BUILD IT AND THEY WILL COME Winning Recruitment Strategies for Todays Workplace

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BUILD IT AND THEY WILL COME Winning Recruitment
Strategies for Todays Workplace

• DOE Human Resources Forum
• June 3 and 4, 2003

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Presented By

• Stephanie Spence Diamond, Office of Corporate
  Human Resource Initiatives, ME-50.1,
  stephanie.diamond_at_hq.doe.gov
• Karen Lerma, NNSA Service Center,
  klerma_at_doeal.gov
• Donna Friend, Office of Corporate Human Resource
  Initiatives, ME-50.1, donna.friend_at_hq,doe.gov

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Purpose and Objectives

• Share information on successful recruitment
  strategies and practices
• Provide recruitment tips and tools
• Explore how to better leverage recruitment
  resources and
• Identify barriers, challenges and opportunities.

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The significant problems we face cannot be
resolved at the same level of thinking we were at
when we created them.

• Albert Einstein

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Human Capital Crisis Fact or Fiction?

• GAO, OMB and others have warned of an impending
  human capital crisis in the Federal government.
• Workforce reductions have ranged from 324,000 to
  384,000 since 1993.
• Reductions carried out with little consideration
  of workforce planning, skills analysis, needs,
  etc.
• More than half of current Federal workforce is
  eligible to retire by 2004 about 900,000
  employees. Includes early and optional
  retirement.

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Human Capital Crisis Fact or Fiction?

• By 2004, more than half of the Federal government
  over 900,000 employees (and 71 of senior
  managers) will be eligible to retire
• More than half of the Federal workforce is
  between 45 and 69 years of age. Average age is
  46 up from 42 in 1990

• Retirements include early and optional
  retirement. Employees not likely to retire
  early.
• OPM shows a 2.7 retirement rate last year, 23
  lower than OPMs previous predictions.
• 2002 had lowest quit rate in at least 5 years,
  with about 2.1 of workforce separating.

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Human Capital Crisis Fact or Fiction?

• U.S. Labor pool will shift as baby boom
  generation ages.
• Between 2000 and 2020, the prime age workforce
  (25-54 years of age) of the US labor market will
  grow by only 3 million workers. This contrasts
  with the 25 million worker increase between 1980
  and 2000.

• Competition for jobs will increase among private
  sector, non-profits, academia and other Federal
  agencies.

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Human Capital Crisis Fact or Fiction?

• High rates of turnover exist in certain
  mission-critical occupations, requiring ongoing
  recruitment and hiring
• OPM survey reveals that more than 1/3 of Federal
  employees are considering leaving their
  organizations, with 16 planning to retire in
  next 3 years.

• Federal agencies hired more employees in 2002
  than they had in more than 10 years. Many were
  hired at TSA.
• Agencies should not become complacent should be
  aggressively laying foundation.
• Window of Opportunity may exist for only the
  next several months to manage the crisis- Just
  the date is delayed.

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Workforce Dynamics Present Challenges and
Opportunities

• We are presently facing one of the most
  challenging workforce periods in the history of
  DOE and the Federal government.
• In 2001, GAO called human capital challenges
  high risk
• President Bush made Strategic Management of Human
  Capital one of 5 key management reforms.
• Strategic recruitment initiatives that are based
  on workforce analyses and human capital plans,
  contributing to workforce diversity, and aligned
  with agency strategic plans are integral
  components of strategic management of human
  capital.

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Workforce Dynamics Present Challenges and
Opportunities

• Vigorous support of the recruitment, development
  and training of employees is integral to DOEs
  success.
• DOEs vital missions deserve no less than a
  strong, agile and technically proficient
  workforce.
• Human Resource Professionals are key to
  successful workforce strategies - the who,
  what, when, where and why of Federal
  recruitment efforts

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Workforce Dynamics Present Challenges and
Opportunities

• We must search for the most effective and
  efficient means to recruit and retain employees
  and leaders at all levels.
• Funding and other resources that support hiring,
  training and incentive choices continue to be
  limited.
• We must be mindful of our competitors, not only
  the private sector, but also non-profits as well
  as other government agencies.
• We must use all available information and
  resources to design an effective recruitment
  strategy that will achieve results.

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The most pathetic person in the world is one who
has sight but no vision.

• Helen Keller

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Innovative Recruitment Practices

• Adopt a performance-based approach to Human
  Capital Planning
• Promote Government Service through Effective
  Branding and Marketing of Agency Mission
• Streamline Hiring Processes and Create Quality of
  Worklife Flexibilities
• Design Tailored Strategies to Recruit Specific
  Skills Sets
• Provide for Market and Performance-Based Pay

• Use Internships, Fellowships, and Alternative
  Staffing Solutions
• Cultivate Leadership through Candidate
  Development Programs and Strong SES Evaluation
  Systems
• Promote Workforce Diversity
• Outsource Some Recruitment Activities
• Measure Recruitment Success
• as identified by the Performance Institute Study

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Adopt a Truly Performance-based Approach to
Human Capital Planning

• Dont fill empty seats examine needs and gaps
• Align human capital plan with strategic plan
• Use all available data
• Workforce analysis should contain
• Workforce statistics
• Attrition analysis
• Competency-based assessments
• Alignment with other PMA initiatives

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Agency Successes

• Treasury/IRS Assessed mission-critical
  occupations, using a computer model. Served as
  foundation for recruitment model delineating
  IRSs target workforce and hiring priorities.
• USDA Identified the 21 most critical
  occupational series to meet workforce needs.
  Determined both general and occupation specific
  competency gaps
• EPA Identified the 10 most important
  competencies required by the five major
  occupational groups. Workforce planning and
  allocation model being developed.
• NRC Used double-encumbering of positions
  knowledge retention

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DOEs Successes

• Five-year restructuring plan identified
  mission-critical occupations, with particular
  focus on scientific, engineering and technical
  fields.
• Competency assessment framework is developed in
  CHRIS
• DOE has a strategic human capital plan
• DOE is integrating the PMA in its approach.
• Program Direction Corporate Review Budget (CRB)
  call - budget must be linked to updated Workforce
  Plans

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Promote Government Service through Effective
Branding/Marketing of Agency Mission

• Identify a clear brand related to agency mission
  to market to potential employees
• Develop marketing strategies and recruitment
  practices
• Corporate Brand - unified approach
• Market Federal government as exciting place to
  work sense of public service
• Highlight potential interesting work

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Agency Successes

• GSA developed a branding strategy You Can Do
  That Here
• VA developed its brand The Best Care, The Best
  Career
• HHS advancing the image of One HHS
• NAVAIR migrated to one college recruiting team
  enabling better utilization of resources

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DOE Successes

• Developed Corporate Outreach and Recruitment Team
• Corporate recruitment strategy
• DOE developed a branding slogan and corporate
  look
• Join Us Today To Make A Difference
• Corporate logo and materials
• Intern and student programs

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Streamlining Hiring Processes and Create Quality
of Life Flexibilities

• Use hiring flexibilities
• Simplify processes for job postings, application
  submission and applicant notification
• Shorten timeframe between application and job
  offer
• Facilitate agency contacts with applicants
• Provide applicants status
• Leverage IT and automated recruitment and hiring
  systems
• OPM USAJobs - Recruitment One-Stop
• Interfaces with agency systems such as Quick Hire
• Implement workplace flexibility programs that
  promote qualify of worklife
• Create a great orientation program

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Agency Successes

• OPM streamlined SES merit staffing process to a
  30-day model
• State reduced the length of time by 10 months
  between application and employment as a FSO
• IRS initiated a categorical ranking
  process,replacing examination
• EPA uses eZhire_at_EPA, a web-based recruitment
  and employment application system
• Treasury HRConnect is facilitating the
  development of a human capital plan based on
  OPMs framework

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DOE Successes

• Implementation of CHRIS as an enterprise system,
  incorporating new competency framework
• Wide use of worklife flexibilities including AWS,
  telecommuting, child care, commuter subsidies,
  etc.
• Projects currently underway to streamline/redesign
  the hiring processes, recruitment paperwork
  better leverage of technology
• Imminent interface with Recruitment One Stop over
  the summer months
• Establishment of candidate databases for students
  and CIP

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Provide for Market/Performance Based Pay

• Research and study various sources to stay
  current on compensation issues
• Benchmark against non-profit and academia as well
  as private sector.
• Link pay with market rates. Economy is fluid.
  Currently no raise economy (Time, May 26,
  2003). Take advantage.
• Adopt a broadband system vs. General Schedule
• Transition toward a pay-for-performance system
  to recognize and reward leadership and
  outstanding performance

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Agency Successes

• NIST implemented a demo project encompassing
  pay-banding, performance-based pay, supervisory
  differentials, flexible probationary periods
• DOD established a pay system that integrates a
  pay band about GS-15 level for Senior Scientific
  Technical Manager positions
• Navy China Lake Demonstration Project,
  implemented in 1980, features pay-banding,
  performance based pay and increased flexibility
  in starting salaries.

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DOE Successes

• Development and use of broadbanding in the
  excepted service EK, EJ and EN pay bands
• New SES performance management system aligned
  with strategic plan and goals. Cascading to
  managers and supervisors.
• Leveraging pay, benefits and incentives to craft
  a compelling offer that responds to candidates
  needs and is responsive to fluid economy

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Use Internships, Fellowships and Alternative
Staffing Solutions

• Leverage short-term and alternative staffing
  options to fill some human capital needs
• Internships and co-op education programs provide
  students exposure to the Federal work environment
  while providing managers a preview of students
  skills and abilities.
• Shift in emphasis from simply providing jobs to
  providing meaningful and challenging work
  experiences.
• Internships and co-ops provide the best return on
  investment for bringing new talent into the
  organization.
• Scholarship and student funding could/should link
  to jobs

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OPM/Partnership for Public Service

• Joined forces to sponsor A Call to Serve an
  initiative specifically aimed at informing
  college students about Federal career
  opportunities
• Red, White and Blue Jobs
• Hold periodic meetings with Federal agencies to
  share best practices
• Recently sponsored National Career Services
  Conference at UMD brought together agency
  representatives with over 400 college/university
  placement officials.
• DOE is actively involved with all Call To Serve
  activities

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DOE Successes

• DOE uses all entry-level avenues to recruit young
  talent and cultivate future leadership
• PMI, CIP, SCEP and STEP
• Summer/student intern programs
• Beginning to seek ROI from student programs
• EM/ Hispanic Scholarship Fund Institute Co-op
  program
• FE pipeline Technical Intern Program
• Linkage of undergraduate programs to CIP

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Promote Workforce Diversity

• Make a Business Case for Diversity
• Compile and analyze diversity data to identify
  underrepresented groups. Need to include
  statistics tracking gender, race and national
  origin by grade, series, geographic location and
  supervisory status.
• Develop a marketing and recruitment campaign to
  reach candidates in underrepresented groups,
  including disabled.
• Recruit America Campaign recognized by OPM and
  Partnership for Public Service as a best practice

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Promote Workforce Diversity

• Involve agency employees in the development and
  implementation of diversity recruitment
  initiatives.
• Disability employment and Hispanic employment
  plans in process
• DOE regularly convenes HEPMs within DOE
• DOE co-hosted the NAHFE V Summit
• Cultivate partnerships and long-term
  relationships with organizations yielding
  qualified and diverse candidates
• DOE developed and houses Diversity Sources Guide
  and Diversity Strategies Guide on the web

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Measure Recruitment Success

• Need to recognize the importance of measuring
  recruitment initiatives.
• Few examples of effective, mission-aligned human
  resource performance measures at Federal level.
• Start base lining and tracking now review,
  adjust, adapt
• Incorporate return on investment data

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Measure Recruitment Success

• Current measurements agencies are using include
• Performance measures relative to recruitment and
  hiring cycles include timeframes for development
  and distribution of vacancy announcements,
  referral of candidates and extensions of job
  offers.
• Integration of evaluative tools such as surveys
  capture applicant and manager satisfaction
• Agencies are using proxy measures such as
  numbers of applications received or individuals
  hired. These reveal little about impact of
  initiatives on skills gaps and improved program
  performance.

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Measure Recruitment Success

• Tracking candidate initiatives generating the
  largest pool of qualified candidates is
  fundamental to getting the biggest bang for the
  buck.
• Agencies should examine and define a limited,
  balanced set of measures.
• Reducing skills gaps
• Increased retention
• Improved quality and efficiency of recruitment
  transactions
• Quality of hire define quality
• Increased diversity diversity of pool

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I am only one, but I am still one. I cannot do
everything, but I can still do something. I will
not refuse to do the something I can do.

• Helen Keller

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DOE Model Recruitment Strategy for CIP

• Brief summary of mission, vision, functions and
  organizational setting
• Brief summary of positions basic duties and
  responsibilities
• Basic qualifications and/or special position
  requirements
• Recruitment sources
• Marketing strategy
• Development plan
• Marketing incentives
• Receipt and evaluation of applications
• Interview and selection process
• Follow up and evaluation process

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Recruitment Studies and Resources

• National Association of Colleges and Employers
  www.naceweb.org
• Making the Most of Recruiting Resources Job
  Outlook 2002 survey
• Office of Personnel Management (OPM) www.opm.gov
• USAJobs
• Studentjobs.gov
• Students.gov
• Merit System Protection Board (MSPB)
  www.mspb.gov
• Entering Professional Positions in Federal
  Government 1994

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Recruitment Studies and Resources

• Partnership for Public Service/
  www.ourpublicservice.org
• A Call To Serve www.calltoserve.org
• Tapping Americas Potential Expanding Student
  Employment and Internship Opportunities in the
  Federal Government, July 10, 2003
• Red, White and Blue jobs
• Engineering jobs
• Business jobs
• Speakers Bureau
• General Accounting Office (GAO
• SES Retirement Trends Underscore the Importance
  of Succession Planning, May 2000
• Human Capital Effective Use of Flexibilities Can
  Assist Agencies in Managing Their Workforces,
  December 2002

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Recruitment Studies and Resources

• The Performance Institute, www.performanceweb.org
• Strategic Recruitment for Government, February
  2003
• International Public Management Association for
  Human Resources, www.ipma-hr.org
• Society for Human Resources Management,
  www.shrm.org
• U.S.Department of Labor, www.dol.gov
• Workforce Magazine, www.workforce/com
• National Academy of Public Administration ,
  www.napa.org
• A Work Experience Second To None Impelling the
  Best to Service, September 2001