Farm and Foreign Agricultural Services FY 2005-2009

1. Strategic Management of Human CapitalRecruitment Strategy Farm and Foreign Agricultural Services FY 2005-2009

2. Recruitment Strategy Table of Contents • Strategy, Outcomes and Means • Roles & Responsibilities • Overview Diagram • Summary of Annual Agency Recruitment Work Plan Activities

3. Recruitment Strategy Strategy, Outcomes and Means • Strategy • Improve the Acquisition and Utilization of Talent; to recruit the right people with the right skills at the right time with an infrastructure for recruitment that will assist FFAS to acquire and retain a well qualified diverse workforce to carry out the missions of FAS, FSA and RMA • Outcomes • To reduce the future mission critical occupations with skill needs (gaps) • To decrease the number of ‘voluntary’ terminations • To increase number of high quality new hires • To decrease the days to fill vacancies (customer sensitive) • To increase the diversity of new hires • To increase the FTE utilization rate • Means • Incorporate the Workforce Analysis results into the 5 year Recruitment Strategy and/or the Agency Annual Recruitment Work Plans in order to efficiently and effectively address the skills and competencies needs for future mission critical occupations • Develop and utilize recruitment work plans and retention initiatives to close anticipated workforce skills and competency needs as defined by OPM, i.e., HR Manager, current position descriptions, SMEs, etc. • Involve senior leaders and managers in strategic recruitment, marketing, and retention initiatives • Identify investments in recruitment activities, HR flexibilities and tools, and retention strategies • Ensure recruitment strategies are aggressive and multi-faceted • Use flexible compensation strategies to attract and retain quality employees who possess mission critical skills and competencies • Ensure the application process enables rather than deters job seekers • Continually improve the recruitment and retention activities by assessing performance results

4. Recruitment Strategy Roles & Responsibilities Agency Management: • Participate with HR in workforce planning efforts to set recruitment goals and budget • Hold lower level management accountable for meeting skill and diversity objectives • Provide feedback regarding past recruitment initiatives and make recommendations for improvement • Ensure quality, competent candidates are selected to fill mission critical occupations • Consider candidate pools from all special emphasis programs, e.g., various student programs Human Resources (KC and WDC): • Participate with Agencies and Field Offices to set policy, objectives, and structure for an effective and efficient recruitment program • Provide overall leadership, guidance, and coordination on recruitment and outreach • Collaborate with Agency management, Civil Rights and Outreach Staffs, and HR specialist to develop, implement, and evaluate strategies, plans, policies, and programs designed to acquire quality, competent candidates/employees • Develop, implement, and evaluate strategies, plans, policies, and programs to meet recruitment goal • Work with recruitment teams to participate in recruitment and retention activities • Implement and execute the Recruitment Strategy and Agency Annual Recruitment Work Plans at the field level • Participate in local, community-based recruitment activities Field Offices: • Participate in recruitment teams and attend career fairs, conferences, etc. • Participate in analyzing workforce data and developing recruitment work plans • Implement and execute the Recruitment Strategy/Agency Annual Recruitment Work Plans

5. Recruitment Strategy Overview – Process Flow Diagram

6. Recruitment Strategy Summary of Annual Agency Recruitment Work Plan Activities • Step 1: Review Agency Mission and Identify Recruitment Implications (Due by end of 4Q) • Review the Agency Strategic and Budget Performance Plans, the Annual Performance Report, its mission, goals and performance indicators and determine possible recruiting activities and resource needs required to support the accomplishment of the Agency mission. • Step 2: Examine Workforce Analysis Results (turnover, retirement projections, skill needs, demographics, trends, etc.) with Agency Management (Due by end of 4Q) • Evaluate Workforce Analysis results (per USDA Workforce Planning and Succession Planning Guidance provided by HRD Director’s office) to: • Identify mission critical occupations (MCO) with future vacancies; and their critical skill needs • Identify future leadership vacancies and their skill needs • Identify specific recruitment sources, e.g., universities, associations, advertisement locales, internal pools (Student Programs, Disability Programs, etc.) • Step 3: Evaluate Impact / Outcomes of Recruitment Programs (Due by end of 1Q) • Analyze and evaluate previous recruitment plans, performance outcomes, lessons learned, barriers, and best practices; and identify improvement opportunities to improve recruitment and placement effectiveness. Assess previous outcome data re: job placement follow-up data, exit interview data, days to fill vacancies, diversity of new hires and reduction of skill needs (gaps). • CONTINUED

7. Recruitment Strategy Summary of Annual Agency Recruitment Work Plan Activities • Step 4: Develop and Execute the Agency Annual Recruitment Work Plan (Due by end of 1Q) • Develop Agency Annual Recruitment Work Plan and consider the following major elements; • Effective and efficient utilization of the Regional Recruitment Teams • Performance outcomes / indicators • Data analysis and reporting requirements • Quick Hire and other e-Gov and process improvement initiatives • Marketing initiatives • Recruitment Calendar • Hiring / retention flexibilities use • Relationships with professional organizations, colleges/universities, outplacement organizations • FEORP & MD-715 implications; and diversity initiatives • Departmental and Government-wide initiatives, e.g., e-Gov, recruitment fairs, etc. • Specific team and individual accountabilities • Step 5: Consider justification of overall Recruitment investments for a period two years out from the current FY (Due by end of 2Q) • Identify specific human capital management and recruitment objectives, key activities, and associated resources / investments (see OMB Circular A-11, section 31.11)