Federal Aviation
Administration
FAA Human Resource
Management
Shaping and Supporting the FAA
Workforce of the Future
Presented To:
National Hispanic Coalition of Federal
Aviation Employees
Agenda
Rickie P. Cannon
Acting Assistant Administrator for Human Resource
Management <Date>
July 28, 2015
• Workforce of the Future
• Leadership Development
• Valuing Performance
• Focus on Metrics
• Air Traffic Controller Hiring
FAA Strategic Priority: Workforce of the Future
Sub-Initiatives
Contributions to Agency in 2018 and Beyond
Leadership Development
FAA will have robust and diverse Leadership development programs that support horizontal and
vertical employee development
Skills Identification
FAA continuously assesses skill needs through strategic workforce planning
Skills Development
FAA will proactively train employees with enhanced technical and functional skills to meet the
requirements of the future National Airspace System
Attracting Talent
FAA will tap into new sources of talent, a flexible workplace, impactful on-boarding, retaining
experts, and mentorship programs
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Workforce of the Future: FY15 Actions
Continuing Enablers in Support of Initiative Goals:
• Breaking down silos and sharing information across the FAA
• Working more collaboratively FAA-wide and within AHR
• Building team dynamics and relationships with stakeholders
(ESC, L/M Committee)
• Establishing roadmap for success through 2018
Actions:
• Completed Baseline Data Collection of Cross-Agency Programs & Activities
o Alignment with other initiatives to identify best practices and efficiency improvements
• Created Outreach Registry
o Assessed FAA recruiting by job series for broader/consistent advertising opportunities
• Stood up a Corporate Onboarding Program
o Centralized direction/support for a consistent experience for all new FAA hires
• Overhauled the Air Traffic Controller Hiring Process
o Expanded hiring pool, improved process equitability & transparency, cost avoidance
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Leadership Development
Sub-Task and Critical Tenet of Workforce of the Future
• Investing in our people
• Develop an enduring & standardized training continuum for leadership development
throughout the FAA
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New Manager Development
Leadership
Developmental
Feedback
eLMS Online
Developmental Courses
Skillsoft Online
Developmental
Resources
FAA Strategic Initiatives
Workforce of the Future
FAA Strategic Leadership Capabilities
Core
Individual
FAA Management
Concepts Program
Operatio
nal
Program for Emerging
Leaders
Timeline:
Assessments
Leadership
Pipeline
Training
60 Day
Welcome to
FAA
Management
90 Days
180 Days
New Manager
Pre Course
Work
New Manager
Course
Self-Directed Learning
Skill Specialty Learning
Operational Development
Programs
ASSESSMENT
• 20/20 Insight
• MBTI
210 Days
Quarterly Performance
Review
270 Days
Leadership for
FAA Managers
Pre Course Work
Leadership for
FAA Managers
VIRTUAL LEARNING
• Micro-Learning
• Social Interactions
• Asynchronous Learning
Shadowing
Detail Assignements
Individual Development
Plan (IDP)
365 Days
Capstone
Performance Coaching
Site/Office
Visits
Customized Learning
opportunities
determined by
Assessments & IDP
Federal Aviation
Administration
LOB/SO-specific
skills training
Mentoring
5
FAA Leadership & Learning Institute
Instructor Led Training
841 Completions
Regional
8
500
400
300
200
100
0
FY 15 FLLI Delivery Model
FLLI South
26
FLLI North
NMC MMC LMR
LOC
I3
ST
Other
62 Classroom Deliveries
Web Based Training
Performance
Management
eLMS Training Completions
Leadership
7%
28
13%
150,000
669,520 Completions
100,000
50,000
Management
80%
0
8778 Completions
https://my.faa.gov/tools_resources/training_learning/FLLI.html
Oct Nov Dec Jan Feb Mar Apr May Jun
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Valuing Performance
New FAA Performance Management program for the Core Compensation Workforce
Enduring Purpose:
• Ensure base pay increases are tied to performance via defined standards
• Provide managers increased flexibility to recognize individual achievements
• Allow opportunity for all employees to earn the highest rating
• Establish performance records to support career enhancement opportunities
End of Year Focus:
• Rate and pay employees correctly, efficiently, and on time
• Reinforcement of VP program purpose and policy tenets
• Maximum guidance & support to managers in completing VP responsibilities
FY15 Valuing Performance Cycle
Oct
Nov
Program
Start
Dec
Jan
Feb
Mar
IPP
Deadline
VPAT
Launch
Apr
May
Mid-Year
Reviews
Jun
Jul
Today
Aug
Sep
Oct
Nov
Initial Ratings
Rating
Approval
Rating
of Record
Federal Aviation
Administration
Dec
Processing
Jan
Feb
Payout
7
Focus on Human Resource Metrics
Human Resource Management is a processoriented field
•
AHR to increase focus on metrics detailing
quality of customer support
– ‘Performance Scorecards’
•
Transparency: Data shared with customers to
achieve mutual understanding and increased
efficiencies
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Air Traffic Control Specialist (ATCS) Hiring
•
Interim Changes to the ATCS hiring process went into effect with the February 10, 2014
announcement. Key changes included:
One vacancy announcement
One of qualifications/eligibility
Multi-hurdle selection process
Eliminated CSP & Interview
→
→
→
→
Streamlined announcement process
Simplified minimum qualifications/eligibility review
Increased validity & efficiency of process
Shortened process and removed potential subjectivity
Result: 1,591 selections
•
Track 1: General Public (March – April 2015)
• External (All U.S. Citizens) announcement (FG-1)
•
•
Focus is on reaching candidates without operational ATCS experience, but who
have education and/or other general work experience
Track 2: Specialized ATC Experience (January - February 2015)
• External (All U.S. Citizens) announcement (AT-AG)
•
Focus is on reaching ATCS candidates with operational ATCS experience (e.g.,
reinstatement / former CPCs, former military ATCS)
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Questions?
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