2011Draft
Workforce Plan
Toni Dawsey, Assistant Administrator, Office of Human Capital Management
1
Our mission continues to
evolve… but one constant
remains: people make
NASA successful
2
Successful Human Capital Management
Engaged Employees
Effective Managers
High-Performing
Organizations
Responsive Huma...
Successful Human Capital Management is…
…a shared responsibility
Corporate
Policy Offices
Functional
Offices
Programs a...
Human Capital Management Goals
Identify, acquire and sustain the workforce needed to
successfully conduct NASA’s current a...
Goal 1: Workforce Alignment
Analysis, policy development, organizational
design and resource alignment to guide
NASA’s mul...
FY 11 President’s Budget Highlights
Critical Technology Demonstrations
Heavy-Lift and Propulsion R&D
Robotic Precursor ...
Goal 1: Workforce Alignment
Office of Human Capital Management
Deputy: From the ARMD
Workforce Alignment
Workforce planner...
Goal 1: Workforce Alignment
Major activities:
Workforce Planning and Analysis
Policy Development
Organization Design
Posit...
Goal 1: Workforce Alignment
FY10 Priorities:
Evaluate and implement alternative labor funding mechanisms
Conduct pilot stu...
Goal 1: Workforce Alignment
FY11 Priorities:
Multi-sector workforce planning
Prepare workforce to adjust to program needs ...
Goal 2: Workforce Readiness
(A) Identify, attract and employ a diverse
workforce
(B)
Train and develop talent
12
A Four Generation Workforce
Traditionalist
Traditionalist
Boomer
Boomer
Generation X
Generation X
Generation Y
Generati...
Goal 2: Workforce Readiness – Identify, Attract and Employ
Major activities:
Staffing
Recruiting
Student Pipeline
Alternat...
Goal 2: Workforce Readiness – Identify, Attract and Employ
FY10 Priorities:
Improve our hiring processes by increasing app...
Goal 2: Workforce Readiness – Identify, Attract and Employ
FY11 Priorities:
Implementing hiring reform
Developing alternat...
Goal 2: Workforce Readiness – Train and Develop
Training and development initiatives that
address today’s and tomorrow’s n...
Goal 2: Workforce Readiness – Train and Develop
Major activities:
Training and development
Career Management
Mentoring/Coa...
Development
Programs
NASA – Building Leaders at All Levels
Professional
Development
Agency Courses
Fellowship
Program
...
Goal 2: Workforce Readiness – Train and Develop
FY10 Priorities:
Roll-out an automated mentor match system to pair availa...
Goal 2: Workforce Readiness – Train and Develop
FY11 Priorities:
Expand rotations and details to, and with, academia and i...
Goal 3: Workforce Sustainability
Enable managers to sustain an environment
conducive to workforce productivity,
innovation...
Goal 3: Workforce Sustainability
Major activities:
Student and other pipelines
Sufficient bench strength to assure capacit...
Goal 3: Workforce Sustainability
FY10 Priorities:
Restructure the Agency’s formal and informal awards and
recognition prog...
Goal 3: Workforce Sustainability
FY 11 Priorities:
Implement a succession management program
Strengthen our pipelines to b...
Goal 3: Workforce Sustainability
In the 10 “Best in Class” categories - ranked #2 (Out of 28) in 8:
Teamwork
Pay
Training ...
Goal 3: Workforce Sustainability
Demographic Rankings:
American Indians: #1
Women:
#3
Whites:
#3
African Americans: #4
Asi...
Goal 3: Workforce Sustainability
Center Rankings:
Out of 224 Subcomponents:
Goddard
Stennis
Johnson
Dryden
Kennedy
Marshal...
In summary, we will continue to:
Serve the needs of our existing NASA workforce:
people, managers, organizations
Anticipat...
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Nasa 2011 draft workforce plan toni dawsey-nasa 11-09-10

Slide #25 Goal 3: Workforce Sustainability FY 11 Priorities: Implement a succession management program  Strengthen our pipelines to backfill and refresh our workforce (including branding to attract early career persons)  Address the aging workforce issues Improve communications – to drive engagement, motivation and sense of value  Enforce performance management (addressing poor performers) Use hiring flexibilities (term, temp, perm, etc.) Expand Shuttle Transition Liaison Office services Roll out workforce transition tools Utilize results from the Employee Viewpoint survey to improve NASA’s FY11 “5th Best Place to Work" ranking
Published on: Mar 3, 2016
Published in: Career      Business      Technology      
Source: www.slideshare.net


Transcripts - Nasa 2011 draft workforce plan toni dawsey-nasa 11-09-10

  • 1. 2011Draft Workforce Plan Toni Dawsey, Assistant Administrator, Office of Human Capital Management 1
  • 2. Our mission continues to evolve… but one constant remains: people make NASA successful 2
  • 3. Successful Human Capital Management Engaged Employees Effective Managers High-Performing Organizations Responsive Human Resources Services 3
  • 4. Successful Human Capital Management is… …a shared responsibility Corporate Policy Offices Functional Offices Programs and Projects Managers, Supervisors, and Team Leaders Employees 4
  • 5. Human Capital Management Goals Identify, acquire and sustain the workforce needed to successfully conduct NASA’s current and future missions 1. Workforce Alignment 2. Workforce Readiness 3. Workforce Sustainability 5
  • 6. Goal 1: Workforce Alignment Analysis, policy development, organizational design and resource alignment to guide NASA’s multi-sector workforce 6
  • 7. FY 11 President’s Budget Highlights Critical Technology Demonstrations Heavy-Lift and Propulsion R&D Robotic Precursor Mission Commercial Crew and Cargo 7
  • 8. Goal 1: Workforce Alignment Office of Human Capital Management Deputy: From the ARMD Workforce Alignment Workforce planners (BA, GSFC, ESMD, NSF) Budget analyst, economist/statistician, scientist, engineer HR and HR/IT specialists, project managers Workforce Readiness and Sustainability HR, Organizational Development and Training and Development Specialists 8
  • 9. Goal 1: Workforce Alignment Major activities: Workforce Planning and Analysis Policy Development Organization Design Position Management/Classification Succession Management Workforce Information Systems 9
  • 10. Goal 1: Workforce Alignment FY10 Priorities: Evaluate and implement alternative labor funding mechanisms Conduct pilot studies in multi-sector workforce planning Partner with local jurisdictions and other Departments and Agencies to support the transition of the shuttle program Work with functional communities to strengthen critical competencies and manage near and longer-term gaps Work with Centers and Mission Directorates to refine our understanding of the impact of potential program changes 10
  • 11. Goal 1: Workforce Alignment FY11 Priorities: Multi-sector workforce planning Prepare workforce to adjust to program needs as portfolios, plans, and budgets mature Adjust acquisition strategies, program portfolios, hiring, buyouts, and training emphasis to achieve alignment Manage skill gaps – understand skills needed to support new missions/work (demand) and current skills (supply) Develop information systems that track supply and demand Train/re-train to provide skills to close gaps Hire multi-generational persons with skills needed now and in the future Move people to work that aligns with their skills Continue to work labor funding issues 11
  • 12. Goal 2: Workforce Readiness (A) Identify, attract and employ a diverse workforce (B) Train and develop talent 12
  • 13. A Four Generation Workforce Traditionalist Traditionalist Boomer Boomer Generation X Generation X Generation Y Generation Y Born 1928-1945 Born 1928-1945 Born 1946-1964 Born 1946-1964 Born 1965-1979 Born 1965-1979 Born 1980-2000 Born 1980-2000 Each generation with different assumptions about how the world works 13
  • 14. Goal 2: Workforce Readiness – Identify, Attract and Employ Major activities: Staffing Recruiting Student Pipeline Alternative Hiring Sources Legislative Flexibilities On-Boarding 14
  • 15. Goal 2: Workforce Readiness – Identify, Attract and Employ FY10 Priorities: Improve our hiring processes by increasing applicant satisfaction, manager involvement, and use of broad range of hiring authorities Implement civil service on-boarding team recommendations and initiate contractor study Establish a dedicated Veteran’s Program Office to increase focus on veterans hiring and employment Evaluate the effectiveness of the early career hiring pilot initiative and identify priority next steps Leverage Administration and Agency efforts to reach out to the STEM community and pipeline 15
  • 16. Goal 2: Workforce Readiness – Identify, Attract and Employ FY11 Priorities: Implementing hiring reform Developing alternative recruitment methods Expanding legislative flexibilities (such as Industry Exchange) Increasing diversity , including early career hires and implementing Federal hiring initiatives Expanding details, IPAs, Rotations – particularly externally Obtaining authority for partnering with industry/academia 16
  • 17. Goal 2: Workforce Readiness – Train and Develop Training and development initiatives that address today’s and tomorrow’s needs and enable mission success 17
  • 18. Goal 2: Workforce Readiness – Train and Develop Major activities: Training and development Career Management Mentoring/Coaching Needs Assessment Leadership Development Executive Development 18
  • 19. Development Programs NASA – Building Leaders at All Levels Professional Development Agency Courses Fellowship Program Mentor CenterBased All levels, by Center Grade 11 12 13 14 15 SESs 19
  • 20. Goal 2: Workforce Readiness – Train and Develop FY10 Priorities: Roll-out an automated mentor match system to pair available mentors to prospective mentees Conduct the initial session of the Mid-Level Leader Program Develop and initiate an executive development seminar series Identify training/re-training needs associated with potential programmatic changes Focus coaching support on priority executive transition activities 20
  • 21. Goal 2: Workforce Readiness – Train and Develop FY11 Priorities: Expand rotations and details to, and with, academia and industry Expand use of rotations within NASA Implement Agency-wide orientation program Implement Executive Orientation Program Require executive development plans Expand executive development curricula Continue and expand executive summits 21
  • 22. Goal 3: Workforce Sustainability Enable managers to sustain an environment conducive to workforce productivity, innovation and effectiveness 22
  • 23. Goal 3: Workforce Sustainability Major activities: Student and other pipelines Sufficient bench strength to assure capacity and proficiency in key skill areas Hands-on opportunities for early career employees Employee Relations/Labor Relations Performance Management Employee Recognition Organizational Development Work/Life Programs Diversity and Inclusion Transition Assistance 23
  • 24. Goal 3: Workforce Sustainability FY10 Priorities: Restructure the Agency’s formal and informal awards and recognition programs and policies Utilize results from the Employee Viewpoint survey to focus satisfaction and wellness efforts Facilitate the establishment of an Agency-level labormanagement forum Deploy an Agency-wide emergency notification and accountability system Support the tracking and transition of workforce affected by planned and potential program changes 24
  • 25. Goal 3: Workforce Sustainability FY 11 Priorities: Implement a succession management program Strengthen our pipelines to backfill and refresh our workforce (including branding to attract a early career persons) Address the aging workforce issues Improve communications – to drive engagement, motivation and sense of value Enforce performance management (addressing poor performers) Use hiring flexibilities (term, temp, perm, etc.) Expand Shuttle Transition Liaison Office services Roll out workforce transition tools Utilize results from the Employee Viewpoint survey to improve NASA’s FY11 “5th Best Place to Work” ranking 25
  • 26. Goal 3: Workforce Sustainability In the 10 “Best in Class” categories - ranked #2 (Out of 28) in 8: Teamwork Pay Training and development Support for diversity Effective leadership – Agency and Human Capital Performance based recognition and advancement Strategic management Family friendly culture and benefits Ranked “Best in Class” in the other 2 areas: Work/life balance (3rd) Employee skills/mission match (4th) 26
  • 27. Goal 3: Workforce Sustainability Demographic Rankings: American Indians: #1 Women: #3 Whites: #3 African Americans: #4 Asians: #4 Hispanics: #5 Over 40: Under 40: #3 #4 27
  • 28. Goal 3: Workforce Sustainability Center Rankings: Out of 224 Subcomponents: Goddard Stennis Johnson Dryden Kennedy Marshall Langley Glenn HQ Ames # 7 # 11 # 12 # 15 # 21 # 23 # 31 # 49 # 74 (The highest rate of improvement – 10.4%) #131 28
  • 29. In summary, we will continue to: Serve the needs of our existing NASA workforce: people, managers, organizations Anticipate and facilitate changes to ensure workforce is aligned with NASA’s mission Strengthen our existing human resources capabilities as required to support mission success 29

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