EXPERT EDITION:

INSIDE THIS ISSUE:How One HHS Component Uses Shared Services to Improve Recruitment

Big Data Helps Air Force Connect Cyber and Acquisition Candidates to Critical Positions

Why SEC’s Long View on Collaboration and Modernization of HR Systems is Paying Off

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THE INTERSECTION BETWEEN HR AND IT

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CHCOCIOAlign HR and IT to drive mission success.

The future of the government workforce starts with you

FEDERAL NEWS RADIO EXPERT EDITION: THE INTERSECTION BETWEEN HR AND IT 1

Table of ContentsBringing Tools to Improve HRSA’s Recruitment, Retention… page 2

Air Force Leverages Big Data for Better Face-to-Face Recruiting…page 4

How IT and HR Can Join Forces to Improve their Workforce …page 6

For SEC, Modernizing HR is a Team Effort …page 8

csod.com/federal-government

CHCOCIOAlign HR and IT to drive mission success.

The future of the government workforce starts with you

President Donald Trump’s executive order to reorganize the executive branch requires agencies to make real changes in how they approach the workforce, among other things. With the deadline approaching for agencies to submit their plans, understanding current best

recruiting, retention and modernization practices becomes paramount.

In this Expert Edition, you’ll read about the collaboration between the offices of the chief human capital officer (CHCO) and the chief information officer (CIO) at the Health Resources and Services Administration, the Security and Exchange Commission and the Air Force, and how those innovative efforts have made a difference.

At the nexus of human capital management and information technology, you’ll find three inspirational stories of agencies that have made it easier to locate that dedicated civil servant who is inspired by their agency’s mission.

Lisa Wolfe Editor-in-chief FederalNewsRadio.com

FEDERAL NEWS RADIO EXPERT EDITION: THE INTERSECTION BETWEEN HR AND IT2

Bringing Tools to Improve HRSA’s Recruitment, RetentionBY LAUREN LARSON

Five years ago, the Health Resources and Services Administration was outsourcing human resources. Today, the agency is setting an example of collaboration in

government.

“We’re new, we started our HR office from nothing, so to have the technology that Adriane [Burton]’s group can

bring to us is huge,” Cathy Ganey, director of the Office of Human Resources for the Health Resources and Services Administration (HRSA) in the Department of Health and Human Services, said. “We have an idea and they can find a way to make it work for us.”

A perfect example of this collaboration is a pilot currently underway for an electronic performance management system, a shared service gleaned from the National Institutes of Health. The goal is to have the system up and running for fiscal year 2018.

“We use many of the HHS HR systems within HRSA,” Burton, the agency’s chief information officer, who joined Ganey on the Human Capital Management Insights show, said. “We recently implemented a cloud solution for position descriptions capabilities.”

Ganey said recruitment and retention are top priorities.

One of the ways they’ve streamlined the hiring process is called “Ready, Set, Post.” These are ready-made job packages, proven to bring in successful candidates. Bureaus and offices within HRSA can identify the job that fits their need and have it posted the next business day.

“We are within the 80-day timeframe for the majority of our recruitment,” Ganey said.

She said it was difficult to get hiring managers involved at first, but now they’re seeing the fruit of those early conversations with HR. And it only gets better.

“We can sit down with the hiring managers and actually have decisions based on data moving forward,” she said. “This has really changed the way we do recruitment.”

To retain employees, Burton said she focuses on employee engagement and the Federal Employee Viewpoint Survey. She holds regular meet-and-greets with new employees and strives to have a little fun as well. She organized a recent social event where management dished out seven gallons of ice cream to employees.

HRSA provides healthcare to people who are geographically isolated and who are economically or medically vulnerable. Like many agencies, the mission is a big part of the attraction for new recruits, but it also keeps employees engaged in their jobs.

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There are 10 regions within HRSA. Burton said it’s hard to include all of the regions in every activity, such as the annual awards ceremony, but technology is making it easier.

Over the last two years, HRSA implemented video teleconferencing capabilities, making the annual awards ceremony a lot more inclusive. The event was scripted to move between locations throughout the ceremony.

“It worked out well because the interactions were so seamless,” Burton said. “And then when people received awards in the regions, it was really like they were physically at headquarters.”

The collaboration between the CIO and human resources received a boost from the Federal IT Acquisition Reform Act (FITARA).

“We have a robust FITARA framework and processes at HRSA and it also integrates with the HHS FITARA framework,” Burton said. “For instance, HHS is working on an enterprise HR system, so we’ll factor that into any decisions

that are made. But all IT procurements must go through me as the CIO, as part of FITARA, to ensure that there is no duplication of effort and it aligns with the HHS and HRSA strategies...so we really start these conversations early.”

Ganey said they are in the process of upgrading the personnel system and integrating the time and attendance system into the new enterprise system in the next fiscal year.

Ganey and her office have their own requests as well. An employee and labor relations database and automating outside activity forms are two on the list.

“We turn to IT to figure out how we can get things done,” Ganey said. “We started with nothing, so we get really excited when we can turn some of our paperwork into an automated system.”

“We can sit down with the hiring managers and actually have decisions based on data moving forward,” she said. “This has really changed the way we do recruitment.” CATHY GANEY, DIRECTOR OF THE OFFICE OF HUMAN RESOURCES, HEALTH RESOURCES AND SERVICES ADMINISTRATION, HHS

Air Force Leverages Big Data for Better

Face-to-Face RecruitingBY LAUREN LARSON

The Air Force plans to hire 1,400 cyber and 2,000 acquisition personnel over the next year. To do that, it’s taking a fresh approach to how it recruits.

Jeff Mayo, the deputy assistant secretary of the Air Force for force management integration, said filling the open vacancies is a high priority.

“The really compelling thing in this market is the government has always been challenged with being able to pay and incentivize at the pure paycheck level with industry, but there’s a lot of benefits for Air Force civilians on the non-tangible [level],” said Bill Marion, Air Force deputy chief information officer, who joined Mayo during an interview on the Human Capital Management Insights show. “Whether it’s health, vacation, whatever the case...what really sells it is when we have the mission flavor and the mission focus that we can deliver.”

Marion said part of that is showing potential recruits how cyber jobs support flight-ops or how cyber-ops are critical to defeating ISIS. They even talk with potential recruits about the kinds of projects that he or she might become involved in.

“That’s really what’s going to bring them in...not necessarily the paycheck per se, it’s all the other value and service that they can provide to the United States,” Marion said.

And they aren’t waiting for the talent to come find them.

“I think the key is we’re sending people out to where the talent resides, whether it’s colleges, universities, other communities where there’s a technical base that they can reach out to,” Mayo said.

“We’ve got a cell down at our personnel center in San Antonio that reaches out to engineers, program managers, contractors,” he said. “Our primary mechanism for reaching civilians is USAjobs, but what we try to do is reach out to them and help make those connections with that.”

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JEFF MAYO, DEPUTY ASSISTANT SECRETARY OF THE AIR FORCE FOR FORCE MANAGEMENT INTEGRATION

One area where they’ve had success on the acquisition side is job fairs and hiring events. Mayo said they want to pattern cyber hiring efforts along the same lines.

“We’re able to use certain expedited hiring authorities and direct hiring authorities in the acquisition business and a smaller set of those are eligible in the cyber workforce as well,” he said.

“On the mission systems side, we’re trying to build deeper and stronger knowledge bases across the board. Getting more engineers, computer science and cybersecurity expertise into our weapons systems, along with our traditional infrastructure capabilities,” Marion said. “So it really required us to look differently about how we recruited.”

He said they’re combining tried and true recruiting methods with big data analytics to find “centers of gravity” for talent, merging efforts like Defense Innovation Unit Experimental (DIUx) and Air Force Digital Services along with Reserve Officers’ Training Corps. They look for talent from schools that do well in the National Cyber Collegiate Defense Competition.

“There is a huge amount of data out there, and some of it can help us make the connections that we need to,” Mayo said. “The number of recruiters we have is fairly limited, so we need to use some analytical tools — take advantage of much of the data that we have — to minimize that search effort, to hone us in on the specific individuals that we’re looking for.”

One test underway in New England brings military and civilian, active and reserve recruiters, seeking both officers and enlisted personnel, together on a common contact management system to find new areas to recruit in.

“We’re really trying to expand our view, our ability to reach into the talent pool across the United States,” Mayo said. “And I think big data is one of the things that will help us do that.”

He pointed to one recent success from a hiring event where they were able to more quickly fill a dozen or so positions at Scott Air Force Base in the cyber/infotech community using analytical tools and sources like LinkedIn Recruiter.

“The ability to make a difference, the ability to learn and be trained, I think, is significant for what the Air Force has to offer,” Marion said. “Being able to meet with these folks and explain it as opposed to have them read something on a web page or whatever — there’s great information out there — but the face-to-face interaction, I think, is what we’re seeing that tends to help things out...that connection across the various entities of the base level and the functional community, as well as the hiring officials, we’re able to speed up that process

and provide a fairly compelling argument for becoming an Air Force civilian.

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"On the mission systems side, we're trying to build deeper and stronger knowledge bases across the board. Getting more engineers, computer science and cybersecurity expertise into our weapons systems... really required us to look differently about how we recruited.”

BILL MARION, DEPUTY CHIEF INFORMATION OFFICER, AIR FORCE

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How ITand HR Can Join Forces to Improve their WorkforceBY STEVE DOBBEROWSKY

Most government agencies are currently maintaining old, outdated HR IT systems that are a drain on precious time and money. In fact, “The federal government spends $80 billion each year on IT systems, 80 percent of which is spent maintaining outdated legacy systems."

However, a series of initiatives are making it easier for agencies to modernize their IT systems, both by shortening the vetting process and simplifying access to funding:

• The Federal Risk and Authorization Management Program (FedRAMP) streamlines the process of finding, vetting, and gaining approval for cloud-based solutions by preapproving vendor offerings. By standardizing security criteria, the program saves agencies time and resources that would have been spent on internally evaluating a vendor’s compliance with federal standards. As a FedRAMP-approved vendor, Cornerstone

is continually monitored to ensure ongoing compliance.

• If made into law, the Modernizing Government Technology Act of 2017 (MGT Act) would make it easier for agencies to upgrade technology by establishing an IT working capital fund within each agency. These funds could be accessed for specific technology-related purposes, including replacing IT systems to improve efficiency, addressing data and security breaches, and transitioning “to cloud computing and innovative platforms and technologies.”

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• In December 2014, the U.S. Congress passed the Federal Information Technology Acquisition Reform Act (FITARA) to help improve the acquisition and management of Federal IT assets by granting CIOs greater authority, visibility, and responsibility into IT acquisitions. A major goal of FITARA is to reduce the amount of waste and duplicate IT systems, and improve communication and visibility within agency IT teams.

Beyond these initiatives, many agencies are ensuring that IT and HR are coming together to identify technology solutions to better manage their workforce. SEC is a perfect example of C-level collaboration that effectively highlights requirements and strategies - and even serves as a roadmap - for the implementation of various cloud initiatives (such as talent management). A strategic, long-term, and collective approach can help to ensure a smooth deployment while also providing organized training to get everyone up to speed on how to best utilize the latest HR software.

Data can make all the difference in how you recruit and the Air Force is experiencing this first hand. Using big data tools, the Air Force is able to onboard talent faster by getting the right people connected with the right job opportunities at the right time.

HRSA has changed the way they do recruiting by consolidating disparate technology systems, which has allowed them to make informed decisions on future recruitments. As a result, they have valuable data which provides insights into organizational skills gaps and what the future needs of their workforce are. One of the many benefits of moving to a cloud-based talent management system is the ability to identify talent gaps and aggressively recruit to fill those gaps.

Government agencies can solve their workforce challenges by facilitating collaboration between IT and HR. CIOs need tools that can easily gather data from existing enterprise tools, while CHCO and CLO teams need their software to be housed in a single, unified location that offers advanced and automated insights and analytics across the entire employee lifecycle.

It’s no secret that the workforce of the future can’t be managed with tools from the past, but CIOs and CHCOs must work together to advance the shift to more innovative technology that will help government operate more efficiently and effectively.

Steve DobberowskyPrincipal, Thought Leadership & Advisory ServicesCornerstone OnDemand

Steve has served 11 years of Federal Government competitive service with 7 years in HR and HR IT leadership roles ensuring effective talent management processes at a bureau level, at the Department level and at a Shared Service Center where he delivered solutions for multiple agencies.

FEDERAL NEWS RADIO EXPERT EDITION: THE INTERSECTION BETWEEN HR AND IT8

For SEC, Modernizing HR is a Team EffortBY LAUREN LARSON

The Securities and Exchange Commission will deploy two major human capital systems this summer: a comprehensive enterprise talent management system and a self-service

human resources system.

SEC Chief Information Officer Pam Dyson and Chief Human Capital Officer Lacey Dingman, who were interviewed on the Human Capital Management Insights show, said their offices have been working together almost daily for the past five years to modernize and review every system and process, in some cases, creating new ones. Dingman said it has not only prepared them for the move to the new talent management system, but also enhanced what they do along the way.

“Enterprise Talent Management System (ETMS) is a new development, but what we’re doing is we are combining a number of siloed systems into one enterprise platform for talent management,” Dyson said. “This portal will become the primary entry point to all employees for everything Office of Human Resources-related. We see a lot of benefit in that.”

Dingman said moving HR to a self-service model would bring consistency to the way her office answers questions and distributes information while alleviating demand on HR staff.

“It’s a very typical government approach to just naturally make it try to look like it does now,” she said. “Because we’re being flexible, we’ve tried to think differently about how we want this to look in the long run. The good part is the vendor has done this before in other agencies and we have a lot of lessons-learned that we can leverage.”

LAYING THE GROUNDWORKDyson said they chose to modernize system-by-system to ensure capability is delivered as they go. “We’re doing more of an iterative approach...maturing towards the agile.”

“One of the things that we’ve done in the last year, which has been monumental, is we’ve built out the human capital data repository in our enterprise data warehouse, so having that raw data, stored in our EDW, gives us a lot of leverage and opportunities and options on how we want to continue to modernize and enhance this overall lifecycle talent management system for the agency,” Dyson said.

The platform will be set up on the premises at first and then moved to the cloud down the road. But while security remains the utmost concern, Dyson said other factors are driving this decision.

“Because we mostly do business with FEDRAMP certified cloud providers, that security is not the highest hurdle,” she said. “Our human capital data is crucial and sensitive but it’s really the business model that we are trying to work out and the cost-benefit analysis.”

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“We’re doing more of an iterative approach...maturing towards the agile.” PAM DYSON, CHIEF INFORMATION OFFICER, SECURITIES AND EXCHANGE COMMISSION

PHASE ONEBecause they’ve spent the last five years in preparation and modernizing what they have, both Dyson and Dingman are confident in the roadmap and schedule they’ve laid out for deployment.

“We have a very condensed deployment of our first phase’” Dingman said. “As part of that, it doesn’t give you a lot of time to go back and reflect.”

They kicked off in early February and Dingman said they plan to deploy 11 modules over the next 18 months. She expects to have employees in the system by July who will hit four of those modules.

“The ETMS will endcap all of the IT systems that we need,” Dingman said. “We’ve done a new payroll system, we’ve done an entire workflow system for all of our modernized forms. This is it for us. The next part will be sustaining those systems and making sure that they are optimized.”

REAPING THE BENEFITSOne of the ways SEC employees will benefit most is training.

“We spend a good amount of money and resources on making sure our employee base is trained appropriately,” Dingman said. “We do training not only in person, we do a lot of virtual and we do a lot of different types of media formats to make sure that people retain it and take it away.”

She said the beauty is in flexibility. They’ve brought in several different systems to make it easy for users to take lessons and apply them immediately.

Dyson likes that the training is scalable, customizable and prepares users for certificates.

“It is a very good teamwork model that we’re using to ensure that we’re crafting training for our specific needs based on the technologies that we use here, as well as the innovations and solutions that we’re planning to roll out,” she said.

“For most government agencies, you wouldn’t have this much attention focused on an HR environment, but it’s paid off in dividends and the agency has seen that,” Dingman said. “I think that right now we’re in a good space.”

Dingman said HR meets with every division office at the SEC to discuss what their needs are, what their priorities are and tie it all into the budget to ensure her office is getting them where they need to be.

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“We’ve done a new payroll system, we’ve done an entire workflow system for all of our modernized forms. The next part will be sustaining those systems and making sure that they are optimized.” LACEY DINGMAN, CHIEF HUMAN CAPITAL OFFICER, SECURITIES AND EXCHANGE COMMISSION

The Future of Your Workforce Starts HereFrom recruitment, onboarding, learning and collaboration, to performance management, compensation, succession planning and analytics, Cornerstone’s cloud applications help organizations to recruit, retain and grow the next generation of government leaders.

Visit csod.com/federal-government

EXPERT EDITION:THE INTERSECTION BETWEEN HR AND IT