# Presentation: 252978

## BUILD IT AND THEY WILL COME Winning Recruitment Strategies for Today’s Workplace

- 		    DOE Human Resources Forum
- 		            	June 3 and 4, 2003

## Presented By:

- Stephanie Spence Diamond, Office of Corporate Human Resource Initiatives, ME-50.1, stephanie.diamond@hq.doe.gov
- Karen Lerma, NNSA Service Center, klerma@doeal.gov
- Donna Friend, Office of Corporate Human Resource Initiatives, ME-50.1,  donna.friend@hq,doe.gov

## Purpose and Objectives

- Share information on successful recruitment strategies and practices;
- Provide recruitment tips and tools;
- Explore how to better leverage recruitment resources; and
- Identify barriers, challenges and opportunities.

## “The significant problems we face cannot be resolved at the same level of thinking we were at when we created them.” 

- 				Albert Einstein

## Human Capital Crisis – Fact or Fiction?

- GAO, OMB and others have warned of an impending human capital crisis in the Federal government.
- Workforce reductions have ranged from 324,000 to 384,000 since 1993.
- Reductions carried out with little consideration of workforce planning, skills analysis, needs, etc.
- More than half of current Federal workforce is eligible to retire by 2004 – about 900,000 employees. Includes early and optional retirement.

## Human Capital Crisis – Fact or Fiction?

- By 2004, more than half of the Federal government – over 900,000 employees (and 71% of senior managers) will be eligible to retire
- More than half of the Federal workforce is between 45 and 69 years of age.  Average age is 46 – up from 42 in 1990

- Retirements include early and optional retirement.  Employees not likely to retire early.
- OPM shows a 2.7% retirement rate last year, 23% lower than OPM’s previous predictions.
- 2002 had lowest quit rate in at least 5 years, with about 2.1% of workforce separating.

## Human Capital Crisis – Fact or Fiction?

- U.S. Labor pool will shift as baby boom generation ages.
- Between 2000 and 2020, the prime age workforce (25-54 years of age) of the US labor market will grow by only 3 million workers. This contrasts with the 25 million worker increase between 1980 and 2000.

- Competition for jobs will increase among private sector, non-profits, academia and other Federal agencies.

## Human Capital Crisis – Fact or Fiction?

- High rates of turnover exist in certain mission-critical occupations, requiring ongoing recruitment and hiring
- OPM survey reveals that more than 1/3 of Federal employees are considering leaving their organizations, with 16% planning to retire in next 3 years.

- Federal agencies hired more employees in 2002 than they had in more than 10 years.  Many were hired at TSA.
- Agencies should not become complacent – should be aggressively laying foundation.
- “Window of Opportunity” may exist for only the next several months to manage the “crisis”- Just the date is delayed.

## Workforce Dynamics Present Challenges and Opportunities

- We are presently facing one of the most challenging workforce periods in the history of DOE and the Federal government.
- In 2001, GAO called human capital challenges “high risk”
- President Bush made Strategic Management of Human Capital one of 5 key management reforms.
- Strategic recruitment initiatives that are based on workforce analyses and human capital plans, contributing to workforce diversity, and aligned with agency strategic plans are integral components of strategic management of human capital.

## Workforce Dynamics Present Challenges and Opportunities

- Vigorous support of the recruitment, development and training of employees is integral to DOE’s success.
- DOE’s vital missions deserve no less than a strong, agile and technically proficient workforce.
- Human Resource Professionals are key to successful workforce strategies - the “who”, “what”, “when”, “where” and “why” of Federal recruitment efforts

## Workforce Dynamics Present Challenges and Opportunities

- We must search for the most effective and efficient means to recruit and retain employees and leaders at all levels.
- Funding and other resources that support hiring, training and incentive choices continue to be limited.
- We must be mindful of our competitors, not only the private sector, but also non-profits as well as other government agencies.
- We must use all available information and resources to design an effective recruitment strategy that will achieve results.

## “The most pathetic person in the world is one who has sight but no vision.” 

- 				Helen Keller

## Innovative Recruitment Practices*

- Adopt a performance-based approach to Human Capital Planning
- Promote Government Service through Effective Branding and Marketing of Agency Mission
- Streamline Hiring Processes and Create Quality of Worklife Flexibilities
- Design Tailored Strategies to Recruit Specific Skills Sets
- Provide for Market and Performance-Based Pay

- Use Internships, Fellowships, and Alternative Staffing Solutions
- Cultivate Leadership through Candidate Development Programs and Strong SES Evaluation Systems
- Promote Workforce Diversity
- Outsource Some Recruitment Activities
- Measure Recruitment Success
- as identified by the Performance Institute Study

## Adopt a Truly “Performance-based” Approach to Human Capital Planning

- Don’t “fill” empty seats; examine needs and gaps
- Align human capital plan with strategic plan
- Use all available data
- Workforce analysis should contain:
- Workforce statistics
- Attrition analysis
- Competency-based assessments
- Alignment with other PMA initiatives

## Agency Successes

- Treasury/IRS:  Assessed mission-critical occupations, using a computer model.  Served as foundation for recruitment model delineating IRS’s target workforce and  hiring priorities.
- USDA:  Identified the 21 most critical occupational series to meet workforce needs.  Determined both general and occupation specific competency gaps
- EPA:  Identified the 10 most important competencies required by the five major occupational groups. Workforce planning and allocation model being developed.
- NRC:  Used double-encumbering of positions –knowledge retention

## DOE’s Successes

- Five-year restructuring plan identified mission-critical occupations, with particular focus on scientific, engineering and technical fields.
- Competency assessment framework is developed in CHRIS
- DOE has a strategic human capital plan
- DOE is integrating the PMA in its approach.
- Program Direction Corporate Review Budget (CRB) call - budget must be linked to updated Workforce Plans

## Promote Government Service through Effective Branding/Marketing of Agency Mission

- Identify a clear brand related to agency mission to market to potential employees
- Develop marketing strategies and recruitment practices
- Corporate Brand  - unified approach
- Market Federal government as exciting place to work – sense of public service
- Highlight potential – interesting work

## Agency Successes

- GSA:  developed a branding strategy “You Can Do That Here”
- VA:  developed its brand “The Best Care, The Best Career”
- HHS:  advancing the image of “One HHS”
- NAVAIR:  migrated to one college recruiting team enabling better utilization of resources

## DOE Successes

- Developed Corporate Outreach and Recruitment Team
- Corporate recruitment strategy
- DOE developed a branding slogan and corporate look
- “Join Us Today To Make A Difference”
- Corporate logo and materials
- Intern and student programs

## Streamlining Hiring Processes and Create “Quality of Life” Flexibilities

- Use hiring flexibilities
- Simplify processes for job postings, application submission and applicant notification
- Shorten timeframe between application and job offer
- Facilitate agency contacts with applicants
- Provide applicants status
- Leverage IT and automated recruitment and hiring systems
- OPM – USAJobs - Recruitment One-Stop
- Interfaces with agency systems such as Quick Hire
- Implement workplace flexibility programs that promote “qualify of worklife”
- Create a great orientation program

## Agency Successes

- OPM: streamlined SES merit staffing process to a 30-day model
- State: reduced the length of time by 10 months between application and employment as a FSO
- IRS: initiated a categorical ranking process,replacing examination
-  EPA:  uses _[eZhire@EPA](mailto:eZhire@EPA)__, a web-based recruitment and employment application system_
- Treasury: HRConnect is facilitating the development of a human capital plan based on OPM’s framework

## DOE Successes

- Implementation of CHRIS as an enterprise system, incorporating new competency framework
- Wide use of worklife flexibilities including AWS, telecommuting, child care, commuter subsidies, etc.
- Projects currently underway to streamline/redesign the hiring processes, recruitment paperwork; better leverage of technology
- Imminent interface with Recruitment One Stop over the summer months
- Establishment of candidate databases for students and CIP

## Provide for Market/Performance Based Pay

- Research and study various sources to stay current on compensation issues
- Benchmark against non-profit and academia as well as private sector.
- Link pay with market rates.  Economy is fluid.  Currently “no raise” economy (Time, May 26, 2003).  Take advantage.
- Adopt a “broadband” system vs. General Schedule
- Transition toward a “pay-for-performance” system to recognize and reward leadership and outstanding performance

## Agency Successes

- NIST: implemented a demo project encompassing pay-banding, performance-based pay, supervisory differentials, flexible probationary periods
- DOD: established a pay system that integrates a pay band about GS-15 level for Senior Scientific Technical Manager positions
- Navy:  China Lake Demonstration Project, implemented in 1980, features pay-banding, performance based pay and increased flexibility in starting salaries.

## DOE Successes

- Development and use of broadbanding in the excepted service: EK, EJ and EN pay bands
- New SES performance management system aligned with strategic plan and goals.  Cascading to managers and supervisors.
- Leveraging pay, benefits and incentives to craft a “compelling offer” that responds to candidates’ needs and is responsive to fluid economy

## Use Internships, Fellowships and Alternative Staffing Solutions

- Leverage short-term and alternative staffing options to fill some human capital needs
- Internships and co-op education programs provide students exposure to the Federal work environment while providing managers a preview of students’ skills and abilities.
- Shift in emphasis from simply providing jobs to providing meaningful and challenging work experiences.
- Internships and co-ops provide the best return on investment for bringing new talent into the organization.
- Scholarship and student funding could/should link to jobs

## OPM/Partnership for Public Service

- Joined forces to sponsor “A Call to Serve” – an initiative specifically aimed at informing college students about Federal career opportunities
- Red, White and Blue Jobs
- Hold periodic meetings with Federal agencies to share best practices
- Recently sponsored National Career Services Conference at UMD – brought together agency representatives with over 400 college/university placement officials.
- DOE is actively involved with all Call To Serve activities

## DOE Successes

- DOE uses all entry-level avenues to recruit young talent and cultivate future leadership
- PMI, CIP, SCEP and STEP
- Summer/student intern programs
- Beginning to seek ROI from student programs
- EM/ Hispanic Scholarship Fund Institute Co-op program
- FE  pipeline Technical Intern Program
- Linkage of undergraduate programs to CIP

## Promote Workforce Diversity

- Make a Business Case for Diversity
- Compile and analyze diversity data to identify underrepresented groups. Need to include statistics tracking gender, race and national origin by grade, series, geographic location and supervisory status.
- Develop a marketing and recruitment campaign to reach candidates in underrepresented groups, including disabled.
- Recruit America Campaign – recognized by OPM and Partnership for Public Service as a best practice

## Promote Workforce Diversity

- Involve agency employees in the development and implementation of diversity recruitment initiatives.
- Disability employment and Hispanic employment plans in process
- DOE regularly convenes HEPM’s within DOE
- DOE co-hosted the NAHFE V Summit
- Cultivate partnerships and long-term relationships with organizations yielding qualified and diverse candidates
- DOE developed and houses Diversity Sources Guide and Diversity Strategies Guide on the web

## Measure Recruitment Success

- Need to recognize the importance of measuring recruitment initiatives.
- Few examples of effective, mission-aligned human resource performance measures at Federal level.
- Start base lining and tracking now –  review, adjust, adapt
- Incorporate return on investment data

## Measure Recruitment Success

- Current measurements agencies are using include:
- Performance measures relative to recruitment and hiring cycles include timeframes for development and distribution of vacancy announcements, referral of candidates and extensions of job offers.
- Integration of evaluative tools such as surveys capture applicant and manager satisfaction
- Agencies are using “proxy” measures such as numbers of applications received or individuals hired.  These reveal little about impact of initiatives on skills gaps and improved program performance.

## Measure Recruitment Success

- Tracking candidate initiatives generating the largest pool of qualified candidates is fundamental to “getting the biggest bang for the buck”.
- Agencies should examine and define a limited, balanced set of measures.
- Reducing skills gaps
- Increased retention
- Improved quality and efficiency of recruitment transactions
- Quality of hire – define quality
- Increased diversity – diversity of pool

## “I am only one, but I am still one.  I cannot do everything, but I can still do something.  I will not refuse to do the something I can do.”  

- 				Helen Keller

## DOE Model Recruitment Strategy for CIP

- Brief summary of mission, vision, functions and organizational setting
- Brief summary of position’s basic duties and responsibilities
- Basic qualifications and/or special position requirements
- Recruitment sources
- Marketing strategy
- Development plan
- Marketing incentives
- Receipt and evaluation of applications
- Interview and selection process
- Follow up and evaluation process

## Recruitment Studies and Resources

- National Association of Colleges and Employers _[www.naceweb.org](http://www.naceweb.org/)_
- Making the Most of Recruiting Resources – Job Outlook 2002 survey
- Office of Personnel Management (OPM) _[www.opm.gov](http://www.opm.gov/)_
- USAJobs
- Studentjobs.gov
- Students.gov
- Merit System Protection Board (MSPB) _[www.mspb.gov](http://www.mspb.gov/)__	_
- Entering Professional Positions in Federal Government 1994

## Recruitment Studies and Resources

- Partnership for Public Service/ www.ourpublicservice.org
- A Call To Serve – _[www.calltoserve.org](http://www.calltoserve.org/)_
- Tapping America’s Potential: Expanding Student Employment and Internship Opportunities in the Federal Government, July 10, 2003
- Red, White and Blue jobs
- Engineering jobs
- Business jobs
- Speakers’ Bureau
- General Accounting Office (GAO
- SES Retirement Trends Underscore the Importance of Succession Planning, May 2000
- Human Capital: Effective Use of Flexibilities Can Assist Agencies in Managing Their Workforces, December 2002

## Recruitment Studies and Resources

- The Performance Institute, _[www.performanceweb.org](http://www.performanceweb.org/)_
- Strategic Recruitment for Government, February 2003
- International Public Management Association for Human Resources, _[www.ipma-hr.org](http://www.ipma-hr.org/)_
- Society for Human Resources Management, _[www.shrm.org](http://www.shrm.org/)_
- U.S.Department of Labor, _[www.dol.gov](http://www.dol.gov/)_
- Workforce Magazine, _[www.workforce/com](http://www.workforce/com)_
- National Academy of Public Administration , _[www.napa.org](http://www.napa.org/)_
- A Work Experience Second To None: Impelling the Best to Service, September 2001