# Presentation: 208677

## Inventory of One Hr Work, Roles, and Organizations at  Langley Research Center 

## LaRC Organization Chart

**LaRC Organization Chart**

**OHR**

## Human Resources Office at LaRC

**Human Resources Office at LaRC**

## HR Office Responsibilities

## One HR Work Performed Outside the HR Office at LaRC

- Strategic Human Capital Leadership & Planning
- Stategic Human Capital Planning (SHCP) processes are facilitated and integrated through the LaRC Strategic and Quality Management Council (SQMC) by HR.
- SQMC provides senior leadership guidance and support for SHCP initiatives
- Status of SHCP activities are monitored through the SQMC forum
- Workforce Planning & Analysis
- Currently, linking planned work requirements to workforce competencies is accomplished by management levels within the Program Offices and R&T Competencies at LaRC
- Alignment of workforce planning with Full Cost Management is currently accomplished by various teams at LaRC.  OHR is participating with these teams to integrate planning and implementation with Human Capital strategies.

## One HR Work Not Currently Performed at LaRC

- Workforce Planning and Analysis
- Linking planned work requirements to needed workforce competencies is just beginning
- Implementation of Full Cost Management systems is a key driving force
- Must be integrated with effective HR strategies to shape the workforce
- Succession planning is not well-defined
- Need to identify longer-term workforce requirements
- Integrate HR requirements with workforce projections within Full Cost Management
- Workforce Recruitment and Retention
- Translation between budget and workforce planning is not complete
- Retention strategies are not well-developed
- Budget and FTE constraints are limiting factors
- Workforce and Leadership Development & Capability-Building
- Workforce mobility is not yet integrated into leadership selection and development processes

## “Gaps” in One HR Work & Roles at LaRCConclusions

**What are the big “gaps” you see in the ability to fully deliver One HR Work & Roles at your Center?**
- Budget and FTE constraints are severe limiting factors for implementing HR strategies
- Change management activities to market strategic workforce perspective, workforce mobility, etc.
**What challenges or issues will need to be addressed at your Center and/or by the One HR community to help close those gaps?**
- Management “buy-in” for workforce planning, recruitment and retention strategies
- Management acceptance of HR’s role in implementing the strategic workforce perspective

## Addenda

- LaRC has established a Strategic Human Capital Implementation Plan (SHCIP)
- Developing linkages between Program Operating Plan (POP) process to quantify the FTEs required by workforce competency to staff programs & projects using the Workforce Integrated Management System (WIMS)
- Pursuing a multi-pronged strategy to address workforce challenges
- Renewed emphasis on Other Than Full-Time Permanent (OTFTP) personnel
- Competency based management of the in-house workforce
- Reinforcing areas that “only NASA can do”
- OHR has established a workforce analysis planning capability and is integrating workforce planning and shaping activities under one umbrella.