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Abu Bakar Alvi Tom Graf Harriet Oppong - Peprah Heather Smallwood Erica Wilson March 8, 2007

Strategic Human Capital Group Activity NASA Jet Propulsion Laboratory (JPL) Pasadena, California Office of the CIO. Abu Bakar Alvi Tom Graf Harriet Oppong - Peprah Heather Smallwood Erica Wilson March 8, 2007. Tom’s Slide. OCIO Workforce Challenges

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Abu Bakar Alvi Tom Graf Harriet Oppong - Peprah Heather Smallwood Erica Wilson March 8, 2007

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  1. Strategic Human CapitalGroup ActivityNASAJet Propulsion Laboratory (JPL)Pasadena, CaliforniaOffice of the CIO Abu Bakar Alvi Tom Graf Harriet Oppong - Peprah Heather Smallwood Erica Wilson March 8, 2007

  2. Tom’s Slide

  3. OCIO Workforce Challenges • Managing workforce and performance during consolidation • Retaining qualified employees • Leading JPL-wide knowledge management initiatives • NASA’s Workforce Challenges • Significant risk of knowledge loss • Demand for skills is increasing, pipeline is decreasing • Competitive market for retention and recruitment in 25 – 39 age range JPL’s Office of the CIO (OCIO) is in the midst of change and transition, facing a human capital crisis

  4. However, OCIO has matchless potential and can be a role model at JPL if they focus on their human capital

  5. In our 21st century intervention, qualitative and quantitative approaches uncovered our client’s concerns

  6. We used Leibowitz’s Four Pillars of Human Capital as a foundation to ask fundamental questions Knowledge Management Performance Management Competency Management Change Management

  7. How can OCIO leverage expertise in technology and their social network to lead in knowledge management?

  8. How can OCIO realize their human capital potential through performance management?

  9. What competencies must OCIO nurture or develop to build the skill set for the JPL of tomorrow? • Appealing to every generation • Boomers – most want to continue working after retirement age. Offer flexible work schedules, retirement plans, stimulating work. • Midcareer – unique family stress (dual-focus) and busy lifestyles. Offer training, leadership development and an enjoyable workplace. • Young workers – independent, less loyalty. Offer flexible schedules, exciting work opportunities, comprehensive benefits. • Due to the coming labor and skill shortages, OCIO must develop skills and competencies to become more productive: • Project management and portfolio management • Personal productivity skills • Technology and communication skills

  10. Managing Transitions What Leaders Really Do They don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it. John Kotter Harvard Business School • A Framework for Change • Boston Consulting Group, identifies correlation between 4 factors and project success • Duration • Integrity • Commitment • Effort How can OCIO employ change management techniques to influence and manage the rate of change?

  11. Have we provided comprehensive initiatives?

  12. How will we know if we succeeded?

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