Human Capital Assessment and Accountability Framework (HCAAF)

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Human Capital Assessment and Accountability
Framework (HCAAF)
Breakout Session 210 Name Mike Flentje,
Kristin Porter, Frank McNally Date Monday, July
19 Time 230 345
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The Presenters

• Mike Flentje Public Sector Director, Human
  Capital Services Leader
• Leads the PwC Public Sector Practice Human
  Capital Talent Network and serves as Project
  Director for the VA Acquisition Intern Program
  Engagement.
• Kristin Porter Public Sector Manager
• Serves as Project Manager for the VA Acquisition
  Intern Program Engagement
• Frank McNally Public Sector Senior Associate
• Former Federal Contracting Officer and
  Instructor/Subject Matter Expert for the VA
  Acquisition Intern Program Engagement

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AN INTRODUCTION TO HCAAF
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HCAAF System Relationships

• Leadership Knowledge Management
• Leadership Succession Management
• Change Management
• Integrity and Inspiring Employee
• Commitment
• Continuous Learning
• Knowledge Management

• Results-Oriented
• Performance Culture
• Communication
• Performance Appraisal
• Pay for Performance
• Diversity Management
• Labor/Management Relations

• Strategic Alignment
• Human Capital Planning
• Workforce Planning
• Human Capital Best Practices
• and Knowledge Sharing
• Human Resources as Strategic
• Partner

• Accountability
• Assessment of Progress and
• Results
• Compliance

• Talent Management
• Recruitment
• Retention

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The Evolution of HCAAF
2001
2002
2004-2005
2006
2008

• OPM requires agencies to establish HRM
  accountability systems (Exec. Order 13197)
• PMA identifies Strategic Management of Human
  Capital as a priority
• Human Capital Scorecard released

• OMB, OPM, and GAO develop HCAAF
• Chief Human Capital Officers Act of 2002 issued
• Federal Human Capital Survey is launched

• Title 5 USC, Part 1103 outlines responsibilities
  of OPM
• HCAAF revised to define five human capital
  management systems and metrics to be included in
  Federal Departments Strategic Capital Plans

• HCAAF and the HCAAF Practitioners Guide are
  referenced in proposed regulations
• New questions added to Federal Human Capital
  Survey

• Title 5 CFR, Part 250 implements CHCO Act and
  HCAAF

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The Presidents Management Agenda
Strategic Management of Human Capital

• Strategic Management of Human Capital
• Transformation of how the Federal government
  employs, deploys, develops and evaluates the
  workforce
• Focuses on results, not processes
• Places the right people in the right jobs at the
  right time to most effectively perform the work
  of the organization

Competitive Sourcing
Improved Financial Performance
Expanded Electronic Government
Budget and Performance Integration
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Why a Human Capital Initiative?
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What HCAAF Means for You
New Requirements for Federal Agencies New Requirements for Federal Agencies
? Annual Human Capital Management Report Human Capital Strategic Plan Human Capital Accountability Report
? Quarterly OMB scoring of efforts to implement the Presidents Management Agenda Human Capital Initiative
? Invitation to participate in the Federal Human Capital Survey (FHCS) every two years
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Discussion What are the most pressing human
capital issues facing your organization today?
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HCAAF Tools for Federal Agencies

• HCAAF Resource Center
• HCAAF Practitioners Guide
• OPM Federal Human Capital Survey

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What is the HCAAF Practitioners Guide?

• Outlines the 3-step process of human capital
  management for Federal agencies
• Establishes and defines five human capital
  systems that constitute Federal government human
  capital management
• Fulfills OPMs mandate to design systems and set
  standards and metrics for assessing human capital
  management in the Federal government
• Supports requirement for agencies to submit an
  annual Strategic Human Capital Plan and Agency
  Human Capital Accountability Report

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HCAAF System Relationships

• Leadership Knowledge Management
• Leadership Succession Management
• Change Management
• Integrity and Inspiring Employee
• Commitment
• Continuous Learning
• Knowledge Management

• Results-Oriented
• Performance Culture
• Communication
• Performance Appraisal
• Pay for Performance
• Diversity Management
• Labor/Management Relations

• Strategic Alignment
• Human Capital Planning
• Workforce Planning
• Human Capital Best Practices
• and Knowledge Sharing
• Human Resources as Strategic
• Partner

• Accountability
• Assessment of Progress and
• Results
• Compliance

• Talent Management
• Recruitment
• Retention

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System 1 Strategic Alignment
Component Explanation
Definition Alignment of human capital management strategies with agency mission, goals, and objectives
Standard Human capital management strategies are aligned with mission, goals, and organizational objectives and integrated into its strategic plans, performance plans, and budgets
Critical Success Factors Human Capital Planning Workforce Planning Human Capital Best Practices and Knowledge Sharing Human Resources as Strategic Partner
Metrics Documented evidence of a current agency human capital plan that includes human capital goals, objectives and strategies a workforce plan and performance measures and milestones
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System 2 Leadership and Knowledge Management
Component Explanation
Definition Ensure continuity of leadership Identify and address potential gaps in effective leadership Implement and maintain programs that capture organizational knowledge and promote learning
Standard Effectively manage people and ensure continuity of leadership Sustain a learning environment that drives continuous performance improvement Provide a means to share critical knowledge across the organization
Critical Success Factors Leadership Succession Management Change Management Integrity and Inspiring Employee Commitment Continuous Learning Knowledge Management
Metrics Competency Gaps Closed for Management and Leadership Leadership and Knowledge Management Index Merit-Based Execution of the Leadership and Knowledge Management system
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Federal Human Capital Survey Results Leadership
and Knowledge Management
Results from the Leadership and Knowledge Management Index Results from the Leadership and Knowledge Management Index Results from the Leadership and Knowledge Management Index Results from the Leadership and Knowledge Management Index
2008 FHCS Item 2008 Positive Change in Positive 2006-2008 2004-2006 Change in Positive 2006-2008 2004-2006
I have trust and confidence in my supervisor. 64 0 0
Overall, how good a job do you feel is being done by your immediate supervisor/team leader? 66 0 1
My workload is reasonable. 60 1 0
Managers/supervisors/team leaders work well with employees of different backgrounds. 65 1 1
I have a high level of respect for my organizations senior leaders. 52 3 2
In my organization, leaders generate high levels of motivation and commitment in the workforce. 40 2 3
Managers communicate the goals and priorities of the organization. 60 2 0
Managers review and evaluate the organizations progress toward meeting its goals and objectives. 58 2 1
Employees are protected from health and safety hazards on the job. 76 1 1
My organization has prepared employees for potential security threats. 74 1 0
How satisfied are you with the information you receive from management on whats going on in your organization? 48 1 2
How satisfied are you with the policies and practices of your senior leaders? 42 1 2
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System 3 Results-Oriented Performance Culture
Component Explanation
Definition Promotes a diverse, high-performing workforce by implementing and maintaining effective performance management systems and awards programs
Standard Agency has a diverse, results-oriented, high-performing workforce and a performance management system that differentiates between high and low levels of performance and links individual/team/unit performance to organization goals and desired results effectively
Critical Success Factors Communication Performance Appraisal Pay for Performance Diversity Management Labor/Management Relations
Metrics SES Performance/Organizational Performance Relationship Workforce Performance Appraisals Aligned to Mission, Goals and Outcomes Results-Oriented Performance Culture Index Merit-Based Execution of the Results-Oriented Performance Culture system
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Federal Human Capital Survey Results
Results-Oriented Performance Culture
Results from the Results-Oriented Performance Culture Index Results from the Results-Oriented Performance Culture Index Results from the Results-Oriented Performance Culture Index Results from the Results-Oriented Performance Culture Index
2008 FHCS Item 2008 Positive Change in Positive 2006-2008 2004-2006 Change in Positive 2006-2008 2004-2006
The people I work with cooperate to get the job done. 84 1 -1
My supervisor supports my need to balance work and other life issues. 75 -3 -4
I know how my work relates to the agencys goals and priorities. 84 1 1
Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 67 0 0
Promotions in my work unit are based on merit. 35 1 1
In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. 30 1 3
Employees have a feeling of personal empowerment with respect to work processes. 44 2 1
Creativity and innovation are rewarded. 40 1 4
Pay raises depend on how well employees perform their jobs. 26 4 0
In my work unit, differences in performance are recognized in a meaningful way. 31 1 2
My performance appraisal is a fair reflection of my performance. 63 -1 -3
Discussions with my supervisor/team leader about my performance are worthwhile. 56 0 -2
How satisfied are you with the recognition you receive for doing a good job? 50 1 1
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System 4 Talent Management
Component Explanation
Definition Addresses competency gaps, particularly in mission-critical positions Implements and maintains programs to attract, acquire, develop, promote, and retain quality talent
Standard Agency has closed skills, knowledge, and competency gaps in mission-critical occupations
Critical Success Factors Recruitment Retention
Metrics Competency Gaps Closed for Mission Critical Occupations Talent Management Index Job Satisfaction Index Merit-Based Execution of the Talent Management system
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Federal Human Capital Survey Results Talent
Management
Results from the Talent Management Index Results from the Talent Management Index Results from the Talent Management Index Results from the Talent Management Index
2008 FHCS Item 2008 Positive Change in Positive 2006-2008 2004-2006 Change in Positive 2006-2008 2004-2006
I am given a real opportunity to improve my skills in my organization. 64 2 1
The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. 74 0 0
My work unit is able to recruit people with the right skills. 45 1 1
My talents are used well in the workplace. 62 1 0
Supervisors/team leaders in my work unit support employee development. 65 1 0
My training needs are assessed. 53 2 2
How satisfied are you with the training you receive for your present job? 55 1 0
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System 5 Accountability
Component Explanation
Definition Monitors and evaluates the results of human capital management policies, programs, and activities Analyzes compliance with merit system principles and identifies opportunities for improvement
Standard Human capital management decisions are guided by a data-driven, results-oriented planning and accountability system Results inform the development of human capital goals and objectives, in conjunction with the agencys strategic planning and performance budgets
Critical Success Factors None identified
Metrics Documented evidence of a Human Capital Accountability system that provides for annual assessment of agency human capital management progress and results including compliance with relevant laws, rules, and regulations
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A CLOSER LOOK AT TALENT MANAGEMENT
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Talent Management A Closer Look

• The standard for success in talent management is
  to close competency gaps and make progressit is
  not meant to happen overnight.
• Talent Managements two Critical Success Factors
  promote the benefits of one another and help an
  organization eliminate gaps in skills, knowledge,
  and competencies
• Required outcome metrics assess organizations
  targeted efforts and talent management
  capability, employee satisfaction, and
  organizational compliance with merit system
  principles.

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Talent Management Critical Success Factors

• Recruitment and retention are co-dependent the
  success of one influences and affects the success
  of the other.
• To exemplify this
• An organization that is unable to recruit a
  diverse and qualified workforce will invariably
  experience difficulty retaining its employees.
• The lack of a strategic recruitment strategy will
  challenge the proper placement of new employees,
  increase dissatisfaction of current employees,
  and negatively impact workforce retention.

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Talent Management A Closer Look
Results from the Talent Management Index Results from the Talent Management Index Results from the Talent Management Index Results from the Talent Management Index
2008 FHCS Item 2008 Positive Change in Positive 2006-2008 2004-2006 Change in Positive 2006-2008 2004-2006
I am given a real opportunity to improve my skills in my organization. 64 2 1
The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. 74 0 0
My work unit is able to recruit people with the right skills. 45 1 1
My talents are used well in the workplace. 62 1 0
Supervisors/team leaders in my work unit support employee development. 65 1 0
My training needs are assessed. 53 2 2
How satisfied are you with the training you receive for your present job? 55 1 0
RECRUITMENT
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Talent Management Required Metrics

• How will we know when we get there?
• Four Required Outcome Metrics help measure an
  organizations Talent Management System
• Competency Gaps Closed for Mission-Critical
  Occupations Organization
• This metric will prompt an organization to
  conduct a gap analysis to determine competency
  needs, which informs that organizations targeted
  recruitment efforts.
• Bottom Line Know what you need before you go out
  and find it.

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Talent Management Required Metrics

• How will we know when we get there?
• Four Required Outcome Metrics help measure an
  organizations Talent Management System
• Questions from Annual Employee Survey about
  Organizational Capacity Employee Perspective
• Provides an organization with an employee-level
  assessment of whether the talent pool is
  appropriate to achieve mission goals.
• Bottom Line Workforce is competent and confident
  in themselves and each other.

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Talent Management Required Metrics

• How will we know when we get there?
• Four Required Outcome Metrics help measure an
  organizations Talent Management System
• Questions from Annual Employee Survey about
  Employee Satisfaction Employee Perspective
• Allows an organization to determine the extent to
  which its employees are satisfied with their job.
  
• Bottom Line Employees are satisfied with the
  important aspects of their job.

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Talent Management Required Metrics

• How will we know when we get there?
• Four Required Outcome Metrics help measure an
  organizations Talent Management System
• Merit-Based Execution of the Talent Management
  System Merit System Compliance
• Allows an organization to assess whether the
  tools it is using to manage talent are in
  compliance with merit system principles.
• Bottom Line Talent Management System is fully
  compliant with laws, rules, and regulations.

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Talent Management Suggested Metrics

• How will we know when we get there?
• Five Suggested Metrics provide additional
  visibility
• Employee Turnover statistics AND a reason for
  leaving
• Employee Turnover during Probationary Period
  what is the impact of the probationary period,
  and is the reason for leaving voluntary or
  involuntary?
• Time to Hire helps determine efficiency of the
  hiring process
• Management Satisfaction with Hiring Process not
  a time to hire metric, rather it assesses
  whether strategies achieve goals
• Applicant Satisfaction with Hiring Process do
  applicants have a favorable impression of the
  process?

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Talent Management In Summary

• What Does Success Look Like?
• When the Critical Success Factors are effectively
  implemented, an organization will see progress in
  Talent Management.
• Competency gaps are closed, resulting in a
  workforce capable of performance excellence
• Senior leaders and managers are involved in the
  strategic recruitment and retention initiatives
  and apply the necessary focus and resources to
  achieve related goals
• Recruitment results in a sufficient pipeline of
  qualified applicants
• Flexible compensation strategies are used in both
  recruiting and retention
• Quality of work/life programs are provided and
  address obstacles to recruitment and retention,
  putting the organization in position to be
  successful in managing talent

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TALENT MANAGEMENT IN ACTION VAS ACQUISITION
INTERNSHIP SCHOOL
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Talent Management in Action VAs Acquisition
Internship School

• The VA Acquisition Academy (VAAA) was launched in
  2008 to improve the core competencies of VAs
  contracting and acquisition professionals and
  address growing shortages in the workforce.
• It is comprised of four schools
• Acquisition Internship School
• FAC-C School
• FAC-P/PM School
• Acquisition Corps School

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Talent Management in Action VAs Acquisition
Internship School

• The Acquisition Internship School recruits,
  trains, and develops VAs 1102 workforce to
  improve competency and address staffing shortages
• Length 3 years in residence
• Curriculum
• Formal FAC-C Coursework
• Informal courses provide a safe environment for
  exercise and analysis
• Leadership, team building, project management,
  and mission service increase commitment to VA and
  improve retention
• On-the-job Training Participants are exposed to
  the work environment during periodic job rotations

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Talent Management in Action VAs Holistic
Approach

• The Internship School uses a holistic curriculum
  approach to developing technical, interpersonal,
  and leadership skills through the following
  components

Formal Contracting Courses Instructor-led contracting officer FAC-C certification curriculum improves mission-critical contracting competency.
Formal Leadership Courses Instructor-led classes focused on key leadership and business skills, improving ability and aptitude.
Skill Building Workshops Scenario-driven workshops reinforce knowledge obtained in formal courses and improve organizational talent level.
Challenging Job Rotations Facilitated on-the-job training at VA contracting offices provides real experience and contributes to workforce capability, performance excellence, and service.
Non-Classroom Components Activities designed to foster teamwork, personal development, and appreciation for VAs mission improves employee perspective.
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Talent Management in Action The Secret Sauce
of Experiential Adult Learning
Secret Sauce Non-Classroom Activities and
Skill-building Workshops reduce interns time to
competency
Non-Classroom Activities
Job Rotations
Let Me Try
Show Me Let Me Try
Skill-Building Workshops
Tell Me Show Me
Formal Contracting Courses
Formal Leadership Courses
Adult Learning Model Tell Me ? Show Me ? Let Me
Try
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Talent Management in Action Reduced Time to
Competency
Why it Works
Accelerated Learning

• Accelerates the learning curve to be more
  productive more quickly
• Translates theory, fundamentals, and concepts
  into practical application
• Evolves from basic to complex acquisition
  strategies through consistent reinforcement

Trusted Business Advisor
Competency Proficiency
FAC-C Level III Certified Contracting
Professional
Time
VA Acquisition Intern Program
Traditional Intern Program
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SUMMARY
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Benefits of Implementing HCAAF

• Enables agencies to transform the Federal
  workplace into high-performing arenas
• Helps employees understand and maximize their
  contributions to the agency mission
• Allows agencies to focus on the human capital
  management systems and practices that most impact
  their mission
• Provides measurable, observable agency and
  individual performance results
• Ensures continued trust in the governments
  ability to serve and protect

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QUESTIONS?