leadership and knowledge management in the federal government
TRANSCRIPT
LEARNING & KNOWLEDGE MANAGEMENT IN THE FEDERAL
GOVERNMENT
University of Maryland – Robert H. Smith School of BusinessPhase II Economic and Civil Service Affairs Program
Patrina M. Clark, PresidentPivotal Practices Consulting LLC
October 3, 2016
AGENDA
• Introductions• Federal Government Primer• The Human Capital Assessment and Accountability Framework
(HCAAF)• The Leadership and Knowledge Management System• The Leadership and Knowledge Management Index on the
Federal Employee Viewpoint Survey• Cross-Cutting Initiatives• Q&A• Closing Thoughts
PROFESSIONAL HISTORY
• President, Pivotal Practices Consulting LLC (2012 – Present
• Chief Human Capital Officer, U.S. Government Accountability Office (GAO, 2008 – 2011)
• Staff Director, Federal Election Commission (FEC, 2006 – 2008)
• Regional Executive Director, Naval District Washington, Department of Navy (2004 – 2006)
• Program Manager, Internal Revenue Service (IRS, 1986 – 2004)
U.S. FEDERAL GOVERNMENT PRIMER
Total Employment = 2,760,569 (9/2012)
FEDERAL CIVILIAN EMPLOYMENTBY BRANCH
Established January 1, 1979
Independent agency responsible for managing the civil service
Oversees polices (development, implementation and adherence) that support Federal human resources
Provides guidance and assistance for implementing leading practices
Independent, nonpartisan agency that works for Congress.
Often called the "congressional watchdog," GAO investigates how the federal government spends taxpayer dollars.
Reports on how well government programs and policies are meeting their objectives
CHIEF HUMAN CAPITAL OFFICER
The Chief Human Capital Officers Act of 2002, enacted as part of the Homeland Security Act of 2002 (Pub. L. No. 107-296) on November 25, 2002, required the heads of 24 Executive Departments and agencies to appoint or designate Chief Human Capital Officers (CHCOs). Each CHCO serves as his or her agency's chief policy advisor on all human resources management issues and is charged with selecting, developing, training, and managing a high-quality, productive workforce.
THE CHIEF LEARNING OFFICER (CLO)MOU signed May 14, 2013
• Chief Learning Officer Council: CLOC members are the senior Chief Leaning Officers (CLOs), or equivalents, of the Federal departments and agencies and those who hold similar positions in independent agencies, boards, commissions, and the Intelligence Community.
• Support and advance the Government Performance and Results Modernization Act of 2011 and other emergent regulations and statutes by aligning learning resources to high-priority needs such as mission critical occupations, organizational performance issues identified in performance reviews, and measuring the impact of learning investment on agency and employee performance.
• Identify and recommend processes that effectively limit unnecessary overlap and duplication of effort to ensure delivery of integrated and consistent learning across the Federal enterprise.
• Promote and optimize access to integrated workforce development activities.
CLOC 2016 STRATEGIC INITIATIVES - THE FOUR OVERARCHING GOALS
• Lead: Strategically lead Government-wide talent development in support of human capital category management
• Share: Share learning information and development resources• Engage: Strengthen employee and other stakeholder
engagement to enhance organizational performance• Impact: Develop a federal evaluation framework to
demonstrate the value of learning and development
CLOC 2016 STRATEGIC INITIATIVES – TOP PRIORITIES
• Lead: Establish Government-wide talent development (TD) standards (e.g., ADDIE), plan, develop, measure
• Share: Reduce duplicative mandatory training courses. Metrics: Cost Avoidance; Cost Savings
• Engage: Look at talent and engagement indices across government. Do analysis collaboration on top 3-5
• Impact: Collect and evaluate best practices (e.g., CLO, ATD, CEB Learning & Development Leadership Council, HR Stat, Agency Indices, Data dashboards, HR Benchmarking) to create the Framework
THE HUMAN CAPITAL ASSESSMENT AND ACCOUNTABILITY FRAMEWORK
14
HCAAF System Relationships
Strategic Alignment • Human Capital Planning• Workforce Planning• Human Capital Best Practices and Knowledge Sharing• Human Resources as Strategic Partner
Leadership & Knowledge Management • Leadership Succession
Management• Change Management• Integrity and Inspiring Employee Commitment• Continuous Learning• Knowledge Management Results-Oriented
Performance Culture • Communication• Performance Appraisal• Pay for Performance• Diversity Management• Labor/Management
Relations
Talent Management • Recruitment• Retention
Accountability • Assessment of Progress and Results• Compliance
BENEFITS OF IMPLEMENTING HCAAF
Enables agencies to transform the Federal workplace into high-performing arenas
Helps employees understand and maximize their contributions to the agency mission
Allows agencies to focus on the human capital management systems and practices that most impact their mission
Provides measurable, observable agency and individual performance results
Ensures continued trust in the government’s ability to serve and protect
15
THE LEADERSHIP AND KNOWLEDGE MANAGEMENT SYSTEM
WHAT IS THE LKM SYSTEM?
The Leadership and Knowledge Management (LKM) System focuses on identifying and addressing agency leadership competencies so that continuity of leadership is ensured, knowledge is shared across the organization, and an environment of continuous learning is present.
LEADERSHIP AND KNOWLEDGE MANAGEMENT SYSTEM
Slide 18
Component ExplanationDefinition • Ensure continuity of leadership
• Identify and address potential gaps in effective leadership• Implement and maintain programs that capture organizational knowledge and
promote learning
Standard • Effectively manage people and ensure continuity of leadership• Sustain a learning environment that drives continuous performance improvement• Provide a means to share critical knowledge across the organization
Critical Success Factors
• Leadership Succession Management• Change Management• Integrity and Inspiring Employee Commitment• Continuous Learning• Knowledge Management
Metrics • Competency Gaps Closed for Management and Leadership• Leadership and Knowledge Management Index• Merit-Based Execution of the Leadership and Knowledge Management system
LKM CRITICAL SUCCESS FACTORS
The agency has in place leaders who understand what it takes to effectively bring about changes that achieve significant and sustained improvements in performance.
The organization identifies leadership competencies and establishes objectives and strategies to ensure there is a continuous pipeline of available leadership within the organization.
Leaders foster a learning culture that provides opportunities for continuous development and encourages employees to participate. Leaders invest in education, training, and other developmental opportunities to help themselves and their employees build mission-critical competencies.
The organization systematically provides resources, programs, and tools for knowledge sharing across the organization in support of its mission accomplishment.
Leaders maintain high standards of honesty and ethics that serve as a model for the whole workforce.
Change Manageme
nt
Integrity & Inspiring Employee
Commitment
Continuous Learning
Knowledge Manageme
nt
Leadership Succession Manageme
nt
THE FEDERAL EMPLOYEE VIEWPOINT SURVEY
Focus on the Leadership and Knowledge Management Index
ABOUT THE SURVEY
• Measures employees' perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies
• 421,748 survey participants (49.7% response rate) represent 82 agencies—37 Departments/Large Agencies and 45 Small/Independent Agencies
• Measures seven (7) indices, - Engagement Index, Global Satisfaction Index, the New Inclusion Quotient, and the four HCAAF indices
• Leadership and Knowledge Management Index includes 12 questions
HCAAF FEVS INDEX 2011 - 2015
2011 2012 2013 2014 201540
45
50
55
60
65
70
LKM Job Sat ROPC Tal Mgmt
THE LKM INDEX QUESTIONS
• My workload is reasonable.• Employees are protected from health and safety hazards on
the job.• My organization has prepared employees for potential security
threats.• I have trust and confidence in my supervisor.• Overall, how good a job do you feel is being done by your
immediate supervisor?• In my organization, senior leaders generate high levels of
motivation and commitment in the workforce.
THE LKM INDEX QUESTIONS, CONTINUED
• Supervisors work well with employees of different backgrounds.
• Managers communicate the goals and priorities of the organization.
• Managers review and evaluate the organization’s progress toward meetings its goals and objectives.
• I have a high level of respect for my organization’s senior leaders.
• How satisfied are you with the information you received from management on what’s going on in your organization?
• How satisfied are you with the policies and practices of your senior leaders?
LKM FEVS INDEX 2011 - 2015
2011 2012 2013 2014 2015404550556065707580
Govt-wide DoD DHS NASA
CROSS-CUTTING INITIATIVES
WHITE HOUSE LEADERSHIP DEVELOPMENT PROGRAM
Announced by President Obama in December 2014, the White House Leadership Development Program has two main goals:
Developing Talent: Develop the next generation of career senior executives through a rotation focused on the complex, cross-agency challenges which increasingly confront the Federal Government and a development component to build and strengthen enterprise leadership skills. Delivering Results: Harness top talent from across the government to support implementation of key priorities and address mission critical challenges, such as the Cross-Agency Priority (CAP) Goals.
Program Overview
Fellows: 1st Cohort: 16 high-performing GS-15s from 16 different agencies/components and functional areas
Program Structure:
1. Training (20%)• 2 week onboarding prior to starting rotations• Cohort meets weekly (typically every Friday)• Development Program built around the stakeholders, networks
and skillsets that senior leaders need in an enterprise environment
2. Rotational Assignment (80%)• 1-year full-time assignment, typically housed in an EOP
component • Add capacity to and drive progress on cross-agency projectsSelection Process: Agency Deputy Secretary nominates 2 to 4
candidates (using own internal agency process) followed by WHLDP selection process (2 rounds of structured interviews).
Cross-Agency Priority Goals Lab to MarketOpen DataSTEMInfrastructure Permitting ModernizationInsider Threat & Security Clearance ReformCategory ManagementVeterans' Mental HealthCustomer ServiceClimate ChangePeople & Culture (Hiring & SES Reform)Shared Services
Other Cross-cutting Priorities
International Trade Data System (ITDS)Community Solutions International Women’s Issues/Let Girls Learn
FirstNet
Rotations: WH Leadership Development ProgramFellows will be placed in high visibility cross-agency projects that touch multiple agencies and stakeholders, such as the CAP Goals, which will benefit from improved cross-agency coordination, innovation, implementation and performance management. Specific projects will vary depending on the rotational assignment. Rotations during the inaugural year of the program included:
WRAP-UP
• Federal Government Primer• The Human Capital Assessment and Accountability Framework
(HCAAF)• The Leadership and Knowledge Management System• The Leadership and Knowledge Management Index on the
Federal Employee Viewpoint Survey• Cross-Cutting Initiatives