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Talent Management System

 

Overview

Talent Management exists to ensure that organizations get the right people with the right skills into the right position at the right time so an agency can accomplish its mission. Locating, recruiting, hiring, and developing the best talent is crucial, not just to support agency strategic planning, but to contribute to a thriving, sustained Performance Culture in the Federal workforce.

Definition:

A system that promotes a high-performing workforce, encourages and pursues innovation, identifies and closes competency and skills gaps, and implements and maintains programs to attract, acquire, develop, promote, and retain quality and diverse talent.

Standard:

Requires an agency to: (1) plan for and manage current and future workforce needs; (2) design, develop, and implement proven strategies and techniques and practices to attract, hire, train, and retain talent; (3) make meaningful progress toward closing knowledge, skills, and competency gaps in all occupations within the agency; and (4) effectively apply talent management system to promote effective human capital management in accordance with Merit System Principles and in compliance with Federal laws, rules, and regulations.

Outcomes:

  • The workforce is positioned to address and accomplish evolving priorities and objectives based on anticipated and un-anticipated events.

  • The agency invests in its employees through formal and informal learning and development related activities to close competency gaps and enhance mission related outcomes.

  • The workforce is aligned, positioned, and trained to provide efficient and effective services to the agency's internal and external stakeholders.

  • Retention strategies create an environment where employees understand and are committed to the mission of the organization and empowered to make a difference.

  • Learning and development activities demonstrate enhancements in program management and service delivery yielding increases in customer satisfaction.

  • Labor and Management partner to ensure the workforce receives the tools, resources, and training to accomplish the mission of the agency.

Strategic View — Senior Leadership

Talent Management should be woven into and throughout all strategic and business plans. It is supported by Human Resources, not owned by Human Resources. The presence of an integrated strategy and strategic partnerships throughout the Agency is the key to talent management.

Graphic. Puzzle with 3 pieces missing.

Select each labeled puzzle piece to learn more.

What Does This Mean To You As A Senior Leader?

It may be that "talent management" is still an emerging concept for non-HR professionals... Senior management surely accepts all of these as worthy objectives, but may not see how they ought to fit together as an integrated strategy.
Source: PR Newswire 2012-12-04

The agency's talent management strategy is an integral part of the agency's business strategy, which supports the strategic plans and priority goals.

You must think beyond attracting talent. Your talent management strategy must include succession planning, assessments, development, retention, and knowledge sharing. These functional processes must be planned and executed as part of an integrated talent management strategy. Another important issue is how will you create a more flexible and agile organization that responds and adapts to change.

Actions / Decisions For Senior Leaders

Is my workforce performing optimally? Are we achieving goals and objectives? If not, why? Can we attribute organizational performance to attrition and/or retirements? Does my agency have an overarching workforce strategy?

How can I utilize the talent I have to gain efficiencies of operation?

How can I support talent mobility, the ability to move employees within an organization across functions and roles, across lines of business?

How is employee morale overall at the agency and within my organization? Can we sustain and enhance it through the demands of the next 24 months? How can I mitigate any negative impact?

Are we continuously monitoring employee development and progress to ensure that our workforce is able to address future changes?

Are we continuously keeping abreast of current workforce talent management strategies that we can integrate into our business processes in light of fiscal restraints (e.g., crowdsourcing, hiring recent graduates using Student Pathways, or individuals with disabilities using the Schedule A hiring authority, and Veterans)?

What do the retirement and turnover trends reveal? How can we leverage this information to build a comprehensive process to transfer knowledge from experts to entry and mid-career professionals?

What are the results from my organization's Employee View Point Survey (EVS)? Are we addressing challenges/issues identified by employees? Are we communicating actions taken to employees?

Select an area on the graphic to see the actions and decisions for that area (planning, implementation, or evaluation).

Graphic. Three curved arrows that form a continuous circle labeled Actions/Decisions. The arrow labeled Plan points to the arrow labeled Implement which points to the final arrow labeled Evaluate.

What Is Available To Help Facilitate Leadership In The Completion Of These Activities And Decisions?

There are a variety of items available to help facilitate leadership in the completion of human capital decisions and activities.
 

Operational View — HR Practitioners And Program Supervisors

The parties involved in operations will not only be the facilitators of the required actions, they will be the face of the Agency and organization to the sources of candidates, the candidates, employees, and other Federal agencies. The interactions they have will not only impact the immediate tasks at hand, but will influence the successful interactions between the Agency and top talent in the future. Therefore, your interactions could not only impact your own agency, but also other Federal agencies' ability to hire, develop, or retain top talent.

Graphic. Puzzle with 3 pieces missing.

Select each labeled puzzle piece to learn more.

What Does This Mean To You As A Program/Process Owner Or HR Professional?

HR manager meeting with HR Staff

All parties who will have a part in the operation must be involved in all stages of the planning and implementation. To be successful, this requires a strong partnership between Program/Process Owners and Human Resources staff. This marathon, not a sprint, will require that both parties establish a cooperative partnership that involves regular communication about an organization's functions and goals. This partnership will influence the guidance Human Resources staff provide and will influence managers' staffing decisions.

Actions / Decisions For Program Owner And HR Professionals

Is my organization keeping abreast of future trends and environmental factors? What will have a significant impact on my organization and workforce?

Are we developing and implementing talent management strategies that will enable the organization to address foreseeable and unforeseeable workforce challenges?

Do I have the talent and capacity to accomplish specific program and policy related goals and objectives?

What other resources are available to me to achieve program and policy-related goals and objectives? This includes information about hiring authorities, workforce programs and resources, such as Employee Assistance Program (EAP) and the Department of Labor Workforce Recruitment Program (WRP).

Am I aware of, and do I have access to, appropriate data and information about my workforce and occupational specialty? This includes data about workforce trends and employee perspectives.

Do I have appropriate tools and technology required for capturing, measuring, and reporting program and policy goals and objectives?

Do we have current procedures and practices required for achieving program and policy-related goals and objectives?

Does my organization have an up-to-date strategic workforce and recruitment plan? Are they comprehensive in that they include strategies for recruiting hard-to-fill and mission-critical occupations, in additional to veterans, students, people with disabilities, and those from underrepresented groups?

Select an area on the graphic to see the actions and decisions for that area (planning, implementation, or evaluation).

Graphic. Three curved arrows that form a continuous circle labeled Actions/Decisions. The arrow labeled Plan points to the arrow labeled Implement which points to the final arrow labeled Evaluate.

What Is Available To Help In The Completion Of These Activities And Decisions?

There are a variety of items available to help HR Practitioners and Program Supervisors in the completion of human capital decisions and activities.
 

Employee View

Results from the Employee Viewpoint Survey demonstrate the importance of the employee's perspective about how management decisions and actions regarding employee development, performance appraisals and rewards must be fair and consistent. As this reinforces how employees are valued by their organization. Also of value to employees is a work culture that recognizes the importance of quality of Work/Life programs.

Graphic. Puzzle with 3 pieces missing.

Select each labeled puzzle piece to learn more.

What Does This Mean To You As An Employee Of Your Organization?

Employee taking an online training course

The HCF provides a means for agency leadership to focus on being great managers, while paying greater attention to the prudent delivery of services to the American public. You are an essential contributor for ensuring that your organization accomplishes its mission. Strategic human capital management will ensure that your organization's mission requirements drive all human resources activities and that all agency staff contributes to achieving results and are recognized accordingly.

Conversely, employees must be active participants, as this is a two-way process. Employees should work with their supervisors to identify developmental opportunities to ensure that their skills are current and aligned to their organizational goals. Employees also should become familiar with their organizational mission, vision, and strategic goals and objectives as these will directly impact their work assignments and performance plans. Finally, employees also should identify opportunities where they can contribute innovative ideas that will result in more efficient processes.

Actions / Decisions For Employees

What is my role in the success of my organization?

What can I do to enhance my knowledge, skills, and abilities required to be a successful contributor?

How can I assist leadership with the decision making process and stay engaged in the mission of the agency?

What resources are available to create and foster positive working relationships with my managers, supervisors, and coworkers?

Select an area on the graphic to see the actions and decisions for that area (planning, implementation, or evaluation).

Graphic. Three curved arrows that form a continuous circle labeled Actions/Decisions. The arrow labeled Plan points to the arrow labeled Implement which points to the final arrow labeled Evaluate.

What Is Available To Help In The Completion Of These Activities And Decisions?

There are a variety of items available to help Employees in the completion of human capital decisions and activities.