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ReImagine HHS: Maximizing Talent in the Federal Government

ReImagine HHS: Maximizing Talent in the Federal Government. Christine M. Major Deputy Assistant Secretary for HR. Federal HR. Laws and regulatory constraints. Competitive compensation concerns Labor and employee relations Quick Facts 2,088,000 federal employees

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ReImagine HHS: Maximizing Talent in the Federal Government

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  1. ReImagine HHS: Maximizing Talent in the Federal Government Christine M. Major Deputy Assistant Secretary for HR

  2. Federal HR • Laws and regulatory constraints • Competitive compensation concerns • Labor and employee relations • Quick Facts • 2,088,000 federal employees • 2017 – fed hires: 109,077 fed departures: 118,567 • 2017 – HHS hires: 4126 HHS departures: 4161 • 45.4% of workforce is 50 + (fed) • 45.9% of workforce is 50+ (HHS) • While 37.2% of the federal workforce is comprised of individuals of a racial or ethnic minority group, this percentage ranges from 0 percent to 88.6 percent when looking at agency subcomponents https://ourpublicservice.org/research/fed-figures.php?utm_source=Partnership+for+Public+Service+Emails&utm_campaign=16ac23986d-EMAIL_CAMPAIGN_2018_4_27&utm_medium=email&utm_term=0_3aed0f55fc-16ac23986d-213450041

  3. HR at HHS Office of Human Resources Christine Major Deputy Assistant Secretary Valerie Gill (acting) Associate Deputy Assistant Secretary Internal Management Diversity & Inclusion (Employee Resource Groups) Data Analytics & Reporting HR Solutions (HRIT) Workforce Management (LER, Benefits, and Performance) Executive & Scientific Resources Talent and Organizational Development (Training) Talent Acquisition (Staffing)

  4. Office of Management and Budget Memorandum M-17-22: Comprehensive Plan for Reforming the Federal Government and Reducing the Civilian Workforce • Released 4/12/17 • Officially lifted the government-wide hiring freeze • Required agencies to complete: • Near-term workforce reductions and cost savings • Maximizing Employee Performance Plan • Agency Reform Plan • Guided by the President’s FY 2018 Budget Blueprint

  5. M-17-22 Key Components • Each agency was required to submit a Reform Plan focused on: • Elimination, restructuring, or merging of activities • Improving efficiency through streamlining, leveraging existing solutions and new technologies, and evidence-based practices • Workforce management to improve performance, increase accountability, and reduce costs through long-term workforce reduction plans • The Maximizing Employee Performance plan focused on: • Updated Agency policies • Increased transparency for Performance Improvement Plan Processes • Providing training and real-time support for managers and HR staff • Increasing accountability for managers’ performance plans • Updates due to OPM June 2018

  6. HHS’ Approach to M-17-22: ReImagine HHS • ReImagine HHS Agency-wide • Kick-off and HHS HR Directors Meeting (May 17’) • Executive Order 13781, Comprehensive Plan for Reorganizing the Executive Branch (3/13/17) • HCOP Submitted and Draft HHS Strategic Plan Released • (Dec 17’) • OMB Draft Submission – MEP Plan (6/30/17) • OMB Final Submission (9/11/17) • Refresh • (May 18’) • Developed future vision for reform initiative (July 17’ – Sept. 17’) • M-17-22, Comprehensive Plan for Reforming the Federal Government and Reducing the Federal Civilian Workforce (4/12/17) • Launched RHHS: Maximize Talent Initiative (Sept 17’ – Dec 17’) • ReImagine HHS Ideation Process/ HRD ReImagine HR Meetings (5/5/17) • PMA Released • (March 18’)

  7. Overview of ReImagine HHS June 2018

  8. Why ReImagine HHS? $78.5 billion ReImagine HHS is a multi-year transformation effort, led by HHS staff, enabling the Department to address today’s toughest challenges… …while meeting Administration and OMB requirements to Reorganize the Executive Branch • An Executive Order and OMB Memo 17-22 required each agency to submit a reform plan that improved organizational efficiency/effectiveness • HHS submitted its Agency Reform Plan in Sept 2017 • HHS continues to coordinate with OMB, who is responsible for developing: • Comprehensive Reorganization Plan • FY19 Budget submission to Congress • President’s Management Agenda (PMA) • Internal and external challenges have created a burning platform for HHS transformation: • Increasing healthcare and drug costs • Health emergencies (opioid addiction, disaster relief) • Major innovations and disruptions, such as new healthcare delivery mechanisms, cloud, big data, and cognitive science • Siloed organizations and inefficient enabling systems Through ReImagine, we will improve how we fulfill our mission to enhance the health and well-being of all Americans – together, we are creating the HHS of the future.

  9. Where are we going? …TO FROM… Putting People at the Center of HHS Programs Fragmented Programs with Misaligned Incentives Restoring Market Forces Leveraging the Power of Data Inaccessible, Non-Integrated Data Critical Issues in Need of Solutions Generating Efficiencies through Streamlined Services Disruptive New Technologies Making HHS More Innovative and Responsive Siloed Organizational Model Moving to a 21st Century Workforce Outdated Modes of Working Six Strategic Shifts How did we get here? Ideation Summit 1,900+ ideas from 150+ leaders over a 2-week workshop Ten Initiatives Teams have begun building plans to implement Initiatives Six Strategic Shifts Distilled ideas into 6 high-level future-focused shifts M17-22

  10. Our six Strategic Shifts are being driven forward through a portfolio of Initiatives Strategic Shifts 1 Putting People at the Center of HHS Programs Initiatives Aim for Independence 2 Leveraging the Power of Data Initiatives Data Governance 3 ReInvent Grants Management Generating Efficiencies through Streamlined Services 4 Accelerate Clinical Innovation Restoring Market Forces Buy Smarter Bring Common Sense to Food Reg. 5 Optimize NIH Making HHS More Innovative and Responsive 6 Optimize Regional Performance Moving to a 21st Century Workforce Maximize Talent Optimize Connections Across HHS = Strategic Shift = Initiative

  11. MAXIMIZE TALENT 5 WORKGROUPS  37 TOTAL WORKSTREAMS* The Maximize Talent initiative is focused on unifying HHS’s HR systems, bringing them into the 21st century, and making sure we are attracting, retaining, and investing in the very best people we can get. *not all workstreams are reflected

  12. Accomplishments and Toolkits • 2018 Public Service Recognition Week Toolkit • Federal Employee Viewpoint Survey Marketing Toolkit • HHS Engagement Survey • Named #2 Best Place to Work • HHS-wide Employee Engagement Program • HHS Takeover of Partnership for Public Service InstragramHandle • Supervisory Guide for Actions on Unacceptable Performance • Supervisor Training on Performance Management • PMAP Writing Guide • ePMAP roll-out

  13. Lessons Learned…so far • Learn from past practices • Consult subject matter experts • Build a strong community • Take the time to prioritize • Seek feedback to gain buy-in • Communicate, communicate, communicate!

  14. Next Steps • Prepare Maximize Talent Initiative Roadmap • Establish required policies and standard operating procedures • Continue benchmarking efforts • Kick-off pilot programs

  15. Resources/Templates • 2018 Public Service Recognition Week Toolkit • Federal Employee Viewpoint Survey Marketing Toolkit • Supervisory Guide for Actions on Unacceptable Performance • Supervisory Guide for Establishing PMAPs

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