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NASA’s Strategic Human Capital Implementation Plan
2
SECTION 1.0 INTRODUCTION
The NASA Strategic Human Capital Plan (SHCP) establishes a systematic, Agencywide approach to human capital management, aligned with the Agency’s vision and mission. The Plan is based on an architecture consisting of five human capital pillars, and their associated goals, and strategies and addresses them in the context of an assessment of NASA’s current state with respect to human capital management – leading to summary goal statements, problems, improvement initiatives, and intended outcomes. They serve as a roadmap that, when followed, will strengthen the Agency in the areas where current activities do not exist or where significant improvement is warranted. The detailed goals and strategies for the five pillars are contained in Section 2, Table 1, of this Strategic Human Capital Implementation Plan (SHCIP). The table was developed through a coordinated effort of an Agency team of senior managers that evaluated the Agency’s current posture, the desired future posture, and the vision and mission of the Agency. The resultant goals and strategies described to achieve the desired future state were used to derive the improvement initiatives summarized in Section 3 and detailed in Section 4. NASA has already taken many steps to address the workforce issues that have arisen due to downsizing and skills imbalances, projected retirements, and the potential shrinking pipeline of future talent. Examples of existing initiatives and activities addressing workforce issues are included in Appendix A. Appendix B contains a menu of possible tools and legislative reforms to enhance management flexibility; to correct skills imbalances; and to enhance the recruitment, retention, and reshaping of a highly skilled diverse workforce. In addition, the Agency is actively involved in the identification and elimination, where feasible, of barriers to our human capital management effort via the Freedom-to-Manage activity of NASA and the Administration. This SHCIP addresses the high leverage improvement initiatives NASA has identified and will pursue to improve the Agency’s human capital management. These improvement initiatives and related issues are further described in specific high level Action plans (Section 4). Although these initiatives are not the only activities being carried out by the Agency with respect to human capital, they are the important new improvement initiatives the Agency has determined are required for mission success. Section 5 of this SHCIP outlines the critical high-level metrics required to monitor progress and manage the results of the new initiatives. They will also be used by NASA leadership, where necessary, to stimulate analysis to determine root causes of problems that the metrics might indicate. They enable the Agency to identify areas for improvement while not overburdening the resources required for high-quality measurement and assessment to occur. As stated in the SHCP, effective implementation and integration of the NASA Strategic Human Capital Plan into the Agency’s day-to-day operations requires the commitment of the entire NASA organization. Agency and Center senior management must demonstrate their commitment to achievement of the Plan’s goals. They manage the Agency
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workforce on a day-to-day basis and must be accountable for managing this critical resource efficiently and effectively. The Roles and Responsibilities Table from the SHCP is reproduced below:
Roles and Responsibilities Agency and Center Senior Management Committing to an integrated, Agencywide approach to
human capital management Clearly communicating commitment and support for
implementation Holding managers accountable for results
Headquarters Office of Human Resources and Education and Center Human Resources Offices
Providing timely workforce planning and analysis Periodically assessing internal and external factors that
may affect the Agency’s ability to obtain and retain a highly skilled, productive workforce
Participating early in program planning and implementation with respect to resource requirements
Developing human capital programs, practices, and tools that support the Agency’s ability to achieve mission success, with input from Enterprises and Centers
Assessing and reporting Agency and Center progress in human capital management
Identifying impediments to and opportunities for improvement in management of human capital
Enterprises and Centers Participating in the development and implementation of the SHCP improvement initiatives
Incorporating human capital considerations in Enterprise Strategic Plans and Center Implementation Plans
Assuring that individual Center and Enterprise human capital strategies are aligned with the Agency Strategic Human Capital architecture
Making effective use of human capital-related data, programs, practices, and tools
Providing data to support human capital-related metrics Identifying impediments to and opportunities for
improvement in management of human capital Producing the desired human capital results
Headquarters Functional Offices Identifying/making recommendations on human capital issues effecting functional support to Agency mission
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SECTION 2.0 NASA’S HUMAN CAPITAL PILLARS, GOALS, AND STRATEGIES
Table 1. NASA’S Strategic Human Capital Plan Pillars, Goals, and Strategies
PILLAR
GOAL
STRATEGIES 1.1.1. Verify a clear linkage between the Human Capital strategies of the Agency and the mission, vision and goals as stated in the NASA Strategic Plan. 1.1.2. Assure clarity of key goals, measure progress toward their achievement, and periodically assess the effectiveness of the organizational structure in achieving the goals.
1.1 The Agency is well structured organizationally and matches its workforce and workload to support its mission in a safe, effective and efficient way.
1.1.3. Leverage organizational capabilities through efficient and effective use of civil servants, contractors, grantees, and other non-Agency resources. 1.2.1. Use the performance management system to clearly assign to the leaders of specific organizations, and hold them accountable for, the activities and functions required to achieve NASA's objectives. 1.2.2. Assure all employees understand how their assignments contribute to achievement of the Agency goals.
1.2. Employees understand how what they do and how they do them support overall Agency goals.
1.2.3. Effectively, fairly, and equitably use performance management to enable employees to understand their role in achieving Agency goals, individual performance, desired improvements and hold them accountable. 13.1. Assure alignment of human resources activities to contribute – through specific achievement of excellence in the five pillars – to achievement of the Agency’s key goals. 1.3.2. HR policies and processes enable the Agency to effectively and efficiently manage its workforce.
1.0 STRATEGIC ALIGNMENT
NASA aligns human capital to support the vision and accomplish the Agency’s mission and goals.
1.3 Human Resources (HR) activities clearly, effectively and efficiently support and enable the Agency’s mission.
1.3.3. Human resource management professionals partner with Agency top management in developing strategic and program plans.
2.1.1. Develop, utilize and periodically update an integrated workforce planning and analysis process, and associated information technologies, including competencies required to achieve NASA goals, and allow an Agency-level view as they relate to projected programs.
2.1 The Agency knows the competencies it needs and the workforce is concentrated in those competencies.
2.1.2. Conduct periodic competency gaps assessment and use results to target recruitment and development activities.
2.2 NASA recruits, acquires, and retains world-class employees in the essential competencies.
2.2.1. Utilize NASA’s exciting and fulfilling work to attract and retain employees with essential competencies.
2.2.2. Provide the workforce with sufficient resources to succeed in their assignments.
2.0 STRATEGIC COMPETENCIES
NASA recruits, acquires, and retains a diverse workforce with world-class capabilities in strategic competencies needed for all components of its mission.
2.2.3. Facilitate leadership strategies that support NASA’s values.
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3.1 NASA has a climate of open sharing of relevant knowledge to facilitate best practices, promote personal and professional growth, and avoid failures.
3.1.1. Strategically invest in training and development opportunities, including coaching and mentoring, and foster a climate of continuous learning and improvement.
3.2 NASA actively collects, shares, and utilizes best practices from its successes and lessons learned from its failures.
3.2.1. Stimulate and encourage the capture and exchange of knowledge within the Agency.
3.0 LEARNING
NASA promotes a knowledge-sharing culture and a climate of openness, continuous learning and improvement.
3.2.2. Provide a process for enabling the collection, sharing, and utilization of best practices from failures and successes.
4.1 NASA fosters an inclusive climate where employees are valued, treated fairly and with respect, and they feel empowered to make meaningful, relevant, and fulfilling contributions.
4.1.1. Assure Agency’s human capital programs and processes create an inclusive climate where employees are treated fairly, respected by management and their peers, and are valued for their meaningful and fulfilling contributions.
4.2 Equal opportunity and diversity are utilized and valued for their contribution to the Agency mission.
4.2.1. Enhance, fully utilize and hold management accountable for maintaining an inclusive workforce and fostering an inclusive environment. 4.2.2. Promote employee education and training of equal opportunity and diversity to strengthen the Agency’s appreciation of the value added of a diverse and inclusive workforce.
4.0 PERFORMANCE CULTURE
NASA creates a culture that focuses on results, motivates employees to perform, and ensures fairness in the workplace.
4.3 The NASA rewards and recognition system acknowledges high-level performance and encourages the behaviors the Agency desires in individuals and groups.
4.3.1. Assure linkage of employee and managerial rewards, recognition, development and performance to Agency key goals.
5.1.1. Assure that the Agency senior management is involved in the process of recruiting a diverse cadre of high performing leaders.
5.1.2. Provide mentoring, training, development and coaching opportunities to equip employees to assume leadership positions within the Agency. 5.1.3. Establish methods and processes for leadership continuity.
5.1 NASA recruits, selects, hires, and retains a diverse, high performing cadre of leaders who are nurtured through training and development opportunities. 5.1.4. Assure that developmental opportunities improve
supervisory effectiveness in managing and developing employees. 5.2.1. Hold leaders accountable for consistently applying management practices aligned with NASA’s values.
5.2.2. Hold leaders accountable for performance at the organization as well as the individual level, including civil service workforce actions and associated costs. 5.2.3. Ensure that the value and spirit of equal opportunity and diversity are an integral part of leader evaluation and management expectations.
5.0 LEADERSHIP
NASA ensures it has leaders who are adaptable; who inspire, motivate, and guide others towards goals; who mentor and challenge the workforce; and who demonstrate high standards of honesty, integrity, trust, openness, and respect. 5.2 Leaders are held accountable
for overall performance, at the individual and organizational levels, in maintaining high standards of honesty, integrity, safety and equal opportunity principles.
5.2.4. Create a climate where ethical and moral behavior is understood and followed.
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SECTION 3.0 IMPROVEMENT INITIATIVE IDENTIFICATION AND RATIONALE The key improvement initiatives that resulted from the assessment of the Agency’s current state of human capital management versus where NASA believes it should be are discussed in the SHCP and in connection with the project plans in Section 4. They represent focus areas that merit special emphasis and where expenditure of resources can be expected to yield the greatest benefit. Together, their implementation will greatly enhance the Agency’s ability to effectively manage its human capital and maintain its preeminence as a world-class organization with a highly motivated, skilled, productive, and innovative workforce. The following table outlines in summary form the pillar, goal, problem, improvement initiative and the outcomes and results to be realized.
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PIL
LA
R
GO
AL
SU
MM
AR
Y
PRO
BL
EM
IM
PRO
VEM
EN
T IN
ITIA
TIV
E
OU
TC
OM
ES/
RE
SUL
TS
STR
AT
EG
IC
AL
IGN
ME
NT
Th
e A
genc
y is
org
aniz
ed to
supp
ort i
ts
mis
sion
in a
safe
, eff
ectiv
e an
d ef
ficie
nt w
ay.
Each
org
aniz
atio
n un
ders
tand
s its
con
tribu
tion
to th
e A
genc
y m
issi
on a
nd e
ach
empl
oyee
un
ders
tand
s his
or h
er p
erso
nal
cont
ribut
ion.
• Fa
il to
ach
ieve
“O
ne N
ASA
” du
e to
am
bigu
ity in
role
s and
re
spon
sibi
litie
s or s
tove
pipe
be
havi
ors
• Sm
alle
r wor
kfor
ce –
not
de
ploy
ed m
ost e
ffec
tivel
y •
Inad
equa
te a
bilit
y to
tra
ck/fo
reca
st h
uman
cap
ital
acro
ss p
rogr
ams
Dev
elop
and
impl
emen
t an
Agen
cywi
de
inte
grat
ed w
orkf
orce
pla
nnin
g an
d an
alys
is ca
pabi
lity.
(See
Act
ion
Plan
1)
Incr
ease
the
utili
zatio
n of
flex
ibili
ties a
nd
tool
s to
ensu
re a
hig
hly
skill
ed, d
iver
se a
nd
prod
uctiv
e wo
rkfo
rce.
(See
Act
ion
Plan
2).
• “O
ne N
ASA
” w
ith
inte
grat
ed c
apab
ilitie
s to
supp
ort N
ASA
mis
sion
s •
Bet
ter d
eplo
yed
wor
kfor
ce a
nd e
nhan
ced
mis
sion
per
form
ance
•
Incr
ease
d ab
ility
to
at
tract
and
kee
p hi
ghly
sk
illed
div
erse
w
orkf
orce
.
STR
AT
EG
IC
CO
MPE
TE
NC
IES
NA
SA u
nder
stan
ds th
e co
mpe
tenc
ies
requ
ired
for s
afe
and
succ
essf
ul
mis
sion
s and
recr
uits
, acq
uire
s and
re
tain
s a w
orld
-cla
ss w
orkf
orce
re
pres
enta
tive
of th
e N
atio
n’s d
iver
sity
an
d co
nsis
tent
with
com
pete
ncy
need
s.
• In
adeq
uate
abi
lity
to id
entif
y
im
bala
nces
in c
urre
nt a
nd
proj
ecte
d w
orkf
orce
aris
ing
from
cha
ngin
g pr
iorit
ies a
nd
turn
over
•
A sh
rinki
ng n
atio
nal p
ipel
ine
of
tale
nt n
eede
d fo
r the
futu
re
Dev
elop
an
Agen
cy c
ompe
tenc
y m
anag
emen
t sys
tem
that
def
ines
co
mpe
tenc
ies t
he A
genc
y m
ust r
etai
n an
d th
ose
for w
hich
it w
ill re
ly o
n in
dustr
y,
acad
emia
and
oth
ers.(
See
Actio
n Pl
an 3
) En
sure
that
NAS
A ed
ucat
ion
prog
ram
s m
atch
a d
iver
se p
opul
atio
n of
stud
ents
with
pr
ojec
ted
NAS
A wo
rkfo
rce
need
s.(Se
e Ac
tion
Plan
4)
• A
genc
y ha
s ski
lls it
need
s •
Con
tribu
te to
ens
urin
g a
sour
ce o
f com
pete
ncie
s ne
eded
to a
ssur
e fu
ture
m
issi
on su
cces
s
LE
AR
NIN
G
NA
SA a
ssur
es m
issi
on su
cces
s by
usin
g ex
istin
g kn
owle
dge
effe
ctiv
ely
and
acqu
iring
new
kno
wle
dge
thro
ugh
lear
ning
.
• Fa
il to
cap
italiz
e on
– a
nd
“ins
titut
iona
lize”
– le
sson
s le
arne
d fr
om fa
ilure
s and
su
cces
ses
• In
suff
icie
nt a
ttent
ion
paid
to
men
torin
g
Ensu
re tr
aini
ng a
nd d
evel
opm
ent p
rogr
ams
build
nee
ded
com
pete
ncie
s, in
clud
ing
mor
e ef
fect
ive
inco
rpor
atio
n of
kno
wled
ge sh
arin
g an
d m
ento
ring
in th
e de
velo
pmen
t of
empl
oyee
s(Se
e Ac
tion
Plan
5).
Capt
ure
know
ledg
e an
d le
sson
s lea
rned
(f
rom
failu
res a
nd su
cces
ses)
in a
mor
e ef
fect
ive,
syste
mat
ic w
ay(S
ee A
ctio
n Pl
an 6
).
• B
ette
r per
form
ance
thro
ugh
a m
ore
know
ledg
eabl
e, m
ore
high
ly sk
illed
wor
kfor
ce
• H
ighe
r mis
sion
succ
ess
ra
te
PER
FOR
MA
NC
E
CU
LT
UR
E
NA
SA a
chie
ves e
xcel
lenc
e by
val
uing
an
d re
cogn
izin
g pe
rfor
man
ce in
an
envi
ronm
ent i
n w
hich
all
empl
oyee
s fe
el e
ncou
rage
d to
con
tribu
te.
• Pe
rfor
man
ce e
xpec
tatio
ns
ambi
guou
s (e.
g., a
ccou
ntab
ility
,
e
ffort
v. re
sults
) •
Fail
to d
eal a
dequ
atel
y w
ith p
oor
perf
orm
ance
Assu
re th
e Ag
ency
wide
per
form
ance
m
anag
emen
t sys
tem
focu
ses o
n ac
coun
tabi
lity
for r
esul
ts.(S
ee A
ctio
n Pl
an 7
) As
sure
that
em
ploy
ee re
ward
s and
re
cogn
ition
pro
gram
s are
ade
quat
ely
linke
d to
per
form
ance
that
con
tribu
tes t
o ac
hiev
emen
t of A
genc
y go
als.(
See
Actio
n Pl
an 7
)
• Im
prov
ed p
erso
nal a
nd
orga
niza
tiona
l pe
rfor
man
ce
• En
hanc
ed m
issi
on
succ
ess t
hrou
gh m
ore
effe
ctiv
e us
e of
the
dive
rse
tale
nts/
abili
ties o
f th
e w
orkf
orce
LE
AD
ER
SHIP
N
ASA
has
lead
ers w
ho th
ink
stra
tegi
cally
, ins
pire
em
ploy
ees a
nd
achi
eve
resu
lts
• La
ck o
f an
inte
grat
ed, s
trate
gic
appr
oach
to le
ader
ship
de
velo
pmen
t •
Do
not f
ully
ben
efit
from
in
sigh
ts/e
xper
ienc
e of
exi
stin
g le
ader
s whe
n de
velo
ping
futu
re
lead
ers
Ensu
re th
at a
n in
tegr
ated
, str
ateg
ic tr
aini
ng
and
deve
lopm
ent p
rogr
am b
uild
s nee
ded
Agen
cy le
ader
ship
com
pete
ncie
s.(Se
e Ac
tion
Plan
8)
• A
genc
y ha
s rig
ht k
ind
and
num
ber o
f div
erse
le
ader
s to
achi
eve
mis
sion
succ
ess
• Ef
fect
ive
proc
ess t
o de
velo
p le
ader
s for
futu
re
NA
SA le
ader
ship
ro
les/
resp
onsi
bilit
ies
8
SECTION 4.0 STRATEGIC HUMAN CAPITAL MANAGEMENT IMPROVEMENT INITIATIVE ACTION PLANS As stated in the Introduction, the Agency has already undertaken a number of actions to respond to workforce issues. The NASA Centers have also been proactive in addressing workforce concerns at the local level. Many of these activities are things the Agency should continue to do at about the same – or sustaining – level. Others fall into the category of existing activities for which incremental enhancements are appropriate. This Section, however, deals with the key improvement initiatives, which are outlined in the following action plans. The action plans are intended to provide high-level guidance to the offices of primary responsibility to enable them to develop more detailed project plans as appropriate. The action plans specify high-level milestones, both near-term and long-term, schedule dates, and metrics where appropriate. It should be noted that the metrics in the action plans are project-level and merely reflect progress on individual activities. The overall effectiveness of the implementation of the initiatives, together with ongoing NASA human capital management activities, is addressed via the critical metrics in Section 5. The next phase of implementation for each initiative will require:
1. Assignment of accountability for each action plan 2. A more complete examination of the current state of the Agency with respect to
the initiative 3. Development of project plans and resource requirements as appropriate 4. Development of functional- and management-level metrics
Pilla
r: S
trat
egic
Alig
nmen
t A
ctio
n Pl
an 1
: D
evel
op a
nd im
plem
ent a
n A
genc
ywid
e in
tegr
ated
wor
kfor
ce p
lann
ing
and
anal
ysis
cap
abili
ty.
10
Shor
t-ter
m a
nd lo
ng-te
rm h
uman
cap
ital i
ssue
s ass
ocia
ted
with
pla
nnin
g an
d ac
quis
ition
of h
uman
reso
urce
s are
iden
tifie
d in
a n
umbe
r of
inte
rnal
(SR
R, N
IAT)
and
ext
erna
l (O
MB
, OPM
) rev
iew
s. N
ASA
’s c
ritic
al w
orkf
orce
com
pete
ncie
s are
not
per
man
ent o
r sta
tic,
but a
re a
por
tfolio
of s
kills
that
cha
nges
ove
r tim
e as
NA
SA’s
nee
ds c
hang
e, w
ith n
ew c
ompe
tenc
ies c
omin
g in
and
com
pete
ncie
s no
long
er n
eede
d tra
nsiti
onin
g ou
t. T
his a
ctio
n pl
an a
ddre
sses
thes
e is
sues
.
Act
iviti
es
Sche
dule
M
etric
s D
evel
op g
uida
nce
for t
he c
ombi
ned
wor
kfor
ce in
vent
ory.
•
Dev
elop
cor
rela
tion
of a
ctiv
ity/fu
nctio
n co
des a
nd
com
pete
ncie
s and
gui
danc
e fo
r app
licat
ion.
•
Dev
elop
add
ition
al N
ASA
-spe
cific
gui
danc
e fo
r di
stin
guis
hing
inhe
rent
ly g
over
nmen
tal a
nd c
omm
erci
al
Full-
Tim
e Eq
uiva
lent
s (FT
E)
Feb
2002
G
uida
nce
deve
lope
d, p
rovi
ded,
and
cla
rifie
d as
requ
ired
in a
tim
ely
man
ner.
Mile
ston
e co
mpl
eted
.
Con
duct
Fed
eral
Act
iviti
es In
vent
ory
Ref
orm
(FA
IR)-
SRR
in
vent
ory
at C
ente
rs.
June
200
2 M
ilest
one
com
plet
ed.
Wor
k ou
t dat
a di
scre
panc
ies w
ith In
stitu
tiona
l Pro
gram
Off
ices
, C
ente
rs a
nd F
unct
iona
l Off
ices
. Sub
mit
FAIR
inve
ntor
y to
OM
B.
June
30,
200
2 IP
O, C
ente
r, an
d fu
nctio
nal o
ffic
e re
view
and
su
bmis
sion
to O
MB
com
plet
ed.
Def
ine
the
criti
cal w
orkf
orce
com
pete
ncie
s NA
SA n
eeds
to
exec
ute
its a
ppro
ved
prog
ram
s ove
r the
nex
t ten
yea
rs –
incl
udin
g pe
rman
ent a
nd n
on-p
erm
anen
t civ
il se
rvan
ts, a
nd c
ontra
cted
w
orkf
orce
in in
dust
ry a
nd a
cade
mia
.
IP
O, C
ente
r and
Fun
ctio
nal O
ffic
e re
view
of
defin
ition
s and
iden
tific
atio
n of
crit
ical
co
mpe
tenc
ies r
equi
red
now
and
in th
e ne
xt
ten
year
s is c
ompl
eted
.
Ana
lyze
inte
grat
ed d
ata
and
form
ulat
e hu
man
cap
ital m
anag
emen
t an
d co
mpe
titiv
e so
urci
ng st
rate
gy fo
r the
FY
200
4 bu
dget
su
bmis
sion
to O
MB
in S
epte
mbe
r 200
2.
Aug
ust 2
002
Stra
tegy
dev
elop
men
t and
subm
issi
on to
O
MB
com
plet
ed.
*Upd
ate
and
inte
grat
e th
e ex
istin
g SR
R w
orkf
orce
com
pete
ncy
data
base
. Se
ptem
ber 3
0, 2
002
Wor
kfor
ce C
ompe
tenc
y D
atab
ase
upda
te
com
plet
ed.
Inte
grat
e C
ompe
tenc
y M
anag
emen
t Sys
tem
into
Wor
kfor
ce
Plan
ning
and
Ana
lysi
s Cap
abili
ty.
Sept
embe
r 200
3 In
tegr
atio
n an
d fir
st a
naly
sis c
ompl
eted
.
Impl
emen
t wor
kfor
ce p
lann
ing
and
anal
ysis
cap
abili
ty o
f In
tegr
ated
Fin
anci
al M
anag
emen
t Pro
gram
.
Sept
embe
r 200
5 Pr
otot
ype
wor
kfor
ce p
lann
ing,
repo
rting
and
an
alys
is sy
stem
del
iver
ed.
Initi
al a
naly
sis
and
inte
grat
ion
com
plet
e.
11
Out
com
es/R
esul
ts:
Gre
atly
impr
ove
the
unde
rsta
ndin
g an
d m
anag
emen
t of N
ASA
's w
orkf
orce
. En
hanc
e ab
ility
to:
• Id
entif
y im
bala
nces
in c
urre
nt w
orkf
orce
•
Iden
tify
futu
re “
on-b
oard
” pr
ojec
tions
vis
a v
is w
hat w
ill b
e ne
eded
in th
e fu
ture
(ove
rsup
ply/
unde
rsup
ply
of k
ey sk
ills)
• Id
entif
y th
e lim
ited
num
ber o
f tru
ly c
ritic
al c
ivil
serv
ant p
erso
nnel
nee
ded
for t
hose
com
pete
ncie
s tha
t NA
SA m
ust r
etai
n in
-hou
se
as w
ell a
s tho
se n
eede
d to
ove
rsee
com
pete
ncie
s sup
plie
d th
roug
h ac
adem
ia, i
ndus
try o
r oth
er o
rgan
izat
ions
.
• Id
entif
y an
d pl
an o
ut th
e re
form
s nee
ded
to e
nabl
e th
e co
mpe
titiv
e so
urci
ng o
f tho
se c
ompe
tenc
ies t
hat c
an o
r cou
ld b
e su
pplie
d th
roug
h ac
adem
ia, i
ndus
try o
r oth
er o
rgan
izat
ions
, inc
ludi
ng a
sche
dule
for e
ach
refo
rm a
nd a
n es
timat
ed ra
nge
of th
e nu
mbe
r of
civi
l ser
vant
pos
ition
s tha
t cou
ld b
e af
fect
ed e
ach
year
(to
be o
utlin
ed in
the
NA
SA C
ompe
titiv
e So
urci
ng P
lan)
. In
add
ition
:
• A
genc
y hu
man
cap
ital s
trate
gy w
ill b
e co
mpr
ehen
sive
ly a
ligne
d w
ith m
issi
on, g
oals
, and
org
aniz
atio
nal o
bjec
tives
: 1) i
nteg
rate
d in
to B
udge
t and
Stra
tegi
c Pl
ans;
2) b
e co
nsis
tent
with
OPM
’s h
uman
cap
ital b
alan
ced
scor
ecar
d (is
sued
Dec
embe
r 1, 2
001)
; and
3)
com
ply
with
stan
dard
s for
inte
rnal
acc
ount
abili
ty sy
stem
s to
ensu
re e
ffec
tive
mer
it-ba
sed
Hum
an R
esou
rce
Man
agem
ent.
Ulti
mat
ely,
the
succ
essf
ul im
plem
enta
tion
of th
is p
lan
will
ena
ble
the
achi
evem
ent o
f “O
ne N
ASA
”-in
tegr
ated
cap
abili
ties t
o su
cces
sful
ly su
ppor
t NA
SA m
issi
ons.
* In
dica
tes a
n ite
m c
onta
ined
in th
e H
uman
Cap
ital s
ectio
n of
the
NAS
A PM
A Ac
tion
Plan
, dat
ed M
ay 9
, 200
2, n
egot
iate
d w
ith O
MB
and
OPM
.
12
Pilla
r: S
trat
egic
Alig
nmen
t A
ctio
n Pl
an 2
: In
crea
se th
e ut
iliza
tion
of fl
exib
ilitie
s and
tool
s to
ensu
re a
hig
hly
skill
ed, d
iver
se a
nd p
rodu
ctiv
e w
orkf
orce
.
NA
SA m
ust i
mpr
ove
its a
gilit
y as
an
orga
niza
tion
in o
rder
to a
dapt
to th
e ch
angi
ng n
eeds
of t
he fu
ture
. Th
is c
an b
e do
ne w
ith m
ore
inst
itutio
nal f
lexi
bilit
y, m
ore
flexi
bilit
y in
shap
ing
the
wor
kfor
ce, a
nd m
ore
flexi
bilit
y w
ithin
the
wor
kfor
ce it
self
at th
e in
divi
dual
em
ploy
ee le
vel.
A
ctiv
ities
Sc
hedu
le
Met
rics
*N
ASA
will
con
tinue
to in
corp
orat
e hu
man
reso
urce
s too
ls a
nd st
rate
gies
that
supp
ort m
ajor
Age
ncy
trans
form
atio
n im
plem
enta
tion
plan
s-in
clud
ing
com
petit
ive
sour
cing
goa
ls a
nd le
gisl
ativ
e pr
opos
als-
as
nec
essa
ry, t
o fa
cilit
ate
refo
rms.
On-
goin
g H
uman
reso
urce
s aut
horit
ies a
re
dele
gate
d to
line
and
oth
er
man
agem
ent t
o th
e m
axim
um e
xten
t po
ssib
le, i
n lin
e w
ith F
reed
om-to
-M
anag
e gu
idel
ines
. *I
dent
ify n
ew a
utho
ritie
s tha
t cou
ld im
prov
e th
e re
crui
tmen
t, re
tent
ion,
com
pete
ncy
and
flexi
bilit
y of
N
ASA
's ci
vil s
erva
nt w
orkf
orce
. Th
ese
auth
oriti
es c
ould
incl
ude:
exc
epte
d se
rvic
e an
d di
stin
guis
hed
scho
lar h
iring
aut
horit
ies,
scho
lars
hip
for s
ervi
ce, e
xpan
ded
use
of te
rm a
ppoi
ntm
ents
and
In
terg
over
nmen
tal P
erso
nnel
Ass
ignm
ents
(IPA
s), s
impl
ified
can
dida
te e
valu
atio
n, p
ay b
road
-ba
ndin
g, c
ritic
al p
ay a
utho
rity,
and
indu
stry
and
aca
dem
ic e
xcha
nge
prog
ram
s. (A
men
u of
opt
ions
w
ill b
e at
tach
ed to
the
Stra
tegi
c H
uman
Cap
ital P
lan)
.
On-
goin
g R
equi
red
auth
oriti
es g
rant
ed.
*Ide
ntify
pos
ition
s req
uirin
g cr
itica
l pos
ition
pay
aut
horit
y.
June
3, 2
002
Posi
tions
iden
tifie
d.
*Ide
ntify
crit
ical
pos
ition
s whe
re in
cent
ives
are
requ
ired.
Se
ptem
ber 2
002
App
ropr
iate
regu
lato
ry/le
gisl
ativ
e pa
ckag
es to
dea
l with
oth
er H
R b
arrie
rs
are
deve
lope
d/ad
voca
ted.
*R
oll o
ut a
n au
tom
ated
cla
ssifi
catio
n sy
stem
with
in th
e In
tegr
ated
Fin
anci
al M
anag
emen
t Pro
gram
. Se
ptem
ber 2
002
Impr
ove
posi
tion
man
agem
ent a
nd
faci
litat
e m
ore
timel
y re
crui
tmen
t and
st
affin
g ac
tions
. *P
rovi
de E
nter
pris
e/C
ente
rs m
echa
nism
s and
ince
ntiv
es fo
r hiri
ng n
on-p
erm
anen
t em
ploy
ees.
Oct
ober
200
2 M
echa
nism
s Pro
vide
d.
*Est
ablis
h ke
y st
rate
gic
skill
are
a ta
rget
s to
shap
e re
crui
tmen
t of c
olle
ge h
ires f
or th
e su
mm
er o
f 200
3. N
ovem
ber 3
0, 2
002
Mile
ston
e C
ompl
eted
.
*Ide
ntify
new
aut
horit
ies n
eces
sary
to im
plem
ent t
he re
form
s con
tain
ed in
NA
SA's
Com
petit
ive
Sour
cing
Pla
n. T
hese
aut
horit
ies c
ould
incl
ude
(but
pro
posa
ls a
re n
ot li
mite
d to
): b
enef
its p
orta
bilit
y,
exte
nded
buy
out a
utho
rity,
retra
inin
g ex
pens
es fo
r inv
olun
taril
y se
para
ted
empl
oyee
s, an
d w
aive
r of
redu
ctio
n of
ann
uity
whe
n re
empl
oyin
g ci
vil s
erva
nts (
a m
enu
of o
ptio
ns a
ttach
ed a
s App
endi
x B
to
this
Stra
tegi
c H
uman
Cap
ital I
mpl
emen
tatio
n Pl
an).
On-
goin
g A
utho
ritie
s Ide
ntifi
ed.
13
*Del
egat
e N
ASA
Exc
epte
d (N
EX) a
utho
rity
to C
ente
rs.
June
200
2 M
ilest
one
com
plet
ed
*Ful
ly im
plem
ent a
n au
tom
ated
app
licat
ion
and
hirin
g pr
oces
sing
syst
em.
Sept
embe
r 200
2 R
ecru
itmen
t eff
orts
are
eff
ectiv
e; o
ver
90%
of s
elec
tions
are
mad
e fr
om a
n in
itial
refe
rral
cer
tific
ate.
O
ver 9
0% o
f the
tim
e, m
anag
ers a
re
prov
ided
a re
ason
able
num
ber o
f wel
l-qu
alifi
ed d
iver
se c
andi
date
s for
se
lect
ion
cons
ider
atio
n.
*Ver
ify th
at d
eleg
atio
n of
NEX
aut
horit
y to
the
Cen
ters
has
resu
lted
in in
crea
sed
use
of th
is
flexi
bilit
y.
June
200
3
*Ass
ess m
anag
emen
t sat
isfa
ctio
n w
ith a
n au
tom
ated
app
licat
ion
and
hirin
g pr
oces
sing
syst
em.
Sept
embe
r 200
3
*Im
plem
ent n
ew p
ositi
ons s
ubje
ct to
crit
ical
pos
ition
pay
aut
horit
y.
Oct
ober
200
3
*Im
plem
ent a
n en
hanc
ed A
genc
ywid
e st
rate
gy to
recr
uit a
nd re
tain
crit
ical
com
pete
ncie
s. (N
atio
nal
Rec
ruitm
ent I
nitia
tive)
Se
ptem
ber 2
003
*Dev
elop
a st
rate
gy –
tied
to in
form
atio
n fr
om N
ASA
cap
abili
ties i
n st
rate
gic
man
agem
ent o
f hum
an
capi
tal –
that
will
ena
ble
the
iden
tific
atio
n of
the
appr
opria
te m
ix, o
ver t
ime,
bet
wee
n pe
rman
ent a
nd
non-
perm
anen
t civ
il se
rvan
ts.
Sept
embe
r 200
3
*Ide
ntify
stra
tegi
cally
der
ived
goa
ls fo
r per
man
ent/n
on-p
erm
anen
t mix
, and
impl
emen
t a p
lan
for
achi
evin
g th
ose
goal
s. Se
ptem
ber 2
003
Ensu
re th
at m
echa
nism
s and
ince
ntiv
es a
re a
vaila
ble
for a
chie
ving
the
appr
opria
te m
ix o
f non
-pe
rman
ent c
ivil
serv
ants
and
IPA
s (e.
g. te
rms,
tem
ps, N
EX, I
PAs,
etc.
).
Sept
embe
r 200
3
Out
com
es/R
esul
ts:
• A
genc
y w
ill 1
) sus
tain
a h
igh-
perf
orm
ing
wor
kfor
ce th
at is
con
tinua
lly im
prov
ing
in p
rodu
ctiv
ity; 2
) stra
tegi
cally
use
exi
stin
g pe
rson
nel f
lexi
bilit
ies,
tool
s, an
d te
chno
logy
; and
3) i
mpl
emen
t eff
ectiv
e sh
ort a
nd lo
ng-te
rm p
lans
lead
ing
to m
issi
on su
cces
s. •
Age
ncy
will
focu
s use
of h
uman
reso
urce
s fle
xibi
litie
s to
addr
ess a
reas
of c
once
rn to
ach
ieve
opt
imum
alig
nmen
t bet
wee
n th
e w
orkf
orce
and
the
mis
sion
.
*
Indi
cate
s an
item
con
tain
ed in
the
Hum
an C
apita
l sec
tion
of th
e N
ASA
PMA
Actio
n Pl
an, d
ated
May
9, 2
002,
neg
otia
ted
with
OM
B an
d O
PM.
14
Pilla
r: S
trat
egic
Com
pete
ncie
s A
ctio
n Pl
an 3
: D
evel
op a
n A
genc
y co
mpe
tenc
y m
anag
emen
t sys
tem
(CM
S) th
at d
efin
es c
ompe
tenc
ies t
he A
genc
y m
ust r
etai
n an
d th
ose
for
whi
ch it
will
rel
y on
indu
stry
, aca
dem
ia a
nd o
ther
s. N
ASA
’s tr
ue c
ore
com
pete
ncie
s are
the
know
ledg
e, sk
ills,
and
abili
ties t
hat N
ASA
util
izes
, dev
elop
s, an
d ob
tain
s in
orde
r to
prov
ide
the
capa
bilit
ies,
prod
ucts
and
serv
ices
des
ired
by it
s int
erna
l and
ext
erna
l sta
keho
lder
s. T
hese
crit
ical
wor
kfor
ce c
ompe
tenc
ies a
re n
ot
perm
anen
t or s
tatic
but
are
a p
ortfo
lio o
f ski
lls th
at c
hang
e ov
er ti
me
as N
ASA
’s n
eeds
cha
nge
– w
ith n
ew c
ompe
tenc
ies n
eede
d an
d ot
hers
less
in d
eman
d, o
r eve
ntua
lly n
ot re
quire
d. T
his t
rans
ition
occ
urs n
ot o
nly
at th
e or
gani
zatio
n le
vel b
ut a
pplie
s as w
ell t
o in
divi
dual
s and
thei
r ass
ocia
ted
portf
olio
s of s
kills
and
com
pete
ncie
s. T
he A
genc
y cu
rren
tly h
as a
n in
adeq
uate
abi
lity
to id
entif
y im
bala
nces
in c
urre
nt a
nd p
roje
cted
wor
kfor
ce n
eeds
aris
ing
from
cha
nges
. Th
is a
ctio
n pl
an w
ill e
nabl
e th
e A
genc
y to
per
form
a
base
line
asse
ssm
ent,
dete
rmin
e w
hat w
e ne
ed in
the
futu
re a
nd fa
cilit
ate
deci
sion
-mak
ing
with
resp
ect t
o ho
w to
bal
ance
the
com
pete
ncie
s we
have
toda
y.
A
ctiv
ities
Sc
hedu
leM
etri
cs
*Com
plet
e co
mpe
tenc
y pi
lot a
t Ken
nedy
Spa
ce C
ente
r (K
SC).
Ju
ne 3
0,
2002
Pi
lot c
ompl
ete
and
less
ons l
earn
ed
capt
ured
and
dis
sem
inat
ed.
*Dev
elop
an
Age
ncyw
ide
com
pete
ncy
dict
iona
ry.
July
30,
20
02
Dic
tiona
ry c
ompl
eted
.
*Ide
ntify
crit
ical
com
pete
ncie
s acr
oss t
he A
genc
y; th
ose
at ri
sk, a
nd p
oten
tial
skill
mix
adj
ustm
ents
bet
wee
n C
ente
rs.
Nov
embe
r 30
, 200
2.
NA
SA k
now
s wha
t its
stra
tegi
c co
mpe
tenc
ies a
nd g
aps a
re, b
y Se
p 03
. *C
ompl
ete
rollo
ut o
f KSC
com
pete
ncy
mod
el A
genc
ywid
e an
d re
solv
e ga
ps
and
surp
lus c
ompe
tenc
ies i
n m
issi
on c
ritic
al o
ccup
atio
ns (u
tiliz
ing
hum
an
capi
tal t
ools
, fle
xibi
litie
s, th
e A
genc
y C
ompe
titiv
e So
urci
ng P
lan,
etc
.).
Sept
embe
r 30
, 200
3 N
ASA
CM
S ut
ilize
d by
man
agem
ent t
o m
ake
deci
sion
s on
hirin
g, re
assi
gnm
ent,
train
ing
and
deve
lopm
ent,
com
petit
ive
sour
cing
(Che
ck o
ff, M
anag
emen
t sur
vey,
O
MB
, OPM
scor
ecar
ds).
Iden
tify
imba
lanc
es in
cur
rent
and
pro
ject
ed w
orkf
orce
of t
oday
, rel
ativ
e to
w
hat i
s nee
ded
for t
he fu
ture
(ove
rsup
ply/
unde
rsup
ply
of k
ey sk
ills)
.
Inte
grat
e C
MS
into
Age
ncy-
leve
l Wor
kfor
ce p
lann
ing
and
anal
ysis
tool
. Se
ptem
ber
30, 2
003
100%
of N
ASA
crit
ical
com
pete
ncie
s are
de
fined
.
15
NA
SA C
MS
cont
ent i
nteg
rate
d in
Inte
grat
ed F
inan
cial
Man
agem
ent
Prog
ram
/Cor
e H
uman
Res
ourc
es.
Sept
embe
r, 30
, 200
5 Le
ss th
an 1
0% o
f cur
rent
yea
r gap
s re
mai
n af
ter f
irst y
ear o
f sys
tem
use
(I
mpr
ovem
ent m
easu
re, C
MS
prov
ided
). O
utco
mes
/Res
ults
: A
genc
y w
ill b
e be
tter a
ble
to:
• D
efin
e th
e cr
itica
l wor
kfor
ce c
ompe
tenc
ies N
ASA
nee
ds to
exe
cute
its a
ppro
ved
prog
ram
s ove
r the
nex
t ten
yea
rs –
incl
udin
g pe
rman
ent a
nd n
on-p
erm
anen
t civ
il se
rvan
ts, a
nd c
ontra
cted
wor
kfor
ce in
indu
stry
and
aca
dem
ia.
• Tr
ack,
pro
ject
, and
ana
lyze
crit
ical
wor
kfor
ce c
ompe
tenc
ies t
hat e
nabl
e st
rate
gic
man
agem
ent.
• Id
entif
y th
ose
wor
kfor
ce c
ompe
tenc
ies t
hat c
an o
r cou
ld b
e su
pplie
d th
roug
h ac
adem
ia, i
ndus
try o
r oth
er o
rgan
izat
ions
and
thos
e co
mpe
tenc
ies t
hat c
an o
nly
be m
et th
roug
h a
civi
l ser
vant
wor
kfor
ce.
• Id
entif
y th
e lim
ited
num
ber o
f tru
ly c
ritic
al c
ivil
serv
ant p
erso
nnel
nee
ded
for t
hose
com
pete
ncie
s tha
t NA
SA m
ust r
etai
n in
-hou
se
as w
ell a
s tho
se n
eede
d to
ove
rsee
com
pete
ncie
s sup
plie
d th
roug
h ac
adem
ia, i
ndus
try o
r oth
er o
rgan
izat
ions
.
• El
imin
ate
skill
gap
s/de
ficie
ncie
s in
mis
sion
crit
ical
occ
upat
ions
. *
Indi
cate
s an
item
con
tain
ed in
the
Hum
an C
apita
l sec
tion
of th
e N
ASA
PMA
Actio
n Pl
an, d
ated
May
9, 2
002,
neg
otia
ted
OM
B an
d O
PM.
16
Pilla
r: S
trat
egic
Com
pete
ncie
s A
ctio
n Pl
an 4
: E
nsur
e th
at N
ASA
edu
catio
n pr
ogra
ms m
atch
a d
iver
se p
opul
atio
n of
stud
ents
with
pro
ject
ed N
ASA
w
orkf
orce
nee
ds.
As s
tate
d in
App
endi
x B
to th
e SH
CP
(NA
SA’s
Hum
an C
apita
l Cha
lleng
e), t
here
are
maj
or is
sues
ass
ocia
ted
with
the
pipe
line
of
tale
nt a
vaila
ble
to m
eet N
ASA
’s m
issi
on n
eeds
. Ef
forts
mus
t be
mad
e to
und
erst
and
the
need
s of t
he A
genc
y, e
valu
ate
the
appl
icat
ion
of N
ASA
’s e
duca
tion
prog
ram
s to
mee
t the
se n
eeds
, and
hel
p en
sure
a so
urce
of c
ompe
tenc
ies n
eede
d to
ass
ure
futu
re m
issi
on
succ
ess.
The
follo
win
g pl
an im
plem
ents
act
iviti
es to
add
ress
this
pro
blem
.
Act
iviti
es
Dea
dlin
e (D
ate,
qua
rter
, et
c.)
Met
rics
Pilo
t tes
t a lo
ngitu
dina
l dat
a-co
llect
ion
syst
em. D
evel
op a
st
anda
rd st
uden
t/edu
cato
r pro
file/
feed
back
form
, to
be
com
plet
ed b
y al
l par
ticip
ants
in N
ASA
-wid
e ed
ucat
ion
“pip
elin
e” p
rogr
ams.
June
30,
200
2 D
ata
colle
cted
from
sum
mer
200
2 pr
ogra
m p
artic
ipan
ts.
*Est
ablis
h a
NA
SA e
duca
tion
prog
ram
link
age
syst
em th
at
track
s stu
dent
s in
NA
SA e
duca
tion
prog
ram
s in
orde
r to
link
stud
ents
in th
ese
prog
ram
s to
NA
SA h
iring
eff
orts
for f
utur
e w
orkf
orce
nee
ds.
Sept
embe
r 200
2 Sy
stem
pro
toty
pe e
stab
lishe
d.
Eval
uate
eff
ectiv
enes
s of l
ongi
tudi
nal d
atab
ase
syst
em a
nd
anal
yze
data
with
resp
ect t
o th
e N
ASA
Com
pete
ncy
Man
agem
ent S
yste
m.
Sept
embe
r 200
2 M
ilest
one
com
plet
ed.
Bas
ed o
n an
alys
is o
f dat
a co
llect
ed fr
om p
ilot,
and
afte
r co
nsul
tatio
n w
ith A
genc
ywid
e H
R a
nd E
duca
tion
pers
onne
l, re
vise
long
itudi
nal d
ata
requ
irem
ents
and
col
lect
ion
syst
em a
s ne
eded
.
Dec
embe
r 200
2 D
ata
requ
irem
ents
iden
tifie
d an
d re
fined
.
Impl
emen
t lon
gitu
dina
l dat
a co
llect
ion
syst
em.
May
200
3 C
ompl
eted
. A
genc
y H
R p
rovi
des p
roje
ctio
ns o
f wor
k fo
rce
need
s (3-
5 ye
ar
proj
ectio
ns b
y C
ente
r) so
info
rmat
ion
can
be in
corp
orat
ed in
to Se
ptem
ber 2
003
Info
rmat
ion
is in
corp
orat
ed in
to
rele
vant
FY
04
prog
ram
.
17
educ
atio
n pr
ogra
m a
nnou
ncem
ents
. A
nnou
ncem
ents
. D
evel
op st
anda
rd fo
llow
-up
syst
em fo
r stu
dent
s/ed
ucat
ors
parti
cipa
ting
in p
ipel
ine
prog
ram
s, lin
king
to a
dditi
onal
ed
ucat
ion
and
HR
opp
ortu
nitie
s.
Sept
embe
r 200
3 C
ompl
eted
.
Out
com
es/R
esul
ts:
The
Age
ncy
will
mor
e ef
fect
ivel
y be
abl
e to
pro
vide
the
wor
kfor
ce it
nee
ds to
ach
ieve
mis
sion
succ
ess.
In a
dditi
on, t
he N
ASA
ed
ucat
ion
prog
ram
s will
be
mor
e ef
fect
ive
and
effic
ient
in c
ontri
butin
g to
the
deve
lopm
ent o
f a so
urce
of c
ompe
tenc
ies t
he A
genc
y re
quire
s. *
Indi
cate
s an
item
con
tain
ed in
the
Hum
an C
apita
l sec
tion
of th
e N
ASA
PMA
Actio
n Pl
an, d
ated
May
9, 2
002,
neg
otia
ted
with
OM
B an
d O
PM.
18
Pilla
r: L
earn
ing
Act
ion
Plan
5:
Ens
ure
trai
ning
and
dev
elop
men
t pro
gram
s bui
ld n
eede
d co
mpe
tenc
ies,
incl
udin
g m
ore
effe
ctiv
e in
corp
orat
ion
of k
now
ledg
e sh
arin
g an
d m
ento
ring
in th
e de
velo
pmen
t of e
mpl
oyee
s. N
ASA
’s tr
aini
ng a
nd d
evel
opm
ent p
rogr
ams h
ave
been
des
igne
d to
add
ress
com
pete
ncie
s ide
ntifi
ed in
a n
umbe
r of i
nter
nally
de
velo
ped
com
pete
ncy
mod
els.
In A
ctio
n Pl
an 3
, NA
SA h
as u
nder
take
n th
e de
velo
pmen
t of a
n A
genc
ywid
e co
mpe
tenc
y m
anag
emen
t sys
tem
and
trai
ning
and
dev
elop
men
t pro
gram
s mus
t be
re-e
valu
ated
in th
e co
ntex
t of t
hat m
ore
com
preh
ensi
ve se
t of
com
pete
ncie
s. N
ASA
will
und
erta
ke th
e de
velo
pmen
t of a
n in
tegr
ated
dev
elop
men
t nee
ds a
sses
smen
t as t
he fi
rst s
tep
in e
valu
atin
g w
heth
er th
e cu
rren
t sui
te o
f tra
inin
g an
d de
velo
pmen
t pro
gram
s will
mee
t the
futu
re c
ompe
tenc
y re
quire
men
ts o
f the
Age
ncy.
W
hile
NA
SA h
as a
lway
s rec
ogni
zed
the
impo
rtanc
e of
trai
ning
and
dev
elop
men
t and
has
fund
ed a
wid
e va
riety
of c
ours
es a
nd
prog
ram
s to
enha
nce
empl
oyee
s’ te
chni
cal p
rofic
ienc
y an
d ca
reer
dev
elop
men
t, ex
tern
al a
nd in
tern
al re
view
s con
tinue
to c
ite N
ASA
’s
failu
re to
ade
quat
ely
addr
ess k
now
ledg
e sh
arin
g an
d m
ento
ring
as a
par
t of t
he p
roje
ct le
ader
ship
pro
cess
. Pr
ogra
ms a
nd p
roce
sses
m
ust s
timul
ate
a cl
imat
e of
ope
n sh
arin
g an
d co
ntin
ued
lear
ning
and
impr
ovem
ent.
Men
torin
g an
d co
achi
ng a
re im
porta
nt
com
pone
nts o
f em
ploy
ee a
nd m
anag
emen
t dev
elop
men
t and
are
ess
entia
l com
pone
nts o
f the
pro
ject
lead
ersh
ip p
roce
ss.
Giv
en th
at
reso
urce
s (bo
th d
olla
rs a
nd ti
me)
that
can
be
dedi
cate
d to
trai
ning
and
dev
elop
men
t are
con
stra
ined
, opt
imiz
ing
NA
SA’s
inve
stm
ent
cons
iste
nt w
ith it
s mis
sion
and
prio
ritie
s – a
s wel
l as m
axim
izin
g th
e be
nefit
s to
the
empl
oyee
s – is
als
o cr
itica
l. T
his p
ortio
n of
the
actio
n pl
an is
dire
ctly
ass
ocia
ted
with
impr
ovin
g th
e A
genc
y’s a
bilit
y to
inco
rpor
ate
know
ledg
e sh
arin
g an
d m
ento
ring
into
the
oper
atin
g en
viro
nmen
t of N
ASA
and
with
ass
urin
g th
at N
ASA
’s tr
aini
ng a
nd d
evel
opm
ent p
rogr
ams a
re a
ligne
d w
ith st
rate
gic
prio
ritie
s.
Act
iviti
es
Sche
dule
M
etric
s Es
tabl
ish
and
cond
uct m
eetin
g of
Pro
ject
Lea
ders
hip
Dev
elop
men
t Pro
gram
subj
ect m
atte
r exp
erts
. Fa
ll 20
02
Mee
ting
cond
ucte
d an
d in
form
atio
n do
cum
ente
d.
*Dev
elop
a p
roje
ct le
ader
ship
kno
wle
dge
shar
ing
and
men
torin
g pl
an in
clud
ing
stra
tegi
c ar
eas o
f prio
rity,
id
entif
icat
ion
of c
ritic
al le
ader
s and
exp
erts
who
can
shar
e kn
owle
dge
and
men
tor f
utur
e pr
ojec
t lea
ders
.
Oct
ober
200
2 M
ilest
one
com
plet
ed.
19
*Beg
in p
ilot a
ctiv
ities
ass
ocia
ted
with
pro
ject
lead
ersh
ip
know
ledg
e sh
arin
g an
d m
ento
ring.
O
ctob
er 2
002
Mile
ston
e co
mpl
eted
.
Expa
nd id
entif
icat
ion
of c
ritic
al le
ader
s and
exp
erts
who
can
sh
are
know
ledg
e an
d m
ento
r fut
ure
proj
ect l
eade
rs.
Win
ter 2
003
Iden
tific
atio
n co
mpl
ete.
*Im
plem
ent A
genc
ywid
e pr
ogra
m a
nd p
rodu
cts—
driv
en b
y st
rate
gic
need
s—re
late
d to
men
torin
g an
d tra
nsfe
rrin
g kn
owle
dge
from
crit
ical
pro
ject
lead
er e
xper
ts to
men
tor f
utur
e le
ader
s.
Oct
ober
200
3 N
umbe
r of p
rogr
ams a
nd
prod
ucts
impl
emen
ted.
*Im
plem
ent a
trai
ning
and
edu
catio
n pr
ogra
m th
at is
alig
ned
with
stra
tegi
c pr
iorit
ies b
ased
upo
n tra
inin
g ne
eds.
Oct
ober
200
3 C
ompl
etio
n of
trai
ning
nee
ds
asse
ssm
ent a
nd a
lignm
ent o
f pr
ogra
ms w
ith st
rate
gic
prio
ritie
s. Ev
alua
te e
ffec
tiven
ess o
f the
trai
ning
and
dev
elop
men
t pr
ogra
ms.
On-
goin
g Tr
end
anal
ysis
.
Out
com
es/R
esul
ts:
• A
genc
y w
ill b
e be
tter a
ble
to e
nsur
e th
at th
e cu
ltura
l nor
m is
that
em
ploy
ees b
road
en th
eir e
xper
ienc
e an
d sk
ill b
ase
as p
art o
f ca
reer
adv
ance
men
t at N
ASA
.
• N
ASA
will
be
able
to a
lign
its p
rogr
ams w
ith st
rate
gic
prio
ritie
s to
optim
ize
its in
vest
men
t in
train
ing
and
deve
lopm
ent t
o su
ppor
t th
e m
issi
on.
• Pr
ojec
t lea
ders
hip
will
be
stre
ngth
ened
as k
now
ledg
e sh
arin
g an
d m
ento
ring
of e
mpl
oyee
s bec
ome
a la
rger
dev
elop
men
t co
mpo
nent
of N
ASA
’s fu
ture
pro
ject
man
ager
s. U
ltim
atel
y, b
ette
r per
form
ance
of t
he w
orkf
orce
and
a re
sulta
nt h
ighe
r mis
sion
succ
ess r
ate
are
maj
or o
utco
mes
of i
mpl
emen
ting
this
ac
tion
plan
. *
Indi
cate
s an
item
con
tain
ed in
the
Hum
an C
apita
l sec
tion
of th
e N
ASA
PMA
Actio
n Pl
an, d
ated
May
9, 2
002,
neg
otia
ted
with
OM
B an
d O
PM.
20
Pilla
r: L
earn
ing
A
ctio
n Pl
an 6
: C
aptu
re k
now
ledg
e an
d le
sson
s lea
rned
(fro
m fa
ilure
s and
succ
esse
s) in
a m
ore
effe
ctiv
e, sy
stem
atic
way
. N
ASA
, thr
ough
ext
erna
l as w
ell a
s int
erna
l rev
iew
s, ha
s ide
ntifi
ed a
nee
d to
do
a m
ore
effe
ctiv
e an
d ef
ficie
nt jo
b of
cap
turin
g an
d sh
arin
g kn
owle
dge
from
the
less
ons l
earn
ed a
ssoc
iate
d w
ith su
cces
ses a
nd fa
ilure
s. T
he a
ctio
n pl
an sp
ecifi
cally
focu
ses o
n im
prov
ing
the
NA
SA le
sson
s lea
rned
pro
cess
.
Act
iviti
es
Sche
dule
M
etric
s Th
roug
h th
e N
ASA
Tec
hnic
al S
tand
ards
Pro
gram
in th
e C
hief
Eng
inee
r's
Off
ice,
Les
sons
Lea
rned
are
bei
ng li
nked
to w
eb-b
ased
tech
nica
l sta
ndar
ds
on N
ASA
's "P
refe
rred
Tec
hnic
al S
tand
ards
" lis
t at
http
://st
anda
rds.n
asa.
gov
beca
use
thes
e st
anda
rds a
re th
e gu
idel
ines
and
to
ols e
ngin
eers
use
in d
efin
ing
and
exec
utin
g pr
ogra
ms a
nd p
roje
cts.
A
cces
sing
stan
dard
s thr
ough
the
Pref
erre
d Te
chni
cal S
tand
ards
list
mak
es
Less
ons L
earn
ed a
vaila
ble
to te
chni
cal p
rofe
ssio
nals
whe
n th
ey n
eed
them
an
d in
an
appr
opria
te c
onte
xt fo
r app
licat
ion.
On-
goin
g To
dat
e, 1
76 e
ntrie
s fro
m th
e Le
sson
s Lea
rned
In
form
atio
n Sy
stem
hav
e be
en li
nked
to 7
2 N
ASA
Pr
efer
red
Tech
nica
l Sta
ndar
ds.
Enha
nce
NA
SA le
sson
s lea
rned
info
rmat
ion
syst
em (e
nhan
ced
sear
ch,
prob
lem
solv
ing,
ope
n so
ftwar
e co
de, c
usto
miz
able
, sta
ndar
d te
mpl
ate,
pu
sh c
apab
ility
, etc
.)
Dec
embe
r 200
3 Ph
ased
impl
emen
tatio
n –
Com
plet
ion.
Esta
blis
h/en
forc
e Pr
ogra
m/P
roje
ct M
anag
ers r
equi
rem
ent t
o ut
ilize
(p
opul
ate
and
sear
ch) t
he N
ASA
less
ons l
earn
ed sy
stem
. In
clud
e in
in
depe
nden
t rev
iew
crit
eria
.
On-
goin
g Tr
end
anal
ysis
.
Link
the
Age
ncy’
s num
erou
s dat
abas
es to
Les
sons
Lea
rned
Info
rmat
ion
Syst
em (L
LIS)
. D
ecem
ber 2
003
Phas
ed im
plem
enta
tion
– C
ompl
etio
n.
Thro
ugh
the
Off
ice
of th
e C
hief
Info
rmat
ion
Off
icer
’s p
orta
l and
K
now
ledg
e M
anag
emen
t eff
orts
, the
pla
nned
"in
side
NA
SA" p
orta
l for
N
ASA
em
ploy
ees w
ill b
e lin
ked
to th
e LL
IS sy
stem
, ena
blin
g em
ploy
ees
to le
vera
ge k
now
ledg
e an
d le
sson
s lea
rned
.
Dec
embe
r 200
3 M
ilest
one
com
plet
ed.
21
Out
com
es/R
esul
ts:
The
ultim
ate
desi
red
outc
ome
is a
cul
ture
whe
re le
sson
s lea
rned
from
failu
res a
nd b
est p
ract
ices
from
succ
esse
s (bo
th in
tern
al a
nd
from
sim
ilar e
xter
nal o
rgan
izat
ions
) are
cap
ture
d an
d sh
ared
– le
adin
g to
gre
ater
mis
sion
succ
ess.
* In
dica
tes a
n ite
m c
onta
ined
in th
e H
uman
Cap
ital s
ectio
n of
the
NAS
A PM
A Ac
tion
Plan
, dat
ed M
ay 9
, 200
2, n
egot
iate
d w
ith O
MB
and
OPM
.
22
Pilla
r: P
erfo
rman
ce C
ultu
re
Act
ion
Plan
7:
A
ssur
e th
e A
genc
ywid
e pe
rfor
man
ce m
anag
emen
t sys
tem
focu
ses o
n ac
coun
tabi
lity
for
resu
lts.
A
ssur
e th
at e
mpl
oyee
rew
ards
and
rec
ogni
tion
prog
ram
s are
ade
quat
ely
linke
d to
per
form
ance
that
co
ntri
bute
s to
achi
evem
ent o
f Age
ncy
goal
s.
Fost
erin
g an
incl
usiv
e cl
imat
e an
d a
feel
ing
amon
g th
e em
ploy
ees t
hat w
hat t
hey
do is
rele
vant
and
fulfi
lling
is v
ital t
o m
issi
on
succ
ess.
NA
SA’s
env
ironm
ent a
nd sy
stem
s can
be
mor
e ef
fect
ive
in c
ontri
butin
g to
the
incl
usiv
e cl
imat
e an
d fe
elin
gs o
f em
pow
erm
ent i
n m
akin
g fu
lfilli
ng c
ontri
butio
ns.
The
pure
exc
item
ent o
f NA
SA’s
mis
sion
shou
ld b
e le
vera
ged
to th
e fu
llest
ext
ent.
Cur
rent
ly, p
erfo
rman
ce e
xpec
tatio
ns a
re o
ften
ambi
guou
s and
ther
e is
a p
erce
ptio
n th
at th
e A
genc
y fa
ils to
dea
l ade
quat
ely
with
poo
r pe
rfor
man
ce.
In a
dditi
on, t
he A
genc
y ca
nnot
ove
rem
phas
ize
the
impo
rtanc
e of
equ
al o
ppor
tuni
ty, d
iver
sity
, and
incl
usiv
enes
s. T
he
true
prom
otio
n of
EO
prin
cipl
es is
ess
entia
l. T
he A
genc
y sh
ould
alw
ays s
trive
for i
mpr
ovem
ent a
nd m
ust m
ake
NA
SA re
leva
nt to
un
derr
epre
sent
ed g
roup
s. T
his a
ctio
n pl
an a
ddre
sses
fair
and
equi
tabl
e us
e of
per
form
ance
man
agem
ent,
rew
ards
, and
reco
gniti
on
syst
ems o
f the
Age
ncy
to fi
rmly
est
ablis
h th
e lin
kage
bet
wee
n th
e em
ploy
ee a
nd in
divi
dual
and
org
aniz
atio
nal i
mpr
ovem
ent.
Act
iviti
es
Sche
dule
M
etri
cs
Con
duct
focu
s gro
ups t
o ga
ther
em
ploy
ee a
nd m
anag
emen
t fe
edba
ck o
n cu
rren
t aw
ards
and
reco
gniti
on p
ract
ices
. A
ugus
t 200
2 M
ilest
one
com
plet
ed.
Ben
chm
ark
6 pr
ivat
e se
ctor
com
pani
es’ b
est p
ract
ices
for
linki
ng re
cogn
ition
to o
rgan
izat
iona
l stra
tegi
c ob
ject
ives
and
va
lues
.
July
200
2 M
ilest
one
com
plet
ed.
Com
pare
resu
lts o
f 200
2 O
PM G
over
nmen
twid
e Su
rvey
on
Hum
an C
apita
l with
199
5 &
200
0 G
over
nmen
twid
e su
rvey
re
sults
to a
sses
s how
wel
l em
ploy
ees u
nder
stan
d ho
w th
eir
wor
k re
late
s to
the
Age
ncy’
s mis
sion
s and
goa
ls.
Sept
embe
r 200
2 A
sses
s eff
ectiv
enes
s of
com
mun
icat
ion
and
empl
oyee
s’ u
nder
stan
ding
of
how
thei
r ind
ivid
ual
perf
orm
ance
is li
nked
to
orga
niza
tiona
l suc
cess
by
end
of F
Y04
.
23
*Age
ncy
will
ass
ess t
he c
urre
nt st
ate
of li
nkag
e us
ing
the
OPM
surv
ey.
Dec
embe
r 200
2 N
ASA
ass
essm
ent o
f OPM
su
rvey
resu
lts c
ompl
ete.
D
evel
op im
plem
enta
tion
plan
to su
ppor
t rec
omm
enda
tions
of
Alig
ning
Rec
ogni
tion
and
Aw
ards
with
the
Age
ncy’
s Val
ues
and
Expe
ctat
ions
Stu
dy R
epor
t.
Janu
ary
2003
Pl
an d
evel
oped
.
*NA
SA w
ill v
erify
or-
whe
re F
Y20
02 a
sses
smen
t res
ults
in
dica
te it
s abs
ence
-est
ablis
h a
linka
ge b
etw
een
empl
oyee
re
war
ds, r
ecog
nitio
n, a
nd p
erfo
rman
ce a
nd A
genc
y ke
y go
als.
May
200
3 Tr
end
anal
ysis
.
Out
com
es/R
esul
ts:
● T
he A
genc
y w
ill c
lear
ly d
iffer
entia
te b
etw
een
high
and
low
per
form
ers t
hrou
gh a
ppro
pria
te in
cent
ives
, rew
ards
, and
the
perf
orm
ance
man
agem
ent s
yste
m.
●
Per
sona
l and
org
aniz
atio
nal p
erfo
rman
ce w
ill im
prov
e an
d m
issi
on su
cces
s will
be
enha
nced
thro
ugh
mor
e ef
fect
ive
use
of th
e di
vers
e ta
lent
s/ab
ilitie
s of t
he e
ntire
wor
kfor
ce.
* In
dica
tes a
n ite
m c
onta
ined
in th
e H
uman
Cap
ital s
ectio
n of
the
NAS
A PM
A Ac
tion
Plan
, dat
ed M
ay 9
, 200
2, n
egot
iate
d w
ith O
MB
and
OPM
.
24
Pilla
r: L
eade
rshi
p A
ctio
n Pl
an 8
: E
nsur
e th
at a
n in
tegr
ated
, str
ateg
ic tr
aini
ng a
nd d
evel
opm
ent p
rogr
am b
uild
s nee
ded
Age
ncy
lead
ersh
ip
com
pete
ncie
s. Th
e Le
ader
ship
pill
ar is
con
side
red
the
foun
datio
n pi
llar f
or a
ll th
e ot
hers
. The
stra
tegy
of p
rovi
ding
lead
ersh
ip tr
aini
ng a
nd
deve
lopm
ent o
ppor
tuni
ties t
o nu
rture
cur
rent
and
futu
re N
ASA
lead
ers i
s a st
rong
are
a of
focu
s. T
here
is a
lack
of a
n in
tegr
ated
, st
rate
gic
appr
oach
to le
ader
ship
dev
elop
men
t and
, as a
resu
lt, w
e do
not
fully
ben
efit
from
insi
ghts
and
exp
erie
nce
of e
xist
ing
lead
ers
whe
n de
velo
ping
futu
re le
ader
s. In
add
ition
, the
re a
re li
mita
tions
to th
e A
genc
y’s a
bilit
y to
recr
uit a
nd re
tain
a d
iver
se c
adre
of h
igh
perf
orm
ing
lead
ers.
Thi
s act
ion
plan
incl
udes
the
eval
uatio
n an
d en
hanc
emen
t of t
he A
genc
ywid
e le
ader
ship
dev
elop
men
t eff
ort,
incl
udin
g th
e co
ncep
ts o
f men
torin
g, c
oach
ing,
succ
essi
on p
lann
ing
and
deve
lopi
ng le
ader
s who
are
acc
ount
able
. A
ccou
ntab
ility
ac
ross
the
Age
ncy
for p
erfo
rman
ce to
war
d N
ASA
’s v
isio
n, m
issi
on a
nd g
oals
is p
aram
ount
. Th
e su
cces
s of t
his p
lan
relie
s on
acco
unta
bilit
y at
all
lead
ersh
ip le
vels
incl
udin
g SE
S an
d, th
eref
ore,
the
activ
ities
ass
ocia
ted
with
this
pill
ar in
clud
e le
ader
ship
as
sess
men
t. F
urth
er, t
he c
hara
cter
istic
s of o
ur le
ader
s for
m th
e fo
unda
tion
for s
ucce
ssfu
l per
form
ance
and
will
be
eval
uate
d as
wel
l.
In o
rder
to e
nsur
e th
at N
ASA
’s le
ader
s (at
all
leve
ls in
clud
ing
SES)
hav
e a
shar
ed u
nder
stan
ding
of A
genc
y go
als,
obje
ctiv
es,
proc
esse
s, m
etho
ds, c
once
pts,
and
valu
es, e
mph
asis
shou
ld b
e pl
aced
on
deve
lopm
ent a
nd im
plem
enta
tion
of a
stan
dard
ized
le
ader
ship
/man
agem
ent c
urric
ulum
, inc
ludi
ng m
ento
ring
and
coac
hing
for b
oth
curr
ent a
nd fu
ture
lead
ers.
A
ctiv
ities
Sc
hedu
leM
etric
s *C
reat
e an
Age
ncyw
ide
men
torin
g/co
achi
ng/m
obili
ty/ro
tatio
n re
view
and
impl
emen
tatio
n te
am.
May
200
2 Te
am e
stab
lishe
d.
Dev
elop
a g
uide
to in
clud
e a
stra
tegy
, stru
ctur
e an
d co
mm
on la
ngua
ge fo
r usi
ng a
nd
deve
lopi
ng c
oach
ing
and
men
torin
g sk
ills.
Dec
embe
r 20
02
Gui
de d
evel
oped
.
*Con
duct
/com
plet
e st
udy
to e
valu
ate
need
for e
xpan
ded
mob
ility
and
rota
tiona
l ass
ignm
ents
to
exp
and
know
ledg
e an
d ex
perie
nce
of th
e w
orkf
orce
. D
ecem
ber
2002
St
udy
com
plet
e.
Rev
alid
ate
NA
SA le
ader
ship
com
pete
ncie
s and
pro
vide
gui
danc
e to
Cen
ters
on
com
pete
ncie
s ess
entia
l to
effe
ctiv
e N
ASA
lead
ersh
ip.
Win
ter
2002
R
eval
idat
ion
com
plet
e.
Dev
elop
an
asse
ssm
ent p
roce
ss to
eva
luat
e th
e im
pact
of N
ASA
’s c
oach
ing
and
men
torin
g in
vest
men
t ann
ually
on
impr
oved
mis
sion
per
form
ance
and
em
ploy
ee sa
tisfa
ctio
n.
Mar
ch
2003
A
sses
smen
t pro
cess
de
velo
ped.
25
Ass
ess a
nd d
evel
op A
genc
y tra
inin
g pr
ogra
ms a
ligne
d w
ith N
ASA
lead
ersh
ip c
ompe
tenc
ies.
June
200
3 A
sses
smen
t co
mpl
ete.
*E
valu
ate
resu
lts o
f mob
ility
/rota
tion
stud
y an
d pi
lot/i
mpl
emen
t act
ions
to e
xpan
d de
velo
pmen
t act
iviti
es a
s ind
icat
ed b
y st
udy
resu
lts.
Oct
ober
20
03
Eval
uatio
n co
mpl
ete.
Lead
ersh
ip c
orps
serv
es a
s men
tors
and
coa
ches
and
is in
volv
ed in
des
ign,
dev
elop
men
t, an
d co
nduc
t of a
ctiv
ities
for d
evel
opin
g fu
ture
lead
ers.
Win
ter
2003
SE
S in
volv
ed
annu
ally
in
deve
lopm
ent a
ctiv
ity.
Impl
emen
t a tr
aini
ng a
nd e
duca
tion
prog
ram
alig
ned
with
stra
tegi
c pr
iorit
ies b
ased
upo
n tra
inin
g ne
eds.
O
ctob
er
2003
A
genc
y le
vel
prog
ram
s alig
ned.
A
genc
y le
ader
ship
cor
ps e
nsur
es th
at c
andi
date
s for
long
-term
dev
elop
men
tal p
rogr
ams (
i.e.,
Fello
wsh
ip, S
ESC
DP,
and
rota
tiona
l ass
ignm
ents
) are
sele
cted
bas
ed u
pon
dem
onst
ratio
n of
le
ader
ship
com
pete
ncie
s.
Win
ter
2003
and
on
goin
g
Cen
ter p
roce
ss in
pl
ace
for s
elec
tion
of
cand
idat
es a
nd
parti
cipa
nts.
Ensu
re th
at C
ente
rs a
lign
Cen
ter-
spec
ific
lead
ersh
ip tr
aini
ng in
con
sona
nce
with
NA
SA
lead
ersh
ip c
ompe
tenc
ies.
2004
Pr
ogra
ms a
nd
activ
ities
alig
ned.
O
utco
mes
/Res
ults
: ●
The
Age
ncy
will
hav
e th
e rig
ht k
ind
and
num
ber o
f div
erse
lead
ers t
o ac
hiev
e m
issi
on su
cces
s.
● Th
ere
will
be
an in
tegr
ated
, stra
tegi
c pr
oces
s in
plac
e to
dev
elop
NA
SA le
ader
s for
futu
re ro
les a
nd a
ssig
nmen
ts a
cros
s the
Age
ncy.
*
Indi
cate
s an
item
con
tain
ed in
the
Hum
an C
apita
l sec
tion
of th
e N
ASA
PMA
Actio
n Pl
an, d
ated
May
9, 2
002,
neg
otia
ted
with
OM
B an
d O
PM.
SECTION 5. MEASUREMENT AND ASSESSMENT As described in the SHCP, measurement and assessment are essential in aiding the NASA leadership in managing the Agency’s human capital, identifying areas for increased emphasis, and assessing whether existing activities and initiatives are producing the desired results. As the lead at NASA for the President’s Management Agenda initiative for the Strategic Management of Human Capital, the Office of Human Resources and Education will have a key role in establishing human capital policy and program development; developing tools and flexibilities for Center use in recruiting, retaining, and developing the workforce; and measuring the outcomes and results associated with these activities across the Agency. These results will be reported back to management and Agency senior executives for the purposes of better understanding the effects of the human capital activities for which managers are being held accountable. A key element to successful implementation of the SHCP is periodic assessment of Agency progress toward meeting the goals it has set for itself. This can best be achieved via a hierarchy of metrics. At the most basic level, a set of measures and/or an assessment process will be in place to provide insight into the overall “health” of an initiative, function (such as human resources programs and initiatives), or organization. In the case of the SHCIP, these would occur at the improvement initiative or project level. The next higher level will be a smaller set of measures that senior management requires to understand the current state, provide feedback, set goals and make course corrections. The highest level of metrics are those “critical few” that senior management and stakeholders care most about and will be reported to the Agency’s executives for further evaluation and action, as appropriate. These latter metrics, their intent, methodology, and assessment criteria are discussed below. Critical Metrics. Two critical metrics have been identified to help in assessing Agency progress toward achieving its human capital aims. The metrics, described below, can be very powerful in their application due to the fact that each covers a number of goals across a very broad spectrum in a measurable manner. They can also assist management in analyzing root causes of problems and issues.
• Objective 1: Continuous progress in closing gaps in NASA’s critical competencies.
Metric 1: NASA will ensure, on an Agencywide basis, that it closes the gap between the critical competencies it has and those it needs. Ex: Assume desired level of nanotechnology competency, either in terms of Full-Time Equivalents (FTE), Full-Time Permanents (FTP), or other unit is 100. Assume existing level of competency is 80. This represents a gap of 20 (20% in this case). Action is required to close the gap. Source of Data: NASA Competency Management System
28
Method of Measurement: Total strategic competencies needed minus strategic competencies available divided by total strategic competencies (same measure for subset of critical strategic competencies). Frequency of Measurement: Semi-annually A crucial first step in the tracking of this metric is the establishment of a baseline for measurement. This is expected to occur no later than September 30, 2003. The ease with which the Agency is able to assess progress depends in large degree on how quickly NASA is able to put in place an Agencywide Competency Management System and the larger workforce planning and analysis capability, particularly implementation of the core HR module of the IFMP. A more detailed discussion of the phased development of the Agency workforce planning and analysis capability is contained in Action Plan 1 and in the President’s Management Agenda Action Plan for the National Aeronautics and Space Administration1.
Objective 2: Alignment of NASA’s human capital strategy with its mission, goals, and organizational objectives.
For this metric, a baseline must be set and further evaluation will be required. In light of the need to develop a baseline, the human capital survey administered by OPM will serve to establish the baseline. Additional surveys, where the OPM survey may not be complete for the Agency’s needs, will be developed and implemented as required. Metric: On an Agencywide basis, NASA achieves an overall satisfaction level based on survey responses received in the following areas:
a) People have the resources they need to perform their job; b) The performance management system is effective in identifying poor performance
and taking steps to improve performance; c) Awards and recognition programs incentivize and reward the behaviors the
Agency wants to foster; d) The workforce has adequate opportunities for learning and improvement; and e) NASA fosters an environment of inclusiveness.
Source of Data: OPM employee survey and/or other surveys as necessary. Method of Measurement: Assessment of responses received on relevant survey questions. Surveys either in addition to, or in lieu of, the OPM survey will be the method of measurement as required. Frequency of Measurement: Annually
1 The President’s Management Agenda Action Plans for the National Aeronautics and Space Administration, May 2002.
29
As stated earlier, the results of these metrics will serve as guideposts for evaluation of the overall health of our human capital management effort and the metrics may be amended when, and as, necessary. The above two metrics are intended to be integrated into the Agency annual budget and performance planning process. Responsibility for maintaining the metrics, providing tools and technologies to help managers and executives succeed in their human capital management efforts, and reporting progress to senior management will reside with the Headquarters Office of Human Resources and Education (Code F). As reflected in the Roles and Responsibilities table in Section 1, achieving results is the shared responsibility of all organizations at all levels, although ultimately Enterprise and Center managers are accountable for producing the desired human capital results. These metrics cover directly or indirectly Agency progress in addressing all of the areas of concern expressed by internal and external parties regarding the workforce, including:
Identifying and managing competencies needed to carry out the mission and eliminating gaps in mission critical competencies
Succession planning Strategically using existing personnel tools, flexibilities, and technologies Differentiating between high and low performers through appropriate incentives
and awards and merit-based human resources management Appropriate consideration of skill mix, technology, e-government and
competitive sourcing As such, these metrics and results will be monitored, assessed and reported to the Agency’s senior executives, line managers, and employees as appropriate to help ensure accountability and improvement.
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Appendix A Current Activities and Initiatives
Strategic Alignment, Strategic Competencies: NASA Centers are re-establishing recruitment networks and rebuilding the once extensive Co-operative Education Program. In addition, NASA has designed Federal Career Intern Program (FCIP) plans (for recruiting individuals into developmental positions at the GS-5, 7, or 9 levels) that will enhance and provide a flexible and expeditious recruitment process. NASA Centers are also now able to begin repaying student loans to attract or retain employees. The Agency will continue to utilize these programs, the Presidential Management Intern Program, and other student employment programs as tools for entry-level hires. NASA’s automated Staffing and Recruitment System (NASA STARS), a pathfinder project under the Integrated Financial Management Program, was initiated in FY 2001. NASA STARS is a resume management process that uses a computer-assisted rating and referral system, simplifies and expedites hiring, allows applicants to apply on-line, and enables creation of a skills database. The project is now fully implemented and expects to meet or surpass its success criteria, which include significantly reducing hiring time, time expended on staffing functions, and response time to applicants. NASA STARS will enhance NASA’s ability to attract and retain a world-class workforce in a highly competitive job market and allow human resources offices to operate with much greater efficiency. The National Recruitment Initiative, completed in December 2001, focused on developing Agencywide recruitment strategies to attract and hire a highly technical S&E workforce, focusing on “freshouts” to counterbalance the aging of the workforce. Information gathered was used to develop recruitment enhancements. Recruitment tools identified in the study focus on the candidate instead of the hiring process; leverage partnerships and alliances with universities; and coordinate Agencywide recruitment opportunities and outcomes. Many of the tools cited in the study are now being developed/implemented. NASA Centers utilize various hiring authorities that enable them to offer starting salaries above the minimum rate of a grade and can, when appropriate, offer recruitment bonuses. NASA has also used retention allowances, when appropriate, to retain needed talent. NASA’s use of these incentives by the Centers has increased in the recent past – a trend the Agency expects to continue because of an increasingly competitive job market and high cost of living surrounding some NASA Centers. The Agency continues to emphasize quality of work-life initiatives such as alternative work schedules, family-friendly leave programs, part-time employment and job sharing, telecommuting, dependent day care, and employee assistance programs. Strategic Competencies, Learning, Leadership: The largest area of new FY 2001 investments in employee development went toward creating and implementing additional on-line capabilities in order to provide employees with desktop-based development
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opportunities. Products included: the creation of 11 new on-line courses on NASA’s Site for Online Learning and Resources (SOLAR), the development of an interactive Project Management simulation based on the first of the Faster, Better, Cheaper missions (Mars Pathfinder), and the initiation of an on-line journal (Academy Sharing Knowledge) which shares lessons in Project Management learned by NASA practitioners. Additional resources have been devoted to the development of new engineering courses (Concurrent Design Exercises, Comprehensive Systems Skills Initiative, NASA Engineering Training (NET) Design Exercise, and Mastering Process Improvement). The NASA fellowship program was also redesigned to assure that programs more closely align with NASA strategic plans to further strategic objectives and to assure that development experiences are leveraged on re-entry into the workplace. Further, NASA has updated its leadership model, which is linked to NASA’s Strategic Plan and defines skill requirements for team leaders through senior executives, and has designed several new offerings. The new Global Leadership program provides an international perspective and skills for NASA management in an increasingly global environment. Partnerships with academia have been established to provide fellowships in leadership and project management development. These include a partnership with the Massachusetts Institute of Technology in Project Management and another with the University of Virginia Darden Business School to develop a Business Education Program. Other long-term developmental processes are in place at both the Center and the Agency levels. These include the Senior Executive Service Candidate Development Program (SESCDP) and the Professional Development Program (PDP). The NASA SESCDP offers individuals a structured approach to preparing for recurring openings in the SES. Designed to meet NASA's projected needs and management values, the program provides a series of intensive developmental experiences for people who are judged to have high potential for assuming executive responsibilities. The PDP is designed to broaden the participants' knowledge and understanding of the Agency through a combination of expanded work experiences and formal training. Participants in this program identify a developmental work assignment away from their home Center. Benefits include learning new job skills, being exposed to new areas of NASA and senior NASA officials, and participating in a variety of developmental activities. Strategic Competencies: The Agency has taken some preliminary steps to address the problem of a depleted “pipeline” of talent. Education programs must address the wide range of colleges, universities and other organizations that develop our Nation’s next generation of scientists, engineers, mathematicians, and business leaders.
The Undergraduate Student Research Program is an Agencywide program designed to extend and strengthen NASA’s commitment to educational excellence and university research, and to highlight the crucial need to increase the Nation’s undergraduate and graduate science, engineering, mathematics, and technology skill bases. The pilot phase
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began in FY 2001 with 107 students (55 male/52 female; 41 percent minority representation) representing 29 states plus Puerto Rico and 70 institutions.
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APPENDIX B Menu of Possible Human Capital Legislative Options
Enhancements to the Intergovernmental Personnel Act Mobility Program
• Authorizes NASA Administrator to approve IPA assignments for a period up to 6 years. (Currently, assignments are limited to a total of 4 years).
• Requires IPA detailees to submit the same financial disclosure reports required of NASA civil servants in equivalent positions.
• Benefits: Although the need for an assignment beyond 4 years would be rare, there may be instances in which a participant’s involvement in a complex program or project beyond 4 years would be desirable. Requiring financial disclosure reports will help the Agency avoid conflict of interest situations.
NASA/Industry Exchange Program
• Establishes authority to assign personnel between NASA and the private sector under provisions similar to the current Intergovernmental Personnel Act program (The current IPA authority excludes profit-making private sector enterprises from participating in such assignments.).
• Provisions are modeled after the IPA authority. • Private sector employees are required to file financial disclosure reports
regardless of the position to which detailed/appointed. • Benefits: Such assignments expand the knowledge base of participants, infuse
participating entities with new ideas and perspectives; improve technology transfer, sustain lines of communication between NASA and industry.
Establishment of a NASA Science and Technology Scholarship Program
• Allows NASA to provide scholarships to undergraduate or graduate students in exchange for a year-for-year service requirement upon graduation.
• Scholarships are limited to U.S. citizens who are full-time students in an academic program leading to a degree in a discipline area needed by NASA. Federal employees are excluded from eligibility. Scholarships may not be received for more than 4 academic years.
• Graduates are appointed under a Schedule A excepted service authority that cannot exceed 4 years.
• Benefits: Provides an incentive for students to pursue careers in disciplines needed by NASA; enables NASA to compete with the private sector and other Federal agencies for science and engineering talent; provides a source of candidates to replenish the anticipated attrition NASA faces over the next five years as a significant percentage of the workforce reaches retirement eligibility.
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Expanded Use of Term Appointments
• Permits term appointments for up to 6 years (rather than 4), which is better suited for an Agency with R&D projects of extended duration.
• Permits non-competitive conversion of a term employee to a permanent position within the competitive service under specific conditions (e.g., the original recruitment notice must have indicated the potential for conversion to permanent).
• Benefits: Avoids the unnecessary work and time involved in conducting duplicative competitive recruitment processes; the possibility of conversion to permanent, when announced at initial recruitment, may attract more high quality applicants; appointments of 6-year duration are better suited for the nature of programs/projects within NASA.
Recruitment and Relocation Bonus
• Permits NASA to pay recruitment or relocation bonuses up to 50% of the annual adjusted rate of basic pay, including a locality payment (existing statute limits such payments to 25% of basic pay, excluding locality).
• Bonuses may be paid in a lump sum or in installments, or a combination. • Payment of this benefit is at the option of the Agency. • Benefits: Significant recruitment incentive; allows NASA to compete more
successfully with the private sector for scarce talent. Retention Bonus
• Permits NASA to pay retention bonus up to 50% of the annual adjusted rate of basic pay, including locality payment (existing statute limits retention allowance to 25% of basic pay, excluding locality pay).
• Bonus may be paid to an Agency employee who is likely to leave to accept a position in another Federal agency if employee has mission-critical skills.
• Bonus may be paid in a lump sum, installments, or a combination. • Payment of this benefit is at the option of the Agency. • Benefits: Significant recruitment incentive; allows NASA to compete more
successfully with the private sector for scarce talent. Critical Pay Authority
• Delegates authority to Administrator to fix pay for critical positions (General Schedule (GS), Senior Executive Service (SES), Scientific and Technical (ST), Senior Level (SL), NASA Excepted Service (NEX), or expert/consultant) at a level equivalent to that of the Vice-President.
• Up to 10 employees may be paid under this authority at any time.
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• Authority expires after 10 years. • Authority limited to instances in which a position requires an extremely high
level of expertise in a scientific, technical, professional, or administrative field; the position is mission-critical; and the critical pay is needed to recruit or retain an exceptionally well-qualified individual.
• Benefits: Allows NASA to attract world-class individuals to critical positions. Streamlined Demonstration Project Authority
• Authorizes NASA to request an implement a demonstration project, subject to OPM approval, following a streamlined process.
• No limitation on the number of employees that would be covered by project. • No requirement for public hearing; shortens advance notification requirement
from 180 days to 30 days; requires 1, rather than 2, Federal Register Notices • No changes to current requirements pertaining to union consultation or list of
provisions that cannot be waived under a demonstration project. • Establishes a streamlined process to convert a successful demonstration
project to an Alternative Personnel System. • Benefit: Provides NASA with a means of implementing and testing new
human resources flexibilities that eliminates the current cumbersome and lengthy approval/implementation processes.
Temporary SES Appointment and Bonus Authority
• Permits limited term SES appointment to career reserved positions, for up to 10% of NASA’s SES allocation.
• Appointments may be up to 4 years (with 2-year extension) for temporary duties and up to 12 months (with one 12-month extension) for duties that are continuing.
• OPM approval not required if appointing a NASA career or career conditional employee to the position.
• Extends eligibility for bonuses to limited term appointees, but not rank awards.
• Benefits: Simplifies the SES limited appointment authority to better meet short-term staffing needs. Permits limited term appointees to be rewarded in the same fashion as career SES employees.
Distinguished Scholar Appointment Authority
• Provides an appointment authority for professional and scientific positions with a positive education requirement, at grades GS-7 through GS-12, similar to the concept of the Outstanding Scholar authority, in which advanced-
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degreed graduates who met specified academic criteria may be appointed directly to scientific and technical positions.
• Public notice is required, and veterans preference applies. • Traditional rating/ranking methodologies favor individuals with experience as
opposed to individuals who have impressive academic accomplishments; this appointment authority offsets that bias.
• Benefits: Streamlines the recruitment process and enables management to target recruitment toward advanced-degree candidates who lack work experience.
Travel, Transportation, and Relocation Expenses for New Hires
• Permits NASA to extend the same travel, transportation, and relocation benefits to new appointees and reinstatement eligibles as are accorded to current Government employees who relocate.
• Payment of this benefit is at the option of the Agency. • Benefits: Significant recruitment incentive; allows NASA to compete more
successfully with the private sector for scarce talent. Excepted Service Hiring Authority for Aerospace Technology Positions
• Establishes Excepted Service appointment authority for core Aerospace Technology positions at grades GS-11 through GS-15.
• Recruitment process follows OPM’s hiring and selection rules for excepted service positions; veterans preference rules still apply.
• Selectees serve under a Schedule A appointing authority; after 2 years of successful performance they are eligible for conversion to career, career-conditional, or term appointment. If not converted within 120 days after completing the 2-year appointment, they are terminated.
• Benefits: Streamlines the hiring process for core engineering and scientist positions since recruitment may be targeted, public notice is not required, and rating process is more flexible than the normal competitive examining process.
Simplified Candidate Evaluation
• In connection with delegated examining recruitment, revises the concept of “rule of three” to “rule of 15” (or alternative concept, depending on the position to be filled as recommended by Merit Systems Protection Board).
• In the event that all candidates within the prescribed number are preference eligibles or none have preference, all may be referred for selection without further rating and ranking.
• Benefits: Provides greater choices to managers in making selections since they are not limited to three choices; reduces workload associated with evaluating job applicants; allows for more expeditious job offers to made since the rating process is less burdensome.
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Targeted Areas of Consideration
• Permits the area of consideration for competitive announcements to be limited to an area less than nationwide if there is evidence that an adequate pool of well-qualified candidates is available within the specified region.
• This recognizes the fact that it is unrealistic to expect managers to interview and/or pay relocation expenses for geographically dispersed applicants if there are sufficient well-qualified individuals in the local area. Announcing such positions “nationwide” is an unnecessary burden and gives false hope to many applicants.
• Benefits: Allows recruitment efforts to target the appropriate labor markets; for positions that are not hard-to-fill.
Housing Allowance
• Authorizes payment of housing allowances to newly hired employees to offset the cost of local housing when certain conditions are met.
• Such payments are authorized when the median cost of housing in the local commuting area exceeds the national average by 25% or more and a determination is made that without such an allowance, the agency will have difficulty in filling the position.
• The allowance may be paid for up to 12 months following appointment and may not exceed 10% of the employees’ basic pay or 25% of the basic rental/mortgage payment (whichever is less).
• Benefits: Significant recruitment incentive for Centers located in high-cost areas; allows NASA to compete with the private sector in those areas.
Broad-banding
• Establishes a broad banding structure to reduce the 15 General Schedule grade levels, Senior Level, and Scientific & Technical pay levels into several pay bands within separate career paths.
• The career paths correspond to broad occupational categories (scientific/engineering; administrative, technical, general support).
• Career progression between the pay levels occurs by promotion, but pay progression within levels – which comprise multiple GS grades – occurs through incentive pay.
• Benefits: The current General Schedule classification system of 15 grades and 10 levels within each grade is cumbersome. A broad-banding system provides pay setting flexibilities and allows exceptional employees to advance in pay as a result of performance excellence.
Superior Qualifications Pay Authority
• Step toward pay-banding – flexibility in setting pay based on qualifications.
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• Based on advanced-in-hire/superior qualifications appointment authority. • Using same criteria (qualifications, difficulty in filling job), set pay on internal
placement actions, i.e., reassignments, promotions, and change to lower grade • Up to 2 steps above what otherwise allowed. • Limits:
o Not more than once in 3 years o Considering: limit to 1 extra step for promotion o Plan to OPM for approval
• Benefit: Expands the concept of a superior qualifications appointment so that NASA can provide an appropriate incentive to attract exceptional candidates to the Agency or to move a NASA employee to another position for which the individual has superior qualifications or the Agency has a special need.
Enhanced Annual Leave for New Hires
• Enhances annual leave accrual and credit for new hires by crediting work experience in the private sector as Federal service, provided the work was directly related to the job for which hired.
• Benefit is restricted to newly appointed employees (including reinstatements) and conversions from certain temporary and student appointments.
• SES/ST/S will accrue annual leave at 8 hours per pay period. • Benefit: This would allow NASA to offer mid- and senior-level career
employees with a more generous annual leave benefit that is commensurate with a leave benefit to which they have been accustomed. Benefit is competitive with what the private sector may offer individuals at that level.
Portability of Benefits
• Establishes provisions to minimize the adverse effects that privatization may have on NASA civil servants affected by the transfer of government work to the private sector.
• The special benefits provisions will apply not only to employees directly affected by the transfer, but those who volunteer to transfer in place of the directly-affected employee.
• Employees will be permitted to o Retain existing retirement/TSP/FEHB/FEGLI coverage or transfer to
the new employer’s plans; o If retaining CSRS/FERS, transferred employee will be credited with
accumulated sick leave o Be reimbursed for travel, transportation, relocation costs
• Benefits: Provides maximum “soft landing” to affected NASA employees; facilitates success of a Non-Government Organization (NGO), for example, by making it worthwhile for the NASA employee to transfer; minimizes adverse effect on NASA civil servants by allowing for a non-affected employee to “swap” places with an affected employee.
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Payment of Retraining Expenses for Employees Involuntarily Separated
• Authorizes NASA to approve retraining incentive payments to private sector employers to encourage those employers to hire, train, and retain NASA employees involuntarily separated by reduction in force or failure to relocate in connection with a transfer of function.
• Limited to NASA employees serving on appointments without time limitation and who are not reemployed annuitants.
• Authorizes a retraining incentive payment to an employer who employees the former NASA employee for a continuous period of no less than one year at a salary mutually agreeable to the employer and the displaced employee.
• The amount of the incentive shall be the lesser of (1) the amount equal to the cost incurred by the employer for any necessary training or (2) $10,000.
• Benefits: Provides a means to minimize the adverse affects of involuntary separations.
Authority to Approve Waiver of Reduction of Annuity when Reemploying Civil Servants
• Grants the Administrator the authority to waive the salary offset when reemploying a civil service annuitant (currently, OPM retains the authority to approve requests for waivers).
• Guidelines for implementing this authority must be established. • Benefits: This will address, to some degree, the significant loss of institutional
knowledge NASA suffered over the prolonged period of downsizing. Retirees with critical knowledge and skills may be enticed to return to the Agency for short periods to continue mission-critical work and to mentor new employees.
Authority to Extend Buyout
• Grants the Administrator the authority to provide buyouts for restructuring purposes (with no link to FTE reduction).
• Authorizes Administrator to increase buyout amount to 50% of employee’s salary for critical restructuring needs, based on criteria specified in Agency plan. Limited to 10 per year. Plan must be approved by OMB.
• Benefits: Provides a means to minimize the adverse affects of involuntary separations.
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