Strategic Human Capital Management – Priorities Of The New Administration

7:15 Continental Breakfast And Conference Registration Continental Breakfast And Conference Registration

8:00 Chairperson’s Opening Remarks Chairperson’s Opening Remarks

8:15 The Strategic Vision For Human Capital Management Sallyanne Harper, Chief Administrative Officer and Chief Financial Officer, U.S. Government Accountability Office From the GAO perspective, Ms. Harper will discuss the vision for human capital management and how the Federal workforce can find and develop the best people to support these initiatives. To recruit intelligent and hardworking people into federal service and to improve performance management, the biggest challenge is reforming the complicated processes in place. Join Ms. Harper as she presents the opportunities in improving human capital management: Reaching out not only to students, but also mid-careers folks who can advance change in the government Building a talent pipeline while preparing for the exodus of retiring employees Improving work-life and workplace initiatives to retain performing employees Ensuring a clear and fair performance management system is implemented properly across agencies Developing effective skills training and leadership programs to ensure career and personal development of employees Sallyanne Harper Chief Administrative Officer and Chief Financial Officer, U.S. Government Accountability Office Sallyanne Harper is currently the Chief Financial Officer (CFO) and Chief Administrative Officer for the U.S. Government Accountability Office (GAO). In her current capacity, Ms. Harper is responsible for the full range of financial, IT, human capital and knowledge services functions in support of the GAO, a legislative branch accountability agency that serves the Congress and the American people. [read more]

8:55 Effective Workforce Planning And Leadership Development Linda J. Washington, Assistant Secretary for Administration, US Department of Transportation Ms. Washington serves as the principal advisor to the Secretary of Transportation on all matters relating to the organization and management of the Department. She provides leadership in the delivery of centralized services to the Department's 10 operating administrations through a working capital fund. Part of the department’s key initiatives is the focus on human capital management, including effective workforce planning and leadership development. Learn about the agency’s human capital strategies and priorities: Identifying and attracting younger talent to join your agency through an improved, streamlined process Developing workforce plans according to the needs, motivation and behavior of multi-generations represented in your agency Sharing plans and strategies in facing the retirement tsunami Linda J. Washington Assistant Secretary for Administration, US Department of Transportation On May 25, 2007, Linda Jacobs Washington was appointed as the Assistant Secretary for Administration. In this capacity, Ms. Washington serves as the principal advisor to the Secretary of Transportation on all matters relating to the organization and management of the Department and provides leadership in the delivery of centralized services to the Department's 10 operating administrations through [read more]

9:35 Strategic Planning For Diversity And Inclusiveness Georgia Coffey, Deputy Assistant Secretary for Diversity & inclusion, U.S. Department of Veterans Affairs As Deputy Assistant Secretary, Ms. Coffey serves as the principal advisor to the Secretary and Assistant Secretary for Human Resources and Administration on equal employment opportunity, workforce diversity and workplace inclusion issues. Ms. Coffey has over 20 years of EEO, diversity, and dispute resolution experience in the public and private sectors and has led several leading edge EEO and diversity initiatives government-wide. Ms. Coffey joins HCMF this year to share the agency’s strategy in diversity planning that you and your team can learn from. Emphasizing the value of diversity in your agency and communicating this value to your potential hires and current employees Seeking top talent from different backgrounds, experiences, and cultures Maintaining an environment of inclusiveness of individual differences and responding to the needs of diverse groups of employees Creating a positive atmosphere through a diversity management program Georgia Coffey Deputy Assistant Secretary for Diversity & inclusion, U.S. Department of Veterans Affairs Georgia Coffey was named Deputy Assistant Secretary for Diversity and Inclusion in the Department of Veterans Affairs (VA) on Sept. 2, 2008. As Deputy Assistant Secretary, Ms. Coffey serves as the principal advisor to the Secretary and Assistant Secretary for Human Resources and Administration on equal employment opportunity, workforce diversity and workplace inclusion issues. She has over 20 year [read more]

10:15 Morning Refreshment Break Morning Refreshment Break

10:45 Panel Session: Strategic Talent Management— Aligning Talent To Mission Needs Erik Nelson, Director, Enterprise Business Solutions, Northrop Grumman Nancy Tomford, Federal HCM Expert, Northrop Grumman Clemson Turregano, Lead Faculty, Government Sector, Center for Creative Leadership Forecasting and managing skills and abilities to meet critical mission needs places increased demand on HR and line managers. Talent management requires a focus on investing in and developing organizational talent to meet mission needs. Our panel represents senior leadership views and opinions in regards to talent management requirements for the Federal workforce. Join our panel as each member shares how they have addressed talent management initiatives and overcome challenges. Specifically discussed will be: Matching skills and competencies to mission needs Utilizing COTS applications to address talent management requirements Talent management trends Erik Nelson Director, Enterprise Business Solutions, Northrop Grumman Erik Nelson is the director for the Enterprise Business Solutions consulting practice under the Health and Human Services operating unit. Erik has more than 19 years of progressively responsible leadership in Information Technology and Professional Services with a focus on the Human Capital Management (HCM) and Enterprise Resource Planning (ERP) domains for commercial companies and Federal, state [read more] Nancy Tomford Federal HCM Expert, Northrop Grumman Clemson Turregano Lead Faculty, Government Sector, Center for Creative Leadership Focused towards leadership excellence in Government and Public Service, Clemson designs and delivers leadership programs for senior military and government officials. With over two decades of government service, both in and out of the military, Clemson's passion is to empower government leadership with exciting training programs, insightful writing, and thoughtful research. A former career militar [read more]

11:30 The Need For Human Capital Transformation Rick Hastings, Deputy Chief Human Capital Officer, US Department of Treasury This session will present a concept to formally professionalize the Human Capital (HC) Community by providing an integrated competency model and related assessment tools to replace the current time-based minimum qualifications requirement established through the OPM Operating Manual: Qualifications Standards for General Schedule Positions. The approach also includes a HC Professional Career Map and recommended learning and development activities for existing HC staff. These are tailored to equip the Federal Sector HC Professional with the necessary competencies to support agency missions and workforces effectively. Of particular interest is the need for focused development of current and future HC Community leaders, to ensure they can lead the HR workforce toward the needed future state of Federal HR. The HC community is defined as Human Resources, Training and EEO/Civil Rights and Diversity.This competency-based program is intended to be used for hiring, promotion and development purposes. When fully implemented, it will also become integrated with workforce planning to include competency gap assessment as well as performance management.The demand for HC competency sets that agency leaders have identified as necessary for successful mission and programmatic support is HIGH. Knowledge and skill requirements for HC professionals continue to change and the “old” standard requirements are no longer enough.It is critical that we further develop this HC transformation concept “Yesterday”. We must be prepared to close workload gaps, including management responsibilities, due to both anticipated retirements throughout the federal HC Community, as well as competency gaps among staff who are not retiring. Rick Hastings Deputy Chief Human Capital Officer, US Department of Treasury Rick Hastings began his Federal career with the Department of the Army (DA) in Washington, DC, working for the Deputy Chief of Staff for Logistics. He was selected as a DA Civilian Personnel Administration intern in November 1981. During the three-year intern program, Rick received formal classroom training as well as responsive functional area assignments in all HR programs and EEO. After graduat [read more]

12:10 Lunch For All HCMF Attendees Lunch For All HCMF Attendees

1:10 Round Table Discussions: Brainstorming And Idea Exchange On Human Capital Management Issues Elaine Brenner, Senior Associate, Booz Allen Hamilton Becky Unger, PHR, Bellevue University Larry Mercier, Owner, KEA, Plateau As human capital leaders and practitioners in the Federal government, this is your chance to be heard! Brainstorm with your peers who are going through the same challenges in improving human capital management and take this opportune time to discuss the key priorities of the new administration. Raise the important questions, learn from each other’s innovative ideas, and take back critical action plans to share with your teams.Each table will be led by a subject matter expert who will moderate the discussions. To ensure you get to talk about the different human capital challenges in your role as an HR practitioner, the moderator will sit down with you to flush out your most important challenges and help you uncover solutions to help you achieve your agency’s human capital goals. Here are the topics to be discussed in the round tables: Performance Management, Moderated by: Elaine Brenner, Senior Associate, Booz Allen Hamilton Measurement for Success - How To Set Up and Measure New Training and Development Initiatives with Human Capital Management In Mind, Moderated by: Becky Unger, PHR, Bellevue University In-Sourcing HR Technologies To Streamline HR Processes, Moderated by: Larry Mercier, Owner, KEA Plateau Elaine Brenner Senior Associate, Booz Allen Hamilton Dr. Elaine S. Brenner has over 20 years of experience in organizational change management, with particular expertise in human capital transformation and performance culture. She is a leader in Booz Allen’s Human Capital Management practice, with responsibility for HR business strategy, client relations, team growth and development, and senior technical oversight of project engagements. She leads t [read more] Becky Unger PHR, Bellevue University In her role as the Assistant Director of the Human Capital Lab, Ms. Unger coordinates research efforts and establishes and cultivates relationships with corporate clients and research participants, as well as oversees the Lab’s interest in the DoD and HR community. Ms. Unger is responsible for market analysis interpretation and forming research partnerships with defense, military, and collegiate c [read more] Larry Mercier Owner, KEA, Plateau Larry Mercier is the President of Knowledge Engineering and Associates (KEA), a Talent Management (TM) and Knowledge Management consulting company. Prior to that, he served a combined 30 years in the civil service, active duty and Coast Guard Reserves. Mercier retired from OPM in 2005, where he completed his federal service as the Founder and Director the of GoLearn program, a fee for service, eGo [read more]

2:30 Round Table Summary And Developing Action Plans Each round table moderator gets a chance to address the whole delegation, summarizing the key questions and challenges that were raised during the round table session. Delegates should take this time to write down specific action plans that you must take back to your teams to discuss and implement.

3:10 Afternoon Refreshment Break Afternoon Refreshment Break

3:40 Panel Session: Leveraging Telework In Improving Worklife Balance And Flexibilityk Glen Bjorklund, Deputy Director, Division of Administration, FDIC Marie L'Etoile, Manager, Work/Life Group, Strategic Human Resources Policy Division, U.S. Office of Personnel Management Susan Greemore, Director, Human Resources Division, Alcohol and Tobacco Tax and Trade Bureau (TTB) Legislation has been introduced in the U.S. Congress to expand telework opportunities for all Federal workers, allowing employees to perform their duties and responsibilities from home or from another work site removed from their regular place of employment. Representatives John Sarbanes, Frank Wolf, and Gerald Connolly introduced the Telework Improvements Act of 2009 in the House of Representatives. Senators Daniel K. Akaka and George V. Voinovich introduced the Telework Enhancement Act of 2009. Join this leading panel of HR experts to discuss the different strategies agencies are employing to support and implement telework. Using telework as a means for increasing productivity Integrating telework into the human capital planning strategies of federal agencies Ensuring compliance to enforce telework programs Developing performance management metrics for telework Creating an appropriate leader/manager to oversee telework within the agency/department Provide greater access to and opportunities for telework training and education to both employees and supervisors Glen Bjorklund Deputy Director, Division of Administration, FDIC Glen has been with the FDIC for 19 years and is currently FDIC’s Deputy Director for the Division of Administration and a member of FDIC’s Executive Manager (SES equivalent) ranks. He was selected for this position in July, 2001. From July 1990 to July 2001, Glen was the FDIC Legal Division’s senior administrative official as its Director, Office of Administration.In his position as Deputy Directo [read more] Marie L'Etoile Manager, Work/Life Group, Strategic Human Resources Policy Division, U.S. Office of Personnel Management Marie is the manager of the Work/Life Program in the Strategic Human Resources Policy Division of the U.S. Office of Personnel Management. The Work/Life staff develops policies and provides guidance on work/life programs to all Federal agencies.Marie has been with OPM for more than 20 years. She has worked in various offices within OPM primarily in retirement and insurance. Before moving to the Wo [read more] Susan Greemore Director, Human Resources Division, Alcohol and Tobacco Tax and Trade Bureau (TTB) Susan I. Greemore serves the Alcohol and Tobacco Tax and Trade Bureau (TTB) as the Director of the Human Resources Division. The Human Resources division is under the direction of the Assistant Administrator for Management and is responsible for establishing and maintaining a proactive and visionary personnel program that is responsive to the needs of the Bureau's management and employees.Ms. Gree [read more]

4:20 Leading In The 21st Century: From Exhausted To Effective Jim Trinka, Director, Training and Technical Development, Federal Aviation Administration (FAA) Hear about an innovative, research-based approach designed to increase employee engagement by building and exercising 21st century leadership competencies. Managers still play an important and vital role in employee performance and retention. Now, see how a long list of possible managerial activities and competencies was reduced to the “vital few accelerators” that have the most impact on improving both employee engagement and leadership effectiveness. This approach ensures that managers remember fundamental activities that create positive energy by recognizing and appreciating what is working successfully, which produces greater engagement and momentum for change; ultimately achieving “breakthrough” increases in organizational results. Join Jim Trinka and learn: The “vital few accelerators” that drive outcomes of employee engagement and leadership effectiveness How to apply the “vital few accelerators” on-the-job The value of using an appreciative inquiry based approach to leadership Jim Trinka Director, Training and Technical Development, Federal Aviation Administration (FAA) Jim Trinka is the Technical Training Director for the Federal Aviation Administration (FAA). In this role, he is establishing a systematic and continuous career learning and development strategy for critical occupations in the Air Traffic Organization. In addition, he oversees the development and implementation of an integrated workforce plan to hire and train 15,000 new air traffic controllers ov [read more]

5:00 End Of HCMF 2009 Training Conference Day One End Of HCMF 2009 Training Conference Day One