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Key Strategy 4:Develop and Sustain a Highly Capable Security Workforce

NNSA Security Road Map 2015-2020

Building on the Past … Creating the Future

Purposed Security Employee Lifecycle

ATTRACT GROW RETAIN SEPARATE

Recruit

Select

Hire

Onboard

Career Management

Assess

Leadership

Train and Develop

Mentor

Leadership Competency Model*

Leadership Curriculum*

LeaderFIT (high-potential employee development)

Succession Planning

Training Requirements/Job Qualifications

Pre-Board

New Hire Orientation

Job Ladders

Individual Development Plan

Core Competency Self-Assessment*

Nine-Box Assessment

InternshipsEnterprise Internship Program*

Scholarships and Fellowships

High-School Magnet and University Pipelines*

Performance ManagementEngageGoal Alignment*

Coaching*

Mid-YearCheck-In

Benefits

Wellness

NNSA Events

Engagement Action Planning

Employee Resource Groups*

RewardGuide Chart*

Salary Planning

RetireTerminate

Discipline Policy

Disciplinary ActionReview Board

ResignExit Feedback

Service Awards

CDNS Awards

ManagementBonus

Variable Pay Plan

Workforce Planning

Sourcing

Leadership Selection*

Powered By Employees, Managers, and Human Resources

• Employee Demographics

(hires/pipeline/total population)

• Time-to-Fill

• Engagement < 6 months

• Offer Acceptance Rate

Human Resources Dashboard

DevelopmentDiscussion*

*Will be implemented FY16 or 17

• Bench Strength

• Training Requirements Complete

• Mentoring Participation Rate

• Intern Conversion Rate

• Engagement Scores

• Teleworking

• Participation in Wellness Events

• Performance Review Completion Rate

• Attrition Rate

• Eligible and Probable to Retire

• Termination Rate

Skillsoft

New Leader Assimilation*

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ATTRACT

Establish

Leadership

Competency

Model

Establish

Leadership

Competency

Model

GROW

Revision 1 (07/20/15)

RETAIN

Leadership Engage

Establish

Enterprise

Internship

Program

Establish

Enterprise

Internship

Program

Standardize

Leadership

Curriculum

Standardize

Leadership

Curriculum

Implement

LeaderFIT

Implement

LeaderFIT

Train and Develop

Internships

Revise New

Hire

Orientation

Revise New

Hire

Orientation

Automate

External Hiring

Automate

External Hiring

Onboard

Establish

University

Relationships

Establish

University

Relationships

Leverage

Professional

and Veteran

Organizations

Leverage

Professional

and Veteran

Organizations

Source/Select

Create Guide

Chart

Create Guide

Chart

Develop

Compensation

Strategy for

Critical Skills

Develop

Compensation

Strategy for

Critical Skills

Reward

Conduct

Benefits

Survey

Conduct

Benefits

Survey

Promote

Wellness

Events

Promote

Wellness

Events

Formalize/

Improve

Succession

Planning

Formalize/

Improve

Succession

Planning

Select the

Right Leaders

Select the

Right Leaders

Develop

Engagement

Action Plans

Develop

Engagement

Action Plans

Institute

Employee

Resource

Groups

Institute

Employee

Resource

Groups

FY2016-FY2017 Key Objectives

Environmental & Waste Management

EVOLVE A 21st

CENTURY WORKFORCE

Redesign

Performance

Management

System

Redesign

Performance

Management

System

Performance Management

Create

“How-To”

Pages

Create

“How-To”

Pages

According to a survey by Harvard Business Review Analytic Services,

the top-five most important goals for Talent Management in 2014 are

talent acquisition (64%), employee engagement (59%), talent retention

(58%), goal alignment (55%), and training (53%).

Pillar 1 Deliverables• Build New Hire Orientation

process to engage new

employees from their first day of

employment

• Celebrate NNSA proud past and

exciting future with each new hire

Pillar 1 Deliverables• Build New Hire Orientation

process to engage new

employees from their first day of

employment

• Celebrate NNSA proud past and

exciting future with each new hire

FY 2016 (4Q) – FY 2017 Milestones

Form NHO TeamCreate deliverables

schedule

Feb 2016

Hold first site visitsHold first reception

Implement new schedule

September2016

Establish buddy systemEstablish extended

follow-up/on boarding

Oct-Dec2016

New employee portalImproved system access

Post-hire survey

Jan+2017

Issues• Compressed time

• Little chance to feel welcome

• Emphasis on “get to work

quickly”

• Mostly compliance-focused – “do

this, don’t do that!”

• Little engagement with

supervisor/higher management

• Little focus on NNSA

past/present missions, initiatives,

meeting others

• Inconsistencies among employee

categories, work locations

Issues• Compressed time

• Little chance to feel welcome

• Emphasis on “get to work

quickly”

• Mostly compliance-focused – “do

this, don’t do that!”

• Little engagement with

supervisor/higher management

• Little focus on NNSA

past/present missions, initiatives,

meeting others

• Inconsistencies among employee

categories, work locations

2016Proposed new components

• CDNS, welcome videos

• Shorter segments done by SMEs

• Wellness, Cyber, Performance

Management, Ethics, Safety

• NNSA Community, How-to’s

• Welcome Reception

• Site Visits for New Hires

• Extended follow-up (On

Boarding Process)

• Enhanced coordination with

Outlying Areas

• Reduced number of WBTs

• Buddy System “Sponsor’

• New Employee Portal

2016Proposed new components

• CDNS, welcome videos

• Shorter segments done by SMEs

• Wellness, Cyber, Performance

Management, Ethics, Safety

• NNSA Community, How-to’s

• Welcome Reception

• Site Visits for New Hires

• Extended follow-up (On

Boarding Process)

• Enhanced coordination with

Outlying Areas

• Reduced number of WBTs

• Buddy System “Sponsor’

• New Employee Portal

Finalize plans for reception and site

visits, Revise contentEstablish consistency

August2016

Remove redundanciesIdentify HR Coordinator

Jan2016

Revise New Hire Orientation Process

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2017• Evaluate automating Competency

Self-Assessment via PeopleSoft,

Plateau, or iCon, etc....

2017• Evaluate automating Competency

Self-Assessment via PeopleSoft,

Plateau, or iCon, etc....

FY 2016 (4Q) – FY 2017 Milestones

LeadershipCompetency Model

Established

August2016

Employees Educated on Competencies/

Integrated with Nine-Box Assessment

October2016

Competencies Integrated with

Succession Planning

November2016

Competencies Integrated with Performance Management

December2016

2015/2016• Established culture change

initiative to “Create a Learning

Organization”

• Create WeLead Vision

• Established Cultural Values

• Established Supervisor/Manager

Expectations

• Established Collective

Expectations for Security/Safety

Excellence and Continuous

Improvement

2015/2016• Established culture change

initiative to “Create a Learning

Organization”

• Create WeLead Vision

• Established Cultural Values

• Established Supervisor/Manager

Expectations

• Established Collective

Expectations for Security/Safety

Excellence and Continuous

Improvement

2016• Established CDNS Management

Ladder Competencies

• Establish CDNS Core Values

• Establish CDNS Objectives

• Establish comprehensive,

behavior-based Leadership

Competency Model and integrate

with Employee Lifecycle:

• Develop Competency

Self-Assessment Tool

• Educate Employees on

Leadership Competency Model

2016• Established CDNS Management

Ladder Competencies

• Establish CDNS Core Values

• Establish CDNS Objectives

• Establish comprehensive,

behavior-based Leadership

Competency Model and integrate

with Employee Lifecycle:

• Develop Competency

Self-Assessment Tool

• Educate Employees on

Leadership Competency Model

Leadership Competencies

Development

Planning

Self-

Assessment

Performance

Management

Nine-Box

Assessment

Succession

Planning

LeaderFIT

CompetencySelf-AssessmentTool Developed

September2016

Competency Self-Assessment Pilot

w/LeaderFIT Implemented

July2016

Establish Leadership Competency Model

Transforming Performance ManagementIssues:

• No linkage to CDNS goals and objectives

• Expectations not communicated – No continuous feedback – Lack of engagement

• Missed opportunities to identify development needs & opportunities

Issues:

• No linkage to CDNS goals and objectives

• Expectations not communicated – No continuous feedback – Lack of engagement

• Missed opportunities to identify development needs & opportunities

2015

• Cascading Communications

• Individual goals tied to field office objectives and goals

• Mid- Year Discussions

2016

• New Methods & Forms: 5 point rating system; Leadership and Goal descriptors

• Formalize Frequency – initial goal setting, mid year discussion, final review

• NNSA-wide Training targeting both Supervisors and Employees

• Targeted Communications aimed at educating employees

• Automated Forms

2017

• Automation & Continuous Improvement based on Feedback

• Metrics – baseline established

Major themes for 2016: Focus on the “What” and “How” – Objectives and Core Competencies Reinforce Shared Responsibility – moving away from annual appraisal to on-going conversations Provide Tools and Knowledge

Cascading Communications: Goals

& Objectives:

Goal Setting

Discussions

Mid-Year

Discussions

Year-End Performance Reviews

Performance Management Cycle

Dec Jan

BEFORE

AFTER

Jan Feb Jun Jul Jan Mar

Year-End Performance

Reviews

MeritActions

Apr

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Formalize/Improve Succession Planning

2015• Nine-Box Assessment

(all non-bargaining employees)

• Succession Plans to Division

Manager level

• PeopleSoft integration etc…

• Bench strength baseline

established

2015• Nine-Box Assessment

(all non-bargaining employees)

• Succession Plans to Division

Manager level

• PeopleSoft integration etc…

• Bench strength baseline

established

2016• Integrate with Employee

Lifecycle

• Formalize process

• Require transparent

conversation between

manager/employee on

Nine-Box Assessment

2016• Integrate with Employee

Lifecycle

• Formalize process

• Require transparent

conversation between

manager/employee on

Nine-Box Assessment

2017• Identify bench development plans

• Evaluate PeopleSoft Succession

Planning Module as replacement

for Human Concepts

2017• Identify bench development plans

• Evaluate PeopleSoft Succession

Planning Module as replacement

for Human Concepts

FY 2015 (4Q) – FY 2016 Milestones

CoreCompetencies

Established

August2015

Nine-BoxAssessments

Completed

ProcessFormalized

July2015

December2015

Succession Plans

Completed

July2016

Bench Development

Plans Completed

September2016

Leadership Core Competencies

Nine-Box Assessment

Succession

PlanningDevelopment

PlanningLeaderFIT

Setting the Foundation for Attracting, Retaining and Growing a 21st Century

Workforce

BENEFIT INITIATIVES: 2016 -• Comprehensive health/welfare/pension program for active & retired

employees• Robust Wellness Program• Generous paid time off, Holiday, Leave, Work Schedule Programs• Telecommuting opportunities

COMPREHENSIVE WORKFORCE MANAGEMENT PROJECT• Clearly defined job groups, titles, levels• Career Ladders• Critical Skill Strategies

ATTRACT GROW RETAIN

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Recruiting and Planning:

- Recruiting

- Workforce Planning

- Internships/Scholarships

- Organizational Compatibility*

- Succession Planning

Employee Engagement:

- Onboarding

- Mentoring and Coaching

- Career Management* (Career Ladders/Job Descriptions)

- Competency Management*

- Out processing

Leadership Development:

- Talent Reviews

- Nine-Box

- Hi-Potential Development (LeaderFIT)

- Leadership Development Curriculum*

- Organizational Culture/Development/Effectiveness*

Benefits – Design, Transactional & Plan Administration

- Health, Prescription Drug, Dental, and Vision Plans

- Hyatt Legal Plan

- Health Savings Account (HAS)

- Health and Dependent Care Flexible Spending Accounts

- Disability Benefits

- Employee Thrift (401K) and Retirement Plans

- Life and AD&D Insurance Plans

Compensation

- Job classifications, Codes and Working Titles

- Salary Structure

- Salary Administration (starting salaries, merit increases,

promotion/demotion, etc.)

- Pay Administration – in addition to base pay (call in, hazard duty, etc.)

Performance Management

- Performance Appraisal Process

- Performance Reward System

Leave of Absence (military, FMLA, etc.)

Learning Management System (LMS)

Leadership Development Program Implementation

Records Management

Training Course/Program Analysis/Design/Development

Training Course/Program Evaluation (levels 1-4)

DOE S 1070-94 Assessments/Management Assessments/

Compliance activities

Training classes

Learning Center Facilitation

Training Officer support

Outside training completion review/posting for credit in LMS

Skillsoft License management

Training Advisory Group

eLearning development

General Employee Orientation process

*Not currently implemented

Responsibility Matrix

Transform from Service Provider toStrategic Partner

Transform from Service Provider toStrategic Partner

Service Provider“Shoe Salesman” Thinking

• Track data• Respond to requests• Service-oriented• General understanding of the

business• Draft documents for review• Advise on HR topics• Use technology as a tool

Solutions PartnerAnalytical Thinking

• Use data to solve problems• Ask probing questions to

understand needs• Budget conscious• Develop implementation plans

for new initiatives• Facilitate change management• Coach to resolve current

issues• Help mitigate known risks• Know the top performers• Use technology to enhance

work

Strategic PartnerSystems Thinking

• Proactively identify trends in the market and environment

• Identify business drivers• Shape new business activities• Drive cost savings• Predict talent needs• Identify and initiate change• Coach to influence future

decisions and behaviors• Develop risk management

solutions• Know all talent and

recommend succession strategies

• Stay abreast of and creatively leverage technology trends

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BACKUP SLIDES

How do I?A new user interface for

employees to access organized

content and process

information

Milestones Conduct User Interface Focus

Groups

Design new search capability

Create Prototype of "How Do I?"

Process Interface

Design a new User Interface

model and template (Re-Usable)

Identify processes to be included

in search and template

Create process pages

Metrics Improve quality of process related

information for employees

Improve time it takes employees

to find process related information

# of process pages created

# of times process page accessed

Measure “Was this helpful?”

Updates incorporated quickly

What information/processes

people are searching for

Process pages built on demand

Create How-To Pages

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Calendar of Events: the look aheadJul 2015Jul 2015 Aug 2015Aug 2015 Sep 2015Sep 2015 Oct 2015Oct 2015 Nov 2015Nov 2015 Dec 2015Dec 2015 Jan 2016Jan 2016 Feb 2016Feb 2016 Mar2016Mar2016 Apr 2016Apr 2016

May 2016May 2016

New Hire Orientation

Critical Skills

Nine-Box Assessment

Leadership

Succession Planning

Leadership CompetencyModel

Enterprise Internship Program

Leadership Curriculum

New LeaderAssimilation

Performance Mgmt

Merit & Variable Pay

Benefits

Engagement Actions