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Recruitment: Report Out. Pat Hemphill- MVD-MVK Andrew Posma- POD-POA. Recruitment. Strategic Gap: Ineffective & inefficient recruitment process Strategy: Obtain direct hire auth Institutionalize HR/Mgr Recruitment plan Manager accountability/culture change Possible Obstacles:

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recruitment report out

Recruitment: Report Out

Pat Hemphill- MVD-MVK

Andrew Posma- POD-POA

recruitment

Recruitment

Strategic Gap:Ineffective & inefficient recruitment process

Strategy:

Obtain direct hire auth

Institutionalize HR/Mgr Recruitment plan

Manager accountability/culture change

Possible Obstacles:

Corps corporate selection policies (leadership interviews)

Culture: position description, selection panels, interview structure, announcement strategy

recruitment1
Recruitment

Required Resources:

  • Dedicated resources (DHA business case analysis)
  • Top leadership commitment
  • Training (overhead $)

Metric:

  • % fill
  • Time to fill
  • Quality of Recruits (w/OPM)
recruitment2

Recruitment

Strategic Gap:Workforce planning is not consistently defined or prioritized

Strategy:

Develop a corporate planning model

Educate & train Managers

Implement and measure effectiveness of the plan

Focus supervisors

recruitment3
Recruitment

Possible Obstacles:

  • Workload projection
  • Lack of understanding and Command Emphasis
  • Time constraints/workload
  • CoPs not integrated into workload/force analysis
  • Supervisor ratio

Required Resources:

  • Funds & People

Metric:

  • Target fill vs on-board strength
  • % of managers trained/educated
  • % of workforce plans developed and reviewed annually during 3rd Q
recruitment4

Recruitment

Strategic Gap: Lack of USACE Corporate Recruitment Strategy

Strategy:

Hire marketing firm (industry business mgt process)

Develop/employ strategic marketing and recruitment team

Develop/implement recruitment toolbox (SMART)

Possible Obstacles:

Funding

Corporate (HQUSACE) vs regional/local (Div/Dist) focus

Branding compensation

Corporate buy-in

Fiscal law implications (marketing firm procurement)

Confusion between DoD SMART and strategic marketing/recruitment programs

recruitment5
Recruitment

Required Resources:

  • Funding
  • Corporate buy-in

Metric:

  • Hiring qualified employees
  • Vacancy rate (change)
  • Number of resumes received
  • Diversity of workforce
  • Brand awareness
recruitment6

Recruitment

Strategic Gap:

Total Compensation – Perception that total compensation packages is not competitive with private industry.

Strategy:

Identify and Educate Managers and Supervisors

Authorize compensation packages to be determined by the hiring manager (Flexibility)

National level funding for incentives

recruitment7

Recruitment

Possible Obstacles:

Risk

Budgets are project Funded

Authorization at District levels

Required Resources:

Budget

HR for training/awareness

Pre-approval

Metric:

Incentive Use –How often and which ones

# of Hires

Retention after 1 year

Survey of new employees

filling oconus positions

Filling OCONUS Positions

Strategic Gap: Concerns/misconceptions of OCONUS assignments

Strategy:

Counter the “Fears” of the Unknown, Process, Existence, Failure, Injury

Create a Marketing Campaign (Professional/Comprehensive)

Explain Deployment Process

Why the Corps is there

What type of work is being completed

Explain Operating mission

Explain Benefits ($)

filling oconus positions1

Filling OCONUS Positions

Possible Obstacles:

Selecting the Media Platforms to disseminate info, multiple population targets

Funds to develop commercial contract

Media/public perception, “Are we telling the truth”

Required Resources: Public Affairs contract

Funding for a Marketing Campaign

Metric: Number of positions filled

slide12

Filling OCONUS Positions

  • Strategic Gap: OCONUS Tour Planning
  • Strategy: Develop a Deployment Cycle consisting of a Departure plan, Backfill plan, Return plan
  • Develop a supervisors Toolbox of Options
    • Backfill sources consist of: Contract, over-hire, retiree recall, interns, utilization of term/temp appointment, developmental promotion/assignments, Stateside schedule A authority, Build deployable positions into the permanent workforce (GWOT)
slide13

Filling OCONUS Positions

  • Possible Obstacles:
  • Stateside Schedule A authority doesn’t exist (Solution: OPM)
  • Noncompetitive hiring authority of schedule A upon return.
  • (Solution: OPM/legislative)
  • Required Resources:
  • Help from OPM
  • HQ template development of plan
  • Metric: Plan for 100% target fill
slide14

Filling OCONUS Positions

  • Strategic Gap: Small available pool of personnel inside the Corps
  • Strategy: Expand the aparent “Small Available Pool of Personnel”
  • Position descriptions for Quality Assurance to qualify journeyman level applicants for engineering (WG4749)
  • Marketing campaign
    • Public Hire Sched A
    • Professional Organizations
    • Personal Services Contract Hires
    • FCIP Interns Utilize SMART, Recruitment Incentives
    • Other DOD/Other Gov
    • Virtual Workforce/Virtual Site Visits Reach back Hires
slide15

Filling OCONUS Positions

  • Possible Obstacles:
  • Classification process
  • USACE/Centric mentality
  • Local market supplement funds
  • Getting a WG deployed
  • Required Resources:
  • HR Task Force
  • Metric:
  • Number of applicants available
  • Number of positions filled
recruitment8
Recruitment

BHAG

  • East/West 2 HROs (currently CPACs) –USACE only
  • National/USACE recruitment effort w/ selections made locally
  • “Super” employment USACE web page w/embedded links
recruitment9
Recruitment

BHAG Continued

  • Request some type of Corps-specific hiring authority in sync w/national recruitment
  • Virtual locality pay
  • LMS by occupational series
  • National USACE contrct to provide non-governmental in nature services.
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