best practices guide workforce planning

WORKFORCE PLANNING:BEST PRACTICES GUIDE

MAY 2020

1

2

3

VACANCY

TALENTACQUISITION

WORKFORCEDEVELOPMENT

WORKFORCERISK AREAS

D H R M | W O R K F O R C E P L A N N I N G :B E S T P R A C T I C E S G U I D E

0 1

4

5

EMPLOYEEENGAGEMENT

TECHNOLOGYANDEFFICIENCY


0 2

VACANCY

Department of Military Affairs (DMA)DMA average hire time was 48 days this year

(50% of the state agency average), mostly due to

a revised hiring process developed by the HR

team in conjunction with input from across the

agency, and a team effort involving a Lean Six

Sigma project focused on the hire process map.

Several redundant or unnecessary steps in the

process were deleted, saving significant time. In

2018 DMA initiated a new Supervisor Course

required for all in leadership roles, with a key

emphasis being to teach supervisors HR policy

and hiring basics and processes. This three-day

course includes various HR role play scenarios and

hiring process "does and don'ts"Having better

trained supervisors has had a clear impact on

hiring process improvements and the quality of

hire requests and other related administrative

aspects of filling vacancies.

Best Practice Contact:

Michelle Claiborne

[email protected]

Department of Behavioral Health

and Developmental Services

(DBHDS)Vacancy best practices include monthly,

quarterly, annual analysis of vacancies,

turnover and overtime for direct support

positions; transition of institutional

knowledge initiated at notice of

retirement by several methods (e.g.

workforce assessment of tasks and

documents important to maintain the

day-to–day operations of the position,

mentoring, and cross training); dual

incumbency for up to 90 days; exceptional

recruitment and retention initiatives for

critical position vacancies; expansion of

the compensation toolbox to be

competitive with the market ; and

performance of realignment studies to

review salaries with market data.


Patricia Bullion

patricia.bullion@[email protected]

DMA initiated a newSupervisor Course with a keyemphasis on teachingsupervisors HR policy andhiring basics and processes.


0 3

Library of VirginiaThe Library of Virginia supports its successionplanning efforts by identifying the critical positionsthat could potentially be vacated immediately or in thenext 5-years and implement the option to cross-train staff based on management identifying or staffvolunteering. An additional option is to temporarilyinitiate dividing duties and distribute to mid-managersand in some cases the executive level managers untilthe recruitment process identifies the best candidateto satisfy the need of the position. The HuRMan e480Workforce Query created a vacancy position reportand potential retirement report of staff age 65 andolder with the years of service. Library of Virginia alsouses the Members Eligible for Unreduced RetirementReport from myVRS. Library of Virginia EmployeeTracking System (LOVETS) created a vacancy positionreport. Reports from the noted systems werecompared to ensure accuracy of data to officiallydetermine vacant positions and potential retirements.Executive Management and Managers reviewedEmployee Work Profiles to identify duties fordistribution and the appropriate mid-managers for thereassignment. Best Practice Contact:Vanessa [email protected]

Department of Forestry (DOF)DOF employs a holistic approach to talent

management that centers on occupational

career models with defined competencies

based on years of experience,

responsibilities and educational

expectations. DOF utilizes dual incumbency

for positions with high levels of technical

needs. The agency uses vacancies resulting

from retirements to re-structure offices

and departments to foster creation of

entry-level positions. DOF is establishing

Career Models and Mapping to allow

employees to visualize professional path

within agency and developmental needs to

achieve professional goals. The agency also

assigns interns to areas of agencies that

present the greater risk.


Hector Rivera

[email protected]

DOF is establishing CareerModels and Mapping toallow employees tovisualize professional pathwithin agency

VACANCY


0 4

Virginia Department of Transportation(VDOT)VDOT takes pride in being a data-drivenorganization using objective measures to KeepVirginia Moving and the agency's HumanResources team models that behavior through avariety of channels resulting in the effectivemanagement of the agency’s 7,735 classifiedpositions. To encourage employee retention andcareer development within the agency, thedepartment extracts PMIS data on a daily basisand delivers an interactive org chart tool thatnot only provides access to an employee’s ownjob description but also to the job descriptionsfor every classified position at VDOT. Throughthis tool, employees can explore career optionswithin the agency and identify the skills neededfor advancement, the market value that theagency places on each position, and thecompetencies required for success. These data-driven strategies complement investments instructured development programs and individualdevelopmental training to create a workforceready to take the next step in their careerswithin the boundaries of the agency. VDOT'smarket-based approach to compensation is apowerful tool affecting the agency's ability toretain, recruit, and reward internal careeradvancement.

In the past three years, VDOT has seen a

24% increase in the percentage of open

positions filled with internal candidates

which at least in part is attributable to this

employee-centric approach to workforce

planning. Leaders from front-line

supervisors to executives across

the enterprise utilize daily reporting tools

that provide macro and position-level details

on vacancies within their organizational

units. Better leader insights into the

dynamics of their human capital enables

effective collaboration with their Human

Resources partners to proactively recruit

and fill vacancies.


Thomas Blackstock

[email protected]

VDOT KnowledgeManagement teams aidwith skills andtechnicalknowledge transfer.

VACANCY


0 5

TALENTACQUISITION

James Madison University (JMU)As part of its collaboration with the Department forAging and Rehabilitative Services (DARS) JMU hasplaced a great deal of importance on raisingawareness among hiring managers about thebenefits of employing people with various abilities.JMU Facilities Management, Human Resources,DARS and local public school systems havepartnered together to host job shadowingevents for local high school students with adisability in order to introduce them to futurecareer opportunities. Local DARS representativeshave partnered as guest facilitators during theRecruitment Training for Search Committees toeducate participants on disability etiquette andsteps they can take to make sure the interviewprocess is inclusive. JMU Recruitment Teammembers volunteer to attend the local DARS JobClub meetings to conduct mock interviews and toprovide advice to DARS consumers about the JMUapplication and hiring process. JMU also has regularmeetings with its local DARS representative todevelop goals and evaluate what is or is notworking.Best Practice Contact:Jennifer [email protected]

Department of Historic

Resources (DHR)DHR encouraged staff to participate in

the creation of a short video that

“brands” the agency by displaying the

who, what and why of the agency. The

HR Manager utilized her own personal

IPhone over the course of a few weeks

capturing smiles, statements

describing programs, reasons why staff

enjoy serving the public and a personal

message from the Director discussing

DHR’s mission. DHR highlighted employees

collaborating, engaging, and having fun

during meetings, agency gatherings and

at their workstations.


Wendy Baker

[email protected]

Branding DHR with its first allstaff video helps potentialapplicants understand themission of the agency and thecommitment of staff.


0 6

TALENTACQUISITION

Department of Aviation (DOAV)The agency’s positions require a very specializedskill set with required certifications. In addition toadvertising these positions in the state system andin Indeed, DOAV advertised on aviation industryorganization websites at little to no cost. Thisallowed the agency to cast a wide net andreach pilots through many channels. The aviationindustry experienced tremendous growth, creatingshortages of both pilots and aircraft maintenancetechnicians. The agency promotes intangiblebenefits that are available to make up anydifference in salary, especially when competing withprivate industry. These included flexible schedules,paid holidays, generous leave programs,retirement, and minimal overnight travel allowingthem to be home with their families each night. Theopportunity to be home is a benefit that manycharter and commercial airlines are not able tooffer their pilots.Best Practice Contact:Laurie [email protected]

Department for Aging and

Rehabilitative Services (DARS)DARS's office of human resources works with

hiring managers when positions become available

to best meet the need. Human Resources

encourages ownership, accountability and project

management by hiring managers. The Department

also has "just-in-time" job aids (e.g. resource

guide and project planning checklist) for hiring

managers. The HR Business and Talent Acquisition

Partners interface with business areas to deepen

knowledge, encourage workforce planning, update

job descriptions, if needed, and help find the best

fit talent. The Classification/Compensation team

also expects hiring managers to approach pay

decisions as a matter of leading, thinking

systemically and knowing the workforce. The new

Talent Acquisition training also addresses

unconscious bias to encourage a diverse

workforce.


Brittany Douglas

[email protected]

Lisa Knicely

[email protected]

DARS's new Talent Acquisitiontraining addresses unconsciousbias to encourage a diverseworkforce.


0 7

TALENTACQUISITION

University of Virginia (UVA)The Talent Flexibility team was established in2018 as part of UVA's strategic HRtransformation. The team focuses on severalareas: recruiting, hiring and onboarding temps,building talent pipelines of external candidatesfor hard-to-fill and high turnover positions,assisting with dual incumbency hires, and studenthiring, staff and faculty wage hiring. The TalentFlexibility group is a revenue recoverydepartment, which means they chargeinternally for their services, and at a considerablylower rate than an outside temp firm wouldcharge. While the temps program at UVA hasbeen around for several years, the pipelineprogramming area is relatively new. This focusseeks to establish long-term career programmingto sustain a “backyardworkforce” that immerses local schools, learninginstitutions, and educational non-profits in ourpipeline of potential talent. More info on TalentFlexibility services at UVA can be found here:https://hr.virginia.edu/careers-uva/talent-flexibility-servicesBest Practice Contact:Carolyn [email protected]

Virginia Commonwealth University

(VCU)VCU launched an Internal Executive SearchGroup, which entails extensiveresearch and discovery with internal andexternal stakeholders regarding theirvision of successful internal search function; adedicated team including seasoned recruiters;proactive research to stay on top ofrecruitment trends; acquisition of LinkedInRecruiter license; a consistent and organizedapproach to the search process starting withthe development of the job profile, that savestime for stakeholders and identifies strong,diverse applicants for the university; marketingof the group via website, outreach, etc.; andongoing cultivation of viable candidates TheUniversity also implemented a centralizedadvertising plan to leverage buying power,reduce costs, and enhance collaboration andcost-sharing among stakeholders in multipleoffices. VCU implemented search committeetraining, which covers topics such asunconscious bias, writing a diverse andinclusive job advertisement, screeningcandidates consistently and equitably, creatinga welcoming campus visit, and more.Best Practice Contact:Carol Ann [email protected]


0 8


Department of General Services (DGS)Increased supervisory and leadership training wasprovided throughout DGS in FY19, as well as theuse of delegation, special projects, stretchopportunities with the goal of creating qualifiedcandidates for future openings. The Departmentencourages employee membership andparticipation in professional organizations. TheDivision of Consolidated Laboratory Services(DCLS) provides a comprehensive trainingprogram for all new employees, includingdocumented competency; opportunities to attendcontinuing education trainings onsite and offsitein specific areas; and opportunities to cross-train.The Division of Purchases and Supply (DPS)developed a LMS tool that offers NationalInstitute of Governmental Purchasing Classes, aswell as a catalog of over 200 Skillsoft classes. TheeVA bureau provides ongoing trainingto employees on the state procurement tool, eVA.Best Practice Contact:Diane [email protected]

Department of Labor and Industry

(DOLI)DOLI utilizes a Registered Apprenticeship

Program for many of its positions such as

Virginia Occupational Safety and Health

Compliance Officers and Consultants, Labor

Law Compliance Officers and Registered

Apprenticeship Consultants. There are

requirements for formal classroom and on-

line training, as well as on the job training

(OJT) and mentoring by senior agency staff.

The Registered Apprenticeship Program is

administered by our agency’s Division of

Registered Apprenticeship. Division staff

are a great resource for state agencies

seeking to initiate or expand apprenticeship

programs in their agencies!


Milan Hapala

[email protected]

The Division of ConsolidatedLaboratory Services(DCLS) provides a comprehensivetraining program for all newemployees.


0 9


University of Mary Washington (UMW)UMW offers Leadership UMW (LUMW), an in-depthleadership development program for staff andfaculty. The 9-month course includes a multi-raterassessment, an expanded MBTI assessment, classinstruction and group work. A key component ofthis program is mentoring. Each courseparticipant is matched with a mentor who is in aleadership position at UMW. Mentors andmentees receive guidance regarding how to bestbenefit from the mentor relationship, and areexpected to meet at least monthly. They sign amentoring agreement so both parties agree to thesame expectations, including a "no-fault" optionto end the relationship if it's not working for oneor both parties. Often, mentor pairs continue tomeet on their own after the mentee hasgraduated from the program.Best Practice Contact:Beth [email protected]

University of Virginia Medical Center

(UVA-MC)All employees are eligible for an annual

educational benefit of $2,000 once they have

completed their first year of full time

employment. Offering leadership development

cohort programs unique to UVA, instructor-led

training classes built around competency

development, online learning courses and a well-

rounded new employee orientation experience

leads to longer retention, higher levels of

engagement, and faster time to productivity. Like

any academic healthcare organization, finding and

keeping the best talent in certain areas is a

challenge, especially Nursing. However, the

resources UVA provides, coupled with managers

having career conversations with their team

members, convey that UVA is vested in seeing

them grow their careers within the organization.

The overall philosophy for lifelong learning is to

curate an employee experience that is best-in-

class for every team member. The experience is

viewed through the lens of the employee lifecycle,

starting from their recruiting experience and

ending when they leave or retire from the

organization.


Carolyn Cullen

[email protected]


1 0


Department of Military Affairs (DMA)DMA implemented a New Employee Orientationclass. This one day training event not only coversbasic HR, benefits, pay and other procedures andpolicies, but also teaches the new staff about theagency and its mission, funding, and structure. It also gives new employees a perspective on wherethey fit into the team and the agency’s mission. Staffsurveys and leader circulation across the agencyhelped DHP identify this gap and a need to educatenew staff. The agency found that establishing apersonal understanding of DMA and the NationalGuard, and a connection to the mission and agency’srole in homeland and national defense has a positiveimpact on new staff morale. Having departmentalleadership present part of the course and beintroduced to new staff pays off as well in thisregard. The creation of an agency Supervisor Coursewas another focus. DMA created a three day classrequired for all who supervise state DMA staff. The curriculum was developed based upon a climatesurvey and an agency level assessment oforganizational knowledge gaps for our supervisors. Itincludes a variety of hands on activities focused oncommunication, leadership, HR, and conflictresolution, among other topics. Best Practices Contact:Tim [email protected]

Virginia Employment Commission

(VEC)The use of career ladders and the assignment

of temporary duties offer developmental

opportunities and impacts a significant

number of employees. Several career ladders

were implemented in the Divisions of

Workforce Services and Unemployment

Insurance. Within certain program areas (e.g.,

Customer Contact Center and Adjudication),

there is mandatory training and developmental

strategies used to build talent. The agency

encourages supervisors to utilize the

Employee Development Plan section of

the EWP to create and implement staff

developmental plans. VEC also employs a full-

time Performance Consulting and Staff

Development Manager to provide

guidance to managers and staff.


Vickie Copeland

[email protected]

Developing a personalconnection to the agency'smission has a positive impacton new staff morale


1 1


Old Dominion University (ODU)ODU implemented the Develop Your Dominion traininginitiative to promote internal workforce and leadershipdevelopment. This initiative includes increasedoptions for professional development, enhancedsupervisor training, and technology enhancements thatpromote a self-directed engagement approach toemployee professional development. The Develop YourDominion Program encompasses significantorganizational changes including: • Created professional development mission statementand framework aligned with ODU and Human Resource’sstrategic plans for further collaboration with ODUdepartments. • Established a self-directed professional developmentframework aligned with the culture ofhigher education and created accessible opportunitiesfor hourly employees. • Updated or created new professional developmentclasses using adult learning theories and experientialdesign. • Created online registration system that providesefficient and effective data analysis and collection. • Developed an online professional development catalogthat is easily accessible. Best Practice Contact:JaRenae E. [email protected]

Department of Professional and

Occupational Regulation (DPOR)Along with the reinvigorated Employee

Recognition and Engagement Program, DPOR

increased the number of job-related classes

that the agency would pay for in the

enhanced Educational Assistance Program.

The Educational Assistance Program

increased coverage from 2 to 4 classes per

year and provides the option to employees

employed for 2 years, for the agency to pay

the tuition before the class begins to

eliminate the funding barrier for some to

enroll in a program, with the expectation for

satisfactory completion. Management

identifies employees that exhibit potential or

interest in advancing their career to attend

VCU PMG programs even though they may

not currently hold a supervisory or

managerial position. CCWA presented Excel

classes (all three levels), a seminar titled

Emotional Intelligence, and another seminar

titled Managing Stress in the Workplace.


Linda Bell

[email protected]


1 2


Virginia State University (VSU)VSU is working to identify tenured employees incritical positions in an effort to capture their deskprocedures in preparation for impendingretirements. The university also works with itstrainers to identify training needs of faculty andstaff and move towards a "career pathing" approachto staffing and development.Best Practice Contact:Tanya L. [email protected]

Treasury works with thePerformance Management Group forspecific coaching needs and sendsseveral employees to theirleadership training programs likeVEI, CMI, and VSI annually.

Department of the TreasuryThe Treasury has a strong employee developmentprogram and offers tuition assistance forprofessional development as well as individualdegree pursuits. Additionally, Treasury works withthe Performance Management Group for specificcoaching needs and sends several employees to theirleadership training programs like VEI, CMI, and VSIannually. Treasury also encourages employees toattend their respective professional associationmeetings/conferences. The agency also utilizesmore online training tools where available.Best Practice Contact:Meagan [email protected]

Virginia State Police (VSP)The Department of State Police is committed tocontinually training and developing both its civilianand sworn workforce. For civilian employees, theDepartment offers supervisor training; a careerdevelopment program; general instructor training;a new supervisor in-service program; COVLCtrainings; webinars; other in person classes formanagement and executive level training andcertifications; an internship program; and a volunteerprogram. For sworn employees, the Departmentoffers in-service training; a career developmentprogram; general instructor training; a new StaffLeadership & Employee Development (SLED)Program for our Troopers; COVLC trainings;webinars; and other in-person classes formanagement and executive level training andcertifications.Best Practice Contact:Michele [email protected]


1 3


Department of Health (VDH)VDH created a workforce training and

development division with the goal of

facilitating employees knowledge of all

available training resources. This division

created a workforce training and development

advisory committee that addresses curricula

development, needs assessment and

evaluation, communications, technology needs

for training and the intersection of talent

acquisition and training. In addition, the

division created and delivers a Leadership

Essentials program to all supervisors. Follow

up courses are under development.


Rebecca Bynum

[email protected]

Department for Aging and RehabilitativeServices (DARS)DARS created a new Talent Development Managerposition, who focuses on engagement and leadershipdevelopment across the Disability Services Agencies(DSA). The Division of Rehabilitative Services (DRS)Training Coordinator led a team to redesign the NewCounselor Skills training for Wilson WorkforceRehabilitation Center (WWRC) and DRS basedon critical learning needs and best practices inlearning and development. Disability DeterminationServices (DDS) has well-established career paths forcritical, hard-to-fill roles and innovative,institutionalized programs (i.e. EDGE- EmployeeDevelopment through Growth and Education; DLI-Disability Leadership Institute; and, an annualLeadership Conference) to develop emerging leaders.DDS also makes learning and development acore business priority and has a talented, statewidetraining team. DARS supports leaders' participationin VCU Performance Management Groups' leadershipprograms such as CMI, VEI and Supervisors' BootCamp. DARS has also built a curriculum for its ownBOLD (Building Outstanding Leaders at the DisabilityServices Agencies) Institute.Best Practice Contact:Lynne [email protected] [email protected]


1 4


Virginia Department of Corrections(VADOC)VADOC provides leadership training for new supervisors,annual in-service training, and succession planningtraining programs. VADOC contracts with the AmericanCorrectional Association (ACA) to provide the followingprograms: Basic Leadership for the CorrectionsProfessional (LEAD) designed for supervisors who arenot middle managers and are interested in moving tomanagement positions. Employees gain insight tospecific techniques, which can provide an awareness ofthe expectations of them in a management role. TheLeadership Development for Corrections ProfessionalsMiddle Managers (LEAD MM) is available to middlemanagers who seek to promote into senior managementpositions. The content of the training is on advancedmanagerial subjects and employees receive feedbackfrom a 360 instrument. The agency also uses the VCUPerformance Management Group training, includingCommonwealth Management Institute (CMI) and theVirginia Executive Institute (VEI). In 2019, the VADOClaunched its in house leadership program, “The VADOCLeadership Institute.” The VADOC ensures that agencyleaders are properly equipped with the essentialskills to create a workplace where all staff take equalresponsibility for leadership development.

This provides an avenue for employee

empowerment where individuals take ownership of

their professional and personal development. The

premise of this program's development is a widely

used developmental framework for establishing

talent-management systems: the talent-pipeline

model. This model encompasses six levels of

leadership, with each level requiring different

levels of knowledge, skills and abilities. VADOC

elected to approach Level I – Value and Drive

Others’ Success; Level II – Identify and Coach

Leaders; and Level III – Think Systemically and

Build Strong Teams. As employees move up the

pipeline, skills are developed to transition to the

next level. The VADOC also provides a variety of

other leadership elective training programs that

are used for workforce development.

Best Practices Contact:

Lucinda Childs-White

[email protected]

VADOC provides in-houseleadership programs at theAcademy for StaffDevelopment.


1 5

EMPLOYEEENGAGEMENT

Virginia Museum of Fine Arts (VMFA)VMFA has taken an employee-connected “dynamicgovernance” approach to employee engagement.The focus and goals of employee engagementactivities, projects and professional developmentare centered on providing opportunities for staff toparticipate and lead conversations. Giving frontlinestaff and leaders key decision-making, employee-centric events and project leadership helps to widentrust, appreciation, connection and collaborationamong staff and leadership. Examples include,creating an active staff association and affinitygroups, investing in professional developmentactivities, hosting job fairs, sharing experiences andproject accomplishments and ideas through staff-led webinars, meetings or events. All are key tohelping the organization grow staff awareness andshared-governance with a purpose to connect ourworkforce to the museum and its mission toprovide art and engaging visitor experiencefor our Commonwealth communities.Best Practice Contact:Kimberly [email protected]

Department of Agriculture andConsumer Services (VDACS)In all of VDACS engagement initiatives, the agencyinvolves employees in the development process tobuild a team approach and implement initiativesthat employees will appreciate. For the SuperbPerformance on Time (SPOT) program, VDACScreated a committee of employees in various rolesand work units to develop a program that providesviewpoints from all levels. The agency periodicallysurveys employees regarding the value of theprogram, ensuring continuous feedback. The SPOTprogram provides for a monetary or leave award,and the money available for this program isallocated per Division and based on percentage ofemployees in that Division. This helps ensure theavailable budget is fairly distributed. For the annualservice awards, the agency holds aceremony in Richmond and travels to its fourregional locations to recognize employeescelebrating a service milestone. All employees ofthe region are invited so those being celebratedhave their peers participating.Best Practice Contact:Linda [email protected]


1 6

EMPLOYEEENGAGEMENT

Southwest Higher Education Center(SWVHEC)The Center has a Center Celebration on a regularday/time each month with the Executive Directorleading the event. The Center recognizes employeesthrough monthly celebrations of employees withbirthdays and those who have completed majorprojects. An Employee Engagement Committee has alsobeen organized to sponsor a social event each monththat engages employees (similar to the activities in theOn the Square Program). Recent examples of activitiesare a scavenger hunt, trivia competition, bakingcookies, a group walk around the grounds, employeeappreciation cookout, hike at a nearby park, pumpkincarving/painting, and outdoor games (softball,volleyball, corn hole). New employees meet with HR foronboarding training and receive follow-up within theirfirst few weeks of service. The Center also providesfor the ability to formally recognize its employeesthrough providing recognition awards of leave andmonetary sums when appropriate.Best Practice Contact:Adam [email protected]

Department of the TreasuryThe Treasury has several committees (CVC,

Customers Are Priority, Public Service Events,

Service Awards, etc.) where employees are invited

to provide input, plan, and facilitate agency

events. The agency hosts one major fundraising

event in the Capitol Square area called “Dogs on

the Deck” where employees grill and serve hot

dogs to raise money for Service Dogs of Virginia.

This event has grown over the years and has

become popular. The agency has worked to

improve the work environment for all divisions.

The Treasury recently completed the final step in

renovating its physical office space which helped

improve the work environment. The Treasury’s

Human Resources office is working on an updated

onboarding program.


Meagan Whay

[email protected]


1 7

EMPLOYEEENGAGEMENT

Department of Health Professions (DHP)DHP offers an annual staff development training thatalways seems to please! This past year thetheme was Diversity, Inclusion, and Unconscious Bias. The training also had a motivational speaker. DHRMattended and indicated they plan to share the effortswith other departments. Additionally, DHP strives torecognize its service award recipients in style. Theagency has a photographer who takes the employee'spicture, the recipient’s supervisor writes a shortnarrative, and fellow employees provide positiveadjectives describing the person. These are read aloudas the information is projected on the large screen. DHP also has a "house band" who writes and singssongs about the agency.Best Practice Contact:Lisa [email protected]


1 8

TECHNOLOGYAND EFFICIENCY

Department of General Services(DGS)Prior to implementing new technologies, theDivision of Engineering and Buildings (DEB)pursues extended in-house and external "pilottesting" to ensure hidden issues surface and areresolved. This process was completed with theDivision's move from paper-based to electronicreview of plans and specifications. Electronicreview facilitates collaboration amongengineers and eliminates the need to maintainand file hard copy plans. With the technicalsupport of the DGS/ISS application developmentteam, the Division of Consolidated LaboratoryServices (DCLS) implemented a physician portalto allow doctors to access NBS testing results onpatients in situations where they have yet toreceive their paper laboratory test results.Best Practice Contact:Diane [email protected]

Department of Planning and

Budget (DPB)Agency staff are provided with

tablets/laptops and VPN access so that

files can be accessed from remote

locations. Over the last year, DPB has

actively undertaken an effort to scan

materials in its library to build an

online repository of information that can

be used by staff for research purposes.

This helps staff find needed materials in

an efficient manner and will enable the

department to inventory records and make

decisions regarding records management

in coordination with Library of Virginia

guidelines.


Michelle Vucci

[email protected]

The Human CapitalManagement modulesprovide highly valuabletechnical and changemanagement guidance forstate and local agencies.


1 9


Department of Accounts (DOA)DOA initiated a project to replace the 30+ year oldmainframe CIPPS application with the necessaryPeopleSoft HCM modules. The agency conducted aplanning phase beginning in March 2015 to definerequirements; conduct a fit-gap assessment using thePeopleSoft HCM software; and estimate theimplementation scope-cost, schedule and resourcesrequired to implement a modern payroll system andsupporting business processes for the Commonwealth.The Cardinal Payroll Project began June 2016 and wasto be completed in October 2018. In April 2018, theCardinal Payroll project was tasked to include a full HRand benefits module replacing the Commonwealth’sPMIS and BES systems. An analysis and planning projectbegan in July 2018 and concluded in April 2019 providingthe requirements, schedule, and budget to implementCardinal HCM. The Cardinal HCM project was approvedby the Secretaries of Finance and Administration in May2019. Cardinal HCM project will comprise Payroll,Time and Labor, Absence Management, HR, Benefits,and Employee Self Service functions replacing CIPPS,PMIS, BES, TAL, and assorted DHRM and DOA webapplications. Cardinal HCM will deploy in two releaseswith final deployment in October 2021.Best Practice Contact:Stacy [email protected]

The Human CapitalManagement modulesprovide highly valuabletechnical and changemanagement guidance forstate and local agencies.


2 0


Department of Health Professions(DHP)DHP incorporated agency training into theKnowledge Center, so that employees canreceive certificates upon completion, keep trackof their records and keep supervisors abreast oftraining completion. The agency began theonboarding program in January of 2019, and ithas been a great success. New employees attendthe session, learn about the agency and meetother new employees and the executive team.DHP has several workgroups that focus on ourmission critical areas such as Licensing, Disciplineand Compliance. These groups are made up ofemployees that do this work daily and arespecialists. The workgroups discuss bestpractices for each of the 13 boards and havedeveloped standard operating procedures, whichprove helpful for training new employees.Best Practice Contact:Lisa [email protected]

Department of Medical Assistance

Services (DMAS)All employees have access to up-to-date

laptops and screens and equipment. DMAS

uses specialized software for workflow

processes (e.g. a workflow was developed

for requests to fill positions). The agency

also developed an Exit Clearance Process in

support of the Office of Security and

Compliance to ensure VITA standards are

met. DMAS is also working on the project

team for the Human Capital Management

System to implement integrated HR

systems.


Kathleen Guinan

[email protected]

DMAS uses specializedsoftware for workflowprocesses (e.g. aworkflow was developedfor requests to fillpositions).

ACKNOWLEDGEMENTS

Thank you to all agencies and institutions across theCommonwealth of Virginia for submitting your agency

best practices in the 2019 Workforce Plan & Guide.There were so many outstanding workforce practices to

choose from. This is a living document and will beupdated annually.

For further information on any of the best practices

included in this guide, please direct your inquiries to theHR office of the responsible agency.

Barbara Higgins UVA - WFP Advisory Committee

Jeff Martin, Taxation - WFP Advisory Committee

Ian Rose, Virginia Management Fellow

Sumi Lanneau, DHRM - WFP Advisory Committee Lead


2 1

best practices guide workforce planning

Documents