WORKFORCE PLANNING
A leadership effort co-sponsored by the Human Resource
Management Council and the Office of Personnel Management
ADDRESSING
TOMORROW'S ISSUES TODAY
Who's
Doing What
This
list is designed to help Federal agencies share information with each other.
It will help us find out which agency is doing what, so other agencies don't
have to reinvent the wheel. It also tells us whom to contact if we're interested
in a particular aspect of workforce planning.
If your agency has additional information
that should be added, please see the footnote at the end of the list
Links by Agency
Agriculture
John Robertson
202-720-8385
john.robertson@usda.gov
Departmental workforce planning policy/guide tailored for use by subordinate
USDA components. Each of the 7 Mission Areas maintains a workforce plan.
Betty Waters
202-205-5679
betty.waters@usda.gov
Established measures in conjunction with strategic plan
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Air Force
Eugenia Catchings
703-604-0596
Eugenia.Catchings@pentagon.af.mil
Force modeling and analysis is a continual process in Air Force. A critical
facet of this requirement is development and maintenance of valid and timely
sources of data, such as the Defense Civilian Personnel Data System.
Available for limited data analysis and projections is IDEAS II found at www.afpc.randolph.af.mil/sasdemog/ideas_pre_sel/Civilian_frames.htm
Terry Murtaugh
703-693-4546
terry.murtaugh@pentagon.af.mil
Defense Planning, Programming, and Budgeting System (PPBS) - To identify and
document the resources our organizations need to meet their missions. The HR
function is then able to get the people needed to accomplish those missions.
Brian Starry
703-614-1331
brian.starry@pentagon.af.mil
Career Field Review - initial stages of development by contractor
Functional Force Renewal Modeling
Bill Swigert
703-695-5569
bill.swigert@pentagon.af.mil
Force development planning covers identifying future workforce requirements
from a "KSAs and Competencies" perspective, measuring how well our
current workforce conforms to those needs, and then developing transformation
plans to bridge any identified gaps between the two states. Training requirements
determination process.
Pam Weil
703-693-4557
Pam.Weil@pentagon.af.mil
AF Personnel Vision released. Top Leadership has given major support to workforce
shaping. Civilian Workforce Shaping initiatives have been implemented into the
AF Civilian Leadership Development Plan put out by the Executive resources Board.
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Army
Engin Crosby
703-325-6058
engin.crosby@asamra.hoffman.army.mil
The U.S. Army has web-enabled workforce planning tools for Human Resource Management
- Workforce Analysis Support System (WASS) and Civilian Forecasting Systems
(CIVFORS.) The tools are used by non-analysts and analysts to evaluate a number
of critical areas in civilian workforce planning to include: projected recruitment
needs, impact of organizational realignments, changes in workforce trends such
as aging, retention, turnover, projected shortfalls, budget execution, the impact
of policies and programs on workforce behaviors, geographic differences in occupational
trends and projected needs and their implications for recruitment and retention,
'what if' impacts of future changes such as contracting out, projected numbers
of interns required for training into leadership positions. The focus of workforce
planning efforts this FY has centered on more detailed analyses and projections
by occupations and occupational categories, development of a systematic review
processes for gathering workforce objectives by occupation, and on marketing
and advertisement for recruitment.
More detailed descriptions of our
workforce planning tools.
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Bureau of Land Management
(DOI)
Gary Dreier
602-615-0526
gary_dreier@blm.gov
Creating a Healthy Organization, an initiative that integrates workforce planning,
strategic planning, budget, resource management, and HR.
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Bureau of the
Public Debt (Treasury)
Wayne Miyashiro
304-480-6130
wmiyashiro@bpd.treas.gov
Staffing plan - used to track FTEs by office, workforce and strategic planning
initiative to empower managers, HR as consultant.
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Commerce
Jim Gallo
202-482-6117
jgallo@doc.gov
HR measurement model using balanced scorecard. Have focused on hiring cycle
time and developed web-based tracking system.
Linda Kirton
202-482-0433
LKirton@doc.gov
Implemented automated system for merit promotion vacancy announcements, streamlined
electronic applications, and rating and ranking. Working on for outside applicants.
Debra Tomchek
202-482-4807
dtomchek@doc.gov
Held summit on HR with 200+ top Department executives. Action items from summit
will be used in revised Strategic Plan for HR Management.
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Commodity
Futures Trading Commission
Marsha E. Scialdo
202-418-5010
mscialdo@cftc.gov
Established annual process to create/update a recruitment plan at the start
of each FY, tied to GPRA goals.
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Defense
John J. Ehrbar
703-696-2101
john.ehrbar@cpms.osd.mil
Modeling Status: Previous modeling tool relied on limited trends and scenario
definitions. DOD deployment of a modeling system that utilizes at least five
years of data for trend determination and has unlimited consideration of future
scenario variables is imminent. The new system has multi-level analysis and
forecasting capability that will be used to support the Department of Defense
Civilian Human Resources Strategic Plan and the Human Resources Management Accountability
System. DOD also publishes current and historical data. Supports an extensive
contractor research program into major issues relating to management of the
DOD civilian workforce (e.g., RAND project on expected changes in skills and
abilities needed in future).
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Defense Contract
Audit Agency (DCAA)
Donna Truesdale
703-767-1023
donna.truesdale@dcaa.mil
DCAA workforce planning is part of a comprehensive, integrated, continuous
process of financial, workload, and strategic planning. Annual budget and multi-year
operational audit workload planning processes result in coordinated employment,
recruitment and audit performance plans. Workforce planning initiatives are
incorporated into Agency strategic plan goals, objectives and milestones. A
lifecycle approach is taken to workforce planning and management, focusing on
(1) entry-level recruitment and training; (2) mid-level development; and (3)
senior-level succession planning. A variety of workforce related data is analyzed
on a recurring basis, and adjustments made to program planning and execution.
Strategic plan goals, objectives, milestone plans, and measures are continually
updated to reflect external and internal impacts, attainment of current objectives,
and inclusion of new objectives.
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Defense Logistics
Agency (DLA)
Bill Lavage
703-767-3501
william_lavage@hq.dla.mil
DLA is developing a Workforce Planning Model designed to identify the gaps
between today's workforce and the workforce needed in 2008 to deliver and sustain
logistics excellence. DLA has developed a tool that allows the agency to analyze
and project demographic trends and attrition rates. The granularity of the data
is such that analyses and projections of specific position types within field
activity business units are possible. In alignment with its strategic plan and
goals, DLA is developing specific workforce action plans based on the Balanced
Scorecard to identify and develop future workforce competencies, improve employee
work satisfaction, increase workforce representation in senior grades, and decrease
the time required to fill vacancies through competitive procedures. DLA is identifying
the competencies required by the future workforce in partnership with ongoing
initiatives to implement an enterprise resource planning solution called Business
Systems Modernization. This effort is driven by the realization that DLA's employees
must become knowledge workers.
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Education
Ann Manheimer
202-205-8799
ann_manheimer@ed.gov
A HR objective is included in Agency Strategic Plan. Used logic models and
employee survey data to set performance measures. Analyzed and projected data
regarding retirements. Analyzed data on under-representation and compared with
Federal civilian labor force. Developed competency models for staff involved
in grant management activities. Working on assessment process and training.
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Energy
Thommi Mathews
202-586-5610
thomasina.mathews@hq.doe.gov
Developing new competencies for DOE HR professionals.
Steve Perin
202-586-8503
steve.perin@hq.doe.gov
DOE closure site planning, and buyout / early out authorities; Human Capital
Management initiatives, and development of a 5-Year Workforce Restructuring
Plan.
Dan Steckler
202-586-3515
daniel.steckler@hq.doe.gov
Latest DOE Strategic Plan includes HR linkages. Conducted a Human Capital Management
Summit in July 2001 to discuss critical HR issues. The Deputy Secretary established
the DOE Management Council in December 2001 to ensure effective implementation
of the President's Management Agenda and the DOE mission. Various reports on
hiring, promotions, diversity, attrition, etc. issued as needed.
Issued Human Capital Flexibilities Guide (contact: alison.davidow@hq.doe.gov).
Pilot project that has automated the DOE hiring process at eleven DOE sites
(contact: enid.levine@hq.doe.gov).
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Environmental
Protection Agency
Kirk Maconaughey
202-564-7579
Maconaughey.Kirk@epa.gov
EPA completed its Workforce Assessment Project (WAP). The WAP identifies the
current skills and skill gaps for the agency's 18,000 employees. The WAP also
projected out to the year 2020 attempting to determine EPA's future work and
the types of people and skills needed then. EPA has initiated three developmental
programs to address the skill gaps identified in the WAP. EPA will also be initiating
a comprehensive succession planning effort for the entire agency and they are
also implemented a SES Career Development Program. The recent SES candidate
Development Program received 650 applications nationwide. EPA has also begun
their National Strategic Workforce Planning System Project. A vendor will be
selected to help first line managers through HQ national reporting on workforce
issues: out year planing, recruitment, retention, development, retirement planning
- all to be done by grade, job type (business line), and location. EPA will
have an information management system as part of the project but much time will
be sent working with managers to develop a workforce planning methodology that
they will use.
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Federal Highway
Administration (DOT)
Jim Wilke
202-366-6303
jim.wilke@fhwa.dot.gov
The FHA completed an agency level workforce plan in December 2000. Since then
they have: hired a full-time workforce planner; conducted three agency wide
workforce planning workshops for agency leadership; identified work unit level
workforce champions; established "intranet" web-site for workforce
planning. And established a web-based Community of Practice to share knowledge
and ideas about workforce planning. The Workforce Planning and Professional
Development Task Force
Final Report can be viewed at http://www.fhwa.dot.gov/reports/workforce/.
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Forest Service (USDA)
Dr. Tom Martin
703-605-0845
tmartin@fs.fed.us
Working closely with the National Academy of Public Administration (NAPA) http://www.napawash.org/napa/index.html,
the US Forest Service http://www.fs.fed.us undertook a comprehensive look at
their human capital issues, trends, and projections and have developed the appropriate
strategic initiatives to ensure a competent, skilled and diverse workforce now
and in the next five years.
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General Services
Administration
Deborah Hill
202-501-0612
deborah.hill@gsa.gov
Developing a competency model for the GSA HR community.
Robert Stewart
215-656-5599
robert.stewart@gsa.gov
Conducting activity based costing/accounting and using balanced scorecard measures
in the GSA HR community.
Ralph Silvestro
202-208-6187
ralph.silvestro@gsa.gov
Creation of workforce planning information for GSA services and Agencywide
information. Point of contact who can respond to general inquiries regarding
our agency's workforce planning effort.
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General
Services Administration (Public Building Services)
Cynthia K. Miller
202-501-3264
Cynthiak.Miller@gsa.gov
Using all Public Building Services (PBS) SES managers to establish a succession
planning steering committee and champion PBS National Training Council employee
development efforts. Conducting analysis of retirement trends and current eligibility,
to project occupation brain drain. Conducting internal and external scan on
future competency needs. Conduct an internal and external scan of employees,
managers, and customers to develop future competency needs for the Public Building
Services. Identifying future leadership competencies by assessing current employees
and the needs of GSA's customers.
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Health and Human Services
Dave Dunlap
202-690-7833
ddunlap@os.dhhs.gov
Guide provides model, expectations, and discussion of process. For use by managers.
Links line management, HR, budget and GPRA. Available at http://www.hhs.gov/ohr/workforce/wfpguide.html.
Housing and Urban
Development
Jack Barnett
202-708-2000
Jack_Barnett@hud.gov
Departmental Succession Planning Strategy paper was presented to Principal
Staff regarding upcoming workforce analyses to support succession planning.
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Immigration
and Naturalization Service (INS) (DOJ)
David Pollack
202-305-0600
David.M.Pollack@usdoj.gov
Uses valid competency-based assessments to select at entry-level, promote to
supervisory positions, and select senior managers and executives.
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Interior
Steven C. Mauldin
202-208-5285
steven_mauldin@os.doi.gov
Departmental manual. Discusses DOI workforce planning process. Can be used
by all managers.
Carl Wallace
202-208-5284
carl_wallace@ios.doi.gov
Department HR Accountability System is completed and is being implemented.
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Internal Revenue
Service (Treasury)
Tina Handley
202-283-9295
Tina.Handley@irs.gov
Developing an integrated workforce planning and position management system
which dovetails the Strategic Planning and Budgeting System. The concept of
operations includes a multi-year staffing plan which matches approved, funded
positions in the organization with on-roll Personnel, and captures attrition,
migration and programmatic changes to project 5-year hiring plans. The multi-year
staffing plan links a fully funded position plan to a hiring plan and includes
analyses of hiring plan actuals. Since this planning tool is applicable government
wide, the IRS is developing it for the intranet and subsequently the internet.
Tina also develops and provides various workforce analyses which support Strategic
Human Resources policy and planning decisions. Her most recent analyses include
available work time for Customer Service Representative employees at IRS and
workhour to full time equivalent conversion studies for standardized planning
factors across the Agency.
Alex G. Manganaris
202-283-9299
Alex.Manganaris@irs.gov
IRS has established a Workforce Planning and Analysis Division. Is using the
tools of management science.
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Library of Congress
Dennis Hanratty
202-707-0029
dhan@loc.gov
Six-year HR Strategic Plan developed and linked to Agency Strategic Plan.
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National
Credit Union Administration
Carol Bullock
703-518-6532
cbullock@ncua.gov
Each year NCUA's Human Resources performance plan is linked directly to the
mission related goals of the Strategic Performance Plan through an agency-wide
planning process. The agency actively projects the impact of retirements on
critical competency areas, and develops agency-wide and individual training
plans and programs to meet strategic goals. A Human Resources Internal Review
Questionnaire is distributed to managers to obtain feedback on each HE program
area.
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National
Oceanic and Atmospheric Administration (NOAA), (Western Administrative Support
Center) (Commerce)
Candy Clay
206-526-6056
candace.a.clay@noaa.gov
Helped local high school develop curriculum related to workplace. Developed
recruitment program addressing retention problems in remote areas like Alaska.
Implemented managerial guide for achieving a diverse workforce.
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Nuclear Regulatory
Commission
Mary Ellen Beach
Chief, Work Force Planning and Information Management (WPIM)
301-415-6803
meb1@nrc.gov
Leonard Reidinger
Project Lead, Strategic Workforce Planning (SWP)
423-855-6523
ljr@nrc.gov
General information/summary of NRC's work and progress in the area of SWP:
The Nuclear Regulatory Commission has developed and implemented a web-based
strategic workforce planning system that is integrated with the agency's annual
Planning, Budgeting, and Performance Management process. It gives managers the
ability to specify mission-critical skill needs for both the near-term and the
long-term and it gives employees the ability to assess their proficiency levels
in each of the skills. Managers can access a toolbox of strategies for closing
the gaps that emerge from comparing the skill supply with the demand. Both managers
and employees can use the reporting tool to obtain information for workforce
planning and for career planning, respectively. Agency planners can use data
from the strategic workforce planning system to analyze near-term and long-term
skills gaps and to devise and implement human capital strategies for maintaining
core skills.
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Office of Personnel
Management
Cheryl Thomas (Washington, DC, OPM HeadQuarters)
202-606-1755
ckthomas@opm.gov
5-step Workforce Planning model; web-master for the OPM WFP web-site at http://www.opm.gov/workforceplanning
Linda Petersen (San Francisco, CA, OPM Service Center)
415-281-7094
Lmpete@opm.gov
OPM can help to determine succession-planning priorities for your agency, and
formulate a strategy for implementing or reevaluating your succession plans,
on a reimbursable basis.
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Office of Surface
Mining (DOI)
Jim Reed
202-208-2965
jreed@osmre.gov
Surveyed all employees regarding number expected to retire, training needs,
etc. Beginning to do projections.
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Patent and
Trademark Office (Commerce)
Lynn Bacon-McPheeters
703-305-8357
Lynn.bacon@USPTO.GOV
Partnered with colleges to offer on-site courses specifically designed to address
objectives of agency.
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Social Security
Administration
Jaime Fisher
410-965-8135
jaime.fisher@ssa.gov
RETIREMENT PROJECTIONS -- Projects number expected to retire (not just those
eligible), based on agency's historical pattern. Includes projections for agency
components and for major occupations.
Edward F. Shea
410-965-5485
ed.shea@ssa.gov
WORKFORCE TRANSITION PLANNING -- SSA's Future Workforce Transition Plan flows
from the SSA Strategic Plan. It is an ever-evolving plan that will enable us
to transition from the workforce we have today into the workforce we will need
in the future.
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Transportation
Randy Bergquist
202-366-6016
randy.bergquist@ost.dot.gov
Guide and web-site were developed to equip all parts of DOT with 8-step process
for workforce planning. Web-site is http://dothr.ost.dot.gov/HR_Programs/Workforce_Planning/workforce_planning.html.
Pilots have been completed that identify competencies for certain occupations.
Nancy Horkan
202-366-5153
nancy.horkan@ost.dot.gov
Workforce planning is in each Operating Administrator's performance agreement
with the Secretary of Transportation. HR strategies are included in DOT Strategic
Plan.
Robert Stokes
202-366-9443
robert.stokes@ost.dot.gov
Using balanced scorecard measures.
Jim Woodmansee
202-366-9465
jim.woodmansee@ost.dot.gov
Developed tool that assists managers in identifying past attrition and predicting
future attrition of employees in key occupations.
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Veterans Affairs
Melvin Sessa and/or Mike Dole
202-273-8682 202-273-7632
melvin.sessa@mail.va.gov michael.dole@va.mail.gov
Completed a workforce planning model and process. Piloted the model with one
Administration. Included model and brief description in draft Workforce and
Succession Plan. Included Human Capital objective and strategies in VA strategic
plan and annual performance plan, and included progress reviews in the annual
performance plan. Established a senior level, cross-agency Workforce Planning
Council responsible for implementation and oversight of agency WFP efforts.
Three main business lines and a number of staff offices have major WFP projects
with senior leader support. Developed a database with past, present, and future
retirement trends and eligibility and net change in total employment. Data is
available to employees via the Workforce Planning Intranet page. Designing a
Workforce Forecasting Tool. Several VA components have developed core competencies
for their employees. One component is also developing technical competencies.
FOOTNOTE
If your agency has information that should be added to the list, please send
it to Cheryl Thomas at the Office of Personnel Management. Her email address
is: ckthomas@opm.gov and her telephone
number is 202-606-1755. Also please send her any necessary corrections.
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