Transcript DEVELOPING AND IMPLEMENTING A REGIONAL HUMAN …

AVOIDING “THE
RESIGNATION BLUES”
Deliberate Strategic “Leadership” of
Human Capital
DENR Managers’ Forum
August 22, 2007
7 Hidden Reasons Employees
Leave*
 The
job or workplace was not as expected.
 There is a mismatch between job and
person.
 There is too little coaching and feedback.
 There are too few growth & advancement
opportunities.
*By Leigh Branham – Saratoga Institute
7 Hidden Reasons Employees
Leave cont’d
 Workers
feel devalued and unrecognized.
 Workers suffer from stress due to
overwork and work-life imbalance.
 There is a loss of trust and confidence in
senior leaders.
*By Leigh Branham – Saratoga Institute
Points to Consider
Line managers in organizations are “charged”
with engaging and keeping valued employees.
 89% of managers believe that most employees
are pulled away by better pay.
 88% of voluntary turnovers indicate something
besides money as the root cause.
 Many more employees quit and stay – that is,
disengage – than quit and leave.

EPA REGION 4 - HUMAN
CAPITAL STRATEGY and
ACTION PLAN
Taking proactive leadership to ensure we have “the
right people, with the right skills, in the right place,
at the right time.”
Human Capital vs.
Human Resources
“Human Capital” (HC) is designed to
show an enhanced appreciation for the
vital role employees play in an
organization’s success. Since people are
an organization’s most valuable asset, it
pays to invest in them.
Background
EPA’s Strategy for Human Capital (2004 and
Beyond)
 EPA’s Administrator required Regions to
develop their own Human Capital Strategy and
Action Plan each fiscal year.
 Region 4 formed a Senior Human Capital
Officer (SHCO) Council to develop strategy
and action plans.
 SHCO Council meets quarterly (or more
frequently when needed) to monitor progress
and report accomplishments.

Senior Human Capital Officer
(SHCO) Council

Deputy Regional Administrator (Chair)
o Adopt/approve local strategy;
o Develop local HC action plan;
o Align local plan with Agency plan
o Establish accountability at local level;
o Coordinate implementation
 Council consists of Deputy Directors from
each Division.
Why Should You Develop a
Human Capital Strategy?
 Changing
Work Environment
o 21st century workforce bears little
resemblance to that of the late 20th century
o Significant retirement wave is coming
o New applicants hold differing
expectations
o Shrinking resources require full
engagement of ALL employees
Factors to Consider for
Recruiting New Applicants

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Time in Career (entry at different stages from
novice to retiree)
Mobility (advancement within and across
occupations, organizations, sectors)
Permanence (work temporarily, occasionally, or
indefinitely)
Mission-Focus (all motivations, from general
service commitment to specific position)
Flexible Arrangements (accommodate traditional
and flexible work arrangements)
KEY COMPONENTS OF
REGION 4’s STRATEGY
Five Major Goals; Actions Required of
Supervisors and Leaders; Regional
Actions
Five Major Goals

Planning

Recruiting and Retaining

Performance Management

Accountability

Partnering
Goal 1

Regional systems and organizational
structures work together to position and
support EPA employees in accomplishing the
Agency’s strategic goals. (Planning)

Role of Organizational Leaders:
- Develop and implement human capital
plans;
- Incorporate management of human capital
as a key strategy for achieving your
organization’s mission;
- Identify skills needed and skills gaps.
Types of Actions Supporting
Goal 1

Identify HC goals/performance measures that
support mission accomplishment and report on
efforts on a quarterly basis.
 Develop succession plans; identifying major
mission critical occupations.
 Develop and implement appropriate knowledge
transfer/developmental programs to ensure
continuity of operations.
Goal 2

Region 4 attracts and retains a diverse and
talented workforce. (Recruiting and Retaining)

Role of Organizational Leaders:
- Recognize and demonstrate that a diverse
workforce is critical to achieve results;
- Recognize differences as being beneficial to
the organization;
- Exercise inclusiveness in decision-making and
the creativity of solutions to organizational
problems.
Types of Actions Supporting
Goal 2

Utilize flexible hiring authorities, as appropriate,
to facilitate effective workforce management.
 Participate in “high yield” Recruitment/Career
fairs
 Conduct focus group sessions representing
various groups to determine concerns of
employees
 Recognize managers who demonstrate
commitment towards equity/diversity
Goal 3

Regional employees perform to their highest
potential to support the Agency mission.
(Performance Management)

Role of Organizational Leaders:
- Valuing and treating employees with respect;
- Recognizing and appreciating good work;
- Ensuring developmental and succession
programs;
- Providing opportunities for employees to
maximize their potential;
- Providing effective performance feedback.
Types of Actions Supporting
Goal 3
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Develop learning and development plan that
addresses identified training needs
Develop and launch a Regional Leadership
Mentoring Program
Ensure new supervisory training for all new
supervisors
Determine MCO bench strength and develop
plan to maintain critical competencies
Provide coaching and training for supervisors to
deal with poor performers
Goal 4
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Regional employees at all levels are resultsfocused, act with integrity, and help to improve
environmental programs through innovation,
creativity, and reasonable risk-taking.
(Accountability)
Role of Organizational Leaders:
- Supporting a “culture of innovation;”
- Ensuring employees understand their ethical
responsibilities;
- Equipping employees with appropriate skills,
competencies, and tools;
 - Holding employees accountable for results.
Types of Actions Supporting
Goal 4
 Offer
training on Critical Thinking, Decision
Making, and Strategic Thinking for all staff
 Reward innovation and creativity
 Benchmark routinely with other federal
agencies and industry
 Promote broad understanding of EPA’s
mission
Goal 5

Teamwork and collaboration are routinely practiced
with internal and external partners. (Partnering)

Role of Organizational Leaders:
- Working effectively with partners to seek out and
analyze workplace problems;
- Developing innovative solutions to improve the
organization and its ability to achieve our mission;
- Involving employees in decision-making and
ensuring communications flows up, down, and across
the organization.
Types of Actions Supporting
Goal 5
 Build
effective labor/management
relationships
 Building partnering and team skills of
employees
 Build environmental science partnerships
with academic institutions
Outcomes Being
Expected/Being Achieved
 Employees
feel that they do important,
value-added work
 We have a diverse mix of critical skills and
backgrounds
 We develop employees’ strengths and
match them to critical work
Outcomes Expected/Being
Achieved cont’d
 We
provide a supportive environment that
helps employees perform at their highest
levels
 Our leaders demonstrate behaviors/working
styles that promote our mission and high
ethical standards, and that lead to overall
employee satisfaction
2006 Federal Human Capital
Survey Results
like the kind of work I do. – 82%
 Rating of overall quality of work done by
work group. – 83.7%
 Workforce has job-relevant knowledge
and skills needed. – 75.4%
 My supervisor supports my need to
balance work and family issues. – 84.5%
 I know how my work relates to the
agency’s goals/priorities. – 84.9%
I
2006 Federal Human Capital
Survey Results cont’d
work I do is important. – 89%
 I am held accountable for achieving
results. – 80.4%
 Employees use information technology
effectively to perform work. – 91.1%
 I am satisfied with my paid vacation time
and paid leave for illness. – 89.1%
 The
Concluding Remarks
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This is serious and important work
Demands leadership from all levels
Focus on ways to train, develop, and motivate
current core workforce
Opportunity to shape a new workforce through
strategic recruiting and developmental programs
Leadership development and succession planning
are crucial to success
Contact Information

Freda M. Lockhart, Chief
Workforce and Strategic Development
Human Capital Management Branch
U. S. Environmental Protection Agency
61 Forsyth Street, SW
Atlanta, GA 30303
404/562-8142
[email protected]
QUESTIONS