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Human Capital Assessment and Accountability Framework (HCAAF)

Human Capital Assessment and Accountability Framework (HCAAF). Breakout Session # 210 Name: Mike Flentje, Kristin Porter, Frank McNally Date: Monday, July 19 Time: 2:30 – 3:45 . 1. The Presenters. Mike Flentje – Public Sector Director, Human Capital Services Leader

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Human Capital Assessment and Accountability Framework (HCAAF)

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  1. Human Capital Assessment and Accountability Framework (HCAAF) Breakout Session # 210 Name: Mike Flentje, Kristin Porter, Frank McNally Date: Monday, July 19 Time: 2:30 – 3:45 1

  2. 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

  3. AN INTRODUCTION TO HCAAF

  4. 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

  5. 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

  6. The President’s 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

  7. Why a Human Capital Initiative?

  8. What HCAAF Means for You

  9. Discussion: What are the most pressing human capital issues facing your organization today?

  10. HCAAF Tools for Federal Agencies • HCAAF Resource Center • HCAAF Practitioners’ Guide • OPM Federal Human Capital Survey

  11. 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 OPM’s 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

  12. 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

  13. System 1: Strategic Alignment

  14. System 2: Leadership and Knowledge Management

  15. Federal Human Capital Survey Results: Leadership and Knowledge Management

  16. System 3: Results-Oriented Performance Culture

  17. Federal Human Capital Survey Results: Results-Oriented Performance Culture

  18. System 4: Talent Management

  19. Federal Human Capital Survey Results: Talent Management

  20. System 5: Accountability

  21. A CLOSER LOOK AT TALENT MANAGEMENT

  22. Talent Management: A Closer Look • The standard for success in talent management is to close competency gaps and make progress…it is not meant to happen overnight. • Talent Management’s 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 organization’s targeted efforts and talent management capability, employee satisfaction, and organizational compliance with merit system principles.

  23. 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.

  24. Talent Management: A Closer Look RECRUITMENT

  25. Talent Management: Required Metrics • How will we know when we get there? • Four Required Outcome Metrics help measure an organization’s 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 organization’s targeted recruitment efforts. • Bottom Line: Know what you need before you go out and find it.

  26. Talent Management: Required Metrics • How will we know when we get there? • Four Required Outcome Metrics help measure an organization’s 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.

  27. Talent Management: Required Metrics • How will we know when we get there? • Four Required Outcome Metrics help measure an organization’s 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.

  28. Talent Management: Required Metrics • How will we know when we get there? • Four Required Outcome Metrics help measure an organization’s 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.

  29. 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?

  30. 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

  31. TALENT MANAGEMENT IN ACTION: VA’S ACQUISITION INTERNSHIP SCHOOL

  32. Talent Management in Action: VA’s Acquisition Internship School • The VA Acquisition Academy (VAAA) was launched in 2008 to improve the core competencies of VA’s 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

  33. Talent Management in Action: VA’s Acquisition Internship School • The Acquisition Internship School recruits, trains, and develops VA’s 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

  34. The Internship School uses a holistic curriculum approach to developing technical, interpersonal, and leadership skills through the following components: Talent Management in Action: VA’s Holistic Approach 34

  35. 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

  36. 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

  37. SUMMARY

  38. 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 government’s ability to serve and protect

  39. QUESTIONS?

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