Building Stronger Leadership Managerial Workforce Planning

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  • New policy affecting the selection, training, and appraisal of managers was signed on December 8, 2004 and became effective January 1, 2005. This briefing will outline the major provisions of the new policy and discuss your role in implementation. Drivers: President’s Management Agenda OPM’s Human Capital Standard DOT/ DPM Letter 300-26, Dtd Oct 27, 2002: Recruiting, Selecting, Developing and Appraising Supervisors FAA Flight Plan, Organizational Excellence
  • Introduction to state what we will be covering during this presentation .
  • MWP establishes a corporate approach to managerial selection, training, and performance management. This includes: Corporate competency model Corporate selection factors Corporate training Corporate approach to the probationary period Performance standards consistent with selection and training. This renewed corporate focus will balance agency-wide priorities with flexibility to meet LOB/SO specific needs.
  • Q. Why do we need a new policy? Why do we need it now? A. To respond to internal changes: - projected retirements - new management responsibilities (e.g., cost accounting) A. To meet the requirements of: - the President’s Management Agenda - the Department’s Human Capital Plan - new DOT policies on the selection, training and appraisal of supervisors and managers. To provide a sound platform for managing our management population - selection - training - probationary period To accomplish strategic objectives outlined in the FAA Flight Plan
  • Managerial Workforce Planning was originally identified in the 2004 Flight Plan as a key strategic initiative. The 2005 Flight Plan includes two strategic initiatives focusing on implementation of the new MWP policy.
  • How was this policy developed? AHR convened an ad hoc steering committee of LOB and Staff Organization executives in April of 2003. Their charter addressed the full spectrum of activities needed to improve the effectiveness of FAA’s managers. The group’s recommendations were briefed to top management and accepted in principle. This April of 2004, the FAA Human Capital Board (composed of AAs) established a permanent Steering Committee, chaired by Darlene Freeman, FAA’s Chief learning Officer (CLO), to advise on and direct the development of recommended policies and programs. One of the Committee’s first actions was to establish a Tiger Team to define training requirements for newly appointed front line managers. The Committee developed detailed policy provisions last summer which were forwarded to AHR for implementation. The Committee will continue to monitor implementation as well as advise on a corporate management curriculum, periodically review corporate management training, and develop corporate guidance on continuous training requirements and programs for prospective managers. SEE NEXT SLIDE FOR MEMBERSHIP
  • Members of this Executive Steering Committee were selected to be the direct representative of the heads of their LOB/SO
  • Taking a systems approach to the challenge of building stronger leadership is the most innovative aspect of the new MWP policy. For the first time, FAA will use a single, agency-wide framework to deal with all of the key actions that shape our management workforce: selection, training, the probationary period, and performance management. The Managerial Success Profile –a comprehensive set of agency-wide management competencies – provides corporate consistency and a coherent logic to link separate personnel actions.
  • The new policy establishes new requirements in the following areas: Adoption of the FAA Managerial Success Profile by all LOBs and SOs to provide a common foundation.   Four corporate selection factors based on the four dimensions of the MSP – achieving results, leading people, building alliances, and managing change -- will be accorded a minimum of 50% weight in all managerial selections. (The other 50% can address unique LOB/SO requirements such as technical knowledge and operational experience.)   Mandatory corporate training requirements are established for newly appointed front line, middle, and senior managers addressing the Managerial Success Profile.   All incumbent managers will establish an Management Development Plan in the new eLMS system and update the plan using multi-rater feedback tied to the MSP every three years. Managerial performance plans will incorporate the four dimensions of the FAA Managerial Success Profile as basic standards. Second level managers will be responsible for ensuring that specified on-the-job training and coaching is provided to first time managers and will have to certify at the completion of the 12 month probationary period that training requirements, on-the-job coaching, and performance expectations have been met.    
  • MWP introduces 3 terms that are widely used in the private sector to describe managerial responsibilities. Front Line Managers provide first level supervision to subordinate employees and manage the activities of one operating unit, project, or program area. Front Line Managers report to Middle or Senior Managers. Middle Managers provide second level supervision to subordinate employees and manage the activities of several operating units, projects, or program areas. Middle Managers report to Senior Managers or, in highly vertical organizations, other Middle Managers. Senior Managers , in addition to providing first and/or second level supervision, manage a major office, facility, or national program. Senior Managers report to an Executive or, in large organizations, an Executive's deputy. The term “supervisory” will continue to be used in some job titles, but the incumbents of these positions are still considered “managers” under MWP policy. We are adopting these terms to emphasize that first and second level supervisors as well as managers are all members of the FAA management team.
  • At the core of the MWP process is a common set of managerial competencies. By design, the MSP mirrors the Executive Success Profile. Although the 4 major dimensions and 16 competencies are identical, specific on-the-job expectations are described by performance indicators that track the duties and challenges facing managers across the agency. Over 15% of FAA managers at all levels participated in the validation of the MSP, ensuring that it reflected critical managerial functions and expectations. The MWP Steering Committee also participated in the validation to ensure alignment with the FAA Flight Plan, ATO business practices, and emerging policy and program mandates. The MSP provides a common platform for all FAA managers. Individual Lines of Business and Staff Organizations may augment the Profile with additional competencies and/or performance indicators to more precisely match job requirements. The MSP is reviewed annually and updated as necessary.
  • Validation How does 16 competencies cover everything that we do? During early July 2004 and later in Aug, we conducted a two-phased validation process that targeted every one of our (almost) 6,000 managers. The results of that comprehensive validation process showed the 16 competencies were strongly associated with managers’ work regardless of level of management, LOB/SO, and location of the work (field, region or HQ).
  • Performance Indicators describe activities for FAA managers to be successful . They are NOT specific to your forms or processes or procedures. But, they DO encompass what you use to manage your business. And, they’re robust enough to encompass new procedures that your organization may initiate in the near future. Each supervising manager should discuss with their managerial workforce what specific requirements are expected to fulfill the intent of the performance indicators.
  • Newly appointed Front Line Managers (the new designation for 1 st level supervisors) have been the initial focus of implementation, with particular attention to those serving probationary periods. Until eLMS is fully implemented within FAA, AHR (AHD-100) will contact all managers beginning a probationary period and direct them – and their managers -- to the system. Guidance is provided within the system for these new managers – and their managers – on probationary requirements including mandatory training and coaching. Tools and reference materials on transitioning successfully to management are also provided. eLMS will allow monitoring of progress during the probationary period by managers, LOB/SO administrative officers, and AHR. The Management Board will be briefed quarterly as part of the Flight Plan Review.
  • Managers (I.e., 2 nd level supervisors) of new managers serving a probationary period will be responsible for seeing that just-in-time coaching on-the-job is provided in the following areas: Transitioning to their new role as manager Local administrative procedures (e.g., T&A, LDR) Hot button issues Organizational goals and objectives Establishing employee performance plans Conducting mid-year reviews Handling conduct and discipline problems (if they arise) Giving effective feedback to employees Closing out performance plans SCI (if applicable) Recognizing high performing employees Under MWP, the probationary period will no longer expire satisfactorily as a default function of CPMIS. 1 month before the end of the probationary period, managers of probationary managers will now be required to complete a standard check-out form that indicates completion of mandatory training ands coaching, and satisfactory performance and technical know-how, demonstrated competence in the four MSP dimensions. They and the next level manager will officially sign off that the new manager has successfully completed probationary requirements. The checklist will be forwarded to servicing HRMOs.
  • Managers (I.e., 2 nd level supervisors) of new managers serving a probationary period will be responsible for seeing that just-in-time coaching on-the-job is provided in the following areas: Transitioning to their new role as manager Local administrative procedures (e.g., T&A, LDR) Hot button issues Organizational goals and objectives Establishing employee performance plans Conducting mid-year reviews Handling conduct and discipline problems (if they arise) Giving effective feedback to employees Closing out performance plans SCI (if applicable) Recognizing high performing employees Under MWP, the probationary period will no longer expire satisfactorily as a default function of CPMIS. 1 month before the end of the probationary period, managers of probationary managers will now be required to complete a standard check-out form that indicates completion of mandatory training ands coaching, and satisfactory performance and technical know-how, demonstrated competence in the four MSP dimensions. They and the next level manager will officially sign off that the new manager has successfully completed probationary requirements. The checklist will be forwarded to servicing HRMOs.
  • Managers (I.e., 2 nd level supervisors) of new managers serving a probationary period will be responsible for seeing that just-in-time coaching on-the-job is provided in the following areas: Transitioning to their new role as manager Local administrative procedures (e.g., T&A, LDR) Hot button issues Organizational goals and objectives Establishing employee performance plans Conducting mid-year reviews Handling conduct and discipline problems (if they arise) Giving effective feedback to employees Closing out performance plans SCI (if applicable) Recognizing high performing employees Under MWP, the probationary period will no longer expire satisfactorily as a default function of CPMIS. 1 month before the end of the probationary period, managers of probationary managers will now be required to complete a standard check-out form that indicates completion of mandatory training ands coaching, and satisfactory performance and technical know-how, demonstrated competence in the four MSP dimensions. They and the next level manager will officially sign off that the new manager has successfully completed probationary requirements. The checklist will be forwarded to servicing HRMOs.
  • Managers (I.e., 2 nd level supervisors) of new managers serving a probationary period will be responsible for seeing that just-in-time coaching on-the-job is provided in the following areas: Transitioning to their new role as manager Local administrative procedures (e.g., T&A, LDR) Hot button issues Organizational goals and objectives Establishing employee performance plans Conducting mid-year reviews Handling conduct and discipline problems (if they arise) Giving effective feedback to employees Closing out performance plans SCI (if applicable) Recognizing high performing employees Under MWP, the probationary period will no longer expire satisfactorily as a default function of CPMIS. 1 month before the end of the probationary period, managers of probationary managers will now be required to complete a standard check-out form that indicates completion of mandatory training ands coaching, and satisfactory performance and technical know-how, demonstrated competence in the four MSP dimensions. They and the next level manager will officially sign off that the new manager has successfully completed probationary requirements. The checklist will be forwarded to servicing HRMOs.
  • Implementing MWP policy will be the primary focus in FY-2005. Other activities will include: Development and prototyping in the 4 th quarter of mandatory training for first time middle and senior managers. Establishment of a corporate curriculum for FAA managers keyed to the Managerial Success Profile. Determine what, if any, continuing training requirements should be established for incumbent managers. Make better use of current on-line SoftSkills training and add other web-based training to support management training. Provide corporate guidelines for LOB/SO sponsored pre-management programs.
  • The full MWP policy (MSC 10.4) is available at the AHR homepage. HQ HR staff listed above can be contacted for questions regarding specific policy requirements. Paul Meyer has oversight responsibilities and can be contacted to discuss special situations, general policy guidance, and implementation roll out.
  • Building Stronger Leadership Managerial Workforce Planning

    1. 1. Building Stronger Leadership Managerial Workforce Planning Supervisory Skills Training May 2005
    2. 2. Objectives <ul><li>MWP Background </li></ul><ul><li>Managerial Success Profile (MSP) </li></ul><ul><li>MWP Policy – Build Strong Management </li></ul><ul><ul><li>Recruiting/Selecting </li></ul></ul><ul><ul><li>Training & Development </li></ul></ul><ul><ul><li>Performance Management </li></ul></ul><ul><li>FY-05 Implementation “We Can” </li></ul>
    3. 3. Key Policy Provisions <ul><li>Corporate competencies - Managerial Success Profile </li></ul><ul><li>Standard selection factors </li></ul><ul><li>Mandatory corporate training for newly selected front line, middle, and senior managers </li></ul><ul><li>Corporate standards for probationary period </li></ul><ul><li>Development plans for all incumbent managers </li></ul><ul><li>New performance management standards </li></ul>
    4. 4. FAA’s Leadership Challenge <ul><li>54% of senior managers and 35% of front line supervisors approaching retirement </li></ul><ul><li>Inconsistent managerial selection factors </li></ul><ul><li>Minimal attention to probationary period </li></ul><ul><li>No mandatory training requirements </li></ul><ul><li>No requirements for maintaining or developing new managerial skills </li></ul>
    5. 5. FAA Flight Plan Initiative 2004: “Put in place a Management Workforce Planning and Development Program.” 2005: “Establish and implement corporate supervisory training programs in the areas of core human resources and leadership disciplines.” “ Develop and implement new selection procedures and probationary periods for new supervisors and managers.”
    6. 6. Corporate-wide Focus <ul><li>Cross-organizational MWP Steering Committee recommended an agency-wide selection, training, and appraisal system </li></ul><ul><li>Strong consensus for corporate foundation and revamped, mandatory training at CMEL </li></ul><ul><li>Tiger Teams develop curriculum requirements for new training </li></ul>
    7. 7. MWP Steering Committee ACR Myrna Rivera (ACR-6) AHR Darlene Freeman (CLO) AIO Barbara Brown (AIO-3) ARC Bill Traylor (AMA-1) ARP Ben DeLeon (APP-2) ASH Tom Ryan (AHS-1) AST George Nield (AST-2) ATO Lauraline Gregory (ATO-A) ATO Jack Nager (ATO-W) AVS Marty Ingram (AEA-201)
    8. 8. Best Practice: Systems Approach Managerial Success Profile Selection Performance Management Training Probationary Period
    9. 9. MWP Policy Changes <ul><li>FAA Managerial Success Profile provides foundation for selection, development, performance appraisal, and probation period. Continuous with Executive and Employee Success Profiles. One, corporate model with provisions for LOB/SO augmentation. </li></ul><ul><li>Standard leadership selection factors drawn from Managerial Success Profile accorded a minimum of 50%. LOB/SOs may add technical factors. </li></ul><ul><li>Mandatory training: new frontline, middle, and senior managers </li></ul><ul><li>Mandatory development plans for all incumbents </li></ul><ul><li>Use Managerial Success Profile to organize PMS expectations </li></ul><ul><li>Required training and coaching </li></ul><ul><li>Formal certification process for close out </li></ul>Competency Model Selection Training PMS Probation Period
    10. 10. <ul><li>3 levels of manager responsibility: </li></ul><ul><ul><li>Frontline </li></ul></ul><ul><ul><li>Middle </li></ul></ul><ul><ul><li>Senior </li></ul></ul><ul><li>All levels have managerial and supervisory roles </li></ul><ul><li>Intention is to build unity, confidence, competence across the FAA’s entire management team </li></ul><ul><li>Job titles may still include “Supervisory” </li></ul>Supervisors or Managers?
    11. 11. Managerial Success Profile <ul><li>Dimensions define expectations of FAA managers at all levels </li></ul><ul><ul><li>Achieving Results </li></ul></ul><ul><ul><li>Leading People </li></ul></ul><ul><ul><li>- Building Relationships </li></ul></ul><ul><ul><li>Leading Change </li></ul></ul><ul><li>Incorporates best industry and government models </li></ul><ul><li>Establishes the foundation for all MWP activities </li></ul>
    12. 12. Managerial Success Profile (Cont) <ul><ul><li>Competencies define FAA manager functions. </li></ul></ul><ul><ul><li>Achieving Results </li></ul></ul><ul><ul><ul><li>Managing Organizational Performance </li></ul></ul></ul><ul><ul><ul><li>Accountability and Measurement </li></ul></ul></ul><ul><ul><ul><li>Problem Solving </li></ul></ul></ul><ul><ul><ul><li>Business Acumen </li></ul></ul></ul><ul><ul><ul><li>Customer Focus </li></ul></ul></ul><ul><ul><li>Leading People </li></ul></ul><ul><ul><li>Building Relationships </li></ul></ul><ul><ul><li>Leading Change </li></ul></ul>
    13. 13. Managerial Success Profile (Cont) <ul><ul><li>Performance Indicators describe activities for FAA managers to be successful . </li></ul></ul><ul><ul><li>Achieving Results > Business Acumen </li></ul></ul><ul><ul><li>Aligns available resources with business objectives </li></ul></ul><ul><ul><li>Makes appropriate people and budget adjustments to achieve objectives </li></ul></ul><ul><ul><li>Allocates and manages human, financial, and material resources effectively </li></ul></ul><ul><ul><li>Tracks costs of doing business </li></ul></ul>
    14. 14. Managerial Recruitment and Selection <ul><li>[New Policy] HROI: FAA Managerial Recruitment and Selection </li></ul><ul><li>Four Managerial Dimensions (Selection Factors) of the Managerial Success Profile are the foundation of recruitment and selection: </li></ul><ul><ul><li>Achieving Results </li></ul></ul><ul><ul><li>Leading People </li></ul></ul><ul><ul><li>Building Relationships </li></ul></ul><ul><ul><li>- Leading Change </li></ul></ul>
    15. 15. Managerial Recruitment and Selection (Cont’d) <ul><li>These Four Managerial Selection Factors are Mandatory Requirements and must be used in: </li></ul><ul><ul><li>all Managerial Vacancy Announcements </li></ul></ul><ul><ul><li>all Managerial Selection Processes </li></ul></ul><ul><ul><li>developing Crediting Plans </li></ul></ul>
    16. 16. Managerial Recruitment and Selection (Cont’d) <ul><li>Weighting of the Four Managerial Selection Factors: </li></ul><ul><ul><li>Each Weighted Between 5% and 25% </li></ul></ul><ul><ul><li>Total Weight Assigned at Least – 50% </li></ul></ul><ul><li>Technical Selection Factor(s): </li></ul><ul><ul><li>Discretionary </li></ul></ul><ul><ul><li>Cannot be More Than 50% of the Total Weight </li></ul></ul>
    17. 17. Managerial Recruitment and Selection (Cont’d) <ul><li>Crediting Plans </li></ul><ul><ul><li>No corporate standardized crediting plan </li></ul></ul><ul><ul><li>All crediting plans must use the 4 MWP selection factors [and associated competencies] </li></ul></ul><ul><ul><li>LOB/SO standardized crediting plans must have adequate safeguards approved by AHR </li></ul></ul><ul><ul><li>All existing crediting plans (and Recruitment and Selection Programs) will be aligned with MWP by the end of this FY </li></ul></ul>
    18. 18. Managerial Training <ul><li>Mandatory formal training for newly appointed frontline, middle and senior managers </li></ul><ul><li>Management Development Plans tied to 360 ° feedback for all managers </li></ul><ul><li>New Management Curriculum </li></ul><ul><li>New CMEL courses tied to Success Profile </li></ul><ul><li>Expanded on-line opportunities </li></ul><ul><li>eLMS tracking </li></ul>
    19. 19. Mandatory Training for New Mgrs <ul><li>Frontline Managers </li></ul><ul><ul><li>FMC-1 Web-based learning - Fundamental knowledge for every manager. </li></ul></ul><ul><ul><li>FMC-2 Resident –Managerial & Supervisory competence to manage for results. </li></ul></ul><ul><ul><li>FMC-3 Resident – Managerial & Supervisory competence to manage for high performance. </li></ul></ul>
    20. 20. Mandatory Training for New Mgrs (Cont’d) <ul><li>Middle Managers </li></ul><ul><ul><li>MMC Resident – Managerial competence to manage assigned business activities through managers </li></ul></ul><ul><li>Senior Managers </li></ul><ul><ul><li>SMC Resident – Advanced Managerial competence to plan, organize and manage major business activities. </li></ul></ul>
    21. 21. <ul><li>Manager Development Plan (MDP) </li></ul><ul><ul><li>Establish, maintain & complete a formal MDP </li></ul></ul><ul><ul><li>Permanent managers identify developmental needs through multi-rater feedback, EAS results, and PMS discussions. </li></ul></ul><ul><ul><li>Develop new competence through training, coaching, details, or other learning activities </li></ul></ul><ul><ul><li>All MDPs will be tracked via eLMS* </li></ul></ul><ul><ul><li>* electronic Learning Management System </li></ul></ul>Mandatory Training for All Mgrs
    22. 22. Probationary Period <ul><li>Mandatory Probationary Period Requirements </li></ul><ul><ul><li>Complete FMC-1 and FMC-2 </li></ul></ul><ul><ul><li>Meet all critical expectations in performance plan </li></ul></ul><ul><ul><li>Demonstrate basic competence in all 4 dimensions of the MSP </li></ul></ul><ul><ul><li>Satisfy any technical requirements </li></ul></ul>
    23. 23. Probationary Period (Cont’d ) <ul><li>Mandatory Probationary Period Checklist: </li></ul><ul><ul><li>Completion of mandatory training </li></ul></ul><ul><ul><li>Demonstration of satisfactorily levels of competence of the 4 dimensions of the MSP </li></ul></ul><ul><ul><li>Fulfilled key management responsibilities tied to the Organizational Excellence Goal of the FAA Flight Plan </li></ul></ul><ul><ul><li>Supervising Manager Approval </li></ul></ul><ul><ul><li>Second Level Manager Approval </li></ul></ul><ul><ul><li>Maintained in EPF for 4 years </li></ul></ul>
    24. 24. Probationary Period (Cont’d) <ul><li>[Revised] EMP-1.5: Managerial Probationary Period </li></ul><ul><li>Unsuccessful - new policy: </li></ul><ul><ul><li>ER-4.7: Removal During the Managerial Probationary Period </li></ul></ul><ul><ul><li>HROI: Procedures for Removal During the Managerial Probationary Period </li></ul></ul><ul><li>Successful – new policy: </li></ul><ul><ul><li>HROI: Closing out Managerial Probationary Period </li></ul></ul><ul><ul><li>Probationary Period Checklist </li></ul></ul>
    25. 25. Performance Assessment – PMS <ul><li>All Managerial Performance will be Assessed IAW PMS – PM9.1 </li></ul><ul><li>Corporate FAA Managerial Performance Standards </li></ul><ul><ul><li>HRPM Reference Material in the PM9.1 </li></ul></ul><ul><ul><li>Must use the 4 Corporate Major Job Responsibilities </li></ul></ul><ul><ul><li>Must use the 16 Competencies from the MSP </li></ul></ul><ul><ul><li>Not all performance indicators will apply to all managers in all performance cycles </li></ul></ul><ul><ul><li>The performance indicators which do apply must be evaluated </li></ul></ul>
    26. 26. Performance Assessment – PMS <ul><li>Major Job Responsibility : Achieving Results </li></ul><ul><li>Expectation : Managing Organizational Performance </li></ul><ul><li>Performance Indicator : Sets key individual and </li></ul><ul><li>organizational performance objectives </li></ul><ul><li>Application: S upervising manager needs to determine </li></ul><ul><li>what is key for the operational needs of the </li></ul><ul><li>organization and what performance objectives are </li></ul><ul><li>being measured. </li></ul>
    27. 27. <ul><li>Design and deliver new mandatory training </li></ul><ul><li>Create corporate management curriculum </li></ul><ul><li>Establish policy on continuing development </li></ul><ul><li>Expand on-line learning activities </li></ul><ul><li>Establish guidelines on developing prospective managers </li></ul>MWP Activities in FY-2005
    28. 28. For More Information <ul><li>David Cook: 202.267.3237 Managerial Success Profile </li></ul><ul><li>Charlie DePoalo: 405.954.6453 Recruitment, selection, performance management </li></ul><ul><li>Paul Meyer: 202.267.3307 General policy provisions; training </li></ul><ul><li>Natasha McCarthy: 202. 385.8011 Recruitment, selection </li></ul><ul><li>Lily Ren: 202.267.8410 Probationary requirements </li></ul>
    29. 29. Where To Find Guidance <ul><li>Managerial Workforce Planning Policy: </li></ul><ul><li>www.faa.gov/ahr/policy/hrpm/msc/msc-10-4.cfm </li></ul><ul><li>Managerial Success Profile: </li></ul><ul><li>www.faa.gov/ahr/policy/hrpm/msc/msc_ref/profile.cfm </li></ul><ul><li>Recruitment/Selection: </li></ul><ul><li>www.faa.gov/ahr/policy/hrpm/hroi/msc/recruitment.cfm </li></ul><ul><li>Performance Management System Policy: </li></ul><ul><li>www.faa.gov/ahr/policy/hrpm/perform/perform-9-1.cfm </li></ul><ul><li>Managerial Performance Standards: </li></ul><ul><li>www.faa.gov/ahr/policy/hrpm/msc/msc_ref/standards.cfm </li></ul>

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