Tuesday, March 12, 2013

7:00 Registration & Continental Breakfast Registration & Continental Breakfast

7:45 Chairman’s Opening Remarks Chairman’s Opening Remarks

8:00 Opening Keynote From The Defense CHCO On Human Capital Strategic Planning Ms. Hinkle-Bowles, a member of the Senior Executive Service, is the Deputy Assistant Secretary of Defense for Civilian Personnel Policy. Her responsibilities include policy and oversight of civilian personnel plans, policies and programs that affect over 740,000 defense employees worldwide. Ms. Hinkle-Bowles portfolio spans the full spectrum of the Human Capital Lifecycle.

8:35 The Future Workplace And Meeting The Needs Of The Future Worker The future is here and rapidly changing how and where we work. With it comes many questions we need to address now if we are going to overcome our shared challenges to build confidence for 2020 and beyond.

9:10 Managing Your Agency’s Talent Through Strategic Workforce Planning Strategic workforce planning is a critical activity used to make decisions resulting in “the right people with the right skills in the right place at the right time at the right cost.” Developing a documented, standardized and repeatable strategic workforce planning process to provide a clear picture of the current workforce, future requirements, and a plan to fill gaps at the right time with well-qualified employees to meet workforce priorities. Leveraging Automated Tools and using workforce analysis to support the Defense Logistics Agency (DLA) Strategic Workforce Planning process in three critical areas- 1) to support data gathering and analysis of the workforce 2) to support the development of a future workforce action plans through "what if" scenarios and 3) to support progress analysis of future goal and vision attainment.

9:45 PANEL: Workforce Analytics To Avoid An Imbalanced Workforce And Redefining How We Look At Ourselves And Our Roles Adopting A ‘Back To Basics’ Approach To Empower Agencies To Have More Of An Impact, Not Just ‘Do Work’ How to create a manpower document and outlining the workforcemapping process Taking agencies back to their core purpose. What is the purpose of your mission, as it relates to the actual law? Adjusting timelines and expectations of the mission (as it was when agencies were fully staffed) to prevent burnout. Relating the mission to man-hours, man-hours to tasks and tasks to people by setting your goals then developing a fully comprehensive understanding of the role of each person at each desk Overall, making agencies’ cost element a factor of mission accomplishment, not mission accomplishment a factor of cost element.

10:30 Morning Networking Refreshment Break Morning Networking Refreshment Break

11:00 Translating Strategic Workforce Planning Into Agency Performance Starting with the right questions then moving on to getting the data right. A study of workforce planning methodologies to look at staffing requirements and supporting both workload capability and individual career planning. Why it is so important to pay attention to workforce analytics; the power it provides. How we are approaching predictive analytics; process trends and data trends. Actionable items suggested by OPM analysis of Human Capital Management at agencies.

11:35 Small Group Workshops Interactive, participation-driven discussions and brainstorming around your biggest challenges. This hands-on exercise gives you a new way of thinking and ideas to bring back to your office. Collaborate and problem solve with your peers! Each small group will have a specific theme, no more than 30 participants and last 20 minutes. During this time, your group will work together to determine the challenges, solutions and a plan of action. Topics will include: Change Management- Moving Away From A ‘This Is How Things Are Done Around Here’ Culture Towards Empowering The Individual Utilizing communication, strategic thought, networking and consulting skills to equip ourselves with a curriculum and guided approach to drive change forward. How do we coalesce, coordinate and align people to facilitate cultural shift? Understanding The Moving Pieces Of A Human Capital Strategy To Become An Effective Human Capital Manager Addressing the dynamics of what we have and what we want, in the context of wider defense strategy, the economy, current best practices, HR IT platform capability and changes in all of these over time. Overall, visualizing the power of this data to put knowledge into the hands of the decision maker. Learn how you can participate - Contact John.Tashjian@wbresearch.com for more information

12:15 Luncheon Luncheon

1:15 Keynote Presentation From The Assistant Deputy Commandant for Manpower and Reserve Affairs, US Marine Corps Mrs. Murray assists the Deputy Commandant for Manpower and Reserve Affairs (DC M&RA) in the operation and management of the M&RA Department, its programs, plans, policies and studies, ensuring integration of all its diverse functions towards accomplishment of the Marine Corps mission. The M&RA Department involves a broad range of functions important to active and reserve component Marines, family members and Civilian Marines

1:50 Options For Reforming Military Retirement: Accessing, Retaining And Compensating The All Volunteer Force DoD is constantly assessing the most efficient ways to recruit, retain, and compensate military personnel. The anticipated future budget environment is making that endeavor an even higher priority. Research and surveys consistently find the military's retirement system is not only about what is fair after a career of service, the retirement system also has direct links to DoD's ability to recruit and retain personnel. Managing these competing demands means changes to the retirement system has direct impacts on DoD's force structure and readiness. How can we balance these competing demands in a budget environment under increasing scrutiny? Viewing these retirement issues as a larger part of an employee's total compensation package will have applicability to HR managers throughout government.

2:25 PANEL: Applying Best Practices In Succession Planning Today To Avoid A Difficult Situation Tomorrow Capturing And Assessing The True Value Of Institutional Knowledge Before It Leaves The Organization To Avoid Retirement Negatively Impacting Current Programs Performing effective career mapping Identifying & developing key competencies Utilizing mentorship programs & job shadowing to have people on the bench and ready to go Allowing & encouraging retirees to share, document and transfer knowledge as they leave by creating a documented strategy to let people know how and why they can share in a traditionally ‘closed’ system

3:10 Afternoon Networking Refreshment Break Afternoon Networking Refreshment Break

3:40 Flexibilities For People In A Retirement Situation The Benefits For Federal Agencies To Promote Phased Retirement For Their Employees Phased Retirement is a potential solution for those thinking about retiring from federal service without wanting to ‘take the plunge’: Considering the critical factors affecting Phased Retirement decision-making, including security of a continued stream of income and flexibility to set available days to work. Calculating employees partial retirement income based on Phased Retirement Mentoring employees in the position of Phased Retirement Succession planning and Knowledge Management considerations How should agencies/employers approach Phased Retirement? What is the added value of Phased Retirement for the Employer?

4:15 Networking Cocktail Reception Networking Cocktail Reception

5:15 Human Capital Strategic Planning Day Concludes Human Capital Strategic Planning Day Concludes