Core Competencies for Federal Facilities Asset Management Through 2020 Transformational Strategies (2008) / Chapter Skim
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4 A Comprehensive Strategy for Workforce Development
4 A Comprehensive Strategy for Workforce Development
Pages 57-71
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From page 57... ...
, federal organizations will also need to shine a spotlight on the advantages of employment by the federal government and the opportunities it opens up if they are to recruit and retain outstanding professionals. CREATING AN ENVIRONMENT FOR PROMOTING AND SUSTAINING CORE COMPETENCIES Identification, development, and sustainment of core competencies for federal facilities asset management require long-term organizational leadership and commitment.
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From page 58... ...
Entrylevel professionals in facilities asset management divisions often have a degree in a technical field such as architecture or engineering. To advance to higher positions, individuals will need to refine their management and behavioral skills as they advance their technical skills.
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From page 59... ...
And promotions can be based, in part, on an individual's acquisition of skills that enhance the organization's core competencies. ELEMENTS OF A COMPREHENSIVE WORKFORCE DEVELOPMENT STRATEGY A comprehensive workforce development strategy should use a variety of approaches to recruit personnel to fill skill gaps and to enhance the skills of all staff at all stages of their careers.
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From page 60... ...
Or, to acquire leadership skills, a facilities asset management division might hire experienced military engineering officers who have undergone leadership training. Because enterprise knowledge comes from continuous application and learning through a set of experiences that crosses many disciplines, it would be best advanced by leading employees along an in-house career path.
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From page 61... ...
Classification and compensation levels may also need to be revised to attract highquality professionals. A government-wide revision of descriptions will require cooperation among facilities asset management divisions, senior real property officers, chief human capital officers, and the OPM.
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From page 62... ...
STRATEGIES FOR PROFESSIONAL DEVELOPMENT Because facilities asset management is an evolving profession, asset management divisions will need to find ways to import ideas, technologies, and researchbased knowledge to support their decision making and improve their outcomes. Encouraging their employees to become involved in professional organizations and to pursue professional certifications, mentoring, and acquiring knowledge through research is a good way to do this.
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From page 63... ...
To satisfy the demands of the private sector, a number of professional organizations have emerged whose members possess a broad array of cross-disciplinary backgrounds, skill sets, management methodologies, and leadership approaches. Federal organizations would do well to take advantage of membership in such organizations to further the professional development of their own workforces.
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From page 64... ...
Facilities asset management divisions could form an interagency alliance to develop a government-wide certification program for facilities asset managers using the DAU model as a starting point.
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From page 65... ...
Formal mentoring programs in federal organizations can be a good means for transferring technical, business, and leadership skills and enterprise knowledge from senior employees to new recruits and should be considered as part of an overall workforce development strategy. A formal mentoring program is designed to achieve specific objectives related to developing and sustaining core competencies -- for instance, the transfer of knowledge about facility design, construction, or operations.
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From page 66... ...
Investment of Dedicated Resources A long-term organizational commitment is needed to create an environment that supports professional development and to optimize the investment of staff time and monetary resources. Private companies recognize that training is necessary to maintain an effective executive workforce, and they invest accordingly.
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From page 67... ...
PERFORMANCE MEASUREMENT One critical element of a workforce development strategy is the establishment of a system to measure progress in developing and sustaining core competencies. A system for monitoring performance can serve as a basis for continuous improvement.
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From page 68... ...
Because the BSC is a well-established system that federal organizations are already using, the committee recommends its continued use for measuring progress in developing and sustaining core competencies for federal facilities asset management divisions. The Balanced Scorecard (BSC)
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From page 69... ...
Indicators such as the number of hours spent in training to strengthen organizational core competencies, hours devoted to the pursuit of advanced degrees in finance and other areas, or the number of facilities asset managers who received a job-related certification all could be useful for measuring progress in this area. If training and recruitment efforts are effective, they should result in improved internal processes, more customer satisfaction, and greater cost efficiency.
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From page 70... ...
70 CORE COMPETENCIES FOR FEDERAL FACILITIES ASSET MANAGEMENT VISION Best Value to Our Customers • World-class provider of • Trusted, innovative • One organization, • Employer of choice, finance and accounting financial partner one identity providing a progressive services and professional work environment GOALS • Fully satisfy customer • Establish consultative • Ensure everyone • Embrace continuous requirements and relationships with is working toward the learning for our aggressively resolve leaders same vision and can workforce to ensure problems to deliver • Deliver business connect what they are critical, high-quality best-value services intelligence to enable doing to make the skill sets • Use performance better decisions vision a reality • Develop the next metrics to drive best generation of DFAS business practices and leadership achieve high-quality results • Optimize the mix of our military, civilian, and contractor workforce OBJECTIVES Customer Financial Internal Growth and Learning • Improve client/ • Reduce cost to the • Deliver competitive • Enhance employee customer satisfaction client/customer services competence • Deliver cost-effective • Develop a quality- • Increase employee system solutions focused culture satisfaction • Develop a climate for action • Enhance ability to retain and recruit DFAS talent MEASURES • Client/customer • Specific billing rates • Commencement of • Employees in satisfaction • Total cost scheduled Business developmental • On-time delivery • Unit cost Case Analysis assignments • Call center satisfaction • Cost to revenue ratio • Accurate delivery • Employee satisfaction • System operating and of service OAS Index capital costs • Innovative business • Number of civilian • System milestones met practices employees with • Lean deployment licenses/certifications • Number of civilian employees with degrees • Climate for action OAS Index FIGURE 4.4 Example of the BSC from the Defense Finance and Accounting Service. SOURCE: Mathys and Thompson (2006)
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From page 71... ...
2004. Investments in Federal Facilities: Asset Management Strategies for the 21st Century.
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