Cross Generational Activities

2. 1. Introduction At last April�s SMC, eight members of the next generation community discussed the long-term strategic effects on NASA�s mission of current hiring and retention practices and specific actions that the SMC and next generation community could take to improve NASA�s ability to hire and retain next generation employees. At the conclusion of the discussion, the Administrator requested that center directors hold cross-generational discussions at their centers to explore the questions posed in the presentation and during the discussion. I was asked to lead an Agency-wide effort. 1. Introduction At last April�s SMC, eight members of the next generation community discussed the long-term strategic effects on NASA�s mission of current hiring and retention practices and specific actions that the SMC and next generation community could take to improve NASA�s ability to hire and retain next generation employees. At the conclusion of the discussion, the Administrator requested that center directors hold cross-generational discussions at their centers to explore the questions posed in the presentation and during the discussion. I was asked to lead an Agency-wide effort.

3. 2. Background The discussions were to focus around 4 issue areas: ??How to provide the current NASA workforce with infusion of fresh ideas, methodologies and technologies ??How to provide the Next Gen NASA workforce the opportunities to gain needed experience today that it will need to become the Agency�s leaders in the future ??How to enable enhanced communication and collaboration between NASA centers and across generations ??How to get more young people in the door and keep them here. 2. Background The discussions were to focus around 4 issue areas: ??How to provide the current NASA workforce with infusion of fresh ideas, methodologies and technologies ??How to provide the Next Gen NASA workforce the opportunities to gain needed experience today that it will need to become the Agency�s leaders in the future ??How to enable enhanced communication and collaboration between NASA centers and across generations ??How to get more young people in the door and keep them here.

4. 2. Background In December, we returned to the SMC, summarizing current communication and implementation efforts around the 4 issue areas and where additional support was still needed. In 8 months, there has been a significant amount of progress, and more specific recommendations on needed support. Starting with the progress: 2. Background In December, we returned to the SMC, summarizing current communication and implementation efforts around the 4 issue areas and where additional support was still needed. In 8 months, there has been a significant amount of progress, and more specific recommendations on needed support. Starting with the progress:

5. Provide the NASA workforce with an infusion of fresh ideas, methodologies and technologies Agency & Center Next Generation and/or Cross-Generation Project Teams, focus groups, and/or inclusion and innovation councils to work issues Dryden New Professionals Group GRC Developing Professionals Club HQ NextGen Lunch JSC Inclusion & Innovation (I&I) Council KSC Refresh team LaRC focus groups/Center Director round tables MSFC focus groups/Center Director round tables OpenAmes OpenGoddard SSC focus groups/Center Director round tables

6. Provide the NASA workforce the programs and experience it needs to be the leaders in the future  Progress has been made with training and development programs focused on professional, personal effectiveness, and leadership capabilities NASA FIRST Program Supervisory Training Communications Training Mid-level Management Training Business Education Training Systems Engineering Leadership Development Program Program/Project Management Training C-GPS

7. Enable enhanced communication and collaboration between NASA centers Multiple communication venues � formal and informal � provided to improve vertical and horizontal communication and to provide more access to center leadership Initiated Agency & Center Next Generation and/or Cross-Generation Project Teams for the purposes of making recommendations for improving programs and activities at NASA Networking websites have been created at the Agency and center levels Establishing Agency-wide young professionals network Centers are providing cyber caf�, library, and/or cafeteria meeting areas There are center director round table discussions/brown bag lunches Culture Survey � developing a �Go To Organizational Model� to strengthen/improve communication within NASA (multi-generational)

8. Attract, hire and retain young people New efforts to show interest in Next Gen workforce Informed OMB that Co-ops would not count against center ceilings. Back up plan is in place should we once again have to count them. KSC has set the precedent with their Kennedy Intern Program � educational opportunity not personal services Several JSC college students created entertaining videos to help their generation connect with NASA in a way not expected from a government agency. KSC also preparing a recruitment video to target next-gen workforce Improved New Employee Orientation programs Matched Next Geners with mentors OBIN � working to have new employees fully functioning as close to day one as possible and through first year of employment Developing a Career Management Program (cGPS) � career patterns of progression

9. 3. Process As for where support is still needed, center next gen teams were asked to complete a template addressing the four issue areas. The team analyzed the data to look for trends and realistic suggestions that could be implemented at the Agency level, rather than addressing all the ideas that can be implemented at the organization or Center level. A complete list of all ideas at organization and center levels is available. 3. Process As for where support is still needed, center next gen teams were asked to complete a template addressing the four issue areas. The team analyzed the data to look for trends and realistic suggestions that could be implemented at the Agency level, rather than addressing all the ideas that can be implemented at the organization or Center level. A complete list of all ideas at organization and center levels is available.

10. DECEMBER SMC ACTION ITEMS OHCM/Dawsey to provide specific recommendations and/or actions for mission directorates and centers to: Increase the number of fresh outs, such as adding requirement to performance standards and cluster hiring of co-ops prior to last semester; Advertise NASA leadership development, at all levels, to promote leadership training and identify high-potential candidates; Ensure Agency-wide consistency and quality of mentoring programs; Implement new employee rotation programs; Expand, and broadly advertise, communication technologies; (OHCM set up a meeting with OCIO to discuss the cross-generational team�s suggested collaboration technologies (e.g. blogs and wikis), and how the Agency CIO Web Council and/or the Office of the CIO can advance associated outreach and policies.); Added at OMC Institute a business resource management model that provides employees time for innovation; Motivate employees, e.g. set aside launch tickets for employees, at all levels, at each center."

11. DECEMBER SMC ACTION ITEMS Approaches to date: Not establishing �Agency� teams for one Agency-wide solution Benchmarking programs and practices in place at centers Using next gen/cross gen/NASA FIRST participant teams � with team champions at Agency and/or center levels

20. Barriers can include autocratic management styles, organizational walls and silos, complexity of processes, information hoarding and myopic, parochial thinking. Research and technology development within NASA has become very focused on achieving milestones to benefit near term missions with much pressure to achieve schedule deadlines. If barriers to creativity and innovation remain, most research and technology development within NASA will continue to be low risk and will at best provide incremental technology gains. These barriers must be removed to increase the likelihood of achieving revolutionary, high payoff advances in technology. Barriers can include autocratic management styles, organizational walls and silos, complexity of processes, information hoarding and myopic, parochial thinking. Research and technology development within NASA has become very focused on achieving milestones to benefit near term missions with much pressure to achieve schedule deadlines. If barriers to creativity and innovation remain, most research and technology development within NASA will continue to be low risk and will at best provide incremental technology gains. These barriers must be removed to increase the likelihood of achieving revolutionary, high payoff advances in technology.

21. Within 60 days of it�s commissioning, the team representing both the civil servant and contractor workforce, should identify pathways to solutions to address bureaucratic, legal, policy, financial, or cultural barriers that presently frustrate efforts to collaborate, innovate, and inspire. Within 60 days of it�s commissioning, the team representing both the civil servant and contractor workforce, should identify pathways to solutions to address bureaucratic, legal, policy, financial, or cultural barriers that presently frustrate efforts to collaborate, innovate, and inspire.

22. Within 60 days of it�s commissioning, the team representing both the civil servant and contractor workforce, should identify pathways to solutions to address bureaucratic, legal, policy, financial, or cultural barriers that presently frustrate efforts to collaborate, innovate, and inspire. Within 60 days of it�s commissioning, the team representing both the civil servant and contractor workforce, should identify pathways to solutions to address bureaucratic, legal, policy, financial, or cultural barriers that presently frustrate efforts to collaborate, innovate, and inspire.