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Human Resources - Strategic Management of Human Capital – Supporting BPMS Logic Model

Human Resources - Strategic Management of Human Capital – Supporting BPMS Logic Model. Activities & Outputs Intermediate Outcome Strategies End Outcomes. Activity/S1: Conduct Annual HR Strategic Planning Session

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Human Resources - Strategic Management of Human Capital – Supporting BPMS Logic Model

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  1. Human Resources - Strategic Management of Human Capital – Supporting BPMS Logic Model Activities& Outputs Intermediate Outcome Strategies End Outcomes • Activity/S1: Conduct Annual HR Strategic Planning Session • # Human Capital Management Annual Performance Plans linked to agency mission / budget • Activity/S2: Conduct Annual Workforce Analysis and Update 5 year Workforce and Succession Plan • % Attrition/Separation Rate of leaders / mission critical occupations (MCO) • # of MCOs w/Skill Gaps • # Leadership Positions w/Skill Gaps • Span of Control / Supervisory Ratio • Activity/S3: Update and Engage 5 year Recruitment - Staffing Strategy / Annual Plan (based on Workforce Plan) • Results of Placement Follow-up surveys • Results of exit interview surveys • # days to fill vacancies • # completed recruit actions • % of actual to budgeted FTE (utilization rate) • % diversity of new hires • Activity/S4: Update and Engage 5 year Training & Development Strategy / Annual Plan (based on Workforce Plan) • # participants / leadership competency oriented programs • # Knowledge Management (institutional knowledge retention) strategies implemented • # participants / MCO ‘skill gap closure’ training programs • Activity/S5: Facilitate a results-driven performance culturebased on ‘culture’ survey(s) results • % of employees linked via performance plans • # performance recognition awards • % diversity of total workforce • results of surveys, i.e., HR customer satisfaction survey, FHCS, GALLUP • # web-based HR service functions to customer • Strategy One: Improve alignment of human capital initiatives to Agency mission and goals • % Human Capital Management Annual Performance Plans completed and demonstrating results • Strategy Two: Support workforce planning & deployment • % increase e-Gov HR service functions to customers • % reduction of MCOs w/skill gaps (feeds End Outcome Measure) • Strategy Three: Improve the Acquisition and Utilization of Talent • % increase # of highly skilled (quality) new hires • % decrease of ‘voluntary’ terminations (retention) • % decrease in days to fill vacancy (feeds End Outcome Measure) • % increase in FTE utilization rate • % increase of diversity of new hires • Strategy Four: Sustain Learning Environment andLeadership Continuity • % increase in Leadership Utilization Rate • % increase in KM strategies/systems implemented (e.g., AgLearn, Collaboration Web Tool) • % increase of the leadership talent pool ratio (succession planning) • % increase of participation in MCO (skill gap closure) training programs • Strategy Five: Improve the Results-Driven Performance Culture • % increase of employee performance plans linked to agency strategic plan, mission, goals • % awards given to documented ‘high performers’ • % increase of diversity of total workforce • % improvement in culture/customer service survey(s) • Goal: • Human Capital investments, activities and resources directly support agency accomplishment of organizational goals. • End Outcome Measures: • (to Agency Strategic Plan / Scorecard) • Reduce Cycle Time to Fill Vacancies • Reduce % of Skills Gaps of Mission Critical Occupations • To ensure the competency and skills needs (or gaps) of mission critical occupations are effectively addressed through recruitment, training & development, diversity, retention, and related strategies. • Updated 11/05/04 Migyanka

  2. Human Resources - Strategic Management of Human Capital – Supporting BPMS Logic Model Activities& Outputs Intermediate Outcome Strategies End Outcomes • Activity/S1: Conduct Annual HR Strategic Planning Session • # Human Capital Management Annual Performance Plans linked to agency mission / budget • Activity/S2: Conduct Annual Workforce Analysis and Update 5 year Workforce and Succession Plan • % Attrition/Separation Rate of leaders / mission critical occupations (MCO) • # of MCOs w/Skill Gaps • # Leadership Positions w/Skill Gaps • Span of Control / Supervisory Ratio • Activity/S3: Update and Engage 5 year Recruitment - Staffing Strategy / Annual Plan (based on Workforce Plan) • Results of Placement Follow-up surveys • Results of exit interview surveys • # days to fill vacancies • # completed recruit actions • % of actual to budgeted FTE (utilization rate) • % diversity of new hires • Activity/S4: Update and Engage 5 year Training & Development Strategy / Annual Plan (based on Workforce Plan) • # participants / leadership competency oriented programs • # Knowledge Management (institutional knowledge retention) strategies implemented • # participants / MCO ‘skill gap closure’ training programs • Activity/S5: Facilitate a results-driven performance culturebased on ‘culture’ survey(s) results • % of employees linked via performance plans • # performance recognition awards • % diversity of total workforce • results of surveys, i.e., HR customer satisfaction survey, FHCS, GALLUP • # web-based HR service functions to customer • Strategy One: Improve alignment of human capital initiatives to Agency mission and goals • % Human Capital Management Annual Performance Plans completed and demonstrating results • Strategy Two: Support workforce planning & deployment • % increase e-Gov HR service functions to customers • % reduction of MCOs w/skill gaps (feeds End Outcome Measure) • Strategy Three: Improve the Acquisition and Utilization of Talent • % increase # of highly skilled (quality) new hires • % decrease of ‘voluntary’ terminations (retention) • % decrease in days to fill vacancy (feeds End Outcome Measure) • % increase in FTE utilization rate • % increase of diversity of new hires • Strategy Four: Sustain Learning Environment andLeadership Continuity • % increase in Leadership Utilization Rate • % increase in KM strategies/systems implemented (e.g., AgLearn, Collaboration Web Tool) • % increase of the leadership talent pool ratio (succession planning) • % increase of participation in MCO (skill gap closure) training programs • Strategy Five: Improve the Results-Driven Performance Culture • % increase of employee performance plans linked to agency strategic plan, mission, goals • % awards given to documented ‘high performers’ • % increase of diversity of total workforce • % improvement in culture/customer service survey(s) • Goal: • Human Capital investments, activities and resources directly support agency accomplishment of organizational goals. • End Outcome Measures: • (to Agency Strategic Plan / Scorecard) • Reduce Cycle Time to Fill Vacancies • Reduce % of Skills Gaps of Mission Critical Occupations • To ensure the competency and skills needs (or gaps) of mission critical occupations are effectively addressed through recruitment, training & development, diversity, retention, and related strategies. • Updated 11/05/04 Migyanka

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