As previously mentioned, senior leaders should take a strategic view (Strategic Alignment) throughout the lifecycle of their planning to link and monitor key operational systems and processes to the organization's mission and critical mission objectives.
What Is The Human Capital Connection For An Agency's Top Leadership?
Human capital management is a complex set of interrelated strategies and practices that are aligned with an organization's mission and guide the processes for selecting, developing, training, and managing a high-quality productive workforce.
Agency leadership establishes an organization's vision and goals that become the center of strategic human capital management.
Senior Leaders to connect with include:
Chief Operating Officer (COO)
- Monitors daily operation of the agency. Responsible for improving the management and performance of the agency.
- Provides overall organization management to improve agency performance and achieve the mission and goals of the agency through the use of strategic and performance planning, measurement, analysis, regular assessment of progress, and use of performance information to improve the results achieved.
Chief Human Capital Officer (CHCO)
- Leads HRstat quarterly data driven reviews (in collaboration with the Performance Improvement Officer).
- Anticipates and addresses future workforce challenges affecting the organization's ability to meet mission objectives.
- Drives assessment of the agency's current and future staffing and competency requirements.
- Provides information to the Chief Financial Officer to support requests for programs, positions and training.
Performance Improvement Officer (PIO)
- Supervises Agency performance management activities.
- Advises Agency leaders on methods for measuring program performance and effectiveness of performance targets.
- Collaborates with CHCO in developing and implementing HRStat.
Chief Financial Officer (CFO)
- Collaborates with the CHCO to develop strategies for maximizing the allocation of personnel and program resources.
Chief Information Officer (CIO)
- Provides technical guidance and support to the CHCO on IT infrastructure for human capital systems.
Chief Procurement/Acquisition Officer
- Supervises agency acquisition processes, including strategic planning and performance evaluation of acquisition activities.
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What Does This Mean To You As A Senior Leader?
In order to effectively implement a strategic planning process, agencies must have comprehensive and active leadership participation, as well as a firm grasp of the strategic objectives to be accomplished. Leaders across all areas of expertise within an organization must:
- Determine future departmental priorities;
- Determine potential obstacles to established objectives;
- Identify priority processes that will ensure mission accomplishment; and
- Provide resources necessary to accomplish, assess, and evaluate strategic objectives.
Leaders within the area of human capital management must identify what programs, policies, and initiatives should be developed or revised to support agency goals, while establishing metrics to determine how effective those programs are (or need to be) in achieving strategic goals.
You work together to:
- Create a vision for achievement of the mission of the agency and short and long-term goals aligned with the President's vision/agenda.
- Allocate sufficient resources in support of organizational goals and objectives.
- Communicate the vision, goals, and linked to the vision and goals.
- Monitor and adapt organizational progress and performance in an efficient and effective manner in the achievement of the goals.
You create an environment to:
- Recruit and hire a new workforce;
- Motivate an existing workforce;
- Train the workforce to be able to meet the goals and achieve the mission; and
- Inspire people to join in achieving the goals.
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Actions / Decisions For Senior Leaders
"Focus on Strategy, not just on tactics" – Partnership for Public Service/Grant Thornton survey of Human Capital Officers report, Elevating Our Federal Workforce.
Plan
- Host a planning meeting with key leaders to develop an Agency Strategic Plan [233 KB] .
- Collectively identify Agency Strategic Goals to determine what future initiatives, policies, or programs will have a significant impact on human capital within your organization. Consider using the Strategic Assessment Questions as a guide to determine what factors may potentially impact your organization's future and re-define your strategic direction.
Implement
- Identify strategies and resources required to achieve the agency's mission.
- Engage key stakeholders (e.g., CHCO, CFO, CIO, etc.) to establish the necessary governance structure for implementation.
- Draft processes and procedures to drive corporate philosophy and methodology for conducting human capital management.
- Cross-walk agency strategic objectives to agency goals to verify alignment of outcomes.
- Identify skills and requirements needed to accomplish these goals.
Evaluate
- Hold senior management accountable for organizational AND individual progress and performance.
- Utilize all appropriate data and results of this process to make organizational decisions, and monitor and/or adjust strategy and goals based on Agency's organizational performance.
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What Is Available To Help Facilitate Leadership In The Completion Of These Activities And Decisions?
To meet the GPRAMA requirements for aligning an organization's Human Capital to its strategic plan, please ensure the following points in the GPRAMA Basics Checklist are met:
Agency Strategic Plan
- Must include a description of the operational processes, skills and technology, and the human capital, information, and other resources required to achieve the goals and objectives contained in the plan.
Agency Annual Performance Plans
- Must contain performance goals to define the level of achievement during the year that the plan is submitted and the next fiscal year (at minimum).
- Goals are to be objective, quantifiable, and measurable.
- Goals are related to the agency strategic plan.
- Includes a description, provided by the agency's Chief Human Capital Officer, explaining how the Human Capital goals will support the agency's strategic plan, to include clearly defined milestones and who is responsible for achievement of the goals.
- Performance indicators are established to assess or measure the progress towards the goals. There is a basis for comparing actual results to goals.
- A description of how the agency ensures the data used to measure progress is reliable and accurate.
- Risk factors that could significantly affect the accomplishment of goals and objectives are identified.
Agency Annual Performance Reports
- Must include a review of the performance goals and evaluation of the performance plan relative to the agency's human capital management.
Related Information
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