2016-2020 Strategic Human Capital Plan - Energy.gov
2016-2020 Strategic Human Capital PlanOffice of the ChiefHuman Capital Officer
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CONTENTS1.Introduction . 52.DOE Mission and Strategic Plan . 63.OCHCO Mission and Organization . 74.Strategic Human Capital Goals and Alignment . 95.Developing the Strategic Human Capital Plan . 116.Strategic Human Capital Outcomes. 187.Defining and Measuring Success . 198.Implementation Strategies . 219.Annual Human Capital Plans . 2610. Data Appendices . 2711. Bibliography . 32
FIGURES AND TABLES1-1: Federal Human Capital Assessment and Accountability Framework (HCAAF) . 52-1: Departmental Goals and Objectives in the DOE Strategic Plan for 2014-2018 . 63-1: OCHCO Mission, Vision, and Values . 73-2: OCHCO Organization Chart Effective October 4, 2015. 84-1: DOE Strategic Human Capital Goals . 94-2: Strategic Alignment of Human Capital, Departmental, and Administration Goals. 105-1: Key Challenges for the DOE Federal Workforce: . 125-2: SWOT Analysis . 135-3: Strengths Analysis . 145-4: Weaknesses Analysis . 155-5: Opportunities Analysis . 165-6: Threats Analysis . 176-1: Desired Outcomes of the Strategic Plans for DOE and Human Capital. 187-1: Strategic Performance Metrics and Targets . 198-1: Summary of Human Capital Goals and Implementation Strategies. 218-2: Desired Outcomes Supported by Leadership Strategies . 228-3: Desired Outcomes Supported by People Strategies . 238-4: Desired Outcomes Supported by HR Strategies . 259-1: Alignment of Planning, Implementation, and Evaluation . 2610-1: DOE Federal Workforce Strength of Size in FTE from FY 2010-2020 . 2710-2: Historical Profile of On-boards, Gains, and Losses in the DOE Federal Workforce . 2710-3: Historical Profile of Trends in Types of Losses in the DOE Federal Workforce . 2810-4: Retirement Trends . 2810-5: Historical Profile of Employees Retirement Eligible and Actually Retiring . 2810-6: Cumulative Profile of Retirement Eligibility and Deferment of the DOE Workforce . 2910-7: Predictive Risk Profiles Based on 4 Years of Deferred Retirement Eligibility . 2910-8: Trend in DOE Federal Employees under Age 30 in comparison to Average Ages. 2910-9: DOE Federal Employee Viewpoint Survey (FEVS) Results for 2011-2015 . 3010-10: Trends for DOE and Mid-Size Agencies in Best Places to Work (BPTW) Rankings . 3010-11: FY 2013 Government-wide Comparison of HC Cost per Employee Serviced . 3110-12: FY 2013 Government-wide Comparison of Servicing Ratio . 31
Introduction1. INTRODUCTIONThe purpose of strategic human capital planning is tohelp organizations optimize their resources forefficient and effective mission achievement by usinglong-term,data-supportedplanningandmanagement of the workforce.The 2016-2020 Strategic Human Capital Plan (201620 SHCP) sets forth the human capital goals andstrategies to support the mission and goals of theDepartment of Energy (DOE). It follows the 20112015 Strategic Human Capital Plan, and will beupdated as needed.The 2016-20 SHCP comes at a time when DOE hasundergone significant organizational changesdesigned to better align the workforce to meet theDepartment’s current and future missionrequirements. This SHCP supports senior leaders,managers, and employees in achieving the DOEmission by providing goals and strategies designed togrow our leaders, strengthen our workforce, andimprove the delivery of our human resources. Usedtogether, the goals and strategies of the 2016-20SHCP will ensure that DOE has the ability to attract,manage, develop, and retain the best federalworkforce to meet DOE’s mission needs. In addition,this plan aligns with the pillars and goals of thePresident’s Management Agenda.As depicted in Figure 1-1, the foundation of the2016-20 SHCP is the Strategic Alignment system ofthe federal government’s Human Capital Assessmentand Accountability Framework (HCAAF). An annualhuman capital planning process will be used toimplement and evaluate the 2016-20 SHCP at anoperational and tactical level.1-1: Federal Human Capital Assessment and Accountability Framework (HCAAF)Planning andGoal SettingStrategic AlignmentStrategic Human Capital PlanImplementationEvaluating ResultsLeadership & KnowledgeManagementResults-OrientedPerformance CultureAccountabilityTalent ManagementProvides DirectionDelivers HumanCapital OutcomesProvides PerformanceInformationFeedback on Successes and Needed Course CorrectionsU.S. Department of Energy5
62016-2020 Strategic Human Capital Plan2. DOE MISSION AND STRATEGIC PLANThe Department of Energy’s (DOE) mission is toenhance U.S. security and economic growth throughtransformative science, technology innovation, andmarket solutions to meet our energy, nuclearsecurity, and environmental challenges.The DOE Strategic Plan for 2014-2018 guides theexecution of the agency's mission using three distinctgoals for Science and Energy, Nuclear Security, andManagement and Performance. The plan organizesthese goals into twelve objectives that represent thecross-cutting and collaborative efforts taking placeacross the DOE headquarters, site offices, andnational laboratories (Figure 2-1).The Department’s three Under Secretaries, as well asits four Power Marketing Administrations andportfolio of Departmental Offices, carry out thesegoals and objectives. The total DOE workforceconsists of nearly 14,000 federal employees and over90,000 contractor employees. The Departmentcurrently has 85 sites spanning 28 states, includingDOE headquarters locations in Washington, D.C.The Department’s federal workforce is highlightedand supported in Strategic Objective 12 under thegoal of Management and Performance: “Attract,manage, train, and retain the best federal workforceto meet future mission needs.”2-1: Departmental Goals and Objectives in the DOE Strategic Plan for 2014-2018DOE Mission: Enhance U.S. security and economic growth through transformative science, technologyinnovation, and market solutions to meet our energy, nuclear security, and environmental challenges.Goal 1: Science & EnergyGoal 2: Nuclear Security1 - President's Climate Action Plan4 - Nuclear Deterrent2 - Energy Infrastructure5 - Strengthen Key Capabilities andModernize the National SecurityInfrastructure10 - Effective Management of Projects,Contracts, and Financial AssistanceAgreements6 - Global Nuclear Security ThreatReduction11 - Safe, Secure, and Efficient DOEEnterprise7 - Navy's Nuclear Propulsion Systems12 - Best Federal Workforce for DOE’sMission Needs3 - Scientific Discoveries8 - Continued Cleanup of Nation's ColdWar LegacyGoal 3: Management & Performance9 - Sustainable Asset ManagementDOE needs a fully engaged and high-performing federal workforce to achieve themulti-faceted goals and objectives of the DOE Strategic Plan for 2014-2018Office of the Chief Human Capital Officer
OCHCO Mission and Organization3. OCHCO MISSION AND ORGANIZATIONThe mission (Figure 3-1) of the Office of the ChiefHuman Capital Officer (OCHCO) is to support DOE’smission through workforce services, solutions, andinnovations. The vision of the OCHCO is to be thepremier organization for human capital solutions.The OCHCO values guide the execution of its missionand vision.The OCHCO organization (Figure 3-2) supports DOE’smission accomplishment by providing andimplementing human resources services and humancapital management solutions. The OCHCO isimplementing a new human resources servicedelivery model that partners with DOE’s UnderSecretaries, Departmental Offices, and PowerMarketing Administrations to establish sharedservice centers (SSC) for the full range oftransactional services and HR advisory offices(HRAO) for human capital management services.OCHCO human capital management solutionsinclude: human capital analysis and strategy;workforce and succession planning; recruitment andhiring; engagement and retention; competencydevelopment, training, and learning; and diversity.The Department’s Chief Human Capital Officer(CHCO) is accountable for the strategic alignment ofthe Department’s workforce to its mission andderives authority from the Secretary of Energy andthe Chief Human Capital Officer Act of 2002 (PublicLaw 107-296). The CHCO advises and assists thehead of the agency and other agency officials incarrying out the Department’s responsibilities forselecting, developing, training, and managing a highquality and productive workforce in accordance withMerit System Principles (5 U.S.C. 2301). The CHCO isthe chief policy advisor on all human capitalmanagement issues and shares responsibility andaccountability for the Department’s performanceand mission results.In addition, the OCHCO provides Departmentalleadership and direction in interfaces with the Officeof Personnel Management (OPM), GovernmentAccountability Office (GAO), Merit SystemsProtection Board (MSPB), Federal Labor RelationsAuthority (FLRA) and other Federal/non-Federalorganizations relating to human capital programsand policies.3-1: OCHCO Mission, Vision, and ValuesHC MISSIONSupporting DOE’s mission throughworkforce services, solutions andinnovationsHC VISIONWe will be the premier organizationfor human capital solutionsU.S. Department of Energy7
Office of the Chief Human Capital OfficerLEARNINGDIVISIONHUMAN CAPITALACCOUNTABILITY& COMPLIANCEDIVISIONNUCLEARSECURITY HRSHARED SERVICECENTERCORPORATEWORKFORCEENGAGEMENT &EFFECTIVENESS DIVBONNEVILLEPOWER HRSHARED SERVICECENTERPOWERMARKETING HRSHARED SERVICECENTERSCIENCE &ENERGY HRSHARED SERVICECENTERCORPORATERECRUITMENT &OUTREACHDIVISIONMANAGEMENT &PERFORMANCE HRSHARED SERVICECENTEREXECUTIVEPERFORMANCE &TALENT MGMTDIVISIONEXECUTIVESTAFFINGDIVISION(HC-40)OFFICE OF CORPORATEEXECUTIVEMANAGEMENT(HC-1.6)HR SERVICE DELIVERYPROGRAM(HC-1.5)ADMINISTRATIVEMANAGEMENT DIVISION(HC-1.4)INFORMATIONMANAGEMENT DIVISION(HC-30)OFFICE OF CORPORATEHUMAN RESOURCESERVICESCORPORATEWORKFORCEANALYSIS &PLANNING DIV(HC-50)OFFICE OF HUMANCAPITAL STRATEGY E OF LEARNING &WORKFORCEDEVELOPMENTDIRECTOR OF HUMAN CAPITAL MANAGEMENTDEPUTY CHIEF HUMAN CAPITAL OFFICERCHIEF HUMAN CAPITAL OFFICERHUMAN CAPITALPOLICY DIVISION(HC-10)OFFICE OF HUMANCAPITAL POLICY AL MANAGEMENTDIVISION3-2: OCHCO Organization Chart Effective October 4, 201582016-2020 Strategic Human Capital Plan3-2: OCHCO Organization Chart Effective October 4, 2015
Strategic Human Capital Goals and Alignment4. STRATEGIC HUMAN CAPITAL GOALS AND ALIGNMENTHuman Capital GoalsThe 2016-20 SHCP focuses on three strategic humancapital goals (Figure 4-1) relating to leadership,people, and human resources (HR) to help theDepartment overcome its workforce challenges andimprove support for DOE mission achievement. Asstated in the DOE Strategic Plan for 2014-2018, theDepartment faces serious workforce challenges overthe coming decade.Over 35% of today’s DOE federal employees will beeligible to retire by 2020, including many of its mostexperienced and highly skilled professionals. TheDepartment needs to engage in workforce planningand improve its outreach and recruitment programsin order to sustain a federal workforce with thescience, technology, engineering, and mathematics(STEM) skills and experience required to accomplishits highly technical mission.The Department must significantly improve thequality and efficiency of its human resourceoperations in comparison to government-widebenchmarks. DOE is committed to improving humancapital policies, programs, and systems through acorporate approach that reduces organizationalredundancies and uses capable and cost-effective HRinformation technology systems.The goals and strategies for this SHCP weredeveloped as a result of: stakeholderengagementswithDOEmanagement and employees;evaluations of the DOE external and internalenvironments;reviews of current human capital programs andpolicies;workforce analysis, research and benchmarking;andIdentification of new and innovative approachesfor addressing the challenges facing theDepartment.This work is further elaborated upon in section five.4-1: DOE Strategic Human Capital Goals Leadership: Grow our LeadersoWe will improve leadership competency and strengthen accountability for achievingmission results, while improving executive hiring and onboarding processes and preparingthe workforce for future mission needs People: Strengthen our WorkforceoWe will hire the best talent, develop our employees, and optimize performance with arenewed emphasis on employee engagement, workplace improvement, and workforceflexibilities Human Resources (HR): Improve our HR Service DeliveryoWe will improve HR competency, processes, and systems to provide effective, efficientresults and excellent customer service to the Department’s federal workforceU.S. Department of Energy9
102016-2020 Strategic Human Capital PlanAlignmentFigure 4-2 illustrates the strategic alignment of thegoals of the 2016-20 SHCP with the goals andobjectives of the DOE Strategic Plan and thePresident’s Management Agenda. The tactical pathsto implementing the goals, strategies, and actionswithin this SHCP will be administered through thepriorities, commitments, and measures identified inAnnual Human Capital Plans.4-2: Strategic Alignment of Human Capital, Departmental, and Administration GoalsPresident’s Management Agenda: Creating a 21st Century GovernmentPeople and CultureEmployeeEngagementWorld Class SESHire the Best TalentDOE Strategic Plan (Goal 3, Strategic Objective 12)Management and PerformanceAttract, manage, train, and retain the best federal workforce to meetfuture mission needsStrategic Human Capital PlanHuman Capital GoalsLeadership: Growour LeadersPeople: Strengthenour WorkforceOffice of the Chief Human Capital OfficerHR: Improve our HRService Delivery
Developing the Strategic Human Capital Plan5. DEVELOPING THE STRATEGIC HUMAN CAPITAL PLANStakeholder EngagementThe OCHCO led stakeholders from across theDepartment through a series of focus group sessionsdesigned to examine the current state of humancapital management within DOE. This engagementbegan in July 2013 with the development of the DOEStrategic Plan for 2014-2018, which the Secretaryissued in April 2014.Stakeholder engagement continued with thedevelopment and incorporation of the threestrategic human capital goals for leadership, peopleand human resources (HR) into the reporting andaccountability processes of the Deputy Secretary’sBusiness Quarterly Review. Using top-down andbottom-up approaches, employees from across theDepartment assembled to discuss the challengesthey face while working to achieve organizationalpriorities and to help develop actionable strategiesto address challenges in leadership, people, and HR.Major considerations that drove the focus groupactivity and agenda were the Department’s recentFederal Employee Viewpoint Survey results andenvironmental assessments of the DOE. To ensureunderstanding and agreement of the key challengesand establish buy-in of the strategies, seniorleadership was briefed during the development ofspecific strategies included in the 2016-20 SHCP.Environmental AssessmentSince May 2013, OCHCO has conducted internalassessments to help identify areas of neededimprovement in the Department’s HR line ofbusiness. The results of these assessments havetriggered significant changes to the way DOE willprovide HR and human capital management servicesto its customers. These changes are reflected in thestrategies included under the goal for HR.In addition, human capital professionals withinOCHCO regularly participate in government-wide,interagency workgroups to address different priorityareas of human capital management. The n to benchmark against similarchallenges within DOE.Key areas of concern for the Department that haveemerged through these assessments andcollaborations are the Department’s leadershipcapability, workforce optimization, and theeffectiveness and efficiency of HR operations.BenchmarkingThe OCHCO conducted research and benchmarkingto support an informed approach for the 2016-20SHCP. The OCHCO researched publications fromleading industry and public sector organizations,including the Corporate Executive Board, Bersin byDeloitte, the Government Accountability Office, andthe Merit Systems Protection Board. In addition,OCHCO reviewed ten STEM agencies’ SHCPs andprevious DOE strategic plans and SHCPs to identifybest practices and apply lessons
The 2016-2020 Strategic Human Capital Plan (2016-20 SHCP) sets forth the human capital goals and strategies to support the mission and goals of the Department of Energy (DOE). It follows the 2011-2015 Strategic Human Capital Plan, and will be updated as needed. The 2016-20 SHCP comes at a time when DOE has
Jun 10, 2016 · The Global Human Capital Index featured in this Report thus treats human capital as a dynamic rather than fixed concept. The Global Human Capital Index 2017 ranks 130 countries on how well they are developing their human capital on a scale from 0 (worst) to 100 (best) across four thematic dimensions—capacity, deployment,
10 All data are from the World Development Indicators and from the latest year of availability. 11 The World Bank. 2020. Human Capital Index Vietnam. The Human Capital Project - October 2020. 12 World Bank. 2020. The Human Capital Index 2020 Update: Human Capital in the Time of COVID-19. World Bank, Washington, DC. Country Population .
human capital and specialization in human-capital-intensive industries. Fourth, when we proxy human capital by schooling (labor-force) quality the impact of average schooling drops. Thus our cross-countr y cross-industry growth analysis therefore adds to the micro and cross-country evidence on the importance of human capital quality
Capital Program Development and Structure Capital Improvement Program (CIP) Update 10-Year Capital Plan. Identifies viable initiatives to address needs identified for next 10 years; financially unconstrained. Six-Year Capital Improvement Program (CIP) Capital investments planned for, or continuing in, six-year capital program. One-Year Capital .
EU Tracker Questions (GB) Total Well Total Badly DK NET Start of Fieldwork End of Fieldwork 2020 15/12/2020 16/12/2020 40 51 9-11 08/12/2020 09/12/2020 41 47 12-6 02/12/2020 03/12/2020 27 57 15-30 26/11/2020 27/11/2020 28 59 13-31 17/11/2020 18/11/2020 28 60 12-32 11/11/2020 12/11/2020 28 59 12-31 4/11/2020 05/11/2020 30 56 13-26 28/10/2020 29/10/2020 29 60 11-31
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
Human Resource Management (HRM) and now HRM has become strategic in nature. Strategic Human Resource Management (SHRM) is concerned with the relationship between HRM and Strategic Management in an organization. This book brings to light the strategic human resource approaches, which are
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