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Human Capital Management
The document outlines the NSF's human capital management plan, emphasizing the strategic goals and action strategies for managing human capital across the organization. It highlights initiatives undertaken to improve recruitment, training, and performance management, along with achievements since the plan's implementation. The focus on diversity, operational efficiencies, and competency development underlines the commitment to developing a capable and motivated workforce.
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Human Capital Management
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- 2. Human Capital Management Develop aDiverse, Capable, Motivated Staff That Operates With Efficiency and Integrity.
- 3. Human Capital Lifecycle Foundational Areas:Organization’s ability to manage human capital Operational Components: Used to execute and implement human capital management strategies and policies Human Capital Lifecycle Planning Recruiting Developing Motivating Transitioning Educating Characterization of HRM Division Automation of HC capabilities HC Management Roles & Responsibilities Integration of HC strategy with org strategy (e.g, through competency -based HR system) Competencies of HC professionals Planning Recruiting Developing Motivating Transitioning Educating Characterization of HRM Division Automation of HC capabilities HC Management Roles & Responsibilities Integration of HC strategy with org strategy (e.g, through competency -based HR system) Competencies of HC professionals Foundational Areas: Organization’s ability to manage human capital Foundational Areas: Organization’s ability to manage human capital Operational Components: Used to execute and implement human capital management strategies and policies Operational Components: Used to execute and implement human capital management strategies and policies Planning Recruiting Developing Motivating Transitioning Educating Characterization of HRM Division Automation of HC capabilities HC Management Roles & Responsibilities Integration of HC strategy with org strategy (e.g, through competency -based HR system) Competencies of HC professionals Planning Recruiting Developing Motivating Transitioning Educating Characterization of HRM Division Automation of HC capabilities HC Management Roles & Responsibilities Integration of HC strategy with org strategy (e.g, through competency -based HR system) Competencies of HC professionals •NSF’s Human Capital Management Plan establishes strategic goals and supporting action strategies for each operational component of the NSF Human Capital Lifecycle. •Foundational areas are addressed in a separate, complementary plan that identifies specific goals and action strategies for NSF’s Division of Human Resource Management.
- 4. Human Capital Lifecycle (Note:2005 Priorities Highlighted in Italics) Planning Recruiting/ Retaining Educating/ Developing Motivating Transitioning Strategic Management of Human Capital Improve Hiring Timelines eLearning Performance Management Competency Development eGov Initiatives Outreach Develop Learning Organization Organizational Culture Knowledge Management Coaching/ Mentoring Succession Planning Human Capital Management Operations
- 5. Human Capital: Priorities for2005 Assessment Priority Why a priority this year? Strategic Management of Human Capital The recent NSF Business Analysis indicates a need for a robust strategic plan to manage our human capital. It also supports the President’s Management Agenda (PMA) in Human Capital. Human Capital Management Operations Efficiencies in operations support the PMA, Federal eGov initiatives, and the Human Capital Management Plan (HCMP). Outreach Outreach ensures a broader, more diverse applicant pool from which to recruit. We believe in diversity as NSF’s profile reflects.
- 6. Strategic Management ofHuman Capital Initiatives Achievements HCMP implemented during 2004. 79% completion rate of outlined action strategies. OD Plan implemented in 2004. Conducted 34 unique workshops and retreats with 457 participants. Issued and analyzed 5 organizational climate surveys. AFS Study initiated in 2005. Will address technology driven changes in business processes and affect on human capital. Achievements HCMP implemented during 2004. 79% completion rate of outlined action strategies. OD Plan implemented in 2004. Conducted 34 unique workshops and retreats with 457 participants. Issued and analyzed 5 organizational climate surveys. AFS Study initiated in 2005. Will address technology driven changes in business processes and affect on human capital. ResultsResults Factors Human Capital Management Plan Organizational Development Administrative Functions Study Factors Human Capital Management Plan Organizational Development Administrative Functions Study
- 7. Human Capital ManagementOperations Initiatives Achievements Personnel and payroll are fully integrated. Recruitment process is online and interfaces with OPM. GoLearn implemented in 2004. LMS to be implemented later in 2005 or 2006. NSF as Federal leader in the HR LOB during FY 04-05. Developing the Functional Requirements Document (FRD). Employee performance plans linked to NSF mission & goals. Provisional SES Performance Management Certification Achievements Personnel and payroll are fully integrated. Recruitment process is online and interfaces with OPM. GoLearn implemented in 2004. LMS to be implemented later in 2005 or 2006. NSF as Federal leader in the HR LOB during FY 04-05. Developing the Functional Requirements Document (FRD). Employee performance plans linked to NSF mission & goals. Provisional SES Performance Management Certification ResultsResults Factors FPPS/eRecruit Implementation eLearning & LMS HR LOB/Functional Requirements Performance Management Factors FPPS/eRecruit Implementation eLearning & LMS HR LOB/Functional Requirements Performance Management
- 8. Outreach Initiatives Achievements Established andfilled 2 Diversity Recruitment positions. Improved planning, coordination and visibility. Large, diverse pool of applicants for competitive service positions; incomplete information on excepted service. Achievements Established and filled 2 Diversity Recruitment positions. Improved planning, coordination and visibility. Large, diverse pool of applicants for competitive service positions; incomplete information on excepted service. ResultsResults Factors Outreach Staff Outreach Plan Diverse Applicant Pool Factors Outreach Staff Outreach Plan Diverse Applicant Pool
- 9. Outreach Accomplishments Indicators of Success Why aPriority Coming Attractions/ Comments Human Capital Management Operations Priority Areas The recent NSF Business Analysis indicates a need for a robust strategic plan to manage our human capital. It also supports the PMA in HC. •Implemented HCMP •Organizational Development •“Best Place to Work” status •PMA HC Scorecard •Green in progress •Yellow in status •Workforce Planning •Admin Functions Study •Leadership Development •Competency Based HR Strategic Management of Human Capital Efficiencies in operations support the PMA, Federal eGov initiatives, and the HCMP. •FPPS Implementation •Linking Performance •Integrated personnel and payroll •PMA BPI scorecard •Green in status •HR LOB/FRD •SES Certification •Competency Based Performance Management Improved Outreach Planning & Coordination. Hired 2 Diversity Recruiters. Participated in 15 targeted activities. An increase in the number of applicants from under- represented sources A more diverse, high quality workforce. Continue the implementation of our outreach plans. Priority Areas in Human Capital Management Outreach ensures a broader, more diverse applicant pool from which to recruit. We believe in diversity as our profile reflects.
- 10. 4. SES Certification 3. Competency BasedHR Comments 2. Workforce Planning Future Initiatives Provides a comprehensive end-to-end Human Resource Information System as part of a government-wide, cost effective, and interoperable solution. 1. HRIS Provides a common “language” for all components of the human capital lifecycle; establishes stronger links between those components Demonstrates NSF’s commitment to excellence; ensures that NSF executives are compensated in accordance with their performance Initiatives on the Horizon 5. Leadership Development Enhances competency and capability of NSF staff; identifies and prepares NSF’s leaders of the future Positions NSF to recruit the right people, for the right positions, at the right time; helps to ensure continued organizational excellence
- 11. Conclusion NSF has demonstratedsignificant achievement in Human Capital.