HRT2 Finding, Training and Retaining Next-Gen Professionals

Thursday, April 12 • 11 a.m. - 12:15 p.m.

Octavio  San+ago,  Social  Media  Communica+ons  Program  Manager,  Office  of  Personnel  Management  

 David  Uejio,  Lead  for  Talent  Acquisi+on,  Consumer  Financial  Protec+on  Bureau  

 Moderator:  Andrew  Krzmarzick,  Director  of  Community  Engagement,  GovLoop  

Who We Are

Reimagining the Government Workforce

Andrew Krzmarzick Chief Dreamer & Community Manager

GovLoop

2020: Imagine…

…there’s no congestion, it’s easy if you drive.

Imagine: Mobile Government

•  Boomers: (semi-)retired, working from anywhere.

•  Gen X/Y: Flexibility, work-life balance.

•  Everyone: Connected, productive, contributing.

Loathing the Reality

Title: “City, crowded office space” | Date: September 19, 1955 http://www.flickr.com/photos/library_of_virginia/2899334278/

Living the Dream?

Two Tech Ideas

BYOD (Bring Your Own Device) Ustream Your Teleworkers*

*(Seriously, Don’t Do This)

2020: Imagine…

…there’s no GS-7 no step bestowed us, above us only…sky high, performance-based pay?

Imagine: Measurable Government

•  Figure out what needs to be done and by when.

•  Forget about how it gets done and where it happens.

•  Reward real performance.

•  Remove problem people faster (and without regret).

Loathing the Reality Only 737 out of more than 1.2 million GS employees… were denied a regularly-scheduled step increase and accompanying raise in 2009 because of poor performance, according to data provided by the Office of Personnel Management at Federal Times’ request.

That equates to a 0.06 percent denial rate…

which is far lower than any estimates of the number of poor performers in the workforce.

~ “Step increases threatened” | Stephen Losey | April 3, 2011

http://www.federaltimes.com/article/20110403/BENEFITS01/104030308/

Living the Dream

http://bestplacestowork.org/BPTW/rankings/demographics/large/awardsadvancement_11

A Touchy Tech Idea 360 Reviews for Everyone?

2020: Imagine…

…there’s no agencies . . . (Okay, that may be a stretch.)

Imagine: Modular Government

“Tiger Teams” tackle the toughest projects quickly.

Rotational assignments among agencies (not just PMFs).

Expert clearinghouse with “best of best” on the ready.

Loathing the Reality Through sheer luck and the brave actions of passengers, the U.S. narrowly averted a

terrorist attack on Christmas Day 2009. In President Obama's words, the U.S. government failed to “connect the dots” in its pursuit of Umar Farouk Abdulmutullab, and he nearly brought down Northwest Flight 253 as a result.

The problem was not a lack of information. It was an inability to stitch intelligence together into a coherent pattern. More than eight years after the September 11 attacks, it exposed systemic weaknesses that still plague the federal government's

efforts to track and stop terrorists. The problem is a persistent one: an inability to cross organizational boundaries.”

“Cross-silo communication: All talk and no action?” Bill Adams, February 18, 2010

http://views.washingtonpost.com/leadership/guestinsights/2010/02/interagency-communication.html

Laying Out the Dream

http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/us_fed_The_Future_of_Federal_Work_092011.pdf

“With cloud computing: Organizations increase their flexibility by sharing storage space, information, and resources in a ‘cloud’ allowing them to quickly scale resources up and down, as needed. Why not apply the cloud model to people?”

Laying Out the Dream

http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/us_fed_The_Future_of_Federal_Work_092011.pdf

“…A government-wide human cloud enables:

• Ability to apply resources nimbly;

•  Increased knowledge flow across agencies, focus on government-wide missions; and

• Fewer structures that stifle creativity and halt adoption of new tech/innovation.”

Fed Cloud = workers performing creative, problem-focused work, not just in single agency, but government-wide.

Living the Dream:

2020: Imagine… “…You may say I’m a dreamer,

but I’m not the only one. I hope some day you’ll join us ...”

Andrew Krzmarzick andrew@govloop.com

GovLoop.com/profile/AndrewKrzmarzick

LinkedIn.com/in/andrewkrzmarzick

@krazykriz

Octavio Santiago Office of Personnel Management

Pathways Overview

•  Internship Program

•  Recent Graduates Program

•  “Reinvigorated” Presidential Management Fellows Program

Pathways Regulations

•  Proposed regulations were posted in the Federal Register

•  Public comment period was open August 5 - October 4, 2011

•  Anticipate final regulations will be published in spring 2012

Existing Hiring Authorities

•  Until Pathways Regulations become effective, Agencies may continue to use the: – Student Career Experience Program (SCEP)

– Student Temporary Employment Program (STEP)

– Presidential Management Fellows Program

Recruitment Tech Tools

•  pathways@opm.gov •  pmf@opm.gov •  (202) 606-1040 •  Facebook: Presidential Management Fellows •  www.pmf.gov •  www.opm.gov/hiringreform/pathways •  www.usajobs.gov/studentsandgrads

Contact Us

David Uejio, Lead for Talent Acquisition, Consumer Financial Protection Bureau

Since 1979, NIH has been home to one of the most vibrant intern programs in all of government.

What makes it great?

•  Agency wide buy-in •  Sound HR strategies •  A truly developmental program

•  Awareness of what the PMF is

•  Full time coordinator •  Program governance •  Buddy/Interim Advisor/

Mentor •  Alumni involvement •  Social networking

Agency wide Buy-in

•  Workforce planning •  Competencies •  Mentoring •  Focus on leadership development •  Marketing and branding •  Strategic recruitment •  Use of current technology and

social media

Sound HR Strategies

A Truly Developmental Program

•  Building a cohort culture •  Orientation •  At large rotational structure •  Training budget •  Monthly program meetings •  Management seminar series •  Graduation

Avoiding Pitfalls

•  Feedback •  Managing expectations •  Community

Values Statement NIH gives PMFs: •  The resources they need to succeed, •  The space they need to grow, •  The support they need to flourish, and •  A reason to make a career here.

Values Statement

“Life is change. Growth is optional. Choose wisely.”

— Karen Kaiser Clark

Values Statement

•  Since 1979 NIH has hired 185 PMFs.

•  82 of them still work at NIH.

•  19 of those who left are still in government.

Dave Uejio uejiod@od.nih.gov (301)451-7340 @BureaucratJedi

Questions?