Strategic Management of Human Capital FY04 Implementing Projects Farm Service Agency FY 2004

2 Strategic Management of Human Capital Strategic Management of Human Capital - Goals AGENCY Strategic Plan - Mission and Goals Workforce Planning & Deployment Strategic Alignment Leadership & Knowledge Management Results - Oriented Performance Culture Talent IMPLEMENTING PROJECTS Accountability

3 Strategic Management of Human Capital Strategic Alignment - Agency human capital strategy is aligned with mission, goals, and organizational objectives and integrated into its strategic plans, performance plans, and budgets. GOAL 1  Include Human Capital elements in FY06 Budget Performance, e.g.,  reduce time to fill vacancies, close skills gaps, support diversity  Complete I*CAMS self-service implementation in DC  Meet with Human Capital Council quarterly to review progress of projects  Include Human Capital elements in FY06 Budget Performance, e.g.,  reduce time to fill vacancies, close skills gaps, support diversity  Complete I*CAMS self-service implementation in DC  Meet with Human Capital Council quarterly to review progress of projects IMPLEMENTING PROJECTS

4 Strategic Management of Human Capital WORKFORCE PLANNING and DEPLOYMENT - Agency is citizen-centered, delayered and mission-focused, and leverages e-Government and competitive sourcing. GOAL 2  Support DAFO in closure of 200 CBA offices  Support IT Convergence  Get decisions on STO models  Implement STAR-WEB  Implement Workers Compensation contract  Support DAFO in closure of 200 CBA offices  Support IT Convergence  Get decisions on STO models  Implement STAR-WEB  Implement Workers Compensation contract IMPLEMENTING PROJECTS

5 Strategic Management of Human Capital LEADERSHIP and KNOWLEDGE MANAGEMENT - Agency leaders and managers effectively manage people, ensure continuity of leadership, and sustain a learning environment that drives continuous improvement in performance. GOAL 3  Administer leadership training programs to ensure a ‘back up pool’  New Supervisor Training Program, FL Chief Development Program, AO Training Program, DD Training Program, etc.  Analyze the effectiveness of training, e.g., increase of critical skills, leadership-ready employees  Continue HR service visits to State/County Offices  Implement Web Bulletin Board to address AO concerns and issues  Implement full use of E - Learning  Administer leadership training programs to ensure a ‘back up pool’  New Supervisor Training Program, FL Chief Development Program, AO Training Program, DD Training Program, etc.  Analyze the effectiveness of training, e.g., increase of critical skills, leadership-ready employees  Continue HR service visits to State/County Offices  Implement Web Bulletin Board to address AO concerns and issues  Implement full use of E - Learning IMPLEMENTING PROJECTS

6 Strategic Management of Human Capital RESULTS-ORIENTED PERFORMANCE CULTURE - Agency has a diverse, results- oriented, high performance workforce, and has a performance management system that differentiates between high and low performance, and links individual/team/unit performance to organizational goals and desired results. GOAL 4  Link specific Strategic Plan goals and indicators to 100% of SES and Managers (GS-14 and above) to Individual Performance Plans by July 2004  Link 60+% of workforce's Individual Performance Plans to Agency Strategic Plan goals and indicators by July 2005  Continue Leading Diversity Program and incorporate/implement agreed-to action items  Develop and document the Recruitment Team re-alignment strategy to measure performance, forecast budget needs, etc.  Implement Performance Culture Model and support related activities  Implement HR Client Satisfaction Survey; and develop and implement action plans based survey results  Provide recommendations to Federal Human Capital Survey Results, e.g., 35% of FSA employees claim that they are able to recruit people with the right skills, 31% of FSA employees claim that leaders generate high levels of motivation and commitment in the workforce  Link specific Strategic Plan goals and indicators to 100% of SES and Managers (GS-14 and above) to Individual Performance Plans by July 2004  Link 60+% of workforce's Individual Performance Plans to Agency Strategic Plan goals and indicators by July 2005  Continue Leading Diversity Program and incorporate/implement agreed-to action items  Develop and document the Recruitment Team re-alignment strategy to measure performance, forecast budget needs, etc.  Implement Performance Culture Model and support related activities  Implement HR Client Satisfaction Survey; and develop and implement action plans based survey results  Provide recommendations to Federal Human Capital Survey Results, e.g., 35% of FSA employees claim that they are able to recruit people with the right skills, 31% of FSA employees claim that leaders generate high levels of motivation and commitment in the workforce IMPLEMENTING PROJECTS

7 Strategic Management of Human Capital TALENT - Agency has closed most mission-critical skills, knowledge and competency gaps/deficiencies, and has made meaningful progress toward closing all. GOAL 5  Apply Workforce Analysis to enhance Recruitment, Training and Diversity Strategies  Consider implementation of Career Intern Program  Implement Quick Hire and evaluate use of Quick Class  Maximize web-based training  Implement Exit Interview and Placement Follow-up systems  Assess cost/benefit of Pay Banding, Pay Flexibilities, e.g., demonstration projects  Apply Workforce Analysis to enhance Recruitment, Training and Diversity Strategies  Consider implementation of Career Intern Program  Implement Quick Hire and evaluate use of Quick Class  Maximize web-based training  Implement Exit Interview and Placement Follow-up systems  Assess cost/benefit of Pay Banding, Pay Flexibilities, e.g., demonstration projects IMPLEMENTING PROJECTS

8 Strategic Management of Human Capital ACCOUNTABILITY - Agency human capital decisions are guided by a data-driven results-oriented planning and accountability system. GOAL 6  Provide quarterly performance reports and analysis of pertinent HR metrics, e.g., exit interview summary, time to fill vacancy, HR service level, quality of new hire, etc.  Ensure effective and efficient HR processes in FSA State Offices  Provide quarterly performance reports and analysis of pertinent HR metrics, e.g., exit interview summary, time to fill vacancy, HR service level, quality of new hire, etc.  Ensure effective and efficient HR processes in FSA State Offices IMPLEMENTING PROJECTS

9 Strategic Management of Human Capital Planning the Future