# Presentation: 698649

## Strategic Management of Human Capital

**Farm Service Agency**
**NACS / NASP / NASE**
**ZONE B Presentation – Oklahoma City, OK – February 10-12, 2005**

## Strategic Management of Human CapitalHuman Capital Plan

**Notes:**
Human Capital Plan exhibit

## Strategic Management of Human Capital Retirement Eligibility Projections

## Strategic Management of Human Capital Workforce Analysis Summary

| AGENCY /  FACTOR | FSA |  |  |
| --- | --- | --- | --- |
| Number of permanent Full Time Employees | Approximate 5784 |  |  |
| Number of other employees  | Approximate 425 |  |  |
| Average age of permanent full time employees  | 48 |  |  |
| Percent of permanent full time employees over 50  | 47% |  |  |
| Percent of permanent full time employees with 25 or more years of service  | 30% |  |  |
| Losses versus hires for 2001, 2002, 2003  | 56  to 108 | 212 to 323 | 263 to 317 |
| Mission-critical occupations  | 11 |  |  |
| Leadership Positions with Continuity Challenges | 10  |  |  |
| FY2008 Retirement Eligibility Projection (% and #) | 36.5%     2108 |  |  |
| FY 1999 – FY2003 Actual Retirements | 11.4%  |  |  |

## Workforce Planning & DeploymentFarm Loan Programs

## Strategic Management of Human Capital Human Capital Investment Opportunities 

**RECRUITMENT / DIVERSITY**
**  **Establish or increase presence at Agricultural Colleges, Insurance Companies, Tech Schools (e.g., DeVry University)
-   Sponsor Recruitment Teams
-   Expand use of hiring flexibilities, relocation, hiring bonuses, etc.
-   Increase utilization of Intern Programs, e.g., HCAU, etc.
-   Upgrade internet recruitment capabilities, i.e., web interviewing, streamlining, targeted advertisements/banners** **
** ****TRAINING & DEVELOPMENT / SUCCESSION PLANNING**
**  **Increase participation in Leadership Training Programs and SESCDP
-   Develop & Implement Skills Assessment Tools
-   Increase usage of e-Learning, e.g., AgLearn, Go Learn.Gov, net meeting, web conferencing/collaborating, etc.
-   Increase In-House Training, Financial Management, Project Management, Accounting
-   Increase IT skills training
-   Engage USDA Exchange Program (with other USDA Agencies)
** ****RETENTION / PERFORMANCE CULTURE**
**  **Develop Knowledge Management Programs/Process
-   Increase programs to promote positive culture, i.e., recognition, awards, performance awards
-   Develop action plans based of performance culture surveys, e.g., FHCS, FSA employee survey, etc.
-   Expand use of flexibilities, i.e., retention bonuses, flexiplace

## Strategic Management of Human CapitalFY2004 Accomplishments

**Strategic Alignment**
**  **Implemented FFAS Human Capital Plan per USDA OHRM
-   Established HR Logic Model that supports FSA Agency mission, adapted to FAS and RMA
-   Incorporated HC expected outcomes and performance measures (per GPRA)  to each Agency Strategic Plan
-   Updated HR web site
**Workforce Planning & Deployment**
**  **Established PM depicting consistent organizational structures for Administrative Units and State Offices
-   Developed and Implemented Workforce Planning & Succession Guidelines
-   Updated Workforce Analysis for FY2004-2008
-   Addressing 1165, 2210, 0510, 0560 and 1102 series by identifying core competencies, recruitment strategies and   	T&D Strategies
-   FAS conducts annual skills assessments
**Leadership and Knowledge Management**
-   Added KM link to HR internet for general information
-   Activated web bulletin board for AOs
-   Included ‘mentoring’ projects to include transfer of knowledge by projected retirees
-   Implemented Farm Loan Chief Training Program, Administrative Officer Training Program, National District 	Director Leadership Program, Strategic Management Skills Training for District Directors, and Seminar in 	Administrative Development for County Committee members
-   Implemented Training & Development Strategy and Annual Work Plans based on Workforce Analysis
- (continued)

## Strategic Management of Human CapitalFY2004 Accomplishments – continued

**Results-Oriented Performance Culture**
-   Linked SES Performance Plans to Agency Strategic Plan Goals
-   Began effort to convert 2-tier to multi-tier performance evaluation system
-   Implemented Performance Culture Action Plans as analyzed from FSA survey
-   Implementing GALLUP related action plans within DAM of FSA
-   Implemented FFAS-wide Flexi-place Policy/Procedure
-   Implemented HR client satisfaction survey (work in progress)
**Talent / Diversity**
-   Re-aligned Regional Recruitment Teams with appropriate funding
-   Implemented Recruitment Strategy and Annual Work Plans based on Workforce Analysis
-   Initiated the MANRRS Cooperative Program
-   Job Fairs targeted to Hispanic, Asian-American and Native Americans
-   Implemented Quick Hire
-   Implemented the Employee Placement Follow-up Program

## Strategic Management of Human CapitalFY2005 Human Capital Management Initiatives

**Goal 1   Improve alignment of human capital initiatives to Agency mission and goals**
-   Implement Communications Strategy to demonstrate ‘value-add’ in HR
-   Implement FY05 Human Capital Management Initiatives
**Goal 2  Support workforce planning & deployment**
** **Complete update to Workforce Analysis annually
-  Initiate GAP Closure Strategies and Leadership Continuity Strategies identified in the FY 2004 Agency Workforce    Planning & Deployment document
**Goal 3 Improve the Acquisition and Utilization of Talent**
-   Evaluate feasibility of Electronic Security Clearances** **
**  **Develop and deploy MCO core competencies into staffing process, IDPs, etc.** **
**  **Develop skills gap closure tool
**Goal 4 Sustain Learning Environment and** **Leadership Continuity**
-  Develop and implement training tracking system (via AgLearn)
-  Develop curricula for MCO core competencies and measure skill gap closure
**Goal 5  Improve the Results-Driven Performance Culture**
-  Implement tracking and reporting system for HR metrics
-  Link 60+% of workforce's Individual Performance Plans to Agency Strategic Plan goals and indicators by JUL 2005
-  Implement Multi -Tier Performance Appraisal System (replace Pass/Fail)

## Strategic Management of Human CapitalPerformance Indicators and Results

| End Outcomes | FY04 Base | FY05 Target | FY06 Target | FY07 Target | FY08 Target | FY09 Target | FY10 Target |
| --- | --- | --- | --- | --- | --- | --- | --- |
| FARM SERVICE AGENCY |  |  |  |  |  |  |  |
| 
Reduce cycle time to fill vacancies*
 | 76 days | 75 days | 75 days | 70 days | 70 days | 65 days | 65 days |
| 
Reduce skills gaps in mission critical occupations by**
 | 
4.00% | 
3.50% | 
3.00% | 
2.50% | 
2.00% | 
2.00% | 
2.00% |
| 
*    Receipt of Form 52 request to offer made (cert returned)
**  Based on USDA analysis of 1165 occupational series (with a FY07 projected skills gap of 18.34%)    
    Additional Mission Critical Occupations – TBD
 |  |  |  |  |  |  |  |