human capital development. issues issue #1: funding issue #2: tools available issue #3: leadership...

Human Capital Development

Issues

Issue #1: Funding Issue #2: Tools Available Issue #3: Leadership Involvement Issue #4: Policy and Guidance Issue #5: Insufficiently Developed Workforce Issue #6: Succession Planning

Issue #1: Funding

Strategic Gap: Funding obstacles impede employee and workforcedevelopment

Strategy:1. Make employee training a leadership priority

2. Full-Time Training Coordinator at each Division/District

3. Dedicate 5% of the labor costs to annual workforce development (separate line item to include travel and labor costs)

Issue #1: Funding

Obstacles: Development is not considered a priority by leadership

USACE is a reimbursable organization and costs (i.e. time not allocated to a project) may hurt the customer

Inconsistent distribution of training dollars within the organization

Issue #1: Funding

Required Resources: ATMP/USACE Learning Network Primary Training Coordinator position (Full-time)

Metric: 90% of training dollars allocated and utilized for

employee development 100% of IDPs completed by employees and approved

by supervisor Every employee will complete 100% of mandatory

training

Issue #2: Tools Available

Strategic Gap: People are not aware of tools and processes available/not available for development

Strategy:1. HQUSACE should develop an employee

development website to include employee development and training information (i.e. tools and processes available)

2. Establish a Training Coordinator at the MSC and/or District level to keep workforce aware of training tools and opportunities

Obstacles: Lack of communication to the workforce Lack of workforce time to research opportunities Lack of guidance at the MSC, HQ, and District

levels

Required Resources: ATMP/USACE Learning Network Primary Training Coordinator position (Full-time) Guidance at the HQ, MSC, and District levels



Metric:Training Coordinator position at

MSC level and/or District within one year of mandate

Measure current data within the tools available as linked ATMP and the Learning Network

Issue #3: Leadership Involvement

Strategic Gap or Issue: Leaders/managers do not consistently communicate

with employees about their development and that limits effective performance, satisfaction, and retention

Strategies:– Development/training program for managers that

requires meeting several times during the year. To keep them updated on current sources of

development. To emphasize and demonstrate the benefits of

employee development (e.g. increased productivity)


– Cover strengths, mentoring, etc. – Establish expectation that managers’ real job is

about people– Promote acceptance of developmental

assignments– Orientation of new employees to the LDP Level 1

program

Develop incentives for managers who develop their employees and incentives for managers to give to their employees

Possible Obstacles:– Too many demands on managers’ time. – Management and leadership mindset is not “people first”– Lack of coaching and mentoring support for managers

Required Resources:– Top down leadership– Enforce mandated LDP program – Training– Coaching for managers and constant reinforcement – may

require an investment in extra bodies – Career Development Plans and Resources– Engagement by Communities of Practice



Metric:– Exit surveys with every departing employee

(Standardized form; Questions should relate to employee engagement and development; Answers kept anonymous)

– Employee wellness (Use of sick leave, etc.; Should be quantified by organization in order to pin point problem areas)

– Retention rates (By career series)


– Analysis of what is taking management time away from focusing on employee development

Example question to ask: How much of your time is currently spent on mentoring and coaching? Or How much of your time is spent in CEFMS, on RM functions, HR work, etc.?


– Annual survey of employees regarding their development Do you know where your training plan

is?Do you know what your job

expectations are?

Do you feel valued?

Strategic Gap or Issue: Policy and Guidance is not formulated and updated – or communicated throughout the organization

– Not enough organizational discipline to understand and adhere to current policy and guidance

– Lack of accountability for compliance. Therefore, everyone fends for himself or herself… no institutional knowledge.

Issue #4: Policy and Guidance


Strategies:– USACE PDT for assessing and evaluating

development programsTakes into account changing organization and

workload– Develop central database or source for

informationIncludes all info related to employee

development (LDP, Regulations, Career Development Plans, SOPs, etc.)


Bulletin board for each organizationOpportunity for each district or division to have a

page for informationAwards for successful programsWorkload and technical competency plans with

a forum for comment– Communicating availability

Ad campaignEmailIncentives to try out the website (puzzles,

games, new insight from the chief, etc.)

Possible Obstacles:– Funding– Balancing resources across the organization

Required Resources:– Webmaster (Centralized)– Person to track P&G and update


Metric:– Employee feedback link– Counter on website to see how

many people are accessing it– Program evaluations completed

online to track use of the website and programs


Issue #5: Insufficiently Developed Workforce

Strategic Gap: Retaining a developed workforce Backfilling short-term vacancies with qualified, developed employees Lack of a qualified deployable workforce Strategy: Training the people that we have now Mentoring Providing cross-training opportunities Establish 5% funding for employee development

Possible Obstacles– Funding– % of the workforce that is unreceptive to training

and mentoring (mentors and mentees) opportunities

– % of the workforce that is ineligible/unable/ unwilling to deploy CONUS/OCONUS

– Workload (Amount, Type)– Leadership support of employee development


Required Resources– Mandate the use of IDPs by management– Funding– Full ATMP (Automatic Training Management

Program) implementation– Develop a website for specialized learning

opportunities Metrics

– 100% of the workforce has an IDP that is completed– Measuring % of high priority development that is

completed– 90% of training monies executed


Issue #6: Succession Planning

Succession Planning: A plan to build the future and sustain organizational capabilities by identifying core competencies, leveraging developmental opportunities, and accurately forecasting retirements and vacancies that will allow all employees to reach their highest potential performance level.


Strategic Gap: – Tools not readily available or widely

known– Plans are not kept current or used by

management

Strategies: – Each MSC develop a formal succession

planning process that identifies core competencies.

– Each Division/District develops a succession plan that identifies key elements, such as, forecasting future workload and requirements; performing workforce analysis/projections/ gap analysis; identify strategies to fill gaps, identify budget issues.


– Incorporate the need for local leadership development programs into succession planning to create opportunities to develop employees and ensure transfer of institutional knowledge.



Possible Obstacles:– Time– Management Involvement – Funding – How often it is updated

Required Resources:– Managers and Admin. Support– Dollars for Overhire– Workload Projections– Eligible retirement list – Recruitment Team

Metric: – How many hired v. how many needed

(Timeframe filled in, percentage filled, on board percentage)


Closing Remarks

Be Audacious!! Let’s do it!

Development for all!!

human capital development. issues issue #1: funding issue #2: tools available issue #3: leadership...

Documents

workforce issue

funding issue

tools available issue

guidance issue

leadership involvement

tools available slide

mandatory training slide

issues issue