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Finding, Training and Retaining Future Government Leaders

Finding, Training and Retaining Future Government Leaders






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    Finding, Training and Retaining Future Government Leaders Finding, Training and Retaining Future Government Leaders Presentation Transcript

    • HRT2 Finding, Training and Retaining Next-Gen Professionals Thursday, April 12 • 11 a.m. - 12:15 p.m.
    • Who We AreOctavio  San+ago,  Social  Media  Communica+ons  Program   Manager,  Office  of  Personnel  Management    David  Uejio,  Lead  for  Talent  Acquisi+on,  Consumer  Financial   Protec+on  Bureau    Moderator:  Andrew  Krzmarzick,  Director  of  Community   Engagement,  GovLoop  
    • Reimagining theGovernment Workforce Andrew Krzmarzick Chief Dreamer & Community Manager GovLoop
    • 2020: Imagine……there’s no congestion, it’s easy if you drive.
    • Imagine: Mobile Government •  Boomers: (semi-)retired, working from anywhere. •  Gen X/Y: Flexibility, work-life balance. •  Everyone: Connected, productive, contributing.
    • Loathing the RealityTitle: “City, crowded office space” | Date: September 19, 1955 http://www.flickr.com/photos/library_of_virginia/2899334278/
    • Living the Dream?
    • Two Tech IdeasBYOD (Bring Your Own Device) Ustream Your Teleworkers* *(Seriously, Don’t Do This)
    • 2020: Imagine……there’s no GS-7 no step bestowed us,above us only…sky high,performance-based pay?
    • Imagine: Measurable Government •  Figure out what needs to be done and by when. •  Forget about how it gets done and where it happens. •  Reward real performance. •  Remove problem people faster (and without regret).
    • Loathing the RealityOnly 737 out of more than 1.2 million GSemployees… were denied a regularly-scheduled step increaseand accompanying raise in 2009 because of poor performance,according to data provided by the Office of Personnel Managementat Federal Times request.That equates to a 0.06 percent denial rate…which is far lower than any estimates of the number of poor performers in the workforce. ~ “Step increases threatened” | Stephen Losey | April 3, 2011 http://www.federaltimes.com/article/20110403/BENEFITS01/104030308/
    • Living the Dreamhttp://bestplacestowork.org/BPTW/rankings/demographics/large/awardsadvancement_11
    • A Touchy Tech Idea 360 Reviews for Everyone?
    • 2020: Imagine… …there’s no agencies . . . (Okay, that may be a stretch.)
    • Imagine: Modular Government “Tiger Teams” tackle the toughest projects quickly. Rotational assignments among agencies (not just PMFs). Expert clearinghouse with “best of best” on the ready.
    • Loathing the RealityThrough sheer luck and the brave actions of passengers, the U.S. narrowly averted aterrorist attack on Christmas Day 2009. In President Obamas words, the U.S.government failed to connect the dots in its pursuit of Umar FaroukAbdulmutullab, and he nearly brought down Northwest Flight 253 as a result.The problem was not a lack of information. It was an inability to stitchintelligence together into a coherent pattern. More than eight years after the September11 attacks, it exposed systemic weaknesses that still plague the federal governmentsefforts to track and stop terrorists. The problem is a persistent one: aninability to cross organizational boundaries. “Cross-silo communication: All talk and no action?” Bill Adams, February 18, 2010 http://views.washingtonpost.com/leadership/guestinsights/2010/02/interagency-communication.html
    • Laying Out the Dream “With cloud computing: Organizations increase their flexibility by sharing storage space, information, and resources in a cloud’ allowing them to quickly scale resources up and down, as needed. Why not apply the cloud model to people?”http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/us_fed_The_Future_of_Federal_Work_092011.pdf
    • Laying Out the Dream “…A government-wide human cloud enables: •  Ability to apply resources nimbly; •  Increased knowledge flow across agencies, focus on government-wide missions; and •  Fewer structures that stifle creativity and halt adoption of new tech/innovation. Fed Cloud = workers performing creative, problem-focused work, not just in single agency, but government-wide.http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/ us_fed_The_Future_of_Federal_Work_092011.pdf
    • Living the Dream:
    • 2020: Imagine… “…You may say I’m a dreamer, but I’m not the only one. I hope some day you’ll join us ...” Andrew Krzmarzick andrew@govloop.com GovLoop.com/profile/AndrewKrzmarzick LinkedIn.com/in/andrewkrzmarzick @krazykriz
    • Octavio SantiagoOffice of Personnel Management
    • Pathways Overview•  Internship Program•  Recent Graduates Program•  Reinvigorated Presidential Management Fellows Program
    • Pathways Regulations•  Proposed regulations were posted in the Federal Register•  Public comment period was open August 5 - October 4, 2011•  Anticipate final regulations will be published in spring 2012
    • Existing Hiring Authorities•  Until Pathways Regulations become effective, Agencies may continue to use the: –  Student Career Experience Program (SCEP) –  Student Temporary Employment Program (STEP) –  Presidential Management Fellows Program
    • Recruitment Tech Tools
    • Contact Us•  pathways@opm.gov•  pmf@opm.gov•  (202) 606-1040•  Facebook: Presidential Management Fellows•  www.pmf.gov•  www.opm.gov/hiringreform/pathways•  www.usajobs.gov/studentsandgrads
    • David Uejio, Lead for Talent Acquisition,Consumer Financial Protection Bureau
    • Since 1979, NIH has been hometo one of the most vibrantintern programs in all ofgovernment.
    • •  Agency wide buy-inWhat makes •  Sound HR strategies it great? •  A truly developmental program
    • Agency wide Buy-in •  Awareness of what the PMF is •  Full time coordinator •  Program governance •  Buddy/Interim Advisor/ Mentor •  Alumni involvement •  Social networking
    • Sound HR Strategies•  Workforce planning•  Competencies•  Mentoring•  Focus on leadership development•  Marketing and branding•  Strategic recruitment•  Use of current technology and social media
    • A Truly Developmental Program •  Building a cohort culture •  Orientation •  At large rotational structure •  Training budget •  Monthly program meetings •  Management seminar series •  Graduation
    • Avoiding Pitfalls•  Feedback•  Managing expectations•  Community
    • Values StatementNIH gives PMFs:•  The resources they need to succeed,•  The space they need to grow,•  The support they need to flourish, and•  A reason to make a career here.
    • Values Statement Life is change. Growth isoptional. Choose wisely. — Karen Kaiser Clark
    • Values Statement•  Since 1979 NIH has hired 185 PMFs.•  82 of them still work at NIH.•  19 of those who left are still in government.
    • Dave Uejiouejiod@od.nih.gov(301)451-7340@BureaucratJedi
    • Questions?