Agency/Component: General Services Administration

2010 Hiring Reform Action Plan Hiring Reform Initiative: Section 1(a)(1) 5/11/10 Memorandum Date: Eliminate any requirement that applicants respond to essay-style questions 08-01-2010 when submitting their initial application for any GSA position (except SES and SL positions. Describe the barrier, problem, or deficiency being addressed: Some positions require applicants to respond to essay-style questions upon initial application. Describe what is causing the barrier/problem (i.e., What is the root cause?): The Agency uses an automated staffing system that requires narrative responses to Yes/No, True/False job questions. Various processes and limited consistency within the HR Offices across the Agency. Define success or the desired outcome upon completion of applied tasks: A standard process across the Agency designed through a continuous process improvement methodology (Lean Six Sigma) clear operating procedures and validated through program reviews. Semi-annual measurements will reflect increased satisfaction with the initial application process as evidenced by the results of the on-line survey applicants will be asked to voluntarily complete. Primary Action Planning Team Lead: Marcia Staten, Director of HR Services: Tony Costa, Assistant Administrator Members: GSA Lean Hiring Reform Team: David Price (CF0 Manager); Kenneth Shelbert (PBS Manager); Cheryl Paige (CPO Executive); Linda Chero (FAS Executive); Cheryl Ward (FAS Manager); Scott Connor (PBS Manager); Richard Warren (Union RVP, Human Capital Management staff, HR Professionals, Hiring Managers, GSAjobs Team

Action Steps Budget, Start Responsible Resources, Date/ Actions to be Taken Key Deliverables/Output Party and End (Parties) Approvals Date Needed Develop guidance on evaluating Guidance 08-01- Office of HR Funded and applications following elimination of 10/11- Services approved requirement for applicants to respond 01-10 rec6/4/10 1 to essay-style questions Provide guidance and training on the Training materials and guidance 09-01- Office of HR Funded and development of multiple choice, yes/no on the development of questions 10/11- Services approved or true/false questions that do not require essay-style 01-10 responses Training sessions Identify assessment tools and method Documentation of assessment 09-01- Office of HR Funded and to determine the appropriate tool options for hiring managers 10/11- Services approved assessment tool based on the job to use to assess applicants for 01-10 related competencies. highly technical, mission-critical and positions with specialized skills. Guidance on the use of the OPM Assessment Diagnostic Tool Develop and deliver training for HR Training materials, including 09-27- Office of HR Funded and professionals and hiring managers on guidance and examples 10/on- Services approved the various tools for assessing Training sessions going applicants as part of the overall training sessions to implement hiring reform initiatives and measures

rec6/4/10 2 2010 Hiring Reform Action Plan Hiring Reform Initiative: Section 1(a)(2) 5/11/10 Memorandum Date: Allowing individuals to apply for Federal employment by submitting resumes 08-01-2010 and cover letters or completing simple, plain language applications supported by valid, reliable assessment tools. Describe the barrier, problem, or deficiency being addressed: All applicants are requested to submit a resume and GSAjobs (agency automated staffing system) accepts the OPM resume builder format and uploaded resumes. We currently use plain language short yes/no questions to aid in determining basic eligibility. We need to identify additional assessment tools that are valid and reliable for the various positions filled. Describe what is causing the barrier/problem (i.e., What is the root cause?): Use of questions as the only assessment tool to determine which applicants are referred to the hiring manager.

Define success or the desired outcome upon completion of applied tasks: Success will reflect streamlined JOAs written in plain language with easy to follow and clearly written application procedures; competency specific specialized experience statements that can be responded to via a Yes/No or multiple choice responses, clear descriptions of the evaluation methods. The assessment process will be based on professionally accepted standards that meet the validity provisions of the Uniform Guidelines. This activity will be measurable from an applicant survey given 30 days after the close of the announcement and a survey of the hiring manager upon completion of the selection process. Primary Action Planning Team Lead: Marcia Staten, Director of HR Services and Tony Costa, Assistant Administrator Members: GSA Lean Hiring Reform Team: David Price (CF0 Manager); Kenneth Shelbert (PBS Manager); Cheryl Paige (CPO Executive); Linda Chero (FAS Executive); Cheryl Ward (FAS Manager); Scott Connor (PBS Manager); Richard Warren (Union RVP); ad-hoc HR professionals and Subject Matter Experts Action Steps Budget, Start Responsible Resources, Date/ Actions to be Taken Key Deliverables/Output Party and End (Parties) Approvals Date Needed

rec6/4/10 3 Develop application procedures Standard language for JOA 09-01- Office of HR Funded consistent with the assessment tool JOA template for assessment 10/11- Services within options method 01-10 existing resources 5 question survey that assesses 09-01- Office of HR Funded Develop applicant survey the applicant’s view of the 10/09- Services within process 30/10 existing resources Incorporate applicant survey into Survey administered through 10-01- GSAjobs Funded GSAjobs GSAjobs for all applicants 10/10- Team within referred to a hiring manager 30-10 existing resources Develop guidance for HR professionals Guidance included in the Staffing 10-30- Office of HR Funded Playbook 10 Services/ within Office of existing Human resources Capital Management

rec6/4/10 4 2010 Hiring Reform Action Plan Hiring Reform Initiative: Section 1(a)(3) 5/11/10 Memorandum Date: Provide for selection from among a larger number of qualified applicants by 08-01-2010 using the “category rating” approach (as authorized by section 3319 of Title 5, United States Code), rather than the “rule of 3” under which managers only selection from among the three highest scoring applicants Describe the barrier, problem, or deficiency being addressed: Managers were limited to considering 3 best qualified candidates with the highest score

Describe what is causing the barrier/problem (i.e., What is the root cause?): No policy on category rating.

Define success or the desired outcome upon completion of applied tasks: Managers will be able to select from a larger pool of “best qualified” candidates Primary Action Planning Team Lead: Sharon Banks, Deputy CHCO and Marcia Staten, Director of HR Services Members: HR Professionals engaged in recruitment and hiring

Action Steps Budget, Responsible Resources, Start Date/ Actions to be Taken Key Deliverables/Output Party and End Date (Parties) Approvals Needed Develop “category rating” policy Policy on ”category rating” Completed Office of HR N/A (05/14/2010) Services/Office of Human Capital Management Training Sessions 09-27- OPM Funded Provide training to HR 10/09-28-10 within Professionals existing resources

rec6/4/10 5 2010 Hiring Reform Action Plan Hiring Reform Initiative: Section 1(b)(1) and (2) 5/11/10 Memorandum Date: 08-01-2010 Ensure that managers and supervisors with responsibility for hiring are more fully involved in the hiring process, including planning current and future workforce requirements, identifying the skills required for the job, and being actively engaged in the recruitment and interviewing process. Beginning with the first performance review cycle starting after November 1, 2010, hold them accountable for recruiting and hiring qualified employees and supporting their successful transition into Federal service in order to advance greater achievement of agency missions. Describe the barrier, problem, or deficiency being addressed: A good hire is the result of collaboration and partnership between the Hiring Manager and the HR Professional. The extent to which hiring managers engaged in the End-to-End Hiring process varied across the agency. The agency’s current performance plans hold supervisors accountable for the successful mentoring, coaching and training but lack specific requirements of recruiting, hiring, and transitioning employees. Describe what is causing the barrier/problem (i.e., What is the root cause?): A firm requirement that every hiring manager own the process, are trained in how to recruit, select, develop and retain good talent. HR processes and systems that support the hiring manager’s ability to effectively engage. Hiring mangers for their personal technical expertise rather than competencies that enable them to effectively engage in human capital aspects of their positions. There is a need to establish meaningful, valid measures to evaluate performance/accountability. We need to be proactive in engaging managers in the workforce planning process well in advance of the decision to fill a vacancy. Define success or the desired outcome upon completion of applied tasks: Hiring officials will be more engaged in workforce planning, identifying skills for the job and actively engaged in the recruitment and interviewing process. Managers are held accountable for recruiting and hiring highly qualified employees as well as supporting successful transition into Federal Service. Assessment and measurement is obtained through performance cycle ratings.

rec6/4/10 6 Primary Action Planning Team Lead: Sharon Banks, Deputy CHCO and Marcia Staten, Director of HR Services Members: GSA Lean Hiring Reform Team: David Price (CF0 Manager); Kenneth Shelbert (PBS Manager); Cheryl Paige (CPO Executive); Linda Chero (FAS Executive); Cheryl Ward (FAS Manager); Scott Connor (PBS Manager); ad-hoc HR professionals and hiring managers Action Steps Budget, Responsible Resources, Start Date/ Actions to be Taken Key Deliverables/Output Party and End Date (Parties) Approvals Needed Implement Solutions from the GSA Process improvements; 06/01/2010- GSA Lean Partially Lean Hiring Reform Project Plan to guidance; 09/30/2011 Hiring Team Funded for be posted on MAX.gov for Training (on-line and Champions 2010;  Pre JOA process (strategic classroom); system and Process Additional conversation/job analysis enhancements; playbooks Owners funding  Candidate Assessment needs Strategy defined  Owner Identification within the  Infrastructure Systems respective  Shared Service Staffing project plans  On-boarding  Security and Suitability  Structured Interviews  Recruitment  Recruitment & Hiring Training for Managers  Candidate Incentives  Workforce Planning  Validate Need/Hiring approval  Reference Checks  Certificates of Eligible Candidates Workforce Planning Guide Guide managers in the process Completed Office of HR Funded with rec6/4/10 to prepare for the future of their June 2010 Services/Office existing 7 organization. Prepared of Human resources instructive materials in order for Capital them to understand the Management 2010 Hiring Reform Action Plan Hiring Reform Initiative: Section1(C)(1)(i-iii) and 1(c)2 Date: 08-01-2010 Provide OPM and OMB timelines and targets to: improve the quality and speed of agency hiring by: reducing substantially the time it takes to hire mission- critical and commonly filled positions; measuring the quality and speed of the hiring process and analyzing the causes of agency hiring problems and actions that will be taken to reduce them; and provide every hiring manager training on effective, efficient, and timely ways to recruit and hire well-qualified individuals Describe the barrier, problem, or deficiency being addressed: Hiring managers recruit and fill positions when the need arises. The need to fill a position is of infrequent and often few and far between . As a result just-in-time training and guidance is needed for every hiring manager to be prepared to make the absolute best hire in the least amount of time. Describe what is causing the barrier/problem (i.e., What is the root cause?): The process and timeliness of hiring has caused frustration among applicants/selectees and hiring officials in the past. Managers are focused on meeting program goals and have little time to devote to recruiting and selecting top talent. Understanding the needs and expectations of the hiring manager regarding the process, the role of the HR professional and their role. Management need be properly trained to take timely action of the referral list once in hand. Define success or the desired outcome upon completion of applied tasks: Success will reflect improvements in the quality and speed of the hiring process. Data is captured and evaluated to identify the hiring cycle time and the quality of the hire. Barriers to speed and quality are identified and a process is in place to develop solutions to mitigate, reduce or eliminate the barriers and implement identified process improvement. Primary Action Planning Team Lead: Sharon Banks, Deputy CHCO and Marcia Staten, Director of HR Services Members: GSA Lean Hiring Reform Team: David Price (CF0 Manager); Kenneth Shelbert (PBS Manager); Cheryl Paige (CPO Executive); Linda Chero (FAS Executive); Cheryl Ward (FAS Manager); Scott Connor (PBS Manager); ad-hoc HR professionals and hiring managers

rec6/4/10 8 Action Steps Budget, Start Responsible Resources, Date/ Actions to be Taken Key Deliverables/Output Party and End (Parties) Approvals Date Needed

Post data on MAX.gov 11-01- Office of the Funded with Capture quarterly hiring timeline data 10/11- Chief People existing from 3rd Qtr FY09 through 4th Qtr FY10 01/11 Officer, resources Office of HR Services Develop hiring timeline targets for FY11 2011 Hiring Timeline Targets 11-01- Office of the Funded with based on FY10 data 10/11- Chief People existing 01-11 Officer, resources Office of HR Services Develop manager survey to assess Semi-annual survey administered 11-01- Office of the Funded with satisfaction with the applicant pool to hiring managers 10/05- Chief People existing 01-11 Officer, resources Office of HR Services Analyze the results of hiring manager Develop an action plan to 11-01- Office of the Funded with survey address areas that need to be 10/05- Chief People existing improved 01-11 Officer, resources Office of HR Services

rec6/4/10 9 2010 Hiring Reform Action Plan Hiring Reform Initiative: Section 1(d) and (e) Date: 08-01-2010 Notify individuals applying for Federal employment through USAJOBS, an OPM-approved Federal web-based employment search portal, about the status of their application at key stages in the application process. Describe the barrier, problem, or deficiency being addressed: N/A Describe what is causing the barrier/problem (i.e., What is the root cause?): N/A Define success or the desired outcome upon completion of applied tasks: GSA integrated our automated staffing system (GSAjobs) with USAjobs in November 2009. All applicants are notified of the status of their application at the following key stages: upon receipt, whether they were qualified or not, if they are referred to the hiring manager or not, if they are selected or not. Primary Action Planning Team Senior Official Accountable for leading agency implementation of the 5/11/10 Memorandum : Marcia K. Staten, Director of HR Services Action Steps Budget, Start Responsible Resources, Actions to be Taken Key Deliverables/Output Date/ Party and End Date (Parties) Approvals Needed Notification through e-mail at 4 Completed GSAjobs Funded with Integrated automated staffing system points in the hiring process so 11/09 Team existing with USAjobs applicant is fully aware of their resources status.

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