It is our intent to ground all human resource efforts in our ment
initiative, including
career development and performance management.
MEASURES OF PROGRESS After two years of hard work, we are beginning to realize the fruits of the tal- ent management initiative. For example, we are using the TMPs and domain definitions to complete a comprehensive review of the job descriptions of all 2,000 employees, with the goal of ensuring that the duties therein accurately reflect the work assigned and, most
importantly, include the proper domain designation.
Te domain designation is critical to the next step, which involves revising Indi- vidual Development Plans to include the domain-specific
talent manage- recruiting,
opportunities to applicants and prospec- tive employees. (See Figure 2, Page 132.)
Te latter area is where we have realized the most value since the inception of this effort. Specifically, the existence of a talent management plan and a com- plementary career development plan for the positions we have recruited to fill has resulted in clearly written staffing plans. Tose, in turn, have generated bet- ter referral lists, according to CERDEC supervisors who have filled the positions.
training and develop-
ment opportunities recommended by the teams of subject matter experts and out- lined in the domain career development plans. Te next step is a review and vali- dation of employee performance plans to ensure that CERDEC is measuring employees against defined expectations that represent the duties appropriate to the position’s assigned domain.
While it is too early to assess the full impact of this initiative, some key out- comes associated with these steps include the ability for all employees to assess their progress in developing themselves, compared
with the comprehensive
development plan for their position’s assigned domain, as well as for any posi- tions to which they aspire; the ability for supervisors to make more informed recommendations about employee devel- opment; CERDEC’s
ability to make
more informed and cost-effective invest- ments in training and development; and the ability to more effectively communi- cate job requirements and development
When my career with the Army started almost 31 years ago, I would have appreciated having a clearly defined set of career paths and decision points on which to base my own plans.
ASC.ARMY.MIL 131
We have also received positive feedback from employee focus groups, specifically about the perceived value of defined career development guidance being read- ily available to all employees so they don’t have to rely exclusively on a supervisor or mentor. Rather, they can chart their own path toward their career goals, guided by the plans now available to them. We believe these early results are indicative of the initiative’s positive long-term impact on our ability to attract and retain talent.
In addition to making the talent man- agement plans and career development plans available to employees, we finalized and approved a Workforce Career Devel- opment
Program Handbook, which
outlines the overall intent and the roles and responsibilities of all involved. Te handbook, combined with the more
Concurrent with this effort, we initiated a centerwide climate survey, using the U.S. Office of Personnel Management’s
detailed TMPs and domain documents, will help our employees take actionable steps in their career pursuits and better understand the philosophy behind this effort. Te handbook will also encour- age the evolution of our culture to fully embrace talent management.
ANTICIPATED BENEFITS We have already seen a benefit in stream- lining, standardizing and communicating our recruitment actions. We anticipate similar benefits in our performance management practices, particularly with regard to greater consistency in plans, ease in measuring performance outcomes and the perception of greater parity in performance evaluations and employee recognition as grounded in measurable objectives.
Shifting to a more enterprise-based approach to planning
and executing
training will allow us to ensure that all training aligns with the domain career development plans, is the best and most cost-effective available to meet the tar- geted need, and is
scheduled so as to
capitalize on eco nomies of scale, thereby maximizing the return on our invest- ment in employees.
WORKFORCE
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