Wednesday, March 8, 2017
Strategic workforce planning is the cornerstone of business operations. Although the base line principles for accomplishing workforce planning is similar for both private and federal work-sectors, the processes differ in application. The primary differences being, private work-sector organizations are profit driven and the federal work-sector is appropriation driven as established by the United States Congress. This panel will focus on federal specific workforce planning solutions that will provide a modified approach to the private sector, which generally dominates the discussion in public forums.
The discussion will highlight those baseline workforce planning principles and provide recommended strategic workforce planning methodologies, tactics, techniques and best practices that can be applied in a Federal workforce (as well as Private sector). These recommended solutions are designed to address the complex challenges of a 21st century federal workforce i.e. shrinking federal budgets, emerging technologies, cyber-security, age generation, etc. In addition to aid strategic workforce planners in the federal work-sector with bridging those knowledge gaps with delivering an end-to-end workforce planning process within their organizations.
In this panel, join the debate on:
- The macros workforce challenges that have the biggest strategic workforce planning impact.
- What are the baseline workforce planning principals that apply to both the private and public sector?
- How to collaborate to create a sustainable end-to-end workforce planning process.
Disclaimer: The views expressed do not necessarily represent the views of the Centers for Disease Control and Prevention, the Internal Revenue Service, or the United States.
Workforce planning can be demanding and frustrating. Does it feel like you are standing still, progress is slow in coming? Veteran practitioner or a rookie just getting started, here is a process to re-energize your program. Even if you have an existing competency model, this holistic, “role-based” approach will make a difference in accomplishing your workforce planning goals. Additionally, other HR areas will also reap the benefits of a more strategic and inclusive view of competencies.
You will learn how you can:
- Use a technique for “soft validating” the competencies needed to successfully execute your business strategy.
- Align your competencies by level according to strategic importance.
- Plot your company and business on an “S Curve” and bring more relevance to your competency needs.
- In 30 days, you can design a competency model that reflects strategic business needs and addresses competitive challenges you are facing in the market place.
Thursday, March 9, 2017
Organizations typically align their learning and development strategies and solutions with business priorities, but many face a greater challenge in evaluating and communicating their impact and effectiveness, and in using that as a basis for refinement and enhancement. Measurement is a key tool in the learning and development planning, design, delivery, evaluation, and continuous improvement lifecycle, and allows the talent development function to serve as a business enabler and driver for improved individual, team, and organizational performance.
In this session we’ll present Deloitte’s Development Measurement Strategy, including our approach and methods for:
- Evaluating individual learning programs to yield both telling and actionable data that is used to validate that learning and performance objectives were achieved, and/or to drive corrective actions
- Measuring the learning function’s alignment with the business, innovation, effectiveness, and efficiency to inform more value and impact-focused conversations with stakeholders
- We will discuss Deloitte’s leading practices and successes, and the considerations for how session attendees can do something similar at their organizations.