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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
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