1. 2011Draft Workforce Plan Toni Dawsey, Assistant Administrator, Office of Human Capital Management1

2. Our mission continues to evolve but one constant remains: people make NASA successful2 3. Successful Human Capital ManagementEngaged EmployeesEffective ManagersHigh-Performing OrganizationsResponsive Human Resources Services3 4. Successful Human Capital Management is a shared responsibilityCorporate Policy OfficesFunctional OfficesPrograms and ProjectsManagers, Supervisors, and Team Leaders Employees 4 5. Human Capital Management Goals Identify, acquire and sustain the workforce needed to successfully conduct NASAs current and future missions1. Workforce Alignment 2. Workforce Readiness 3. Workforce Sustainability5 6. Goal 1: Workforce Alignment Analysis, policy development, organizational design and resource alignment to guide NASAs multi-sector workforce6 7. FY 11 Presidents Budget HighlightsCritical Technology DemonstrationsHeavy-Lift and Propulsion R&DRobotic Precursor MissionCommercial Crew and Cargo 7 8. Goal 1: Workforce Alignment Office of Human Capital Management Deputy: From the ARMD Workforce Alignment Workforce planners (BA, GSFC, ESMD, NSF) Budget analyst, economist/statistician, scientist, engineer HR and HR/IT specialists, project managers Workforce Readiness and Sustainability HR, Organizational Development and Training and Development Specialists 8 9. Goal 1: Workforce Alignment Major activities: Workforce Planning and Analysis Policy Development Organization Design Position Management/Classification Succession Management Workforce Information Systems9 10. Goal 1: Workforce Alignment FY10 Priorities: Evaluate and implement alternative labor funding mechanisms Conduct pilot studies in multi-sector workforce planning Partner with local jurisdictions and other Departments and Agencies to support the transition of the shuttle program Work with functional communities to strengthen critical competencies and manage near and longer-term gaps Work with Centers and Mission Directorates to refine our understanding of the impact of potential program changes10 11. Goal 1: Workforce Alignment FY11 Priorities: Multi-sector workforce planning Prepare workforce to adjust to program needs as portfolios, plans, and budgets mature Adjust acquisition strategies, program portfolios, hiring, buyouts, and training emphasis to achieve alignment Manage skill gaps understand skills needed to support new missions/work (demand) and current skills (supply) Develop information systems that track supply and demand Train/re-train to provide skills to close gaps Hire multi-generational persons with skills needed now and in the future Move people to work that aligns with their skills Continue to work labor funding issues 11 12. Goal 2: Workforce Readiness (A) Identify, attract and employ a diverse workforce (B)Train and develop talent12 13. A Four Generation Workforce Traditionalist TraditionalistBoomer BoomerGeneration X Generation XGeneration Y Generation YBorn 1928-1945 Born 1928-1945Born 1946-1964 Born 1946-1964Born 1965-1979 Born 1965-1979Born 1980-2000 Born 1980-2000Each generation with different assumptions about how the world works13 14. Goal 2: Workforce Readiness Identify, Attract and Employ Major activities: Staffing Recruiting Student Pipeline Alternative Hiring Sources Legislative Flexibilities On-Boarding14 15. Goal 2: Workforce Readiness Identify, Attract and Employ FY10 Priorities: Improve our hiring processes by increasing applicant satisfaction, manager involvement, and use of broad range of hiring authorities Implement civil service on-boarding team recommendations and initiate contractor study Establish a dedicated Veterans Program Office to increase focus on veterans hiring and employment Evaluate the effectiveness of the early career hiring pilot initiative and identify priority next steps Leverage Administration and Agency efforts to reach out to the STEM community and pipeline 15 16. Goal 2: Workforce Readiness Identify, Attract and Employ FY11 Priorities: Implementing hiring reform Developing alternative recruitment methods Expanding legislative flexibilities (such as Industry Exchange) Increasing diversity , including early career hires and implementing Federal hiring initiatives Expanding details, IPAs, Rotations particularly externally Obtaining authority for partnering with industry/academia16 17. Goal 2: Workforce Readiness Train and Develop Training and development initiatives that address todays and tomorrows needs and enable mission success17 18. Goal 2: Workforce Readiness Train and Develop Major activities: Training and development Career Management Mentoring/Coaching Needs Assessment Leadership Development Executive Development18 19. Development ProgramsNASA Building Leaders at All LevelsProfessional DevelopmentAgency CoursesFellowship ProgramMentorCenterBasedAll levels, by CenterGrade1112131415SESs19 20. Goal 2: Workforce Readiness Train and DevelopFY10 Priorities: Roll-out an automated mentor match system to pair available mentors to prospective mentees Conduct the initial session of the Mid-Level Leader Program Develop and initiate an executive development seminar series Identify training/re-training needs associated with potential programmatic changes Focus coaching support on priority executive transition activities20 21. Goal 2: Workforce Readiness Train and Develop FY11 Priorities: Expand rotations and details to, and with, academia and industry Expand use of rotations within NASA Implement Agency-wide orientation program Implement Executive Orientation Program Require executive development plans Expand executive development curricula Continue and expand executive summits21 22. Goal 3: Workforce Sustainability Enable managers to sustain an environment conducive to workforce productivity, innovation and effectiveness22 23. Goal 3: Workforce Sustainability Major activities: Student and other pipelines Sufficient bench strength to assure capacity and proficiency in key skill areas Hands-on opportunities for early career employees Employee Relations/Labor Relations Performance Management Employee Recognition Organizational Development Work/Life Programs Diversity and Inclusion Transition Assistance 23 24. Goal 3: Workforce Sustainability FY10 Priorities: Restructure the Agencys formal and informal awards and recognition programs and policies Utilize results from the Employee Viewpoint survey to focus satisfaction and wellness efforts Facilitate the establishment of an Agency-level labormanagement forum Deploy an Agency-wide emergency notification and accountability system Support the tracking and transition of workforce affected by planned and potential program changes 24 25. Goal 3: Workforce Sustainability FY 11 Priorities: Implement a succession management program Strengthen our pipelines to backfill and refresh our workforce (including branding to attract a early career persons) Address the aging workforce issues Improve communications to drive engagement, motivation and sense of value Enforce performance management (addressing poor performers) Use hiring flexibilities (term, temp, perm, etc.) Expand Shuttle Transition Liaison Office services Roll out workforce transition tools Utilize results from the Employee Viewpoint survey to improve NASAs FY11 5th Best Place to Work ranking 25 26. Goal 3: Workforce Sustainability In the 10 Best in Class categories - ranked #2 (Out of 28) in 8: Teamwork Pay Training and development Support for diversity Effective leadership Agency and Human Capital Performance based recognition and advancement Strategic management Family friendly culture and benefits Ranked Best in Class in the other 2 areas: Work/life balance (3rd) Employee skills/mission match (4th)26 27. Goal 3: Workforce Sustainability Demographic Rankings: American Indians: #1 Women: #3 Whites: #3 African Americans: #4 Asians: #4 Hispanics: #5 Over 40: Under 40:#3 #427 28. Goal 3: Workforce Sustainability Center Rankings: Out of 224 Subcomponents: Goddard Stennis Johnson Dryden Kennedy Marshall Langley Glenn HQ Ames# 7 # 11 # 12 # 15 # 21 # 23 # 31 # 49 # 74 (The highest rate of improvement 10.4%) #13128 29. In summary, we will continue to: Serve the needs of our existing NASA workforce: people, managers, organizations Anticipate and facilitate changes to ensure workforce is aligned with NASAs mission Strengthen our existing human resources capabilities as required to support mission success29