Office of Human Resources & Administration (HR&A)

Transcription

1 Office of Human Resources & Administration (HR&A) Assistant Secretary, HR&A, Ms. Gina Farrisee BRIEFING FOR THE NATIONAL VETERANS SMALL BUSINESS ENGAGEMENT James Grier Robert Harrison Fernando Huerta December 9 12, 2014

2 Agenda HR&A Overview (slides 3 5) HR&A Organization (slides 6 16) HCIP Overview & Evolution (slides 17 18) HCIP Alignment with and HR&A Goals (slide 19) HCIP Investment Review (slide 20) HCIP FY15 HCIP Planned Programs/Projects (slide 21) Questions 2

3 HR&A Strategic Mission & Vision Mission: Lead the development and implementation of human capital management strategies, policies, and practices to cultivate an engaged, proficient, and diverse workforce, one that will continue to transform and improve the delivery of services to Veterans and their families. Vision: HR&A will be a recognized leader in strategically managing human capital transformation and empowering a diverse workforce to better serve our Veterans. 3

4 HR&A Supports the Strategic Plan HR&A supports the execution of s Strategic Objective 3.1 (Make a Place People Want to Serve) and Strategic Objective 1.1 (Improve Veteran Wellness and Economic Security). HR&A Strategic Goals: 1) Drive transformation through strategic human capital engagement, development, and talent acquisition. 2) Cultivate and sustain a culture of performance excellence within HR&A that embodies values and supports our customers. 3) Cultivate and sustain a culture that advocates for veteran employment within and across the federal space. 4

5 HR&A Designations and Authorities The Assistant Secretary for Human Resources and Administration is assigned the following designations and authorities: Chief Human Capital Officer (CHCO) Designated Agency Safety and Health Officer (DASHO) Agency Dispute Resolution Specialist (ADR) Director of Equal Employment Opportunity (EEO) 5

6 HR&A Organization Chart Total FTE (FY14): 873 Total Budget (FY14): $356.4M 6

7 Corporate Senior Executive Management Office (CSEMO) Mission Supports the entire life cycle management of the s Senior Executives and provides full employment services for s senior leaders*, Title 38 SES Equivalent appointees, members of the Board of Veterans Appeals, consultants and experts. Functions and Tasks Provides advice and counsel to the senior leadership on all matters regarding the Department's senior executive workforce and its management. Develops and establishes policies and processes needed to support full life cycle management of the senior executive workforce. Provides personnel services for senior executives. Manages a proactive recruitment program and effectively manages Senior Executive allocations to ensure resources are aligned with s priorities. Administers effective senior executive compensation and recognition and awards programs. Manages corporate level senior executive development programs, in coordination with the Administrations and Staff Offices. Supports Government wide initiatives to develop and deliver new senior executive programs. * Senior Leaders include: Political Appointees, members of the Senior Executive Service (SES career, non career, limited term, and limited emergency), Senior Level (SL) employees, and Schedule C employees. 7

8 Office of Labor-Management Relations (LMR) Mission Promote labor management cooperation throughout the Department to enable s unions and management officials to work as partners in improving the delivery of service to Veterans and their families and in creating a positive work environment for employees. Functions and Tasks Co chairs the National Partnership Council, which advises the SEC on initiatives that impact employees and promotes cooperative labor management relations across the Department. Evaluates and interprets Department policies, directives and program guidance, and advises leadership on labor management issues. Provides education and training on labor management issues at all levels across. Acts as the liaison with the National Headquarters of Labor Organizations and represents in national level negotiations and consultations, as appropriate, under consolidated unit recognitions or national constitution rights. Represents before the Federal Labor Relations Authority and the Federal Services Impasses Panel (FSIP) on labor management matters. Monitors the effectiveness of labor management programs throughout the Department. 8

9 Labor-Management Relations (LMR) - continued Bargains with 5 major unions that represent nearly 250,000 employees: 1) AFGE American Federation of Government Employees represents 222,006 employees (67.2% of the total workforce) 2) NAGE National Association of Government Employees represents 8,965 employees (2.71% of the total workforce) 3) NNU National Nurses United represents 5,048 employees (1.52% of the total workforce) 4) SEIU Service Employees International Union represents 4,791 employees (1.45% of the total workforce) 5) NFFE National Federation of Federal Employees represents 3,734 employees (1.13% of the total workforce) 9

10 Office of Administration (OA) Mission Work through partnerships to provide customer focused support services that create a safe and productive work environment. Functions and Tasks Manages the Department s Occupational Safety and Health and Worker s Compensation programs. Directs facilities management efforts for Central Office (CO), including building services, Emergency Preparedness and notifications, support for CO, and records management. Directs the Office of Protocol in direct support to the Office of the Secretary for coordination of events and special meetings. Directs Transit Benefit Program policy and coordination of fare distribution. Manages and directs the space and renovation needs for the CO campus. Provides support services to CO organizations and employees including transportation, parking, mail operations, property management, and media services. 10

11 Office of Diversity & Inclusion (ODI) Mission Cultivate a diverse workforce and an inclusive work environment that ensures equal opportunity through national policy development, workforce analysis, outreach, retention, and education to best serve our Nation s Veterans. Functions and Tasks Develops, disseminates, and oversees compliance with Department wide policies on EEO, diversity and inclusion matters to ensure a fair, diverse, and inclusive workplace. Leads the development of the Diversity & Inclusion Strategic Plan and prepares annual, quarterly and ad hoc reports on diversity and inclusion. Develops and implements training, consulting, and communications programs and services pertaining to EEO, diversity, and inclusion. Develops and monitors outreach and retention initiatives and programs to promote diversity and inclusion throughout the workforce. Performs workforce analyses of employment transactions (e.g., hiring, promotions, separations) by employee demographics and identifies trends/barriers impacting workforce diversity. Leads the Diversity Council and advises the Secretary and senior leadership on emerging diversity issues. Whistleblower protection 11

12 Office of Human Resources and Management (OHRM) Mission Drive human capital transformation through human resources services and innovative programs in support of Veterans and their families. Functions and Tasks Develops, disseminates, and maintains Department wide HR policy and guidance to enable to attract, recruit, develop and retain high performing employees. Provides HR services for more than 4,000 Central Office (CO) staff employees. Provides Department wide human capital analysis and workforce planning services. Provides leadership for Human Capital Accountability and Merit System compliance. Administers Employee Wellness program. Implements and manages Telework program. Manages Child Care Subsidy program. Implements hiring reform. Implements and manages USA Staffing, e Classification and HR Line of Business programs. Implements employee engagement efforts. 12

13 Office of Resolution Management (ORM) Mission Promote a discrimination free work environment focused on serving Veterans by preventing, resolving, and processing workplace disputes in a timely and high quality manner. Functions and Tasks Provides effective processing of EEO complaints filed by employees, former employees, and applicants for employment through services that include counseling, investigation, and procedural final agency decisions. Serves as the designated lead organization for workplace Alternative Dispute Resolution (ADR) within for the prevention and early resolution of workplace disputes and EEO complaints. Develops and delivers training for employees, managers and supervisors on the EEO complaint process and ADR services. Ensures compliance with final decisions on EEO complaints and settlement agreements. Coordinates the receipt and referral of allegations of discrimination raised by Veterans with respect to key Federally conducted or Federally assisted programs and activities. 13

14 Learning University (LU) Mission Provide enterprise wide, competency based workforce development for employees and leaders. Functions and Tasks Develops strategic leaders for a 21 st Century. Enhances the skills of employees to contribute to organizational performance. Manages non clinical training evaluation and accreditation. Operates and sustains state of art learning delivery systems, tools, and applications. Tracks performance and manages the evaluation/assessment process for Human Capital Investment Plan (HCIP) training and development initiatives. Develops and manages outreach and communications to employees on training and development opportunities. Provides career mapping and development services through MyCareer@. Operates the wide Pathways Program Office for the President s Pathways Initiative Develops competency models for occupational fields and determines skills gaps which training can address Provides educational opportunities via academic partnerships Leverages existing training organizations (i.e. VHA s Employee Education Services, OIT s IT Academy, HR Academy, etc.), to provide centralized availability, standardization, policy development and organization of training with a decentralized execution 14

15 Veteran Employment Services Office (VESO) Mission Develop and implement innovative and comprehensive programs, procedures and services to support federal Veteran recruitment, and retention and reintegration Functions and Tasks Increase the pool of Veteran candidates through outreach and marketing. Increase the pool of employable Veterans with viable resumes competitive for federal positions Increase Veteran applicants staffed through the non competitive, Veterans preference hiring authority Provide tailored training to stakeholders on Veteran employment tools, services and authorities Develop and integrate Veteran retention strategies for facilities. Increase stakeholder awareness and participation in the deployment lifecycle process and facilitate returning service member reintegration through USERRA training and mediation support Provide capable federal employment tools and services and staffing support for VEC MOU partners 15

16 Office of the Assistant Secretary Mission Performs enterprise wide strategic planning and organizational performance; budget and risk management; and program management and acquisition activities that enable HR&A to effectively plan, program, evaluate and govern Human Capital Investments. Functions and Tasks Develops and implements an HR&A Strategic Plan that outlines the long term vision and strategies to support s vision of transforming into a high performing, 21 st Century organization. Monitors, evaluates and reports on organizational program performance to ensure HR&A is achieving strategic outcomes and performance goals as outlined in the s & HR&A s strategic plans. Develops and maintains financial processes and capabilities to align the Operating Plan for the HR&A Human Capital Investment Plan (HCIP) with PPBE. Conducts enterprise program and project management oversight to ensure delivery of HR&A services and goods. Manages, facilitates, and provides oversight for HCIP acquisition efforts and strategy. Coordinates HR&A Conference Certifying Official (CCO) review processes and data call responses to Training Support Office. 16

17 HCIP Overview Established in 2010, Human Capital Investment Plan (HCIP) was one the s top 16 transformational initiatives to adapt to new realities; leverage new technology; serve a changing Veteran population with a renewed commitment. Supports s Strategic Objectives 3.1 (Make a Place People Want to Serve) and Strategic Objective 1.1 (Improve Veteran Wellness and Economic Security) HCIP is transforming the way approaches managing its human capital, including hiring and retaining the best people for s workforce, developing the skills of our employees, creating a healthier and more diverse organization, enhancing employee engagement, increasing the hiring and retention of Veterans, and strategically managing talent. Over 100 initiatives have been funded, including: leadership and managerial training; TMS (Training Management System); MyCareer@; for VETS; the HR Academy; SES Collaborative Website & Performance Management; National Diversity Internship Program; PAS ( Personnel Accountability System); WIN (Wellness Is Now); Conflict Management Training; Worklife4you; Reasonable Accommodation Program; Pathways; and many others. 17

18 How Strategy and HR&A Goals are supported by HCIP Strategic Objectives Objective 1.1: Improve Veteran Wellness and Economic Security. Objective 3.1: Make a Place People Want to Serve. Core Principles People Centric Results Driven Forward Thinking Core Values Integrity Commitment Advocacy Respect Excellence HR&A Goal 1* Drive transformation through strategic human capital engagement, development, and talent acquisition. HR&A Goal 2 Cultivate and sustain a culture of performance excellence within HR&A that embodies values and supports our customers. HR&A Goal 3 Cultivate and sustain a culture that advocates for Veteran employment within and across the federal and private sectors. *HR&A goals outlined in HR&A Strategic Plan HCIP Goals/Categories** 1) Developing Leaders and Improving Workforce Skills 2) Increasing Veteran Hiring and Retention 3) Increasing Employee Engagement & Satisfaction 4) Improving Hiring and Promoting Workforce Diversity 5) Improving the Work Environment 18

19 HCIP Evolution HR Challenges Inadequate enterprise wide HR planning Decentralized executive talent acquisition & management No enterprise wide learning and development capability Lengthy time to hire Poor labor management relations Low Veteran hiring across /high Veteran attrition Inconsistent management of s Workers Compensation program Volume and cost of EEO complaints Lack of centralized HR Reporting Capabilities FTE HR&A FTE FY10 HCIP Created by EB, (supported PMA ) CSEMO startup LU expansion Rent Reduction 308, FY11 TMS Launched Executive Order for VESO startup Wellness is Now (WIN) 800K+ Trainings SES Website 315, FY12 Personal Accountability System (PAS) National Diversity Internship Prgm Workers Comp Improvements HCIP Transition Plan HCIP Operating Plan 323, FY13 Expanded elearning Increased learning per trainee Increased % Veteran hires Increased diversity Reduced time to hire 336, , HCIP FTE Since inception, HCIP has funded over 100 projects FY14 FY15 HR&A Strategic Plan Stakeholder & Employee Engagement University Pathways Continuum of Leadership Dev (all levels) Rent Reduction

20 HCIP Investment 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% % Employees Served Supply Fund Franchise Fund Staff Offices OIG IT NCA VBA VHA In millions $300 $250 $200 $150 $100 $50 $0 Streamlined and Improved Efficiencies have reduced the cost of HCIP by 29% since inception FY10 FY11 FY12* FY13** FY14 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Funding by Goals/Category Improve Hiring and Promote Workforce Diversity Improve Work Environment Enhance Employee Engagement Increase Veteran Hiring and Retention Develop Leaders and Improve Workforce Skills * 2012 Return on Reimbursements- Represents late 4 th Quarter Return of Funds to VHA ** 2013 Return on Reimbursements - Reduction was due to shorter periods of performance on contracts, funding returned in 3 rd quarter to Offices 20

21 SES Collaborative Website Talent Management System Executive Coaching Business Process Systems Architect SES Performance Management Strategic POP Support PMO Oversight and Program Management Support Services Acquisition Support Services Labor Management Relations National Diversity Internship Program RA Centralized Fund WRP Centralized Fund CMS Coaching FY15 HCIP Portfolio (Planned Projects) CSEMO HRA LMR ODI VESO OA Personnel Accountability System (SPAWAR) Centralized Workers' Compensation Processing Warehouse Operations Support Rent Lease Space Management Federal Workers' Compensation Conference Administration Investigation Workspace Modification OHRM Workflow Tracking Tool HR LOB Strategic Comm. and Outreach Service Professional HR and Program Mgmt Serv Worklife4You Employee Engagement, Human Capital Analysis Health and Wellness Workforce Planning COHRS Improvement Performance Management Information System Lean Six Sigma Performance Management Evaluation HR Academy SUPV AND MGR TRNG O'SECY TRAINING VHA TRAINING MyCareer at FM TRNG HRA TRAINING PATHWAYS VBA TRAINING LEGAL TRNG NCA TRNG OI and T Training TRANSFORMATION LEADERSHIP TRAINING L Compliance and Risk Management Content Management Learning Management SYSTEMS MGMT TRNG REQ and SHAREPOINT All Employee Competencies Course Catalog Training Program LDP Training Evaluation and Quality Assurance PROGRAMS OF STUDY STRATEGIC COMM EMP DEV MGMT CEU and College Credits Mentoring Program Tuition Assistance Program VIDEO PRODUCTION SAFETY TRNG TRAINING CONTINUOUS IMPROVEMENT Leadership Competency ALP Leadership Certification, Academic Affiliation and Suppo Foresee Survey LU 21