Succession Planning: Positioning Associates For Success

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Work CategoriesWhere do we begin?
Managing Delegated Buildings
Surveys
Performance Improvement
Tracking progress against Goals
Organization Charts
Succession Planning
Tenant Satisfaction Survey
Program Analysis Encompasses Many Types of Work
Recruitment
Correspondence
Q12 Oversight and Interpretation
Competitive Sourcing Studies
Quick Hire Questions
APPAS
Telecommunications Management
Training
Continuity of Operations Planning
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Work CategoriesSegmentation Process

• Currently, disparate organizational units perform
  program analysis function
• Objective in devising work categories is to
  establish consistency of activities and
  expectations across the region
• Segmentation of work resulted in 7 work
  categories -- each program analyst will perform
  activities within one or more of the identified
  work categories

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Work CategoriesKey Activities

• Management Studies and Policy
• Process improvement
• Reports
• Asset management and internal controls
• Policy
• Competitive Sourcing
• HR/Workforce Planning
• Recruitment
• Succession planning
• Position management
• APPAS, EEO, Grievances
• Training
• Continuity of Operations

4
Work CategoriesKey Activities

• Business Planning
• Goals
• Performance measures
• Q12 and OOS
• Customer Correspondence and Data Management
• Presentations
• Data management
• IT liaison
• Delegations
• Community of Practice Oversight and Management

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Staffing for Program Analyst Work Categories

• Developed a Workload Model based on the effort
  required to accomplish the work within the 7 work
  categories
• Staffing is based on the Workload Model
• Actual staffing will differ for each division
  based on
• the categories of work performed and
• the volume of work

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Staffing Model

• Core Allocation
• Service Centers 2 positions
• All others 1 position
• Management Studies
• Budget lt 10 m 1 position
• Budget gt 10 m 2 positions

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Staffing Model

• Competitive Sourcing
• Organizations with active study get one position
  for the life of the study
• One position for each division with three MEOs
  implemented
• HR/Workforce Planning
• All divisions 1 position for every 100 people

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Staffing Model

• Business Planning
• 1 position for those organizations that touch
  more than 4 measures
• Customer Correspondence Data Management
• 2 each for each office that directly touches the
  customer
• 1 additional for every customer with 5 million rsf

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Staffing Model

• Delegations
• 1 position for each division involved in the
  program
• CoP Owner
• CoP with lt 50 members 1 position
• CoP with gt 50 members 2 positions
• Total NCR PBS Staffing Based on Model115
  positions

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Sample WorkloadAllocation
Service Center Support Office
Core 2 1
Manage Studies 2 1
Comp Sourcing 1 0
Workforce Plan 2 0
Business Plan 1 0
Customer Corr 2 0
Delegations 1 1
CoP Owner 0 1
TOTAL 11 4
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Career Development Plan (CDP) Training

• Provides a consistent Training Development Plan
  to support the development of a world-class
  workforce.
• Serves as a resource guide as the region develops
  its annual Training and Recruitment Plan.
• Assist managers and associates with the
  Individual Development Plans (IDPs).

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Career Phases
Phase Grades Sample Positions Descriptions
1 GS 5-11 Intern or Junior Specialists Technical knowledge gained during this phase understands the delivery of a specific program area.
2 GS 12-13 Journeyman and/or 1st Line Supervisor Broad understanding of a specific discipline understands the inter-relationships of disciplines and organizations.
3 GS-14 Senior Technical Specialist and/or Branch Chief Extensive knowledge of complex programs/functions and experience in their delivery experience in managing teams or staffs.
4 GS-15 Division Director and/or Project Program Executive Substantial knowledge and experience in managing large complex projects, programs and staffs.
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Training Recommendations

• Recommended Formal Training
• Basic Technical Classes
• Leadership Training
• HR/Workforce Planning
• Management Studies Policy
• Customer Correspondence Data Manage
• Business Planning
• Competitive Sourcing

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Training Recommendations cont.

• Possible Developmental Experiences
• Assist with recruitment efforts by attending job
  fairs
• Participate on at least one process improvement
  team
• Analyze Divisions or teams Q-12 results
• Write general customer communications
• Rotate to other Divisions or Service Center

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FY 2006 Business PlanPhase I

• Guild Meetings Quarterly and/or Focus Groups
• Import Best Practices Research Professional
  Affiliations Similar Programs in Other Regions

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FY 2006 Business PlanPhase II

• Certification Implement Process
• On-the-Job Opportunities Details, Shadowing,
  Mentoring, Cross-Functional Teams
• Communication Newsletter, Emails, Guild Meetings

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Feedback
Managing Delegated Buildings
Surveys
Performance Improvement
Tracking progress against Goals
Organization Charts
Succession Planning
Tenant Satisfaction Survey
CoP Questions, Comments, Issues
Recruitment
Correspondence
Q12 Oversight and Interpretation
Competitive Sourcing Studies
Quick Hire Questions
APPAS
Telecommunications Management
Training
Continuity of Operations Planning