Collaborating to Develop an Engaged & Connected Workforce

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Interested in chairing this morning? Contact Sponsorship Director Mark Barrett at 646 200 7494 or mark.barrett@wbresearch.com.

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While the IT department owns cybersecurity strategy, it takes everyone in the organization to focus on sound practices to secure electronic data and keep personal information private. The Department of Veterans Affairs’ Office of Information and Technology has implemented a transformation from a rules-based to principle-based organization that will provide a seamless, unified Veteran experience with a high emphasis on cybersecurity. Establishing learning as a key business strategy can accelerate this difficult culture change. Jim Trinka will share his experience to address:
• Collaborating with the business to address priorities and not just take orders
• Establishing outcome measures, not focused entirely on activity
• Focusing all efforts on furthering organizational goals and objectives

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You and your team have put in endless hours of workforce planning and training to meet mission critical needs - but support from your executive leadership remains lukewarm at best. At a time of political change and elusive budget approvals, does your leadership know that human capital is the one thing your policy makers and leaders can count on to get things done? This session will discuss:
• Strategies to win executive buy-in human capital strategy
• Using HR data to build a compelling and concise narrative to inform leadership
• How you can help to educate leadership executives

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We talk a lot about collaboration and sharing information, but at a time of heightened cybersecurity awareness and a limited qualified talent, it is time to make sure you truly are communicating with your IT leadership. The CHCO and CIO from Homeland Security join us to address:
• Ensuring HR leadership is partnering with your CIO where needed
• Enabling managers to address challenges by interacting with IT
• Joining forces with IT to recruit and select capable talent

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The Departments of Housing & Urban Development and Veterans Affairs joined forces six years ago in a mission to end veterans’ homelessness: at the end of this presidential run, we are checking in with the initiative that brought down veterans homeless numbers by half. Ann Oliva and Lisa Pape will discuss their efforts to:
• Think out of the box with available personnel & resources to get to where they need to be
• Negotiate and communicate through the levels of high-level decision makers, middle management, and field level staff
• Lessons learned from collaborating & aligning personnel

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With budget cuts and slower upward mobility, your employees may be restless in their positions. Hear what leaders from across the agencies have been doing to keep ensure workforce engagement within their agencies with initiatives to:
• Make sure their employees feel heard
• Encourage horizontal mobility, such as rotations, to maintain employee interest and agility
• Connect employees with leadership

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Join us to celebrate the outstanding efforts in public sector human capital management! Open to all attendees.

Agencies with strong employee engagement ensure that the mission and its values are embedded in everything they do. For this session, we turn to the agency with the most improved employee viewpoint survey scores: Sydney Rose from Labor will present some of the things that boosted employee engagement:
• Communication: making the message of the mission prevalent at every training session and part of all internal communications
• Considering promotions based on employee commitment to the agency’s mission
• An active leadership development program cultivating both mission critical skills and core values

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The Office of Equal Employment Opportunity at the Centers for Disease Control has piloted an EEO climate survey. Reginald Mebane and Anthony Stockton will share how their process of :
• Identifying and collaborating with relevant stakeholders to design a comprehensive survey
• Using EEO law to inform your survey and measure how it affects employee work life
• Measuring customer service & satisfaction to ensure the EEO office's accountability

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As HR and training managers know, the best way to learn is working through challenges yourself. The Task Forces at HCMG are hour long, goal oriented, facilitated working groups with an output of five actionable items to take back to the office. Limited Seating of 15: be sure to sign-up onsite.

1. How to Get Your Diversity and Veteran Applicants In Front of Hiring Managers
While your office works hard to build a pipeline of diverse and veteran applicants, hiring managers may not always see what you see. Tackle how to:
• Communicate the skill sets of your candidates
• Encourage filling vacancies with diversity or veteran applicants
• Pitch the importance of special hiring authorities
Kim Bauhs, Director, Office of Human Capital Services, National Oceanic and Atmospheric Association

2. Encouraging Ongoing Conversations to Drive Performance Culture
Performance management is something that will remain part of federal human capital management for the near future. As such, make sure you know:
• Why the federal government is still focusing on performance management
• How to utilize effective evaluations to invest in your long-term strategy
• How to ensure ongoing discussions to drive effective performance management
Rebecca Ayers, Manager, Performance Management Solutions, Office of Personnel Management

3. Building a Bulletproof Succession Plan and Selling It for Executive Buy-In
Last year the oldest baby boomers turned 70 and workforce planners around the country shivered a little: how do we ensure we are competently filling the fast approaching gaps in mission critical needs? Work through mapping a data driven, assessment based succession plan for your team with Kara Cotsalas from NIAID. Then make sure you can use it!: discuss ways to convince your organization's leaders to adopt and work with your succession plan mapping by:
• Using data to identify & plan for mission critical gaps
• Identifying criteria to assess potential candidates and measure readiness
• Possible ways to keep solutions low-burden and encourage organizational managers to adopt your succession plan
Kara Cotsalas, Chief, Workforce Management Branch, Office of Workforce Effectiveness and Resources, National Institute of Allergy and Infectious Diseases

4. Talent Development Toolkit Update: Modernizing Talent Development Learning System
The Department of Defense's Intelligence Training & Education Board (DITEB) team is currently in the process of reviewing, validating, and building a talent development tool approach that embraces current learning trends and needs. Join the development team as they walk through their process and what you can do at your agency to:
• Maximize your investment in support systems and tools
• Standardize and share resources and tools
• Integrate and centralize processes
• Integrate training, education, certification, and professional development programs
Reese Madsen, Chief Learning Officer, OUSD Intelligence, Department of Defense
Harold Stine, Executive Director, DoD Intelligence Training & Education Board, Department of Defense

5. Developing a Reporting Culture: Addressing Workplace and Domestic Violence
When it comes to behaviors of concern in the workplace or domestic violence affecting the workplace, what you do not know can hurt you. When faced with challenges, particularly those including a potential for violence, most develop coping mechanisms that become a barrier to timely reporting. Learn how to create a safe reporting culture:
• Create opportunities for education and awareness
• Creating a variety of reporting platforms
• Promoting positive and timely response to reports
• Promoting support and trust
Michelle Vincent Calhoun, National Workplace Violence Program Manager, Social Security Administration

6. Redesigning Learning for Competency-Based Education and Training
In order to ensure reliable succession planning, education and training need to be redesigned to bridge generational gaps. William Ferree has been working on designing assessments for competencies at the US Naval War College. He will work through:
• Shifting from "course objectives" to measurable competencies
• Designing assessments for competencies
• Incorporating changing learning styles in training and assessment
William Ferree, Ph.D., Manager, Web-enabled Programs, College of Distance Education, US Naval War College

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