Advancing Workforce Health at the Department of Homeland Security Protecting Those Who Protect Us (2014) / Chapter Skim
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5 Leadership Commitment to Workforce Health
5 Leadership Commitment to Workforce Health
Pages 155-164
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From page 155... ...
This chapter provides an overview of the current strategic approach to workforce health at the Department of Homeland Security (DHS) and makes the case for a new workforce health protection strategy guided by a unified vision and supported by deeply committed senior leadership.
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From page 156... ...
High-level leadership that demonstrates vocal and active commitment to protecting workforce health will help initiate a culture of health throughout the department, while leaders that interact with the workforce will help diffuse and sustain such a culture. THE CURRENT STRATEGIC APPROACH TO WORKFORCE HEALTH AT DHS Although merged under the DHS umbrella, component agencies operate in a decentralized manner.
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From page 157... ...
However, the committee saw no evidence that this direction has been either renewed or enforced or that the CMO is held accountable for meeting the strategic objectives intended to support the Secretary's goal of improving employee health, wellness, and resilience. Notably absent from the DHS Strategic Plan is a strategic objective to reduce injuries and illnesses throughout the department through traditional
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From page 158... ...
A formal strategy, guided by a vision statement directly linked to the organizational mission, can provide that direction while also demonstrating the commitment of top leadership to employee health, safety, and resilience. Despite strategic aspirations to improve employee health, safety, and resilience, the committee found no evidence of a defined strategic plan for achieving that outcome or processes put in place to hold department leadership accountable for doing so.
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From page 159... ...
Suggested Goals for a DHS Workforce Health Protection Strategy To ensure accountability, the strategy proposed above should include specific measurable goals and objectives with associated performance metrics. The committee suggests the following goals: • Consistently and significantly increase the number of DHS per sonnel who are engaged and medically ready to participate fully in operations and achieve the goals of their mission.
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From page 160... ...
The Council should, during periodic meetings, receive updates on progress toward the strategic goals and update the strategy as needs and challenges evolve. The committee believes the existing DHS Workforce Strategy could serve as a model for a workforce health protection strategy and intends the two to be complementary in helping DHS achieve its mission through development, support, and protection of its workforce.
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From page 161... ...
Such metrics can be included in annual performance evaluations as a means of holding department leadership, including component heads and the CMO, accountable for program execution. To ensure accountability at all levels, program-level goals and performance measures should cascade down from those at the strategic level and should be tailored to the individual's level of responsibility.
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From page 162... ...
Major components of a balanced scorecard system include engaged leadership; interactive communications and change management; vision and mission; core values; organizational strengths and weaknesses; customers and stakeholders; customer value proposition; strategic objectives; strategy mapping; performance measures, targets, and thresholds; strategic initiatives; performance information reporting; department and individual scorecards; rewards and recognition programs; and evaluation (Rohm, 2008, p.
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From page 163... ...
A core set of metrics may apply to all DHS components, but some metrics applicable to the specific components and their missions may need to be developed. The committee believes that with periodic reviews of the scorecard at the department and component levels, leadership will be held accountable and ensure action to meet selected targets, as well as to create an environment that is conducive to learning and continuous improvement.
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From page 164... ...
2009. Foundation for integrating employee health activities for active duty personnel in the Department of Defense.
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