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Finding, Training and Retaining Future Government Leaders
1. HRT2 Finding, Training and Retaining
Next-Gen Professionals
Thursday, April 12 • 11 a.m. - 12:15 p.m.
2. Who We Are
Octavio
San+ago,
Social
Media
Communica+ons
Program
Manager,
Office
of
Personnel
Management
David
Uejio,
Lead
for
Talent
Acquisi+on,
Consumer
Financial
Protec+on
Bureau
Moderator:
Andrew
Krzmarzick,
Director
of
Community
Engagement,
GovLoop
5. Imagine: Mobile Government
• Boomers: (semi-)retired,
working from anywhere.
• Gen X/Y: Flexibility,
work-life balance.
• Everyone: Connected,
productive, contributing.
6. Loathing the Reality
Title: “City, crowded office space” | Date: September 19, 1955
http://www.flickr.com/photos/library_of_virginia/2899334278/
11. Imagine: Measurable Government
• Figure out what needs to be
done and by when.
• Forget about how it gets
done and where it happens.
• Reward real performance.
• Remove problem people
faster (and without regret).
12. Loathing the Reality
Only 737 out of more than 1.2 million GS
employees… were denied a regularly-scheduled step increase
and accompanying raise in 2009 because of poor performance,
according to data provided by the Office of Personnel Management
at Federal Times request.
That equates to a 0.06 percent denial rate…
which is far lower than any estimates of the number of poor performers in the workforce.
~ “Step increases threatened” | Stephen Losey | April 3, 2011
http://www.federaltimes.com/article/20110403/BENEFITS01/104030308/
15. 2020: Imagine…
…there’s no agencies . . .
(Okay, that may be a stretch.)
16. Imagine: Modular Government
“Tiger Teams” tackle the
toughest projects quickly.
Rotational assignments
among agencies (not just PMFs).
Expert clearinghouse with
“best of best” on the ready.
17. Loathing the Reality
Through sheer luck and the brave actions of passengers, the U.S. narrowly averted a
terrorist attack on Christmas Day 2009. In President Obama's words, the U.S.
government failed to connect the dots in its pursuit of Umar Farouk
Abdulmutullab, and he nearly brought down Northwest Flight 253 as a result.
The problem was not a lack of information. It was an inability to stitch
intelligence together into a coherent pattern. More than eight years after the September
11 attacks, it exposed systemic weaknesses that still plague the federal government's
efforts to track and stop terrorists. The
problem is a persistent one: an
inability to cross organizational boundaries.
“Cross-silo communication: All talk and no action?”
Bill Adams, February 18, 2010
http://views.washingtonpost.com/leadership/guestinsights/2010/02/interagency-communication.html
18. Laying Out the Dream
“With cloud computing:
Organizations increase their
flexibility by sharing storage
space, information, and resources
in a cloud’ allowing them to
quickly scale resources up and
down, as needed.
Why not apply the cloud model
to people?”
http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/us_fed_The_Future_of_Federal_Work_092011.pdf
19. Laying Out the Dream
“…A government-wide human cloud
enables:
• Ability to apply resources nimbly;
• Increased knowledge flow across agencies,
focus on government-wide missions; and
• Fewer structures that stifle creativity and
halt adoption of new tech/innovation.
Fed Cloud = workers performing creative,
problem-focused work, not just in single
agency, but government-wide.
http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/Federal/
us_fed_The_Future_of_Federal_Work_092011.pdf
21. 2020: Imagine…
“…You may say I’m a dreamer,
but I’m not the only one.
I hope some day you’ll join us ...”
Andrew Krzmarzick
andrew@govloop.com
GovLoop.com/profile/AndrewKrzmarzick
LinkedIn.com/in/andrewkrzmarzick
@krazykriz
23. Pathways Overview
• Internship Program
• Recent Graduates Program
• Reinvigorated Presidential Management
Fellows Program
24. Pathways Regulations
• Proposed regulations were posted in the
Federal Register
• Public comment period was open
August 5 - October 4, 2011
• Anticipate final regulations will be published
in spring 2012
25. Existing Hiring Authorities
• Until Pathways Regulations become effective,
Agencies may continue to use the:
– Student Career Experience Program (SCEP)
– Student Temporary Employment Program
(STEP)
– Presidential Management Fellows Program
28. David Uejio, Lead for Talent Acquisition,
Consumer Financial Protection Bureau
29. Since 1979, NIH has been home
to one of the most vibrant
intern programs in all of
government.
30. • Agency wide buy-in
What makes • Sound HR strategies
it great? • A truly developmental program
31. Agency wide Buy-in
• Awareness of what the
PMF is
• Full time coordinator
• Program governance
• Buddy/Interim Advisor/
Mentor
• Alumni involvement
• Social networking
32. Sound HR Strategies
• Workforce planning
• Competencies
• Mentoring
• Focus on leadership development
• Marketing and branding
• Strategic recruitment
• Use of current technology and
social media
33. A Truly Developmental Program
• Building a cohort culture
• Orientation
• At large rotational structure
• Training budget
• Monthly program meetings
• Management seminar series
• Graduation
35. Values Statement
NIH gives PMFs:
• The resources they need to succeed,
• The space they need to grow,
• The support they need to flourish, and
• A reason to make a career here.
36. Values Statement
Life is change. Growth is
optional. Choose wisely.
— Karen Kaiser Clark
37. Values Statement
• Since 1979 NIH has hired
185 PMFs.
• 82 of them still work at
NIH.
• 19 of those who left are still
in government.
