LRD Civilian Recruitment Plan
Updated - 14 April 2008
Includes Decisions from Regional
Command Council (RCC)
Meeting – 27 March 2008
Dianne Hibbs
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Background
CHR Transformation
WHAT IS IT?:
• Complete redesign of CPOC/CPAC structure
and processes throughout the Army
OBJECTIVES:
– Realign for improved customer service
– De-fragment processes (CPOC and CPAC merged)
CONCEPT PLAN:
– All substantive Recruitment and Position
Classification work and positions moved from CPOC
(back room operations) to CPAC (front room advisory)
– From 5 central CPOCs to multiple CPACs
IMPLEMENTATION:
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LRD as Pilot Site Jun 06; All Army Aug 07
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Background
Army Lean Six Sigma Project
ARMY REVIEW OF CIVILIAN RECRUITMENT
– Job Analysis for Classification and Staffing
Combined
– Key is the upfront comprehensive analysis of
total recruitment package
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How and where to find the “right” person
Job Description
Marketing and Advertising Plan
Recruiting Incentives
Recruitment Strategy
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Background
LRD “Expedited” Recruitment
LRD VERSION OF ARMY TEST
– “Expedited” Recruitment Package
• Upfront CPAC Work Plan Based on
Consultation with Manager
• Cradle to Grave Analysis and Execution
– Streamlined Rating and Evaluation
• Retain only Value-Added Steps
• Panels? Interviews? - Evaluate Need on
case-by-case basis
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Value Stream Analysis
LRD initiative to review “management”
piece of recruitment process
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Proposed by RMB
Nashville volunteered to host
LRN Green Belt (Vickie Caldwell) as PM
Phil Johnson assist and coordinate
Anna Miller (AG1/CP staff Black Belt) assist
Lee Campbell, HQ USACE – VSA lead
• VSA: 27-30 November 2007 at LRN
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VSA Team Members
Jerry Bower, LRB-IR
Lee Campbell, HQ, Black Belt
David Dale, LRD RBD
Lisa Eberly, LRD CPAC-LRP
Dianne Hibbs, LRD Reg CPAC
Phil Johnson, LRD BMD
Jamie Lemley, LRD CPAC-LRH
Anna Miller, DA-G1
Christine Rossi, LRN-RM
Linda Sorn, LRC-TSD
Nancy Sutman, LRD CPAC-LRN
VSA Training Attendees
Mari Fournier, MVR
Vicky Caldwell, LRN - Event PM
Wanda Coleman, LRD CPAC-LRN
Gene Davis, LRH-OP
Bill Fisher, LRN-EC
Judy Hoffmeister, LRD-RM
Danita Jones, LRN RM
Linda Marino, LRP-EEO
LTC Matt Orenstein, LRH-DDE
Rob Smallwood, LRL-OP
Buzz Stevenson, LRP
Janis Weigand, HQ USACE HR-LRD
John Roberts, HQ
Matt Wilson, NWK
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Regional Recruiting Process
VSA Results
Current
Process
Future
Process
Improvement
Possible
54
31
39%
Cycle Time (d)
64-574
47-446
22-27%
Touch Time (d)
5-20
4-17
16-20%
Approvals
15-23
4-5
80-83%
Rework
2.33
1.53
34%
Steps
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Significant VSA Process Changes
• Upfront Human Capital Plan
– Eliminates requirement for individual
approvals of vacancies
– One-time analysis and approval of plan
• Eliminates need for individual PMC review
• Eliminates need for individual COP/Functional
Board Review
• Eliminates need for individual CG approval
– Allows better analysis
• More proactive, complete, long-term
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Human Capital (HC) Plan
• Comprehensive strategy for
managing people/positions
• Integrates results of:
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Workload to Workforce Analysis
Integrated Manning Document
Regional Command Operating Budget
Functional Board Review
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Human Capital Plan
• Functional Board Chiefs
– Proactive input on future direction
– Upfront advice on technical competencies
• District Commander Assessments
– Long-range planning
– Short-Term Assessment
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FTE Utilization
Direct Charge & AE Targets
Budget Targets
Strength Targets (90-100%)
– Critical Technical Competencies
– Workforce Issues
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Human Capital Plan
• CPAC Input on Strategies
• EEO Input on Affirmative Employment
• Position Management Committees (PMCs)
– Proactive development of strategies
– Review of ongoing actions & execution of plan
– Assist in development of future HC Plans
• Regional Management Board Review
• Regional Command Council Approval
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Human Capital Process
• Approved HC Plan is baseline
• CPAC validates recruitment requests
against approved HC Plan
• If approved, recruitment action can
proceed
– CPAC consults with management and
develops “expedited” recruitment package
– EEO provides input on AEP strategies
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Change in Review Process
• No individual review of action (prior to initiation)
by RM, EEO, District Cdr/Mgrs, LRD
• Input occurred during HC Plan development
and approval
• CPAC to provide regular/recurring status
reports of pending and completed actions
• New Division-wide process:
– Requests for Personnel Action (RPAs) routed directly
from managers to CPAC
– CPAC comparison to HC Plan
– CPAC reports and status updates on execution
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Out-of-Cycle Requests
• Out-of-Cycle requests can be for new or
changed positions
• New standard form to be used
– Replaces current Appendix A, B
• Out of Cycle Process:
– Manager submits new Appendix A Out-ofCycle Request to CPAC
– CPAC reviews and schedules PMC Review
– District PMC meets monthly to review status
reports and out-of-cycle requests
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Out-of-Cycle Requests (cont’d)
• District PMC Makes Recommendation:
– To District Commander for Approval, or
– Thru DE for LRD Review/Approval
• District Commander Approval Authority:
– Movement of identical positions within the District
(except G&A, Regulatory, EM)
– Change in series unless such change has an impact
on critical competencies pre-identified by LRD,
Functional Board Chair, or District
– Hiring action for students and DA Interns
– Classification authority/upgrades of Nonsupervisory:
• Clerical positions up to and including GS-07
• Technician positions up to and including GS-11
• Professional/Administrative positions up and including
to GS-12
• If NSPS, use same GS equivalency as above
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Out-of-Cycle Requests
• LRD CG Approval Authority
– All new positions (other than students)
– Movements and series changes other than those listed
within District authority
• Includes any pre-identified “critical competencies” that require
special review
– Classification authority & upgrades of:
• All supervisory positions
• All Pay Band 3 or GS-13/14/15 positions
• Upgrades above District Cdr authority
• Actions submitted to LRD go:
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Through local PMC and District Commander
To HQ USACE/LRD HR Advisor
On New Appendix A form
Requests reviewed by Functional Board Chair prior to CG
action
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Corporate Procedures
• Definition of “corporate”:
– Pay Band 3 Supervisors, and
– Pay Band 2 Supervisors who are:
• 2d-line supervisors, OR
• Office/Division Chiefs (supervisors)
reporting directly to District
Commander/Deputy Cdr
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Corporate Panel Requirements
For District positions which are Pay Band 3
Supervisors (GS-15 equivalent):
• Panel Chair is the Division Commander
– Approves recruitment strategy package
• The Selecting Official is the Division
Commander
• Panel must include:
– Panel Chair
– Appropriate LRD SES Directorate Chief
– District Commander
– SES from outside the Division (i.e., from HQ
USACE or from another Division)
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Corporate Panel Descriptions
For District positions which are PB-2
Supervisors, or PB-3 Supervisors with a GS14 equivalency:
• The Panel Chair is the District Commander
– Approves recruitment strategy package
• The selecting official is the Division Commander
• Panel must include:
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Panel Chair
Supervisor of the position
A GS-15 from another district
GS-15 COP Lead from LRD
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Corporate Panel Descriptions
For Division positions which are PB-3
Supervisors
• The Panel Chair is the Division Commander, or
SES/Deputy Cdr if designated to “act for”
– SES/Deputy Cdr can approve recruitment strategy
package if so designated
• The selecting official is the Division Commander
• Panel must include:
– Panel Chair
– Supervisor of the position
– An SES from outside the Division if GS-15 equiv, OR
A GS-15 from outside the Division if GS-14 equiv
– A District Commander (if GS-15 equivalent)
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Corporate Procedures
• Panel Advisors:
– HR and EEO advisors presence is not
required during panel interviews
– USACE policy does not require and
discourages active EEO participation in
interviews to avoid potential conflicts
– HR and EEO involvement and upfront advice
are critical
– Should be “on-call” and available to answer
questions during interviews
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Corporate Panel Advisors
LRD Policy:
• A CPAC representative may be requested to observe the
panel proceedings, but this is not mandatory. In lieu of
being present for the interviews, it is recommended that
the CPAC representative participate in the "short list"
teleconference and be in an on-call status on the day of
interviews to allow easy access if needed.
• An EEO representative may be requested to observe the
panel proceedings, but this is not recommended. The
EEO plays a vital role in recommending strategies during
the upfront planning process, but to avoid perceptions of
conflict should an applicant seek advice on complaint
proceedings or choose to file a formal complaint, the EEO
Office should remain detached from the actual panel
selection process and interviews.
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Panel Selections and
Interviews
• Positions Below “Corporate”
– Panel selections and interviews retained
where appropriate
– All supervisory positions will have panel
selections and interviews
• Recruitment strategy packages developed and
approved by District Commander
– Other positions (non-supervisory):
• Highly recommended and encouraged for positions
where significant internal competition is expected
• District Commander decision
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Selections and Interviews
• Positions Below “Corporate”
(cont’d)
– Less formal process
– CPAC and EEO participate in
“expedited” recruitment plan for all
recruit actions
– CPAC and EEO provide upfront advice
– CPAC and EEO not present during
interviews
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Other Process Changes
• “Expedited” Recruitment Plan
– Upfront analysis and determination of
recruitment strategy and plan
– Comprehensive assessment of “cradle to
grave” processes
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Position description requirements
Marketing, incentives, evaluation criteria
Announcement area, open period
Timeline for execution
– Roadmap and action plan for recruitment
– CPAC initiates, in consultation with manager
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Short List Evaluation
For “corporate” and below
• Used for panel selections to narrow field of candidates
being interviewed
• Process can be used for other (non-panel) selections also
• Referred candidates grouped in 3 Tiers
– Tier 1 = Top Group (to be interviewed)
– Tier 2 = Next Level (“may” be interviewed)
– Tier 3 = Not a finalist
• Assignment to tiers based on review of job-related criteria
– Critical competencies, skills, specialized experience
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Resume used for short-list evaluation
No KSAs or crediting plans
No matrix points/scoring
Simpler process, yet enhanced quality in discussions and
review
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Announcements
• Open Announcement Period:
Number of days:_________________
– Standard is 21 calendar days for
“corporate” level
– Standard is 10 calendar days for
positions below “corporate”
• Unless local union contract requires more
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Other Options in the Future
• Open-Continuous Announcements
– High volume or hard to fill positions
– Regional effort but location specific
• Streamlined job offer and in-processing
procedures
– Under development
• Better analysis of expected attrition rates
– Development of long-term recruitment strategies and
succession plans
• Linkage of HC Plan assessments to:
– Regional or site-specific recruitment plans
– Regional Training Plan (to address Workforce
Development needs for maintaining technical
competence)
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Summary of Decisions
• Upfront Human Capital Plan Process
– PMC: Strategic Role rather than individual
action review
– RM/EEO provide upfront review and input to
HC Plan (rather than individual review)
– RPAs routed directly from managers to CPAC
(no separate routing)
– CPAC checks against HC Plan
– CPAC provides status reports as needed
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Decisions (cont’d)
• Out of Cycle Requests
– Local PMC Review
– District Cdr approval authority:
• Movement of identical positions (except in or out of
G&A, Emergency Mgt, Regulatory)
• Change in series unless pre-determined critical
competencies are impacted
• Upgrades up to and including GS-07 Clerical, GS11 Technical, GS-12 Professional/Admin (if NSPS,
use same GS equivalency)
– Other actions go to LRD
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Decisions (cont’d)
• Corporate procedures
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New definitions
Panel member clarification
Recruitment package approval revised
Panel Advisors’ role revised
• Below “corporate”
– Simpler process
– Panels required for supervisors; encouraged
for others
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Decisions (cont’d)
• Short List Process
– Streamlined yet effective
– No KSAs; use of resumes only
• Announcement “open” period
defined
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Way Ahead
• Implement new processes
• Continue training in CPAC on new
processes and merged functions
• Train supervisors
• Review, refine, improve processes
• Expected improvements:
– Timeliness: 25-30% or more
– Quality: Significant
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