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


DOE uses all entry-level avenues to recruit young talent and cultivate future leadership ... Tapping America's Potential: Expanding Student Employment and Internship ... – PowerPoint PPT presentation

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

Strategies for Todays Workplace
  • DOE Human Resources Forum
  • June 3 and 4, 2003

Presented By
  • Stephanie Spence Diamond, Office of Corporate
    Human Resource Initiatives, ME-50.1,
  • Karen Lerma, NNSA Service Center,
  • Donna Friend, Office of Corporate Human Resource
    Initiatives, ME-50.1, donna.friend_at_hq,

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.

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

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,
  • More than half of current Federal workforce is
    eligible to retire by 2004 about 900,000
    employees. Includes early and optional

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
  • 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.

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

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.

Workforce Dynamics Present Challenges and
  • 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

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

Workforce Dynamics Present Challenges and
  • 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
  • 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.

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

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
  • Promote Workforce Diversity
  • Outsource Some Recruitment Activities
  • Measure Recruitment Success
  • as identified by the Performance Institute Study

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

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

DOEs Successes
  • Five-year restructuring plan identified
    mission-critical occupations, with particular
    focus on scientific, engineering and technical
  • Competency assessment framework is developed in
  • 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

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
  • Corporate Brand - unified approach
  • Market Federal government as exciting place to
    work sense of public service
  • Highlight potential interesting work

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

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

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
  • Facilitate agency contacts with applicants
  • Provide applicants status
  • Leverage IT and automated recruitment and hiring
  • 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

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

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,
  • 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

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

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.

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

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
  • Internships and co-ops provide the best return on
    investment for bringing new talent into the
  • Scholarship and student funding could/should link
    to jobs

OPM/Partnership for Public Service
  • Joined forces to sponsor A Call to Serve an
    initiative specifically aimed at informing
    college students about Federal career
  • 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

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

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

Promote Workforce Diversity
  • Involve agency employees in the development and
    implementation of diversity recruitment
  • 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

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

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
  • 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

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

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

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

Recruitment Studies and Resources
  • National Association of Colleges and Employers
  • Making the Most of Recruiting Resources Job
    Outlook 2002 survey
  • Office of Personnel Management (OPM)
  • USAJobs
  • Merit System Protection Board (MSPB)
  • Entering Professional Positions in Federal
    Government 1994

Recruitment Studies and Resources
  • Partnership for Public Service/
  • A Call To Serve
  • 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

Recruitment Studies and Resources
  • The Performance Institute,
  • Strategic Recruitment for Government, February
  • International Public Management Association for
    Human Resources,
  • Society for Human Resources Management,
  • U.S.Department of Labor,
  • Workforce Magazine, www.workforce/com
  • National Academy of Public Administration ,
  • A Work Experience Second To None Impelling the
    Best to Service, September 2001
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