Facilitating CrossAgency Collaboration

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Strategic Management of Human CapitalRecruitment
Strategy
Farm and Foreign Agricultural Services FY
2005-2009
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Recruitment Strategy Table of Contents

• Strategy, Outcomes and Means
• Roles Responsibilities
• Overview Diagram
• Summary of Annual Agency Recruitment Work Plan
  Activities

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Recruitment Strategy Strategy, Outcomes and Means

• Strategy
• Improve the Acquisition and Utilization of
  Talent to recruit the right people with the
  right skills at the right time
  with an infrastructure for recruitment that will
  assist FFAS to acquire and retain a well
  qualified diverse workforce to carry out the
  missions of FAS, FSA and RMA
• Outcomes
• To reduce the future mission critical
  occupations with skill needs (gaps)
• To decrease the number of voluntary
  terminations
• To increase number of high quality new hires
• To decrease the days to fill vacancies
  (customer sensitive)
• To increase the diversity of new hires
• To increase the FTE utilization rate
• Means
• Incorporate the Workforce Analysis results into
  the 5 year Recruitment Strategy and/or the Agency
  Annual Recruitment Work Plans in order to
  efficiently and effectively address the skills
  and competencies needs for future mission
  critical occupations
• Develop and utilize recruitment work plans and
  retention initiatives to close anticipated
  workforce skills and competency needs as defined
  by OPM, i.e., HR Manager, current position
  descriptions, SMEs, etc.
• Involve senior leaders and managers in
  strategic recruitment, marketing, and retention
  initiatives
• Identify investments in recruitment activities,
  HR flexibilities and tools, and retention
  strategies
• Ensure recruitment strategies are aggressive
  and multi-faceted
• Use flexible compensation strategies to attract
  and retain quality employees who possess mission
  critical skills and competencies
• Ensure the application process enables rather
  than deters job seekers
• Continually improve the recruitment and
  retention activities by assessing performance
  results

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Recruitment Strategy Roles Responsibilities

• Agency Management
• Participate with HR in workforce planning efforts
  to set recruitment goals and budget
• Hold lower level management accountable for
  meeting skill and diversity objectives
• Provide feedback regarding past recruitment
  initiatives and make recommendations for
  improvement
• Ensure quality, competent candidates are selected
  to fill mission critical occupations
• Consider candidate pools from all special
  emphasis programs, e.g., various student programs
• Human Resources (KC and WDC)
• Participate with Agencies and Field Offices to
  set policy, objectives, and structure for an
  effective and efficient recruitment program
• Provide overall leadership, guidance, and
  coordination on recruitment and outreach
• Collaborate with Agency management, Civil Rights
  and Outreach Staffs, and HR specialist to
  develop, implement, and evaluate strategies,
  plans, policies, and programs designed to acquire
  quality, competent candidates/employees
• Develop, implement, and evaluate strategies,
  plans, policies, and programs to meet recruitment
  goal
• Work with recruitment teams to participate in
  recruitment and retention activities
• Implement and execute the Recruitment Strategy
  and Agency Annual Recruitment Work Plans at the
  field level
• Participate in local, community-based recruitment
  activities
• Field Offices
• Participate in recruitment teams and attend
  career fairs, conferences, etc.
• Participate in analyzing workforce data and
  developing recruitment work plans
• Implement and execute the Recruitment
  Strategy/Agency Annual Recruitment Work Plans

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Recruitment Strategy Overview Process Flow
Diagram
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Recruitment Strategy Summary of Annual Agency
Recruitment Work Plan Activities

• Step 1 Review Agency Mission and Identify
  Recruitment Implications (Due by end of 4Q)
• Review the Agency Strategic and Budget
  Performance Plans, the Annual Performance Report,
  its mission, goals and performance indicators
  and determine possible recruiting activities and
  resource needs required to support the
  accomplishment of the Agency mission.
• Step 2 Examine Workforce Analysis Results
  (turnover, retirement projections, skill needs,
  demographics, trends, etc.) with Agency
  Management (Due by end of 4Q)
• Evaluate Workforce Analysis results (per USDA
  Workforce Planning and Succession Planning
  Guidance provided by HRD Directors office) to
• Identify mission critical occupations (MCO)
  with future vacancies and their critical skill
  needs
• Identify future leadership vacancies and their
  skill needs
• Identify specific recruitment sources, e.g.,
  universities, associations, advertisement
  locales, internal pools (Student Programs,
  Disability Programs, etc.)
• Step 3 Evaluate Impact / Outcomes of Recruitment
  Programs (Due by end of 1Q)
• Analyze and evaluate previous recruitment
  plans, performance outcomes, lessons learned,
  barriers, and best practices and identify
  improvement opportunities to improve recruitment
  and placement effectiveness. Assess previous
  outcome data re job placement follow-up data,
  exit interview data, days to fill vacancies,
  diversity of new hires and reduction of skill
  needs (gaps).
• CONTINUED

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Recruitment Strategy Summary of Annual Agency
Recruitment Work Plan Activities

• Step 4 Develop and Execute the Agency Annual
  Recruitment Work Plan (Due by end of 1Q)
• Develop Agency Annual Recruitment Work Plan and
  consider the following major elements
• Effective and efficient utilization of the
  Regional Recruitment Teams
• Performance outcomes / indicators
• Data analysis and reporting requirements
• Quick Hire and other e-Gov and process
  improvement initiatives
• Marketing initiatives
• Recruitment Calendar
• Hiring / retention flexibilities use
• Relationships with professional organizations,
  colleges/universities, outplacement organizations
• FEORP MD-715 implications and diversity
  initiatives
• Departmental and Government-wide initiatives,
  e.g., e-Gov, recruitment fairs, etc.
• Specific team and individual accountabilities
• Step 5 Consider justification of overall
  Recruitment investments for a period two years
  out from the current FY (Due by end of 2Q)
• Identify specific human capital management and
  recruitment objectives, key activities, and
  associated resources / investments (see OMB
  Circular A-11, section 31.11)