Our Mission defines "What" we do; the Strategy for Human Capital defines "how" we accomplish" •|I Investing f in Our ( People i? 2001 through 2003 *... *—— • . ------- Message from The Human Resources Council We are pleased to present EPA's first strategic plan for investing in our employees to ensure the Agency's continued success in meeting its environmental mission "Investing in our People EPA's Strategy for Human Capital," presents our vision, values, goals, and strategies to support and enhance our workforce and our work environments "Investing in our People" contains a number of activities for achieving the vision, values, and strategic goals over the next three years, from 2001 through 2003. The Strategy will be carried out through the development of annual plans addressing the priorities for action during the coming year Included in this publication is the initial action plan. "Human capital" is a term widely used today in both the private and public sectors to communicate a new concept of human resources Employers have come to realize that it is people-their skills, knowledge, motivation, and energy-who make an organization succeed. Today's focus on "human capital" results from a shift in the way organizations look at employees, away from the concept of "resources" that can be used, towards the idea of "capital,"a primary asset that can be valued and nurtured to ensure success in accomplishing their missions. Over the next several years, EPA, like other organizations, will face a wave of retirements, resulting in the loss of a large number of senior, experienced staff This poses an opportunity and a challenge for the Agency. We must build our new workforce through strategic recruitment of people with the personal strengths, flexibility, diversity of background and outlook, and skills crucial to continuing our task of environmental protection for the American people Our work places must become increasingly collegia!, congenial, and welcoming for all members of the EPA community We must undergo cultural change to better foster teamwork, creativity and innovation in accomplishing environmental protection Our investments in training and developing our people must become more strategic, focusing on building those skills most essential to our organizations' changing requirements and approaches We must concentrate on building increasingly effective and broadly talented leadership within the Agency All of these goals are reflected in "Investing in our People," which points the way to creating the future we all desire for the Agency. We wish to thank the Agency officials, union representatives, and members of the Human Resources community who collaborated in developing this strategic plan for investing in our workforce and in the future of EPA. Human Resources Council Human Resources Council Champions for "Investing in Our People" Daiva Balkus Director, Office of Human Resources and Organizational Services Chris Grundler Deputy Office Director, OAR, Ann Arbor Jane Moore Senior Policy Advisor Office of Environmental Information Jo Lynn Traub Director, Water Division, Region 5 Investing in Our People ------- Investing in Our People ------- Other Members of the Human Resources Council Tim Fields Bill Rice Pat Meaney Barbara Fmazzo Tom Voltaggio Russ Wright Lynda Carroll Nat Scurry Jack McGraw Nora McGee Mike Gearheard Ray Spears Julius Jimeno Ron Bachand Ann Goode Craig Hooks Lisa Friedman Joan Fidler John Jones Rick Martin Stephen Johnson Tim Oppclt Elamo Davics John Mcaghcr Assistant Administrator, OSWER and Chair, Human Resources Council Deputy Regional Administrator, Region 7 and Co-Chair, Human Resources Council Director, Office of Site Remediation and Restoration, Region 1 Director, Environmental Science and Assessment Division, Region 2 Deputy Regional Administrator, Region 3 Director, Science and Ecosystem Support Division, Region 4 Assistant Regional Administrator for Management, Region 6 Assistant Regional Administrator, Region 7 Deputy Regional Administrator, Region 8 Assistant Regional Administrator for Policy and Management, Region 9 Director of the Environmental Cleanup Office, Region 10 Deputy Chief of Staff, Office of the Administrator Director, Safety, Health and Environmental Management Division, OARM Director, Financial Services Division, OCFO Director, Office of Civil Rights Director, Federal Facilities Enforcement Office, OECA Associate General Counsel, OGC Director, Office of Management Operations, OIA Assistant Inspector General for Management, OIG Director, National Technology Services Division, OEI Deputy Assistant Administrator, OPPTS Director, National Risk Management Research Lab, Cincinnati Deputy Office Director, OERR, OSWER Director of Wetlands Division, OW Associate Members Allan Holhs William Hirzy Kathleen Coleman John Bcnison Rosemane Russo Deborah Cade Alan Lewis President, National Council of Locals and President, American Federation of Government Employees, Local 238 Vice President, National Treasury Employees Union, Local 280 and Co-Chair, National Partnership Council Employees with Disabilities Advisory Council Gay, Lesbian and Bisexual Employee Organization Science and Technical Careers Advisory Committee National Administrative Council for Excellence Older Workers League Investing in Our People ------- Investing in Our People ------- Contents EPA's Mission defines "what" we do; the Strategy for Human Capital defines "how" we accomplish it. Preface Introduction Vision and Values Strategies and Actions Assessing Success in Achieving the Strategic Goals Appendix - Action Plan 1 3 I 5 ir, 17 Investing in Our People ------- Investing in Our People ------- How the Strategy was Developed Recognizing that an effective workforce is crucial to EPA's success, the Agency has, over the past couple of years, undertaken a number of exciting human resources initiatives The Agency's Human Resources Council (HRC) has recognized the need to align the ongoing and new initiatives in a strategic way and to communicate an overarching set of human resources goals to the Agency. The HRC and the Office of Human Resources and Organizational Services (OHROS), Office of Administration and Resources Management, drafted the vision, values, and strategic goals that became the foundation for more detailed planning. A multi-functional group of program office executives and Human Resources representatives later convened Based on the strategic goals for human capital, they identified significant issues confronting the Agency with regard to its workforce and work environment, proposed general strategies for accomplishing each strategic goal, and developed a list of possible actions to be taken to carry out each strategy Using the products of this meeting, a draft Strategy for Human Capital was prepared. Refining the Plan In April, 2000, the Administrator convened a retreat of all Senior Executives to hold a dialogue on human resources management Several themes emerged, including, a desire for more mobility of managers across programs, Regions and Headquarters; the need for a shared leadership philosophy and improved labor/ management partnerships, and increased support for first line supervisors High priority actions for the Human Capital Strategy were identified Members of the HRC and OHROS then facilitated a meeting of union representatives, several Deputy Regional Administrators, Assistant Regional Administrators, Human Resources Officers, representatives from the Chief Financial Office, and officials from Office of the Administrator These representatives worked in partnership to fine tune the strategic goals, prioritize key strategies and actions, and build commitment for the Strategy. Priorities for initial action also resulted from the meeting This first EPA Strategy for Human Capital represents, therefore, the informed views of many executives, managers, Human Resources Officers and unions in the Agency. The Strategy is not an event, but an ongoing campaign. High performing organizations require that everyone take ownership for human resources We wish to thank all of those who participated in the planning sessions, who shared their vision for EPA's people with us, and who provided us many useful suggestions for inclusion in the Strategy. Investing in Our People 1 ------- Investing in Our People ------- Introduction The Link between the Agency's Mission and its Human Capital An effective workforce is critical to EPA's success. For EPA to attain the highest level of performance and accountability, we depend on three enablers: people, processes, and technology. The most important of these is people, because an Agency's people define its character and its capacity to perform. "Human capital" has been defined by the National Academy of Public Administration as the "knowledge, skills, abilities, attitudes, and interpersonal competencies needed to ensure successful accomplishment of the organization's mission and strategic goals." This focus on "human capital" represents a paradigm shift that changes how we look at people - from "resources" that can be cut, to "capital," an asset that is appreciated. As we develop and invest in our people, the value of people increases; so does the performance capacity of the organization, its ability to achieve its mission and strategic goals, and therefore its value to the public and other stakeholders. EPA's human capital policies must be aligned to support the organization's shared vision, mission, core values, goals and strategies by which we have defined our direction and our expectations for ourselves and our people. Investing in our This focus on "human capital" represents a paradigm shift that changes how we look at people - from "resources" that can be cut, to "capital," an asset that is appreciated. human capita! will require that we focus not just on training and development. but also on the work environment, communication, empowerment, and performance improvement. Enhancing the value of employees is a win-win goal for employers and employees alike. EPA's A//.V.SWH defines "what" we do; the Strategy for Human Capital defines "how" we accomplish it. The Increasing Focus on the Workforce A fundamental strategy underlying several approaches to improving our human capital is workforce planning, which has been defined as a systematic process for identifying the human capital required to meet organizational goals and developing strategies (recruitment, retention, and development strategies) to meet these requirements. EPA is focusing on workforce planning for a number of reasons, one of which is demography. The oldest members of the Boomer generation will turn 55 in 2001, and a growing "retirement wave" will be felt over the following years. Intense competition for new science and technology graduates is likely to increase. The values, priorities, and career expectations of newer generations of EPA employees may be different from those of today's senior employees. Shared Accountability for Action and Results Organizational leadership in this Strategy includes work that must be performed at all levels of the organization if we are to become a high- performance organization. Responsibility for human capital investment and effective human resources management is shared by all Offices ami Regions, managers and supervisors, and staff across the Agency. High-performance organizations begin by defining what they want to accomplish and what kind of organization they want to be. The Strategy for Human Capital begins with a vision for our people and core values which encourage desired behavior on the part of EPA's people at all levels of the organization. Investing in Our People 3 ------- To achieve our mission of protecting human health and safeguarding the natural environment, we establish the following vision, values, and strategic goals: Vision EPA's people are highly skilled and motivated, creative in seeking solutions, and committed to achieving excellence. Values EPA respects and values integrity, the trust and confidence of the public, diversity of cultures and thinking, competence, innovation, continuous learning, and sound science. We treat our people fairly and with respect, and encourage a spirit of teamwork and the consistent practice of these values. Strategic Goals Goal 1 — • EPA attracts and retains a diverse and highly skilled workforce. Goal 2 — • EPA's people perform to their highest potential. Goal 3 — • Innovation, creativity, and risk-taking are demonstrated by all EPA people at all levels of the organization. Goal 4 — • EPA's people have a sense of community, where differences are recognized as contributing to the whole, all employees' contributions are appreciated, and all views are solicited and welcomed. Goal 5 • Teamwork and collaboration are routinely practiced with internal and external partners. Goal 6 • EPA's human resources systems are integrated with planning, budgeting, and accountability processes. 4 Investing in Our People ------- Strategies and Actions Goal 1 lssues EPA attracts and retains a diverse and highly skilled workforce. The future workforce will be more diverse, m the broadest sense of the term > EPA employees will need technical skills and a variety of competencies in the future, including communication, teamwork, and multi-disciplinary knowledge. >• Senior people will be retiring in growing numbers after the first members of the boomer generation turn 55 in 2001 and EPA will face stiff competition in replacing them with talented new hires. >• The future workforce will be more diverse, in the broadest sense of the term. >• A workforce planning system is needed to provide the foundation for strategic recruitment/retention/development planning. Strategy 1.1 • Develop and Implement an Agency Workforce Planning System Develop standardized workforce planning requirements and methodology to be used Agency wide. Include: identification of technical and other knowledge, skills and competencies needed for the future, types and numbers of positions needed by series and grade; inventory of skills/competencies in the current EPA workforce, examination of statistical data on expected attrition by occupational category/grade; comparison of future needs (both skills/competencies and numbers, by occupation/grade) to existing workforce and identify the gaps; forecasting the potential number of new hires by Region/Office taking into account budget projections, and funds needed for training and development, preparation of multi-year Workforce Plans to guide decisions on workforce composition, hiring, and employee development efforts at the local and national level (Action. OHROS(leod), Ms, RAs) Strategy 1.2 • Develop and implement national and local recruitment strategies based on workforce plans. Develop and implement coordinated national and local recruitment strategies (Action OHROS (lead), AAs, RAs) Expand the EPA Intern Program for recruiting a diverse and talented workforce. (Action. OHROS) Establish long-term partnerships with educational institutions to aid future recruiting efforts to achieve a diverse, skilled workforce (Actwn AAs, RAs) Utilize compensation options and flexibilities. (Actwn AAs, RAs, managers and supervisors) Investing in Our People 5 ------- Strategy 1.3 • Develop strategic approaches to retaining employees with critical expertise and competencies. Conduct exit interviews throughout the Agency to establish baseline data on retention factors. (Action: AAs, RAs) Develop retention strategics aimed at retaining employees with essential skills. (Action: AAs, RAs) Strategy 1.4 • Maximize flexibility in using workplace programs that contribute to EPA's attractiveness as an employer and that help employees achieve a balance between work and non-work life. Assess current workplace programs to determine the level of participation and employee satisfaction. (Action: OHROS, HROsJ Educate managers and staff on the benefits of these programs both for employees and organizations. (Action: OHROS, HROs) Pilot job sharing in offices not currently using this option. (Action: AAs, RAs) Advertise EPA's workplace programs on the EPA web site and sites specifically designed reach potential job applicants. (Action: OHROS) 6 Investing in Our People ------- Goal 2 EPA's people perform to their highest potential Issues EPA's greatest investment is in its people. > EPA's greatest investment is in its people. To get the maximum return on investment, we must link development to the organization's mission. > It is as necessary to focus on the next generation of environmental professionals as it, is to focus on the next generation of environmental issues. >• Workforce development should be considered an assumed cost of doing business, as pay is. >• The Agency should explore the feasibility of establishing a Human Capital Fund to provide for investment in major workforce initiatives. >• Agency leadership must make a commitment to valuing human capital investment; we must support development efforts already under way. >• Because of the key role of leadership in a high-performance culture, we must emphasize selecting, supporting, and developing our leaders. The critical role of first-line supervisors should be recognized; the Agency should fully support and develop them. > Instilling a high-performance culture in the Agency will establish EPA as a preeminent scientific research, regulatory and environmental leadership agency. _ Strategy 2.1 • Link employee development to mission needs. Implement the Workforce Development Strategy. Ensure that leadership development is a key element of the Strategy for all employees at all levels of the organization. (Action: OHROS, AAfi, RAs) Utilize Phase II of the Strategy for Mid-Level Development to create a comprehensive career management system linking development of mid- level employees to the mission. (Action: OARM, HRC) Develop an Agency employee retraining plan to ensure the current workforce possesses the necessary skills to meet current and future work challenges. (Action: OHROS (lend), RAs, AAs) Apply OPM's guide to strategically planning for training to tailor development to organizations' strategic needs. (Action: Institute (lead), AAs. RAs, managers and supervisors) Explore and pilot rotational assignment programs, such as assignments to Community-based Environmental Protection (CBEP), to broaden individual employees' range of skills and experience. Rotational assignments will include assignments within organizations, assignments to different organizations (such as cross-media assignments), and assignments in different geographic areas (such as Headquarters to Regions, Region to Region, etc.). (Action: HRC (lead) AAs, RAs) Use Individual Development Plans (IDP's) to link training to the organization's mission. (Action: All nianauers. onjiloyees) Institute local mentoring programs. (Action: AAs, RAs) Utilize new systems for training, including technological approaches. (Action: OHROS (lead), AAs. RAs) Investing in Our People 7 ------- Strategy 2.2 • Instill a culture of continuous learning, ethical behavior, and professionalism. Improve orientation programs for employees new to their positions or roles. (Action: AA.s, RAs) Develop partnerships with universities to bring academic programs into EPA. (Action: EPA Institute (lead), Ms, RAs) Institute policies, practices, and expectations to make attendance at training sessions the highest priority and to discourage organizations and employees from canceling attendance. (Action: Ms, RAs, managers and supervisors) Increase development and use of on-line training and other technological approaches to training delivery. (Action: EPA Institute (lead), Ms, RAs) Strategy 2.3 • Build effective leadership at all levels within the Agency. Articulate and disseminate the Agency's leadership philosophy. (Action: HRC (lead), Ms, RAs) Develop a leadership succession planning program, including identification of potential leaders and mentoring programs. (Action: ERB, OHROS) Reinstate the SES Candidate Program. (Action: OHROS, ERB) Explore SES mobility programs. (Action: ERB, OHROS (co-leads, Ms, RAs) Develop a core curriculum for all supervisors/managers, with 80 hours of training for new supervisors, including training in the merit principles, equal employment opportunity, labor-management relations, performance management (with emphasis on how to deal with poor performance), and other key human resources management responsibilities, and 80 hours annually of training for experienced managers. (Action: EPA Institute (lead), Ms, RAs) Select leadership assessment instruments to be used consistently Agency wide. (Action: ERB, OHROS) Facilitate "real life" developmental opportunities for potential future supervisors and managers, such as details and temporary promotions to supervisory roles; provide constructive assessment of performance. (Action: Ms, RAs) Determine the developmental and support needs of team leaders. (Action: Ms, RAs, managers and supervisors, HROs) Revise managers' performance standards to place equal emphasis on human resources management and program management. (Action: Ms, RAs) Establish and communicate the expectation to all supervisors and managers that a significant percentage of their time will be spent doing the work of leadership, including learning, personal renewal, and organizational renewal. (Action: Ms, RAs) Provide managers with better tools for human resources responsibilities (e.g., managing teams, legal issues). (Action: OHROS (lead), HROs) Convene the EPA SES management team on a regular basis. (Action: OHROS) Maintain a centralized pool of dollars and staff resources to support local organizational improvement efforts. Convene forums to facilitate the exchange of ideas and networking. Foster improvement of core processes and better environmental results. (Action: OHROS/HRC) 8 Investing in Our People ------- Strategy 2.4 • Strengthen EPA's performs nee management programs to reinforce accountability at all levels of the organization. Establish a support structure to work closely with managers in handling performance problems, including local support groups where problems with employees can be discussed in a non-threatening environment. (Action: AAs, RAs, HROs) Fully utilize all formal and informal means for recognizing and appreciating good work. (Action: managers and supervisors) Assess PERFORMS' effectiveness in recognizing good performance and improving poor performance. Compare with other systems to determine which are most effective. (Action: OHROS) Establish clear expectations that all managers will take every opportunity to recognize good performance and will deal with poor performance through performance improvement and disciplinary processes. (Action: AAs, RAs) Balance reviews of managerial performance during discussions between senior managers and subordinate managers to include review of both program accomplishments and human resources responsibilities, including managers' use of performance management programs and managers' ability to create a work culture that supports, invests in, and involves people. (Action: AAs, RAs) Revise model performance standards for managers; reinforce these standards at all levels throughout the Agency. (Action: HRC (lead), Ms, RAs, HROs) Strategy 2.5 • Identify the effects of implementing the 1:11 average span of control and take action to fix problems. Examine issues arising from span of control; identify where larger and smaller spans-of-control are appropriate. (Action: HRC, OHROS) Benchmark other agencies and organizations to learn how they identify appropriate spans of control and handle large spans of control. (Action: HRC. OHROS) Investing in Our People 9 ------- Goal 3 Innovation, creativity, and risk-taking are demonstrated by all EPA people at all levels of the organization. Issues >• Innovation, creativity, and risk-taking are essential to a successful agenda of scientific research, regulation, and enforcement. >• Significant improvements in innovation, creativity, and risk-taking will help to increase respect for the quality of EPA's scientific research. >• Within EPA, there are few mechanisms whereby expertise, new methods, knowledge, and information can be easily shared across organizational boundaries. Strategy 3.1 • Create and set expectations that innovation, creativity, and risk-taking are demonstrated by all employees throughout the Agency. Develop a module on innovation and creativity for inclusion in relevant training for all employees (with the "Leading Change" module developed as part of the Workforce Development Strategy as the first step). (Action: EPA Institute) Establish incentives to recognize and reward innovation, creativity, and risk-taking in all aspects of the Agency's operations. (Action: HRC, Hcini'i'iitioii Act/on Council) Identify barriers to creativity and remove them. (Action: AAx, RAs) Strategy 3.2 • Institute new ways to share information on innovations and creative approaches within EPA and across organizational boundaries. Identify information sharing processes in EPA and promote best practices, such as establishing an intranet repository for information about innovative projects around the Agency and studying the feasibility of establishing a knowledge management officer or office to share information and lessons learned throughout the Agency. (Action: OEI, OHROS) 10 Investing in Our People ------- Goal 4 Issues > The respect with which people and their contributions are treated affects performance, productivity, and retention >• Some employees believe that the Merit Principles are not always observed. >• Employee surveys sometimes reveal instances of inadequate communication and strained relationships between supervisors and subordinates, promoting feelings of alienation and affecting morale—thus, our ability to achieve our mission. > It is important to regularly assess the impact of such programs as the Diversity Action Plan and the SES Accountability Model to ensure that progress is being made. Strategy 4.1 • Fully apply and comply with the Merit Principles in selection, promotion, development, recognition, and work assignment decisions. Educate all employees about the purpose and content of the Merit Principles and Prohibited Personnel Practices. (Action OHROS (lead), Ms, RAs) Institute practices to bring about transparency and open communication with regard to organizational decisions affecting employees. (Aclwn AAs, RAs) Strategy 4.2 • Institute processes to recognize and embrace differences that each employee brings to the organization; facilitate the contribution to the work of the organization by all employees. Continue to implement the Diversity Action Plans, annually evaluating progress made, and revising Plans to improve effectiveness. (Action AAs, RAs) Publish an annual report on Diversity/Fairness accomplishments (Action OCR, OHROS) Take steps to ensure that selection processes are transparent and broadly understood for assignments to new programs and projects, temporary promotions, details, assignments outside the Agency, and similar special assignments. (Action. RAs, AAs) Investing in Our People 11 ------- Include in the core curriculum for supervisors and managers a module on ensuring equal opportunity and equitable treatment within their organizations. (Action: EPA Institute) Develop an Agency survey of organizational health and culture that can be used by all Offices and Regions. (Action: OCR/HRC/Region 5) Strategy 4.3 • Institute feedback mechanisms that facilitate full and open communication and accountability at all levels in the Agency. Establish and implement a 360 feedback process for the Agency that begins with feedback to managers; over time, expand to include all employees. (Action: OHROS (lead) AAs, RAs. NPC, HRC) Establish and implement a 360 feedback process for staff. (OHROS (lead), AAs, RAs) Periodically publish workforce profiles and data on hires, promotions, awards, and high profile assignments to foster a climate of openness. (Action: OCR, OHROS) Use ADR to resolve EEO complaints, grievances, and Unfair Labor Practices before they go formal. (Action OCR, OHROS (co-lead), Ms, RAs) Conduct periodic surveys of employees to solicit their views on diversity and fairness and the overall quality of work life in their organizations. (Action: OCR, HRC) 12 Investing in Our People ------- Goal 5 Teamwork and collaboration are routinely practiced with internal and external partners. Issues >• We need to leverage the talent of our people through improved teamwork and collaboration. >• With Executive Order 12871, Labor/ Management Partnerships, and a new emphasis on pre-decisional involvement, the role of the unions is drastically changing. >• Although the shift to teams entails a significant cultural, management, and organizational shift, there has not been a sufficient, sustained effort to support teams. >• Given the decentralized nature of EPA, coordination and collaboration issues need attention, including cooperation between line programs and support functions. Strategy 5.1 • Build consensus and constructive labor/ management relations through improved communication and information snaring. Implement the Labor/Management Strategic Plan. (Action: NPC, OHROS, AAs, RAs) Educate Agency managers on labor/management partnership requirements. (Action: OHROS, HROs) Strategy 5.2 • Improve and support teamwork within organizations and across organizational boundaries. For organizations implementing teams, institute a team support program, including internal consultants to advise managers and teams on the benefits of a team-based organization, how to implement teams, and related subjects; training in such team skills as group dynamics, group facilitation, and conflict resolution; and tools to support teams throughout the implementation. (Action: EPA Institute (lead), AAs, RAs) We need to leverage the talent of our people through improved teamwork and collaboration. Investing in Our People 13 ------- Goal 6 EPA's human resources systems are integrated with planning, budgeting, and accountability processes. Issues Representatives from the Human Resources function rarely have had a "seat at the table" during strategic planning and other major planning efforts. Given current and likely future resource constraints, partnerships between program managers and Human Resources will be essential to ensuring the maximum effectiveness of the Agency's workforce. Administrative and support programs are not always aligned with the Agency's strategic goals and mission priorities. Strategy 6.1 • Institute mechanisms to ensure workforce impact and support needs are identified and planned for early in strategic planning, preparations for new initiatives, and other planning processes. Develop and institute the "fully funded FTE" model to ensure sufficient funding for human resources initiatives. (Action: OCFO, OHROS) Require a workforce impact analysis to be included in planning for new programs and initiatives. (Action: Ms. RAs) Design and use a facilitated, structured process to do workforce impact analyses and analyses of support needs when conducting strategic planning and planning for new initiatives. (Action: OHROS (lead), OCFO, Ms, RAs) Capture what is spent on human resources and use in budget decisions and in planning for new initiatives. (Action: OCFO) Strategy 6.2 • Align administrative and support plans and resources with the Agency's mission priorities. Designate Human Resources and other resources management representatives as members of senior planning teams. (Action: OHROS (lead), OARM, OCFO, Ms, RAs) Allocate Human Resources functional resources to reflect the support to be provided for major program priorities and initiatives. (Action: OHROS, HROs) Provide the full range of human resources and organizational services to EPA employees. (Action: OHROS) 14 Investing in Our People ------- Assessing Success in Achieving the Strategic Goals Measures for assessing success in achieving the strategic goals are under development by a committee of the Human Resources Council. Investing in Our People 15 ------- 16 Investing in Our People ------- Action Plan Appendix ACTION TO BE TAKEN BY WHOM Strategy 1 .1 Develop and Implement an Agency Workforce Planning System. I. Develop standardized workforce planning requirements/ methodology to be used by Regions/AAships Agency wide. OHROS/HRC/OCFO Strategy 1.2 Develop and implement national and Regional recruitment strategies based on workforce plans. I. Use Federal Career Intern Program to recruit a diverse and talented workforce. 2. Develop and implement coordinated national and local recruitment strategies. OHROS/HROs OHROS/AAs/RAs Strategy 1.3 Develop strategic approaches to retaining employees with critical expertise and competencies. I. Develop questionnaire to be used for exit interviews: develop database. 2. Conduct exit interviews throughout the Agency to establish baseline data on retention factors. •'1 Develop retention strategies aimed at retaining employees with essential skills. OHROS AAs/RAs AAs/RAs Investing in Our People 17 ------- Strategy 2.1 Link employee development to mission needs. I. Implement the Workforce Development Strategy. Ensure that leadership development is a key element of the Strategy for all employees at all levels of the organization. 2. Explore and pilot rotational assignment programs, such as assignments to Community-based Environmental Protection (CBEP), to broaden individual employees' range of skills and experience. Rotational assignments will include assignments within organizations, assignments to different organizations (such as cross-media assignments), and assignments in different geographic areas (such as Headquarters to Regions, Region to Region, etc.). OARM/HRC AAs/RAs Strategy 2.3 Build effective leadership at all levels within the Agency. I. Reinstate the SES Candidate Program. 'L Convene1 the EPA SES management team on a regular basis. '•]. Develop a leadership succession planning program, including identification of potential leaders and mentoring programs. 4. Develop a core curriculum for all supervisors/managers, with 80 hours of training for new supervisors, including training in the merit principles, labor-management relations. equal employment opportunity, performance management, and other key human resources management responsibilities, and 80 hours annually of training for experienced managers. "). Establish and communicate the expectation to all supervisors and managers that a significant percentage of their time will be spent doing the work of leadership, including learning, personal renewal, and organizational renewal. ERB/OHROS/AAs/RAs OHROS/ERB OHROS/ERB OHKOS (Institute)/AAs/RAs AAs/RAs 18 Investing in Our People ------- Strategy 2.4 Strengthen EPA's performance management programs to reinforce accountability at all levels of the organization. 1. Establish clear expectations that all managers will take every opportunity to recognize good performance AAs/RAs and will deal with poor performance through performance improvement and disciplinary processes. 'i. Balance reviews of managerial performance during discussions between senior managers and subordinate AAs/RAs managers to include review of both program accomplishments and human resources responsibilities. including managers' use of performance management and managers' ability to create a work culture that supports, invests in, and involves people. Strategy 4.2 Institute processes to embrace differences that each employee brings to the organization; facilitate the contribution to the work of the organization by all employees. 1. Continue to implement the Diversity Action Plans, annually evaluating progress made. and revising Plans to improve effectiveness. AAs/RAs 2. Publish an annual report on Diversity/Fairness accomplishments. OHROS/OCR •1 Develop an Agency survey of organizational health and culture that can be used by all Offices and Regions. OCR/HRC/Region 5 Investing in Our People 19 ------- Strategy 4.3 Institute feedback mechanisms that facilitate full and open communication and accountability at all levels in the Agency. 1. Establish and implement a 360 feedback process for Agency managers. 2. Periodically publish workforce profiles and data on hires, promotions, awards, and high profile assignments to foster a climate of openness. 3. Use ADR to resolve EEO complaints, grievances, and Unfair Labor Practices before they go formal. OHROS/AAs/RAs/NPC/HRC OHROS/OCR AAs/RAs Strategy 5.1 Build consensus and constructive labor/management relations through improved communication and information sharing. 1. Implement the Labor/Management Strategic Plan. NPC/AAs/RAs Strategy 6.1 Institute mechanisms to ensure workforce impact and support needs are identified and planned for early in strategic planning, preparations for new initiatives, and other planning processes. 1. Develop the "fully funded FTE" model to ensure sufficient funding for human resources initiatives. SLC/OCFO Strategy 6.2 Align administrative and support plans and resources with the Agency's mission priorities. 1. Provide the full range of human resources and organizational services to EPA employees. OHROS 20 Investing in Our People ------- "- v > V * .;§ Photos provided by Folio, Inc. and U.S.E.P.A. ------- |