review/Consolidation of Team PlansMay 23 – Jun 3 • HC Community & BSSC review of draft PlanJun 1 • HC Leadership Team F2F @ HQJun 6 – Jun 10 • Plan RevisedJun 9 • Adobe Connect Session with HR CommunityJun 13 • HC Implementation Plan to BSSC/BSA POCs for reviewJun 21 – Jun 22 • Adobe Connect Session with BSA POCs/HR DirectorsJun 22 – Jun 28 • Plan RevisedJun 28 • Charts & Plan to BSSC and Agency Council Staff (ACS)Jul 21 • MSC for Approval
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OverviewBack to Basics
• Current state:
o Existing tension between compliance with law and regulation and striving for superior customer service, at times contributing to inconsistencies in how operational HR Programs are managed
OHCM has the responsibility to uphold the integrity of NASA’s HC Program by ensuring that all HR offices comply with all laws and federal regulations that govern merit systems principles. Inconsistent practices are negatively impacting the integrity of the Agency’s HC Program, resulting in an increase in failed external audits and the need for Agency level oversight of Center HC Programs.
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• OHCM has prioritized “getting back to the basics” as an overarching goal; the BSA is a natural leverage point to help NASA’s HC community develop greater consistency in its HR practices.
HC Transformation• The actions in this implementation plan are the first steps in a long process of fundamentally transforming how
HR services are delivered at NASA. The ultimate goal is to operate more as an enterprise community, leveraging strengths and resources across Centers, consolidating certain activities, and ensuring compliance while still delivering excellent products and services to our customers. This plan addresses eight decision areas identified by the MSC as opportunities to gain efficiencies and consistency across NASA’s Centers in NASA’s HC Program.
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Overview The Plan
• Individually,eachoftheseimplementationplansareboldandfar-reaching. Collectively,therecommendedactionsaresomassivethatifdonesimultaneously,theycouldquitepossiblyhaveanegativeimpactonNASA’sculture,employees,andparticularlysupervisors.
Thedraftimplementationplanisanintentionallymeasuredapproachtotheeightdecisionareas,phasingindividualactionsto ensurethatwearemakingpositiveprogresstowardstheintendedoutcomesofeachdecisioninawaythatisaggressivebutnotdisruptive.
Forsomeareas,theimplementationplancoversthefullscopeoftheMSCdecision.Forothers,wehaveprioritizedactivities,capitalizingintheneartermonthoseactivitieswebelievewillhavethemostimpactandpushingoutothersthatareeitherlessimpactful,notasurgent,orcouldbecomeirrelevantoncethepositiveimpactoftheinitialactionsisrealized.
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TheseinitialrecommendedactionsleverageongoingworkandcatalyzefurthertransformationforNASAtobeatthecuttingedgeofHCintheFederalgovernment.
Diversity&Inclusion• MuchliketheNASAvaluesofSafety,Excellence,TeamworkandIntegrityserveasthefoundationforeverythingwedo
atNASA,theprinciplesofDiversityandInclusion(D&I)asstatedinNASA'sD&I StrategicImplementationPlanserveasthefoundationofOHCM'sapproachtoHCmanagement.
Specifically,OHCM'simplementationapproachseekstosupportNASA'sD&I StrategicImplementationplaninsupportoftheD&I Frameworkto:
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o FullyintegratediversityandinclusionintothestrategicdecisionmakingoftheAgencytoenhanceorganizationaleffectiveness,helpachievemissiongoals,andmeetthechallengesthatlieahead.
Strategicallyutilizeandexpandworkforcetalents,skills,andopportunitiestomaximizeindividualpotentialandproductivityAgencywide.
RepresentativesfromODEOparticipatedonmanyoftheHCBSAImplementationPlanningteams, andOHCMwillensurethatD&Iprinciplesareembeddedwithintheimplementationoftherecommendations.
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Overview
AA OHCMImplementation
OfficialDevelop Teams
Teams
Include SMEs, Customers,
Supporters, and Skeptics
Decision 1: Strategic
Workforce Planning
Decision 2a: Recruitment
Decision 2b: Hiring System
Decision 3ab: Classification &
Staffing
Decision 3c: Executive Resources
Decision 4: Early Career
Decision 5: Supervisors
Decision 6: Talent
Development
Decision 7: Organizational Development
Decision 8: Inter/Intra-
Center Collaboration
Human Capital
Steering Committee/Stakeholder
Review
Implementation Plan
MSC Approval
Implementation
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Current State
§ Focus on Change LeadershipBSA is the beginning of a larger transformationMade some shifts from our original plan
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§§ Hiring/Staffing and Classification – realigned so that hiring
and staffing are one integrated project, independent of the classification decisionEarly Career – having conversations with labor about team involvementSupervisors – delaying some aspects of this implementation due to OHCM and AAO resourcesTalent Development – delaying virtual assessment piece of decisionInter/Intra-Center Collaboration – may be impacts from Budget BSA decisions
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Decision #1 – Strategic Workforce PlanningAssumptions
TheAdministrator’sSuitewillprovidestrategicguidancefortheworkforceplanningprocesstoincludedeterminationsontheroleofthecivilservant,Centertechnicalandprogrammaticworkroles,andCentermissionsupportworkroles.
TheOHCMprogramleadwillbecloselyintegratedwithanAgencyStrategicIntegrationlead.
TheStrategicWorkforcePlanning(SWP)processwillprovidestrategicguidanceandcontexttoexistingworkforceplanningactivitiesbutwillnotbeadescriptionofallelementsofaworkforceplanningfunction.
EndState
What’sNew
ClarifiedexpectationsforMissionsandCentersastothetypeofworktobeperformedin-houseandwhatservicesandcapabilitiestheAgencylookstoeachCentertoprovide.Theseexpectationsreflectthe“workdemand”assignedbyMissionstoCentersandtakesintoaccountthe20-yearviewaswellasshorter-termneeds.
AframeworkforMissionsandCenterstousefordeterminingtheroleofcivilservantsascomparedtoothersectorsofworkforce.
Determinationoflong-termworkforcerequirementsofCenterstodetermineifandhowtoresizeandreshapetheworkforcesupply,particularlycivilservantswhorepresentlong-terminvestments.
Identificationofdemographicgoalsforthecivilserviceworkforcesupplytosupportthelong-termhealthofthatworkforce.
IntegratedAgency-wideworkforceplanthatiscommunicatedtostakeholdersandconnectedtoAgencyHumancapitalprogramswhererelevant
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Decision #1 – Strategic Workforce PlanningEndState(cont.)
What’sGoingAway• Nothing isgoingaway.Instead,thisprocessenhanceshowNASAcurrentlydoesworkforceplanning
WhatStays• Programmaticworkforceplanning(e.g.,PPBEFTEallocationsandbudgetformulationprocesses)
Operationalworkforceprocesses(e.g.,assigningemployeestoprojectwork,hire/lossFTEphasing)
Centerceilingdistributionprocess
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Decision #1 – Strategic Workforce PlanningMilestones
WorktobeCompletedinCY2016• DevelopmentofguidancedocumentsontherolesoftheNASAcivilservant,Centertechnicalandprogrammaticwork,
Centerbusinessservices/missionsupportwork,andworkforcesizeandmixguidance
Agencystakeholdersupdatetheguidancedocumentstoreflectdecisionsduringtheyear(e.g.,Centerworkrolesorcapabilities)andchangesinmissioncontent.ThisisledbyAA/DAAwithsupportfromOHCMandOCFO,vettedintheASIPandbriefedtotheEC.
TheAgencywillusetheASIPandPPBEprocessestoworkthroughdisconnectsbetweenCenterworkexpectationsandMissionDirectorateplansforworkassignments,withECservingasdecisionauthorityforanyunresolvabledifferences.
CreateanintegratedAgencypictureofworkforceatNASA
ProvideinputstoAgencyhumancapitalprograms– i.e.,annualAgencyrecruitingplans,useofhiringauthorities,vettingbuyoutplans,etc.
MeasureperformanceofCentersinreshapingtheirworkforcetomeettherequirementsaspresented
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•WorktobeCompletedinCY2017
• CentersdeveloporupdateCenterWorkforceMasterPlans.
WorkingwithOHCM,AAperformsaquarterly“check-in”onprogressinareassuchashiringactualscomparedtoplansorprogressinalteringdemographicsduringtheBaselinePerformanceReview(BPR)meetings
OHCMwillconductanassessmentofprogresscomparedtothestrategicguidanceinpreparationforreviewandupdatesofguidanceforthenextcycle,leadingbacktothenextyear’sPhase1activities
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FutureWork▪ OHCMwillconductannualassessmentandupdatetheprocessasnecessary
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Decision #2a – RecruitmentAssumptions
• EveryonebuysintoAgencyrecruitmentvs.Centerrecruitment
CentersarewillingtotakeanAgencyapproachandrecruitforworkatotherCenters•
EndState
What’sNew• AnAgency-widedigitalrecruitmentstrategythatincorporatesinnovativeandbestpracticestoattractadiversetalentpool
AnAgency-wideemployerbrandingframeworkandrelatedmaterialsthatalignwithOfficeofCommunications(OCOM)strategicprioritiesArestructuredandupdatedrecruitment/NASAjobswebsitethathighlightstheNASAemployerbrandandjobssupportingAgency-widemissions,asopposedtoCenter-specificwork.AdifferentiationbetweengeneraloutreachactivityandoutreachactivitythatisfocusedspecificallyonrecruitmentBetterrecruitmenteventcoordinationbetweenCenters,whererecruitersrecruitfortheAgencyvs.aspecificCenterProfessionalizingtherecruitmentdisciplineacrosstheAgency,withdefinedsuccessmetricsandcleareraccountabilityforrecruitmentactivitiesandimpact
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What’sGoingAway• High-costeventswhichdonotprimarilyfocusonrecruitmentoutreach(note:thisdoesnotaffecteducationalorother
outreachactivityconductedinotherNASAoffices),Center-focusedrecruitmentactivitieswhichdonotsupportAgency-widerecruitmentneedsUseofNASAPeople.govasNASA’smaincareerspage
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WhatStays• SomeCenterrecruitmentactivities
NASA’sRecruitmentCommunityofPractice•
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Decision #2a – RecruitmentMilestones
WorktobeCompletedinCY2016• AssessmentofcurrentNASARecruitmentActivitiesanddeterminationofbestandmostinnovativepractices
DevelopmentofanAgency-widedigitalrecruitmentstrategy,withsequentialmilestonesandactivitiesclearlydefinedDevelopmentofanAgency-widerecruitmenteventframework,whereCenterscoordinatewitheachotherforcoverageandthereisgreateraccountabilityandincentivetorecruitforpositionsacrosstheAgency
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WorktobeCompletedinCY2017• DevelopmentofanAgency-wideemployerbrandframeworkwithsupportingmaterials
ImplementationofanAgency-widedigitalrecruitment,closelycoordinatedwithNASA’sOfficeofCommunicationsandexpandeduseofsocialmediatoolssuchasLinkedInandGlassdoorAnupdatedNASACareerswebsite,locatedatwww.nasa.gov/careersDevelopmentofamoreintegratedCommunityofPractice,withcloserlinkstothestaffingandclassificationcommunity
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FutureWork• CloserintegrationwithSWP,andthedevelopmentofanAgency-widerecruitmentstrategywhichdirectlylinkstothe
Agency’sstrategicworkforceplanPost-implementationplanassessment•
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Decision #2b – HiringAssumptions
• Financialresourceswillbeavailabletoprocureanewapplication;supportthenecessarytraining,communicationsandchangemanagementforanextensiveimplementationeffort;andsupportpost-implementationeffortssuchasongoingoperationsandmaintenanceaswellaspolicyandprocessupdates
ThenewsystemmustmaintaincompliancewithexistingandfutureregulationsandguidancefromtheOfficeofPersonnelManagement(OPM).
Collaborationandcoordinationwiththeteamsimplementingtherecruitmentandstaffing/classificationdecisionsiscritical.
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End StateWhat’s New
• A system with supported software that is flexible to meet the needs of HR staff and hiring managersA transparent and trusted process with defined roles and responsibilities for HR staff and hiring managers
More transparent functionality to enable HR staff and hiring managers the ability to view and track all phases of the hiring processPlanned lifecycle costs
Functional/operational support with ongoing system and process training
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What’s Going Away• A skills based hiring tool that is NASA unique
Inability to transparently track and view all phases of the hiring process•
What Stays• Partnership between HR and hiring managers throughout the hiring process
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Decision #2b – HiringMilestones
WorktobeCompletedinCY2016• AssessmentofoptionsforResumixreplacement
Questions-basedapplicationdemonstrationstoassessfunctionalityofnewsystemoptions
DeliverbusinesscaseandrecommendationtoITCouncil(July29)
PrepareanddeliverfinalImplementationPlan(September30)
•••o Procurement:Assessvendor-specificimplementation
Technical:Identifyintegrationrequirements(system/process)
Communication:Defineandassessstakeholders
Change:Designintegrationandchangeapproaches
Training:Designtrainingplanandtimeline
Compliance:7120integration/securityrequirements
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WorktobeCompletedinCY2017• Acquireandimplementnewsystemwithaschedulethatisdevelopedincoordinationwiththestaffingconsolidationplan
Changemanagementandcommunicationtostakeholdersonnewsystem•FutureWork
• TBDdependentonsuccessfulimplementationandsufficientfunding
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Decision #3a & b – Classification and StaffingAssumptions
OHCMmaintainsfunctionalauthority(i.e.,policyauthority)toreviewproposedclassificationandstaffingactionstoensureconsistencyacrosstheAgency.
CentersmaintainresponsibilitytocreatestaffingplansbasedoninputfromstrategicworkforceplanningCenterswillmaintainaconsulting/advisoryandcustomer-focusedengagementwithmanagersNASAwillassignHRstafftosupportthecentralizedbusinessmodel.Attritionwilldrivedecisionsregardingwherethefunctionisbesttobeperformed,attheNSSCorlocallyattheCenters,whileretainingapresenceatthecenter.
ActivitiesconsolidatedattheNSSCaredefinedasworksuitedforcentralization,meetingthecriteriabelow:
EfficientOperations– Routineworkthatisrepeatableandlendsitselftoastandardizedprocess;
Embracingthesharedserviceenvironment– Leveragingskillsacrosstheagencytoperformstaffingandclassificationwork;and
Synergies– Processthatisimprovedbyperformingtheworkinanintegrated,collaborativeway,leveragingNSSCcurrentservicesprovided.
Successofthisimplementationisdependentonthelevelofcooperation,communication,anddisciplineoftheleadershipandstakeholdersthatareengagedthroughouttheagency.
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Decision #3a & b – Classification and StaffingEndState
What’sNew
• ConsolidationofmostStaffingandClassificationactivitiesatNSSC
GreateremphasisandtimeforconsultingbyCenterHRSpecialistsOpportunityforgreaterconsistencyandefficienciesgainedbystandardizedprocesses
NSSCwillbedelegatedlegalauthoritytoapprovestaffingandclassificationactions
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What’sGoingAway
• SomeinpersoninteractionwithHRSpecialistsperformingNSSC-designatedtasks
Centerdelegatedauthorityforstaffingandclassificationactions•WhatStays
• OHCMmaintainsfunctionalauthority
Centersmaintainstrategicworkforceplanningdecisionmakingauthority
Centersmaintainconsulting/advisoryandcustomerfocusedengagementwithmanagers
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Decision #3a & b – Classification and StaffingMilestones
WorktobeCompletedinCY2016• Establishdefinitionof“transactional”andidentifyroles/responsibilitiesofCentersandNSSC
Developflowchartstaffing/classificationprocessspecifyingrolesofOHCM,NSSC,Center&Manager
OutlineIntegratedDefinitiontasklisting(IDEF)
Updateauthorities,policies,procedures
IdentifyHRITteamfordevelopingrequirementsforsupportingtools
Standupastaffing/classificationcentralizationimplementationteam
DevelopNSSCtransitionplanandidentifyCenterforinitialrollout
DevelopandimplementChangeManagementStrategyandcommunicationplan
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WorktobeCompletedinCY2017• Developtools/processestotrackactionsinrealtime
ImplementinitialCenterrolloutforClassification(earlyCY2017)
ImplementinitialCenterrolloutforStaffing(dependentonimplementationofhiringsystem) (lateCY2017)
ReviseNSSCtransitionplaninresponsetoinitialcenterrollout
DevelopCentertransitionplansforadditionalCentersandimplementinphasedapproach
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FutureWork• AllCenterswillhavetransitionedstaffing/classificationprocessesbyCY2018
Post-implementationplanassessment
OngoingProcessimprovementsincludingtrainingtogrowconsultantcapacity,PDstandardization,recertificationprocess
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Decision #3c – Executive ResourcesAssumptions
ConsistencyofprocessfromCentertoCenterisnecessary
ProcessesshouldbestreamlinedatboththeAgencyandCenterlevelstoreduceself-imposedrequirementsandretainahigh-levelofcustomerserviceConfidentialityandcredibilityoftheExecutiveResourcesCommunitytoassesswhatanexecutiveleaderneedsisimportant
SuccessionPlanningfortheExecutiveResourcesCommunityiscriticaltotheAgency
Currentprocessesgetthejobdonewithahighlevelofcustomerservice,butimprovementscanbemadeProcessimprovementscomplywithcurrentAgencyandFederalpolicies.
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Decision #3c – Executive ResourcesEndState
What’sNew• Amorestreamlinedandconsistentprocess
What’sGoingAway• Centerspecificprocesses
WhatStays• Centeron-siteExecutiveResourcesguidance
MilestonesWorktobeCompletedinCY2016
• LeanSixSigmaExercisefortheExecutiveResourcesfunctionslistedabove
InterviewswithAgencyandCenterseniorleadership,HumanResourcesDirectors,andhiringmanagerstoassessthecurrentstatueandfutureneedsoftheERCommunityandtogettheirperspectivesregardingoptionstooperatetheERfunctionmoreefficiently.
BenchmarkingofotheragenciesandorganizationsforbestpracticesonhowtoeffectivelymanagetheERfunction.
DeveloprecommendationsformanagingtheExecutiveResourcesfunction.
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WorktobeCompletedinCY2017• Implementrecommendedapproach.
FutureWork• Assessandupdateprocessasnecessary.
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Decision #4 – Early CareerAssumptions
• EarlyCareerisdefinedasnewhiresthatareGS-11andbelowandGS-12Ph.D.newhires
EndState
What’sNew• Aformal,Agency-wideearlycareernewhireonboardingprogram
ExpandingcurrentCenterfocusfornewemployeestoincludeAgencywidefocus
MandatoryparticipationbyeachEarlyCareernewhireinthisprogram
New“NASA101Handbook”focusedontheAgency
Agency-wideNewEmployeeOrientationforearlycareernewhiresVolunteerandcrossAgencyprojectopportunities
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What’sGoingAway
• Center-onlyfocusednewemployeeexperience
WhatStays
• ExistingNSSCtrainingmaterials/introductoryvideosExistingcenter“bestpractices”,includingexistingorientationsandrotationalassignmentprograms•
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Decision #4 – Early CareerMilestones
WorktobeCompletedinCY2016• DevelopprocesstoidentifyallEarlyCareeremployeesacrosstheAgencyonaquarterlybasis
Designandhostquarterly“AskMeAnything”(AMA)-styleeventswithearlycareeremployees
Developandbeginhostingmonthly,virtual“brownbag”sessions
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WorktobeCompletedinCY2017• ReviewandupdatetheEmployeeOrientation.nasa.govwebsite,specificallytheNASAOverviewsection
Develop“NASA101Handbook”andposttoEmployeeOrientation.nasa.govsite
DevelopandhostquarterlyEarlyCareerOrientationsessionsthatwillrotatebetweenCenters
Provideinnovationtrainingtoallearlycareernewhires
ContinuetohostquarterlyAMA-styleeventswithearlycareeremployees
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FutureWork• Developandimplementjobrotationrequirement
Implementvolunteerandcrossagencyprojectopportunities
Developandimplementprocessforcross-centermentoring
Post-implementationplanassessment
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Decision #5 – SupervisorsAssumptions
• ImplementationwillincludeupdatingassociatedNPRsandNPDstounderscoreaccountability.
SPACEwillcontinuetobeusedastheautomatedperformancemanagementsystem,itcanbemodified,andfundingwillbeavailableforanyrequiredmodifications.
TheNASAculturewillshifttoonethatrecognizesandplacestheappropriateemphasisonsupervisionasadisciplineratherthananaddedtasktoatechnicalexpert
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EndState
What’sNew• Agencyidentificationofcoresupervisoryskills
Jobannouncementlanguagewithemphasisonsupervisory/leadershipcapabilities
Structuredinterviewprocesswithemphasisonsupervisory/leadershipcapabilities
Probationaryperiodtrackinganddeliberatefollow-upforSupervisorypositions
Performanceplanelementlimitforsupervisorypositions(nomorethan4elements;2elementsrelatedtosupervisionandupto2technical/resultsdrivenelements)
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What’sGoingAway• Inconsistentsupervisoryjobannouncementswithlimitedfocusonleadershipskills
Non-standardsupervisoryinterviewprocess
Promotingtosupervisorypositionsbasedprimarilyontechnicalcapability
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WhatStays• Agencyfocusonsupervisionasadiscipline
Commonsupervisoryperformanceelements(languagecontainedintheelementmaychange)
Abilitytousesupervisoryprobationperiods
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Decision #5 – SupervisorsMilestones
WorktobeCompletedinCY2016• Educatehiringofficialsonnewhiringandprobationaryperiodrequirementsforsupervisors
WorktobeCompletedinCY2017• Finalizeandimplementguidanceoncoresupervisoryskills– shiftedfromCY2016
Finalizeandimplementvacancyannouncementlanguage– shiftedfromCY2016
Implementnewperformanceplanelementswith2017/2018EPCScycle– shiftedfromCY2016mid-term
Developprocessforsupervisoryprobationaryperiodmonitoring/tracking– shiftedfromCY2016
Developassociatedpolicyandimplementationguidance– shiftedfromCY2016
Finalizeandimplementstructuredinterviewprocess
Implementtrackingmechanismandimplementsupervisoryprobationaryperiodprocess
Updatesystems
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FutureWork• DevelopandimplementIDPprocessforsupervisorypositions
Post-implementationplanassessment
Providetrainingtoprojectleads,teamleadersandindividualswhoshowinterestinbecomingasupervisor
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Decision #6 – Talent DevelopmentAssumptions
• CollaborativeeffortbetweenCFOandHRDsattheCenters
AllCenters,organizationsandprogramswillopenlysharetrainingexpenditures•
EndState
What’sNew• Trainingthatcanbeflexiblyre-alignedtomeetAgencyneeds.
AbilitytoestablishstandardtrainingmetricstoevaluatetraininginvestmentstodetermineROI
AstrategicapproachforvirtuallearningandalternatetrainingdeliverymethodsincollaborationwiththeOCIO
Astrategicmanagementapproachfortheoverallmanagementordirectionoftrainingprograms
Datatoindicatethe“truecost”oftraining
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What’sGoingAway• Unnecessaryduplicationoftrainingprocurements
WhatStays• Centertrainingallocations
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Decision #6 – Talent DevelopmentMilestones
WorktobeCompletedinCY2016• Developmentofcomprehensivedeepdivetemplate
PartnershipwithOCFOcommunitytocollectfinancialdata
CollectionandanalysisofDeepDiveData
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WorktobeCompletedinCY2017• Establishmentofassessmentapproachforvirtualtraining– shiftedfromCY2016
CompletionofZeroBasedReview(ZBR),toincludevirtualtrainingassessment
Recommendationoffuturemanagementapproachforoverallleadershipoftrainingprograms
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FutureWork• TBD
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Decision #7 – Organizational DevelopmentAssumptions
• TheapproachtomanagingOrganizationalDevelopment(OD)asanAgencycapabilitywillultimatelyrequiredeploymentofsomeCenterresourcestosupportAgencyneeds.
EndState
What’sNew• SharingODresourcesacrossCenterstomeetAgencyandCenterODpriorities
AconsistentapproachtosourcingexternalODresources
AconsistentapplicationofODtoolsandpracticesacrosstheCenters
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What’sGoingAway• PrimaryfocusonCenterODpriorities
ImbalanceofODresourcesacrossCenters•WhatStays
• On-siteODpresenceateachCenter
ExistingCenterpromisingpracticesandcontinualdevelopmentofinternalODpractitioners•
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Decision #7 – Organizational DevelopmentMilestones
WorktobeCompletedinCY2016• Establishassessmentexecutionteam
Developdatagatheringtemplate
DocumentinternalandexternalODresources(FTE,WYE,vendors,contracts)
CatalogODservicesateachCenter
Determinecurrentdemandforthecapability
DeterminetheneedforthecapabilityattheAgency,Center,andMission/Projectlevels
Identifypotentialchallenges/barrierstoeffectivelyleveragingCenter-baseODexpertiseasanintegratedcapability
Developcommunicationsstrategy
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WorktobeCompletedinCY2017• Determinebestuseofcurrentcapabilityagainstorganizationalneeds
Recommendasustainableandeffectiveagency-wideorganizationalconstruct
Recommendstrategicsourcingapproach
Beginoperatingasagencycapability
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FutureWork• Assessandadjustapproach
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Decision #8 – Inter/Intra-Center CollaborationAssumptions
ThereisrecognizedandacceptedvaluetosharingemployeesacrossCenterstomaximizeeffectiveuseoftheAgency’sworkforceandtogiveemployeesanexpandedperspectiveoftheAgency.
TheAgencyrecognizesthattherewillbesomeimpacttolowerprioritytasksifresourcesarealignedthroughthisprocesstothehighestprioritytasks.
Anyidentifiedtaskshavecorrespondinglaborandtravelfunding,andFTEceilingissuesforsendingandreceivingorganizationsareaddressed
TheAgencyintendstocontinuetofunctionpredominantlyinamatrixmanagementmodelinregardstomissionexecution,wheremissions/programs/projectsareresponsibleforthemissiondefinitionandfunding,andtheCenters/lineorganizationsareresponsibleforexecutionandstaffing.Locallineorganizationsaretheconduittothebroadernetworkofcapabilityproviders.
Thereceivingandsupplyingorganizationsagreeonthescopeandprioritizationoftheneed.
Laborhasbeenfullyengagedintheproposedprocessandprogram
Thereisaclearprocesstodeterminerelativeprioritiesbetweentasksacrossprojects,missiondirectorates,andtheAgency,withrespecttoallocationofFTEresources.
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Decision #8 – Inter/Intra-Center CollaborationEndState
What’sNew• Nearterm
o Anewformally-statedpolicyofsharingworkforceacrosscenterstomeetshorttermrequirements
Establishedcohortsofdisciplineleads/branchmanagersacrosscentersworkingtogethertoshareresourcesacrosscenters.
Agency-levelguidanceregardingmitigationofperceivedfinancialandlaboraccountingbarriers
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• Longterm
o Anexpandedweb-basedsystemavailableacrossallcenterstocommunicateopportunitiesagencywideandtoestablishstandardizedmemorandumsofunderstanding(MOUs)onceamatchhasbeenidentified.
IdentificationofpointsofcontactwithinHRtoassistthereceivingandsupplyingsupervisorsaswellastheemployeeperformingthework.
Anagency-managed,missionfunded,travelwedgeasaninvestmenttoencourageworkacrosscenters.
Performanceindicatorsthatrewardcross-centercollaboration.
Aninter/intra-centercollaborationaward(monetaryorother).
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What’sGoingAway• Thepracticeofusingprocurementmoneytosupplementworkforceneedsnotavailablelocallybeforelookingforcivil
serviceexpertiseinsideNASA
Non-standardpracticesofannouncingjoborrotationalopportunitiesacrossNASA•WhatStays
• Existingcircumstanceswherethesebehaviorsarealreadybeingdemonstrated
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Decision #8 – Inter/Intra-Center CollaborationMilestonesWorktobeCompletedinCY2016(Phase1)
• Leveragewhat'shappeningwithCentersandtheOCEinamoreintentional/integratedwaywhileamoreformalprocessisworked thatcanalignwiththenewstaffingmodelaswedefinewhatfolkswilldoinnewconsultantroles.
IssueamemofromtheAssociateAdministratorwithexpectationsaroundthistopic•WorktobeCompletedinCY2017(Phase2)
• Establishcohortsofdisciplineleads/branchmanagersacrosscenterstofacilitatesharingofresourcesacrosscentersduring yearofexecution– shiftedfromCY2016
DevelopwithCFOandOCE“mythbusters”aroundFTEceilingsandtime-charginginthecurrentWBSstructure– shiftedfromCY2016
Updateand/ordeveloppoliciesasneeded- – shiftedfromCY2016
Phase1workevaluatedtodeterminenextstepsforPhase2
Implementanagency-wide,web-basedtooltoenablemanagerswithopportunitiestoseekhelpfromtheirpeersatothercenters.
••••o Integratewithnewhiringsystemtoseeifopportunity“advertising”andtrackingcapabilityexists
Ifnot,workthroughtheAnnualCapitalInvestmentReviewprocessforrequirementsdevelopment,approval,andimplementationofagencyversionofNASAEmployeeTalentSearch(NETS)(aJSCdevelopedtoolthathelpsconnectemployeeswithopportunitiesattheCenter)
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• PerformanceIndicatorsidentifiedandincorporated
HRFacilitatorstrainedandready
Travelwedgeavailable
Training/rolloutcompleted
Metrictrackinginitiated
Phase2rollout
Post-rolloutevaluation/lessonslearned
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FutureWork(Phase3– Opportunitiesdirecttoemployees)
• Expandautomatedtooltoenableemployeestodirectlyseekassignmentsand/orjobopportunities
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