Workforce Planning at the U.S. Dept. of the Interior

Tom Mulhern – Director, Human ResourcesRoger Slater – Senior Advisor

September 17, 2013

Strategic Workforce Planning

Strategic Direction

Tactical Execution

Strategic Workforce Planning

Core Mission Strategic

Alignment

Workforce Analysis

Risks and Gaps

Tactical Operations

Risks

Gaps

Impact to core mission

Strategic Alignment

Workforce Analysis

Risk Mitigation

and Gap Closure Strategies

Develop Workforce

Plan

Implement, Monitor, Evaluate,

Revise

Workforce Planning

Model

Staffing and Position Management

Workforce Analysis: Supply and Demand

Strategic Workforce Management

Progression of Maturity

Strategic Workforce Planning Model

• Universal– Applicable regardless of organizations mission

• Flexible– Modify to current needs – change as required

• Adaptable– Not all organizations starting from same place

Workforce Planning Tools

• Core components of the methodology • Include

– User Guide• Written in a guided inquiry format

– Risk assessment • Money, Work, Positions, People

– Common data elements and analysis• Demographics and risk assessments must be interpreted

and lead to actions that sustain the business

Extreme Moderate Significant Severe Severe Severe

Very High Moderate Significant High Severe Severe

High Moderate Significant Significant High High

Medium Low Moderate Significant Significant Significant

Low Low Low Moderate Moderate Moderate

  Rare Unlikely Moderate Likely

Likely Almost Certain

Quantification of Risk

IMPACT

PROBABILTY

Strategic Workforce Planning

Risk Assessment

Guided Inquiry

Data and Analytics

Workforce Planning Risk by Total Succession Factor

• _______________________________________________________________________Position Location Attr. Pos TSF

• Park Ranger GS-025-12 Yellowstone 5 5 25• Park Ranger GS-025-11 Yellowstone 5 5 25• Park Ranger GS-025-11 Yellowstone 5 5 25• Park Ranger GS-025-12 Yellowstone 4 5 20• Park Ranger GS-025-12 Yellowstone 4 5 20• Park Ranger GS-025-11 Yellowstone 4 5 20

A B C D E F G H

Occupational Series or Series Groups

Current Workforce

Short Term Expected Losses (within 1year)

Current Workforce Less Short Term Expected Losses(B-C)

Short Term Expected Hires (within 1 year)

Short Term Future Workforce (years out)(D+E)

Long Term Workforce

5 Year Future Workforce Gap or Surplus(F-G)

Wildlife Biologist

Inspectors

50

100

10

10

40

90

3

10

43

100

40

110

7

(10)

Negative value ( ) reflects shortage

Positive value reflects surplus

Gap Analysis Positions

   

 

TYPES OF KNOWLEDGE  

    Explicit Implicit rule-basedImplicit

know-how Tacit know-how Deep tacit

 

TRANSFER TACTICS

Interviews         

 

Documentation         

 

Training         

 

Storytelling         

 

Mentoring/ Coaching         

 

AARs         

 

CoPs         

 

               

  Ineffective   Less Effective   More Effective   Very Effective

Workforce Planning Risk by Total Succession Factor

• _______________________________________________________________________Position Location Pos Skill

• Park Ranger GS-025-12 Yellowstone 5 5• Park Ranger GS-025-11 Yellowstone 5 5• Park Ranger GS-025-11 Yellowstone 5 5• Park Ranger GS-025-12 Yellowstone 5 3• Park Ranger GS-025-12 Yellowstone 5 3• Park Ranger GS-025-11 Yellowstone 5 3

Skill Needed Covered by Current Employees

Yes or NO

Current Importance

Importance Scale: 1-Low; 3-Moderate; 5-High

Future Importance

Importance Scale: 1-Low; 3-Moderate; 5-High

Action Needed

Options could include coaching, mentoring, job rotations, classroom training, certification

Customer Service in a Shared Service Help Desk Environment

Y 3 5 Stretch assignments to develop skill in current staff – recruit for skill when filling positions

Cloud Based Computing N 4 5 Commit resources for immediate staff development – recruit for skill when filling positions

Active Directory management Y 4 2 Retrain or re-deploy staff as need for skill reduces – look at transferable skills to meet future needs. Look for rotational assignments to develop Cloud Based Computing

Gap Analysis Skills

Action Steps

Actions Deliverables Start Date/End Date

Responsible Party 

(Parties)

Budget, Resources, and Approvals 

Needed

 

Increase under-represented groups in Park Ranger

Restructure vacancies into Inspector Positions

Maintain Institutional Knowledge in Geology

Cloud Base Programing Training

Hire for cloud based computing skill  

  Conduct Outreach with Veteran Groups and utilize Schedule A when filling jobs to increase Veteran Employment by 5 % of total workforce

Increase the total number of Inspectors by 7 positions in FY 14

Assign Mentors and develop an official knowledge management plan (KMP) outlining specific knowledge and methods used to transfer

Contract with Service Provider to conduct on-site training for all IT personnel

Perform Job Analysis to Identify skills commensurate with training and develop assessment

 1st Quarter of FY 14     Oct 2013/Sept 2014     October 2013/Sept 2014

October 2013/ March 2014

March 2013

 HR and EEO and Hiring Manager

Hiring Manager and HR

Hiring Manager, HR, senior and subordinate staff

HR/Staff Development and Hiring Manager

Hiring Manager and HR

Time commitment of 1 day per quarter for each participant

No additional resources required

4 hours per pay period until KMP is completed

Commit or reprogram $ 5000 in funds. Schedule coverage for attendees

No additional resources required

Workforce Planning Strategies

• Diversify Park Ranger Population

• Expand Capacity of Inspectors without losing Institutional Knowledge

• Reorganize and Transform IT Services

Strategic Direction

Tactical Execution

Strategic Workforce PlanningData and

Analytics

Organizational Strategies - Right Size- Hiring Controls- Admin Efficiencies- Consolidate Services- Leverage Technology- Reengineer processes- Strategic Sourcing

Human Capital Strategies - Retain- Develop/Retrain- Replace - Expand- Recruit- Re-deploy- Restructure- Engage

MissionChallenges RisksImpact

Actions/Deliverables- Strategic Recruitment - IDP’s- Knowledge Mgmt.- Reorganization

Strategic Workforce Planning

• Management Level –Action Plans with Deliverables

• Organizational Level –Workforce Management Plan –

Direction and Strategies reinforced by Action Plans

Strategic Alignment

Workforce Analysis

Risk Mitigation

and Gap Closure Strategies

Develop Workforce

Plan

Implement, Monitor, Evaluate,

Revise

Workforce Planning

Model

Questions