AVOIDING “THE AVOIDING “THE RESIGNATION BLUES”RESIGNATION BLUES”

Deliberate Strategic “Leadership” of Deliberate Strategic “Leadership” of Human CapitalHuman Capital

DENR Managers’ ForumDENR Managers’ ForumAugust 22, 2007August 22, 2007

7 Hidden Reasons Employees 7 Hidden Reasons Employees Leave*Leave*

The job or workplace was not as expected.The job or workplace was not as expected. There is a mismatch between job and There is a mismatch between job and

person.person. There is too little coaching and feedback.There is too little coaching and feedback. There are too few growth & advancement There are too few growth & advancement

opportunities.opportunities.

*By Leigh Branham – Saratoga Institute

7 Hidden Reasons Employees 7 Hidden Reasons Employees Leave cont’dLeave cont’d

Workers feel devalued and unrecognized.Workers feel devalued and unrecognized. Workers suffer from stress due to Workers suffer from stress due to

overwork and work-life imbalance.overwork and work-life imbalance. There is a loss of trust and confidence in There is a loss of trust and confidence in

senior leaders.senior leaders.

*By Leigh Branham – Saratoga Institute

Points to ConsiderPoints to Consider

Line managers in organizations are “charged” Line managers in organizations are “charged” with engaging and keeping valued employees.with engaging and keeping valued employees.

89% of managers believe that most employees 89% of managers believe that most employees are pulled away by better pay.are pulled away by better pay.

88% of voluntary turnovers indicate something 88% of voluntary turnovers indicate something besides money as the root cause.besides money as the root cause.

Many more employees quit and stay – that is, Many more employees quit and stay – that is, disengage – than quit and leave.disengage – than quit and leave.

EPA REGION 4 - HUMAN EPA REGION 4 - HUMAN CAPITAL STRATEGY and CAPITAL STRATEGY and

ACTION PLANACTION PLAN

Taking proactive leadership to ensure we have “the Taking proactive leadership to ensure we have “the right people, with the right skills, in the right place, right people, with the right skills, in the right place,

at the right time.”at the right time.”

Human Capital vs. Human Capital vs. Human ResourcesHuman Resources

““Human Capital” (HC) is designed to Human Capital” (HC) is designed to show an enhanced appreciation for the show an enhanced appreciation for the

vital role employees play in an vital role employees play in an organization’s success. Since people are organization’s success. Since people are an organization’s most valuable asset, it an organization’s most valuable asset, it

pays to invest in them.pays to invest in them.

BackgroundBackground EPA’s Strategy for Human Capital (2004 and EPA’s Strategy for Human Capital (2004 and

Beyond)Beyond) EPA’s Administrator required Regions to develop EPA’s Administrator required Regions to develop

their own Human Capital Strategy and Action Plan their own Human Capital Strategy and Action Plan each fiscal year. each fiscal year.

Region 4 formed a Senior Human Capital Officer Region 4 formed a Senior Human Capital Officer (SHCO) Council to develop strategy and action (SHCO) Council to develop strategy and action plans.plans.

SHCO Council meets quarterly (or more frequently SHCO Council meets quarterly (or more frequently when needed) to monitor progress and report when needed) to monitor progress and report accomplishments.accomplishments.

Senior Human Capital Officer Senior Human Capital Officer (SHCO) Council(SHCO) Council

Deputy Regional Administrator (Chair)Deputy Regional Administrator (Chair)

o Adopt/approve local strategy;o Adopt/approve local strategy;o Develop local HC action plan;o Develop local HC action plan;o Align local plan with Agency plano Align local plan with Agency plano Establish accountability at local level;o Establish accountability at local level;o Coordinate implementationo Coordinate implementation

Council consists of Deputy Directors from Council consists of Deputy Directors from each Division.each Division.

Why Should You Develop a Why Should You Develop a Human Capital Strategy?Human Capital Strategy?

Changing Work EnvironmentChanging Work Environment

o 21o 21stst century workforce bears little century workforce bears little resemblance to that of the late 20 resemblance to that of the late 20thth century century

o Significant retirement wave is comingo Significant retirement wave is coming

o New applicants hold differing o New applicants hold differing expectationsexpectations

o Shrinking resources require full o Shrinking resources require full engagement of ALL employeesengagement of ALL employees

Factors to Consider for Factors to Consider for Recruiting New ApplicantsRecruiting New Applicants

Time in Career (entry at different stages from Time in Career (entry at different stages from novice to retiree)novice to retiree)

Mobility (advancement within and across Mobility (advancement within and across occupations, organizations, sectors) occupations, organizations, sectors)

Permanence (work temporarily, occasionally, or Permanence (work temporarily, occasionally, or indefinitely)indefinitely)

Mission-Focus (all motivations, from general Mission-Focus (all motivations, from general service commitment to specific position)service commitment to specific position)

Flexible Arrangements (accommodate traditional Flexible Arrangements (accommodate traditional and flexible work arrangements)and flexible work arrangements)

KEY COMPONENTS OF KEY COMPONENTS OF REGION 4’s STRATEGYREGION 4’s STRATEGY

Five Major Goals; Actions Required of Five Major Goals; Actions Required of Supervisors and Leaders; Regional Supervisors and Leaders; Regional

ActionsActions

Five Major GoalsFive Major Goals

PlanningPlanning

Recruiting and RetainingRecruiting and Retaining

Performance ManagementPerformance Management

AccountabilityAccountability

PartneringPartnering

Goal 1Goal 1 Regional systems and organizational Regional systems and organizational

structures work together to position and structures work together to position and support EPA employees in accomplishing support EPA employees in accomplishing the Agency’s strategic goals. the Agency’s strategic goals. (Planning)(Planning)

Role of Organizational Leaders: Role of Organizational Leaders: - Develop and implement human capital - Develop and implement human capital plans; plans; - Incorporate management of human capital - Incorporate management of human capital as a key strategy for achieving your as a key strategy for achieving your organization’s mission; organization’s mission; - Identify skills needed and skills gaps.- Identify skills needed and skills gaps.

Types of Actions Supporting Types of Actions Supporting Goal 1Goal 1

Identify HC goals/performance measures that Identify HC goals/performance measures that support mission accomplishment and report on support mission accomplishment and report on efforts on a quarterly basis.efforts on a quarterly basis.

Develop succession plans; identifying major Develop succession plans; identifying major mission critical occupations.mission critical occupations.

Develop and implement appropriate knowledge Develop and implement appropriate knowledge transfer/developmental programs to ensure transfer/developmental programs to ensure continuity of operations.continuity of operations.

Goal 2Goal 2 Region 4 attracts and retains a diverse and Region 4 attracts and retains a diverse and

talented workforce. talented workforce. ((Recruiting and RetainingRecruiting and Retaining))

Role of Organizational Leaders:Role of Organizational Leaders: - Recognize and demonstrate that a diverse - Recognize and demonstrate that a diverse workforce is critical to achieve results; workforce is critical to achieve results; - Recognize differences as being beneficial to - Recognize differences as being beneficial to the organization;the organization;- Exercise inclusiveness in decision-making and - Exercise inclusiveness in decision-making and the creativity of solutions to organizational the creativity of solutions to organizational problems.problems.

Types of Actions Supporting Types of Actions Supporting Goal 2Goal 2

Utilize flexible hiring authorities, as appropriate, Utilize flexible hiring authorities, as appropriate, to facilitate effective workforce management.to facilitate effective workforce management.

Participate in “high yield” Recruitment/Career Participate in “high yield” Recruitment/Career fairsfairs

Conduct focus group sessions representing Conduct focus group sessions representing various groups to determine concerns of various groups to determine concerns of employeesemployees

Recognize managers who demonstrate Recognize managers who demonstrate commitment towards equity/diversitycommitment towards equity/diversity

Goal 3Goal 3

Regional employees perform to their highest Regional employees perform to their highest potential to support the Agency mission. potential to support the Agency mission. (Performance Management)(Performance Management)

Role of Organizational Leaders:Role of Organizational Leaders: - Valuing and treating employees with respect; - Valuing and treating employees with respect; - Recognizing and appreciating good work; - Recognizing and appreciating good work; - Ensuring developmental and succession - Ensuring developmental and succession programs; programs; - Providing opportunities for employees to - Providing opportunities for employees to maximize their potential; maximize their potential; - Providing effective performance feedback. - Providing effective performance feedback.

Types of Actions Supporting Types of Actions Supporting Goal 3Goal 3

Develop learning and development plan that Develop learning and development plan that addresses identified training needsaddresses identified training needs

Develop and launch a Regional Leadership Develop and launch a Regional Leadership Mentoring Program Mentoring Program

Ensure new supervisory training for all new Ensure new supervisory training for all new supervisorssupervisors

Determine MCO bench strength and develop Determine MCO bench strength and develop plan to maintain critical competenciesplan to maintain critical competencies

Provide coaching and training for supervisors to Provide coaching and training for supervisors to deal with poor performersdeal with poor performers

Goal 4Goal 4 Regional employees at all levels are results-Regional employees at all levels are results-

focused, act with integrity, and help to improve focused, act with integrity, and help to improve environmental programs through innovation, environmental programs through innovation, creativity, and reasonable risk-taking. creativity, and reasonable risk-taking. (Accountability)(Accountability)

Role of Organizational Leaders:Role of Organizational Leaders: - Supporting a “culture of innovation;” - Supporting a “culture of innovation;” - Ensuring employees understand their ethical - Ensuring employees understand their ethical responsibilities; responsibilities; - Equipping employees with appropriate skills, - Equipping employees with appropriate skills, competencies, and tools;competencies, and tools;

- Holding employees accountable for results.- Holding employees accountable for results.

Types of Actions Supporting Types of Actions Supporting Goal 4Goal 4

Offer training on Critical Thinking, Decision Offer training on Critical Thinking, Decision Making, and Strategic Thinking for all staffMaking, and Strategic Thinking for all staff

Reward innovation and creativityReward innovation and creativity Benchmark routinely with other federal Benchmark routinely with other federal

agencies and industryagencies and industry Promote broad understanding of EPA’s Promote broad understanding of EPA’s

missionmission

Goal 5Goal 5

Teamwork and collaboration are routinely practiced Teamwork and collaboration are routinely practiced with internal and external partners. with internal and external partners. (Partnering)(Partnering)

Role of Organizational Leaders:Role of Organizational Leaders: - Working effectively with partners to seek out and - Working effectively with partners to seek out and analyze workplace problems;analyze workplace problems;- Developing innovative solutions to improve the - Developing innovative solutions to improve the organization and its ability to achieve our mission;organization and its ability to achieve our mission;- Involving employees in decision-making and - Involving employees in decision-making and ensuring communications flows up, down, and across ensuring communications flows up, down, and across the organization.the organization.

Types of Actions Supporting Types of Actions Supporting Goal 5Goal 5

Build effective labor/management Build effective labor/management relationshipsrelationships

Building partnering and team skills of Building partnering and team skills of employeesemployees

Build environmental science partnerships Build environmental science partnerships with academic institutionswith academic institutions

Outcomes Being Outcomes Being Expected/Being AchievedExpected/Being Achieved

Employees feel that they do important, Employees feel that they do important, value-added workvalue-added work

We have a diverse mix of critical skills and We have a diverse mix of critical skills and backgroundsbackgrounds

We develop employees’ strengths and We develop employees’ strengths and match them to critical workmatch them to critical work

Outcomes Expected/Being Outcomes Expected/Being Achieved cont’dAchieved cont’d

We provide a supportive environment that We provide a supportive environment that helps employees perform at their highest helps employees perform at their highest levelslevels

Our leaders demonstrate behaviors/working Our leaders demonstrate behaviors/working styles that promote our mission and high styles that promote our mission and high ethical standards, and that lead to overall ethical standards, and that lead to overall employee satisfactionemployee satisfaction

2006 Federal Human Capital 2006 Federal Human Capital Survey ResultsSurvey Results

I like the kind of work I do. – 82%I like the kind of work I do. – 82% Rating of overall quality of work done by Rating of overall quality of work done by

work group. – 83.7%work group. – 83.7% Workforce has job-relevant knowledge Workforce has job-relevant knowledge

and skills needed. – 75.4%and skills needed. – 75.4% My supervisor supports my need to My supervisor supports my need to

balance work and family issues. – 84.5%balance work and family issues. – 84.5% I know how my work relates to the I know how my work relates to the

agency’s goals/priorities. – 84.9%agency’s goals/priorities. – 84.9%

2006 Federal Human Capital 2006 Federal Human Capital Survey Results cont’dSurvey Results cont’d

The work I do is important. – 89%The work I do is important. – 89% I am held accountable for achieving I am held accountable for achieving

results. – 80.4%results. – 80.4% Employees use information technology Employees use information technology

effectively to perform work. – 91.1%effectively to perform work. – 91.1% I am satisfied with my paid vacation time I am satisfied with my paid vacation time

and paid leave for illness. – 89.1%and paid leave for illness. – 89.1%

Concluding RemarksConcluding Remarks

This is serious and important workThis is serious and important work Demands leadership from all levelsDemands leadership from all levels Focus on ways to train, develop, and motivate Focus on ways to train, develop, and motivate

current core workforcecurrent core workforce Opportunity to shape a new workforce through Opportunity to shape a new workforce through

strategic recruiting and developmental programsstrategic recruiting and developmental programs Leadership development and succession planning Leadership development and succession planning

are crucial to successare crucial to success

Contact InformationContact Information

Freda M. Lockhart, ChiefFreda M. Lockhart, Chief

Workforce and Strategic DevelopmentWorkforce and Strategic Development

Human Capital Management BranchHuman Capital Management Branch

U. S. Environmental Protection AgencyU. S. Environmental Protection Agency

61 Forsyth Street, SW61 Forsyth Street, SW

Atlanta, GA 30303Atlanta, GA 30303

404/562-8142404/562-8142

lockhart.freda@epa.govlockhart.freda@epa.gov

QUESTIONSQUESTIONS