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Strategic Objective

SG06.01 Design and deliver leadership training to increase employee engagement

Strategic Objective

Increase in the proportion of training and certification managed through a shared services platform that has been certified by OPM.

Lead Office: HR Strategy & Evaluation Solutions

Themes:

General Government

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Overview
Progress Update

Overview

Promoting, developing and providing supervisor and manager training and professional development as a critical element of organizational performance.
Evaluating Executive Core Qualifications (ECQs) framework to ensure the underlying competencies drive performance and foster employee engagement for 21st century work.
Partnering with agencies to develop common solutions to meet the various components in the Supervisory Training Framework released December 2012, and Managerial Training Framework.
Holding agencies accountable for ensuring supervisors and managers participate

Progress Update

In FY 2015, OPM began the work to mature the Manager and Executive LEAD Program from a “Certificate of Completion Program” to a “Certificate of Mastery Program,” and will begin monitoring and measuring the effectiveness of this initiative once it is completed and the program begins to be delivered in FY 2016.

OPM’s Human Resources Solutions’ professional leadership development courses and programs attracted 19,047 Government employees in FY 2015. The Leadership for a Democratic Society Program was awarded the Outstanding Program Award at the 2015 Association of Leadership Educator’s International Conference in Washington, DC. OPM developed and offered its second blended learning program for the Leadership for a Democratic Society program, combining technology-based and classroom-based learning. The FY 2015 program was revised based on input from a FY 2014 pilot class, resulting in significant improvements to the online portion of the program, and improved participation and completion. In FY 2016 and beyond, this program will be widely available for the Federal workforce via this blended method of delivery. Also in FY 2015, OPM’s Federal Executive Institute offered its first course to graduates of the Leadership for a Democratic Society program. That course, Leading Difficult Change: A Case Study of the Civil Rights Movement, attracted 45 participants, and more, similarly-designed courses will be offered in FY 2016.

OPM conducted extensive analysis that included cross walking curricula to engagement behaviors in an effort to identify gaps associated with employee engagement. OPM is using this analysis to target and strengthen offerings in specific competencies that will improve employee engagement throughout the Federal Government.

To further international partnerships, in September 2015, OPM Federal Executive Institute staff participated in Korea’s Central Official’s Training Institute’s International conference on Human Resource Development in an Era of Globalization. OPM also worked with the Dutch Embassy to support their senior government leaders’ leadership development seminar in Washington, DC by providing staff support, a talk by Harvard professor Lenny Marcus, and a table-top simulation focused on cybersecurity.

The Senior Executive Service (SES) Program welcomed more than 400 new career SES and SES-equivalents from more than 30 Federal agencies during the Government-wide SES Orientation Briefings hosted by the Federal Executive Institute and the White House Presidential Personnel Office.

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Strategic Goals

Strategic Goal:

SG6 Engaged Federal Workforce

Statement:

Provide leadership in helping agencies create inclusive work environments where a diverse Federal workforce is fully engaged and energized to put forth its best effort, achieve their agency’s mission, and remain committed to public service.

Strategic Objectives

SG06.01 Design and deliver leadership training to increase employee engagement

Statement:

Increase in the proportion of training and certification managed through a shared services platform that has been certified by OPM.

Description:

Promoting, developing and providing supervisor and manager training and professional development as a critical element of organizational performance.
Evaluating Executive Core Qualifications (ECQs) framework to ensure the underlying competencies drive performance and foster employee engagement for 21st century work.
Partnering with agencies to develop common solutions to meet the various components in the Supervisory Training Framework released December 2012, and Managerial Training Framework.
Holding agencies accountable for ensuring supervisors and managers participate in training designed to improve employee engagement and to meet training requirements outlined in 5 CFR412.

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SG06.02 Support agencies in hiring leaders strong in managing and leading high performing organizations

Statement:

Increase in the percent of agencies that meet or exceed their baseline targets for hiring veterans.

Increase in the number of CHCO agencies that increased employee engagement scores as measured by FEVS results.

Increase in the number of CHCO agencies that improved employee engagement related Human Capital metrics (e.g., turnover, sick leave usage).

Description:

Promoting rigorous, competency-based selection for supervisors, managers, and executives that targets the unique talents it takes to effectively manage people and build and retain an engaged workforce.
Evaluating Executive Core Qualifications (ECQs) framework to ensure the underlying competencies continue to drive performance and foster employee engagement.
Partnering with agencies to develop common solutions for succession management and hiring supervisors, managers, and executives that are valid and cost effective.
Offering a line of exclusive assessments for government leaders and leverage existing assessments to bridge the best of the private sector with OPM’s own internal capacity.

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SG06.03 Provide a comprehensive suite of engagement services and models for agencies and employees

Statement:

Increase in CHCO satisfaction with availability and effectiveness of OPM’s tools, products, and services on employee engagement.

Description:

Designing, providing, and promoting employee engagement tools, products, and services accessible to agencies and employees.
Partnering with agencies to promote and share promising practices and metrics on employee engagement.

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SG06.04 Ensure agencies target, address, and measure key drivers of employee engagement

Statement:

Increase in the percentage of Federal employees and managers who report satisfaction in the area of diversity and inclusion.

Increase in the percentage of employees in the Federal government with targeted disabilities.

Increase in the percentage of hiring actions across the Federal government where managers utilize applicant flow data delivered by OPM business intelligence tools.

Description:

Providing a standard definition of employee engagement and identify the factors and practices that drive engagement.
Working with agencies to evaluate employee engagement based on Federal Employee Viewpoint Survey (FEVS) results and other human capital metrics so agencies make data driven decisions and build and execute effective action plans.
Working with agencies to evaluate inclusive work environments through the use of the new IQ (inclusion quotient), which is based upon data from the FEVS.
Monitoring agency results on targeted employee engagement areas through agency human capital self-accountability audits and OPM’s HR oversight audits.

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Agency Priority Goals

FY 14-15: PG4 Closing the Skills Gap for the HR Workforce

Statement:

Professionalize the government-wide HR workforce by implementing a comprehensive HR certification program through HR University, which will greatly aid in achieving the long term goal of improving the quality of HR services government-wide, including measurable improvements in manager satisfaction with the quality of new hires. By end of FY 2015, more than 95 percent of Federal HR professionals (GS-201s/203s) will have registered for HR University. By the end of FY 2015, each HR Technical Area (Employee Relations, Staffing, Compensation, etc.) will have developed its curriculum for the Technical Specialist Role, as a step towards future HR Certification professional recognition.

Description:

In response to the critical need for ensuring that the Federal Government possesses the Human Capital required to meet 21st Century mission-related challenges, the Administration designated closing skills gaps as a 2012-2013 Cross-Agency Priority Goal. The initiative is being implemented in two phases, described below. OPM has designated closing Human Resources Skills Gaps, one of several focus areas under this initiative, as a 2014-2015 OPM Priority Goal.

Phase I created a Government-wide strategic workforce planning method through which agencies and the Chief Human Capital Officers Council (CHCOC) could identify occupations and competencies where staffing gaps could jeopardize the ability of the Government or specific agencies to accomplish their missions. Agencies and the CHCOC used this common method to identify occupations and competencies for skills gaps closure. Based on this analysis, the CHCOC identified six mission critical occupational groups and seven competencies, requiring government-wide focus. The six occupational groups are Cybersecurity, Acquisition, Economist, Human Resources, Auditor and STEM (Science, Technology, Engineering and Mathematics). The seven competencies are strategic thinking, problem solving, data analysis, influencing/negotiating, grants management, grants management compliance, and grants financial management. Successful skills gaps closure is critically dependent on a strong HR workforce who can provide strategies, programs and tools that help occupational leaders design and implement skills gaps closure efforts. For this reason, OPM designated HR Skills Gaps as an Agency Priority Goal.

In Phase II, OPM has designated a sub-goal leader for each of the six occupational groups to assist OPM in identifying potential pilot projects through which effective skill gaps strategies could be explored in order to design a comprehensive skills gap closure strategy. OPM’s Associate Director for Employee Services has served as the sub-goal leader for HR Skills Gaps Closure. He chairs the CHCOC HR Skills Gaps Working Group, which meets monthly to set the direction for skills gap closure, provides research and design support, and makes recommendations to the CHCOC.

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