LEARNING & KNOWLEDGE MANAGEMENT IN THE FEDERAL

GOVERNMENT

University of Maryland – Robert H. Smith School of BusinessPhase II Economic and Civil Service Affairs Program

Patrina M. Clark, PresidentPivotal Practices Consulting LLC

October 3, 2016

AGENDA

• Introductions• Federal Government Primer• The Human Capital Assessment and Accountability Framework

(HCAAF)• The Leadership and Knowledge Management System• The Leadership and Knowledge Management Index on the

Federal Employee Viewpoint Survey• Cross-Cutting Initiatives• Q&A• Closing Thoughts

PROFESSIONAL HISTORY

• President, Pivotal Practices Consulting LLC (2012 – Present

• Chief Human Capital Officer, U.S. Government Accountability Office (GAO, 2008 – 2011)

• Staff Director, Federal Election Commission (FEC, 2006 – 2008)

• Regional Executive Director, Naval District Washington, Department of Navy (2004 – 2006)

• Program Manager, Internal Revenue Service (IRS, 1986 – 2004)

U.S. FEDERAL GOVERNMENT PRIMER

Total Employment = 2,760,569 (9/2012)

FEDERAL CIVILIAN EMPLOYMENTBY BRANCH

Established January 1, 1979

Independent agency responsible for managing the civil service

Oversees polices (development, implementation and adherence) that support Federal human resources

Provides guidance and assistance for implementing leading practices

Independent, nonpartisan agency that works for Congress.

Often called the "congressional watchdog," GAO investigates how the federal government spends taxpayer dollars.

Reports on how well government programs and policies are meeting their objectives

CHIEF HUMAN CAPITAL OFFICER

The Chief Human Capital Officers Act of 2002, enacted as part of the Homeland Security Act of 2002 (Pub. L. No. 107-296) on November 25, 2002, required the heads of 24 Executive Departments and agencies to appoint or designate Chief Human Capital Officers (CHCOs). Each CHCO serves as his or her agency's chief policy advisor on all human resources management issues and is charged with selecting, developing, training, and managing a high-quality, productive workforce.

THE CHIEF LEARNING OFFICER (CLO)MOU signed May 14, 2013

• Chief Learning Officer Council: CLOC members are the senior Chief Leaning Officers (CLOs), or equivalents, of the Federal departments and agencies and those who hold similar positions in independent agencies, boards, commissions, and the Intelligence Community.

• Support and advance the Government Performance and Results Modernization Act of 2011 and other emergent regulations and statutes by aligning learning resources to high-priority needs such as mission critical occupations, organizational performance issues identified in performance reviews, and measuring the impact of learning investment on agency and employee performance.

• Identify and recommend processes that effectively limit unnecessary overlap and duplication of effort to ensure delivery of integrated and consistent learning across the Federal enterprise.

• Promote and optimize access to integrated workforce development activities.

CLOC 2016 STRATEGIC INITIATIVES - THE FOUR OVERARCHING GOALS

• Lead: Strategically lead Government-wide talent development in support of human capital category management

• Share: Share learning information and development resources• Engage: Strengthen employee and other stakeholder

engagement to enhance organizational performance• Impact: Develop a federal evaluation framework to

demonstrate the value of learning and development

CLOC 2016 STRATEGIC INITIATIVES – TOP PRIORITIES

• Lead: Establish Government-wide talent development (TD) standards (e.g., ADDIE), plan, develop, measure

• Share: Reduce duplicative mandatory training courses. Metrics: Cost Avoidance; Cost Savings

• Engage: Look at talent and engagement indices across government. Do analysis collaboration on top 3-5

• Impact: Collect and evaluate best practices (e.g., CLO, ATD, CEB Learning & Development Leadership Council, HR Stat, Agency Indices, Data dashboards, HR Benchmarking) to create the Framework

THE HUMAN CAPITAL ASSESSMENT AND ACCOUNTABILITY FRAMEWORK

14

HCAAF System Relationships

Strategic Alignment • Human Capital Planning• Workforce Planning• Human Capital Best Practices and Knowledge Sharing• Human Resources as Strategic Partner

Leadership & Knowledge Management • Leadership Succession

Management• Change Management• Integrity and Inspiring Employee Commitment• Continuous Learning• Knowledge Management Results-Oriented

Performance Culture • Communication• Performance Appraisal• Pay for Performance• Diversity Management• Labor/Management

Relations

Talent Management • Recruitment• Retention

Accountability • Assessment of Progress and Results• Compliance

BENEFITS OF IMPLEMENTING HCAAF

Enables agencies to transform the Federal workplace into high-performing arenas

Helps employees understand and maximize their contributions to the agency mission

Allows agencies to focus on the human capital management systems and practices that most impact their mission

Provides measurable, observable agency and individual performance results

Ensures continued trust in the government’s ability to serve and protect

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THE LEADERSHIP AND KNOWLEDGE MANAGEMENT SYSTEM

WHAT IS THE LKM SYSTEM?

The Leadership and Knowledge Management (LKM) System focuses on identifying and addressing agency leadership competencies so that continuity of leadership is ensured, knowledge is shared across the organization, and an environment of continuous learning is present.

LEADERSHIP AND KNOWLEDGE MANAGEMENT SYSTEM

Slide 18

Component ExplanationDefinition • Ensure continuity of leadership

• Identify and address potential gaps in effective leadership• Implement and maintain programs that capture organizational knowledge and

promote learning

Standard • Effectively manage people and ensure continuity of leadership• Sustain a learning environment that drives continuous performance improvement• Provide a means to share critical knowledge across the organization

Critical Success Factors

• Leadership Succession Management• Change Management• Integrity and Inspiring Employee Commitment• Continuous Learning• Knowledge Management

Metrics • Competency Gaps Closed for Management and Leadership• Leadership and Knowledge Management Index• Merit-Based Execution of the Leadership and Knowledge Management system

LKM CRITICAL SUCCESS FACTORS

The agency has in place leaders who understand what it takes to effectively bring about changes that achieve significant and sustained improvements in performance.

The organization identifies leadership competencies and establishes objectives and strategies to ensure there is a continuous pipeline of available leadership within the organization.

Leaders foster a learning culture that provides opportunities for continuous development and encourages employees to participate. Leaders invest in education, training, and other developmental opportunities to help themselves and their employees build mission-critical competencies.

The organization systematically provides resources, programs, and tools for knowledge sharing across the organization in support of its mission accomplishment.

Leaders maintain high standards of honesty and ethics that serve as a model for the whole workforce.

Change Manageme

nt

Integrity & Inspiring Employee

Commitment

Continuous Learning

Knowledge Manageme

nt

Leadership Succession Manageme

nt

THE FEDERAL EMPLOYEE VIEWPOINT SURVEY

Focus on the Leadership and Knowledge Management Index

ABOUT THE SURVEY

• Measures employees' perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies

• 421,748 survey participants (49.7% response rate) represent 82 agencies—37 Departments/Large Agencies and 45 Small/Independent Agencies

• Measures seven (7) indices, - Engagement Index, Global Satisfaction Index, the New Inclusion Quotient, and the four HCAAF indices

• Leadership and Knowledge Management Index includes 12 questions

HCAAF FEVS INDEX 2011 - 2015

2011 2012 2013 2014 201540

45

50

55

60

65

70

LKM Job Sat ROPC Tal Mgmt

THE LKM INDEX QUESTIONS

• My workload is reasonable.• Employees are protected from health and safety hazards on

the job.• My organization has prepared employees for potential security

threats.• I have trust and confidence in my supervisor.• Overall, how good a job do you feel is being done by your

immediate supervisor?• In my organization, senior leaders generate high levels of

motivation and commitment in the workforce.

THE LKM INDEX QUESTIONS, CONTINUED

• Supervisors work well with employees of different backgrounds.

• Managers communicate the goals and priorities of the organization.

• Managers review and evaluate the organization’s progress toward meetings its goals and objectives.

• I have a high level of respect for my organization’s senior leaders.

• How satisfied are you with the information you received from management on what’s going on in your organization?

• How satisfied are you with the policies and practices of your senior leaders?

LKM FEVS INDEX 2011 - 2015

2011 2012 2013 2014 2015404550556065707580

Govt-wide DoD DHS NASA

CROSS-CUTTING INITIATIVES

WHITE HOUSE LEADERSHIP DEVELOPMENT PROGRAM

Announced by President Obama in December 2014, the White House Leadership Development Program has two main goals:

Developing Talent: Develop the next generation of career senior executives through a rotation focused on the complex, cross-agency challenges which increasingly confront the Federal Government and a development component to build and strengthen enterprise leadership skills. Delivering Results: Harness top talent from across the government to support implementation of key priorities and address mission critical challenges, such as the Cross-Agency Priority (CAP) Goals.

Program Overview

Fellows: 1st Cohort: 16 high-performing GS-15s from 16 different agencies/components and functional areas

Program Structure:

1. Training (20%)• 2 week onboarding prior to starting rotations• Cohort meets weekly (typically every Friday)• Development Program built around the stakeholders, networks

and skillsets that senior leaders need in an enterprise environment

2. Rotational Assignment (80%)• 1-year full-time assignment, typically housed in an EOP

component • Add capacity to and drive progress on cross-agency projectsSelection Process: Agency Deputy Secretary nominates 2 to 4

candidates (using own internal agency process) followed by WHLDP selection process (2 rounds of structured interviews).

Cross-Agency Priority Goals Lab to MarketOpen DataSTEMInfrastructure Permitting ModernizationInsider Threat & Security Clearance ReformCategory ManagementVeterans' Mental HealthCustomer ServiceClimate ChangePeople & Culture (Hiring & SES Reform)Shared Services

 Other Cross-cutting Priorities

International Trade Data System (ITDS)Community Solutions International Women’s Issues/Let Girls Learn

FirstNet

Rotations: WH Leadership Development ProgramFellows will be placed in high visibility cross-agency projects that touch multiple agencies and stakeholders, such as the CAP Goals, which will benefit from improved cross-agency coordination, innovation, implementation and performance management. Specific projects will vary depending on the rotational assignment. Rotations during the inaugural year of the program included:

WRAP-UP

• Federal Government Primer• The Human Capital Assessment and Accountability Framework

(HCAAF)• The Leadership and Knowledge Management System• The Leadership and Knowledge Management Index on the

Federal Employee Viewpoint Survey• Cross-Cutting Initiatives