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Abu Bakar Alvi Tom Graf Harriet Oppong-Peprah Heather Smallwood Erica Wilson March 8, 2007

hi. Abu Bakar Alvi Tom Graf Harriet Oppong-Peprah Heather Smallwood Erica Wilson March 8, 2007. Intro/Tom. STILL TO BE DONE!!!!. JPL’s Office of the CIO (OCIO) is in the midst of change and transition, facing a human capital crisis. OCIO Workforce Challenges

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Abu Bakar Alvi Tom Graf Harriet Oppong-Peprah Heather Smallwood Erica Wilson March 8, 2007

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  1. hi Abu Bakar Alvi Tom Graf Harriet Oppong-Peprah Heather Smallwood Erica Wilson March 8, 2007

  2. Intro/Tom STILL TO BE DONE!!!!

  3. JPL’s Office of the CIO (OCIO) is in the midst of change and transition, facing a human capital crisis • OCIO Workforce Challenges • Managing workforce and performance during consolidation • Retaining qualified employees • Leading JPL-wide knowledge management initiatives • NASA’s Workforce Challenges • Significant risk of knowledge loss • Demand for skills is increasing, pipeline is decreasing • Competitive market for retention and recruitment in 25 – 39 age range

  4. However, OCIO has matchless potential and can be a role model at JPL if they focus on their human capital

  5. In our 21st century intervention, qualitative and quan-titative approaches uncovered our client’s concerns

  6. We used Leibowitz’s Four Pillars of Human Capital as a foundation to ask fundamental questions Knowledge Management Performance Management Competency Management Change Management

  7. How can OCIO leverage expertise in technology and their social network to lead in knowledge management?

  8. How can OCIO realize their human capital potential through performance management?

  9. What competencies must OCIO nurture or develop to build the skill set for the JPL of tomorrow? Text describing different ways to appeal to each of the three generations… Need to speak to Erica to provide… • Due to the coming labor and skill shortages, OCIO must develop skills and competencies to become more productive: • Project management and portfolio management • Personal productivity skills • Technology and communication skills

  10. What Leaders Really Do They don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it. John Kotter Harvard Business School How can OCIO employ change management techniques to influence and manage the rate of change? Managing Transitions • A Framework for Change • Boston Consulting Group, identifies correlation between 4 factors and project success • Duration • Integrity • Commitment • Effort

  11. STILL TO BE DONE!!!!

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