This was a recent presentation to senior leaders on what internal staffing flexibilities are available to them within the Federal Government. The flexibilities were focused around the current fiscally constrained environment.
The document proposes the formation of a "Consortium" between Accenture, Ashoka, employers, and social innovators. The Consortium aims to create a better workforce by attracting and retaining talent, employing diverse teams, bridging skills gaps, and changing systems to impact millions of workers. Member employers will gain access to talent pipelines, share best practices, and help scale innovative programs to upskill young workers. Ashoka will select 5-9 social innovators to support through the Consortium over three years, with a goal of upskilling 50,000 workers.
glideinWMS validation scirpts - glideinWMS Training Jan 2012Igor Sfiligoi
Descripton of how to write custom validation scripts in glideinWMS, with an emphasis on the VO Frontend operations.
Part of the glideinWMS Training session held in Jan 2012 at UCSD.
Talia Leman founded RandomKid in 2005 after raising over $10 million for hurricane relief at age 10. RandomKid now supports youth globally to address social issues through entrepreneurship. The Big Return initiative in St. Louis aimed to engage hundreds of students in social projects that impacted over 100,000 people while building youth skills. The program's success demonstrated the potential to expand it to all 50 US states to multiply the positive impact of youth social entrepreneurship.
Step to find Quality Childcare for your childrenkimmcbee
Start researching childcare options by compiling a list of prospective providers. Consult the Ohio Department of Job and Family Services website for information. Consider your intuition and general feelings about a provider when deciding on quality childcare.
Prezi presentations are a better alternative to PowerPoint according to the author. While slideshare has some interesting features, Prezi's are more engaging for audiences. The author is enthusiastic about technology and presentation software.
Condor overview - glideinWMS Training Jan 2012Igor Sfiligoi
An overview of the Condor Workload Management System, with emphasis on how it is used within the glideinWMS.
Part of the glideinWMS Training session held in Jan 2012 at UCSD.
The event page is http://hepuser.ucsd.edu/twiki2/bin/view/Main/GlideinFrontend1201
Video available at http://www.youtube.com/watch?v=tpaedg09VMM
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
The document proposes the formation of a "Consortium" between Accenture, Ashoka, employers, and social innovators. The Consortium aims to create a better workforce by attracting and retaining talent, employing diverse teams, bridging skills gaps, and changing systems to impact millions of workers. Member employers will gain access to talent pipelines, share best practices, and help scale innovative programs to upskill young workers. Ashoka will select 5-9 social innovators to support through the Consortium over three years, with a goal of upskilling 50,000 workers.
glideinWMS validation scirpts - glideinWMS Training Jan 2012Igor Sfiligoi
Descripton of how to write custom validation scripts in glideinWMS, with an emphasis on the VO Frontend operations.
Part of the glideinWMS Training session held in Jan 2012 at UCSD.
Talia Leman founded RandomKid in 2005 after raising over $10 million for hurricane relief at age 10. RandomKid now supports youth globally to address social issues through entrepreneurship. The Big Return initiative in St. Louis aimed to engage hundreds of students in social projects that impacted over 100,000 people while building youth skills. The program's success demonstrated the potential to expand it to all 50 US states to multiply the positive impact of youth social entrepreneurship.
Step to find Quality Childcare for your childrenkimmcbee
Start researching childcare options by compiling a list of prospective providers. Consult the Ohio Department of Job and Family Services website for information. Consider your intuition and general feelings about a provider when deciding on quality childcare.
Prezi presentations are a better alternative to PowerPoint according to the author. While slideshare has some interesting features, Prezi's are more engaging for audiences. The author is enthusiastic about technology and presentation software.
Condor overview - glideinWMS Training Jan 2012Igor Sfiligoi
An overview of the Condor Workload Management System, with emphasis on how it is used within the glideinWMS.
Part of the glideinWMS Training session held in Jan 2012 at UCSD.
The event page is http://hepuser.ucsd.edu/twiki2/bin/view/Main/GlideinFrontend1201
Video available at http://www.youtube.com/watch?v=tpaedg09VMM
NCCET December Webinar - Restructuring Continuing Education and Corporate Tra...NCCET
The Lone Star College CE and Corporate Training Divisions centralized the operations of 5 separate training divisions 3 years ago into two separate entities. Two years later, a reevaluation, with the collaboration of a consultant from NCCET, shaped the new structure and roles of the continuing education personnel as a more effective and streamlined organization focusing on operations, serving students and program/curriculum development to address workforce needs in a time of tightening budgets.
The document discusses Barrick Gold Corporation's Lean journey and implementation of continuous improvement. It began in 2002 due to declining gold prices and rising costs. Barrick benchmarked other top companies and found they had formal continuous improvement systems and cultures. Barrick launched its own CI program with top-down support, focusing first on its Goldstrike property and then expanding company-wide. Critical success factors included sustained leadership commitment, focusing on business processes, measurement, empowering people and teams, and communication. Operations review teams were embedded into the business cycle to identify gaps and plan improvements.
Adam Grummitt - Capacity Management: Guided Practitioner SatnavRodrigo Campos
The document provides guidance on capacity management using a GPS analogy. It discusses (1) assessing the current baseline and gaps, (2) defining business objectives and infrastructure needs, and (3) developing a plan to meet objectives considering fastest/shortest routes, what needs to be delivered, required team members, and concurrent activities. Specific topics covered include metrics, mapping services to continuity and capacity needs, and identifying the right team members and avoiding unnecessary roles. The overall guidance is on developing a comprehensive capacity management plan and strategy.
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
The document discusses three main problems with skilling in India: immediate matching of supply and demand, medium-term mismatches in skills, and preparing supply for long-term demand. It notes five labor market transitions India is undergoing and the challenges of transitioning people from farm to non-farm jobs, rural to urban areas, and school to work. Overall, the document analyzes issues around education, employability, and employment regimes in India and calls for reforms to better link financing and delivery of skills training to employment outcomes.
The document provides recommendations for a sustainable staffing model at Ivy Tech Community College. It analyzes staffing ratios across 10 functional areas and 14 campuses. Key findings include a lack of integrated planning tying campus growth to staffing. Recommendations include implementing a master staffing plan with gap analysis and prioritization, and integrating staffing plans with facilities, technology and other plans through a decision-making model. Short-term recommendations include merging bursar and financial aid, combining business functions, and examining merging tutoring and academic advising.
J.M. Gemini is a recruitment firm that was established in 1983 in Hong Kong and has since expanded to Shanghai, Beijing, Guangzhou, and partnerships in over 30 countries. The document outlines J.M. Gemini's history and growth over time, including establishing new offices and service lines. It also provides details on their recruitment process, placement statistics by industry and job function, as well as their interim management and visa services.
The document discusses the need for a dual system of training in Malaysia to develop knowledge workers (k-workers). It notes that globalization and technological changes have increased workplace complexity and made skills obsolete faster. This requires k-workers to have ongoing training and skills with a 'knowledge base'. Traditionally, training involved one-time pre-service qualification, but a dual system emphasizes initial, less extensive training followed by lifelong further training to keep skills updated for a dynamic work environment.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
More Related Content
Similar to Budget Constrained Workforce Flexibilities
The document discusses Barrick Gold Corporation's Lean journey and implementation of continuous improvement. It began in 2002 due to declining gold prices and rising costs. Barrick benchmarked other top companies and found they had formal continuous improvement systems and cultures. Barrick launched its own CI program with top-down support, focusing first on its Goldstrike property and then expanding company-wide. Critical success factors included sustained leadership commitment, focusing on business processes, measurement, empowering people and teams, and communication. Operations review teams were embedded into the business cycle to identify gaps and plan improvements.
Adam Grummitt - Capacity Management: Guided Practitioner SatnavRodrigo Campos
The document provides guidance on capacity management using a GPS analogy. It discusses (1) assessing the current baseline and gaps, (2) defining business objectives and infrastructure needs, and (3) developing a plan to meet objectives considering fastest/shortest routes, what needs to be delivered, required team members, and concurrent activities. Specific topics covered include metrics, mapping services to continuity and capacity needs, and identifying the right team members and avoiding unnecessary roles. The overall guidance is on developing a comprehensive capacity management plan and strategy.
This document provides an update on the Navy's Personnel/Pay Modernization efforts. It discusses the history of failed modernization attempts and the current strategy to improve personnel and pay systems through a staged approach using the NSIPS platform. Stage 1 focuses on reducing complexity and increasing audit readiness. Stage 2 improves quality of personnel services. Stage 3 enhances decision making. Key initiatives include transitioning labor-intensive functions to NSIPS, reengineering processes, and establishing an authoritative data environment. Training and addressing financial/audit issues are also priorities. The timeline outlines FY13-14 projects and business process evaluations and requirements. Input is sought on targeting the right areas for most significant improvement.
The document discusses three main problems with skilling in India: immediate matching of supply and demand, medium-term mismatches in skills, and preparing supply for long-term demand. It notes five labor market transitions India is undergoing and the challenges of transitioning people from farm to non-farm jobs, rural to urban areas, and school to work. Overall, the document analyzes issues around education, employability, and employment regimes in India and calls for reforms to better link financing and delivery of skills training to employment outcomes.
The document provides recommendations for a sustainable staffing model at Ivy Tech Community College. It analyzes staffing ratios across 10 functional areas and 14 campuses. Key findings include a lack of integrated planning tying campus growth to staffing. Recommendations include implementing a master staffing plan with gap analysis and prioritization, and integrating staffing plans with facilities, technology and other plans through a decision-making model. Short-term recommendations include merging bursar and financial aid, combining business functions, and examining merging tutoring and academic advising.
J.M. Gemini is a recruitment firm that was established in 1983 in Hong Kong and has since expanded to Shanghai, Beijing, Guangzhou, and partnerships in over 30 countries. The document outlines J.M. Gemini's history and growth over time, including establishing new offices and service lines. It also provides details on their recruitment process, placement statistics by industry and job function, as well as their interim management and visa services.
The document discusses the need for a dual system of training in Malaysia to develop knowledge workers (k-workers). It notes that globalization and technological changes have increased workplace complexity and made skills obsolete faster. This requires k-workers to have ongoing training and skills with a 'knowledge base'. Traditionally, training involved one-time pre-service qualification, but a dual system emphasizes initial, less extensive training followed by lifelong further training to keep skills updated for a dynamic work environment.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
Similar to Budget Constrained Workforce Flexibilities (10)
2. Situation
Budget is tight, you have vacancies, and the work still needs to get done.
3. What should you do?
Ask N8 for a handout?
Wait for things to get better?
Tough it out?
Hope that your PMB request gets approved?
Hit the streets? (See photo on left)