5.2: Human Capital
Reshape our workforce to better align it with anticipated future human resource requirements. Other Information:
The FDIC’s employees are its most important strategic resource. For that reason, it seeks to continue to be the employer of
choice within the financial regulatory community and to operate a human resources program that attracts, develops, evaluates,
rewards and retains a high quality, results-oriented workforce. This was a difficult challenge over the past 12 years because
the Corporation was in a continuous downsizing mode as it completed the residual workload from the banking and thrift crises
of the late 1980s and early 1990s. FDIC staffing declined from approximately 23,000 (including employees assigned to the Resolution
Trust Corporation) in 1992 to fewer than 5,100 at year-end 2004. Over the past three years the Corporation has focused considerable
resources on human capital planning and has reached several important conclusions about its future human resource requirements.
It has determined that the FDIC will need a smaller, more adaptable permanent workforce that is capable of responding in the
future to significant unexpected events or changes in workload priorities; that it will require a somewhat different mix of
skill sets than are available in the current workforce; and that a more collaborative approach will be required in the future
to fulfill critical mission functions. During the period covered by this plan, the FDIC will pursue opportunities to begin
reshaping its workforce to better align it with anticipated future human resource requirements. The FDIC is already in the
process of developing and implementing several key structural components of its human capital strategy for the future: • Implementation
of pay-at-risk compensation and bonus programs. • Implementation of a restructured executive and managerial program. • Enhancement
of employee training and development through a recently established Corporate University. • Pursuit of new personnel authorities
that will provide greater flexibility in managing the Corporation’s human resources. • Establishment of a new Corporate Employee
Program that encourages and rewards cross-organizational mobility and promotes experience in multiple FDIC business lines.
• Identification of succession planning and management strategies. Much more remains to be accomplished over the next several
years. The Corporation must continue to refine its future workforce requirements and to identify strategies for attracting
and retaining employees from a more diverse and competitive employee pool.
Indicator(s):
|
