Human Capital Retention Building USACE to Last One Person – One Day At a Time

Human Capital RetentionHuman Capital Retention Building USACE to Last Building USACE to Last

One Person – One Day At a TimeOne Person – One Day At a Time

PresentersPresenters

Suzanne Murdock – SupervisionSuzanne Murdock – Supervision

Khalid Maali – RecognitionKhalid Maali – Recognition

Hank Maser – Workload ReductionHank Maser – Workload Reduction

Report OutReport OutDebrief Table 1Debrief Table 1

Strategic Gap:Strategic Gap: (Issue)(Issue)

Strategy:Strategy:(Solution)(Solution)

Possible Obstacles:Possible Obstacles:

Required Resources:Required Resources:

Metric:Metric:

Strategic GapsStrategic GapsSupervisorySupervisory

1.Improve Selection Process of 1.Improve Selection Process of SupervisorsSupervisors

2. Provide HR/leadership Training 2. Provide HR/leadership Training for Supervisorsfor Supervisors

3. Measure Supervisor’s 3. Measure Supervisor’s PerformancePerformance

Strategy 1—Supervisor Selection ProcessStrategy 1—Supervisor Selection ProcessSupervisor SelectionSupervisor Selection Restructure selection panel to include peers of the Restructure selection panel to include peers of the applicantapplicantFor internal merit selection, conduct a 360 review by For internal merit selection, conduct a 360 review by colleagues of person applying to the positioncolleagues of person applying to the positionCreate clear selection criteria for leadership/supervisory Create clear selection criteria for leadership/supervisory skillsskillsExpand occupations that can fill supervisory rolesExpand occupations that can fill supervisory roles

ObstaclesObstaclesRequire Change to Corps RulesRequire Change to Corps RulesOvercome Culture resistant to changeOvercome Culture resistant to changeReaching consensus on selection criteriaReaching consensus on selection criteria

Strategy 1—Supervisor Selection ProcessStrategy 1—Supervisor Selection Process

Required Resources Required Resources Senior Leader SupportSenior Leader SupportTime to develop criteria for selectionTime to develop criteria for selection

MetricMetricSurvey employees of Supervisor concerning the selectionSurvey employees of Supervisor concerning the selection

Strategy 2—Provide Leadership/HR Strategy 2—Provide Leadership/HR TrainingTraining

Provide Leadership/HR Training for SupervisorsProvide Leadership/HR Training for SupervisorsRequire 24 hours of leadership/HR training annually for Require 24 hours of leadership/HR training annually for Supervisors (in addition to the 40 hour initial training)Supervisors (in addition to the 40 hour initial training)Center for Creative Leadership Training—individually Center for Creative Leadership Training—individually tailored feedback based on profile and feedback of tailored feedback based on profile and feedback of subordinates and supervisorssubordinates and supervisorsCreate a national supervisor development programCreate a national supervisor development program

ObstaclesObstaclesCost and Time of the trainingCost and Time of the trainingFinding or developing suitable trainingFinding or developing suitable trainingPush back from Supervisors who don’t want the training.Push back from Supervisors who don’t want the training.

Strategy 2—Leadership/HR TrainingStrategy 2—Leadership/HR TrainingRequired Resources Required Resources Funding for the above trainingFunding for the above trainingSenior Leader and Headquarters SupportSenior Leader and Headquarters Support

MetricMetricTie training requirement to NSPS and IDPTie training requirement to NSPS and IDP

Strategy 3—Measure Supervisor Strategy 3—Measure Supervisor PerformancePerformance

Measure Supervisors Performance in terms of Measure Supervisors Performance in terms of employee satisfaction and retentionemployee satisfaction and retentionConduct subordinate employee reviews of the supervisor Conduct subordinate employee reviews of the supervisor annually and report results to one level above the annually and report results to one level above the supervisor. Higher level supervisor provides feedback to supervisor. Higher level supervisor provides feedback to the supervisor. the supervisor. Measure supervisor’s effect on retention in terms of exit Measure supervisor’s effect on retention in terms of exit interview results.interview results.Provide feedback from these interviews to the supervisor Provide feedback from these interviews to the supervisor and one level above the supervisorand one level above the supervisorTie these strategies to supevisory objective in NSPSTie these strategies to supevisory objective in NSPS

ObstaclesObstaclesTime to perform the supervisory functions that will be Time to perform the supervisory functions that will be measuredmeasuredConfidentiality of SurveysConfidentiality of SurveysPush back from SupervisorsPush back from Supervisors

Strategy 3—Measure Supervisor Strategy 3—Measure Supervisor PerformancePerformance

Required Resources Required Resources Corps wide exit interviewsCorps wide exit interviewsData CollectorData CollectorSenior Leader SupportSenior Leader Support

MetricMetricHigher employee satisfaction in surveys, and better Higher employee satisfaction in surveys, and better retention rateretention rate






Metric:Metric:

Strategic GapsStrategic Gaps-RecognitionRecognition

-Issue: Level of recognition is much less than Issue: Level of recognition is much less than level of achievementlevel of achievement

StrategyStrategy(Solution 1)(Solution 1)

Increase number of awardsIncrease number of awards

- increase NSPS pay pool - increase NSPS pay pool fundingfunding

- monetary/non-monetary - monetary/non-monetary

Obstacles (Solution 1)Obstacles (Solution 1)

RecognitionRecognition1. Time 1. Time

2. Funding2. Funding

Required ResourcesRequired Resources

(Solution 1) (Solution 1) TimeTime Funding/NSPS Pay Pool FundFunding/NSPS Pay Pool Fund Tool Kit (weekly announcements, Tool Kit (weekly announcements,

employee/supervisor of the month, employee/supervisor of the month, publicizing to public, grassroots/peer publicizing to public, grassroots/peer recognition system, certificates)recognition system, certificates)

Review panel w/ Division ContactReview panel w/ Division Contact

Metrics (Solution 1)Metrics (Solution 1)

Human Capital SurveyHuman Capital Survey Chart change in attrition rateChart change in attrition rate Track award distribution Corps-wide Track award distribution Corps-wide

with division “roll-ups”with division “roll-ups”

StrategyStrategy(Solution 2)(Solution 2)

Create a culture of recognitionCreate a culture of recognitionimplement a requirement for each implement a requirement for each employee to self nominate annuallyemployee to self nominate annually360 Review across USACE360 Review across USACEIncentive Awards (as in Private Incentive Awards (as in Private SectorSector

Obstacles (Solution 2)Obstacles (Solution 2)

RecognitionRecognition1. Changing personal philosophies on 1. Changing personal philosophies on awardsawards

2. Resistance to change2. Resistance to change

3. Funding3. Funding


(Solution 2) (Solution 2) TimeTime Awards Budget Awards Budget Peer Review Panel (w/ Division Peer Review Panel (w/ Division

Contact)Contact) Finance/Budget DataFinance/Budget Data Self Nomination System (1/yr)Self Nomination System (1/yr)

Metrics (Solution 2)Metrics (Solution 2)

Chart number of nominations and Chart number of nominations and awards given, by divisionawards given, by division

Employee culture surveyEmployee culture survey






Metric:Metric:

Strategic GapsStrategic Gaps-Heavy/Challenging Work Heavy/Challenging Work

StrategyStrategy

Workload Workload 1. Hire admin staff to support 1. Hire admin staff to support production and supervisory staffproduction and supervisory staff2. Expand use of and range of 2. Expand use of and range of developmental assignments to developmental assignments to spread workloadspread workload3. Develop 1 on 1 mentor/shadow 3. Develop 1 on 1 mentor/shadow program to provide challenging work program to provide challenging work assignmentsassignments

Possible ObstaclesPossible Obstacles

Limits on admin ability to access Limits on admin ability to access automated systems for automated systems for supervisors/production staffsupervisors/production staff

Departmental Overhead Rates/FundingDepartmental Overhead Rates/Funding Resistance to additional mentoring Resistance to additional mentoring

assignment workloadassignment workload Need qualified, enthusiastic mentorsNeed qualified, enthusiastic mentors Buy-in/Support by management (District Buy-in/Support by management (District

and Region)and Region)


Funding-Adequate project $ incl S&AFunding-Adequate project $ incl S&A Training for mentorsTraining for mentors Output from Reg Acq Strategy BoardOutput from Reg Acq Strategy Board Commo/Ops Plan-Sensing and Commo/Ops Plan-Sensing and

command infocommand info Exit interviews-Baseline/Database/ Exit interviews-Baseline/Database/

Standard ProcessStandard Process Engaged CoPsEngaged CoPs

Metrics & Measures UsedMetrics & Measures Used

Employee satisfaction-surveys, Employee satisfaction-surveys, sensing sessionssensing sessions

Turnover of best/brightest reduced-Turnover of best/brightest reduced-turnover analysisturnover analysis

Turnover correlates with succession Turnover correlates with succession planplan

Results of exit interviewsResults of exit interviews

Documents

Human Capital Retention Building USACE to Last One Person – One Day At a Time