GSA Workforce Planning & Succession Planning Guidance

A.    Objective
InstituteandmaintainGSApracticeofconductingworkforceplanning(timedwiththeBudgetCycle)thatenablestheAgencytoefficientlyandeffectivelyrecruit,develop,retainanddeploytheworkforce;toreducethenumberof future and current Mission CriticalOccupationswithcompetencygaps;andincreasetheleadershiptalentpoolthroughsuccessionplanningwhich,inturn,drivestheRecruitmentStrategy,RecruitmentStrategy,theTrainingandDevelopmentStrategy,andGSAWorkforcePlan.Themissionsupportinghuman capital strategies addressed are:

•    Improve theAcquisitionandUtilizationofTalent
•    Sustain a LearningEnvironment and Leadership Continuity

Definitions:
•    MissionCriticalOccupations(MCO):OccupationsthatmostdirectlyhaveaneffectonGSA’sabilitytoaccomplishitsmission.
•    MissionCriticalSupportOccupationsaredefinedasoccupationsthatprovidesupporttoMCOs.

B.    Background
Workforceplanningprovidesthemeansforachievingoverarchingprogramgoals.Programgoalswillnotbeachieved”withouttherightnumberofpeoplewiththerightskillsintherightplaceattherighttime.”

Planning for human capital needs is oneof thegreatestchallengesfacing managersandleaders.Inordertomeetthischallenge,auniformprocessthatprovidesadisciplinedapproachfor matchinghumanresourceswiththeanticipatedneedsofGSAareessential.Aworkforceplanisafundamentalplanningtool,criticaltoqualityperformancethatwillcontributetotheachievementofprogramobjectivesbyprovidingabasisforjustifyingbudgetallocationandworkloadstaffinglevels.

TheGSAEnterprise-WideWorkforcePlanningFrameworksupportstheOPMmodelandincorporates thefollowingsteps:
•    StepOne–SetStrategic Direction for theWorkforce
•    StepTwo –AssessWorkforceGapsandRisks
•    Step Three–DevelopandImplementthe Workforce ActionPlan to closeCompetency Gaps
•    Step Four–Monitor,EvaluateandRevisethePlan to close Competency Gaps

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C.    Purpose
The following are commonreasonsto conduct workforce planning:
•    Ensures a low Competency Gap forMission CriticalOccupations.
•    Ensuresanadequatesupplyofcapablereplacementsfor Leadershippositions (theLeadershipTalentPool).
•    Helpsmeettheorganization’scurrent and futurecompetencyskillneeds.Providesfocusforworkforcedemographics,retirement projections, and successionplanning.
•    Providesaclearrationaleforlinkingexpendituresandinvestmentsforrecruitment,training,employeedevelopment,retention,andotherhumanresourceprogramstotheAgency’s long-termgoalsand objectives.
•    Providesmanagerswithtoolstoaddresschangesinprogramdirectionthatmayaffectthetypeof work being performed.
•    Assistsmanagersincreatingahighperforming,diverseworkforcecapableofcontinuallygrowingand changing.
•    Assistsmanagers inidentifyingredesign,partnering,competitivesourcing,e-government,de-layering,andreorganizing opportunities.
•    ProvidestimelyandcriticalinformationforinclusioninbudgetrequestsandGovernmentPerformanceandResults Act (GPRA)strategicandannualperformanceplans.

D.    Responsibilities and Timeframe
Successfulworkforceplanningrequiresthecommitmentandleadershipoftopmanagement.Senior-level managersmust:
•    Lead the planning process
•    Assurethat workforce plans arealignedwithstrategicdirection
•    Holdsubordinatemanagersaccountableforcarryingoutworkforceplanningandforusingitsproducts.

TheanalysisanddeterminationoftheGSAWorkforcePlanshallbecompletedbytheendofthefourthquarterofeachfiscalyear.Theworkforcedataforafiveyearperiodwillbequeried,and formatted by OHRM. TheWorksheetinAppendixAshallbeusedwhencollaboratingwithmanagementtoanalyze theworkforce.

Figures1providesaflowdiagramofthemajorcomponentsoftheRecruitmentStrategythatinfluencethedevelopmentoftheAnnualAgencyFederalEqualOpportunityRecruitmentPlan(FEORP).

Figure 1:FlowDiagramfor GSARecruitment, Training& Development Strategies

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Summary of the Workforce Planning Steps to Implement the GSA Annual FEORP

Step1:ReviewAgencyMissionandStrategicPlan
•    Reviewthe GSA Budget Summary and Annual Performance Plan, the GSA Strategic Plan anditsmission,goalsandperformanceindicatorstodetermineworkforcesobjectives andneedsto supporttheaccomplishmentoftheAgencymission
Link to GSABudget Summary and Annual Performance Plan:
(under construction)
Linkto GSAStrategicPlan:
(under construction)
•    Identify Mission Critical Occupations (MCO) and Competenciesneeded to support the workforceobjectives and needs

Step2:ExamineWorkforceAnalysisResults(turnover,retirementprojections,competencygaps,demographics,trends,etc.)
•    EvaluateWorkforceAnalysisresults(GSA Workforce Planning and SuccessionPlanningGuidance) to:
•    Forecast future vacancieswithinthe MCO’s and identify the competency proficiencylevels needed
•    Assess current workforceMCO’s andcompetency levels to identify competency gaps tomeet workforce objectives and needs
•    Forecast future leadershipvacancies and the competency proficiency levels needed
•    Plan
LinktoGSAWorkforce Planning and Succession Planning Guidance:
(under construction)

Step3:ReviewOutcomesofRecruitmentPrograms
•    Analyze and evaluate previous recruitment plans, performance outcomes, lessons learned,barriers,andbest practices
•    Identify improvement opportunities to enhance recruitment and placement effectiveness.Assessprevious outcome data re: job placement follow-up data, exit interview data, days to fill vacancies,diversity of new hires andreduction of competency needs
•    Identify specific recruitmentsources, e.g., universities, associations, advertisementlocales,internal pools (Student Programs, Disability Programs, etc.)

Step4:DevelopandExecutetheAgencyAnnualFEORP
•    Develop Agency Annual FEORP and evaluate the following major elements;
•    Effective and efficient utilization ofthe Regional Recruitment Teams
•    Performanceoutcomes / indicators
•    Data analysisand reporting requirements
•    GSA Staffing and other e-Gov and process improvement initiatives
•    Marketing initiatives
•    Hiring / retention flexibilities utilization
•    Relationships with professional organizations, colleges/universities, vocationalrehabilitation,outplacement organizations
•    MD-715 implications; anddiversity initiatives
•    GSAand Government-wide initiatives, e.g.,e-Gov, recruitment fairs, career patternsetc.
•    Specific teamand individual accountabilities

Step5:ConsiderjustificationofoverallRecruitmentinvestmentsforaperiodtwoyearsoutfromthecurrentFY
•    Identify specific human capitalmanagementand recruitment objectives, key activities, andassociated resources / investments

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Figure 2:Workforce Planning Steps to Implement the GSA Annual Training & Development

Step1:ReviewGSAMissionandIdentifyTraining&DevelopmentImplications
Review the Agency Strategic and Budget Performance Plans, the Annual Performance Reportof its mission, goals and performance indicators.Determine possible training and developmentactivities and resource needs required to support the accomplishment of the GSA mission

Step2:ExamineWorkforceAnalysisResults(turnover,retirementprojections,competencyneeds,demographics,trends,etc.)withAgencyManagement
EvaluateWorkforceAnalysisresults(perGSAWorkforcePlanningandSuccessionPlanning Guidance provided by HRD Director’soffice) to:
•    Review existingTrainingandDevelopment(T&D)programsto ensure theyaddressMCOCompetencyGapsand Leadership Talent Pool needs.
•    Revise/upgrade existing T&D programs to improve competencies and/or add ‘new’ ones
•    Develop newT&D Programs toidentify necessary oradditional resources(outsidevendors, partnering arrangement with other agencies, budget/resources needs andavailability, etc.)
•    Partner with GSA Staff & Service Offices to balance economies of scale in other agency initiatives

Step3:EvaluateImpact/OutcomesofTrainingandDevelopmentPrograms
Analyze and evaluate previous T&D plans, performanceoutcomes,lessonslearned,barriers,andbest practices; and identify improvement opportunities to improveT&D effectiveness.Assesspreviousoutcome data, leadershiptalent pool ratio, retention rate, participation in MCOorientedprograms,andreductionof mission criticaloccupationswithcompetencyneeds(gaps).

Step4:DevelopandExecutetheAgencyAnnualTrainingandDevelopmentWorkPlan
DevelopGSAAnnualTraining&DevelopmentWorkPlanandconsiderthefollowingmajor elements;
•    Effective and efficient utilization of available resources (e.g., budgets, FTEs,etc.)
•    Mandated and elective training courses
•    Consideration or application of the Core Competencies identified by OPM
•    Performanceoutcomes / indicators; dataanalysis andreporting requirements
•    Enterprise-widecompetency development needs from employee IDP’s
•    AgLearn and other e-Gov initiatives
•    Agency and Government-wide leadership programs
•    Web based systems, on-line collaboration tools, webmeetings, on-line degreework, 24/7training and development activities access
•    Relationships with professional organizations, colleges/universities,
•    Diversity initiatives
•    GSAand Government-wide initiatives and scheduled events
•    SpecificT&Dteamand individual tasks and accountabilities

Step5:ConsiderjustificationofoverallTrainingandDevelopmentinvestmentsforaperiodtwoyearsoutfromthecurrentFY
Identify specific human capital management and T&D objectives, key activities,andassociated
resources/investments

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E.    StepOne:SetStrategicDirectionfortheWorkforce

1.    Managers-Identifytheorganization’sdirectionandconfiguration2to5yearsfromnow.Consider the following:

•    GSAandorganizational unitmission, programs, strategic plans andannualperformanceplans.
•    Budget,trends andpatterns.
•    Do projectedfundinglevels supportpositions and objectives?
•    Are there any changes toyour philosophy or approach to budgeting?
•    Impacts of internal and external environment(legislative changes, organizational
initiatives, socialandeconomictrends.)
•    Planned FTE reductions orincreases (whatcareer fields,howmany,etc.)
•    Labor forcetrends, Diversity goals
•    Shiftingskills/competencies
•    Newtechnologyinnovations,e-governmentinitiatives
•    Changes inorganizationalstructures(includingde-layering,reorganizing/redesign)
•    Outsourcing (A-76)implications
•    Partnering opportunities

F.    StepTwo:AssessSupply,Demand, andSkillsGapoftheWorkforce
1.    ManagersandHumanResources–Inanalyzingtheworkforcedata,e.g.,retirementforecast,diversityprofile,turnover,etc.,identifycurrentandfutureworkforcerequirements(resources,skillsand/or competencies).Considerthefollowing:

•    Whatarethemissioncriticaloccupations,skillsorcompetencies(includeLeadershippositions)essentialtotheaccomplishmentoftheagency’sgoalsandobjectives,especially thoseidentified ontheretirementforecast?
•    Whatchangesareexpectedintheworkoftheagency(e.g.,duetochangesinmission/goals,technology,new/terminatedprogramsorfunctions,competitivesourcingimplicationsandshiftstocontractingout)?
•    Howwillthisaffecttheagency’shumanresources?
•    ThenumberofFTEsneededinwhatorganizationandwithwhatskillsandcompetenciesandbywhen?
•    Numberand kinds of skills/competenciesneededateachlevelofexpertise(fullperformance, mid-level,trainees)
•    Whatskillswillnolongerberequiredandwhatnewskillswilltheagencyneedinthefuture?(Nextyear?Twoyearsout?Threeyearsout?FourYearsout?Nextfiveyears?)
•    What LeadershipSuccession Strategiesarein place?
•    Whatrecruitment,training,andretentionstrategiesarebeingimplementedtohelpensurethat the agency will continueto haveahigh-quality, diverse workforce?
•    Howistheagencyaddressingexpectedskillimbalancesduetoattrition,includingretirement over the nextfive years?
•    Whatchallengesimpedetheagency’sabilitytorecruitandretainahigh-quality,diverseworkforce?
•    Wherehastheagencysuccessfullydelegatedauthorityorrestructuredtoreducethenumberoflayersthataprogrammaticactionpassesthroughbeforeitreachesanauthoritativedecisionpoint.(e.g.procuringnewcomputers,allocatingoperatingbudgets,completelysatisfyingacustomer’scomplaint,processingabenefitsclaim,andclearing controlledcorrespondence)?
•    Wherecantheagencyimproveitsprocessestoreducethenumberoflayersthataprogrammaticaction passes through before it reachesan authoritative decision point?
•    Whatbarriers(statutory,administrative,physicalorcultural)hastheagencyidentifiedtoachieve workforce restructuring?

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G.    StepThree:DevelopActionPlantocloseSkillsGap
1.    ManagersandHumanResources-Theresultsoftheskillsanalysiswillhelpestablishthefocusofrecruitingandtraining/retrainingefforts.Reviewandconsiderthefollowingissueswhen developing strategies or action plans:

•    Thecostassociatedwiththestrategiesforaddressingcompetencyorskillgaps
•    Howto keep corporate knowledge (KnowledgeManagement)frombeinglost?
•    Whatskillsarecurrentlyvitaltotheaccomplishmentof theagency’sgoalsandobjectives?
•    Howistheagencyaddressingskillimbalancesduetoattrition,includingretirementoverthenext5 years?
•    Aretherewaystomaximizerecruitmentinordertominimizetrainingneedsofnewemployees?
•    Exploretraining,retraining,relocation,or recruitingoptionsforfillingskills/competencygaps.
•    What retentionstrategiesare necessaryand mostfeasible?
•    What arethecosts of these retention strategies?
•    Aretherealternativetrainingmechanisms(training,education,rotation/mentoringassignments)?
•    Can neededskills be obtained throughsharing of resources?
•    Cost-effectiveness of contracting, outsourcing or using volunteers.
•    WhataretheLeadershipSuccessionStrategies,i.e.,highpotentialindividualshavedocumentedIDPs,LeadershipCompetenciesaredocumented,andspecificLeadershipDevelopment Programs are in place?
•    Whatarethecosts ofthese LeadershipSuccessionStrategies?
•    Implementation of career development programs.
•    Are thereways to restructureby usinge-Government; de-layer;moveemployeesclosertocustomers?

H.    StepFour:ImplementActionPlanstocloseSkillsGap
1.    ManagersandHumanResources-Whenimplementingactionplans,theseareexamplesofsomeissuesto consider:

A.    Strategy: Addressing Gaps consideringredundant or over-populatedpositionsReviewthelistofpositionsonyourgapanalysis.Then,reviewtheskillsofeachofthosepositions.Onceyouhavecompletedtheanalysis,determinewhichpositionscantransitionintothegaps inotherpositionsto be filled.Consider:
•    Arethese skillstransferabletothepositions/workrequirementsto be filled?
•    Canany of the positionsto be filled by retraining employees(career development)?

Afteryou have identified positionsto be filledand ‘excess’positions, identify and document:
•    Positionsthatcan be converted into trainee positions
•    Positions with thesameskillsneeded;
•    Positionsthatcan be easilyreclassifiedtothepositions needed.

B.    Strategy:Partnershipwithacademicinstitutions withhigh minorityenrollments Thisactionitem(s)couldindicatethatyouwouldestablishamemorandumofunderstandingwitha HistoricallyBlackCollegesandUniversities(HBCU),HispanicAssociationofCollegesandUniversities(HACU),NationalAssociationforEqualOpportunityinHigherEducation(NAFEO)ortheAmericanIndianHigherEducationConsortium,etc.,institutionasa meanstodevelop a minority poolofcandidates.

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C.    Strategy:Useof Intern Programs to recruit
GSAhasasystematicwayforacquiringanddevelopingentry-levelemployeesformission-criticalcareerfields.Theseprogramsmayinclude:
•    InformationTechnology (IT) Development Program
•    AcquisitionInternProgram
•    Emerging Leaders Program

D.    Strategy:Increase useof appointingauthorities for recruitment
Theseprogramsmayinclude:
•    PresidentialManagement InternProgram (PMIProgram)
•    Student Career ExperienceProgram (SCEP)
•    SeverelyPhysicallyHandicapped and MentallyRetarded Persons
•    Disabled Veterans
•    VeteransReadjustmentAppointments(VRA)
•    Outstanding Scholars Program

E.    Strategy: Usea variety of incentives/mechanisms to recruit andretainstaff
•    Development of a formal mentoring program fortraineesand junioremployees
•    Useof volunteers
•    Otheragencyagreement(contractual)
•    Recruitment and relocation bonus
•    Creativecompensation packages (specialsalaryrates)
•    Expandedoutreachefforts(e.g. job fairs,  advertising,internet  posting, employee
referrals)
•    Specialhiring authorities(on thespot hiring,etc.)
•    Augmentationofwork/familyprograms (e.g. flexible and varying work
schedules; telecommuting asappropriate;student loan repayment)
•    Automatedhiring systems

F.    Strategy: Usea progressiveretention plan
•    Determinethoseemployeeswhoare criticalto accomplishment of organizational
goals.
•    Developaninfrastructuretoprovideconstantfeedback between thesecritical
employees and supervisors / managers to determine what they want and need to
become long-term assetsto the organization.
•    Develop a means of providing incentives and/or working conditions designed to retain
valued employees. This system must provide an accurate measurement of the actual
return on invest concerning theretention of valuedemployees.

G.    Strategy:EnsurecontinuityofLeadership
•    Workforceanalysisrelated to supervision/leadershipisconducted.
•    Formal succession planningor talent management program is in place and its impact is
measured.
•    Written leadership developmentstrategy tiedto analysisand strategicplan.
•    Documentedleadershipcompetencies are tied to the Executive Core Qualifications.
•    Documented and communicated leadership skill training program that includes all
levels of supervisors, managers and potential leaders.
•    A merit-based systemassesses leadership competencies (e.g., identification of high-
potential candidates for candidate development programs or identification of
development needsto be incorporatedintoindividual development plans).
•    Individual development plans for leaders and managers include formal and informal
training.
•    Agency conducts analysis of leadership development program usage andimpact.
•    Policy andmethodology for managing high-potential employees are documented.
•    Measuresof success are documented and tracked.
•    Percentage of women, minorities and people with disabilities in career ladders (GS 5-
7-9 or similar) is tracked and assessed.

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•    Analysisofworkforcedemographics(includingSES)helpsinformsuccessionplans.Analysisincludesdatasuchasaveragegrade/age/lengthofservice,distributionoftheworkforce(byseries,grade,gender,race/nationalorigin,and supervisorystatus),turnoverrates,andretirementeligibility.

I.    Step Five: Monitor, Evaluate,&RevisetheWorkforcePlan
1.    ManagersandHumanResources-Examplesofquestionstoaskinordertodeterminewhetherthestrategiesandactionitemsareeffectiveinclude:
•    Were the actions and strategies completed and do they close the skills gap or increase
the leadership pool?
•    Have the organization’s strategies upon whichthe planis basedchanged?
•    Werethere otherfactorspreventingthe obtainment of thegoal?
•    Are the assumptions of the need and supply models still valid?
•    Have theconditionschanged such that thestrategies need to be revisited?
•    Is there a need to modify the action items?

2.    HumanResources–ThefollowingrepresentativereportswillbedevelopedbyHumanResourcesandreviewedwithAgencyLeadershipeachfiscalyearaftercompletionoftheWorkforceAnalysis.ConsidertheuseoftheGSAinternetandvarioussharedrivestocommunicateandmarket thesereportsandassociateddata.
•    GSA Enterprise-Wide Action Plan
•    GSASuccessionPlan
•    GSA Staffing Plans
•    GSA Annual RecruitmentPlan
•    GSAAnnualTraining&DevelopmentPlan

3.    ManagersandHumanResources–ThefollowingperformanceindicatorswillbereportedquarterlyandmonitoredtominimizethenumberoffutureandcurrentMissionCriticalOccupationswithskillneeds(gaps)andtoensureLeadershippositionsaresupportedwithaready supplyofcapable replacements:

APPENDIX A

GSA Workforce Planning & Succession Planning Guidance
WORKSHEET

Drivers
•    Government-wideInitiative –AnnualPerformancePlan
•    GSAStrategic Plan–ImproveHuman CapitalManagement
•    GSAWorkforceActionPlan
•    GSAStrategicPlanand Annual/Budget PerformancePlans

AgencyPerformanceMeasures
ToImprovetheAcquisitionand Utilization of Talent
•    % reduction ofmissioncriticaloccupations withskillneeds(currentandfuture)
•    % increase# ofhigh qualitynewhires
•    % decreaseof‘voluntary’terminations(retention)
•    % decreasein daystofillvacancy(highcustomersensitivity)
•    % increaseinFTEutilizationrate
•    % increase of diversity of new hires
To Sustain a LearningEnvironmentandLeadershipContinuity
•    % reduction ofmissioncriticaloccupations withskillneeds(currentand future)
•    % increaseof participationinMCO(skillgapclosure)training programs
•    % increase of theleadershiptalent pool(succession planning)

WorkforcePlanningObjective
•    InstituteandmaintainanAgencypracticeofconductingworkforceplanning(timedwiththeBudgetCycle)thatenablestheGSAtoefficientlyandeffectivelyrecruit,develop,retainanddeploytheworkforce,preventskillsgapsinMissionCriticalOccupationsandensurecontinuityofLeadership.
•    IdentifyRecruitmentand Training&Developmentinitiatives 1 to5yearsout
•    Justify and amend any Recruitment and Training& Development Plansforthe next FYcycle.

Contents
•    AgencyRetirementProjections (includeactual retirementtrends where available) – Graph
•    Organization unitRetirementProjections – DetailReport
•    Workforce Planning & Succession Planning Guidance– Worksheets
•    AgencyWorkforcePlanning& DeploymentSummary (prioryear)

NextSteps
•    Analyzecollectivedatatoidentifytrendsandchallengesof our future workforce
•    EntersignificantdataontoapplicableWORKSHEETorupdate Agency WorkforcePlanning&Deployment Summary(prioryear)
•    IdentifySkillsGaps ofMissionCriticalOccupations(currentandfuture)
•    IdentifyLeadershipcontinuity or successionchallenges;assessLeadershipSkillsGaps
•    CollaboratewithmanagementtoidentifyGAPClosure Strategies or Leadership Development /ContinuityStrategiesandensuretheyareeffectivelyaddressedthrough:
–    RecruitmentStrategyandAnnualWorkPlans
–    Training&DevelopmentStrategyandAnnualWorkPlans
–    RetentionInitiatives
–    CivilRightsandDiversityInitiatives
–    LeadershipSuccessionInitiatives
–    KnowledgeManagementInitiatives
–    Re-designInitiatives
–    HumanCapitalInvestments
•    Monitor/EvaluateGSAPerformance Measures

MissionCriticalOccupations
Occupationsthatdirectlyimpact theGSA’sabilitytoaccomplishitsmission.MissionCriticalSupportOccupationsaredefinedasoccupationsthatprovidesupporttoMCOs.

1.    ReviewRetirement Forecast for fiveyears out.Respondtothe followingquestions:

A.    Identify/ReviewtheMissionCriticalOccupations,withahighretirementprojection,thatmayaffect the successfulaccomplishment of the Agency’s strategicgoals?

B.    Identify/Reviewany“neworfuture”MissionCriticalOccupationsthatarerequiredtomeetGSA’sstrategicgoals. Considertheresultofnewp01rograms,re-designactivities,competitivesourcing impacts,etc.

C.    Identify/Reviewthecriticalcompetencies/skillsneedsofeachMissionCriticalOccupation;oridentifyoneoftheexpertincumbents.UtilizeoccupationalcompetenciesdefinedbyOPM(viaHRManager)oroperationaldefinedknowledge,skillsandabilitiesidentifiedinthespecificjobanalysis to ensure a common‘library’ ofmissioncriticalskillsorcompetencies.

D.    Identify/Reviewthemajorrecruitmentsource,ifany,whichisusedorshouldbeusedtoreplenisheachMissionCriticalOccupation.Considerinternal/external,academic,geographicalsources,etc.

E.    Identify/ReviewthemajorTraining&Developmentactivities,programs,etc.thatcanbeappliedtoenhancethe currentand futurecriticalskills / competencies.

Key Position    Mission Critical Occupation
(Series/title/gradelevel)    Critical Competencies Needs
(skills,knowledgeandabilities)    Major RecruitmentSourceand/orTraining&Development Activity

LeadershipPositions

2.    ReviewRetirement Forecast forthe LeadershipPositions for five years out.Respond to the following questions:

A.    Identify/ReviewtheLeadershipPositionsthatDONOThaveareadyback-uppoolofpossiblecandidates.

B.    Identify/Reviewthecriticalcompetencies/skillsneedsofeachLeadershipPositionidentified.UtilizetheOPMdefinedleadershipcompetenciesandspecifyjobspecificcompetencies/skillsasidentifiedinthespecificjobanalysistoensureacommonsourceofmissioncriticalskillsorcompetencies.

C.    Identify/Reviewthemajorsourcesofqualifiedcandidates,ifany,thatareusedorshouldbeusedtoensureacontinuity/successionofLeadershipPositions.Considerinternaloccupationalseriesfrom whichtodrawlikelycandidates;specificacademic/industrysources,otherexternalsources,etc.

D.    Identify/ReviewthemajorTraining&Developmentactivitiesthatcanbeappliedtoenhancethecurrentincumbentcriticalcompetencies/needs;orspecifytheTraining&Developmentactivities,programs,etc.toprepareindividualsforfutureleadership positions.

LeadershipPosition
(Series,title,gradelevel)    Critical Competencies Needs
(skills,knowledgeandabilities)    Major CandidateSource orTraining& DevelopmentActivity

GSA Workforce Planning & Succession Planning Guidance

A.    Objective
InstituteandmaintainGSApracticeofconductingworkforceplanning(timedwiththeBudgetCycle)thatenablestheAgencytoefficientlyandeffectivelyrecruit,develop,retainanddeploytheworkforce;toreducethenumberof future and current Mission CriticalOccupationswithcompetencygaps;andincreasetheleadershiptalentpoolthroughsuccessionplanningwhich,inturn,drivestheRecruitmentStrategy,RecruitmentStrategy,theTrainingandDevelopmentStrategy,andGSAWorkforcePlan.Themissionsupportinghuman capital strategies addressed are:

•    Improve theAcquisitionandUtilizationofTalent
•    Sustain a LearningEnvironment and Leadership Continuity

Definitions:
•    MissionCriticalOccupations(MCO):OccupationsthatmostdirectlyhaveaneffectonGSA’sabilitytoaccomplishitsmission.
•    MissionCriticalSupportOccupationsaredefinedasoccupationsthatprovidesupporttoMCOs.

B.    Background
Workforceplanningprovidesthemeansforachievingoverarchingprogramgoals.Programgoalswillnotbeachieved”withouttherightnumberofpeoplewiththerightskillsintherightplaceattherighttime.”

Planning for human capital needs is oneof thegreatestchallengesfacing managersandleaders.Inordertomeetthischallenge,auniformprocessthatprovidesadisciplinedapproachfor matchinghumanresourceswiththeanticipatedneedsofGSAareessential.Aworkforceplanisafundamentalplanningtool,criticaltoqualityperformancethatwillcontributetotheachievementofprogramobjectivesbyprovidingabasisforjustifyingbudgetallocationandworkloadstaffinglevels.

TheGSAEnterprise-WideWorkforcePlanningFrameworksupportstheOPMmodelandincorporates thefollowingsteps:
•    StepOne–SetStrategic Direction for theWorkforce
•    StepTwo –AssessWorkforceGapsandRisks
•    Step Three–DevelopandImplementthe Workforce ActionPlan to closeCompetency Gaps
•    Step Four–Monitor,EvaluateandRevisethePlan to close Competency Gaps

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C.    Purpose
The following are commonreasonsto conduct workforce planning:
•    Ensures a low Competency Gap forMission CriticalOccupations.
•    Ensuresanadequatesupplyofcapablereplacementsfor Leadershippositions (theLeadershipTalentPool).
•    Helpsmeettheorganization’scurrent and futurecompetencyskillneeds.Providesfocusforworkforcedemographics,retirement projections, and successionplanning.
•    Providesaclearrationaleforlinkingexpendituresandinvestmentsforrecruitment,training,employeedevelopment,retention,andotherhumanresourceprogramstotheAgency’s long-termgoalsand objectives.
•    Providesmanagerswithtoolstoaddresschangesinprogramdirectionthatmayaffectthetypeof work being performed.
•    Assistsmanagersincreatingahighperforming,diverseworkforcecapableofcontinuallygrowingand changing.
•    Assistsmanagers inidentifyingredesign,partnering,competitivesourcing,e-government,de-layering,andreorganizing opportunities.
•    ProvidestimelyandcriticalinformationforinclusioninbudgetrequestsandGovernmentPerformanceandResults Act (GPRA)strategicandannualperformanceplans.

D.    Responsibilities and Timeframe
Successfulworkforceplanningrequiresthecommitmentandleadershipoftopmanagement.Senior-level managersmust:
•    Lead the planning process
•    Assurethat workforce plans arealignedwithstrategicdirection
•    Holdsubordinatemanagersaccountableforcarryingoutworkforceplanningandforusingitsproducts.

TheanalysisanddeterminationoftheGSAWorkforcePlanshallbecompletedbytheendofthefourthquarterofeachfiscalyear.Theworkforcedataforafiveyearperiodwillbequeried,and formatted by OHRM. TheWorksheetinAppendixAshallbeusedwhencollaboratingwithmanagementtoanalyze theworkforce.

Figures1providesaflowdiagramofthemajorcomponentsoftheRecruitmentStrategythatinfluencethedevelopmentoftheAnnualAgencyFederalEqualOpportunityRecruitmentPlan(FEORP).

Figure 1:FlowDiagramfor GSARecruitment, Training& Development Strategies

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Summary of the Workforce Planning Steps to Implement the GSA Annual FEORP

Step1:ReviewAgencyMissionandStrategicPlan
•    Reviewthe GSA Budget Summary and Annual Performance Plan, the GSA Strategic Plan anditsmission,goalsandperformanceindicatorstodetermineworkforcesobjectives andneedsto supporttheaccomplishmentoftheAgencymission
Link to GSABudget Summary and Annual Performance Plan:
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Linkto GSAStrategicPlan:
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•    Identify Mission Critical Occupations (MCO) and Competenciesneeded to support the workforceobjectives and needs

Step2:ExamineWorkforceAnalysisResults(turnover,retirementprojections,competencygaps,demographics,trends,etc.)
•    EvaluateWorkforceAnalysisresults(GSA Workforce Planning and SuccessionPlanningGuidance) to:
•    Forecast future vacancieswithinthe MCO’s and identify the competency proficiencylevels needed
•    Assess current workforceMCO’s andcompetency levels to identify competency gaps tomeet workforce objectives and needs
•    Forecast future leadershipvacancies and the competency proficiency levels needed
•    Plan
LinktoGSAWorkforce Planning and Succession Planning Guidance:
(under construction)

Step3:ReviewOutcomesofRecruitmentPrograms
•    Analyze and evaluate previous recruitment plans, performance outcomes, lessons learned,barriers,andbest practices
•    Identify improvement opportunities to enhance recruitment and placement effectiveness.Assessprevious outcome data re: job placement follow-up data, exit interview data, days to fill vacancies,diversity of new hires andreduction of competency needs
•    Identify specific recruitmentsources, e.g., universities, associations, advertisementlocales,internal pools (Student Programs, Disability Programs, etc.)

Step4:DevelopandExecutetheAgencyAnnualFEORP
•    Develop Agency Annual FEORP and evaluate the following major elements;
•    Effective and efficient utilization ofthe Regional Recruitment Teams
•    Performanceoutcomes / indicators
•    Data analysisand reporting requirements
•    GSA Staffing and other e-Gov and process improvement initiatives
•    Marketing initiatives
•    Hiring / retention flexibilities utilization
•    Relationships with professional organizations, colleges/universities, vocationalrehabilitation,outplacement organizations
•    MD-715 implications; anddiversity initiatives
•    GSAand Government-wide initiatives, e.g.,e-Gov, recruitment fairs, career patternsetc.
•    Specific teamand individual accountabilities

Step5:ConsiderjustificationofoverallRecruitmentinvestmentsforaperiodtwoyearsoutfromthecurrentFY
•    Identify specific human capitalmanagementand recruitment objectives, key activities, andassociated resources / investments

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Figure 2:Workforce Planning Steps to Implement the GSA Annual Training & Development

Step1:ReviewGSAMissionandIdentifyTraining&DevelopmentImplications
Review the Agency Strategic and Budget Performance Plans, the Annual Performance Reportof its mission, goals and performance indicators.Determine possible training and developmentactivities and resource needs required to support the accomplishment of the GSA mission

Step2:ExamineWorkforceAnalysisResults(turnover,retirementprojections,competencyneeds,demographics,trends,etc.)withAgencyManagement
EvaluateWorkforceAnalysisresults(perGSAWorkforcePlanningandSuccessionPlanning Guidance provided by HRD Director’soffice) to:
•    Review existingTrainingandDevelopment(T&D)programsto ensure theyaddressMCOCompetencyGapsand Leadership Talent Pool needs.
•    Revise/upgrade existing T&D programs to improve competencies and/or add ‘new’ ones
•    Develop newT&D Programs toidentify necessary oradditional resources(outsidevendors, partnering arrangement with other agencies, budget/resources needs andavailability, etc.)
•    Partner with GSA Staff & Service Offices to balance economies of scale in other agency initiatives

Step3:EvaluateImpact/OutcomesofTrainingandDevelopmentPrograms
Analyze and evaluate previous T&D plans, performanceoutcomes,lessonslearned,barriers,andbest practices; and identify improvement opportunities to improveT&D effectiveness.Assesspreviousoutcome data, leadershiptalent pool ratio, retention rate, participation in MCOorientedprograms,andreductionof mission criticaloccupationswithcompetencyneeds(gaps).

Step4:DevelopandExecutetheAgencyAnnualTrainingandDevelopmentWorkPlan
DevelopGSAAnnualTraining&DevelopmentWorkPlanandconsiderthefollowingmajor elements;
•    Effective and efficient utilization of available resources (e.g., budgets, FTEs,etc.)
•    Mandated and elective training courses
•    Consideration or application of the Core Competencies identified by OPM
•    Performanceoutcomes / indicators; dataanalysis andreporting requirements
•    Enterprise-widecompetency development needs from employee IDP’s
•    AgLearn and other e-Gov initiatives
•    Agency and Government-wide leadership programs
•    Web based systems, on-line collaboration tools, webmeetings, on-line degreework, 24/7training and development activities access
•    Relationships with professional organizations, colleges/universities,
•    Diversity initiatives
•    GSAand Government-wide initiatives and scheduled events
•    SpecificT&Dteamand individual tasks and accountabilities

Step5:ConsiderjustificationofoverallTrainingandDevelopmentinvestmentsforaperiodtwoyearsoutfromthecurrentFY
Identify specific human capital management and T&D objectives, key activities,andassociated
resources/investments

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E.    StepOne:SetStrategicDirectionfortheWorkforce

1.    Managers-Identifytheorganization’sdirectionandconfiguration2to5yearsfromnow.Consider the following:

•    GSAandorganizational unitmission, programs, strategic plans andannualperformanceplans.
•    Budget,trends andpatterns.
•    Do projectedfundinglevels supportpositions and objectives?
•    Are there any changes toyour philosophy or approach to budgeting?
•    Impacts of internal and external environment(legislative changes, organizational
initiatives, socialandeconomictrends.)
•    Planned FTE reductions orincreases (whatcareer fields,howmany,etc.)
•    Labor forcetrends, Diversity goals
•    Shiftingskills/competencies
•    Newtechnologyinnovations,e-governmentinitiatives
•    Changes inorganizationalstructures(includingde-layering,reorganizing/redesign)
•    Outsourcing (A-76)implications
•    Partnering opportunities

F.    StepTwo:AssessSupply,Demand, andSkillsGapoftheWorkforce
1.    ManagersandHumanResources–Inanalyzingtheworkforcedata,e.g.,retirementforecast,diversityprofile,turnover,etc.,identifycurrentandfutureworkforcerequirements(resources,skillsand/or competencies).Considerthefollowing:

•    Whatarethemissioncriticaloccupations,skillsorcompetencies(includeLeadershippositions)essentialtotheaccomplishmentoftheagency’sgoalsandobjectives,especially thoseidentified ontheretirementforecast?
•    Whatchangesareexpectedintheworkoftheagency(e.g.,duetochangesinmission/goals,technology,new/terminatedprogramsorfunctions,competitivesourcingimplicationsandshiftstocontractingout)?
•    Howwillthisaffecttheagency’shumanresources?
•    ThenumberofFTEsneededinwhatorganizationandwithwhatskillsandcompetenciesandbywhen?
•    Numberand kinds of skills/competenciesneededateachlevelofexpertise(fullperformance, mid-level,trainees)
•    Whatskillswillnolongerberequiredandwhatnewskillswilltheagencyneedinthefuture?(Nextyear?Twoyearsout?Threeyearsout?FourYearsout?Nextfiveyears?)
•    What LeadershipSuccession Strategiesarein place?
•    Whatrecruitment,training,andretentionstrategiesarebeingimplementedtohelpensurethat the agency will continueto haveahigh-quality, diverse workforce?
•    Howistheagencyaddressingexpectedskillimbalancesduetoattrition,includingretirement over the nextfive years?
•    Whatchallengesimpedetheagency’sabilitytorecruitandretainahigh-quality,diverseworkforce?
•    Wherehastheagencysuccessfullydelegatedauthorityorrestructuredtoreducethenumberoflayersthataprogrammaticactionpassesthroughbeforeitreachesanauthoritativedecisionpoint.(e.g.procuringnewcomputers,allocatingoperatingbudgets,completelysatisfyingacustomer’scomplaint,processingabenefitsclaim,andclearing controlledcorrespondence)?
•    Wherecantheagencyimproveitsprocessestoreducethenumberoflayersthataprogrammaticaction passes through before it reachesan authoritative decision point?
•    Whatbarriers(statutory,administrative,physicalorcultural)hastheagencyidentifiedtoachieve workforce restructuring?

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G.    StepThree:DevelopActionPlantocloseSkillsGap
1.    ManagersandHumanResources-Theresultsoftheskillsanalysiswillhelpestablishthefocusofrecruitingandtraining/retrainingefforts.Reviewandconsiderthefollowingissueswhen developing strategies or action plans:

•    Thecostassociatedwiththestrategiesforaddressingcompetencyorskillgaps
•    Howto keep corporate knowledge (KnowledgeManagement)frombeinglost?
•    Whatskillsarecurrentlyvitaltotheaccomplishmentof theagency’sgoalsandobjectives?
•    Howistheagencyaddressingskillimbalancesduetoattrition,includingretirementoverthenext5 years?
•    Aretherewaystomaximizerecruitmentinordertominimizetrainingneedsofnewemployees?
•    Exploretraining,retraining,relocation,or recruitingoptionsforfillingskills/competencygaps.
•    What retentionstrategiesare necessaryand mostfeasible?
•    What arethecosts of these retention strategies?
•    Aretherealternativetrainingmechanisms(training,education,rotation/mentoringassignments)?
•    Can neededskills be obtained throughsharing of resources?
•    Cost-effectiveness of contracting, outsourcing or using volunteers.
•    WhataretheLeadershipSuccessionStrategies,i.e.,highpotentialindividualshavedocumentedIDPs,LeadershipCompetenciesaredocumented,andspecificLeadershipDevelopment Programs are in place?
•    Whatarethecosts ofthese LeadershipSuccessionStrategies?
•    Implementation of career development programs.
•    Are thereways to restructureby usinge-Government; de-layer;moveemployeesclosertocustomers?

H.    StepFour:ImplementActionPlanstocloseSkillsGap
1.    ManagersandHumanResources-Whenimplementingactionplans,theseareexamplesofsomeissuesto consider:

A.    Strategy: Addressing Gaps consideringredundant or over-populatedpositionsReviewthelistofpositionsonyourgapanalysis.Then,reviewtheskillsofeachofthosepositions.Onceyouhavecompletedtheanalysis,determinewhichpositionscantransitionintothegaps inotherpositionsto be filled.Consider:
•    Arethese skillstransferabletothepositions/workrequirementsto be filled?
•    Canany of the positionsto be filled by retraining employees(career development)?

Afteryou have identified positionsto be filledand ‘excess’positions, identify and document:
•    Positionsthatcan be converted into trainee positions
•    Positions with thesameskillsneeded;
•    Positionsthatcan be easilyreclassifiedtothepositions needed.

B.    Strategy:Partnershipwithacademicinstitutions withhigh minorityenrollments Thisactionitem(s)couldindicatethatyouwouldestablishamemorandumofunderstandingwitha HistoricallyBlackCollegesandUniversities(HBCU),HispanicAssociationofCollegesandUniversities(HACU),NationalAssociationforEqualOpportunityinHigherEducation(NAFEO)ortheAmericanIndianHigherEducationConsortium,etc.,institutionasa meanstodevelop a minority poolofcandidates.

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C.    Strategy:Useof Intern Programs to recruit
GSAhasasystematicwayforacquiringanddevelopingentry-levelemployeesformission-criticalcareerfields.Theseprogramsmayinclude:
•    InformationTechnology (IT) Development Program
•    AcquisitionInternProgram
•    Emerging Leaders Program

D.    Strategy:Increase useof appointingauthorities for recruitment
Theseprogramsmayinclude:
•    PresidentialManagement InternProgram (PMIProgram)
•    Student Career ExperienceProgram (SCEP)
•    SeverelyPhysicallyHandicapped and MentallyRetarded Persons
•    Disabled Veterans
•    VeteransReadjustmentAppointments(VRA)
•    Outstanding Scholars Program

E.    Strategy: Usea variety of incentives/mechanisms to recruit andretainstaff
•    Development of a formal mentoring program fortraineesand junioremployees
•    Useof volunteers
•    Otheragencyagreement(contractual)
•    Recruitment and relocation bonus
•    Creativecompensation packages (specialsalaryrates)
•    Expandedoutreachefforts(e.g. job fairs,  advertising,internet  posting, employee
referrals)
•    Specialhiring authorities(on thespot hiring,etc.)
•    Augmentationofwork/familyprograms (e.g. flexible and varying work
schedules; telecommuting asappropriate;student loan repayment)
•    Automatedhiring systems

F.    Strategy: Usea progressiveretention plan
•    Determinethoseemployeeswhoare criticalto accomplishment of organizational
goals.
•    Developaninfrastructuretoprovideconstantfeedback between thesecritical
employees and supervisors / managers to determine what they want and need to
become long-term assetsto the organization.
•    Develop a means of providing incentives and/or working conditions designed to retain
valued employees. This system must provide an accurate measurement of the actual
return on invest concerning theretention of valuedemployees.

G.    Strategy:EnsurecontinuityofLeadership
•    Workforceanalysisrelated to supervision/leadershipisconducted.
•    Formal succession planningor talent management program is in place and its impact is
measured.
•    Written leadership developmentstrategy tiedto analysisand strategicplan.
•    Documentedleadershipcompetencies are tied to the Executive Core Qualifications.
•    Documented and communicated leadership skill training program that includes all
levels of supervisors, managers and potential leaders.
•    A merit-based systemassesses leadership competencies (e.g., identification of high-
potential candidates for candidate development programs or identification of
development needsto be incorporatedintoindividual development plans).
•    Individual development plans for leaders and managers include formal and informal
training.
•    Agency conducts analysis of leadership development program usage andimpact.
•    Policy andmethodology for managing high-potential employees are documented.
•    Measuresof success are documented and tracked.
•    Percentage of women, minorities and people with disabilities in career ladders (GS 5-
7-9 or similar) is tracked and assessed.

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•    Analysisofworkforcedemographics(includingSES)helpsinformsuccessionplans.Analysisincludesdatasuchasaveragegrade/age/lengthofservice,distributionoftheworkforce(byseries,grade,gender,race/nationalorigin,and supervisorystatus),turnoverrates,andretirementeligibility.

I.    Step Five: Monitor, Evaluate,&RevisetheWorkforcePlan
1.    ManagersandHumanResources-Examplesofquestionstoaskinordertodeterminewhetherthestrategiesandactionitemsareeffectiveinclude:
•    Were the actions and strategies completed and do they close the skills gap or increase
the leadership pool?
•    Have the organization’s strategies upon whichthe planis basedchanged?
•    Werethere otherfactorspreventingthe obtainment of thegoal?
•    Are the assumptions of the need and supply models still valid?
•    Have theconditionschanged such that thestrategies need to be revisited?
•    Is there a need to modify the action items?

2.    HumanResources–ThefollowingrepresentativereportswillbedevelopedbyHumanResourcesandreviewedwithAgencyLeadershipeachfiscalyearaftercompletionoftheWorkforceAnalysis.ConsidertheuseoftheGSAinternetandvarioussharedrivestocommunicateandmarket thesereportsandassociateddata.
•    GSA Enterprise-Wide Action Plan
•    GSASuccessionPlan
•    GSA Staffing Plans
•    GSA Annual RecruitmentPlan
•    GSAAnnualTraining&DevelopmentPlan

3.    ManagersandHumanResources–ThefollowingperformanceindicatorswillbereportedquarterlyandmonitoredtominimizethenumberoffutureandcurrentMissionCriticalOccupationswithskillneeds(gaps)andtoensureLeadershippositionsaresupportedwithaready supplyofcapable replacements:

APPENDIX A

GSA Workforce Planning & Succession Planning Guidance
WORKSHEET

Drivers
•    Government-wideInitiative –AnnualPerformancePlan
•    GSAStrategic Plan–ImproveHuman CapitalManagement
•    GSAWorkforceActionPlan
•    GSAStrategicPlanand Annual/Budget PerformancePlans

AgencyPerformanceMeasures
ToImprovetheAcquisitionand Utilization of Talent
•    % reduction ofmissioncriticaloccupations withskillneeds(currentandfuture)
•    % increase# ofhigh qualitynewhires
•    % decreaseof‘voluntary’terminations(retention)
•    % decreasein daystofillvacancy(highcustomersensitivity)
•    % increaseinFTEutilizationrate
•    % increase of diversity of new hires
To Sustain a LearningEnvironmentandLeadershipContinuity
•    % reduction ofmissioncriticaloccupations withskillneeds(currentand future)
•    % increaseof participationinMCO(skillgapclosure)training programs
•    % increase of theleadershiptalent pool(succession planning)

WorkforcePlanningObjective
•    InstituteandmaintainanAgencypracticeofconductingworkforceplanning(timedwiththeBudgetCycle)thatenablestheGSAtoefficientlyandeffectivelyrecruit,develop,retainanddeploytheworkforce,preventskillsgapsinMissionCriticalOccupationsandensurecontinuityofLeadership.
•    IdentifyRecruitmentand Training&Developmentinitiatives 1 to5yearsout
•    Justify and amend any Recruitment and Training& Development Plansforthe next FYcycle.

Contents
•    AgencyRetirementProjections (includeactual retirementtrends where available) – Graph
•    Organization unitRetirementProjections – DetailReport
•    Workforce Planning & Succession Planning Guidance– Worksheets
•    AgencyWorkforcePlanning& DeploymentSummary (prioryear)

NextSteps
•    Analyzecollectivedatatoidentifytrendsandchallengesof our future workforce
•    EntersignificantdataontoapplicableWORKSHEETorupdate Agency WorkforcePlanning&Deployment Summary(prioryear)
•    IdentifySkillsGaps ofMissionCriticalOccupations(currentandfuture)
•    IdentifyLeadershipcontinuity or successionchallenges;assessLeadershipSkillsGaps
•    CollaboratewithmanagementtoidentifyGAPClosure Strategies or Leadership Development /ContinuityStrategiesandensuretheyareeffectivelyaddressedthrough:
–    RecruitmentStrategyandAnnualWorkPlans
–    Training&DevelopmentStrategyandAnnualWorkPlans
–    RetentionInitiatives
–    CivilRightsandDiversityInitiatives
–    LeadershipSuccessionInitiatives
–    KnowledgeManagementInitiatives
–    Re-designInitiatives
–    HumanCapitalInvestments
•    Monitor/EvaluateGSAPerformance Measures

MissionCriticalOccupations
Occupationsthatdirectlyimpact theGSA’sabilitytoaccomplishitsmission.MissionCriticalSupportOccupationsaredefinedasoccupationsthatprovidesupporttoMCOs.

1.    ReviewRetirement Forecast for fiveyears out.Respondtothe followingquestions:

A.    Identify/ReviewtheMissionCriticalOccupations,withahighretirementprojection,thatmayaffect the successfulaccomplishment of the Agency’s strategicgoals?

B.    Identify/Reviewany“neworfuture”MissionCriticalOccupationsthatarerequiredtomeetGSA’sstrategicgoals. Considertheresultofnewprograms,re-designactivities,competitivesourcing impacts,etc.

C.    Identify/Reviewthecriticalcompetencies/skillsneedsofeachMissionCriticalOccupation;oridentifyoneoftheexpertincumbents.UtilizeoccupationalcompetenciesdefinedbyOPM(viaHRManager)oroperationaldefinedknowledge,skillsandabilitiesidentifiedinthespecificjobanalysis to ensure a common‘library’ ofmissioncriticalskillsorcompetencies.

D.    Identify/Reviewthemajorrecruitmentsource,ifany,whichisusedorshouldbeusedtoreplenisheachMissionCriticalOccupation.Considerinternal/external,academic,geographicalsources,etc.

E.    Identify/ReviewthemajorTraining&Developmentactivities,programs,etc.thatcanbeappliedtoenhancethe currentand futurecriticalskills / competencies.

Key Position    Mission Critical Occupation
(Series/title/gradelevel)    Critical Competencies Needs
(skills,knowledgeandabilities)    Major RecruitmentSourceand/orTraining&Development Activity

LeadershipPositions

2.    ReviewRetirement Forecast forthe LeadershipPositions for five years out.Respond to the following questions:

A.    Identify/ReviewtheLeadershipPositionsthatDONOThaveareadyback-uppoolofpossiblecandidates.

B.    Identify/Reviewthecriticalcompetencies/skillsneedsofeachLeadershipPositionidentified.UtilizetheOPMdefinedleadershipcompetenciesandspecifyjobspecificcompetencies/skillsasidentifiedinthespecificjobanalysistoensureacommonsourceofmissioncriticalskillsorcompetencies.

C.    Identify/Reviewthemajorsourcesofqualifiedcandidates,ifany,thatareusedorshouldbeusedtoensureacontinuity/successionofLeadershipPositions.Considerinternaloccupationalseriesfrom whichtodrawlikelycandidates;specificacademic/industrysources,otherexternalsources,etc.

D.    Identify/ReviewthemajorTraining&Developmentactivitiesthatcanbeappliedtoenhancethecurrentincumbentcriticalcompetencies/needs;orspecifytheTraining&Developmentactivities,programs,etc.toprepareindividualsforfutureleadership positions.

LeadershipPosition
(Series,title,gradelevel)    Critical Competencies Needs
(skills,knowledgeandabilities)    Major CandidateSource orTraining& DevelopmentActivity