Leadership and Career Development Partnership (LCD) Plan

Transcription

1 Leadership and Career Develpment Partnership (LCD) Plan Presented May 15, 2012

2 Table f Cntents Overview... 3 Guiding Principles... 3 Infrmed Stakehlder Rle... 4 Prpsed Engagement Schedule... 5 Recmmendatin Guide... 6 Implementing Successin Planning and Supprting Prgramming... 7 Phased Apprach... 7 Adptin f Technlgy... 8 Accmplished t Date, Phase Prpsed Initiatives, Phase Next Steps, Phase Future, Phase Requested Supprt LCD Revised Recmmendatins LCD Plan 2

3 Federal Aviatin Administratin Overview Leading rganizatins acrss all sectrs apprach successin planning as part f an integrated prcess. They g beynd fcusing n replacing individuals t engage in strengthening and develping leadership talent at all levels f the rganizatin while prmting diversity and inclusin within talent management prgramming and initiatives. The Leadership and Career Develpment Partnership (LCD) is cnfident that the FAA can becme such an rganizatin by taking specified actin acrss a talent management mdel, prpsing initiatives in successin planning, career prgressin, emplyee develpment, selectin, and perfrmance management. The LCD has develped a series f recmmendatins designed t enhance career pprtunities available t all emplyees, while imprving the perfrmance and safety f the ATO. This apprach supprts FAA s value f peple are ur strength by: develping and supprting a highly qualified leadership team that better represents the diversity f the natin; encuraging qualified and diverse candidates fr details, prmtins, and develpment prgrams; and ensuring the FAA is a wrkplace that enables emplyees t reach their full ptential. Visibly demnstrating that peple are its strength prmtes a culture f increased emplyee engagement and prductivity that will lead the FAA t be better able t prvide a safe, efficient, and respnsive air transprtatin system that serves the natin and supprts the glbal aviatin cmmunity. Guiding Principles The LCD is cmmitted t ensuring that talent management prgrams are based n these guiding principles: Human Dignity The intrinsic wrth inherent in every human being. Infrmed Cnsent The right and respnsibility f every cmpetent individual t advance his r her wn welfare. Justice The sense that all are treated equitably and fairly. Integrity The certainty that ur actins match ur wrds. Diversity The value f dissimilar thught, backgrunds, and beliefs. Cmmn Gd The cnvictin that leaders are cmpelled t service t their cuntry, their fellwman, and their fellw emplyees. Cultural Imperative The prmise f FAA leaders t be actively cmmitted t and invlved in the prcess. Equal Opprtunity The reality that equal access and availability exists fr all thrugh Agency-wide prpagatin and participatin. LCD Plan 3

4 Infrmed Stakehlder Rle Within the cntext f these guiding principles, and after additinal reflectin, the LCD has established the fllwing identifying statement that will guide its future activities: The LCD cnsists f the leaders f Emplyee Assciatins (EA), FAA Managers Assciatin (FAAMA), Supervisr s Cmmittees (SUPCOM), and Special Emphasis Prgram Managers (SEPM). The LCD endeavrs t frm an alliance between emplyee and manager perspectives with the purpse f: Fstering the highest quality leadership. Prmting investment in ur peple. Building a culture f inclusin. Ensuring that talent management prgrams are equally accessible and reflect the diversity f the natin. Addressing barriers prir t implementatin f talent management prgrams. We are infrmed stakehlders wh are partners in leading cultural change by linking emplyees and leadership in pursuit f the Agency value peple are ur strength. We partner with: Each ther t prmte lng-term applicability and supprt f Agency prgrams. Emplyees t help them reach their full ptential and represent their interests in talent management prgrams. Leadership t prmte lng-term, cnsistent investment in peple. Prgram ffices t ensure emplyee and manager interests are represented in key prgrams and services. This partnership addresses key needs in the areas f successin planning, career prgressin, emplyee develpment, perfrmance management, and selectin prcesses. The LCD seeks an nging rle in ensuring ur recmmendatins are implemented in alignment with its utcmes. We will wrk in cnjunctin with prgram ffices t: Ensure apprpriate representatin f emplyee and manager vices in key ATO prgrams and services. Ensure that talent management cmpnents are implemented in accrdance with ur guiding principles. Prmte cntinuus and strategic investment in ur peple. LCD Plan 4

5 Prpsed Engagement Schedule The LCD prpses the fllwing schedule f activity thrugh FY13 t ensure lngevity f recmmended initiatives and establishment f effective partnerships: FY12 Q4: Add Tw (2) Days t Natinal Emplyee Frum (fly in ther LCD members) Day 1 - Review Successin Planning & Career Prgressin fr cntinued supprt. Day 2 - Review prpsed prgrams frm Phase 3 with prgram leads. Outcmes - Cntinued supprt and additinal supprted prgrams t present t senir leadership. FY13 Q1: Add Tw (2) Days t Natinal Emplyee Frum (fly in ther LCD members) Day 1 - Review nging prgrams fr cntinued supprt. Day 2 - Review prpsed prgrams frm Phase 3 with prgram leads. Outcmes - Cntinued supprt and additinal supprted prgrams t present t senir leadership. FY13 Q2: Add One (1) Day t Natinal Emplyee Frum (fly in ther LCD AC members) Day 1 - Review prgrams fr cntinued supprt and review prpsed prgrams fr supprt. Outcmes - Cntinued supprt and additinal supprted prgrams t present t senir leadership. FY13 Q3: Add Three (3) Days t Natinal Emplyee Frum (fly in ther LCD members) Day 1 - Team building and strategy sessin. Day 2 - Review nging prgrams fr cntinued supprt. Day 3 - Review prpsed prgrams fr supprt. Outcmes - Evaluate prgress and impact in FY12 &13. Develp strategic plan fr FY14, t include cntinued supprt fr nging prgrams t and additinal supprted prgrams t present t senir leadership. FY13 Q4: Add One (1) Day t Natinal Emplyee Frum (fly in ther LCD members) Day 1 - Review prgrams fr cntinued supprt and review prpsed prgrams fr supprt. Outcmes - Cntinued supprt and additinal supprted prgrams t present t senir leadership. LCD Plan 5

6 Recmmendatin Guide Recmmendatins are based n initiatives prpsed in the February 14, 2012 Leadership and Career Develpment s Recmmendatins n FAA Successin Planning dcument with input frm talent management prfessinals and reevaluatin f the LCD. An updated versin f the riginal Recmmendatins is prvided in this dcument. The LCD prpsed initiatives are identified in five talent management categries. Each categry cntains implementable prgramming that cmbine t frm a cmprehensive talent management slutin. Individual initiatives assciated with each recmmendatin can be implemented in an iterative manner thrugh a cyclical prcess f analysis, design, develpment, implementatin, and evaluatin. The fllwing table identifies the categrizatin f the LCD recmmendatins and serves as a reference fr upcming phase identificatin. Talent Management Cmpnent Successin Planning Career Prgressin Emplyee Develpment Selectin Perfrmance Management Recmmendatin 1. Develp a successin plan t include candidate pls fr key psitins at all levels. 2. Develp and launch a Career Prgressin plan. 3. Develp and implement self-service career tls. 4. Create a career cunseling prgram. 5. Implement a crprate mentrship prgram. 8. Develp assessment tls and prcesses. 9. Cnduct a gap analysis f emplyee develpment. 10. Define emplyee develpment planning prcess, i.e. individual develpment plan (IDP), management develpment plan (MDP). 11. Create ther emplyee develpment pprtunities. 6. Develp a selectin prcess t include selectin panels fr all Agency emplyee develpment prgrams. 12. Create a prcess fr selecting participants fr detail assignments. 13. Create selectin panels fr managerial, executive level, and ther key Agency psitins. 14. Cnduct a barrier analysis fr all key FAA ccupatins. 15. Ensure a diverse and inclusive prcess fr selecting new emplyees int the FAA. 16. Establish prcesses fr attracting, retaining, and utilizing the best talent. 17. Include emplyee develpment and diversity and inclusin criteria in perfrmance management plans fr managers and executives. 7. Train agency and management fficials. 18. Review HR Hiring plicies. 19. Reissue COO memrandum Diversity Outreach Supprt Plicy f July 13, 2010 with endrsements f AOA, ACR, AHR, and LOB/SO. LCD Plan 6

7 Implementing Successin Planning and Supprting Prgramming The LCD is cmmitted t nging invlvement in mnitring prgress f recmmended initiatives and gives vice t the vast majrity f FAA emplyees. Relying n FAA emplyees acrss gegraphical regins and LOBs t define and hld leadership and prgram ffices accuntable fr achieving the gals f the LCD ensures develpment and sustainability f prgrams that are mst imprtant t the peple. Successin planning is widely benchmarked in industry, and best practices exist t mdel in the FAA with great ptential fr success. Internal t the FAA, cmpnents f the LCD s recmmendatins have been develped, implemented, and/r planned t varying degrees f success. Research suggests that widespread and lng-term success f this effrt is pssible if the fllwing cnditins are met: Cllabrative Agency-wide develpment f a cmprehensive, cnslidated talent management plan that cvers all aspects f talent management wrking in cncert with ne anther. Active engagement and supprt f the LCD and its cnstituent representatives in the develpment, deplyment, and versight f this plan. Allcatin f necessary funding, staffing, and resurces t supprt the plan. Senir leadership buy-in and supprt fr widespread adptin thrughut the Agency. Senir leadership versight/invlvement in keeping talent management bjectives, prgrams, and plans aligned with crprate business strategy and emerging business challenges. Phased Apprach This apprach ffers an iterative mdel fr develping and implementing the recmmendatins f the LCD which allws fr cntinuus prgress tward desired utcmes. Phase 1 - Identifies recmmendatins (r parts theref) that are currently being addressed by existing prgrams r prcesses based n input frm the LCD recmmendatins. These initiatives are underway, r planned, and require n additinal resurces t implement. Phase 2 - Identifies prgrams that the LCD has supprted as being aligned with its recmmendatins, based upn its guiding principles and with interactive partnership with apprpriate prgram ffices. Prgram ffice activities in these areas have been infrmed by LCD recmmendatins (r parts theref) as a high pririty fr the LCD and fr which planning fr implementatin can begin within days f receiving senir leadership supprt. Phase 3 - Identifies pririty prgrams fr which the LCD wuld like t partner with prgram ffices. Senir leadership supprt and apprval is requested. Phase 4 Future activities. LCD Plan 7

8 Adptin f Technlgy The LCD supprts a strng emphasis n technlgy t underlay the prcesses described in its recmmendatins. This will help ensure that talent management prgrams are equally accessible; leading t a mre inclusive culture, imprving diversity, and prmting investment in ur peple. Technlgical slutins will als better prvide emplyees acrss the cuntry with infrmatin, tls, and resurces t assist them in planning fr their individual develpment, being selected fr talent management prgrams, and helping them t reach their career gals and fullest ptential. Furthermre, in rder t sustain talent management prgrams and initiatives ver time, the LCD supprts immediate adptin f apprpriate industry-leading technlgy in supprt f these prgrams. This Plan is presented assuming adptin f a custmized ff the shelf prduct. Mre specifically, the LCD sees value in fully utilizing the mdules that supprt talent management available in the Success Factrs suite f prducts fr the fllwing reasns: The FAA s elms platfrm is pwered by Success Factrs and is wrking well fr the rganizatin. Use f Success Factrs leverages the investment already made by the FAA. Success Factrs is a prven, best-in-class slutin viewed as having a strng Return n Investment by rganizatins wrldwide. The Clud based, Sftware as a Service (SaaS) nature f the prduct minimizes the infrastructure needed t supprt its use. The new prcesses prpsed by the LCD will benefit frm being aligned with the best practices assciated with the technlgy allwing the Agency t leverage the vendr s prven business apprach t define and cnfigure based n plicy preferences. LCD Plan 8

9 Accmplished t Date: Phase 1 Identifies which recmmendatins (r parts theref) are currently being addressed by existing prgrams r prcesses. These initiatives are planned r underway, and require n additinal resurces. The LCD supprts and/r acknwledges that the fllwing activities cntain diversity measures aligned with the recmmendatins f the LCD, drive an inclusive culture, and cntain key elements that are imprtant t emplyees and managers. Talent Management Prgram Successin Planning Career Prgressin Plan Rec. Actins Result 1 ATO has infrmed the attached successin planning prf f cncept; begun the high-level prgram design fr successin planning; and is integrating the career prgressin and successin planning mdels t ensure chesin and effectiveness. 2 Plicy and prgram design and develpment fr a limited ATO Career Prgressin Plan is in final stages. Develpment f a successin planning prf f cncept that is supprted by the LCD. Develpment f a career prgressin prf f cncept that is supprted by the LCD. Emplyee Develpment 6 Partnering discussins have begun between LCD, ATO AJG and AHD n develping a transparent, centralized, cnsistent methdlgy fr selecting participants fr develpment pprtunities. Cmmn methdlgy will result in mre fair selectin practices fr develpment pprtunities. Selectin 12 Discussins have ccurred t create a standard selectin prcess fr details. Perfrmance Management Cmmn methdlgy will result in mre fair selectin practices fr develpment pprtunities. 15 Barrier Analysis fr 2152s beginning sn. The LCD lks frward t partnering with ACR t receive results and cntinue discussins abut hw t mitigate any barriers that are identified while using this analysis as a mdel fr ther key agency ccupatins. Defined need fr perfrmance management as a talent management prgram that identifies key cmpetencies and behavirs. Success f talent management prgrams is cntingent n implementing a strng perfrmance management prgram. LCD t advcate fr attentin and resurces tward develping a perfrmance management strategy t fill the identified gap. LCD Plan 9

10 Prpsed Initiatives: Phase 2 Identifies recmmendatins (r parts theref) which are a high pririty fr the LCD and fr which planning fr implementatin can begin within days f receiving senir leadership supprt. Phase 2 includes: Prfs f Cncept fr creating a Successin Planning prgram and implementing Career Prgressin in the ATO. Recmmendatins fr a crprate mentrship prgram. Recmmendatin fr assessment review. These Prfs f Cncept, prvided as cmpanin dcuments, have been wrked with the prgram ffice and are supprted by the LCD as cntaining diversity measures aligned with the recmmendatins f the LCD, driving an inclusive culture, and cntaining key elements that are imprtant t emplyees and managers. Prfs f Cncept Talent Management Prgram Successin Planning Career Prgressin Plan Actins Establish ATO Successin Planning Prgram Office and begin t identify key ATO psitins. Begin Step 1: Analysis as detailed in Successin Planning Prf f Cncept. Plicy develpment Prgram pilt fr selected ATO users Lead Office ATO Management Services ATO Management Services LCD Plan 10

11 Mentrship Prgram Recmmendatins The LCD received briefings frm the AHD Prgram Manager f the Crprate Mentrship Prgram cncerning a prgram that is planned t enter its pilt stage befre the end f FY12. The LCD is cncerned that this prgram will nt meet its stated recmmendatins. The LCD supprts a mentrship prgram based n a cntemprary Inclusin Mdel that addresses the specific requirements f the ATO peratinal culture. It must include: Metrics that track effectiveness fr prmtin/advancement f diverse leadership. Transparent selectin and matching prcesses fr mentrs and mentees. Mentr training t ensure the critical gap in this skill is addressed in the peratin. In additin, an ptimally designed mentr prgram will prmte diversity int the wrkplace; build an rganizatin that is able t recgnize and fully deply a wide range f cmpetencies; and mtivate emplyees t perfrm at their best. Recmmended fr Inclusin Mentr and mentee training Well-defined, fair, and transparent selectin and matching criteria Structured prgram Intended Outcme Well-defined rles and prgram utcmes. Develpment f persnal and prfessinal awareness. Learn abut the FAA as an rganizatin. Interested emplyees are familiar with, and have easy and equitable access t the mentr prgram. Gal-setting and measurable utcmes fr all participants with metrics that track effectiveness f the prgram. Assessment Centers/Training The LCD understands the imprtance f incrprating strng assessment measures int the prgrams it supprts. T this end, and fllwing a briefing frm the OPM Leadership Educatin and Develpment (LEAD) Prgram Manager, the LCD requests the ability fr members t attend assessments and best-in-class prgrams t mre fully analyze the benefits f these fr the ATO. Amng the avenues that the LCD wuld like t see explred in this evaluatin are: Philsphy f assessments put frth by the rganizatin managing the assessment prcess and fit fr the Agency. Cntent, delivery, and ability t validate that emplyees participating in the prgram are better prepared fr leadership psitins. Cmparative analysis f prgram cntent. Lng-term cst effectiveness f hme-grwn assessment vs. utsurced assessment centers and prgrams. LCD Plan 11

12 Next Steps: Phase 3 Identifies recmmendatins (r parts theref) which are a high pririty fr the LCD and fr which the Cmmittee wishes t next begin wrk with prgram ffices t develp Prfs f Cncept that can be supprted fr implementatin. Talent Management Prgram Career Prgressin Plan Emplyee Develpment Selectin Perfrmance Management Opprtunities fr Partnership Develpment f new career paths t up-level CPP fr Agency-wide use. Develp assessment prcesses and tls t better determine emplyees nline self-service career tl needs, including fr IDPs. Create a career cunseling prgram. 4 Incrprate LCD requirements and industry best practices int FAA crprate mentrship prgram. Launch ATO Leadership Philsphy and Leadership Develpment Plan. Cnduct a gap analysis f current emplyee develpment prgrams and prcesses and make recmmendatins fr changes t include recmmendatins n develping ther pprtunities. Establish wrking grup f all talent management prfessinals managing emplyee develpment prgrams t review and refine selectin prcesses and agree t a leadership develpment plan fr the Agency. Talent management prfessinals cnvene a grup t discuss hw IDP use can be better encuraged thrughut the Agency. Wrk with Prgram Office n hw barrier analysis results shuld be implemented and identify next key ccupatinal grups. Talent management prfessinals cnvene a grup t review current selectin prcedures fr develpment prgrams, detailee selectin, new hires, and prmtins and develp a plan t take apprpriate actins. Develp new training, jb aids, and resurces. Cach senir managers in mdeling gd perfrmance management. LCD supprts effrts t imprve perfrmance management training and creatin and distributin f Perfrmance Management Guide. LCD supprts including specified language int the current perfrmance management plan. LCD wuld like t participate in a review f hiring plicies as specified in their recmmendatins. LCD wuld like t spnsr re-issue f memrandum as specified in their recmmendatins. 2 3,10 5 Rec. 6,8,9,11 9, ,13,15, LCD Plan 12

13 Future: Phase 4 Talent Management Prgram Successin Planning Actins Develp a successin plan t include pls fr psitins at all levels. Ratinale A successin planning prcess fr psitins at all levels may be t cst prhibitive. Selectin Train Agency and management fficials. The LCD recmmends creatin f tw new training prgrams. Talent management prfessinals suggest that the verarching gal f this recmmendatin may be accmplished thrugh incrpratin f materials int existing develpment and training prgrams thrugh mdeling f the behavirs that the LCD is trying t achieve, and hlding managers accuntable fr fair selectins based nly n jb qualificatins. These actins, which will build a culture f managers wh are better able t balance the needs f emplyees with the needs f the peratin ver time. Requested Supprt The LCD respectfully requests the fllwing f senir leadership: Encuragement f Prgram Offices partnership with LCD in all prgram phases. Supprt f endrsed Prfs f Cncept. Supprt f mentrship prgram recmmendatins. Supprt and funding fr adptin f talent management technlgy. Supprt and funding fr assessment and training review by LCD members. Supprt and funding fr prpsed engagement schedule fr FY LCD Plan 13

14 LCD Revised Recmmendatins Leadership and Career Develpment Partnership (LCD) Recmmendatins n FAA Successin Planning February 14, 2012 Updated: May 10, 2012 LCD Plan 14

15 Federal Aviatin Administratin Recmmendatins n FAA Successin Planning "The best leaders prmte peple int leadership based n leadership ptential, nt n plitics, senirity, credentials, r cnvenience." - Jhn C. Maxwell We, the principals f ur respective rganizatins, present this letter t express ur supprt fr the establishment f a cmprehensive and strategic successin planning prgram within the Federal Aviatin Administratin (FAA). We believe that successin planning dne crrectly becmes a pwerful agent fr rganizatinal transfrmatin and prvides a framewrk fr the stability and future sustainability f the Agency s leadership. Leading rganizatins acrss all sectrs apprach successin planning as an integrated prcess. They g beynd fcusing n replacing individuals t engage in strengthening and develping leadership talent at all levels f the rganizatin. We believe that a quality successin planning prgram must be based n these guiding principles: Human Dignity: The intrinsic wrth that is inherent in every human being. Infrmed Cnsent: The right and respnsibility f every cmpetent individual t advance his r her wn welfare. Justice: The sense that all are treated equitably and fairly. Integrity: The certainty that ur actins match ur wrds. Diversity: The value f dissimilar thught, backgrunds, and beliefs. Cmmn Gd: The cnvictin that leaders are cmpelled t service t their cuntry and their fellw emplyees. Cultural Imperative: The prmise f FAA leaders t be actively cmmitted t and invlved in the prcess. Equal Opprtunity: The reality that equal access and availability exists fr all thrugh Agency-wide prpagatin and participatin. The implementatin f diverse, inclusive, and integrated talent management prcesses will result in the fllwing desired utcmes: A highly qualified and cmpetent leadership team. Prductin f healthy candidate pls at every level in the rganizatin. An imprved wrkplace climate where peple want t cme t wrk. Increased emplyee engagement and prductivity. A wrkplace that enables emplyees t reach their full ptential. A management team that reflects the diversity f the natin. Integratin acrss technlgical and perfrmance platfrms. The achievement f the Destinatin 2025 Wrkplace f Chice Outcme. Alignment with the Gvernment-Wide Diversity Inclusin Initiative and Strategic Plan (Executive Order 13583), and all applicable affirmative actin laws. LCD Plan 15

16 We submit the fllwing recmmendatins under the specified headings: Successin Planning This area is a critical need fr the FAA that serves as the primary fcus fr ur verall recmmendatins. The gal f successin planning is t identify diverse and inclusive pls f qualified, high ptential emplyees wh are ready t assume psitins f greater respnsibility, and wh have expressed their interest in career advancement. Successin planning pls shuld be defined bradly, addressing psitins at all levels f the rganizatin and acrss all rganizatinal functins. Further, successin planning prcesses, prcedures, and criteria shuld be clear, easy t understand, accessible, and transparent t emplyees. Finally, FAA managers and rganizatin leadership shuld leverage successin planning pls when addressing their talent needs. Thrugh cmprehensive, centralized successin planning, FAA will realize substantial business and peratinal benefits driven by a highly mtivated, highly skilled, diverse, and inclusive wrkfrce. Career Prgressin We recmmend the establishment f an FAA Career Prgressin Plan t clearly identify typical career paths that prmte inclusive and diverse career advancement acrss ur wrkfrce. The career prgressin plan shuld prvide emplyees with infrmatin, tls, and resurces t assist them in planning fr the individual develpment that helps them reach their career gals and fullest ptential. Career prgressin shuld infrm selectin f apprpriate emplyee develpment activities and shuld als cmplement successin planning by prmting emplyee awareness f the career paths and pprtunities available t them. Crprate mentrship and career caching initiatives are keys t the success f the career prgressin prgram. Further, career prgressin supprts emplyee selectin by ffering emplyees meaningful develpmental recmmendatins that, if fllwed, shuld in turn help them mre effectively cmpete fr the psitins t which they aspire. Finally, career prgressin assists the selectin and rating fficials with a means f determining apprpriate experience paths f individual candidates. Emplyee Develpment We recmmend defining a cmprehensive Leadership Develpment Plan and Leadership Philsphy t ensure that apprpriate, clear, and cnsistent leadership values and behavirs drive the rganizatin s success. Leadership cmpetencies shuld be the fundatin fr hw leaders are identified, assessed, selected, develped, and engaged. Transparent criteria and selectin prcesses must be implemented and shared fr all emplyee develpment prgrams, s a cnsistent, aligned visin and apprach t FAA leadership develpment and talent management will emerge. Develpment needs, tls, and curriculum will be identified, priritized, and fulfilled t make the best use f finite resurces. Managers must be trained t becme effective mentrs and caches, t serve as key internal supprt. Emplyee develpment prgrams, pprtunities (including details), and initiatives feed the ther quadrants f the talent management mdel by ensuring emplyees have the LCD Plan 16

17 skills they need t meet their individual gals and the need fr rganizatinal change. Emerging leaders demnstrate develpment thrugh actin, invlvement, and engagement in a variety f ways, bth inside and utside f nrmal duty assignments. Fr example, develpment pprtunities exist in civic, religius, cmmunity, and prfessinal rganizatins. Regardless f derivatin, the leader's ultimate ptential will be manifested by results. Selectin We require identificatin and eliminatin f ptential barriers and discriminatry practices hindering the selectin prcesses fr hiring, prmtin, and develpment prgrams in the FAA, t ensure that they are equally accessible and reflect the diversity f the natin. Any effrts t target particular candidates and limit cmpetitin shuld be eliminated. We recmmend creatin f transparent and inclusive prcesses fr selectin f detail participants and new Agency emplyees. Additinally, we recmmend establishment f diverse selectin panels fr key agency psitins. A full barrier analysis must be cnducted and cmmunicated widely with a quarterly reprt and a prpsed curse f actin n cmpletin. It is essential that the prgram is aligned with a strng merit and diversity strategy and strngly supprts the gal f expanding diversity and inclusin at all levels f the FAA. Accuntability We recmmend incrprating inclusin and diversity language in Executive Perfrmance Management Plans and Management Perfrmance Plans, and ensuring utcmes align with the Office f Persnnel Management Diversity and Inclusin Strategic Plan. Peridic Evaluatin A prgram deplyment plan shuld cmmunicate and mandate the need fr frequent evaluatin frm a variety f surces and perspectives, including participants, selecting fficials, prgram managers, executives, and ther stakehlders. Evaluatin and subsequent prgram revisins shuld emply qualitative and quantitative measures t ensure that the successin management prcesses are n track and shuld ccur frequently and cnsistently, n at least an annual basis. Sustainability In rder fr this effrt t becme effective, it must be sustained ver a sufficient and significant perid f time. This is necessary t ensure adequate penetratin f training and philsphy, and t realize the expected impact t the leadership culture. It is essential that the philsphy becme ingrained at every level frm ur rganizatinal visin, t ur budgeting prcesses, t ur perfrmance expectatins. Csts must be effectively managed and rganizatinal fulcrums must be leveraged when pssible. T d this, the FAA shuld fcus n eliminating redundant and cmpetitive successin planning ventures within the Agency. LCD Plan 17

18 Leadership and Career Develpment Partnership Appendix 1: Expected Outcmes The LCD has utlined the fllwing requirements fr individual recmmendatins t be shared with the prgram management ffices that are assigned t implement the verall LCD recmmendatin. The initiatives crrespnd with ATO talent management fcus areas. Emplyee Selectin Career Prgressin Business Drivers Business Results Outcmes: Successin Planning Emplyee Develpment If fully implemented, the recmmendatin f the LCD is expected t achieve the fllwing utcmes: Emplyee Outcmes Emplyees are equipped with the infrmatin, tls and resurces necessary t understand their individual strengths; and are able t leverage develpmental and career pprtunities available t them allwing thse interested t be prepared t assume psitins f greater respnsibility. Emplyees are aware f the requirements fr entry, the expectatins f participants, and the anticipated utcmes f, and are able t self-identify interest in and applicatin t, talent management prgrams and initiatives. Talent management prgrams and initiatives are equally accessible t qualified emplyees wh then have the ability t apply directly t key develpmental prgrams. Managers are better able t help their emplyees develp while maintaining current and future peratinal efficiency. Organizatinal Outcmes Criteria and prcesses fr selectin and participatin in talent management prgrams and initiatives are clearly defined, shared penly, and prmte and reflect the diversity f the natin. Diverse representatin n selectin panels, in key agency develpment prgrams, in talent pls and detail assignments leading t imprved diversity in managerial and leadership rles. Any artificial barriers t develpmental pprtunities and bidding have been identified and eliminated. Managers easily access and leverage successin planning pls t address their talent needs. An rganizatinal learning culture that supprts develpment n matter where an emplyee is in the Agency. A wrk culture and envirnment that facilitates learning in key develpmental and cmpetency areas. An active gvernance prcess is in place t ensure accuntability fr diversity and inclusin. A review prcess fr engaging SMEs in the design, develpment and evaluatin f learning prducts has been established. A Leadership Develpment Plan exists that defines and priritizes redesign and/r develpment f prgrams and ensures individual prgrams are in alignment with the plan and LCD gals. LCD Plan 18

19 Leadership and Career Develpment Partnership Appendix 2: Successin Planning 1. Develp a successin plan t include candidate pls fr key psitins at all levels Prject Outcmes: Established pls exist fr all managerial levels f the rganizatin Diverse, crss-functinal panels facilitate selectin int pls, with dcumentatin f qualificatin standards fr panelists. Panel selectin criteria are well-publicized; effective training prvided t panelists; and panel versight teams review ptential panel members. A feedback prcess fr nn-selectees exists. An emplyee assessment prcess prvides emplyees, managers and review panels data t facilitate agency successin planning. An electrnic system facilitates administratin f the successin planning prcess. Agency successin planning imprves emplyee readiness t assume psitins f greater respnsibility ver time. Successin planning pls are equally accessible t all interested and qualified emplyees wh wish t mve thrugh the rganizatin. Recmmended Tasks: Identify and dedicate resurces t supprt administratin f an ATO/FAA successin planning prgram. Establish a prcess fr defining successin planning pls (i.e., define the psitins that are included in specific pls). Develp criteria fr emplyee selectin int pls that takes int cnsideratin: Maximizing the emplyees ability t self-identify by allwing direct access t the prgram ffice. (minimizing manager as barrier) Gegraphic mbility. Clearly defined qualificatins. Leadership experience. Establish diverse, crss-functinal review panel(s) t facilitate selectin f emplyees t be placed in a successin plan. Develp and dcument qualificatins standards and panel selectin criteria t ensure diversity f selectin panel members. Establish expectatins and training fr panelists. Establish panel versight teams t review ptential and current panel members. Establish feedback prcess fr nn-selectees. Establish an emplyee assessment prcess that prvides emplyees, managers, and review panel with data t facilitate agency successin planning. Establish nline infrmatin technlgy systems that facilitate administratin f successin planning prcesses. Develp prcess t eliminate barriers t entry int pls. Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that pls meet the shrt- and lng-term needs f the ATO and FAA, are accessible t managers, used widely, and cmpsed f qualified emplyees ready t mve t the next level. LCD Plan 19

20 Leadership and Career Develpment Partnership Appendix 3: Career Prgressin 2. Develp and launch a career prgressin plan Prject Outcmes: Career prgressin ffers a bttm up view f career planning and career develpment driven by an emplyee s interest and initiative regarding their career advancement. Emplyees are equipped with infrmatin, tls, and resurces t manage their careers and are able t articulate and ready t achieve their career gals. Emplyees clearly understand the specific knwledge, skills, experiences, and training that facilitate their wn prgress twards pursuit f specific career paths. Emplyees have access t assessments and feedback t better understand their wn strengths and areas fr develpment. Emplyees understand their strengths and skills and hw mving thrugh a career prgressin prcess supprts their wn career advancement and are therefre mre cnfident and mtivated in making the necessary changes t achieve their gals. Managers are able t advise and guide emplyees as they pursue career develpment and advancement. Managers with psitin vacancies and/r detail assignment pprtunities leverage emplyees fllwing career prgressin paths t address talent needs. Career prgressin cmplements agency successin planning, emplyee develpment, and emplyee selectin prcesses. Barriers (e.g. pay, gegraphical preference, FAA budget, etc.) that may inhibit emplyee develpment and/r career prgressin have been mitigated. Recmmended Tasks: Establish an agency career prgressin planning prgram ffice; identify resurces t administer an agency career prgressin planning prcess. Establish a prcess fr defining career paths. Established at all levels f the rganizatin (i.e. nn-supervisry, supervisry, managerial, and executive levels). Defined fr specific psitins, jb categries, and/r series. Plain language jb descriptins shuld be develped fr each psitin referenced by a career path. Career path knwledge, skill, experience, and training recmmendatins shuld be infrmed by subject matter experts familiar with the psitins that make-up each path. Review and evaluate existing ATO career prgressin planning materials against prject requirements. Identify and dcument agency and external infrmatin, tls, and resurces that supprt emplyee career prgressin. Establish an emplyee assessment prcess that prvides emplyees and managers data t facilitate agency career planning. Establish nline infrmatin technlgy systems that facilitate administratin f agency career prgressin planning prcesses. Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that high quality, relevant career paths are defined fr all FAA emplyees; wrkfrce trends are able t be tied t career develpment; and satisfactin and participatin rates are high. LCD Plan 20

21 Leadership and Career Develpment Partnership Appendix 3: Career Prgressin Develp and launch a career prgressin plan: Prpsed Prgram Mdel Career Plan 2012 The ladder f success is best climbed by stepping n the rungs f pprtunity Ayn Rand By taking the pprtunity t develp future career plans, emplyees wuld be well n their way t jb satisfactin and success. Self-Assessment. Discver their desires and passins. A questin culd be asked: What wuld yu d if mney were n bject? This may supprt an emplyee if he/she des nt knw exactly what they want t d. If s, mve n t the next step. Career Skill Assessment. This sunds similar t the self-assessment, but rather than fcusing n yur persnality and interests, career skill assessments fcus n yur cre jb strengths and weaknesses. Setting Yur Career Objective. Nw that yu understand yur persnality, interests, skills and strengths, it's time t make a decisin! Career Develpment Plan. The nuts and blts f planning yur career develpment prcess. Set gals and timelines based n yur career bjective. Implement Career Develpment Plan. It's actin time! If yur plan invlves a career change, use the navigatin bar n the left t help yu thrugh yur career search, resume, cver letter and jb interview questins. Get the Mst Out f yur Career. T get the mst ut f yur new career, planning strategies and learning skills will help yu get t the next level. By planning yur career develpment prcess, yu're well n yur way t yur perfect career. Knwing yur strengths and skills, alng with having a plan, will give yu the cnfidence and mtivatin yu need t make a psitive change. LCD Plan 21

22 Leadership and Career Develpment Partnership Appendix 3: Career Prgressin 3. Develp and implement self-service career tls Prject Outcmes: Emplyees are better able t navigate in a cmplex rganizatin and understand hw mving thrugh a career prgressin prcess translates int actual psitins if that is what they desire. A self-service ne-stp lcatin where emplyees can identify and apply t prgrams and access infrmatin is equally accessible t all interested emplyees electrnically r in ther frms. Emplyees are equipped with infrmatin, tls, and resurces t manage their careers and are able t articulate their career gals. Recmmended Tasks: Determine scpe and prcess/tl wner. Identify emplyee self-service needs. Identify necessary career tls. Develp cntent. Identify and implement apprpriate interfaces. Establish prcess and criteria fr peridic review f tls. Develpment assessment prcesses and tls. Identify references t ther (bth internal and external) resurces. Link identified training/develpmental pprtunities t apprpriate places (e.g., elms). Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that tls are understd, used, and valid. LCD Plan 22

23 Leadership and Career Develpment Partnership Appendix 3: Career Prgressin 4. Create a career cunseling prgram Prject Outcmes: Emplyees have equal access t a human resurce wh can help them t: Understand hw mving thrugh a career prgressin prcess translates int career advancement if that is what they desire. Better navigate in a cmplex rganizatin. Be infrmed abut varius resurces available, including mentring pprtunities, cmpetencies and skill sets needed t advance, and ther career ptins. Evaluate their career chices and develp a career plan. Establish a ne stp lcatin (Help-line that cvers shift wrkers) where emplyees wuld receive infrmatin regarding career infrmatin. Emplyees are equipped with infrmatin, tls, and resurces t manage their careers and are able t articulate their career gals. Recmmended Tasks: Determine scpe and prgram wner. Develp and launch a career cunseling prgram, which may include: Establish a fcal pint within each facility (fr inspiratinal psters, pamphlets regarding career chices and ther material). Appint several prfessinal career cunselrs t help individuals make career chices and advance their career develpment with feedback. Prvide career assessment and explratin t help emplyees define their career interests, skills, and persnality; learn abut tday's career pprtunities; and make a match between the tw. Create a database tl t help emplyees navigate their career ptins. Career Cunseling Website that: Prvides infrmatin abut career pathing, training, mentrship/develpmental prgrams/detail/emplyment/and shadw pprtunities. Prvides links t the Emplyee Assciatins websites. Incrprates a database with psitin descriptins and expertise the agency requires frm the applicants. Includes infrmatin n external vlunteer events t facilitate emplyee engagement and netwrking.incrprate a FAQ sectin and a Live Chat t ensure the highest level f custmer service. Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that career cunseling services are widely accessible, utilized and drive emplyee career success. LCD Plan 23

24 Leadership and Career Develpment Partnership Appendix 3: Career Prgressin 5. Implement a crprate mentrship prgram Prject Outcmes: A defined, frmal, structured mentr prgram, based n best practices embraced by management, which engages emplyees t drive their wn career success. Access t quality mentrs acrss all lcatins and lines f business. Interested emplyees are familiar with and have easy and equitable access t the mentr prgram. Recmmended Tasks: Develp mentr prgram that engages emplyees in driving their wn career success, which may include: Define the rle f the mentr and criteria fr mentr selectin. Develp transparent criteria fr matching mentrs t mentees, including: gegraphic, LOB/Agency, jb type, ther factrs. Develp and launch a training prgram fr ptential mentrs. Identify and develp a platfrm fr matching mentrs and mentees. Identify a platfrm and/r technlgy t facilitate mentr/mentee relatinships. Develp a centralized data repsitry system fr participants t retrieve infrmatin. Develp feedback mechanisms fr all invlved parties. Define and integrate the rle f supervisrs/managers in mentr/mentee relatinship Identify crssver ptential with ther prpsed recmmendatins. Including: rle f mentr in IDP creatin, identifying/recmmending develpment prgrams, and ther applicable areas. Identify a pilt grup (amng ATO/FAA/DOT) and launch mentring prgram. Develp and launch a cmmunicatin plan that reaches ut t all ptential participants and prvides a clear understanding f hw t access the prgram and the benefits f invlvement. Identify staff t manage the mentr prgram. Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that the mentrship prgram meets the needs that are defined. LCD Plan 24

25 Leadership and Career Develpment Partnership Appendix 3: Career Prgressin Implement a crprate mentrship prgram: Prpsed Prgram Mdel In the riginal TWO/PWC Mentr Partnership, the emplyee rganizatins wanted t wrk in partnership with the FAA in prviding emplyees with pprtunities t btain the right tls and training t help achieve the FAA s Flight Plan gals f Organizatinal Excellence and Increased System Efficiency. We recgnized the need fr a viable prgram in the field and a much needed tl fr peple t take cntrl f their wn careers and the utcme f the decisins they make abut their careers, while feeling valued as an emplyee. The gal is t increase emplyee develpment pprtunities thrughut the FAA. The mentr partnership is a ne-n-ne mentr/mentee relatinship with a cach. A Mentring Team shuld develp an actin plan fr hw they are ging t prceed thrughut the next nine/twelve mnth perid. The Oversight Wrkgrup Member r Cach shuld facilitate this discussin and mve it tward definable actins chsen by the Mentee it must be the Mentee s actins and cmmitments. It may take several meetings, phne calls, and/r s befre a final plan f actin (strategic plan) is develped and agreed upn. Use technlgy t enhance the mentr/mentee meetings, ie: ipads, allwing Skype n wrk cmputers, ther avenues f technlgy ut in the market. This strategic planning shuld culminate in an Individual Develpment Plan fr the Mentee. Timelines and due dates shuld be set and fllwed up n. Prgram structure wuld include: Mentring teams will be assigned t wrk with a specific Oversight Wrkgrup Member (cach). These tw parties will meet and/r cmmunicate independently, n an as needed basis, t accmplish prgram gals. Mentring teams will submit a mnthly status reprt t their Oversight Wrkgrup Member (cach). Mentee must develp an Individual Develpment Plan (IDP) and accmplish at least ne IDP bjective befre cmpletin f the prgram. Mentring teams (mentee and mentr) shuld plan t participate in as many learning pprtunities as pssible. Mentring teams must submit a final reprt answering: Hw has my rganizatin benefited frm my participatin in this prgram? Hw have I benefited frm my participatin in this prgram? Feedback is three tier: Mentee, Mentr, and Mentee s Supervisr and Cach The team must be cmmitted t nging cmmunicatin and interactin. Ensuring that bth parties supervisrs are n bard with the mentring activities will help with this cmmitment. Make sure that yu include prgress evaluatin int yur meetings t ensure that planned activities are still viable and valuable. Sme mentring teams cntinue their partnership after the current year s mentring prgram is clsed. Use technlgy t enhance the mentr/mentee meetings, i.e., ipads, allwing Skype n wrk cmputers, ther avenues f technlgy ut in the market. LCD Plan 25

26 Leadership and Career Develpment Partnership Appendix 4: Emplyee Develpment 6. Develp a selectin prcess t include selectin panels fr all Agency emplyee develpment prgrams Prject Outcmes: Crprate, centralized selectin prcesses in cmpliance with OPM s merit systems principles that prmte fair and equitable selectin int emplyee develpment prgrams that ensure diversity and inclusin fr qualified applicants. Selectin standards are clearly defined and transparent t ptential applicants. Diverse, crss-functinal panels facilitate selectin int prgrams, with dcumentatin f qualificatin standards fr panelists. Panel selectin criteria are well-publicized; effective training prvided t panelists; and panel versight teams review ptential panel members. A feedback prcess fr nn-selectees exists. Mre effective prcesses fr selecting participants int emplyee develpment prgrams leads t a mre qualified and diverse candidate pl fr successin planning. Recmmended Tasks: Identify key agency develpment prgrams and establish selectin criteria fr entrance int, cntinuatin in, and cmpletin f each prgram. Develp crprate, centralized selectin prcesses fr emplyee develpment prgrams that ensure diversity and inclusin. Establish criteria fr what cnstitutes a diverse panel. Establish expectatins and training fr all participants in emplyee develpment selectin panels. Establish frmal feedback prcesses fr nn-selected candidates and assessment/feedback mechanisms fr each prgram. Establish independent, randm review prcess fr selectins made. Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that participants in key agency develpment prgrams reflect the diversity f the natin, and develpment prgrams are subjected t level 3 feedback that supprts participant utcmes and drives develpment tward agency valued cmpetencies. LCD Plan 26

27 Leadership and Career Develpment Partnership Appendix 4: Emplyee Develpment 7. Train agency and management fficials Prject Outcmes: Rles and respnsibilities in the talent management prcess are clearly defined fr managers, and managers are prvided with resurces t make them better able t develp emplyees while maintaining peratinal excellence. Managers have a clear understanding f the imprtance f: Prmting diversity and inclusin in the selectin prcess. Identifying and develping talent, leadership skills, and emplyee strengths. Imprving the quality f candidates fr prmtin. Managers are held accuntable fr engaging with emplyees, addressing their develpment needs, and prmting diversity and inclusin at all levels f the FAA. Recmmended Tasks: Develp an effective campaign t accmplish LCD utcmes. Ensure FAA builds funding fr backfill behind develpmental pprtunities fr selected candidates int budget pririties. Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD t ensure that senir leadership prvides managers with the resurces necessary t develp their emplyees while meeting peratinal needs; imprved diversity and inclusin at all levels f the FAA leading t imprved emplyee mrale and attitude; and managers are accuntable fr emplyee develpment. LCD Plan 27

28 Leadership and Career Develpment Partnership Appendix 4: Emplyee Develpment 8. Develp assessment tls and prcesses Prject Outcmes: Assessment vehicles and methds with the gal f inclusiveness and diversity are clear and accessible fr all interested emplyees. Structured assessments t identify emplyee strengths, and critical needs that are accessible t all interested emplyees. Self-assessments are aligned with career prgressin, successin planning and develpment pprtunities. Recmmended Tasks: Determine whether assessments shuld be multi-layered: Assessment t get int the successin pipeline. Assessment fr prgrams. Assessment fr jb psitins. Review value f current assessment tls in use. Research and develp/acquire assessment tl(s). Determine methd f access t assessment tl. Create guidance t supprt purpse and use f assessments (selfawareness, leadership develpment, perfrmance management, etc). Suggested Metrics: Specific metrics shuld be develped with, and regularly reprted t the LCD related t utcmes shwing the percentage f the wrkfrce that have apprpriate assessments available and have used them alng with scre prfile changes ver time, pst-develpment Supervisr cmpetency evaluatins, and the value f assessment tls used. LCD Plan 28