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Section 4

Our Human Capital Standards


for Success and Strategic Initiatives
Strategic Initiatives
Human Strategic Alignment
Progress
A.1 We will develop and
Capital In FY 2001, DOL began a
coordinated workforce analysis
regularly update the Human
Capital Strategic Plan to support
our business goals and strategies.
Standard and planning effort. Under this
program, DOL accomplished the
DOL’s Human Capital Strategic
following major initiatives:
Plan provides a framework for a
Strategic

DOL-wide approach to meeting



Our human Established the Management
Review Board (MRB) in July human capital challenges. The
capital 2001. The MRB meets Plan brings together, in one
strategy is monthly to coordinate document, strategic initiatives to
action on management meet the challenges presented
aligned with issues and oversee PMA by increasing retirement rates,
progress. The MRB reviews, loss of institutional knowledge,
our mission, among other things, human and changing skill requirements.
goals, and capital initiatives so
DOL’s Plan includes an action
Alignment

that it can coordinate


organizational plan setting forth accountability
DOL-wide action on these
criteria, timeframes, and
initiatives.
objectives, milestones, as well as a metrics
plan incorporating specific

Launched a new performance


and integrated management system in August success measures. DOL will
into our 2001, focusing on results. update these plans annually to
keep abreast of progress and

strategic Created a “management changing business needs.


cross-cut” fund in the FY
plans, 2003 budget. This fund In order to promote a common
supports coordinated framework for human capital
performance initiatives in furtherance of initiatives within DOL’s agencies,
plans, and the PMA’s human capital DOL will distribute the Strategic
objectives. To date, this Plan and updates to all managers.
budgets. fund has supported succession
planning programs and A.2 We will maintain DOL-
development of competency wide support for human capital
models for mission-critical initiatives through a management
positions. cross-cut budget initiative.

In future budgets, DOL intends to


Included human capital


goals in its annual GPRA include a management cross-cut
plans since FY 2001. budget to support human capital
initiatives in furtherance of the
PMA. Annually, DOL will review

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

Developed agency requests. The extent to which a


“scorecards” in 2002 to track project can be transferred across
PMA progress. The individual the Department will be a key
agency scorecards are modeled factor in selecting projects for
after the OMB scorecard. 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.

Streamlined operations and citizen-


moved processes closer to To facilitate restructuring, includ-
the customer. For example, ing needs created by competitive centered,
DOL reduced the number of sourcing initiatives, DOL estab-
regions and offices, lished a Career Transition Assis-
delayered
consolidated functions, tance and Placement Program. and mission-
eliminated duplicative This DOL-wide program establish-
management positions, and es policy and procedures for focused,
improved processes to be retraining employees in new skills

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

Reduced the number of


supervisors by 10.5 percent results using technology to trans-
form its human resources servic- competitive
since FY 1996, increasing the
supervisory ratio from 5.5 to es. DOL also supports sourcing.

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

Combined divisions and customers. For example,


redirected supervisory DOL now provides agency
positions to front-line heads regular “at-a-glance”
activities. reports about their workforce-

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

Implemented PeopleTime, example, by FY 2005 six capital forecasting capability


an integrated commercial agencies in Jacksonville, and enhance its workforce
off-the-shelf (COTS) payroll Florida, will share common planning efforts.
and time and attendance space.)
system. B.4 We will implement DOL-
wide e-Government initiatives
▲ Re-deploy positions no
to manage our human capital

Populated successfully OPM's longer needed due to


e-Clearance System, one of technology. (For example, strategically.
the 24 e-Government by 2007 BLS will re-deploy


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

Partnered with OPM on four


initiative, accepts on-line

human capital-related Further reduce the number


e-Government initiatives: of small offices. (For example, applications, automates
recruitment one-stop, as of FY 2003, ESA closed 15 rating and ranking of
e-Training, e-Payroll, underutilized one-person candidates, and produces
and Enterprise Human duty stations.) electronic certificates to
Resource Integration (EHRI). managers.
B.2 We will issue additional
guidance to managers to help ▲ DOL will incorporate an
Strategic Initiatives them respond to personnel automated classification tool
changes caused by competitive that works with the
B.1 We will complete sourcing and restructuring electronic recruitment tool.
five-year restructuring and initiatives.
consolidation initiatives.

DOL will continue to partner


In FY 2004, DOL will provide with OPM on four
DOL’s restructuring plan includes guidance to all managers about e-Government initiatives:
action milestones, as well as implementing the Career recruitment one-stop,
commitments to continue Transition Assistance and e-Training, e-Payroll and EHRI.
restructuring and delayering as Placement Program.
opportunities and changing

B.3 We will enhance DOL’s DOL will continue to develop


work needs allow. DOL will
workforce planning and analysis RegionNet, its consolidated
update and evaluate the
capability. regional intranet website, to
restructuring plan semi-annually
disseminate information
as part of its agency scorecard
efficiently to DOL
reviews.

DOL will create an electronic employees.


human capital information
DOL plans to restructure as follows: source (“dashboard”) to
enable managers to access

Further streamline and and use current DOL


consolidate regional workforce data, in areas
structures. (For example, by such as diversity, retirement
2005 ETA plans to consolidate eligibility, performance
ten regions into six.) appraisal results and awards.

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

Training to develop executive graduate degrees in business-


core qualifications (ECQs); related fields, and few of these performance.
employees were in management

Individual mentoring; positions. Under the leadership


of Secretary Elaine L. Chao, her-

Rotational assignments; and

Management
self an MBA, DOL embarked on

Developmental plans. an initiative to recruit individuals


possessing marketing, quantita-
The SES Program tive analysis, and strategic think-
DOL created its first SES ing skills, and train them in DOL’s
Candidate Development many worker protection, compen-
Program in FY 1999. All but one sation, and employment programs.
(96 percent) of the first class of
twenty-three SES candidates DOL designed the MBA Fellows
received SES certification. program to attract and retain
Fifteen were selected for SES employees with business skills.
positions and the other seven Secretary Chao launched this
are eligible for appointment. program in June 2002. DOL
Because most participants in that hires MBAs under the career
first class were placed successfully, intern hiring flexibility, and also
and DOL projects continued SES uses other pay flexibilities, such
retirements, in September 2002 as recruitment bonuses.

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.

The LaborNet Advisor -- an


applications from their members. interactive system that
Further, DOL markets to well- provides information for DOL will continue to establish
known MBA business associations employees about their new mentoring groups annually
and publications. benefits as Federal employees. and recruit more participants
The Advisor now contains a DOL-wide.
Knowledge Management leave benefits component,
and DOL is expanding the C.4 We will launch the “DOL
The rising retirement rate for Advisor to include all benefits. Supervisor’s Toolbox.”
DOL employees, and managers
in particular, is leading to a The DOL Supervisor’s Toolbox

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

performance. A competency initiative to exit and entrance surveys.


close skill gaps in mission-
As one important way to manage critical occupations (see Exit and entrance surveys, for
institutional knowledge and “Talent,” p. 14). departing and new employees,
encourage succession planning, respectively, have been shown
DOL created the Mentoring Strategic Initiatives to be a useful tool to assist in
Program. The Mentoring knowledge management. DOL
Program is an opportunity for C.1 We will maintain SES plans to conduct pilots of such
employees to participate in a and mid-level management surveys during FY 2004.
12-month, structured mentoring development and training
relationship. Employees at programs based on succession
grades GS-13 and higher serve as planning needs.

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

DOL has a structured outreach


program to recognize more Standard
significantly excellent performance.
program that has helped For example, since FY 2001, DOL

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

DOL also recruits at national job Actively recruit at colleges


and universities with diverse effectively
fairs and conferences, as they
typically attract large numbers student populations, including differentiates
of individuals from targeted Historically Black Colleges
populations. Further, DOL works and Universities, Tribal between high
with special emphasis groups, Colleges and Universities,
Hispanic Serving Institutions, and low
and sponsors or participates in
forums, conferences and summits women’s institutions, and performance,
designed to promote diversity. Asian organizations;
For example, Secretary Chao and links

sponsored two government-wide Develop additional marketing individual/ Culture


Asian Pacific American Career and recruitment materials
Development Summits. with broad appeal (for team/unit
example, DOL will publish
Performance Culture materials in Spanish); and performance to
organizational
DOL aligned all employees’ per-

Continue to sponsor forums,


formance rating cycles to coin- conferences and summits goals and
cide with the fiscal year, begin- aimed at targeted groups.
ning October 1, 2003. This desired
facilitates cascading to employees results.
at all levels the performance
goals from strategic and annual
performance plans. The common

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.

To ensure the goals in managers’


performance plans are cascaded
down to non-supervisory
employees, DOL will provide
guidance to supervisors at the
beginning of each appraisal
cycle.

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,

DOL has launched a competency Selection indicators; and


initiative that focuses on the
and

following: Developmental indicators. competency


gaps/

Selection: DOL is developing As of September 30, 2003, DOL


and using behavioral interview had competency models in place deficiencies,
questions to help supervisors for all mission-critical occupa-
focus on critical factors that tions. DOL is developing an and have
distinguish superior online competency assessment
performers from average tool to facilitate use of these made
performers. In this way, competency models. meaningful
DOL is matching more
precisely the person selected Strategic Initiatives progress
with the job.
toward
E.1 We will use competency

Training and development: models for a competency-based closing


DOL is identifying training approach to training,
and development activities recruitment and selection. all gaps.
to enhance specific desired
competencies. By focusing DOL is launching an online
development resources on competency assessment tool in
particular competencies, FY 2004. This tool allows skills
DOL is encouraging superior assessments by employees and
performance and maximizing their supervisors, identifies
return on investment. development needs, and links
to relevant training programs.

Workforce planning: DOL The tool also includes structured


is assessing employees’ interview questions that can be
competencies and comparing used with an online recruitment
them with the competency system.
levels needed. This enables
DOL to measure and
close competency gaps at all
staff levels.

14.
Our Human Capital Standards
for Success and Strategic Initiatives

E.2 We will launch an online E.3 We will expand our talent


guide for HR practitioners and pool by strategically using HR
supervisors. flexibilities and special hiring
authorities.
Early in FY 2004, DOL will
provide to managers and human DOL is promoting and using
resources practitioners an online special hiring authorities and
guide for the competency models programs designed to bring new
and the online competency people into the government,
assessment tool. DOL also will including the career intern
provide additional training. program, bilingual hiring
authority to meet mission needs,
various student authorities (such
as the Student Career
Employment Program), and pay
flexibilities (such as recruitment
bonuses). DOL is promoting
these flexibilities at various
special events throughout the
year, and is tracking use of these
flexibilities through
administrative systems.

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

F.1 We will improve our


accountability system by using
a metrics plan, accountability
reviews, and methods for
measuring progress.

The HR metrics plan includes (1)


a list of the high-level metrics
DOL will use to evaluate success
on each of OPM’s Human Capital
Standards for Success, (2) strategies
required to implement those
metrics, and (3) development of
web-based reporting tools that
will provide managers with
regular access to the metrics. In
addition, DOL will continue to

16.

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