Building Stronger Leadership

1
Building Stronger Leadership
Managerial Workforce Planning
Supervisory Skills Training May 2005
2
Objectives

• MWP Background
• Managerial Success Profile (MSP)
• MWP Policy Build Strong Management
• Recruiting/Selecting
• Training Development
• Performance Management
• FY-05 Implementation We Can

3
Key Policy Provisions

• Corporate competencies - Managerial Success
  Profile
• Standard selection factors
• Mandatory corporate training for newly selected
  front line, middle, and senior managers
• Corporate standards for probationary period
• Development plans for all incumbent managers
• New performance management standards

4
FAAs Leadership Challenge

• 54 of senior managers and 35 of front line
  supervisors approaching retirement
• Inconsistent managerial selection factors
• Minimal attention to probationary period
• No mandatory training requirements
• No requirements for maintaining or developing new
  managerial skills

5
FAA Flight Plan Initiative

• 2004 Put in place a Management Workforce
  Planning and Development Program.
• 2005 Establish and implement corporate
  supervisory training programs in the areas of
  core human resources and leadership disciplines.
• Develop and implement new selection procedures
  and probationary periods for new supervisors and
  managers.

6

Corporate-wide Focus

• Cross-organizational MWP Steering Committee
  recommended an agency-wide selection, training,
  and appraisal system
• Strong consensus for corporate foundation and
  revamped, mandatory training at CMEL
• Tiger Teams develop curriculum requirements for
  new training

7
MWP Steering Committee
ACR Myrna Rivera (ACR-6) AHR Darlene
Freeman (CLO) AIO Barbara Brown (AIO-3) ARC
Bill Traylor (AMA-1) ARP Ben DeLeon (APP-2)
ASH Tom Ryan (AHS-1) AST George Nield
(AST-2) ATO Lauraline Gregory (ATO-A) ATO
Jack Nager (ATO-W) AVS Marty Ingram (AEA-201)
8
Best Practice Systems Approach
Selection

Managerial Success Profile
Performance Management
Training
Probationary Period
9
MWP Policy Changes

• FAA Managerial Success Profile provides
  foundation for selection, development,
  performance appraisal, and probation period.
  Continuous with Executive and Employee Success
  Profiles. One, corporate model with provisions
  for LOB/SO augmentation.
• Standard leadership selection factors drawn from
  Managerial Success Profile accorded a minimum of
  50. LOB/SOs may add technical factors.
• Mandatory training new frontline, middle, and
  senior managers
• Mandatory development plans for all incumbents
• Use Managerial Success Profile to organize PMS
  expectations
• Required training and coaching
• Formal certification process for close out

Competency Model Selection Training PMS Proba
tion Period
10
Supervisors or Managers?

• 3 levels of manager responsibility
• Frontline
• Middle
• Senior
• All levels have managerial and supervisory roles
• Intention is to build unity, confidence,
  competence across the FAAs entire management
  team
• Job titles may still include Supervisory

11
Managerial Success Profile

• Dimensions define expectations of FAA managers at
  all levels
• Achieving Results
• Leading People
• - Building Relationships
• Leading Change
• Incorporates best industry and government models
• Establishes the foundation for all MWP activities

12
Managerial Success Profile (Cont)

• Competencies define FAA manager functions.
• Achieving Results
• Managing Organizational Performance
• Accountability and Measurement
• Problem Solving
• Business Acumen
• Customer Focus
• Leading People
• Building Relationships
• Leading Change

13
Managerial Success Profile (Cont)

• Performance Indicators describe activities for
  FAA managers to be successful.
• Achieving Results gt Business Acumen
• Aligns available resources with business
  objectives
• Makes appropriate people and budget adjustments
  to achieve objectives
• Allocates and manages human, financial, and
  material resources effectively
• Tracks costs of doing business

14
Managerial Recruitment and Selection

• New Policy HROI FAA Managerial Recruitment and
  Selection
• Four Managerial Dimensions (Selection Factors) of
  the Managerial Success Profile are the foundation
  of recruitment and selection
• Achieving Results
• Leading People
• Building Relationships
• - Leading Change

15
Managerial Recruitment and Selection





(Contd)

• These Four Managerial Selection Factors are
  Mandatory Requirements and must be used in
• all Managerial Vacancy Announcements
• all Managerial Selection Processes
• developing Crediting Plans

16
Managerial Recruitment and Selection





(Contd)

• Weighting of the Four Managerial Selection
  Factors
• Each Weighted Between 5 and 25
• Total Weight Assigned at Least 50
• Technical Selection Factor(s)
• Discretionary
• Cannot be More Than 50 of the Total Weight

17
Managerial Recruitment and Selection





(Contd)

• Crediting Plans
• No corporate standardized crediting plan
• All crediting plans must use the 4 MWP selection
  factors and associated competencies
• LOB/SO standardized crediting plans must have
  adequate safeguards approved by AHR
• All existing crediting plans (and Recruitment and
  Selection Programs) will be aligned with MWP by
  the end of this FY

18
Managerial Training

• Mandatory formal training for newly appointed
  frontline, middle and senior managers
• Management Development Plans tied to 360
  feedback for all managers
• New Management Curriculum
• New CMEL courses tied to Success Profile
• Expanded on-line opportunities
• eLMS tracking

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Mandatory Training for New Mgrs

• Frontline Managers
• FMC-1 Web-based learning - Fundamental knowledge
  for every manager.
• FMC-2 Resident Managerial Supervisory
  competence to manage for results.
• FMC-3 Resident Managerial Supervisory
  competence to manage for high performance.

20
Mandatory Training for New Mgrs (Contd)

• Middle Managers
• MMC Resident Managerial competence to manage
  assigned business activities through managers
• Senior Managers
• SMC Resident Advanced Managerial competence to
  plan, organize and manage major business
  activities.

21

Mandatory Training for All Mgrs

• Manager Development Plan (MDP)
• Establish, maintain complete a formal MDP
• Permanent managers identify developmental needs
  through multi-rater feedback, EAS results, and
  PMS discussions.
• Develop new competence through training,
  coaching, details, or other learning activities
• All MDPs will be tracked via eLMS
• electronic Learning Management System

22
Probationary Period

• Mandatory Probationary Period Requirements
• Complete FMC-1 and FMC-2
• Meet all critical expectations in performance
  plan
• Demonstrate basic competence in all 4 dimensions
  of the MSP
• Satisfy any technical requirements

23
Probationary Period (Contd )

• Mandatory Probationary Period Checklist
• Completion of mandatory training
• Demonstration of satisfactorily levels of
  competence of the 4 dimensions of the MSP
• Fulfilled key management responsibilities tied to
  the Organizational Excellence Goal of the FAA
  Flight Plan
• Supervising Manager Approval
• Second Level Manager Approval
• Maintained in EPF for 4 years

24
Probationary Period (Contd)

• Revised EMP-1.5 Managerial Probationary Period
• Unsuccessful - new policy
• ER-4.7 Removal During the Managerial
  Probationary Period
• HROI Procedures for Removal During the
  Managerial Probationary Period
• Successful new policy
• HROI Closing out Managerial Probationary Period
• Probationary Period Checklist

25
Performance Assessment PMS

• All Managerial Performance will be Assessed IAW
  PMS PM9.1
• Corporate FAA Managerial Performance Standards
• HRPM Reference Material in the PM9.1
• Must use the 4 Corporate Major Job
  Responsibilities
• Must use the 16 Competencies from the MSP
• Not all performance indicators will apply to all
  managers in all performance cycles
• The performance indicators which do apply must be
  evaluated

26
Performance Assessment PMS

• Major Job Responsibility Achieving Results
• Expectation Managing Organizational Performance
• Performance Indicator Sets key individual and
• organizational performance objectives
• Application Supervising manager needs to
  determine
• what is key for the operational needs of the
• organization and what performance objectives are
• being measured.

27
MWP Activities in FY-2005

• Design and deliver new mandatory training
• Create corporate management curriculum
• Establish policy on continuing development
• Expand on-line learning activities
• Establish guidelines on developing prospective
  managers

28
For More Information

• David Cook 202.267.3237 Managerial
  Success Profile
• Charlie DePoalo 405.954.6453
  Recruitment, selection, performance management
• Paul Meyer 202.267.3307
  General policy provisions training
  
• Natasha McCarthy 202.385.8011
  Recruitment, selection
• Lily Ren 202.267.8410
  Probationary requirements

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Where To Find Guidance

• Managerial Workforce Planning Policy
• www.faa.gov/ahr/policy/hrpm/msc/msc-10-4.cfm
• Managerial Success Profile
• www.faa.gov/ahr/policy/hrpm/msc/msc_ref/profile.c
  fm
• Recruitment/Selection
• www.faa.gov/ahr/policy/hrpm/hroi/msc/recruitment.
  cfm
• Performance Management System Policy
• www.faa.gov/ahr/policy/hrpm/perform/perform-9-1.c
  fm
• Managerial Performance Standards
• www.faa.gov/ahr/policy/hrpm/msc/msc_ref/standards
  .cfm