Workforce and Staff
Planning at NSF
May 2006
National Science Foundation
Office of Information and Resource Management
Division of Administrative Services
Division of Human Resource Management
1
Division of Information Systems
NSF Academy
Agenda
•
NSF Workforce Planning
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–
–
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•
Strategic Workforce Planning Framework
Accomplishments
Workforce Issues
Benefits
Staffing Planning
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–
–
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Process for Developing a Staffing Plan
NSF workforce demographics
Current Status
Lessons Learned
2
National Science Foundation
Office of Information and Resource Management
2
Division of Human Resource Management
Strategic Workforce Planning Framework
PHASE 3: IMPLEMENTATION
PHASE 2: SOLUTIONS
PHASE 1: GAP ANALYSIS
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
Step 6.
Step 7.
Step 8.
Step 9.
Develop
Strategic
Workforce
Operating
Plan (SWOP)
Compile
Workforce
Reports
Review
Workforce
Reports
Consolidate
Review
Results
Identify
priority
gaps
Define
Solutions
Approve
Solutions
Integrate
with
management
practices
Develop
Workforce
Development
Plan
Step 10.
Evaluate WFP
Process
& Solutions
Oct.
Nov.
Dec.
Jan.
Passback from OMB
on outyear budget (07)
included in the data
analysis efforts.
Feb.
Mar.
Apr.
May
Anticipated costs
addressed in
current budget (06)
spending,
future budget (07)
adjustments, or
outyear budget (08)
planning.
Jun.
Jul.
Aug.
Sep.
Significant solution costs
included for
NSB approval
in outyear budget (08)
request to OMB.
Minor solution costs
Covered by end of
Current year (06)
Monies.
Oct.
Nov.
Dec.
Passback from OMB
on outyear budget (08)
impacts Workforce
Development Plan.
3
National Science Foundation
Office of Information and Resource Management
3
Division of Human Resource Management
Workforce Planning Accomplishments To Date
• Defined a framework for Workforce Planning
• Implemented Workforce Planning Process
– Developed workforce data reports and analysis (including a Labor Market
Analysis)
– Met with all Offices/Directorates to discuss workforce data and identify issues
– Identified priority workforce issues with Advocates Steering Committee and
designed preliminary solutions (HRM, Academy and Budget)
– Held Directorate/Office specific staffing planning meetings
• Developed workload and FTE models
• Developed first NSF Workforce Plan
4
National Science Foundation
Office of Information and Resource Management
4
Division of Human Resource Management
Workforce Issues
• Improve Capacity of Workforce to Work Effectively in
Business Environments
– Reshape administrative-support workforce in program directorates
– Improve NSF workforce, business process and tool integration
– Review program management functional model to ensure effective
utilization of human capital
• Respond to Changing Nature of Work and Workload
– Enhance competencies in the S&E workforce in support of new
functional areas
– Improve alignment of staffing levels/ratio with new/projected workload
5
National Science Foundation
Office of Information and Resource Management
5
Division of Human Resource Management
Workforce Issues (continued)
• Increase Effectiveness of Human Capital Techniques and Tools
– Improve workforce planning tools and processes
– Improve flexibility and understanding of human capital policies and
processes
– Increase focus, NSF-wide on change management
– Improve overall succession planning and knowledge management
6
National Science Foundation
Office of Information and Resource Management
6
Division of Human Resource Management
Primary Benefits
of Workforce Planning Process
• Supports annual budget submissions and responses to
Congressional inquiries
• Informs internal resource allocation decisions
• Identifies NSF-wide issues and allows for efficiency in
solution development
7
National Science Foundation
Office of Information and Resource Management
7
Division of Human Resource Management
Staffing Planning
• NSF Deputy Director Charged HRM with developing a
methodology to address Directorate/Office Staffing needs.
• HRM developed several tools and processes to help
Organizations prioritize staffing needs and plan for
retirements, and other losses.
• HRM staff met with Directorate management to set staffing
priorities and review impending staff needs.
• Directorates held individual meetings with the Deputy Director
to outline their staffing strategy and priorities.
• Integrates with broader Workforce Planning effort by
developing Directorate specific staffing implementation plans.
8
National Science Foundation
Office of Information and Resource Management
8
Division of Human Resource Management
Process for Developing a Staffing Plan
1. Review FTE/IPA projections, recruit actions,
extensions and retirements
2. Identify additional hires to meet short-term FTE
targets
3. Develop hiring and recruitment plans for FY06
4. Identify FY07 needs
5. Prepare Directorate Staffing Plan and presentation
to the Deputy Director
9
National Science Foundation
Office of Information and Resource Management
9
Division of Human Resource Management
Staffing Planning - Current Status
• HRM conducted meetings with all Directorates to develop a
Staffing Plan.
• Directorates presented, or are scheduled to present, their plans
to the Deputy Director.
• Increased the NSF end-of-FY FTE projection by 20 since
January 30, 2006.
• NSF making additional hires compared to last year. Losses are
also decreasing.
• HRM developing additional systems and methods to support
Staff Planning as an ongoing process.
10
National Science Foundation
Office of Information and Resource Management
10
Division of Human Resource Management
What we learned through Staff Planning
• NSF has a need to hire more Program Officers.
• Organizations also expressed a need for more higher-level
administrative staff.
• Directorates noted that physical space limits the number of
people that can be hired.
• Organizations thought it was valuable to have assistance in
prioritizing staff needs.
• Managers asked for more tools to manage FTE effectively
11
National Science Foundation
Office of Information and Resource Management
11
Division of Human Resource Management
Appointment Type Profile
Data as of January 30, 2006
(Excludes NSB and OIG)
12%
3%
168
Permanent
IPA
VSEE
Other
47
10%
139
1015
75%
12
National Science Foundation
Office of Information and Resource Management
12
Division of Human Resource Management
Job Category Profile
Data as of January 30, 2006
(Excludes NSB and OIG)
10%
137
25%
565
336
41%
SE&E
Technical-Functional
Administrative-Support
Managerial
331
24%
13
National Science Foundation
Office of Information and Resource Management
13
Division of Human Resource Management
Average FY Attrition and Retention
Averaged Fiscal Year Data (2001-2005)
Excludes NSB and OIG
.7%
2%
10
15.5%
84.5%
27.4
83.4
212
1153
2.7%
6.1%
36.2
55
4.0%
Voluntary Departure
Appt Expiration
Retirement
Transfer
Other
Attrition
Retention
14
National Science Foundation
Office of Information and Resource Management
14
Division of Human Resource Management