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Department of Veterans Affairs SES Management Transformation People-centric, Results-driven, and Forward-looking. Brief to Mr. Martin Herbert, Democratic Staff Director and Mr. Arthur Wu, Republican Staff Director Subcommittee on Oversight and Investigations, Committee on Veterans’ Affairs

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Presentation Transcript
slide1

Department of Veterans Affairs

SES Management Transformation

People-centric, Results-driven, and Forward-looking

Brief to

Mr. Martin Herbert, Democratic Staff Director

and

Mr. Arthur Wu, Republican Staff Director

Subcommittee on Oversight and Investigations, Committee on Veterans’ Affairs

U.S. House of Representatives

May 5, 2010

secretary s transformation challenge
Secretary’s Transformation Challenge

Secretary’s Vision :

Transform VA into an agile, adaptive organization

capable of leading change,

not waiting to be dragged into it.

This requires a 21st Century Leadership Team.

All VA SES Members MUST BE a vital part of this team

Multi-skilled, adaptable, flexible leaders

Enterprise, corporate thinkers

Strategic vision, strategic thinking ability

Global and cultural astuteness

Business Acumen

Results driven

Capability to build partnerships

Able to leverage technology across the enterprise

2

answer to the challenge
Answer to the Challenge

A Centralized (corporate) approach to SES Management -

  • Drives a Culture to reinforces that SES members:
    • Are a vital part of the leadership team
    • View their responsibilities in the context of the enterprise and public policy interests
    • Work effectively across organizational boundaries and functional areas
  • Helps to ensure:
    • Emphasis on the importance of the leadership team
    • Recruitment and selection of diverse talent
    • Deliberate development through structured series of well-planned developmental and educational experiences
    • Performance management culture that focuses on the Secretary’s priorities and encourages and rewards creativity, innovation, intelligent risk-taking, critical thinking
    • Strong focus on Senior Executives across the Agency

3

slide4
Fall 2009: Secretary Shinseki stood up the Corporate Senior Executive Management Office (CSEMO) to Manage his SES Resources

CSEMO Responsibilities

  • Utilization of allocations (establish/abolish positions)
  • Utilization of executives
    • Assignments, developmental opportunities
  • Staffing and Recruitment
    • Executive Resources Board that leverages best practices
  • Training and Development
    • VA Learning University focused on 21st Century Leader Development
    • Executive Coaching
  • Succession Managementand Workforce Planning
    • Building the Bench, Identifying gaps
    • Leverage SES Candidate Development Program
  • Establishment, implementation, oversight of policy and processes
  • Delivery of a fair, transparent, credible performance management system
  • Increased Diversity in SES
  • Executive Recertification
  • Employee Relations Program focused on Executives
    • Strong, ethical, honest leadership
  • State of the Art Automation
    • Dashboard to Track Metrics
    • Website
    • Talent Management

Goals: Promote continual learning; broader perspectives supporting a results-oriented, sustainable, high-performance culture; increase collaboration across VA and across Government; maximize leadership expertise

4

executive life cycle management
Executive Life Cycle Management

Structure

Separate

Acquire

Orient

Develop

Executive

Life Cycle

Distribute

Sustain

Deploy

  • Organization Structure
  • Identification of Requirements
  • Placement in Hierarchy (Role/Responsibility)
  • Preparatory Counseling
  • Recognition & Ceremony
  • Retirement Processing

Virtual War Room

  • Accessions/Sourcing
  • In Processing
  • Branding and Outreach
  • Formal Education
  • Joint Assignments
  • Broadening

Executive Staffing Suite

Executive Development System

  • How VA Runs
  • Leader Imperatives
  • Operational Exigencies
  • Performance Management
  • Compensation
  • Benefits

Executive

Development System

Performance Management

System

  • Allocations vs. Requirements
  • Initial Executive Assignment
  • Succession Plan
  • Talent Management
  • Assessment
  • Assignment

Talent Management System

Executive Management System

5

va performance management
VA Performance Management

Deputy Secretary W. Scott Gould: “President Obama and Secretary Shinseki

have committed resources and capital to invest in delivering high quality services

and benefits to our Veterans.  Transforming requires investing in people and

new business processes to improve outcomes for Veterans.” 

  • Continuous, multi-faceted process to hold executives accountable for organizational

performance

    • Monthly Organizational Performance Reviews
    • SecVA Mid-Year and End-of-Year Budget Reviews
    • Quarterly Major Initiative Assessments
  • Senior Officials directly responsible for success or failure of their systems and programs
  • Performance Plans focus at least 60% on achieving organizational results
  • Performance Review Board (PRB) process enhanced
    • Corporate Board (with outside member)
    • Strong focus on individual and organizational performance and results achieved
  • Partnered with consultant to deliver training, review plans, coach executives
  • Benchmarking to adopt best practices and automate program
  • Baseline survey to monitor fairness, transparency, equity, customer satisfaction

VA committed to continuously improving executive management

and further strengthening linkage between executive performance and VA strategic goals and operating plans

slide7

SES Performance Management System◦ Secretary personally reviewed each rating in 2009◦ Ratings adjusted based on individual and organizational performance

- Every executive provided feedback

◦ VA has implemented an aggressive training and review effort to ensure that plans and metrics are adequate

◦ Focus on ensuring that there are meaningful distinctions in performance

- Recognize the truly outstanding performers

focus areas
Focus Areas
  • Diversity
  • Developmental Assignments, details, sabbaticals
  • Executive Mix
    • Non-government executives, SES transfers to VA, GS-15 promotions
  • Use of SES allocations
  • Increased training opportunities
    • Establish Mandatory Training and Individual Development Plans
  • Credible, transparent performance management
    • Baseline survey
  • Satisfaction among SES members
    • Baseline survey
  • Executive On-Boarding
slide9

Corporate Senior Executive Management Office

Deputy Assistant Secretary

Christine L. Kluh

Loreen Orage

Program Assistant GS-9

Georgia Koliopoulos

Operations Director GS-15

Policy and Strategic

Planning Supervisor 15

Program Management Director 15

Wendy Hepker

Administrative/Budget Analyst 13/14

Dadrian Brown

HR Specialist 14

(Perf Management)

Team A

Shannon Carroll

HR Specialist 14

Team B

Sue Ellen Scannell

HR Specialist GS-14

Judy Bee Welch

HR Specialist 14

(Benefits)

HR Specialist

Strategic Planning Reports 14

HR Specialist 13

(Perf Management)

Joycelyn Jones

HR Specialist 14

HR Specialist 14

Missouri

Jeannette Jones

HR Specialist GS-14

Deborah Rodriguez

HR Specialist 14

(Employee Relations)

HR Specialist 13

(Policy)

Joyce Mitchell

HR Specialist 14

Laterica Curtis

HR Specialist GS-13

Nikole Ellis

HR Specialist 11

HR Specialist 14

(Exec Dev & Training)

HR Specialist 14

Robinson

Class Specialist GS-14

Vacant

Denise DeShields

Program Support Assistant 7

HR Specialist 13/14

(Exec Dev & Training)

Class Specialist GS-14

Vacant

Holly Imler

HR Specialist 13

Isaac Alston

Program Assistant 7

Angela Robinson

HR Assistant GS-8

Brandon Boston

HR Assistant 7