| Day
One : June 23, 2003 |
|
7:30
|
Registration
and Continental Breakfast |
|
8:30
|
Ten
Innovative Practices for Recruiting the Workforce of Tomorrow
In February 2003, The Performance Institute released a comprehensive
report cataloguing various recruitment initiatives being managed
by federal agencies and assessing their relative success in
attracting quality employees to federal government service.
The Institute's survey of federal human resources professionals
yielded 10 "innovative practices" currently being implemented
in the federal government to recruit high-performing employees.
Listen as we discuss the results of this groundbreaking report.
Lou O'Boyle, Director, Center for Human Capital Strategy,
The Performance Institute |
|
9:30
|
Keynote
Address and Innovation 1: Adopting a Performance-Based Approach
to Human Capital Planning
Successful recruitment initiatives in government begin with
a strategic human capital process -- a comprehensive review
of the workforce requirements necessary for achieving an agency's
mission. However, many government agencies have experienced
difficulties in producing reliable and meaningful human capital
plans. In this session, you will hear a leader at OPM discuss
successes and obstacles to implementing a performance-based
human capital plan.
Ron Sanders, Associate Director for Human Resources
Program Development, Office of Personnel Management |
|
10:45
|
Break |
|
11:00
|
Innovation
2: Promoting Government Service through Effective Branding and
Marketing of Agency Mission
Subsequent to the tragic events of September 11, 2001, young
people have shown more willingness to begin a career in public
service. Unfortunately, agencies as a whole have not developed
an effective marketing and outreach strategy to attract qualified
young candidates. Develop a clear "brand" that ties to agency
mission and outcomes of agency programs.
Anne Marie Acton, General Services Administration
|
|
12:00
|
Luncheon
|
|
1:15
|
Innovation
3: Streamlining Hiring Processes and Create "Quality of
Life" Flexibilities
Simplifying the burdensome and time-consuming federal hiring
process has been a fundamental goal of the current administration.
Learn how the new human capital flexibilities in the Homeland
Security Act will allow agencies the ability to speed up the
hiring process while also offering important "quality of life"
flexibilities, thus demonstrating the attractiveness of government
service.
John Palguta, Partnership for Public Service |
|
2:15
|
Innovation
4: Design Tailored Strategies to Recruit Specific Skill Sets
Subsequent to the design of a performance-based human capital
plan, agencies should integrate the identification of mission-critical
competencies with competency-based analyses. Devise a segmented
and profile-specific marketing strategy to target necessary
skill sets for your workforce.
Julia Cronin, Internal Revenue Service |
|
3:15
|
Innovation
5: Providing for Market-based and Performance-based Pay in Government
Compensation will remain a systematic challenge for federal
government recruitment and retention efforts, but there are
alternative means to rewarding high performing employees than
base salaries. Understand how "broadband" and other "pay-for-performance"
systems effectively reward top performers.
Anthony Echols, Program Manager, Acquisition
Demonstration Project, Department of Defense |
|
4:15
|
Adjourn |
|
| Day
Two : June 24, 2003 |
|
7:30
|
Registration
and Continental Breakfast |
|
8:30
|
Innovation
6: Using Internships, Fellowships and Alternative Staffing Solutions
Federal agencies have successfully used internships, fellowships,
inter-agency personnel transfers and the reemployment of annuitants
to attract quality employees that might not have been interested
otherwise. Hear a case study from an agency that has successfully
implemented these programs and learn from their example.
Paul Bird, Nuclear Regulatory Commission |
|
9:30
|
Innovation
7: Cultivating Leadership through Candidate Development Programs
and Strong Senior Executive Evaluation Systems
Providing professional development opportunities in advance
of future leadership needs and effectively gauging the performance
of Senior Executives are key components of succession planning.
Learn how the Social Security Administration uses leadership
development programs to counter the loss of institutional knowledge.
Wayne Harmon, Social Security Administration
|
|
10:45
|
Break |
|
11:00
|
Innovation
8: Promoting Workforce Diversity-Recruiting Disabled Persons
New mandates are encouraging government agencies to intensify
their efforts in recruitment of disabled persons. While government
agencies have made tremendous strides in this regard since the
advent of the Americans with Disabilities Act, further work
is absolutely necessary. In this session, listen to an expert
discuss strategies on how to make a career with the federal
government more attractive to disabled Americans.
Dr. Margaret Giannini, Administration on Developmental
Disabilities, Department of Health and Human Services |
|
12:00
|
Luncheon |
|
1:15
|
Innovation
8: Promoting Workforce Diversity-Recruiting Underrespented Demographic
Groups
It is imperative that agencies become more strategic about diversity
recruitment initiatives and integrate a focus on the recruitment
of women, Hispanics, African-Americans and other underrepresented
groups. This session will examine a successful recruitment campaign
aimed toward improving agency diversity.
Jeffrey Vargas, Department of Energy |
|
2:15
|
Innovative
9: Outsourcing Specific Recruitment Activities
The aim of the President's initiative on competitive sourcing
is to obtain and provide services to the American people in
the most cost-effective, customer-oriented manner. Evaluate
recruitment activities as candidates for competitive sourcing
and help determine which operations should be performed as currently
structured, which should be redesigned, and which should be
contracted.
Bob Lavigna, CPS Human Resources Services; Program
Manager, TSA Recruiting & Hiring Contract |
|
2:30
|
Break |
|
2:45
|
Innovation
10: Tracking Recruitment Success with Performance Measures
By integrating performance measures into their agency human
capital plans and individual recruitment initiatives, agencies
are able to steer additional resources to high-performing and
cost-effective programs. Utilize best practices and innovative
methodologies to build a comprehensive and results-driven recruitment
process.
Lou O'Boyle, Director, Center for Human Capital Strategy,
The Performance Institute |
|
4:30
|
Adjourn |
|
| Day
Three: June 25, 2003 (Workshops) |
|
9:00
|
Workshop
A: Establishing and Maintaining Effective EEO and HR Relationship
The relationship between human resources managers and EEO
officials is often times a contentious one. Understand how
these interrelated functions can communicate effectively to
attain a working harmony and build consensus to structure
how disputes can be solved quickly and efficiently. At the
end of this workshop, you will emerge with the fundamentals
for developing a strategy to ensure your human resource and
EEO teams are on the same page.
·
Facilitate communication between HR managers and their EEO
counterparts
· Identify joint interests and goals, as well as potential
roadblocks
|
|
12:00
|
Luncheon |
|
1:00
|
Workshop
B: Creating and Sustain an EEO-Compliant Workforce
This afternoon workshop will start with a discussion of the
trends and issues in EEO accountability and will provide tips
for encouraging managers' participation in the EEO process.
More importantly, you will learn how to implement an effective
EEO plan that meets agency requirements AND addresses important
legislation such as the New Freedom Initiative. Instructors
answer questions and walk you through trouble spots, giving
you the tools to take back to your agency and achieve maximum
effect.
·
Create a work environment that focuses on performance and
behavior
· Provide reasonable accommodations to all employees
and communicate clear performance expectations
|
|
4:00
|
Adjourn |
| |
|
