Internal Revenue Service Workforce of Tomorrow Task Force AIM Growing Future Leaders Workshop August 6, 2009

1 Goals of the IRS Workforce of Tomorrow Task Force “ The goals of this task force are straightforward: to make the IRS the best place to work in government, and to ensure that five years from now we have the leadership and workforce ready for the next fifteen years at the IRS”

2 Workforce of Tomorrow Task Force Valuing and retaining our people Streamlining the hiring process Enhancing the role of managers Attracting the best Growing future leaders Planning a dynamic people strategy Commissioner’s Office HCO Subject Matter Experts External stakeholders Operating Divisions/ Functional Divisions Human Capital Board NTEU Advisory Group Oversight Board Treasury Managers Associations Structure of Workforce of Tomorrow Task Force

3 Performance commitment regarding mentoring Streamlined leadership competencies from 21 to 4 Leadership Succession Review enhancements and policy changes Accelerated readiness program pilot in Criminal Investigation Geographic Leadership Council pilot 5. GROWING FUTURE LEADERS 5 How can we enhance leadership development at all levels to ensure that the best leaders are identified, developed, and placed in the right positions throughout their careers? Initiatives developed

4 FY09 PERFORMANCE COMMITMENT FOR ALL EXECUTIVES AND SENIOR MANAGERS I will identify qualified candidates for management and executive development by:  Conducting a comprehensive developmental discussion with each direct report, which includes developing a career learning plan;  Fostering opportunities for increased learning and career advancement activities;  Participating in recruiting, hiring, coaching and/or training activities  Collaborating within the IRS to improve opportunities for importing/exporting talent

5 STREAMLINED LEADERSHIP COMPETENCIES Continual learning Integrity/honesty Technical credibility Communication Developing others Diversity awareness Group leadership Teamwork Decisiveness Adaptability Entrepreneurship Strategic thinking Influencing/negotiating Partnering Political savvy Achievement orientation Business acumen Customer focus External awareness Service motivation Problem solving 21 original competencies Personal Leadership Leading Others Business Results Streamlined competencies Leading Improvement

6 WHAT IS THE LEADERSHIP SUCCESSION REVIEW SYSTEM? SAMPLE SCREEN

7 SAMPLE LSR ASSESSMENT

8 LSR ENHANCEMENTS UNDERWAY OR UNDER CONSIDERATION Develop and implement a web-based Career Learning Plan and link to LSR data to identify functional and cross-functional developmental assignments Expansion of LSR to include additional non-managerial employees Explore using LSR data as a factor for selection into leadership readiness programs and managerial vacancies Implement an annual uniform LSR cycle Conduct a Lean/Six Sigma analysis of the LSR process to reduce variation across business units

9 PROPOSED GEOGRAPHIC LEADERSHIP COUNCIL PILOT Talent management objectives: Mentor emerging leaders at all levels of the organization and across each operating division Support talent development opportunities for emerging leaders, including details, shadow assignments, and mentorship programs across divisions Promote a culture that supports continuous learning Provide board and staff participants an opportunity for development and mentorship LMSB SBSE W&I MITS AWSS TEGE CI All business units LMSBW&ISBSE Geography North- east Pacific Great Lakes

10 NEXT STEPS  Finalize Workforce of Tomorrow final report and announce to all employees  Release report to external stakeholders including Treasury, Oversight Board, and Congress  Monitor progress of the initiatives  Establish an Annual Workforce Summit

11 Questions? Visit: *Workforce of Tomorrow