Human Capital Planning Models

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6 Νοε 2013 (πριν από 3 χρόνια και 7 μήνες)

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Human Capital Planning Models

Human Capital Planning


FCA Board in April 2011 released an advanced notice of a Proposed
Rule to Promote Diversity in
Business Planning


The Proposed Rule was posted in the Federal Register on May 25, 2011


The full proposed rule would require:


Strategies
to achieve
diversity and inclusion (D&I) within
the institution’s workforce, management, and governance structure, as
well as an assessment of
progress made
in achieving greater diversity


Assessment
of the strengths and weaknesses of the institution’s workforce, management, and governance
structure


Description
of the institution’s workforce and management
succession


Each
System institution to implement a marketing plan that describes the institution’s chartered territory by geographic region,
types of agriculture practiced, and market
segment


Marketing plan with strategies
for providing the institution’s products and services to all creditworthy and eligible persons, with
specific attention towards
D&I within
each market segment, as well as
assessment of progress made
in achieving greater
diversity


Over 400 responses were received by FCA during the comment period; 70+ were from within
Farm Credit; vast majority were from outside entities


A final regulation on business planning is expected in 1
st

quarter 2012


Human Capital Planning


This presentation focuses on the
portion of
the Proposed Rule that would
change FCA regulations to require your institution’s business plan to include a
human capital
plan
(see last slide for specific Proposed Rule language)


Expect increased focus on the human capital plan during FCA’s 2012
examination process


No plan ‘template’ has been published


Entities across the System are looking for guidance as they develop their 2012
business plans

Human Capital Planning


Consensus is to view
human capital as a very broad issue


System opportunity to
utilize
www.farmcredit.com


as a
central repository for
human capital
& HR
information /
materials, and potentially for “
discussion”
capability


No common definitions of
human capital planning,
talent
management,
succession planning,
workforce analysis, workforce demographics, etc.; terms
are used interchangeably and
often confused


Commitment among HR Leaders in the System to begin exchanging
information/materials, and to strive toward common definitions


Human Capital Planning


A search for Human Capital Plan templates / guidance generated examples from
government and not
-
for
-
profit organizations


Common elements found in sample plans follow a strategic business planning
format, altered and applied to the human side of the business:


Environmental Scan


SWOT Analysis


Human Capital Strategies
and Goals


Initiatives and Processes to Achieve Goals, such as:


Talent Management


Succession Management


Executive and Leadership Development


Recruitment and Selection


Diversity, Inclusion and Engagement


Training and Development


Reward and Recognition




Human Capital Planning

Template provided by U.S. Office of Personnel Management (OPM)


1.
Strategic Alignment


Human capital strategies are aligned with the mission, goals and business objectives and
integrated into the strategic plans, performance plans, and budgets.

2.
Leadership & Knowledge
Management


Focuses on identifying and addressing agency leadership competencies so
that continuity of leadership is ensured, knowledge is shared across the organization, and an environment of
continuous learning is present.

3.
Talent Management


Organization addresses competency gaps, particularly in mission
-
critical occupations by
implementing and maintaining programs to attract, acquire, develop, promote and retain quality talent. (Gap
analysis of demand (future) and of supply (current) against structure, roles, demographics.)

4.
Performance Culture


Organization promotes a diverse, high
-
performing workforce by implementing and
maintaining effective performance management systems and awards programs.

5.
Accountability



Rigorously analyzes performance indicators (measures).



http://www.chcoc.gov/files/HCMR_ReportTemplate.pdf


Human Capital Planning

Government agencies customize the OPM’s template



Department of Interior:



Strategic Direction



document assumptions, vision, values, objectives & organization
design


Supply Analysis


describe current workforce profile, trends, workloads


Demand Analysis


define future work of organization & skills/knowledge needed


Gap Analysis


differences between current workforce & the one needed to meet
future mission


Solutions & Implementation


actions, tools, interventions to address gaps


Evaluation


assess effectiveness of workforce strategy and redirect efforts as required

http://www.doi.gov/hrm/WorkforcePlanningDepartment_Final_Oct202003.pdf

Human Capital Planning

Federal Acquisition

Institute:



Strategic Planning & Alignment


Strategic Alignment

& Human Capital Planning


Workforce Planning, Competency Development & Deployment


Leadership Development & Succession


Talent Management


Recruit/Retain/Engage


Employee Development


Employee Relations


Diversity


Communications


Accountability


Performance Management


Results Oriented Culture


Data and Information Management


Knowledge Management



www.FAI.gov


Government agencies customize the OPM’s template

For each of
these elements,
the following are
presented and discussed:


Definition of the element and why
it is important


Current initiatives supporting the
human capital element


Improvement goals


Supporting action strategies

Human Capital Planning

NSF Human Capital Management
System




National Science Foundations (NSF) Mission
and Strategic Plan

Discovery

Learning Research Infrastructure Stewardship

NSF Human Capital Vision & Goals

Workforce and Succession
Planning

Implementing Strategies

Recruitment

Development

Retention

Transition

Human Capital Management Infrastructure

Evaluation

External and

Internal

Environmental

Drivers

E.g.,
Baby boomer

retirement wave


Dynamic
workforce


Rapidly changing
scientific
&
engineering
landscape

Workforce

Assessment

Current & Future
Needed Functions:



Staffing
Data



Workload



Required
Competencies

http://
www.nsf.gov/pubs/2008/hcsp2008/nsf_humancapitalstrategicplan_0803.pdf


Human Capital Planning

Employers Refocus on Strategic Workforce Planning

by Theresa Minton
-
Eversole
, SHRM editor/manager, 2/22/10


“Strategic
Workforce
Planning is the formal process that connects business strategy to human resource
strategy and practices


a linkage that is often missing


and ensures that a company has the right people in
the right place, at the right time, and at the right cost. Planning … takes into account such factors as which
skills will be critical to business success and which roles will be hardest to fill, as well as … human capital
quantity, quality and ROI.”


“High
-
value business insights come from data analysis:




Business

strategy, plans & implications


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F楮慮捩慬⁤at愠re: 桵浡渠n慰楴慬敥摳


E硴er湡氠摡t愠


economic, demographic & labor trends


T潴o氠桵浡渠n慰楴慬⁣潳o猠


include resources

to recruit,
hire, train, mentor, develop, as well as costs of contractors
/ contingent workers


兵慬楴at楶e⁤at愠


Combines historical

trends of attrition, internal
movement, etc., with scenario planning to identify potential
environment and workforce changes”

http://
www.weknownext.com/workforce/report
-
employers
-
refocus
-
on
-
strategic
-
workforce
-
planning


Human Capital Planning

Below is FCA’s language posted in the Federal Register 30280, Vol
. 76, No.
101, on May
25,
2011, which addresses the Human Capital Plan.


“Section
618.8440(b)(7)

Human Capital Plan
Proposed
§

618.8440(b)(7)
would require
institutions to include a
human capital
plan in their operational
and strategic
business plan
. Proposed
§

618.8440(b
)(7)(i)
would require
the human capital plan
to include
strategies and actions to
achieve diversity
and inclusion within
the
institution’s
workforce,
management and
governance structure and
an assessment
of the progress
the institution
has made
towards accomplishing
these strategies
and actions.


Proposed
§

618.8440(b)(7)(ii)
would require
the human capital plan
to describe
the institution’s
current workforce
, management and
governance structure
and to
assess their
strengths and
weaknesses. We believe such
an assessment
is a prudent
human resources
management practice
that every
employer should engage in
to ensure
long
-
term success. We
expect that
institutions are already
undertaking such
assessments
. Proposed
§

618.8440(b)(7)(iii)
would require
the human capital
plan
to describe
the institution’s workforce
and management
succession programs.
We believe
that prudent
succession planning
is necessary to ensure
the long
-
term
success of an institution
. These
requirements
would complement
the guidance that has
long been
provided in FCA’s EM

530,
which states
that a sound human
resources management
plan must address
the areas
in which an institution will grow
, decline
or change as a result
of alterations
to the institution’s
mission and
function and how such
alterations will
affect staffing needs.
Management succession
plans should address levels

ranging from middle management to
the chief
executive officer. The
succession plan
should be in writing and
should include
strategies for
preparing candidates
for
succession
.


This
proposed regulation would
not specify
the content of succession plans
, but
it would require that the
succession planning
be described in writing as
part of
an
institution’s human capital plan
. We
would continue to use
our examination
function to ensure that
the succession
plan is adequate
.


We
discussed above many of
the strategies
an institution could employ
to achieve
diversity and inclusion in
its workforce
, including its management
. There
are many
resources
that institutions
can use to learn more
about how
to advance diversity and
inclusion in
their workplaces. We encourage
all institutions
to take advantage of
these resources. We
also want to draw attention
to FCA
Bookletter

BL

009
, which addresses
the authority of Farm
Credit banks
and associations to
appoint
directors
. In BL

009, we stated
that bank
and

association
boards of
directors may
appoint directors

both
outside directors
and ‘‘other appointed

directors’’ (stockholders who
are appointed
)

for specific public
policy purposes
, such as facilitating diversity
. We
encourage all institutions
to consider
appointing
directors for
this purpose
when

feasible.”