Beruflich Dokumente
Kultur Dokumente
Submitted a workforce
analysis, as well as individual funded projects’ performance and
agency restructuring plans, will evaluate new funding requests.
to OMB in August 2001. DOL will consider both DOL-wide
and individual agency funding
▲
7.
Workforce Planning and
Human
▲
Closed more than a dozen
Deployment underutilized offices or
Progress
Restructuring
one-person duty stations.
Capital
▲
Consolidated field office
DOL has made progress in
delayering and restructuring its
locations, often co-locating
staff in Federal buildings.
Standard
organization. For example, DOL
has accomplished the following:
▲
Workforce
Consolidated its public We are
affairs function.
▲
Planning
more focused on the and placing employees in posi-
and we
customer. (The DOL tions for which they are qualified. leverage
restructuring plan outlines
e-Government e-Government
these initiatives.)
DOL strongly supports e-Government
initiatives, and has demonstrated and
▲
and
6.6 in FY 2002. DOL agencies partnering with other Federal
adopted various strategies agencies to reduce costs on
for reducing the number of human capital e-Government
supervisors, including projects. DOL has used technology
Deployment
converting supervisors to to improve human resources
team leaders, consolidating processes in the following ways:
regions, and eliminating
▲
Launched WebPARS, a
duplicative positions.
system that enables
managers to electronically
In FY 2003, DOL prepared an
initiate and complete
updated restructuring and
personnel actions from their
delayering plan. This plan focuses
own desktops.
on DOL’s remaining restructuring
needs and leverages opportunities
▲
Implemented an analytical
to streamline as turnover occurs
reporting tool that allows
and workloads change.
DOL to produce timely,
DOL has made substantial progress accurate and relevant
through the following actions: human resource information
for a wide variety of
▲
8.
Our Human Capital Standards
for Success and Strategic Initiatives
that help them develop
▲
Where practicable, co-locate DOL will use electronic EHRI
workforce plans. all DOL offices at the same analytical reporting tools to
geographic location. (For acquire improved human
▲
▲
initiatives outlined in the employees currently occupy- DOL will deploy an electronic
PMA; and ing obsolete clerical/ recruitment tool that
technical positions.) seamlessly integrates with
the recruitment one-stop
▲
9.
Leadership and DOL launched a second DOL-
Knowledge wide SES candidate program.
Twenty-seven candidates
Human
Management participated in the second
program, and will begin obtaining
Capital
Progress
Succession Planning
certification in October 2003.
Standard
The MDP
Due to the demographics of its DOL created the Management
Leadership
workforce, DOL needs a strategic Development Program for mid- Our leaders
approach to succession planning, level employees (GS 12/13/14) to and managers
particularly in management ensure it will have leaders with
positions. Current estimates management skills necessary for effectively
indicate that 64 percent of DOL’s the 21st Century workforce.
Senior Executive Service and 54 DOL piloted the MDP successfully manage
percent of supervisory/managerial in FY 2001. Of the eight people, ensure
staff in GS grades 13-15 will be participants that completed the
eligible to retire in the next five pilot program, six have been continuity o f
years. In response, DOL promoted. DOL expanded the
launched three programs: the MDP DOL-wide in FY 2003, with leadership,
and
SES Candidate Development forty participants selected from and sustain
Program, the Management seven DOL agencies.
Development Program (MDP), a learning
and the MBA Fellows Program. The MBA Program
Knowledge
During early FY 2002, DOL began environment
All DOL succession planning developing a more business-like that drives
programs included the following management approach. Prior to
elements: that time, less than one percent continuous
of DOL’s employees possessed
improvement in
▲
Management
self an MBA, DOL embarked on
▲
10.
Our Human Capital Standards
for Success and Strategic Initiatives
In FY 2003, DOL hired thirty mentors to employees at grades DOL will initiate new SES
MBA Fellows. These Fellows 11, 12, and 13. Mentoring pairs Candidate and MDP classes every
currently are working throughout are trained in establishing effective three years, setting the number
DOL on projects such as building mentoring relationships. of class participants to ensure that
partnerships with private sector the pool of graduates is sufficient
businesses and implementing DOL piloted its first mentoring to meet projected demand created
the PMA. In addition, the program in 2001. In May 2003, by management turnover.
Fellows are identifying barriers at the Asian Pacific American
to organizational effectiveness Career Development Summit, C.2 We will continue the MBA
in DOL components and Secretary Chao launched the Fellows Program.
representing DOL at current DOL-wide mentoring
intergovernmental meetings. program. In 2003, DOL had a DOL will establish new MBA
total of 118 mentoring pairs. Fellows classes annually, so long
In addition to the MBA Fellows as the need persists, and will
program, DOL has targeted DOL’s other current knowledge design class sizes to meet the
outreach toward hiring mid-level management initiatives include demand for business skills.
MBAs. For example, Secretary the following:
Chao sent a letter to MBA alumni C.3 We will continue the
organizations encouraging mentoring program.
▲
potential loss of institutional The DOL Employee will be an online reference tool
knowledge. “Knowledge Handbook -- an online tool for managers. Users will be able
management” is DOL’s strategy to help employees learn to access frequently asked
to preserve institutional about benefits, rights, and questions and current topics in
knowledge and to get the right responsibilities as DOL people and operations
knowledge to the right people employees. The Handbook is management, covering areas
at the right time. DOL intends a web-based tool updated as diverse as timesheet entry
to help people share information with the latest changes and and sexual harassment.
and put it into action in ways information.
that improve organizational C.5 We will pilot the use of
▲
11.
Results-Oriented cycle, performance goals, and
Performance Culture managerial competencies provide
for leadership accountability to
Human
Progress ensure a results-oriented and
high-performing workforce. Capital
Diversity DOL has improved its awards
Results-Oriented
increase its workforce diversity has increased the bonus pool for We have a
over the past several years. As a SES and Senior Level executives
result, DOL exceeds most meas- three times. In addition, in FY
diverse,
ures of diversity, when compared 2003, DOL increased the bonus results-
to Federal government averages. pool for other DOL employees for
(See Chart 1.) DOL is increasing the first time since 1984. oriented, high
representation of Hispanics, Asian
Americans/ Pacific Islanders, and Strategic Initiatives performance
women, and removing pockets of workforce,
under-representation in D.1 We will increase diversity
management and mission-critical DOL-wide and increase specific and have a
occupations. DOL evaluates and representation in management
identifies under-representation in performance
and mission-critical occupations.
mission-critical occupations on an management
annual basis. DOL will take the following
actions to accomplish this goal: system
To increase diversity, DOL actively
Performance
recruits at colleges and universities. that
▲
12.
Our Human Capital Standards
for Success and Strategic Initiatives
D.2 We will link performance D.3 We will improve our
management systems to performance management
programmatic performance and awards programs.
goals.
DOL will monitor and produce
Already, DOL has placed all an annual report on its use of
managers on performance plans awards. This report will be
that include both basic useful to ensure maximum use
management competencies and of awards pools.
performance goals tied to DOL’s
organizational goals.
13.
Talent Competency Models
Human
DOL has developed competency
Progress
models that contain the general
and technical competencies
Capital
Historically, DOL focused on
traditional knowledge, skills and
required at various proficiency
levels (entry, journey, senior and
Standard
abilities (KSAs). These KSAs expert). These competency
often did not adequately models identify and define a
Talent
differentiate superior performers
We have
particular competency, and, for
from average performers. each competency, set forth the closed most
following:
“Competencies” address the mission-
total person. By using
▲
competency-based HR tools,
Benchmarks (standards by critical
which work is measured at
DOL will improve productivity skills,
each proficiency level);
and effectiveness in its human
resources management practices. knowledge,
▲
14.
Our Human Capital Standards
for Success and Strategic Initiatives
15.
Accountability use the DOL agencies’ human
capital scorecards semi-annually Human
Progress to measure progress toward
meeting the PMA. Capital
In conjunction with OPM, DOL
conducts regular accountability
F.2 We will share best
practices across DOL, working
Standard
reviews of its human resources
together to resolve scorecard
programs. In addition, DOL
and other issues.
Accountablity
developed PMA scorecards, Our human
modeled on the OMB-PMA
scorecard, for each DOL agency.
DOL’s human resources offices capital
collaborate on developing best
Semi-annually, DOL evaluates decisions
practices and other methods for
each major DOL agency on its
improving DOL-wide are guided
progress against the objectives
performance on human capital
of the PMA, including human
capital management.
issues. DOL shares best by a
practices, identified through
the agency scorecard reviews,
data-driven,
DOL’s Human Capital Strategic
among its agencies. results-
Plan includes an HR metrics
system that provides high-level
measurements to evaluate the
F.3 We will administer the oriented
Federal Human Capital Survey
effectiveness of HR services. The planning
(FHCS).
Addendum summarizes these
metrics. and
DOL administers the FHCS
Through this DOL-wide Strategic
biennially, and will provide key accountability
metrics for evaluating human
Plan and a common metrics system, system.
capital management at DOL.
DOL will maintain accountability
for all its HR programs and
human resource offices.
Strategic Initiatives
16.