The Institution's Human Capital Plan is a living document that will be routinely evaluated and updated as the Smithsonian's strategic plan and objectives continue to evolve. Strategic human capital management ensures that human resources are used effectively and that they support the Institution's vision and mission. The Smithsonian's Human Capital Plan (HCP) directly supports and aligns with the Institution's Strategic Plan.
These five components align with and support the institution's mission and strategic plan, goals and objectives. A clear understanding of the institution's unique charter and functions is fundamental to managing Smithsonian operations, including human capital activities. This unique character is reflected in the institution's workforce, the overarching characteristic of which is its public and private character.
To bridge that pay gap, the Smithsonian investigated whether the institution's employees would be covered by the Federal Secret Service.
S TRATEGIC A LIGNMENT
Therefore, human capital is included not only in the specific human resources section of the Institution's strategic plan, but also as a supporting factor for program areas. For example, there are performance management measures in both human capital and programmatic objectives, such as exhibitions, education and collections. These and other human capital metrics that support the institution's strategic goals and performance objectives are tracked, reported, and used to demonstrate results.
These include both data points (number of on-the-job injuries and illnesses, percentage of performance appraisals completed, employee satisfaction level, etc.) and project management schedules and timelines (PeopleSoft system implementation schedule , executive search progress for job vacancies, compensation review plan, etc. .) The data has helped the Institution take positive actions, such as identifying areas to increase employee satisfaction, making adjustments to reasonable to improve return to work from workers' compensation, holding organizations accountable for performance management, etc.
O RGANIZATIONAL A LIGNMENT &
W ORKFORCE P LANNING
The current overall organizational structure implemented in 2004 arose from a rigorous look at the institution's structure and reporting relationships. Before then, the institution lacked a Chief Operating Officer, and the major administrative areas – facility management, financial management, personnel management, information technology – all reported directly to the secretary. Recognizing the need for strong central oversight of these critical functions, the Secretary created the position of Deputy Secretary/Chief of Operations to manage the institution's central administrative functions.
As part of this alignment, the institution created the position of undersecretary for arts and moved all arts-oriented units to that organization. The Under Secretary for Science organization was also strengthened by aligning the National Air and Space Museum with the science department, bringing together all the units focused on goals outlined in the Institution's Science Strategic Plan. These actions allowed the institution to achieve its goal of creating an aligned and efficient organization.
The office is evaluating its current organizational structure to reflect the institution's commitment to client service while demonstrating the importance of new initiatives and more analytical approaches to human capital management. The operational review process was introduced in 2002 and its policies and procedures are documented in the institution's budget manual and system of directives. The operational review is a method used by the Secretary to review the organizational performance of all Smithsonian organizations and to facilitate top management communication about the institution's major programs.
The reviews themselves focus on how well an organization is doing in advancing the institution's strategic plan. The performance goals, set forth in the institution's budget documents and in the Secretary's Objectives, are linked to the institution's strategic plan, and the Secretary has established specific measures that must be tracked and reported. A strong foundation on which to secure the Smithsonian's future depends on aligning human capital resources with the Institution's strategic goals.
T ALENT
In terms of timelines, the institution has established a 45-day employment model as our goal for the Federal hiring process, and has implemented an automated tracking report to monitor and measure progress toward meeting this goal. The institution also has begun surveying elected officials about their feedback on the quality of candidates drawn through the recruiting process, and the Smithsonian will begin using those results to determine whether there are occupational groups where recruiting improvements could be made. . Additionally, as part of the ongoing review of HR practices, the Institution is looking at recruitment practices and policies to determine where process re-engineering can take place.
The institution has initiated a training needs assessment to determine where critical needs lie in this area and a comprehensive action plan will be developed following a needs assessment analysis. This will ensure that the training and development programs build the specific competencies that the Institution is looking for. Also, the Institution has already started using salaries for the organization of its business ventures.
Foster an environment free from discrimination and in which all employees can use their diverse talents in support of the institution's mission and objectives. As the Institute advances the country's understanding of the mosaic that makes up America's national identity, the Institute also demonstrates its appreciation for diversity at all levels and in every aspect of its activities. The institution's approach is based on maximum inclusivity, collaboration and respect for the uniqueness that a diverse workforce can bring to any successful business.
The institution remains committed to its diversity efforts as it increases productivity, broadens perspectives, improves morale and fosters creativity. The institution has identified required training courses that focus on educating employees, supervisors and managers about these important workplace issues. The institution systematically sends all new employees to POSH shortly after employment, and at least once every three years during their employment with the institution.
R ESULTS- O RIENTED
P ERFORMANCE C ULTURE
The institution has embarked on an initiative to redesign its entire performance management system, including processes at executive and staff level. The institution will continue to provide performance management training to managers and supervisors to provide them with the latest policies, procedures and information. Based on the proposed legislation on civil servants, the institution anticipates that there will likely be changes to the federal salary structure in the next five years.
The institution's current performance management efforts will result in a stronger performance management system that can be used to support a pay-for-performance compensation system. Potential pay-for-performance target dates are included in the human capital action plans, and the institution recognizes that these dates are likely to change as the proposal moves through the rulemaking process.
K NOWLEDGE M ANAGEMENT
The institution has begun implementing its first ever institution-wide systematic succession management program. The program structure, designed and developed over the past year, was approved by the Board of Regents, with the first participants starting during 2006. The training will be competency-based: An overall management competency model is being developed (including general generic management competencies such as as well as institution-specific), and each targeted position will also be analyzed for specific technical competencies that would be required.
The Smithsonian will also build leadership development programs and courses that support the development of its leadership competencies. These programs will also encourage the sharing of knowledge through the development of a Smithsonian leadership culture. The Smithsonian Institution has already taken many steps to address its human capital challenges through the variety of human capital initiatives already underway: succession management, process redesign, workforce analysis, competency development, performance management, etc.
The institution will continuously evaluate its performance in achieving the goals and objectives described in this plan and measure its progress towards achieving long-term results. A robust succession management program for targeted positions; measure: number of candidates for succession; evaluation of the competences of the successor candidates. Additionally, other performance measures (such as project milestones, hiring timelines, training, evaluations, etc.) will continue to be monitored and reported to the Deputy Secretary on a monthly basis.
Metrics required in the strategic plan, annual performance plans and operational reviews will also continue to be monitored and reported.
A PPENDICES
Main Functions Human Capital Accountability Tools
Accountable Official/Group
Action Officials/Group
Develop and implement policies, procedures, standards and systems to achieve specific objectives of each OHR department. Review HR policies and practices to ensure the identification and elimination of barriers to equal employment opportunities. Operational reviews Secretary Deputy Secretary, Under Secretaries, Director of Policy and Analysis Oversee and monitor. progress on internal OMB scorecards Liaising with OMB on scorecard issues Oversees performance reporting as part of the budget process.
Action Officers/Group Officers/Group Supervises, directs and. executes all delegated authorities related to human resources. Ensure that the selection, development, training and practices of unit personnel are consistent with established principles and policies.
Create and implement an organization that aligns with the overall institutional mission and strategic plan and facilitates the most efficient way to accomplish the institution's work. Create and implement a system of operational reviews to ensure organizational performance in the new structure. Began development of competence model for specific mission-critical subject areas: financial management, IT and human resources.
Develop and maintain critical skills required to meet current and future business needs through timely, effective training and development linked to competencies. Identify, develop and promote the use of policies and programs that improve the work environment, such as pay for performance, pay banding, recruitment and retention incentives, etc. 2008 – Potential deadline for finalizing the pay for performance transition plan (subject to civil service legislation – requirement and/or date may change during the legislative process).
Develop a performance management system that differentiates between high and low performers, links individual/team/unit performance to organizational goals, and motivates and rewards staff for high performance. Develop integrated succession management and leadership development programs that build necessary leadership skills and enhance knowledge transfer.
Fiscal
