5.1: Human Capital
Effective Human Capital Management - Recruit, develop, retain, and strategically manage a world-class HHS workforce. Other Information:
Implement rigorous recruiting strategies to ensure the hiring of top talent. Approximately a quarter of all HHS nonsupervisory
employees, and about half of all HHS managers, will be eligible for retirement within the 5 years covered under this Strategic
Plan. To ensure that future workforce needs are met, HHS has identified its mission-critical and core competencies and will
continue highly targeted recruitment efforts. Among the strategies the Department will use are Cooperative Education Programs,
the Direct-Hire Program, the Federal Career Intern Program, the HHS Emerging Leaders Program, the Presidential Management
Fellows Program, and the Retired Annuitants hiring process. HHS will aggressively identify robust technology systems that
will enable the Department to compete with private industry for top talent. In addition, HHS will continually examine recruitment
processes to ensure that it improves the quality of the candidates recruited and is able to hire them in the quickest timeframe
possible. Strengthen the workforce by developing staff skills, improving competencies, and retaining talent. HHS will develop
an effective learning and development strategy that leverages current capabilities at HHS University and also takes advantage
of training opportunities in the operating divisions. Emphasis will be placed on achieving better results through more effective
utilization of the Department’s train ingrelated financial resources. To ensure that resources are allocated to produce maximum
effectiveness in an optimal timeframe, HHS will support this activity through traditional classroom training, online self
study, development programs, and career counseling. In addition, the HHS Web-based, Departmentwide Learning Management System
supports closing competency gaps (core and technical) in mission critical occupations. Ensure that the HHS workforce reflects
the diversity of the Nation it serves. A diverse workforce capitalizes on the contributions of persons of distinct ethnicities,
races, cultures, and backgrounds. Leveraging these differences enhances the social and business workplace environment, helps
to eradicate discrimination, and increases organizational efficiency and productivity. Through personal leadership and involvement,
all HHS employees will proactively support and promote the Department’s Equal Employment Opportunity (EEO) and Diversity Management
programs to achieve a more diverse workforce and promote a workplace free of discrimination. Through program accountability,
training, outreach, recruitment, and use of flexible hiring techniques, HHS will ensure that representation of minorities
and persons with disabilities at HHS reflects the Nation as a whole. HHS has some specific initiatives to recruit underrepresented
populations. HHS, through its partnership with the U.S. Department of Defense Computer/Electronic Accommodations Program and
the U.S. Department of Labor Workforce Recruitment Program, plans to leverage these resources to increase hiring of people
with disabilities. In addition, HHS minority outreach initiatives include participation in a number of student intern programs,
such as the Asian Pacific American Institute for Congressional Studies, Bilingual/Bicultural Program, Federal Career Intern
Program, HHS Emerging Leaders Program, Hispanic Association of Colleges and Universities National Internship Program, International
Leadership Foundation, and the Organization of Chinese Americans Government Internship Programs. In the area of training,
HHS has developed the EEO and Diversity Academy, which offers courses designed to instill in hiring managers, as well as all
in HHS employees, recognition of the intrinsic value a diverse Federal workforce brings to a Department with a diverse customer
base. Ensure the highest level of efficiency and effectiveness of HHS organizations, through regular competition with the
private sector. In accordance with OMB Circular A-76,XL HHS will continue to ensure that the most efficient organization carries
out the Department’s commercial functions. HHS will utilize a combination of standard studies, streamlined studies, and restructuring
efforts to implement competitive sourcing. The savings generated from competitive sourcing studies will continue to provide
benefits to HHS programs and the American taxpayer. Ensure that all HHS employees are accountable for results. Guided by the
Department’s Human Capital Accountability System Policy, HHS will continue to monitor, manage, and evaluate its formal Departmentwide,
integrated human capital accountability system to ensure mission-aligned human capital goals are achieved effectively, efficiently,
and within merit system principles and related regulations. All HHS employees will have an approved performance plan in place
within 30 days of hire and will receive at least one midyear progress review annually. The Senior Executive Service and Organizational
Performance Management System and the Performance Management Appraisal Program will connect expectations to mission and link
performance ratings with measurable outcomes. Performance plans for all HHS employees are designed to cascade from the goals
and objectives outlined in the Strategic Plan and operating division strategic plans, to ensure that performance expectations
throughout the entire agency are aligned with the HHS mission and oriented toward achieving results.
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