1 / 2

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

lamar-mckee
Download Presentation

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

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related