Talent Management exists to ensure that organizations get the right people with the right skills into the right position at the right time so an agency can accomplish its mission. Locating, recruiting, hiring, and developing the best talent is crucial, not just to support agency strategic planning, but to contribute to a thriving, sustained Performance Culture in the Federal workforce.
A system that promotes a high-performing workforce, identifies and closes skills gaps, and implements and maintains programs to attract, acquire, develop, promote, and retain quality and diverse talent.
The standards for the Talent Management System require an agency to—
Talent Management should be woven into and throughout all strategic and business plans. It is supported by Human Resources, not owned by Human Resources. The presence of an integrated strategy and strategic partnerships throughout the Agency is the key to talent management.
The agency's talent management strategy is an integral part of the agency's business strategy, which supports the strategic plans and priority goals.
You must think beyond attracting talent. Your talent management strategy must include succession planning, assessments, development, retention, and knowledge sharing. These functional processes must be planned and executed as part of an integrated talent management strategy. Another important issue is how will you create a more flexible and agile organization that responds and adapts to change.
Is my workforce performing optimally? Are we achieving goals and objectives? If not, why? Can we attribute organizational performance to attrition and/or retirements? Does my agency have an overarching workforce strategy?
How can I utilize the talent I have to gain efficiencies of operation?
How can I support talent mobility, the ability to move employees within an organization across functions and roles, across lines of business?
How is employee morale overall at the agency and within my organization? Can we sustain and enhance it through the demands of the next 24 months? How can I mitigate any negative impact?
Are we continuously monitoring employee development and progress to ensure that our workforce is able to address future changes?
Are we continuously keeping abreast of current workforce talent management strategies that we can integrate into our business processes in light of fiscal restraints (e.g., crowdsourcing, hiring recent graduates using Student Pathways, or individuals with disabilities using the Schedule A hiring authority, and Veterans)?
What do the retirement and turnover trends reveal? How can we leverage this information to build a comprehensive process to transfer knowledge from experts to entry and mid-career professionals?
What are the results from my organization's Employee View Point Survey (EVS)? Are we addressing challenges/issues identified by employees? Are we communicating actions taken to employees?
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There are a variety of items available to help facilitate leadership in the completion of human capital decisions and activities.
The Strategic Plan presents the long-term objectives an agency hopes to accomplish, set at the beginning of each new term of an Administration. It describes general and longer-term goals the agency aims to achieve, what actions the agency will take to realize those goals and how the agency will deal with the challenges likely to be barriers to achieving the desired result. An agency's Strategic Plan should provide the context for decisions about performance goals, priorities, and budget planning, and should provide the framework for the detail provided in agency annual plans and reports.
Under the Government Performance and Results Act Modernization Act (GPRAMA), an agency's APP defines the level of performance to be achieved during the year in which the plan is submitted and the next fiscal year.
The APR provides information on the agency's progress in achieving the goals and objectives described in the agency's Strategic Plan and Annual Performance Plan, including progress on the Agency Priority Goals. The term APR refers to the same content as in the performance section of the Performance and Accountability Report (PAR) published by agencies in November, or the Annual Performance Report that is published by agencies in February.
The document used to communicate initiatives, programs, and activities associated with the succession management strategy. The Plan is intended to obtain buy-in and support, articulate expectations, and ensure policies and practices are modified, when necessary, to support succession management efforts. The succession management plan must include the strategies to meet succession targets, an implementation plan, and an evaluation accountability plan.
Reviewing past hiring trends can reveal a host of critical decision making actions and activities. Past hiring data can uncover useful information about successful recruitment strategies and emerging hiring needs.
Critical workforce-planning exercise used to identify difference between competencies and skills needed and competencies and skills possessed by employees in mission-critical and non-mission critical occupations.
A useful way to capture, measure, and understand the hiring manager's satisfaction levels with the hiring process. The agency's CHCO can use the survey data to design strategies that improve and strengthen the relationship between the human resource office and the hiring managers.
A useful way to capture, measure, and understand the applicant's satisfaction levels with the application and hiring process. The agency's CHCO can use the survey data to design strategies that improve the application and hiring process.
Exit surveys are a great way to identify and understand trends associated with the reasons that employees leave a particular organization. Information from the exit surveys can be used to improve an agency's recruitment, hiring, and retention strategies. The surveys should become a regular and recurring part of the process as employees transition out of the agency or retire from Federal service.
New hire surveys should be given to employees during their first 90 days of employment. This survey provides valuable data on the employee's acculturation and engagement in their new role. This satisfaction directly contributes to an agency's retention rates.
The parties involved in operations will not only be the facilitators of the required actions, they will be the face of the Agency and organization to the sources of candidates, the candidates, employees, and other Federal agencies. The interactions they have will not only impact the immediate tasks at hand, but will influence the successful interactions between the Agency and top talent in the future. Therefore, your interactions could not only impact your own agency, but also other Federal agencies' ability to hire, develop, or retain top talent.
All parties who will have a part in the operation must be involved in all stages of the planning and implementation. To be successful, this requires a strong partnership between Program/Process Owners and Human Resources staff. This marathon, not a sprint, will require that both parties establish a cooperative partnership that involves regular communication about an organization's functions and goals. This partnership will influence the guidance Human Resources staff provide and will influence managers' staffing decisions.
Is my organization keeping abreast of future trends and environmental factors? What will have a significant impact on my organization and workforce?
Are we developing and implementing talent management strategies that will enable the organization to address foreseeable and unforeseeable workforce challenges?
Do I have the talent and capacity to accomplish specific program and policy related goals and objectives?
What other resources are available to me to achieve program and policy-related goals and objectives? This includes information about hiring authorities, workforce programs and resources, such as Employee Assistance Program (EAP) and the Department of Labor Workforce Recruitment Program (WRP).
Am I aware of, and do I have access to, appropriate data and information about my workforce and occupational specialty? This includes data about workforce trends and employee perspectives.
Do I have appropriate tools and technology required for capturing, measuring, and reporting program and policy goals and objectives?
Do we have current procedures and practices required for achieving program and policy-related goals and objectives?
Does my organization have an up-to-date strategic workforce and recruitment plan? Are they comprehensive in that they include strategies for recruiting hard-to-fill and mission-critical occupations, in additional to veterans, students, people with disabilities, and those from underrepresented groups?
There are a variety of items available to help HR Practitioners and Program Supervisors in the completion of human capital decisions and activities.
Reviewing past hiring trends can reveal a host of critical decision making actions and activities. For example, past hiring data on Veterans employment can uncover useful information about successful recruitment strategies and events to target for upcoming and emerging hiring needs. The hiring data may also be used to track retention and longevity within an organization.
The process agency leadership uses to identify the human capital required to meet organizational goals, conducts analyses to identify competency gaps, develops strategies to address human capital needs and close competency and skills gaps, and ensures the organization is structured effectively.
Review lessons learned from previous experiences.
In addition to these documents, policies, and guidelines, OPM provides several useful tools to for HR professionals and managers under the Talent Management System.
Results from the Employee Viewpoint Survey demonstrate the importance of the employee's perspective about how management decisions and actions regarding employee development, performance appraisals and rewards must be fair and consistent. As this reinforces how employees are valued by their organization. Also of value to employees is a work culture that recognizes the importance of quality of Work/Life programs.
The HCF provides a means for agency leadership to focus on being great managers, while paying greater attention to the prudent delivery of services to the American public. You are an essential contributor for ensuring that your organization accomplishes its mission. Strategic human capital management will ensure that your organization's mission requirements drive all human resources activities and that all agency staff contributes to achieving results and are recognized accordingly.
Conversely, employees must be active participants, as this is a two-way process. Employees should work with their supervisors to identify developmental opportunities to ensure that their skills are current and aligned to their organizational goals. Employees also should become familiar with their organizational mission, vision, and strategic goals and objectives as these will directly impact their work assignments and performance plans. Finally, employees also should identify opportunities where they can contribute innovative ideas that will result in more efficient processes.
What is my role in the success of my organization?
What can I do to enhance my knowledge, skills, and abilities required to be a successful contributor?
How can I assist leadership with the decision making process and stay engaged in the mission of the agency?
What resources are available to create and foster positive working relationships with my managers, supervisors, and coworkers?
There are a variety of items available to help Employees in the completion of human capital decisions and activities.
The agency mission statement serves as the guiding principles for all activities within a given organization. All strategic plans, annual performance plans, human capital plans, and individual performance plans, to name a few, should link directly to the mission of the agency. Agency mission and vision statements are available on their respective websites.
An agency's Strategic Plan should provide the context for decisions about performance goals, priorities, and budget planning, and should provide the framework for the detail provided in agency annual plans and reports. An agency's strategic plan is available on its website.
Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals. Employee performance management includes:
Agencies have the authority to provide awards to employees in a variety of forms, including monetary awards, special act awards, performance awards, and granting time off, subject to the availability of funding.
The IDP helps identify employee's career development goals and the means for achieving them. Typically, the employee will complete an IDP on an annual basis and it can include training (free or fee based), online learning (through an online learning management system), development opportunities and assignments, mentoring, reading, and attending conferences and college courses.
Useful Tools and Resources