human capital development
DESCRIPTION
Human Capital Development. Issues. Issue #1: Funding Issue #2: Tools Available Issue #3: Leadership Involvement Issue #4: Policy and Guidance Issue #5: Insufficiently Developed Workforce Issue #6: Succession Planning. Issue #1: Funding. Strategic Gap: - PowerPoint PPT PresentationTRANSCRIPT
Human Capital Development
Issues
Issue #1: Funding Issue #2: Tools Available Issue #3: Leadership Involvement Issue #4: Policy and Guidance Issue #5: Insufficiently Developed Workforce Issue #6: Succession Planning
Issue #1: Funding
Strategic Gap: Funding obstacles impede employee and workforcedevelopment
Strategy:1. Make employee training a leadership priority
2. Full-Time Training Coordinator at each Division/District
3. Dedicate 5% of the labor costs to annual workforce development (separate line item to include travel and labor costs)
Issue #1: Funding
Obstacles: Development is not considered a priority by leadership
USACE is a reimbursable organization and costs (i.e. time not allocated to a project) may hurt the customer
Inconsistent distribution of training dollars within the organization
Issue #1: Funding
Required Resources: ATMP/USACE Learning Network Primary Training Coordinator position (Full-time)
Metric: 90% of training dollars allocated and utilized for
employee development 100% of IDPs completed by employees and approved
by supervisor Every employee will complete 100% of mandatory
training
Issue #2: Tools Available
Strategic Gap: People are not aware of tools and processes available/not available for development
Strategy:1. HQUSACE should develop an employee
development website to include employee development and training information (i.e. tools and processes available)
2. Establish a Training Coordinator at the MSC and/or District level to keep workforce aware of training tools and opportunities
Obstacles: Lack of communication to the workforce Lack of workforce time to research opportunities Lack of guidance at the MSC, HQ, and District
levels
Required Resources: ATMP/USACE Learning Network Primary Training Coordinator position (Full-time) Guidance at the HQ, MSC, and District levels
Issue #2: Tools Available
Issue #2: Tools Available
Metric:Training Coordinator position at
MSC level and/or District within one year of mandate
Measure current data within the tools available as linked ATMP and the Learning Network
Issue #3: Leadership Involvement
Strategic Gap or Issue: Leaders/managers do not consistently communicate
with employees about their development and that limits effective performance, satisfaction, and retention
Strategies:– Development/training program for managers that
requires meeting several times during the year. To keep them updated on current sources of
development. To emphasize and demonstrate the benefits of
employee development (e.g. increased productivity)
Issue #3: Leadership Involvement
– Cover strengths, mentoring, etc. – Establish expectation that managers’ real job is
about people– Promote acceptance of developmental
assignments– Orientation of new employees to the LDP Level 1
program
Develop incentives for managers who develop their employees and incentives for managers to give to their employees
Possible Obstacles:– Too many demands on managers’ time. – Management and leadership mindset is not “people first”– Lack of coaching and mentoring support for managers
Required Resources:– Top down leadership– Enforce mandated LDP program – Training– Coaching for managers and constant reinforcement – may
require an investment in extra bodies – Career Development Plans and Resources– Engagement by Communities of Practice
Issue #3: Leadership Involvement
Issue #3: Leadership Involvement
Metric:– Exit surveys with every departing employee
(Standardized form; Questions should relate to employee engagement and development; Answers kept anonymous)
– Employee wellness (Use of sick leave, etc.; Should be quantified by organization in order to pin point problem areas)
– Retention rates (By career series)
Issue #3: Leadership Involvement
– Analysis of what is taking management time away from focusing on employee development
Example question to ask: How much of your time is currently spent on mentoring and coaching? Or How much of your time is spent in CEFMS, on RM functions, HR work, etc.?
Issue #3: Leadership Involvement
– Annual survey of employees regarding their development Do you know where your training plan
is?Do you know what your job
expectations are?
Do you feel valued?
Strategic Gap or Issue: Policy and Guidance is not formulated and updated – or communicated throughout the organization
– Not enough organizational discipline to understand and adhere to current policy and guidance
– Lack of accountability for compliance. Therefore, everyone fends for himself or herself… no institutional knowledge.
Issue #4: Policy and Guidance
Issue #4: Policy and Guidance
Strategies:– USACE PDT for assessing and evaluating
development programsTakes into account changing organization and
workload– Develop central database or source for
informationIncludes all info related to employee
development (LDP, Regulations, Career Development Plans, SOPs, etc.)
Issue #4: Policy and Guidance
Bulletin board for each organizationOpportunity for each district or division to have a
page for informationAwards for successful programsWorkload and technical competency plans with
a forum for comment– Communicating availability
Ad campaignEmailIncentives to try out the website (puzzles,
games, new insight from the chief, etc.)
Possible Obstacles:– Funding– Balancing resources across the organization
Required Resources:– Webmaster (Centralized)– Person to track P&G and update
Issue #4: Policy and Guidance
Metric:– Employee feedback link– Counter on website to see how
many people are accessing it– Program evaluations completed
online to track use of the website and programs
Issue #4: Policy and Guidance
Issue #5: Insufficiently Developed Workforce
Strategic Gap: Retaining a developed workforce Backfilling short-term vacancies with qualified, developed employees Lack of a qualified deployable workforce Strategy: Training the people that we have now Mentoring Providing cross-training opportunities Establish 5% funding for employee development
Possible Obstacles– Funding– % of the workforce that is unreceptive to training
and mentoring (mentors and mentees) opportunities
– % of the workforce that is ineligible/unable/ unwilling to deploy CONUS/OCONUS
– Workload (Amount, Type)– Leadership support of employee development
Issue #5: Insufficiently Developed Workforce
Required Resources– Mandate the use of IDPs by management– Funding– Full ATMP (Automatic Training Management
Program) implementation– Develop a website for specialized learning
opportunities Metrics
– 100% of the workforce has an IDP that is completed– Measuring % of high priority development that is
completed– 90% of training monies executed
Issue #5: Insufficiently Developed Workforce
Issue #6: Succession Planning
Succession Planning: A plan to build the future and sustain organizational capabilities by identifying core competencies, leveraging developmental opportunities, and accurately forecasting retirements and vacancies that will allow all employees to reach their highest potential performance level.
Issue #6: Succession Planning
Strategic Gap: – Tools not readily available or widely
known– Plans are not kept current or used by
management
Strategies: – Each MSC develop a formal succession
planning process that identifies core competencies.
– Each Division/District develops a succession plan that identifies key elements, such as, forecasting future workload and requirements; performing workforce analysis/projections/ gap analysis; identify strategies to fill gaps, identify budget issues.
Issue #6: Succession Planning
– Incorporate the need for local leadership development programs into succession planning to create opportunities to develop employees and ensure transfer of institutional knowledge.
Issue #6: Succession Planning
Issue #6: Succession Planning
Possible Obstacles:– Time– Management Involvement – Funding – How often it is updated
Required Resources:– Managers and Admin. Support– Dollars for Overhire– Workload Projections– Eligible retirement list – Recruitment Team
Metric: – How many hired v. how many needed
(Timeframe filled in, percentage filled, on board percentage)
Issue #6: Succession Planning
Closing Remarks
Be Audacious!! Let’s do it!
Development for all!!