# Presentation: 079160

## INVENTORY OF ONE HR WORK, ROLES, AND ORGANIZATIONS AT GODDARD SPACE FLIGHT CENTER

- JANUARY 2004

##   OFFICE OF HUMAN RESOURCES

**DIRECTOR **
**DEPUTY  DIRECTOR**
**ASSISTANT DIRECTOR**

**LABOR RELATIONS**
**OFFICER**

**WORKFORCE**
**PLANNING & STRATEGIC SYSTEMS **
**OFFICE**
**                    ****112**

**HR**
**MANAGEMENT**
**SERVICES**
**OFFICE**
**                        ****113**

**CAREER**
**DEVELOPMENT**
**& EMPLOYEE WORKLIFE OFFICE**
**         ****	****           ****114**

**Resources Mgmt. **

**Tom Paprocki(act.)**
**vacant**
**Sandra Buffalano**

**LEADERSHIP &**
**ORGANIZATION**
**DEVELOPMENT**
**OFFICE**
- 	      **111**

- Chief- Andrea Ables
-  (acting)

- Chief – Debra Parsons

- Chief – Donna Swann
- Deputy – Linda Ledman

- Chief – Arletta Love
- Deputy – Carol Jorgensen
- Assistant – Don Wolford

- Tonya West

- David Foertschbeck

**Assistant for Human & Organizational Sys- tems Transformation**

- Dr. Stacey Day

- Oct. 2002

## Education Office/K-14

- Education/University Affairs

- Knowledge Mgmt. Officer

## OHR CURRENT ORGANIZATION STRUCTURE

## OFFICE OF HUMAN RESOURCES-CODE 110

- Center Human Capital Management – Human Capital Advisor:  Stacey Day
- Labor Relations Program administration O3 unions) – Labor Relations Officer:  Tonya West
- HR Class Action Settlement Implementation Manager:  Pam Guzzone

## Leadership & Organization Development (LOD) Office–Code 111

- Primary Responsibility: Serves as HCM consultants working proactively with leaders, managers, and organizations to build their capacity to:
- Lead people
- Manage change
- Create effective organizations
- Accomplish their missions

## Workforce Planning & Strategic Systems Office-Code 112

- Primary Responsibility: Serves as workforce consultants to the Center providing the following services:
- Workforce Planning & Analysis
- Salary Planning  (IOP)/Full Cost
- FTP Ceilings/OTFTP Hiring
- Demographic Studies
- Competency Management
- FAIR
- Strategic Recruitment
- Web/IT Support
- Human Capital metrics & accountability

## Human Resources Management Services Office-Code 113

- Primary Responsibility: Provides HR operations expertise by  partnering w/customers to ensure directorate/center needs are met:
- Staffing and Placement
- Compensation & Classification
- Employee Relations
- Performance Management
- Develop and manage human capital programs

## Career Development & Employee WorkLife Office-Code 114

- Primary Responsibilities:  Provides career development, training and quality of work life expertise, including (Training Officer: A. Love):
- Career Development
- Training (mission-based/academic)
- Quality of Worklife:
- Awards (performance, special act, honor, external)
- Federal Employment benefits programs (FEHB, retirement, TSP, etc.)
- Family Friendly programs and policies (leave, telework, work schedules,etc.)

## OHR – Program/Team Leads

- QWL Program Manager – Arletta Love
- Awards Officer – Dianne Hagerty
- Retirement Officer – Janet Morgan
- Benefits Officer – Khrista White
- Compensation & Classification – Susan Boggs
- Staffing & Placement – Ann Richmond/Cheryl Rosanova
- Career Development & Mentoring – Nichole Richmond
- Employee Relations & Performance Mgmt – Tina LaFountain
- Senior Executive Service Program – Lori Moore
- Training Officer/GSFC – Arletta Love
- Training Officer/HQs – Jim Wilk
- Labor Relations Officer – Tonya West
- PME – Janine Dolinka
- Metrics – Sharon Johnson

## OHR HUMAN CAPITAL CONSULTING MODEL(New Business Approach)

## What OHR Must Do

- Move from an organization that focuses mostly on transactional activities to one that is strategic and consultative
- Become a mission-driven/customer-involved organization
- Target our support to the customer
- Know the business of our customer intimately
- Have a continuous presence with our customers
- Play a key role in the responsibility for the organization’s business mission
- Become an advocate for the organization’s business
- Leverage Center resources (build the HR infrastructure)
- Develop a customer-based vision and mission
- Develop a revised business model that integrates us more into our customer’s business

## Human Capital

## Reorganization of OHR

- Jerry reorganized OHR to create 4 Offices:
- Leadership development and organizational development (111)   **(Leadership)**
- Workforce planning (112)   **(Strategic Competencies)**
- Performance culture and hiring  (113)   **(Performance Culture)**
- Training and awards (114)   **(Learning)**
- Currently aligns with 4 of the 5 HC pillars
- Still needed strategic alignment

## Created a HC Consulting Model

- Drafted a Human Capital Rep from every Directorate
- Designated a liaison (lead/champion) per directorate
- Drew a team of experts together from key functional areas to support the liaison
- Establishing a support structure of Code 110 staff and consultants
- Focusing on Directorate requirements and providing service delivery based on Directorate requirements/culture
- Focus on workforce planning, hiring, mission-based training and leadership development (incl. succession planning)

##            Human Capital Consulting Model                 Code 400         Code 500         Code 600       Code 900          Initiatives

## Advantages of the Realignment

- Develop an infrastructure that will allow us to create an integrated Human Capital organization at the Center similar to the infrastructure in Financial Management
- Provide a framework for:
- Developing a comprehensive, integrated plan that ties together current workforce-focused efforts
- Tying discrete activities into a larger plan
- Ensuring that the particular Directorate needs are acknowledged and accounted for
- Improve our managers’ understanding, buy-in, and active support for Center goals and actions affecting workforce issues by putting us all on the same team

## Integrated HC Organization (HR Infrastructure)

- _Center Director_
- _Associate Director_
-                                             ______________________________________________________
-                                         _**OHR**_ ---- HR Strategic                         C**enter**	                        _C__**omptroller**_ ----- Program 			         Planning Team  			                      Analysis Office
-                _HCR/Liaison   HCR/Liaison      HCR/Liaison_          **Directorate**            _DRM              DPMR           DRM        _
-                   _DT/AO             DT/AO                  DT/AO_             Division**                **_RA  RA           FA  FA_____RA  RA        _
-                         _________________________________                                        _______________________________
- 		                 OHR Operations			               Financial Management Division
- 		                                                        	  		      (Operations)		HCR – Human Capital Rep.
- 		DT – Directorate Team, AO – Admin. Officer
- 		DRM – Directorate Resources Manager,
- 		 DPM/R - Dep. Project Mgr./Resources						FA- Financial Analyst
- 		RA – Resources Analyst

## What Are the Roles of the Different Players?

- Human Capital Reps (primarily deputy/associate directors)
- Serve as a partner with the Liaison to help integrate the team into the Directorate
- Serve as our primary interface with the Directorates for identifying needs and reviewing solutions
- Be our Directorate rep for all HC initiatives/actions
- Serve as a quasi Board of Directors to provide us advice and counsel
- Liaisons
- Serve as the Point Person for the Directorate team in identifying issues, coordinating actions, and integrating solutions
- Serve as the lead business partner for the Directorate
- Serve a Lead for the Teams

## What Are the Roles of the Different Players?

- Directorate Team Members
- Serve as resources for their areas of expertise
- Work with other team members to provide integrated solution to Directorate problems
- Be responsible for accomplishing the work of the Directorate by using the available HC tools
- Work with other team members in their functional area to share ideas, solutions, and best practices and to teach and learn from each other
- Continue to provide current support as time is available
- Center Team Members
- Provide knowledge & expertise from a functional and program perspective to expedite HR knowledge & services to the Directorates
- Provide subject matter expertise to Directorate Support Teams members & customers who do not yet have a human capital liaison

## Status of HCC

- Strategic Alignment
- Liaisons and teams established for 4 directorates:Flight Programs & Projects, Engineering, Earth & Space Sciences
- Liaisons are being co-located in 3 of 4 Directorates
- Liaisons and Directorate teams are meeting regularly to work Directorate requirements/problems/issues
- Human Capital Reps fully engaged in HC issues
- Held full day retreat on July 31 to agree on how new business approach will work and what are HCR and OHR responsibilities
- Working on integrated plan for buyouts and utilization of OTFTP
- Getting them engaged in roll out of Class Action requirements

## Status of HCC  (Cont)

- Workforce Planning
- Workforce planning exercise kicked off
- Developed 5-step process to be completed by March FY04
- Understanding what Directorates already have/already doing
- Understanding what the future requirements look like
- Develop a Center-wide workforce planning methodology
- Test the effectiveness of the methodology
- Refine it and develop a workforce implementation plan
- Have established workforce planners for all Directorates
- Met with Directorates to begin developing an integrated Center plan
- Met with HCRs to validate findings for steps 1 & 2 and discuss long-range planning and integration issues

## Status of HCC  (Cont)

- Development/Training
- Performing zero-based analysis of training budget
- Developing better partnerships with EOPO, Legal, and CFO for Class Action training
- Performance Culture
- Developed HR/customer team to look at integrated roll out of new personnel management requirements; will engage HCRs
- Developing plan for rolling out new performance requirements
- Established Tiger Teams for NASA STARS and PDM process

## Status of HCC  (Cont)

- Leadership Development and Succession Planning
- Developed succession planning model
- Will pilot in OHR
- Working succession planning in Earth & Space Sciences Directorates
- Having discussions with Engineering Dir.
- Developing leadership model to integrate all developmental programs and address requirements at all management levels

## Transformational Activities

- Leading Competitive Sourcing Team/Center Buyout Strategy
- Implementing Agency Competency Management System
- Leading Center NSSC team
- Implementing major portion of Class Action Settlement Agreement
- Preparing to roll out Leadership Development and Succession Planning models
- Participating in the Agency One-OHR initiative

## Potential Opportunities

- Help Directorates deal with CAIB/CAWAT recommendations:
- Workforce Planning can help determine the number and types of employees needed
- Training can help ensure certifications and training requirements are up to date and acquired when needed
- Performance Culture can help assess employee problems, work imbalances, stress levels, etc. and work with Organizationa Development to help organizations find ways to deal with these issues
- Leadership Development can help with leadership development/succession planning to include CAIB ideology

## Potential Opportunities

- Work with all managers, especially in technical directorates, to cope with all of the demands generated from the new business systems
- Develop Center integrated training plan that focuses on Directorate immediate and long-term priorities
- Develop an infrastructure that helps role out new Agency and Center initiatives, new business systems, etc in a way that focuses change management on the unique requirements of the different organizations

## ONE HR WORK PERFORMED OUTSIDE OF HR

- In addition to Center HR Programs, the following directorates have their own career development/mentoring activities:
- Management Operations Directorate
- Flight Program & Projects
- Applied Engineering & Technology
- OHR partners with these organizations via the Mentoring Advisory Group Influencing Change (MAGIC) to ensure program efficiencies
- Work with CFO staff re programmatic workforce planning & costing human capital initiatives

## ONE HR WORK NOT CURRENTLY PERFORMED AT GSFC

- NONE

## ONE HR WORK PERFORMED OUTSIDE OF HR (CONT’D.)

- Centerwide Knowledge Management Team
- Led by Knowledge Mgmt. Officer in Office of Systems Safety & Mission Assurance
- HR representative serves as team member
- Centerwide Education Council
- Led by Education Office
- HR representative serves as team member

## GAPS IN ONE HR WORK & ROLES AT GSFC

- Resources issues
- Development of HR staff
- Realignment of skills consistent with focus on human capital consulting

## BACK UP

## Leadership & Organization Development (LOD) Office-Code 111

- Current Initiatives:
- IFMP & NSSC Change Management
- Implementation Leadership & Management Development Integration by working with Directorates on:
- New Supervisor Curriculum
- Leadership Development Strategy
- Succession Management Planning
- Improving Organization Performance

## Workforce Planning & Strategic Systems Office-Code 112 

- Current Initiatives
- Workforce Planning
- Integration of current workforce planning activities and models into strategically-focused human capital plan
- Recruitment Planning
- Agency Competency Management System
- Map Goddard skills/competencies to Agency competencies
- Determine mechanism for identifying future needs and performing gap analysis
- FAIR/Competitive Sourcing
- Updated inventory and plan due in May
- OHR Web Page
- Redesigning OHR web page to incorporate One NASA format and reflect emphasis on human capital
- Human Capital Metrics and Accountability
- Developing and integrating metrics which measure efficacy of HR programs and strategies, service quality and customer satisfaction, and effectiveness of internal restructuring

## Human Resources Management Services Office, Code 113

_**Current Initiatives:**_
- Partner with Education to enhance GSFC student program pipeline
- Team with Agency to prepare/implement HR legislation
- Class Action Settlement Implementation Support
- OPM Audit
- Center FLSA Grievance with GESTA Bargaining Unit on GS-12 Technicians
- Implement Competitive Sourcing Plan using strategic realignments, earlyout/buyout, Streamline A-76
- Catalyst for staffing options, expedite the staffing process, utilize legislative flexibilities
- Senior Executive Service Staffing

## Human Resources Management Services Office, Code 113

_**Current Initiatives Continued:**_
- Continued support of IFM initiatives (e.g. NASASTARS, PDM, Webtads)
- Evaluate Metrics of Agency Systems
- Implementation of E-Payroll & E-Quip
- Creation of HR/Manager electronic tool to track employee grievances, conduct and performance actions

## Career Development & Employee WorkLife Office, Code 114

- Current Initiatives
- Increased flexibility for Work Schedules and Telework (new GPGs)
- On-the-Spot Awards
- Employee Referral Service for personal and family needs (1-year pilot)
- Mentoring and Coaching/Professional Development Center
- Career Counseling
- IDPs
- Technology-Based Training (web, satellite, & LC)

## Career Development & Employee Worklife 

- Current Initiatives (cont’d.)
- Implementation of Agency Awards Study Team Recommendations
- Implementation of a Master of Science in Safety Science Program
- Revised Approach to New Employee Orientation
- Feasibility Study on Implementing Infant Day Care