Index
A
Air Force Research Laboratory (AFRL), 143–144. See also contribution-based compensation
American Federation of Government Employees (AFGE), 100
C
career paths
big picture, 113–114
buy-in, 110–111
career fit tool, 106
career guides, 109
career mapping tool, 107–108
career opportunity environment, 106
career plan, 106
Department of Veterans Affairs, 103–105
evaluation, 115–117
individual assessments, 106
initial results, 117–118
maximizing and integrating resources, 112–113
MyCareer@VA, 105–106
portal launch, 114–115
successful strategies, 109
training, 106
CBP. See Customs and Border Protection Bureau
CCS. See contribution-based compensation system
Center for Veterinary Medicine (CVM), 61–63. See also new employees, integrating
change management, 190–191
Chief Human Capital Officer (CHCO), 181–182
Commercial Services Program (CSP), 59
competency management system (CMS), 185–186
contribution-based compensation system (CCS)
advantages, 153–155
Air Force Research Laboratory, 143–144
limitations, 155–156
measuring contribution, 148–151
pay-for-performance system, compared to, 158–162
process overview, 144–148
results, 151–153
CSP. See Commercial Services Program
Customs and Border Protection Bureau (CBP), 35–37. See also staffing challenges
CVM. See Center for Veterinary Medicine
D
Defense Civilian Intelligence Personnel System (DCIPS), 126, 131
Department of Labor (DOL), 190–191
Department of Transportation (DOT), 1–3. See also leaders, developing
Department of Veterans Affairs (VA), 65, 103–105. See also career paths; recruitment and retention
developmental program (DP), 131
DOL. See Department of Labor
DOT. See Department of Transportation
DP. See developmental program
E
EECS. See employee emergency contacts system
electronic position description system (ePDS), 179
emergency notification system (ENS), 187
employee emergency contacts system (EECS), 187
enterprise resource planning systems (ERPS), 168
entry-on-duty system (EODS), 186–187
ePDS. See electronic position description system
ERPS. See enterprise resource planning systems
Executive Resources Home Page, 56–57
F
federal employees benefits system (FEBS), 185
federal personnel and payroll system (FPPS), 184
foundations of modern government, 211–214
G
general schedule (GS) grades, 125
H
HCIE. See human capital information environment
HR information system (HRIS), 178
HRIT. See human resource information technology
HRLOB. See human resources line of business
HRMES. See human resources messaging system
HRMS. See human resources management system
human capital information environment (HCIE), 178
human resources customer and strategic services
accountability, 200–201
colocation, 199
customer-focused strategic and operational support, 198–199
HR clinic, 203–204
leadership, 201–202
National Institutes of Health, 195–198
organization, 199–200
recruitment, 202–203
reorganization, 201
results, 207–209
strategic advice, 204–205
strategic initiatives group, 205–207
human resources information technology (HRIT), 168–169
human resources line of business (HRLOB), 177
human resources management system (HRMS), 168
human resources messaging system (HRMES), 188
human resources service delivery
benefits, 172–174
lessons learned, 174–175
National Archives and Records Administration, 163–165
process analysis and redesign, 165–167
roles and responsibilities, 170–172
technology, 168–170
USAJOBS, 164
Workforce Tracking and Transformation System/Entry on Duty System, 169–170
human resources systems
bonuses, 128
budget, 129–130
communications, 127
developmental program, 131–132
National Geospatial-Intelligence Agency, 121–122
National Intelligence Civilian Compensation Program, 135
new employees, 130
occupation councils, 134
occupational advancement process, 131
pay band structures, 124–125
performance management, 125–126
performance-pay process, 129
persistent improvement, 134–135
promotions, 132–134
salary increases, 126–127
success factors, 136–139
teamwork, 130
total pay compensation, 128
vision, 122–124
human resources technology
competency management system, 185–186
emergency notification system, 187
employee emergency contacts system, 187
employee orientation website, 186
entry-on-duty system, 187
evolution, 178–179
federal employees benefits system, 185
human capital executive dashboards, 187–188
human capital information environment, 182–183
human resources messaging system, 188
lessons learned, 192–194
NASA automated awards system, 185
NASA organization profile system, 186
NASA People website, 188
National Aeronautics and Space Administration, 177–178
portal, 183
return on investment, 188–192
STARS, 188
system for administration, training, and educational resources for NASA, 184–185
timeline, 179–182
workforce transformation and tracking system, 186
I
intelligence community (IC), 135
Interior Business Center (IBC), 169, 179
J
Johnson Space Center (JSC), 180
K
key performance indicator (KPI), 187
knowledge management (KM)
catalog, 97–98
foundation, 91–93
future, 99
history, 88–89
implementing, 93
infrastructure, 94
LE/ER discussion board, 98–99
lessons learned, 100–101
Olmer Initiative, 89–91
Social Security Administration, 87–88
SSA LE/LR website, 95–97
using, 100
workload management system, 94–95
KPI. See key performance indicator
L
labor-management relations/employee relations (LR/ER), 110. See also knowledge management
leaders, developing
360 degree assessments, 4
coaching, 4–5
communication, 9–10
culture change, 5–6
DOT Office of Inspector General, 1–2
employee viewpoint survey, 2–3
internal leadership and support, 12–14
keys to success, 5
leadership planning and collaboration, 8–9
mentoring, 8
organizational assessments, 10–12
organizational climate, 14–15
performance culture, 9
reasons for success, 15–16
return on investment, 14
training, 6–8
vision, 1–2
workforce retention, 14
LR/ER. See labor-management relations/employee relations
N
NAAS. See NASA automated awards system
NARA. See National Archives and Records Administration
NASA. See National Aeronautics and Space Administration
NASA automated awards system (NAAS), 185
NASA Employee Benefits System (NEBS), 180, 185
NASA organizational profile system (NOPS), 186
NASA Personnel Payroll System (NPPS), 180
National Aeronautics and Space Administration (NASA), 177–178. See also human resource technology
National Archives and Records Administration (NARA), 163–165. See also human resource service delivery
National Geospatial-Intelligence Agency (NGA), 121–122. See also human resource systems
National Institutes of Health (NIH), 195–198. See also human resources customer and strategic services
National Intelligence Civilian Compensation Program (NICCP), 135
National Park Service (NPS), 59
National Science Foundation (NSF), 52–53. See also new employees, integrating
NEBS. See NASA Employee Benefits System
New Employee Orientation (NEO), 54
new employees, integrating
clarification, 51, 56–57
compliance, 51, 53–55
connection, 51, 58
culture, 51, 57–58
evaluations, 60
executives, support for, 58–60
findings, 63
National Science Foundation, 52–53
orientation versus onboarding, 49–51
success, measuring, 61–63
new executive transition (NExT), 55
NGA. See also National Geospatial-Intelligence Agency
NICCP. See National Intelligence Civilian Compensation Program
NIH. See National Institutes of Health
NOPS. See NASA organizational profile system
NPPS. See NASA Personnel Payroll System
NPS. See National Park Service
NSF. See National Science Foundation
O
occupational advancement (OA), 131
OCD. See operational capabilities demonstration
Office of Inspector General (OIG), 1–3. See also leaders, developing
Office of Labor-Management and Employee Relations (OLMER), 87–88. See also knowledge management
operational capabilities demonstration (OCD), 169
P
pay performance performance review authority (PP PRA), 139
performance management performance review authority (PM PRA), 139
position description (PD), 171
R
recruitment and retention
career coaching, 69
challenges, 66–67
civilian credentialing, 71–72
Department of Veterans Affairs, 65
hiring process reforms, 71
results, 72–75
training, 70
virtual job fairs, 67–69
request for proposals (RFP), 169
retreats, 57–58
S
SATERN. See system for administration, training and educational resources for NASA
Social Security Administration (SSA), 87–88. See also knowledge management
staffing challenges
assessing candidates, 43
attracting applicants, 40–41
attrition rates, 39
budgetary resources, 43
Customs and Border Protection, 35–37
expanding infrastructure, 43
flexibility, 43
focused objectives, 43
hiring rates, 39
leadership commitment, 42–43
lessons learned, 47–48
managing logistics, 43
metrics, 44–47
mission, 37
NASCAR initiative, 42
onboard rates, 39
percentage of candidates hired, 38
STARS, 181
system for administration, training
and educational resources
for NASA (SATERN), 181, 184–185
T
telework
business-unit need approach, 80
communication, 83
management role, 83
policy and guidelines, 80
results, 83–86
supporting tools and services, 82
technology, 81–82
trademark work at home, 78–79
training, 82
United States Patent and Trademark Office, 77–78
thrift savings plan (TSP), 177
total pay compensation (TPC), 128
U
United States Agency for International Development (USAID), 19–21. See also workforce planning model
United States Patent and Trademark Office (USPTO), 77–78. See also telework
V
VA. See Department of Veterans Affairs
W
WMS. See workload management system
Workforce Information Cubes for NASA (WICN), 181
workforce planning model
baselines, 23–24
beta model, 24–26
building for the future, 22
considering the entire workforce, 23
current government requirements, 33–34
enhancement and modifications, 26–28
human capital vulnerabilities, 21–22
impact, 28–31
reasons for success, 31–33
screenshot, 28
staffing decisions, 19–20
USAID, 19–21
workload analysis, 24–25
workload drivers and assumptions, 23
workforce transformation and tracking system (WTTS), 186
workload management system (WMS), 94–95