1. Human Capital Retention Building USACE to Last One Person – One Day At a Time Presenters Suzanne Murdock – Supervision Khalid Maali – Recognition Hank Maser – Workload Reduction

2. Report Out Debrief Table 1 Strategic Gap: (Issue)Strategy:(Solution) Possible Obstacles: Required Resources: Metric:

3. Strategic Gaps Supervisory 1.Improve Selection Process of Supervisors 2. Provide HR/leadership Training for Supervisors 3. Measure Supervisor’s Performance

4. Strategy 1—Supervisor Selection Process Supervisor Selection Restructure selection panel to include peers of the applicant Restructure selection panel to include peers of the applicant For internal merit selection, conduct a 360 review by colleagues of person applying to the position For internal merit selection, conduct a 360 review by colleagues of person applying to the position Create clear selection criteria for leadership/supervisory skills Create clear selection criteria for leadership/supervisory skills Expand occupations that can fill supervisory roles Expand occupations that can fill supervisory rolesObstacles Require Change to Corps Rules Require Change to Corps Rules Overcome Culture resistant to change Overcome Culture resistant to change Reaching consensus on selection criteria Reaching consensus on selection criteria

5. Strategy 1—Supervisor Selection Process Required Resources Senior Leader Support Senior Leader Support Time to develop criteria for selection Time to develop criteria for selectionMetric Survey employees of Supervisor concerning the selection Survey employees of Supervisor concerning the selection

6. Strategy 2—Provide Leadership/HR Training Provide Leadership/HR Training for Supervisors Require 24 hours of leadership/HR training annually for Supervisors (in addition to the 40 hour initial training) Require 24 hours of leadership/HR training annually for Supervisors (in addition to the 40 hour initial training) Center for Creative Leadership Training—individually tailored feedback based on profile and feedback of subordinates and supervisors Center for Creative Leadership Training—individually tailored feedback based on profile and feedback of subordinates and supervisors Create a national supervisor development program Create a national supervisor development programObstacles Cost and Time of the training Cost and Time of the training Finding or developing suitable training Finding or developing suitable training Push back from Supervisors who don’t want the training. Push back from Supervisors who don’t want the training.

7. Strategy 2—Leadership/HR Training Required Resources Funding for the above training Funding for the above training Senior Leader and Headquarters Support Senior Leader and Headquarters SupportMetric Tie training requirement to NSPS and IDP Tie training requirement to NSPS and IDP

8. Strategy 3—Measure Supervisor Performance Measure Supervisors Performance in terms of employee satisfaction and retention Conduct subordinate employee reviews of the supervisor annually and report results to one level above the supervisor. Higher level supervisor provides feedback to the supervisor. Conduct subordinate employee reviews of the supervisor annually and report results to one level above the supervisor. Higher level supervisor provides feedback to the supervisor. Measure supervisor’s effect on retention in terms of exit interview results. Measure supervisor’s effect on retention in terms of exit interview results. Provide feedback from these interviews to the supervisor and one level above the supervisor Provide feedback from these interviews to the supervisor and one level above the supervisor Tie these strategies to supevisory objective in NSPS Tie these strategies to supevisory objective in NSPSObstacles Time to perform the supervisory functions that will be measured Time to perform the supervisory functions that will be measured Confidentiality of Surveys Confidentiality of Surveys Push back from Supervisors Push back from Supervisors

9. Strategy 3—Measure Supervisor Performance Required Resources Corps wide exit interviews Corps wide exit interviews Data Collector Data Collector Senior Leader Support Senior Leader SupportMetric Higher employee satisfaction in surveys, and better retention rate Higher employee satisfaction in surveys, and better retention rate

10. Report Out Debrief Table 2 Strategic Gap: (Issue)Strategy:(Solution) Possible Obstacles: Required Resources: Metric:

11. Strategic Gaps - Recognition - Issue: Level of recognition is much less than level of achievement

12. Strategy (Solution 1) Increase number of awards - increase NSPS pay pool funding - monetary/non-monetary

13. Obstacles (Solution 1) Recognition 1. Time 2. Funding

14. Required Resources (Solution 1) Time Time Funding/NSPS Pay Pool Fund Funding/NSPS Pay Pool Fund Tool Kit (weekly announcements, employee/supervisor of the month, publicizing to public, grassroots/peer recognition system, certificates) Tool Kit (weekly announcements, employee/supervisor of the month, publicizing to public, grassroots/peer recognition system, certificates) Review panel w/ Division Contact Review panel w/ Division Contact

15. Metrics (Solution 1) Human Capital Survey Human Capital Survey Chart change in attrition rate Chart change in attrition rate Track award distribution Corps-wide with division “roll-ups” Track award distribution Corps-wide with division “roll-ups”

16. Strategy (Solution 2) Create a culture of recognition implement a requirement for each employee to self nominate annually implement a requirement for each employee to self nominate annually 360 Review across USACE 360 Review across USACE Incentive Awards (as in Private Sector Incentive Awards (as in Private Sector

17. Obstacles (Solution 2) Recognition 1. Changing personal philosophies on awards 2. Resistance to change 3. Funding

18. Required Resources (Solution 2) Time Time Awards Budget Awards Budget Peer Review Panel (w/ Division Contact) Peer Review Panel (w/ Division Contact) Finance/Budget Data Finance/Budget Data Self Nomination System (1/yr) Self Nomination System (1/yr)

19. Metrics (Solution 2) Chart number of nominations and awards given, by division Chart number of nominations and awards given, by division Employee culture survey Employee culture survey

20. Report Out Debrief Table 3 Strategic Gap: (Issue)Strategy:(Solution) Possible Obstacles: Required Resources: Metric:

21. Strategic Gaps - Heavy/Challenging Work

22. Strategy Workload 1. Hire admin staff to support production and supervisory staff 2. Expand use of and range of developmental assignments to spread workload 3. Develop 1 on 1 mentor/shadow program to provide challenging work assignments

23. Possible Obstacles Limits on admin ability to access automated systems for supervisors/production staff Limits on admin ability to access automated systems for supervisors/production staff Departmental Overhead Rates/Funding Departmental Overhead Rates/Funding Resistance to additional mentoring assignment workload Resistance to additional mentoring assignment workload Need qualified, enthusiastic mentors Need qualified, enthusiastic mentors Buy-in/Support by management (District and Region) Buy-in/Support by management (District and Region)

24. Required Resources Funding-Adequate project $ incl S&A Funding-Adequate project $ incl S&A Training for mentors Training for mentors Output from Reg Acq Strategy Board Output from Reg Acq Strategy Board Commo/Ops Plan-Sensing and command info Commo/Ops Plan-Sensing and command info Exit interviews-Baseline/Database/ Standard Process Exit interviews-Baseline/Database/ Standard Process Engaged CoPs Engaged CoPs

25. Metrics & Measures Used Employee satisfaction-surveys, sensing sessions Employee satisfaction-surveys, sensing sessions Turnover of best/brightest reduced- turnover analysis Turnover of best/brightest reduced- turnover analysis Turnover correlates with succession plan Turnover correlates with succession plan Results of exit interviews Results of exit interviews