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Supervisors’ All Hands

Supervisors’ All Hands. Theme: Diversity/Inclusion February 23, 2010. Agenda. WF 2010 Update. Nancy A. Abell Associate Director. GSFC Workforce Framework. Pipeline. Performance Management. Selection. Employer of Choice. ASSESS RESULTS. ACCOUNTABILITY. CHANGE.

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Supervisors’ All Hands

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  1. Supervisors’ All Hands Theme: Diversity/Inclusion February 23, 2010

  2. Agenda

  3. WF 2010 Update Nancy A. Abell Associate Director

  4. GSFC Workforce Framework • Pipeline • Performance Management • Selection Employer of Choice ASSESS RESULTS ACCOUNTABILITY CHANGE

  5. 2010 WF Team - Selection

  6. 2010 WF Team - Pipeline

  7. 2010 WF Team - Performance

  8. Agenda

  9. Power & Privilege Update Sharon M. Wong Special Assistant for Diversity

  10. Background • Co-owned by Diversity, Equal Opportunity Programs Office (EOPO) and Office of Human Capital Management (OHCM) • Supervisory workshops launched April 2009 • Purpose/Scope

  11. Power & Privilege: Race Workshops • Participants • Executive Council, Diversity Council, Directorates • Supervisors/Influence leaders • Non-supervisors (pilot sessions) • Lessons Learned • Managing expectations • Class size and diverse groups • Processing the new learning • Follow-on activities

  12. Next Steps • Annual offerings for new supervisors • Follow-on activities • Center • Directorates • Next in series (Sexual Orientation, Age, Gender, Ability)

  13. Agenda

  14. Hiring Richard Gudnitz Office of Human Capital Management Organizational Capability Office

  15. FY09/10 Recruitment Program Updates • Early Career Hiring Initiative (ECHI) – May 09 to date: 60 vacancies, 50 hires, 50 on-board; Received an “A” from NASA HQ Office of Diversity and Equal Opportunity • 50 meet Fresh-Out definition • 32 males, 18 females • 23 minority, 27 non-minority • 38 age 30 or below • People With Targeted Disabilities (PWTD) hiring successes • 3 hires since October 1, all administrative professionals • Workforce 2010 and 50% fresh-out hiring goal • Student programs pipeline integration – OHCM helped recruit underrepresented students for GSFC summer internships

  16. Program Updates (cont’d) • Recent Targeted Recruitment Events: • African-American (Historically Black Colleges/Universities [HBCU’s]) National Society of Black Engineers (NSBE) • Hispanic (SHPE, Puerto Rico) • Women (SWE) • Individuals With Targeted Disabilities (Gallaudet, PWD Career Expo, OPM Federal Hiring Event • Out For Work (GLBT) • Walter Reed, Military veterans • East Coast Asian- American Student Union • Native Americans (AISES) • Marketing: Twitter, Facebook, LinkedIn, Recruitment webpage, Diversity flyers

  17. Agenda

  18. GSFC OnBoarding Initiative Pamela Barrett Office of Human Capital Management Talent Cultivation Office

  19. Bill of Rights

  20. Challenges • The “Bill of Rights” is not being achieved in all instances • Multiple badges issued • Lack of trigger points for non-civil servant personnel coming to the Center • No OnBoarding Tracking System available to provide a status on new employees and indicate where they are in the process • Contractor OnBoarding processes are being requested and the Agency is devoting resources to this issue • COTRs in technical positions have raised concerns about their onboarding roles and responsibilities

  21. What’s in Place? • Established a minimally centralized OnBoarding office • Defined and documented sustainable onboarding processes and procedures for Civil Servants • Designed and implemented a Center OnBoarding website http://onboarding.gsfc.nasa.gov • Implemented a requirement for Supervisors to provide an OnBoarding Ambassador (mentor) and a meaningful work assignment for each new employee • Collaborating with the Agency to define onboarding performance metrics and evaluation strategies

  22. What’s in Place? • Identified Directorate OnBoarding Reps (DORs) Community • Designed and distributed a comprehensive “New Employee Package” for Supervisors • Developed checklists for the Supervisor, DORs, and New Employees • Redesigned orientation programs to include Center Leadership, information about organizational history, and mission/core values • Collaborating with the Education Office to document the onboarding process for summer interns

  23. Next Steps • Educate the DORs on the onboarding processes and assist with troubleshooting issues • Document and communicate new and modified onboarding processes • Participating on the Agency OnBoarding Initiative for NASA (OBIN) team • Bring new employees onsite and/or provide remote access prior to Entrance on Duty (EoD) date to complete fingerprinting and badging

  24. What We Need From You? • Identify an OnBoarding Ambassador for the new employee during the ‘After Acceptance’ discussion • Communicate with the DORs to ensure the “New Employee Bill of Rights” is met • Utilize the “Supervisor Checklist” as a tool for successful OnBoarding • Input on surveys when solicited • Provide a welcoming experience to new employees

  25. Welcome to the NASA/Goddard Family… Captivating, Cultivating and Challenging YOU!

  26. Welcome to the NASA/Goddard Family… Captivating, Cultivating and Challenging YOU!

  27. Welcome to the NASA/Goddard Family… Captivating, Cultivating and Challenging YOU!

  28. Agenda

  29. Surveys - Culture Kathy Doyle Office of Human Capital Management Organizational Leadership and Culture Office

  30. Background • The new Federal Employee Viewpoint Survey (formerly known as the Federal Human Capital Survey) is a critical tool for driving change • Invitations via e-mail from OPM have already been sent to 2,300 GSFC Full-time Permanent Civil Servants; survey will remain open until 3/31 • 2009 Best Places to Work Rankings: NASA: #3 (#4 in 2007)

  31. Purpose REQUESTS: • As leaders and managers of your organization, take the time to complete the survey providing honest responses • Encourage all of your civil servant employees to do the same • In any venue where appropriate, encourage your peers and/or others around you to provide their input FYI: As of COB 2/16 – GSFC’s response rate is 21.4% (lowest of the 10 Centers)

  32. What Happens with the Data? • Utilize the results of the data to identify areas that may require attention • Partner with the Directorates that receive results to develop an action plan to do the following: • address the areas of improvement • identify the strength areas and capitalize on those areas to ensure the organization continues to do even better

  33. Current State/Activities • Team [Cultural Survey Investigators (CSI): Goddard] has gathered data from recent employee surveys conducted by different mechanisms in order to provide an integrated assessment of the culture at GSFC.

  34. Current State/Activities • The “Big Picture” that emerges from the data will provide an integrated picture of the cultural environment that currently exists and provide an opportunity for the OHCM to strategically address issues/concerns through the following potential areas to include, but not limited to: • leadership training/development • supervisory practices • coaching • performance management • recruiting and retention strategies • The team has determined from their analysis that the areas requiring some level of attention are the following: • Communication • Leadership • Performance

  35. Future State/Activities • As a result of the CSI: Goddard team’s findings, the team has developed a plan for moving forward including, but not limited to, collaborating with our key stakeholders and/or other partners to begin addressing our findings • In the very near future, our Job and Business Opportunities link on the Goddard Home page will provide information about our 2009 “Best Places to Work” rankings determined by our 2008 OPM Federal Human Capital Survey results (now the Employee Viewpoint Survey) • NOTE: For more information on Best Places to Work, visit the following website: http://data.bestplacestowork.org/bptw/index

  36. Next Steps • Conduct analysis of the 2010 EVS real-time as results become available and address challenges/issues immediately to ensure the most impact and/or opportunity to influence change/improvement where needed • Prepare communications for the upcoming Agency Diversity and Inclusion (D&I) Survey – scheduled to launch within the month • Understanding and definition of diversity • Awareness of diversity • Support for the Agency and Center’s Diversity and Inclusion Program • Workplace climate/culture • Finally, what can you do as leaders of NASA and GSFC… • let your voice be heard and encourage your employees and peers to let their voice be heard, too! • we can’t drive change if we don’t know where change is needed

  37. Agenda

  38. Employee Performance Communication System(2010 Performance Management) Bernadette Fowler Office of Human Capital Management Performance and Work-Life Dynamics Office

  39. Ideal! Effective organizations complete each of these activities during the performance cycle. • The Employee Performance Communication • System is based upon sound management principles • that have the power to get results: • Achieve Center’s goals. • Give employees a stake in the mission. • Growth and development of staff. • Recognition of a job well done. • Employees perceive the system as fair and objective. Employee retention! 40

  40. 2006–2009 Review Results This chart depicts the compilation of annual performance management discussions completed Center-wide for the years 2006–2009.

  41. 2009 Performance Appraisal Compliance Review Results • Based upon the review of 671 performance plans (Distinguished Center-wide) • This chart shows the rate at which discussions were completed in 2009. Recommendation: Complete the development discussion and offer an IDP when issuing the new performance plan. Additional guidance regarding what is expected in a development discussion will be provided by OHCM.

  42. 2009 Substantive Review • Review of Distinguished Supervisory Appraisals • EO/Diversity Significantly Exceeds rating justifications need strengthening • Recommendation: Strengthen justifications with specific examples of “exceptional” performance for each supervisory employee. • Diversity Program Office/EOPO/OHCM will review the EO/Diversity Guidance Document and update it • Supervisors should revisit the EO/Diversity Guidance Document for examples of performance that exceeds Meets

  43. 2009 Substantive Review • Need for better communication of performance expectations • Performance standards lack measures • Objective guidance regarding levels of performance • OHCM is investigating the approach to address this area and will share it during the upcoming Directorate discussions

  44. Performance Management Calendar Note: Robert H. Goddard Award Call extended closing March 8.

  45. Agenda

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