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>> Good morning. During public service
recognition week, we want to thank you for all you do in
service to our nation. You and your colleagues are
being asked -- decreasing conflict issues for the American
public. These skills are more critical
than ever. For more than 50 years, OPM's
Center for leadership development has helped
government agencies meet their needs
through interagency classes at the federal executive
Institute in eastern and western management development centers
through a custom program. The lab that OPM, the
executive Fellows program and most recently, the fellow human
-- federal human resources Institute. There will be limited
opportunities to address questions.
To submit a question, submit it to the moderator using the chat
feature. We will have Q and day at the
end of the presentation as time permits, and thank you for
muting your phone. Our presenter today is John Gill
, deputy director at the Office of Personnel Management Center
for leadership development. As the executive in residence,
he is leading the effort for the Executive program
which brings private leaders to help agencies solve their most
pressing issues. The federal resources -- which
specific design and implementation are for the HR
curriculum. John began with the federal
government in 2013 as chief human capital officer for the
Department of Health and Human Services, responsible for the
development, delivery, and governance of agencywide human
resources, strategies, and program. He joined the federal
government with an extensive background in
the private sector human resources and administrative
services. His last position was with
Rolls-Royce as executive vice president of human resources for
the Americas. He was appointed Executive Vice
President and finally Executive
Vice President for developing countries and emerging markets.
John spent 20 years with Lockheed Martin Corporation.
He held human resources positions in the Aeronautics,
electronics, space, and information sector.
He was a member of the White House secret executive service
-- they helped shape the previous administration's 2015
order on Senior executive service.
John is a presser -- Professor
in human resources and is on the U.S. advisory board of the
University of Maryland business school executive program.
He earned his PA at Columbia University and his MBA at
Florida technical University. John? John: Thank you, and good
morning to everybody. Congratulations to all of you
who are part of this great government civil service that we
are all a part of. I am not sure exactly who is out
there on this call right now. I am going to envision that
there are many federal HR professional colleagues on this
call. I would also think there may be
some managers and employees that either get support from HR or
are doing business directly with HR, that may be participating in
this as well. I am glad that both groups are
on, because there really is -- it really is about both our HR
profession and the delivery of great service into the agencies
we support. I am happy to have both groups
here. To hour HR professionals and my
colleagues, what if there was a center of learning for our
profession that was designed by the best in the
government, both OPM and the agencies, and when
you looked at it it gave you a clear understanding of what you
needed to develop to be all that you could be, whether you were
in staffing or performance or ER or LR or any other specialty
area in the HR profession? It was not only understanding
what you needed to develop for your current position capability
, but equally so future positions you aspire to.
Where education and learning was specifically lined up to where
you are in your career grade to grade.
It would be a great place for us to be. To our colleagues in the
business, what if the quality of the consultancy and
administration and
problem-solving capability we brought to you as your HR
partners would reach higher levels than you enjoy today?
Both of those things are at the foundation of what we are doing
with not only the federal HR Institute but the overall HR
capability improvement program. I am going to talk to you about
both of those things here over the next 20 minutes to a
half-hour. I will leave sufficient time at
the end so we can have some Q and a.
The first thing I would like to do is give you a perspective of
-- bear with me a second here. A little bit of context.
A little bit of a historical play, but it is quite important
for each of us to understand. Back in 2012, I guess it was,
around 2012, there was a
governmentwide strategic workforce planning methodology
that was created through which agencies and the Chico Council
could identify occupations and competencies where staffing gaps
or capability in those occupations, if not where they
need to be, could jeopardize the ability of the government or
agencies to accomplish their missions.
There was a deep analysis done over probably about 18 months,
identifying those mission-critical occupations and
frankly, one of those was our HR profession.
That is the good news. What it essentially said to us
is we have a very important role to play in terms of overall
mission performance, along with the other five mission support
organizations. That was the good news.
There was progress made from 2012 to 2014, 2015, make no
doubt about it. What we were finding and
observing is that most of the measures we had continued to
show us not at the level we needed to be as a community.
It really kind of became very
forthright and visible as the
Government accountability office one about their audit processes
on mission-critical occupations
and declared us as a high risk profession, which meant that we
needed to attend to improving our capability in a number of
different ways, including our skills and competency levels.
We faced that in 2012, 2013,
2014, and into 2015, and there was progress that was made.
We remained in a place we did not want to be, nor could our
agencies tolerate us being with regard to overall competency.
Around about 2015, there was a change in approach.
At this point, the way I would describe it is that agencies
were looking to OPM to lead the
effort with respect to the overall capability improvement
program for the HR practice. There were a number of Chico
colleagues along with myself that suddenly kind of came to
the stark realization that in fact, while OPM should be
centered leading this effort, the real engagement needed to
happen with the agencies where 90% of the HR practitioners
lived and worked and provided services anyway.
A very distinct change happened in 2015 leading into 2016.
What was established was a highly networked, cochaired OPM
stroke Chico group that began a very deliberate approach to
really getting at capability and skills growth within the federal
HR community. When I say very disciplined and
structured, that is an important thing for you to understand.
In some of our early sessions, it was all about, let's put
some training in place and things
will be fine. What we determined based on the
way that we established the approach to this, we did some
significant data analysis first. When you look at the very first
piece of the work that was done in 2015 and 2016, you will see
workforce and data analytics clearly standing out on the left
side of this chart. Before we jump to conclusions
around putting training together , we needed to make sure we
understood where we were relative to a profession at
large, in terms of our organization constructs, the
relative skill levels at each of the agencies and within each of
the specialty areas. Then and only then could we use
that to determine through a root cause analysis process what we
needed to do to make some changes to how we were going at
this growth program. When you look at that slide,
when I said earlier that this entire effort has been co-led
and cochaired, it stands up in these four blocks as well.
There was a cochair at the top of this block and in each one of
these work screens, they were co-led by an OPM official and a
Chico. This has been much --
as much an outside in as it has been an
inside out collaboration getting this methodology in place, and
that is really important to understand.
Having sat in an agency for a
number of years, I certainly saw this is a really great way to go
at building a highly networked, fully approached network.
We came out of that workforce and data analytics work and
learned a number of different things.
What we did learn was that we had inconsistent techniques for
making selections and measuring performance in our agencies, for
HR practitioners. We clearly had inconsistent
training and investment in training and content of training
across our agencies as well. Based on that analytical data
and some recommendations that were made, we held a meeting
with the Chico community in May of 2016. We were off-site at the
Department of Education. There were 18 of the 24 Chico
agencies at the session, including our OPM colleagues.
There was some really fundamental points of principle
that came out of that discussion that we have now, we are now
building our whole concept of operation around.
One was, let's apply a common
set of technical competencies across HR, particularly
beginning in the title V five
environment, which the majority of us play in.
That being said, there is
significant work equally done in other titles such as DOD and
Homeland Security NVA -- Homeland Security and DA.
-- V.A.. We wanted to make sure we were
looking at competencies that could transcend any agency with
respect to fundamental technical competencies, with an idea that
on the edges, 10% to 15% would have to be tailored by each of
the respective agencies who may have been dealing with a number
of specific authorities. It is very important, and that
is the agreement we came out with, with OPM at the time.
The second thing we said is we expect OPM to develop a common
core curriculum for developing and assessing those technical
competencies. We will use that across the
whole federal HR space. We expect you to lead in the
production of those courses and make them available to
departments for credentialing and individuals for
credentialing. This was May of 2016.
It was a very important -- in fact, I would call it kind of a
watershed meeting that we held for that five or six hours.
What it really said is there is
an 80% solution that could be standard across the entire
federal HR professional workforce, which is over 40,000
people. There will be tailoring on the
edges. What we want to see is a level
of core development based on a
new look at competencies, and make sure that we were
constructing the competencies associated with each of the
specialty areas in a way that led to the HR professional of
today and the future, not from 20 years ago.
So when you look at this particular chart, we immediately
went to what is called in the titling recruitment and hiring,
but that first bullet talks about the refreshing of the
competency models. It was an important launch place
for us to jump off of for the overall capability improvement
program. What has gone on and continues
to go on through our policy at OPM, with a highly networked
group of subject matter experts, RA refreshing of the competency
models. Given the fact that staffing is
the longest pole in the tent and carries a weight
higher than any of the other HR specialty areas
as it relates to agencies' impression for the quality of
service for HR, we said we will start with staffing.
The development of the competency models began with
that specialty area, carrying on with all the other ones as well.
The important piece of that is that we did not jump to
development until we really understand where our root cause
issues were with respect to skills and capability gaps.
We then did a very deliberate, deep look at refreshing those
competency models and not looking at them.
He threw the idea of a federal HR professional, but that team
worked in the private market as well in the general industrial
environment, and used those to develop the competency models.
Only when agreed by the steering group, those models would go
into place. It is very important leading up
to the discussion we will have on FHRI for you to understand
that that was the underpinning of what we were doing.
So bottom line there is that it was a highly engaged, and
continues to be a highly engaged human capital office.
It is center led right OPM, both the policy shops including
systems and accountability in HR solutions where I sit and we sit
with FHRI. It is all about building a
continuum of learning for HR professionals to advance
themselves and their agency missions.
When I talked here about refreshing competency models,
those of you, and there are probably many on the phone who
know how all of that works, one of the things that is really
important that we learned as we needed to get more detailed at
the overall competency modeling framework.
So it was both the technical aspects of the competency
models, but through the root cause analysis we learned we
needed to pay some attention to not only the technical Accomack
Circle -- acumen of our colleagues, but there needed to
be some and that it business
acumen -- embedded business acumen as well.
As we build the curriculum around each of the specialty
areas, it is about technical competencies and equally so,
understanding competencies associated with customer
service, influencing and negotiation, interpersonal
skills, planning and evaluation that are going in and being
built into the specialty areas as well.
So what does this look like in terms of a first blush
competency model? This is going to be a two-year
journey. When I will show you is where we
are with the staffing specialty right now
, with the six or seven in training coming behind it.
It will give you an idea of what I mean here.
If you look at the technical competency model for staffing
specifically, you will see that it has a range of competencies
that begin at GS five. Even at the GS five, a point of
view that an entry-level person coming in needs to understand
these things, only at the awareness level, but quickly
needs to move up to have a basic knowledge of these at the GS 7.
You will see the continuum of development that moves from left
to right on each of these particular competencies.
The curriculum is built to be able to be -- to be able to
develop those technical competencies at the right level
for where the individual sets, and not jump around and have
someone who is a GS 13 entering at the entry level to do a
topical course, but AGS 13 having the ability and through
this learning, being able to be at a level of proficiency and
certification and certification in selection that is an advanced
level. The curricula lines up specifically to the now approved
competency models that are being put in place by the policy shop
in conjunction with the subject matter experts in the agencies.
So you look at that and you say, how do you take that and move
that into an overall curriculum, if you will?
I am going to show you what the continuum of learning looks like
for staffing. This is about 20% of where we
are going to end up. Relative to the overall federal
HR Institute curricula at large, this is the curricula for the
staffing specialist. For those of you who have looked
in HRU in the past -- where we
are focusing at this point is up through the fourth stratum.
To the strategic level. My point earlier about not just
having individuals who have some technical foundation on federal
hiring processes at the foundational level at the GS
five stroke seven, but we have also said that because of where
even fives and sevens need to be relative to proficiency levels,
that we are going to build this into the foundational part of
this overall curriculum. So you will see there both
technical pieces of this, like staffing programs for special
populations to the far right, all the way to the other side
that talks about foundations of service excellence, what does
the engagement look like from a customer focused standpoint?
You will also see to the very far left, the importance of
having that entry-level person understand where she or he and
their particular specialty, in this case staffing, fits in
relation to other components of HR.
I am going to talk about that for just a second, because it
probably passed by quickly. If you looked at this and said,
this is a staffing specialty, what you will see three quarters
of the way down is labor law. Ultimately, each of you who are
staffing specialists will grow to much higher levels of
proficiency in that. What we are saying is that even
in the beginning, that staffing specialist and a five or seven
should understand, and we want to show them how their
particular functionality fits in relation to other parts of the
functional domain in which they are operating.
You will see the same thing happened further up in the area
of compensation. What are we doing from a
compensation practice standpoint that would be germane to doing
your work as a staffing specialist?
The important thing I wanted to impress upon you hear that we
have said, and when I say "we,"
this is not my office, this is the combination of the network
community of subject matter experts from the agencies
working with the policy groups on the competency modeling, and
many of the same subject matter experts from the agencies and
other subject matter experts working with my team in making
sure we are building this capabilities at the earliest
level of an HR person coming into the federal community.
I wanted to just impress that at the foundation level.
You will see the same continuing -- continuum of learning left or
right as you move up the slide as well.
When you look at this, below that yellow box there are 22
courses that are there right now. There is a couple of other
points I want to make that are quite important.
When we set out to lay this curricula out, specifically for
staffing, but as points of principle with the steering
committee, not all courses need to be instructor led.
The way people learn today is very different than 20 or 30
years ago where everything had to be in a classroom.
There will always be an important part the classroom
place, particularly as you are doing group work and forms of
stimulation or workshops. Even those are revolving of a
time. What we have said to our design
specialists is as you are looking at these, we want to do
deliberate work on the substance for sure, which is where the
subject matter experts come into this, but we want to use as much
as we can emerging design technology to develop and
produce the courses. When you are looking at this
list of 22 courses coming up, you will see essentially there
will be some that will be instructor led, some will be
web-based completely, some that will be blended solutions, and
some that will be broad webinars, if you will, where
there will be instructor's playing it. The long-term in my
view is that we would see many of this
courseware as it becomes solidified as the curricula for
HR in the federal community to be apt enabled, so that HR
practitioner sitting out there in Boise, Idaho, for instance,
dealing with a particular problem, she may be able to
connect and be totally tied into the specific subject matter area
in which she is dealing with the problem, be able to isolate and
pull up running rules and methods of engagement, and
longer-term actually have a social system that is specific
to that that can help her with that, that are federal HR
practitioners. That is the long-term play we
are looking at with this. The other thing I would say that
is actually quite important in the curricula itself, as I have
just talked, we are moving toward
much more of a technology enabled approach long-term.
The other thing I would say -- and we learned this, and it was
a lesson we probably knew to begin with -- we conduct pilots
on every one of the Neil Gorsuch that come out.
We were conducting a -- courses that, out.
We were conducting a pilot and we had a superb instructor in a
particular course. He was very versed in
instruction system design, but
did not have the subject matter expertise in the subject we were
talking about. He had a general understanding
of it. We had 16 HR practitioners in
there, at range from GS 11 to 14. The course lost credibility
because well he was a good standup communicator and
presenter, what the class also needed to know where the stories
behind the slides, and understanding
of how they may be able to apply this in their
workplace. We have made a very specific
call that any course that is taught in the federal HR
Institute will be taught by a federal HR subject matter
expert. Not necessarily purely
from OPM, because there is some expertise
I have had the pleasure of learning about since I have been
in this side of the patch, that are sitting in the agencies who
are deep in technical knowledge and have tremendous ability to
be able to get up and communicate.
You will see long-term, the federal HR Institute adjunct
factory made up of subject matter experts of the agencies
and OPM, and they will be the teachers of these courses.
That is the lesson that we learned and equally something as
I have talked to colleagues and said, do you want to do this?
They said, heck yes.
It is an opportunity for them to step out of their day-to-day
work and take two days running a training once a year or twice a
year that gives them a refresher , and equally so, a perspective
of what is happening in other parts of the government as well
, because more often than not, that cohort may not be a cohort
but may be made up of HR professionals from other
agencies as well. There is a learning process we
will be building into this as well. The point I want to
make is that this curricula was built off of
this technical and general competency structure.
It is both a content of technical and general skills
that we are building, beginning at the foundational level, that
runs up on a continuum of learning from left to right,
such that by the end of your series here, you should be a
fully functioning HR practitioner at a more senior
level in the government. So I am going to just jump here
really quick to where we are with this particular set of
courseware right now. As I said, we used staffing as
the stalking horse for proving out the concept of operation
here. We have determined as a collective, both OPM, the
employee services organization, and HR solution that this is the
right way to go, highly networked
, stay connected to the agencies, bring the agencies in
get good practical perspective. Ring the agencies in on the
learning development side as well, who have proven to be
extremely powerful in this. When you look at this staffing
specialist curriculum map and this technical proficiency
level, just to give you a scope, there were in excess of 170
subject matter experts that participated in that work over
the last year or 2, 14 months or so.
The majority of them were not from OPM.
They were with agencies participating as subject party
experts -- subject matter experts and HR policy.
While it feels like it is taking a long time and all of us would
like to go faster, the methodology in my view is right.
This should not be done in a vacuum.
It is not being done in a vacuum .
It is highly engaged, highly networked.
This is how it will come to an
end for our 40,000 colleagues across the government.
Today, as I might have mentioned, we have 18 of the 22
staffing courses up, which means that
they are open and available for registration output --
registration. I will put the registration
schedule up in a minute, talking about the instructor led
training. If you had seen the previous
chart, you will see a lot of those that are web-based and up
and accessible right now. When you look at them, it is
important to take a look at them , and where there is a
recommendation that says before you take this course you may
want to check this web-based training out and make sure you
have good grounding before you go to this, kind of like a
prerequisite if you are in a university.
Not necessarily mandatory, but it is good guidance to make sure
you have good grounding before you go into the next course.
That is where we stand with the staffing curriculum rollout.
We expect to have all of these out by September.
That would end up having the curriculum for staffing, which
again is but one of a series of curricula that will be stood up
across the entire HR specialty arena.
When I say that, as an example, I will show you that it is both
staffing and classification and HR development and a number of
other ones. Staffing is about done.
We have about three to four months to produce the final
courses on the bottom piece, but that will be up and running.
I will just spend a minute here talking about what we have said
is important. In the beginning, it was about
organization performance. It was about taking our
capability to the next level in support of the missions and
agencies we were providing service to, and that service is
broad reaching. Administration services,
consulting services, policy services, problem-solving
services. What we are doing with FHRI is
getting really clear on what that looks like as a federal HR
repetition or. -- practitioner.
If you are a staffing person or learning and development person,
that way of engaging with the business that you are supporting
is really important, and we are designing these courses for
immediate application to do that from both a technical standpoint
and also a business acumen perspective when you enter back
into your work environment. I have already mentioned we are
moving much more towards a technology enabled environment
looking ahead. You will see more things that
are technology of simulation. We will be doing much more of
that. You will see the use of apps so
we can deploy these capabilities more broadly.
90% of the professional HR practitioners do not sit in OPM
or in Washington, so we have to make sure we can engage more
robustly with our colleagues that are around the country
, and that they have ready access and
just in-kind access to the coursework at well -- as well.
What is equally important is that by virtue of doing this
inside of the government, we have
the tremendous advantage of being on top of things quick.
As opposed to waiting for something to get more broadly
out into the public domain and interpretation out there, we
can work with our policy colleagues
and understand the regulatory environment at a deep level, and
look at the implications of those things with respect to not
only the compass see models but new learning -- competency
models, but new learning when you to put into the courses and
adjustments to the curricula we have.
That is an important piece to move towards a more agile
learning environment for HR colleagues.
Equally as important, if we are
doing this right, we should be preparing for each of our HR
colleagues, a roadmap of development and continuum of
learning for them to work with their managers and supervisors,
and for their managers and supervisors to say, if you are
aspiring to move in this direction or take your
performance to the next level, why don't you take a look at
enrolling in this course? It might be quite good for you,
given what we understand around the continuum of learning with
this curricular framework being set up.
That is very important from my perspective.
It was, as I was looking at it from an agency standpoint,
equally as profound as I sit here at OPM today.
Looking ahead, as I said, the
web-based training are up and available.
I will give you the sites to get to that.
There is the formal instructor led schedule as well.
We still have space available for June sign up on some of
these courses. We limit the course size.
We are not doing more than 25. We will lose the
richness beyond that, so we are capping those at
25. We can do some adjustments, but
take a look at these and the schedule of these, and get
inside the FHRI website to understand more deeply with this
courseware is about. And then lastly, what is ahead?
As I said, we are now -- there
is an adjustment here. This should read "18 courses
delivered by -- and this is an older slide -- "18 courses are
up and running now." We have an additional four to
go. From classification ER and LR,
we have outcomes that will occur by the end of this year, and
those will be up and running completely by the end of 2018.
Looking ahead, we have HR development, HR systems,
benefits and compensation, competency modeling methodology
, and equally so we expect that we
will add to this framework and HR business partner specialty
track as well. This looks, as I am looking at
the slide, likes a dated slide.
I am going to ask that we get this replaced because there are
some adjustments to the schedule here.
I will make sure that gets out more broadly with the document
we put out for folks to be able to grab and use inside their
agencies. If we could make sure to put the
updated slides, that would be appropriate.
I would say that in any of these, as I have described the
staffing curricula and competency modeling, we will
follow the same methodology we used for the staffing area for
the other specialty areas. Deep competency and analysis
using a highly networked approach with agencies, clear
task job analysis coming out of that, and a highly networked
subject matter expert to deal
with the curriculum development of each of these areas from a
courseware standpoint. If you go to the next slide,
where I could really enjoy as I have to this point the
participation of subject matter experts across all of the course
development that will happen in the specialty areas, the
participation of many of you in that process.
And for that, there are all kinds of things we can do with
respect to getting you involved early, playing with the pilot
programs, helping us with those. Equally so, getting some level
of credentialing coming out of the pilot process and equally so
, as I talked about looking for building our edge on faculty
team here for the courseware coming up ahead, and equally so
for the staffing specialty curriculum. The other side
more specifically for your agency leadership,
while we have individual course placing on a per individual
basis, we are looking at putting custom programs together, not
only for a particular cohort in an agency, but equally so we are
able to adjust some of the costs based on use of classroom
space, faculty members from those
agencies. There are some things we can do
for Custer fine -- customizing
something specific for an agency.
We have a couple of agencies who I've said, if you want to be a
launch partner because this is just becoming live, the staffing
specialty curricula, and you want to watch with us and put a
cohort together and have that cohort work with us in terms of
active participation in the classes, and gaining
certification from this classes, but equally so being able to put
a customized program together where you may want to blend one
or two or three of the courses together, particularly where
they are what is called scaffolded classes where you
want to take a web-based class before the instructor led class.
We can put the program together for two to three launch agencies
moving forward. With that, I'm going to stop.
It is 11:42 now. We have 18 minutes, and I would
be happy to open up the questions.
John: I see questions here. I will go from bottom to top.
From a couple of our
colleagues, is the slide show being mailed
to the participants? Yes. We will adjust that forward
schedule that we just showed is a dated one.
We will make sure that becomes part of that.
There is a question here, can
the curriculum map be used as a career map too?
The answer is yes. The way that we think about it,
and one of the reasons we have worked so closely with our
colleagues in the policy shop,
is to make sure that as they have looked at the competencies
and proficiency levels of those competencies as you progress up
, FHRI is using it to help determine the continuum of
learning we need to put together.
These ultimately will become the career maps as well.
They are much richer than we have seen before.
I think the team has done an extraordinary job with that.
I expect these will become a much more informed way to move
your career. I would also say -- and we have
had this conversation in a number of different places -- it
could very well be, and many of us have grown
in different ways, Brett is important -- bre
adth is important. While you are sitting there as a
GS 11 or 12, say you are a staffing specialist right now.
You have got a little bit of a taste of labor relations and you
say, that world is one that is attractive to me.
I am wondering what I might be
able to do to get a little bit more knowledge in that.
There is absolutely no reason whatsoever that working with
your manager and with the subject matter experts and with
our own internal services, to go pick a good class for you to be
able to jump into and take a look at from not only a survey
standpoint, but build a little capability in that area.
It may be that the agency you are in, there is a real
integration and interrelationship between
staffing and Labor Relations. I am making that up as a
supposition, but there very well could be.
The end game is all of this curricula, which in the end I
would envision being somewhere between 65 and 75 courses across
the range of specialty areas I have just described, to be able
to move around, navigate, see where that course fits in terms
of the continuum of learning for that particular specialty area
you may not be a part of. If you think about it as I begin
this, kind of the center of learning, whether you want to be
a staffing specialist for life or not.
If we know a subject matter
expert, how do we referred them to HRI?
Email any of the individuals on the left, and I will put a note
because Meg has been our go to person.
Make Bowman is noted here. Please get it to Meg.
She is working with our colleagues across the government
now, and she is the one that is the keeper of that broad
family. By the way, just as an aside,
there was a fairly prestigious award that was just given out.
It is a training technology award that is called the Hermes
award. The staffing curricula received
an award in conjunction with our outside contractors who did the
instructional system design. What I would say to any of the
individuals on the phone that participated in the subject
matter reviews and the pilot processes and the inputs back
from that, whether it be the SME work
, with the competency models or the SME work developing the
curricula, thank you. It was that part of the effort,
along with the technical design process, that may that be a
high-value competitive position for that particular award.
My point there is subject matter experts are extremely critical.
I really want active
participants in this. We are ensuring we get input
from the agencies. It is also good for those
individuals. Let's see. I am trying to get to -- it is
cut off here. How do we access FHRI and is
there a cost? You can access it. Meg or Charlene can get you
access. Your federal HR colleague, you
can certainly participate. There is a cost.
These are fee for services courses.
To be clear, this is a several
million dollar investment being made
where it is extremely competitive compared to the
marketplace. It will lead to not only a whole
system development, but if we do this right we will get some very
important measurements of performance outcomes from
knowledge application as well, and equally so, performance
outcomes in relation to mission support.
There are some other aspects held into the courseware that
are important for us so we continue to invest in moving
this whole agenda forward. The course costs are listed on
the website , and they range from
a couple hundred dollars to $450 or $500 for web-based training,
all the way up to $1300 or $1400 for a longer-term instructor led
training course. That is the general range.
They are noted on the website.
A great question. Can we pay for our own courses
or doesn't it have to come from agency funding?
It does not have to come from agency funding.
We had a healthy conversation on this a week or two so ago.
We are still thinking that through. If you are a federal HR
practitioner and you want to participate in this, I would
certainly make your manager aware of this.
I do not see any preclusion from doing that.
What I will do is on that question, I will get that
confirmed to the audience over the next week or so and share
that back out with this particular web-based participant
list. And this one is learn more of
this effort moving forward, great. This is Pamela Sanchez.
Let anyone of us know that.
Rab
, as noted on the left, he is our registration guru.
He gets you in the system,
handles the transactional process of getting you
registered for the class. He deals with the budget related
matters. He is an important person to
know and keep his phone number if something gets goofed up.
Charlene and Meeg are the program management folks with me
and they can give it a broad swath of how you can
participate, as can I. Feel free to call any of the
three of us. I would start with Meg and
Charlene to get your perimeter questions answered.
-- luminary questions answered. -- preliminary questions
answered. It looks like I have gotten the
questions answered. I do not see anymore here.
And so with that, I can give everyone back eight minutes.
The only take away I would say -- or give you, is a couple of
important points. This program, the FHRI
Institute, is an important but not the sole reason for doing
this work. In fact, this is about your own
development, your ability to perform at your highest levels
for mission accomplishment. That is where this all began.
We were defined as a mission-critical occupation, and
what we have done as a collective over the past few
years and will continue to do, is put vehicles in place that
allow us to be all we can be as individuals in our agencies
, for the agencies, as well as take
our own career to the next level.
This is built by federal HR subject matter experts,
delivered by federal HR subject matter experts for the HR
professional environment of the government.
With that, I will close up.
Thank you all for jumping on today.
If any other questions pop in, we will get this back out to
you. We will get those responses out
to you. I think we will be able to do
them generally, so if a question comes in, we will response to
the question and give it in due course to everyone on the call
today. Thank you very much.
>> We want to take this opportunity to thank you for all
you do in a -- in service to our nation, and taking the time to
attend this workshop today. Please visit our website at
leadership at OPM.gov. If you would like additional
information on our programs and services.
Please provide your email address in the Q&A pod as
provided during the webinar. Thank you.
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