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Human Capital Framework Strategic Planning & Alignment

 

Overview

Strategic Alignment is a process that senior leaders should implement and monitor throughout the planning lifecycle to link key operational systems and processes to the organization's mission and mission objectives. By providing top-level direction and guidance for the agency, senior leaders can communicate the organization's goals and strategic direction to operational leaders (e.g., supervisors and managers) and employees who then can identify and close gaps during the strategic workforce planning process.

Strategic Planning and Alignment Definition:

A system that ensures agency human capital programs are aligned with agency mission, goals, and objectives through analysis, planning, investment, and measurement.

Standards:

The standards for the Strategic Planning and Alignment System require an agency to ensure an agency’s human capital management strategies, plans, and practices—

  1. Integrate strategic plans, annual performance plans and goals, and other relevant budget, finance, and acquisition plans;
  2. Contain measurable and observable performance targets; and
  3. Communicate in an open and transparent manner to facilitate cross-agency collaboration to achieve mission objectives.

Outcomes:

Mission focused operations
The goals, objectives, and expected outcomes for executives, managers, and employees are all aligned with the mission of the agency, creating a common understanding of expectations throughout the organization. These direct linkages also create a cascading process that fosters enhanced communication, increased employee engagement, and more efficient and effective operations.
Clear opportunities for best practices
Agency leaders establish and foster cross agency collaboration to achieve common goals and objectives. Senior executives ensure that their staff partner across functional areas to leverage program experiences and expertise to resolve challenging issues. The lessons learned and outcomes of these collaborative efforts are captured, collected, and shared across the agency as a way to showcase and strengthen the collaborative process.
Informed and engaged stakeholders
Agency leaders partner with stakeholders to capture input and suggestions on strategic goals, measures, and impact.
Focused measures and evaluation
Strategic, operational, and employee measures are aligned with the mission and goals of the agency, specific programs, and individual organizations. Evaluation occurs at multiple levels of the organization and provides the foundation for communicating mission related outcomes.

Strategic View — Senior Leadership

Cube PuzzleAs previously mentioned, senior leaders should take a strategic view (Strategic Alignment) throughout the lifecycle of their planning to link and monitor key operational systems and processes to the organization's mission and critical mission objectives.

What Is The Human Capital Connection For An Agency's Top Leadership?

Human capital management is a complex set of interrelated strategies and practices that are aligned with an organization's mission and guide the processes for selecting, developing, training, and managing a high-quality productive workforce.

Agency leadership establishes an organization's vision and goals that become the center of strategic human capital management.

Senior Leaders to connect with include:

Chief Operating Officer (COO)

  • Monitors daily operation of the agency. Responsible for improving the management and performance of the agency.
  • Provides overall organization management to improve agency performance and achieve the mission and goals of the agency through the use of strategic and performance planning, measurement, analysis, regular assessment of progress, and use of performance information to improve the results achieved.

Chief Human Capital Officer (CHCO)

  • Leads HRstat quarterly data driven reviews (in collaboration with the Performance Improvement Officer).
  • Anticipates and addresses future workforce challenges affecting the organization's ability to meet mission objectives.
  • Drives assessment of the agency's current and future staffing and competency requirements.
  • Provides information to the Chief Financial Officer to support requests for programs, positions and training.

Performance Improvement Officer (PIO)

  • Supervises Agency performance management activities.
  • Advises Agency leaders on methods for measuring program performance and effectiveness of performance targets.
  • Collaborates with CHCO in developing and implementing HRStat.

Chief Financial Officer (CFO)

  • Collaborates with the CHCO to develop strategies for maximizing the allocation of personnel and program resources.

Chief Information Officer (CIO)

  • Provides technical guidance and support to the CHCO on IT infrastructure for human capital systems.

Chief Procurement/Acquisition Officer

  • Supervises agency acquisition processes, including strategic planning and performance evaluation of acquisition activities.

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What Does This Mean To You As A Senior Leader?

In order to effectively implement a strategic planning process, agencies must have comprehensive and active leadership participation, as well as a firm grasp of the strategic objectives to be accomplished. Leaders across all areas of expertise within an organization must:

  1. Determine future departmental priorities;
  2. Determine potential obstacles to established objectives;
  3. Identify priority processes that will ensure mission accomplishment; and
  4. Provide resources necessary to accomplish, assess, and evaluate strategic objectives.

Leaders within the area of human capital management must identify what programs, policies, and initiatives should be developed or revised to support agency goals, while establishing metrics to determine how effective those programs are (or need to be) in achieving strategic goals.

You work together to:

  • Create a vision for achievement of the mission of the agency and short and long-term goals aligned with the President's vision/agenda.
  • Allocate sufficient resources in support of organizational goals and objectives.
  • Communicate the vision, goals, and linked to the vision and goals.
  • Monitor and adapt organizational progress and performance in an efficient and effective manner in the achievement of the goals.

You create an environment to:

  • Recruit and hire a new workforce;
  • Motivate an existing workforce;
  • Train the workforce to be able to meet the goals and achieve the mission; and
  • Inspire people to join in achieving the goals.

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Actions / Decisions For Senior Leaders

Three arrows depicting a cycle"Focus on Strategy, not just on tactics" – Partnership for Public Service/Grant Thornton survey of Human Capital Officers report, Elevating Our Federal Workforce.

Plan

  • Host a planning meeting with key leaders to develop an Agency Strategic Plan [233 KB] .
  • Collectively identify Agency Strategic Goals to determine what future initiatives, policies, or programs will have a significant impact on human capital within your organization. Consider using the Strategic Assessment Questions as a guide to determine what factors may potentially impact your organization's future and re-define your strategic direction.

Implement

  • Identify strategies and resources required to achieve the agency's mission.
  • Engage key stakeholders (e.g., CHCO, CFO, CIO, etc.) to establish the necessary governance structure for implementation.
  • Draft processes and procedures to drive corporate philosophy and methodology for conducting human capital management.
  • Cross-walk agency strategic objectives to agency goals to verify alignment of outcomes.
  • Identify skills and requirements needed to accomplish these goals.

Evaluate

  • Hold senior management accountable for organizational AND individual progress and performance.
  • Utilize all appropriate data and results of this process to make organizational decisions, and monitor and/or adjust strategy and goals based on Agency's organizational performance.

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What Is Available To Help Facilitate Leadership In The Completion Of These Activities And Decisions?

To meet the GPRAMA requirements for aligning an organization's Human Capital to its strategic plan, please ensure the following points in the GPRAMA Basics Checklist are met:

Agency Strategic Plan

  • Must include a description of the operational processes, skills and technology, and the human capital, information, and other resources required to achieve the goals and objectives contained in the plan.

Agency Annual Performance Plans

  • Must contain performance goals to define the level of achievement during the year that the plan is submitted and the next fiscal year (at minimum).
    • Goals are to be objective, quantifiable, and measurable.
    • Goals are related to the agency strategic plan.
  • Includes a description, provided by the agency's Chief Human Capital Officer, explaining how the Human Capital goals will support the agency's strategic plan, to include clearly defined milestones and who is responsible for achievement of the goals.
  • Performance indicators are established to assess or measure the progress towards the goals. There is a basis for comparing actual results to goals.
  • A description of how the agency ensures the data used to measure progress is reliable and accurate.
  • Risk factors that could significantly affect the accomplishment of goals and objectives are identified.

Agency Annual Performance Reports

  • Must include a review of the performance goals and evaluation of the performance plan relative to the agency's human capital management.

Related Information

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Operational View

Within Strategic Planning and Alignment, HR Practitioners, Program Supervisors, and Process Owners play a vital role for ensuring implementation and success.

What Is The Human Capital Connection For Agency's HR Practitioners, Program Supervisors And Process Owners?

Manager holding a checklistHuman capital management is a complex set of interrelated strategies and practices that align with an organization's mission and guide the processes for selecting, developing, training, and managing a high-quality productive workforce.

HR Practitioners, Program Supervisors, and Process Owners all play a role in human capital management. HR Practitioners are responsible for ensuring that day to day operations progress effectively, produce results, and work toward meeting strategic objectives. Program Supervisors and Process Owners contribute critical programmatic knowledge to human capital management initiatives.

Operational-level Personnel to connect with include:

  • Bureau Component Heads
  • Program Managers
  • Senior Management and Program Analyst
  • Supervisory Staff Officer
  • Administrative Officer
  • HR Consultant

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What Does This Mean To You As A Program/Process Owner Or HR Professional?

You are counted on to provide:

  • The means for accomplishing your agency's mission and create short and long-term goals that cascade from the Strategic Plan of your agency.
  • Effective communication to your employees of the goals and performance expectations that you have developed.
  • Evaluation and assessment of office progress and performance toward the goals you have set.

You create an environment to:

  • Recruit, hire and on-board new employees.
  • Motivate employees.
  • Train employees to enable them to achieve the goals you have set.

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Actions / Decisions For Program Owner And HR Professionals

Plan

  • Design a Branch/Division/Office mission statement.
  • Develop Program Performance Goals.
  • Develop Employee performance plans, ensuring that goals cascade from the organization's strategic goals.

Implement

  • Ensure there is a 'Champion' who is responsible for achieving program goals.
  • Be transparent about the monitoring and assessment process.
  • Continuously monitor progress while taking corrective action as needed.
  • Determine the necessary performance milestones and measures to track progress toward the completion of office goals.

Evaluate

  • Hold supervisors accountable for individual progress and performance.
  • Capture data and results of performance cycle and use it to drive future planning and decisions.

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What Is Available To Help In The Completion Of These Activities And Decisions?

To meet the GPRAMA requirements for aligning an organization's Human Capital to its strategic plan, please ensure the following points in the GPRAMA Basics Checklist are met:

Agency Strategic Plans

  • Must include a description of the operational processes, skills and technology, and the human capital, information, and other resources required to achieve the goals and objectives contained in the plan.
  • Performance indicators are established to assess or measure the progress towards the goals. There is a basis for comparing actual results to goals.
  • A description of how the branch/division/office ensures the data used to measure progress is reliable and accurate is provided.
  • Risk factors that could significantly affect the accomplishment of goals and objectives are identified.
  • Must describe how human capital can help the branch/division/office achieve its mission.

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Employee View

Meeting at a long conference tableAs an employee, you impact your organization's ability to meet strategic goals. You are an essential link to your organization success.

What Is The Human Capital Connection For Agency Employees?

As employees within your organization, you represent the Human Capital that agency leaders depend on. You are necessary not only to carry out the day-to-day activities that sustain that organization, but also to enact the strategy set by the leadership that will drive mission accomplishment in the future.

Employee-level personnel to connect with include:

  • Team Leads
  • Program Analysts
  • Administrative Officers

What Does This Mean To You As An Employee Of Your Organization?

Each employee should understand his or her role and potential impact on meeting strategic goals.

Actions / Decisions For Employees

Plan

  • Understand how your work contributes to the mission.
  • In close coordination with your supervisor, establish an annual performance plan that is Specific, Measurable, Attainable, Results-focused, and Time-bound (SMART).
  • Determine your training requirements and development needs in order to develop an Individual Development Plan (IDP).

Implement

  • Ensure that you have a thorough understanding about how your performance goals will be monitored and assessed. This includes understanding what being "fully successful", for example, looks like.
  • Take the initiative to complete elements outlined within your IDP. Identify available resources (e.g., your agency's Learning Management System) for training and developmental opportunities (e.g., rotations). Obtain approval from your supervisor for training resources (to include completing the SF-182 training form).
  • Work with your supervisor to identify opportunities for how you can apply the knowledge obtained from your training (e.g., special project, developmental detail, etc.).
  • In concert with your supervisor, develop a robust set of milestones and outcome measures to track progress toward completion of the goals you have established.

Evaluate

  • Track your own accomplishments throughout the year.
  • Regularly discuss with your supervisor any adjustments that may be required as both of you are held accountable for achieving the goals established at the beginning of the year.

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