An Approach to Human Capital Strategy Implementation Planning

Transcription

1 An Approach to Human Capital Strategy Implementation Planning Business Benefits and Technical White Paper Bradford D. Blevins May 2006 / New York, NY 1

2 1 Background As the CNO states in his 2005 Guidance: We are an organization on the move. We seek not to keep pace with change, but to lead it. And our people the Navy s Capital Assets are doing to make that happen. I have said this before, but it bears repeating. At the heart of everything good that is happening in our Navy today is the vital fact that we are winning the battle for people. We are attracting, developing and retaining a talented cadre of professionals who have chosen a lifestyle of service. Our ability to challenge them with meaningful, satisfying work that lets them make a difference is fundamental to our covenant with them as leaders. To better fulfill this promise, we are in the process of developing a Human Capital Strategy that fits the twenty-first century a strategy that delivers the right skills, at the right time, for the right work. We would not be in a position to do that today had we not first invested heavily in our people, developed a mentoring culture, and realized unprecedented retention over the last few years. And while those efforts are paying the kind of dividends exemplified by our 2004 accomplishments, an optimum HCS will not be possible unless we challenge the assumptions inherent in our current manpower approach, that is, our default strategy. To that end, we will pursue new technologies and competitive personnel policies that will streamline combat and non-combat personnel positions, improve the integration of Active and Reserve Missions, and reduce the Navy s total manpower structure. We must become a better educated, better trained and better compensated, but smaller workforce in the future we are going to change policies and organizational structures like nonrated billets that inhibit the growth and development of our people. We are going to build future ships and aircraft to maximize human performance while inspiring great leaps in human possibilities. In order to facilitate the implementation of the Chief Naval Officer s (CNO) Guidance and other Defense organization s Human Capital Strategies, The Bradford Management Group, Inc. has developed an approach to Human Capital Strategy (HCS) Implementation Planning. The approach contained herein uses the Naval Air and Naval Sea Systems Commands as referenced examples of attributes required in HCS planning. 2 Overall Approach The Human Capital Strategy Implementation Plan for any Department of Defense Organization involves a Six Factor Framework for Implementation**. These six factors include: People, Work, Structure and Shape, Growth and Development, Promotion and Selection, and Incentives. Two main overarching areas of focus can be identified to encompass the aforementioned six factors. The two main driving factors that must be analyzed in developing an effective and efficient Human Capital Strategy include Workload and Workforce projections; jointly establishing a workforce shaping process flow. The three main sections of this white paper will include: Required Workload/Workforce Available Workforce Workforce Balance Strategy Combined as a full spectrum strategy for Human Capital Strategy Planning, these three aforementioned elements will allow each Command, Division, Department and/or Branch the opportunity to Balance their respective workforce to meet the needs of tomorrow s Defense requirements. 2.1 Required Workload/Workforce The required workload and workforce will be identified in parallel; ultimately leveraging a workforce requirement that will meet the current and future workload requirements as specified in Sea Power 21*, Sea Strike*, Sea Shield*, Sea Basing*, FORCEnet*, Sea Trial* and Sea Enterprise* (* examples). The CNO and Commander s Guidance discuss these requirements as necessary to meet the Future Readiness needs of the Navy. Required Workforce identification will encompass the following process flow as driven by Workload identification (See Figure 1 Below): Identify Workload Drivers - Identify Resource Drivers Project Workload Requirements - Project Workforce Requirements (FY 06-09) Conduct Core Analysis (Civ/Mil/CSS) Apply Risk Management & Productivity Improvements 2

3 Establish Workload Requirements with Productivity - Establish Workforce Requirements with Productivity (FY06-09) Determine Required Workload - Determine Required Workforce by Skill Set (FY06-09) Identification of Workload/Resource Drivers, as aforementioned, involves a full understanding and inclusion of the initiatives and policy set forth in the CNO s Guidance, Commander s Guidance, SEA Power 21, Human Capital Strategy Implementation Plans, NSPS, GENESYS Alignment Plans, Naval Projected Platforms and other strategic documents as so set forth within the Command. Core Analysis of employee/workforce types will be determined by an analysis of Command, Department, Division and/or Branch demographics and metrics. Workload and workforce Risk Management and Productivity Improvements will incorporate efficiency initiatives; which may include, but not limited to, Lean Strategy to improve productivity and return on investment through the identification and elimination of waste; Theory of Constraints to identify bottlenecks while formulating a prioritized sequence of improvements related to cost, quality schedule and resources; and Six Sigma statistical analysis to develop hypotheses of improvement needed to reduce variation and ensure accurate project management and control. 2.2 Available Workforce The available workforce will need to be compared to the required workforce (as identified through the Required Workload/Workforce process just discussed). The available (baseline) workforce will include an analysis of the current workforce, project/workforce attrition without replenishment (FY 0609), and available workforce by skill set (FY06-09). The baseline workforce and attrition data can be gathered from current workforce metrics and demographic analysis. 2.3 Workforce Balance Strategy The workforce balance strategy includes determining if the Available Workforce by skill set (FY 06-09) matches the Determined Workforce by skill set (FY 06-09) (See Figure 1 below). Any gaps and/or excess of workforce resources will be balanced through retraining, managing CSS, accelerating attrition and target hiring. These methods of balancing the workforce will include analysis, development and implementation of strategic Command Training Instructions, Individual Development Plans (IDPs), Five Vector Framework/Continuum for Career Paths, Awards and Incentives Policies, Promotion Policies, NSPS, and any and all other strategic documents set forth within the Command(s). 3

4 Figure 1: Workforce Balancing Strategy **Reference: NAVAIR Strategic Performance Plan, 2005; Department of the Navy Human Capital Strategy (HCS) Implementation Plan, May 2005; Five Vector Model By Series OOA1 DBG, NAVAIR 2005; CNO Guidance 2005** 3 Technical Approach The technical approach will provide a more detailed view of the overall strategy and specific information on how many of the tools and methodologies utilized and required within the Command all play a critical part in the overall strategy of aligning current future skills and resources. 3.1 As-Is Assessment One of the first steps in developing a Human Capital Strategy is to begin to understand the reality of where you are today. A recommended strategy to identify the as-is workforce status of the organization is to develop a Resource Allocation Tracking Matrix (see Figure 2). This as-is assessment will present the required data that is needed to begin to identify where the organization stands with regards to available resources categorized by type (Civilian, Military, Contract Support); by competency area (Logistics, Finance, Program Management, Contract Management, Communications, Leadership, etc.); and by man-year hour allocations. This data can then be used to re-allocate workload to specific workforce employees, re-allocate workload within Departments/Divisions, and ultimately begin to lay the groundwork when compared to other Fiscal Years of where training, hiring, and promotion strategies are most needed. Without a quantitative picture of today, any other planning based upon current resources will be nothing more than inaccurate estimates and irrelevant assumptions. Recommended Action(s): Identify Current Demographic Status; Identify Current Competencies and Skill Sets within the Command; Develop Initial Resource Allocation Tracking Matrix 4

5 3.2 Projected Future Assessment Each Fiscal Year will have a Tracking Matrix associated with it respectively. By viewing the current year in comparison with each of the out-years (FY06-09), the organization can begin to develop an understanding of gaps/excess with regards to over and under resource allocations. Define Future Workload/Platforms: The out-year Competencies and/or Project/Platforms will change based on future requirements set forth in strategic documents and by Command decisions. (*example: Current Navy out-year projects for platforms that may need modified competencies include, but are not limited to: VXX, EA-18G, MMA, E-2 C/D, UCAVs (Global Hawk), JSF, MH-60, V-22, F/A-18 C/D/E/F, Compass Call, CH-47, MMH. These platforms may also include subsystems, components, customers and internal programs relevant for workload and workforce planning.) Senior Leadership forums and brainstorming sessions will be necessary to identify projected platforms and workload in the out-years. o Recommended Action: Senior Leadership Brainstorming Forum Resource Alignment with Future Workload/Platforms: Identified platforms will have mandatory and specific requirements that will require updating the Resource Allocation Tracking Matrix each Fiscal Year. Individual Development Programs (IDP s) for staff, new hire strategies, promotion planning, and attrition impact planning used in conjunction with this matrix as a strategic framework, will play a critical role in ensuring the Command and individual personnel meet the Navy s requirements each year. In order to identify the specific resource and capability needs for out-year projections, Human Capital Strategy is implemented in three (3) phases: o Phase I: Near Term Assessment and Allocation (0-1 Year Action Plan) Re-allocate current resource to fill current gaps Phase II: Current Workforce Re-alignment (1-5 Year Action Plan) Re-direct/re-align training and education of current workforce to meet future needs Phase III: Future Workforce Re- Generation (5-15 Year Action Plan) Recruit new and vastly different skill sets as needed for new platforms/initiatives o Recommended Action(s): Phased Action Plan Development; Individual Development Programs (IDPs), training requirements, promotion strategies, and attrition impact planning in alignment with defined Future Workload/Platforms; Update Resource Allocation Tracking Matrix It will be necessary to remember that these matrices, and the Human Capital Strategy in general, are working documents and planning resources; as the world, requirements, and military missions change, so will this planning methodology. 5

6 Figure 2: Resource Allocation Tracking Matrix -Example (utilized to begin tracking workforce workload by competency area and/or specific project/naval platform support) Department Workforce (**) Competencies and/or Projects per Department?? Resource Allocation AIR Logistics Finance Program Mgmt Contract Mgmt Comm. Leadership Over/Under Allocation Bob J (CIV) OVER CAPT Bob R (MIL) Bob S (CSS) AIR Alice X (CSS) UNDER Alice T (CIV) FY 07 FY 08 FY 09 Assuming average man-year for Civilian/Military employee is approximately 1750 hours; assuming average man-year for Contract employee is approximately 2080 hours** 4 The Bradford Management Group, Inc. (TBMG) The Bradford Management Group (TBMG) is a veteran owned boutique management consultancy; providing full lifecycle project and organizational management strategy and execution services for planning, operations and performance accountability. 5 Contact Bradford Blevins can be contacted at , or at bblevins@thebradfordmg.com. 6