Report Tile

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Report Tile
Attracting Talent A 21st Century Approach
UNITED STATES OFFICE OF PERSONNEL MANAGEMENT
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The Government is facing a number of Human
Resources (HR) challenges

• Attracting and retaining new employees whose
  career expectations dont fit the traditional
  Government model
• Managing through the pending retirement wave
  while competing for scarce talent
• Developing the leaders of the future who must
  manage the 21st century workforce
• Branding the Government and its agencies as an
  employer of choice
• Becoming applicant centric reforming a
  cumbersome hiring process
• Streamlining and outsourcing core functions to
  Shared Service Centers as recommended by the
  Human Resources Line of Business (HR-LOB)

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The U. S. Office of Personnel Management (OPM) is
committed to a simple yet powerful vision for
talent

• Agencies have the
• right talent
• right place
• right time
• to accomplish their missions

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Attracting and retaining talent are the key
components of the Talent Management System
Human Capital Assessment and Accountability
Framework (HCAAF)
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OPM continues to expand on its three-pronged
approach to attract talent to Federal jobs
TALENT
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OPMs new advertisements promote civil service

• What did you do at your job today
• Two consistent themes emerge
• You can make a difference and accomplish great
  and important things with the United States
  Government
• The United States Government has a job for every
  interest

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Real people, doing real work, showcase Federal
employment
http//www.opm.gov/Video_Library/RecruitmentShowca
se/index.asp
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Federal Career Days promote job and internship
opportunities for college students

• In 2006 OPM sponsored Career Days at
• Louisiana State University
• Ohio State University
• New Mexico State University
• Carnegie Mellon University
• Each Federal Career Day offered
• Career fair
• Student workshops
• How to apply for Federal employment, navigating
  USAJOBS
• Highlight opportunities in mission critical jobs
  (e.g. engineers, foreign languages, scientists,
  nurses, IT)

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Lessons Learned

• Agencies have to make the hiring process work
• Sell the mission students are interested
• Its about recruitment, not just selection
• Use recruiting and hiring flexibilities
• Talent acquisition is a core function, not a
  support activity
• Work just as hard on retention

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2007 Federal Career Days

• Louisiana State University Fall 2007 Career Expo
  September 13, 2007 (www.lsu.edu/career)
• New Mexico State University Public Service Career
  Showcase October 23, 2007 (http//nmsu.edu/pment/
  PCS_Showcase/index.html)
• University of New Mexico Public Service Career
  Showcase October 25, 2007 (www.career.unm.edu)
• Duquesne University Pittsburgh Federal Career Day
  2007November 14, 2007 (http//www.careerservices.
  duq.edu/events/fedgeninfo.htm)
• Ohio State University Federal Career Day April
  2, 2008
• Northern Virginia Community College Early 2008

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Student Webcasts have been completed and are
online
Virtual National Career Services Conference
(VNCSC) Twelve webcast presentations for
university career services staff/students
featuring three types of information

• Federal programs for students and how they find
  and apply for Federal jobs
• Federal employees discussing their careers in
  critical Federal occupations
• Federal employees and college staff talking about
  best recruiting practices

NCSC was first broadcast on June 5-7, 2007 and is
currently available on demand at
http//www.opm.gov/vncsc/
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Veterans Webcasts have been completed and are
online

• Veterans Preference and Federal Employment
• To explain veterans preference and promote
  Federal employment opportunities for Americas
  veterans, OPM conducted this webcast discussing
  the following topics
• Definition and types of Veterans' Preference
  and why it is given
• Special hiring authorities for veterans
• Eligibility for Veterans' Preference and other
  hiring authorities
• Applying for a Federal job
• First broadcast on July 12, 2007 this
  presentation is
  available on demand at http//www.opm.gov/video_li
  brary/Recruitment/veteranspreference/index.asp

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Building attractive work environments is the
cornerstone of the Career Patterns initiative
TALENT
Career Patterns
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Build attractive work environments
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The Career Patterns initiative is designed to
help agencies attract new talent

• The Federal Government is competing for scarce
  talent
• Attracting quality applicants is crucial
• Hiring processes and systems are being
  transformed
• Non-traditional work environments are being built
  and/or expanded
• Flexible work schedules
• Telework
• Technology
• Work/Life Balance

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Career Patterns is a major Governmentwide Human
Capital initiative

• The Chief Human Capital Officers (CHCO)
  Subcommittee on Hiring and Succession Planning FY
  2007 goal
  Assist agencies in implementation of the Career
  Patterns initiative
• The OPM Strategic and Operational Plan goal
  Begin to operate and hire in
  the new Career Patterns environment by October 1,
  2007 at all CHCO agencies and expand each year
  thereafter

The Bottom Line Career Patterns is about having
all agencies successfully competing for talent,
now and in the future
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Career Patterns is a strategic overarching
initiative that impacts decisions in many areas

• Strategic Human Capital Plan
• Workforce Plan
• Agency Branding
• Development Programs
• Awards and Recognition
• Work Environment Flexibilities
• Succession Planning

• What talent do you need
• Who are they
• What do you have to do to get them
• How do you ensure effectiveness
• What will you do to motivate them
• How do you keep them
• How do you develop future leaders

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Federal agencies are moving ahead with Career
Patterns implementation

• Mapping mission critical occupations and other
  occupational groups to Career Pattern Scenarios
• Identifying work attractors/flexibilities needed
  to recruit and retain the identified Career
  Pattern Scenarios
• Implementing project plans that market, expand,
  and/or improve work environments
• Beginning to include Career Patterns language in
  vacancy notices
• Developing metrics and gathering baseline data

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After implementing Career Patterns improvements
should be tracked and measured

• Agencies need to decide on a set of measures that
  indicate improvements in attracting, hiring and
  retaining talent
• The ultimate goal for hiring is to attract
  quality candidates therefore at a minimum, the
  ratio of qualified applicants to the total number
  of applicants should be one measure selected
• For comparison purposes, baseline results would
  be any data collected prior to implementation of
  Career Patterns strategies
• OPM is calculating the comparative data on hiring
  manager satisfaction by agency and governmentwide
  
• OPM Human Capital Officers will be working with
  their respective agencies to collect evidence of
  improvements

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The Career Patterns Guide

• Introduced to agencies and published June 2006
• Available online at http//www.opm.gov/CareerPatte
  rns/index.asp
• Provides tools for HR/HC Practitioners as well as
  hiring managers
• Developed from extensive literature review of
  available studies

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The Career Pattern Guide helps agencies identify
work environments necessary to attract talent

• The guide is divided into four sections
• Section 1 Career Patterns Dimensions and
  Scenarios
• Section 2 The Career Patterns Analytic Tool
  enhances workforce planning by providing a step
  by step process to identify broad applicant pools
  and the types of work environments that attract
  them
• Section 3 Building Work Environments aids in
  action planning to operationalize Career Patterns
• Section 4 Resources and Tools includes
  resources and tools to help build and operate a
  work environment shaped by Career Patterns.
• Additionally, Appendices include
• A listing of high impact HR Flexibilities
• Bibliography
• Career Patterns Analysis Worksheet and
  Questionnaire templates

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High Impact HR Flexibilities Mapped to Career
Pattern Scenarios
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Career Patterns Dimensions characterize
employees, both current and potential
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Ten initial Career Pattern Scenarios cover a
large percentage of new applicants
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Agencies may use the scenarios identified in the
guide or develop custom scenarios
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Each Career Pattern Scenario includes work
attractors

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The Career Patterns Analytic Tool includes
instructions and worksheets

• Define the Job Requirements
• Categorize Job Requirements into Career Pattern
  Scenarios
• Identify Work Environment Features

The results of these steps are entered on the
Career Patterns Analysis Worksheet
Career Patterns Analysis Worksheet
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A theoretical case study will help illustrate use
of the Career Patterns Analytic Tool

• Case Study Human Capital in the Agency for
  Health Care Administration (AHCA)
• Location Washington, DC
• Current workforce Aging with over half of
  employees eligible for retirement within the next
  5 years
• Vacancies 200 possible vacancies at all levels
  over next 5 years
• AHCAs mission focuses heavily on providing a
  broad range of customer service
• New mandate requires increase in customer service
  

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Step 1 of the Career Patterns Analytic Tool
defines job requirements

• Purpose To identify the kinds of employees you
  want to hire and retain, both short-term and
  long-term, by defining the nature and scope of
  your job requirements

• Consider these criteria when defining your job
  requirements Competencies Occupa
  tional series Range of work Levels needed
  Geographic location Timeframe Number of
  positions needed

Career Patterns Analysis Worksheet

• Customer Service and Health
• Insurance Requirement
• 200 over the next 5 years
• GS 512 multiple levels including supervisory
  and non-supervisory
• Located in Washington, DC

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Step 2 helps agencies examine job requirements
individually and assess work characteristics.

• Purpose To categorize your job requirements
  into one or more Career Pattern Scenarios.

• Use the Career Patterns Analysis Questionnaire to
  examine job requirements individually and assess
  relevant work characteristics.

Career Pattern Scenarios
Check those that Apply (?)
Requires Flexibilities
Experienced Professional
Mission-Focused
Term
Revolving
Highly Mobile
Retiree
Mid-Career Professional
New Professional
Student
Job Requirement (as defined at Step 1)
Customer Service and Health Insurance
This requirement
?
?
?
Provides opportunity to progress several grades
as employees grow and learn
?
?
?
?
Could be accomplished during non-standard work
hours
?
?
?
Could be met through job sharing
?
?
?
Provides opportunities to make a significant
impact on humanitarian, economic, or other cause
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8
4
4
5
8
7
10
9
7
Total possible bullets
2
2
2
0
0
3
5
6
6
4
Total bullets in checked (?) rows
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The information from the questionnaire is entered
onto the analysis worksheet

• While still in Step 2, enter the scenarios you
  highlighted on the questionnaire into the Career
  Patterns Analysis Worksheet

Career Patterns Analysis Worksheet

• Customer Service and Health
• Insurance Requirement
• 200 over the next 5 years
• GS 512 multiple levels including supervisory
  and non-supervisory
• Located in Washington, DC

Student New Professional Mid-Career Retiree
Any Career Pattern Scenario that is not viable
can be deleted at Step 2. In this example, AHCA
determines it does not have funds for outreach to
students and deletes that scenario.
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Step 3 of the tool identifies environmental
features to focus on

• Purpose To identify the work environment
  features needed to appeal to workers in your
  selected Career Pattern Scenarios

• Identify those work attractors you think are most
  critical
• Determine if the feature currently exits in your
  environment or whether a policy, process or
  practice would need to be changed in order for
  the feature to be present in your environment

1. Flexible work schedule and leave
?
Student New Professional Mid-Career Retiree
2. Fair compensation
?
3. Camaraderie
?
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The Guide also helps agencies with action
planning

• Having the work environment to attract future
  talent is key to hiring and retention success
• Agencies should be implementing project plans
  that market, expand, and/or improve the work
  environment
• New work environments drive cultural change which
  requires time to be absorbed and accepted
• Agencies that are not currently experiencing
  hiring and retention problems may well face
  challenges in the future as competition for
  scarce talent heats up

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Job requirements should be considered
collectively when determining what actions to
take
In this example, the work plan addresses multiple
job requirements
1. Flexible work schedule and leave
?

• Student
• New Professional
• Mid-Career
• Retiree

?
2. Recognition
3. Teamwork
?
?
1. Flexible work schedule and leave
?
2. Recognition
?
3. Goal oriented projects
Develop standard text for vacancy announcements
and recruiting materials to articulate flexible
work schedules and leave offered by AHCA as well
as Teamwork. Supports Flexible work schedules
and leave Teamwork Establish On-the-Spot awards
program to provide regular recognition. Supports
Recognition Restructure jobs to create
opportunities to work on special
projects. Supports Goal-oriented projects
HR
09/06
Mgmt. Team and HR
09/06
Mgmt. Team and HR
12/06
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Agencies can market environmental features in
vacancy notices to attract talent
Vacancy announcements may be targeted towards
attracting identified Career Pattern Scenarios
Language in vacancy notices about flexible work
schedules, developmental opportunities and
innovative work opportunities would appeal to
Students, New-Professionals, Mid-Career
Professionals, and Experienced Professionals for
all of these job requirements
Agencies, based on numerous factors (e.g.
culture, budget, timing), choose applicant pools
to attract talent
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A vacancy announcement may highlight the
benefits of working for this organization
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A vacancy announcement may highlight commitment
to public service
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A vacancy announcement may be written to appeal
to specific career pattern scenarios
JOB SUMMARY Tired of working the 9 to 5
syndrome? Could you use flexibility in your work
Schedule? Does easy access to the work site
mean a lot to you? If the answer is YES, then
you need to work at the U.S. Commission on Civil
Rights (CCR). established in 1957, CCR is
committed to developing a business culture that
makes work life easier for its staff. With a
variety of work life amenities, you can choose
from alternative work schedule (off every other
Friday and Monday) telework (work from home), and
agency flex time (report to work between 0715
0915) and to seal The deal, CCR is located just
25 feet form the Chinatown-Gallery Place Metro
stop
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USAJobs now allows agencies to update vacancy
announcements with graphics

• Graphic images help reinforce your agency brand
  and help your job stand out with job seekers.
• You may include up to two graphic images to
  appear in your job announcement.
• All graphics require OPM Approval. Please allow
  3-4 business days for approval.
• Graphics will appear in the Overview tab of the
  job announcement.

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Adding mission statements and advanced graphics
are great marketing tools to attract talent
Mission Statement
Advanced Graphics
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OPM has many initiatives underway to streamline
the hiring process
TALENT
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Streamline the hiring process

• Human Resources Hiring Tool Kit
• Federal Hiring Flexibilities Resource Center
• Human Resources (HR) Flexibilities and
  Authorities Handbook
• USAJOBS and Streamlined Vacancy Notices
• Management Satisfaction Surveys
• Improve hiring timelines and use of hiring
  flexibilities

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Makeover tools and hiring flexibilities help
streamline the hiring process

• Hiring Tool Kit
• Beginning-to-end process for streamlining hiring
• Interactive tools to assess hiring process and
  improve job announcements
• http//www.opm.gov/hiringtoolkit/
• Federal Hiring Flexibilities Resource Center
• Informs agency HR officials and hiring managers
  about hiring flexibilities
• Interactive tool to help determine appropriate
  hiring flexibilities
• http//www.opm.gov/Strategic_Management_of_Human_C
  apital/fhfrc/default.asp
• HR Flexibilities and Authorities Handbook
• Covers all HR flexibilities
• Currently being updated at www.opm.gov/omsoe/hr-f
  lex/

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OPM and agencies are working together to attract
the right talent

• USAJOBS and streamlined vacancy notices
• One-stop shop for vacancy announcements
• 76.6 million unique visitors in 2006 -- 90
  likely to return
• Standard 5-Tab Job Announcement template being
  used by all agencies
• Career Patterns are being integrated into USAJOBS
• Management Satisfaction Surveys
• Management survey deployed May 2006
  http//study.opm.gov/mss
• Agencies using survey results to target
  improve-the-hire strategies
• Improve hiring timelines and use of hiring
  flexibilities
• Agencies are decreasing hiring decision
  timeframes to 45 days from closing date of job
  announcement to date of employment offer
• Training and support for expanded use of hiring
  flexibilities, including category rating

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Category Rating provides an alternative to the
Rule of Three

• Category rating is an alternative to the
  traditional numerical rating, ranking, and
  selection procedure
• Under category rating, applicants are placed in
  categories based on their qualifications and
  veterans' preference
• Managers may select any candidate from among the
  top group
• Managers are not limited to choosing from among
  the top three ranked candidates as they are under
  the traditional process
• Allows you to draw from a wide pool of candidates

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When to use Category Rating

• Category rating is most effective when meaningful
  differences in competency levels are important
  but may be difficult to assess using traditional
  selection procedures
• While category rating may be used for any group
  of applicants, it is often most helpful when an
  agency needs to fill a large volume of similar
  positions

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Benefits to Hiring Managers

• Provides a flexible system that allows a quick
  infusion to the existing workforce
• Allows for more applicants to choose from
• Features a streamlined administrative process for
  creating lists of applicants from which to choose
  
• Decreases the likelihood of inadvertently
  screening out qualified candidates

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Navigational Tour and The Hiring Toolkit Demo
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OPM is making our vision for talent a reality
for the Government
Reach out to potential applicants
1
RIGHT TALENT
Ads, Federal Career Days
RIGHT PLACE
RIGHT TIME
TALENT
Career Patterns
Improve Hiring
2
3
Build attractive work environments
Streamline hiring process
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Questions

• Thank You
• Patsy Stevens
• Office of Personnel Management
• Human Capital Leadership and Merit System
  Accountability
• patsy.stevens_at_opm.gov
• 202.606.1574