FEDERAL CLO COUNCIL GOAL 5 WG BRIEFING CHCO SURVEY RESULTS & NEXT STEPS November 20, 2014

Outline  Goal 5 Purpose & Scope  Results of CHCO Survey  Comparison of CHCO and CLO Surveys Results  Summary Findings and Emergent Themes  Goal 5 WG Progress to Date & Next Steps  DISCLAIMER: These survey results are sensitive and should be kept close hold. Please exercise discretion in deciding with whom to share it beyond your CHCO. 2

Goal 5 Purpose & Scope Overarching Outcome: Value Proposition – Marketing & Branding  From the November 2013 Strategic Offsite PTO):  Identify evaluative process: content of courses; quality standards; dashboard  Identify metrics; data analytics; collect/publicize (marketing, PR)  How we can produce an actual product  Article in GovExec about Council’s impact; accomplishments; value  White paper – dictating direction/metrics/scorecard for future Federal learning activities  Need a marketing plan  In 2014, we also focused on the CLO and CHCO Surveys 3

Federal CHCO Survey Results & Comparison with CLO Survey 4 Survey administered to Principal CHCOs during September-October 2014 Survey responses: N=10 By comparison: CLO Survey responses: N=16

CLO Portfolio Comparison 5 CHCO & CLO Agree L&D programs/activities LMS General workforce development Learning and development (L&D) policy Learning technology Competency models - leadership Succession planning Organizational culture/climate Organizational development Competency models - technical/functional Evaluation and assessment Instructional training design Training facilitation Certifications/certificates Knowledge management CLO Specified – Not CHCO Specified Human Resource Development CHCO Specified – Not CLO Specified (added these to the CHCO-only survey) Executive development Leadership development Leader(ship) development Engagement

What Functions Does Your Agency’s CLO Perform? 6

How important is each CLO Function to Agency? 7

What are the most important competencies that your CLO needs to have? Needed but less important Important Critical 8

How competent is your CLO? Needs improvement Competent Expert 9

Criticality & Perceived Competence: A Combined Look Less Important Important Critical & Needs Improvement & Competent & Expert 10

What are your greatest learning-related challenges? 11

What are the top learning-related strategic opportunities facing your Agency? 12

What are the top 3-5 results you want CLOs to achieve in the next 1-2 years? 13

How valued is the CLO in your Agency? 14

What is your Agency name? 15 NOTE: 3 CHCOs declined to provide their home Agency name

Summary of Findings  Fairly strong correlation between CHCO and CLO perceptions on:  What CLOs are responsible for doing (our portfolio)  Main challenges facing the Federal learning domain  CHCOs believe we are competent and highly valued  CHCOs have laid some important strategic markers down for us to consider going forward  We should leverage this offsite to consider where they want us to focus  These are opportunities to showcase our value  Weak correlation between size of agency and CLO rank  Some small agencies have SES/equivalent-level CLOs  Some large agencies have GS15-level CLOs 16

Emergent Themes & Opportunities  CHCOs have concrete expectations for what they want us to achieve  Leverage nascent PMA/CAP/Category manager initiatives  Collective approach towards opportunities can result in demonstrating CLO value more quickly than if each CLO went at it alone  Learning is integral with talent management, performance, and mission accomplishment  Given the breadth of our portfolio, CLOs can promote our profession as a multi-faceted enabler of talent 17

Goal 5 Progress to Date  CLO survey contributes towards metrics, analytics, and how we publicize our value-added role  CHCO survey provides invaluable information from our bosses  Themes identified by the WG thus far include:  Enterprise metrics to identify Federal cost savings, and learning’s value to and alignment with performance  Learning solutions (e.g., Federal coaching network; integrated approach to competencies) and systems (LMS, CMS)  Identify and market best practices (e.g., CEB)  Identify learning buckets: Leadership; Technical; Mandatory; Core  One-stop shopping What exists Awareness and access Economize resources Tracking and reporting 18 Research

Background CLO-only Survey Results 19 Note: Questions on slides were not asked of CHCOs

What is your reporting relationship with the agency CHCO? 20

What is the size of your agency, using the Partnership for Public Service criteria? 21 Agency size and CLO rank comparison

How many years have you been in the learning profession? 22

How is your internal CLO structure organized? 23

How is your agency-wide CLO structure organized? 24

Summary of Findings  Lots of commonality across agencies  We perform many of the same functions; few outliers  Many of the same challenges exist and are of a similar magnitude  Fairly high correlation between agency size and CLO rank  Federal CLOs are well-seasoned in the learning profession  CLO role, although relatively new, is valued  CLOs are aligned with and closely related to CHCOs 25

Emergent Themes & Opportunities  Similar challenges present dynamic collaboration opportunities  Collective approach towards opportunities can result in demonstrating CLO value more quickly than if each CLO went at it alone  Would be interesting to survey CHCOs to glean their perceptions on CLOs and how we add value for them  Learning is integral with talent management, performance, and mission accomplishment  Given the breadth of our portfolio, CLOs can promote our profession as a multi-faceted enabler of talent 26

Bersin’s Talent Management Framework 27 Source: Bersin by Deloitte presentation Talent management – reimagining how we do business: The business case for integrated talent management (presented at TEI on April 15, 2014)

An Integrated Approach to Learning: Aligns with Several CLO Survey Themes 28 Source: Bersin by Deloitte presentation Talent management – reimagining how we do business: The business case for integrated talent management (presented at TEI on April 15, 2014)