E-1: Workforce
Recruit, develop, and retain a competent, committed, and diverse workforce that provides high quality service to veterans
and their families.
Other Information:
Purpose and Outcomes: Employees are the foundation of the Department of Veterans Affairs and the key to its success. The purpose
of this objective is to ensure that VA has the workforce it needs to serve veterans and their families, today and in the future.
The 21st Century presents VA with an unprecedented set of human capital challenges — an aging workforce, a shifting and expanding
mission, a tight and competitive labor market, and the emergence of profound new technologies that present both risks and
opportunities. VA’s ability to capitalize on these challenges will determine the extent to which the goals and strategies
laid out in this strategic plan are achieved. Each of the major themes incorporated in this plan — enhanced health care delivery,
expedited claims processing, expansion of memorial and burial programs, partnerships, accountability — can come to life only
through the efforts of a workforce with the capabilities, competencies, commitment, and compassion to make it happen. Investing
in, cultivating, and valuing employees is one of VA’s highest priorities. Strategies and Processes: VA will recruit, support,
and retain a knowledgeable, diverse, engaged, and continuously learning workforce. We will develop a comprehensive and coherent
workforce development plan that incorporates the High Performance Development Model (HPDM), succession planning, diversity
training, and Alternative Dispute Resolution (ADR) orientation. *Human Capital Planning VA is institutionalizing a national
workforce planning system to facilitate the strategic management of its human resources. VA’s workforce planning strategies
include: • Implementation of Departmental policy prescribing objectives, roles, and the process for the development of workforce
and succession plans for each VA organizational component, inclusion of diversity and leadership analyses, and alignment of
the workforce planning system with other key management processes; • Development of a Strategic VA Human Management Capital
Plan; • Implementation of measures to assess progress on program goals identified in organizational workforce plans; • Integration
of workforce planning accountability measures in performance plans of VA senior executives and managers; and • Enhancement
and/or establishment of management information systems to support the workforce planning function. Diversity VA will address
issues of under-representation and promote efforts to ensure that its workforce reflects the diversity of the customers we
serve. Diversity is essential to building a creative and innovative environment to address the needs of the veterans and their
families. To foster this type of environment, VA will: • Establish a One VA diversity business model based on effective workforce
and succession planning, comparisons to the Relevant Civilian Labor Force (RCLF), targeted recruitment, and management tracking
of progress; • Establish a VA Diversity Advisory Council to examine and monitor VA’s Employee Diversity Profile; • Establish
and communicate a diversity scorecard and competencies to VA leaders; and • Reward VA leaders for crosscutting diversity accomplishments.
Professional Development To foster world-class service to veterans and their families, VA must maintain a workforce with the
needed capabilities, competencies, and commitment. VA has a wealth of valuable leadership and development programs, from elearning
to Senior Executive Development. To further advance learning and performance throughout the Department, VA will adopt the
High Performance Development Model (HPDM) as its framework for employee development. The model guides the employee development
activity by directing management practices and policies to ensure: • Core competency development; • Continuous learning; •
Continuous assessment; • Coaching/mentoring; • Linkage with performance management; and • Performance-based hiring. Further,
VA will evaluate the relevance, impact, and capacity of leadership development programs to ensure that they are aligned with
mission requirements and establish Career Intern Programs to meet future workforce needs. Alternative Dispute Resolution (ADR)
VA will continue to develop an effective way for measuring the success of the Alternative Dispute Resolution (ADR) Program.
VA recently developed an ADR web-based tracking system to collect data that will be annually analyzed so that benchmarks can
be identified and accomplishments measured. VA will conduct ADR/Mediation Awareness Training sessions for all employees to
ensure that employees are aware of the ADR and mediation tools that can be used to effectively resolve workplace conflicts
and disputes. By employees being aware of and using these tools, VA anticipates that this will effectively help reduce EEO
complaints activity and workplace disputes, which is costly to VA. VA also expects to derive intangible benefits such as improved
morale and productivity, reduction in future disputes, repaired relationships, improved customer service, and employee trust.
Recruitment and Marketing VA must remain competitive with the private and non-profit sectors in recruiting qualified candidates
if it is to achieve our strategic goals. VA is a key employer in the Federal Government, has one of the most distinguished
and unique missions, has nationwide job opportunities, can provide numerous opportunities for growth, and offers many appealing
benefits and work-life programs. VA will fully capitalize on these assets to market career opportunities. Having a presence
in the job market, whether or not currently hiring, is essential to cultivating and maintaining relationships that benefit
VA now and in the future. VA will: • Develop a recruitment and marketing plan that includes provisions for an assessment of
current efforts throughout the Department and maximizes use of student intern and Presidential Management Intern programs;
• Enhance outreach efforts to colleges, universities, military discharge centers, and other potential recruitment sources
with a strong emphasis on targeted recruitment aimed at minority populations underrepresented in the Department; • Explore
the use of automated application and staffing tools to simplify and streamline the hiring process; • Develop an automated
entrance interview for newly appointed employees to determine why they chose VA and use such information to drive VA’s recruitment
and marketing business decisions; • Develop an automated and consistently used exit interview process to help identify why
employees leave the Department, and use the information gathered to address and rectify retention issues; • Support government-wide
efforts to streamline and simplify the Federal hiring process; and • Work with DoD to develop methods to facilitate recruitment,
retention, and potential sharing of personnel in positions critical to the Departments’ complementary missions. Performance
Culture Employee performance is integral to VA’s ability to accomplish its mission. To ensure that VA has a results-oriented
and high-performing workforce, that it differentiates between high and low performance, and that individual and team performance
are linked to organizational goals, VA will implement a Department-wide, multi-tiered performance appraisal system and institute
a performance awards program. VA will also enhance its current Senior Executive Performance Review Board process to ensure
that Executives are held accountable for achievement of strategic goals and workforce management. External Factors: In conjunction
with the economy (job-market/ competitive salary issues) and labor force growth rates, VA recognizes that funding to implement
HR strategies will be the key to recruiting and retaining a highly skilled workforce.
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