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 training-related 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.18
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