INVENTORY OF ONE HR WORK, ROLES AND ORGANIZATIONS AT John F. Kennedy Space Center

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INVENTORY OF ONE HR WORK, ROLES AND ORGANIZATIONS
AT John F. Kennedy Space Center
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Kennedy Space Center Organization Chart
OFFICE OF THE DIRECTOR
CENTERWIDE MANAGEMENT COUNCILS/BOARDS
EXECUTIVE STAFF OFFICE
EQUAL OPPORTUNITY OFFICE
CAPE CANAVERAL SPACEPORT MANAGEMENT OFFICE
SPACE SHUTTLE PROGRAM LAUNCH INTEGRATION OFFICE
OFFICE OF INSPECTOR GENERAL
ORBITAL SPACE PLANEPROGRAMOFFICE
WORKFORCE AND DIVERSITY MANAGEMENT OFFICE
PROCUREMENT OFFICE
EXTERNAL RELATIONS AND BUSINESS DEVELOPMENT OFFIC
E
CHIEF COUNSEL OFFICE
OFFICE OF CHIEF FINANCIAL OFFICER
SPACEPORT ENGINEERING AND TECHNOLOGY
LAUNCHSERVICESPROGRAMOFFICE
SPACEPORT SERVICES
SHUTTLE PROCESSING
INTERNATIONAL SPACE STATION/PAYLOAD PROCESSING
SAFETY, HEALTH AND INDEPENDENT ASSESSMENT OFFICE
INFORMATION TECHNOLOGY COMMUNICATIONS SERVICES
05-05-03
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Human Resources Office at Kennedy Space Center
 
 
Development Program 
HR Boards Committee 
Position Management 
Knowledge Management 
Recruitment 
Retirement 
Employment 
Cooperative Education Program 
Personnel Records and Processing 
 
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HR Office Responsibilities

• Workforce Diversity Management Office and Staff
• Director Richard Arbuthnot
• Acting Deputy Director rotational position for
  Center executive development efforts
• SES Program Manager Denise Catone
• Technical Assistant responsible for center and
  agency HR and HR/IT projects (e-payroll, NSSC,
  etc.), represents Director Michael Hill
• Competency Management/Knowledge Management
  Specialist Richard Stevens
• Labor Relations Specialist James Thompson
• Responsible for the centralized development,
  administration and integration of the Centers
• NASA Human Resource Programs. Collaborates with
  the Equal Opportunity (EO) Office for
• the furthering of EO goals in employment,
  development, advancement and treatment of
• employees.
• The Staff Office provides policy and staff
  advisory services. This includes, but is not
  limited to supporting the Senior Executive
  Services Program, providing a point of contact
  for Labor Relations issues, developing or
  modifying human resource policies, issuing
  periodic communications to employees and managers
  about a variety of human resources issues, and in
  providing administrative services for Workforce
  and Diversity Management, Equal Opportunity, and
  External Relations and Business Development.

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HR Office Responsibilities

• Human Resources Management Development
• Chief Frank Nesbit
• Deputy Chief manages non-training functions
  Louise Boyd
• Lead HR Specialists - Dan Mangieri, Dave Wilson
• Training Officer James Norman
• Develops, implements and administers human
  resources programs for position management
• and classification, employee relations,
  labor-management relations, training and
  development,
• recruitment, internal placement, competency
  management, and awards and benefits. Also
• manages and oversees Agency contracts for drug
  testing and relocation services programs, and
• a local contract for human resources and training
  support. Provides assistance, coordination
• and oversight for Change Management activities at
  KSC. Plans for, manages, and executes
• the Centers awards recognition program.

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HR Office Responsibilities

• Workforce Planning Analysis
• Chief Ron Kent
• Lead Budget Analyst Dicksy Hansen
• Human Resource Specialist (Detail Assignment)
  Dave Wilson
• Management Analyst Cricket Stevenson
• Personnel Data Management Specialist HR tool
  development Jeanie Hoyle
• Serves as the central point of contact for civil
  service workforce resource management,
• including strategic workforce planning and
  analysis, and the alignment of organizations.
• Responsible for all official reporting of
  historical or planned workforce strength and
  provides
• program management for the Center's Civil Service
  full time equivalent and labor distribution
• programs. Performs requirements definition and
  contractor oversight needed to assure data
• integrity within automated human resources
  systems. Provides a variety of studies and
• advisory services related to workforce data
  analysis, transmittal and storage.

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HR Office Responsibilities

• 3.1 Ensure continued, active and innovative
  operational support in Human Resources
• Performance Indicators
• KSC Competency Assessment. Reduce selected KSC
  Strategic Competency gap by 90 per year.
  (METRIC-0029)
• Ethnicity in Qualified Candidate Pool
  Metric-Summary. Achieve an ethnically diverse
  qualified candidate pool of at least 35.
  (METRIC-0577)
• 3.1.1 Provide operational HR advice that
  conforms with the BA guiding principles in areas
  of functional expertise.
• 3.1.2 Provide data and operational support, in
  alignment with BA guiding principles, to
  requestors with BA and the Center.
• 3.1.3 Ensure that transactions conducted by
  contractors are accurate, complete and timely.
• 3.1.4 Apply workforce planning expertise
  incorporating full cost management into the
  Center budget process.
• 3.1.5 Provide organizational and programmatic
  workforce information to our customers, in line
  with the BA guiding principles.

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HR Office Responsibilities

• 3.2 Develop Skills and Competencies within BA.
• Performance Indicators
• KSC Competency Assessment. Reduce selected KSC
  Strategic Competency gap by 90 per year.
  (METRIC-0029)
• 3.2.1 Review BAs competency gaps and identify
  and execute methods for closure.
• 3.2.2 Assess impact of NSSC implementation on
  skill needs within BA and potential impacts to
  E-Payroll initiative.
• 3.2.3 Develop a strategy to further facilitate
  the KSC workforce understanding of HR policies,
  practices, procedures, operating philosophies and
  key human capital initiatives.
• 3.2.4 Develop a strategy to facilitate the
  understanding of the change management process
  that includes planning, implementation, and
  feedback for the activity, utilizing the elements
  of communication, stakeholder management, and
  training.
• 3.3 Implement a Center-Wide Knowledge Management
  Approach.
• Performance Indicators
• KSC Competency Assessment. Reduce selected KSC
  Strategic Competency gap by 90 per year.
  (METRIC-0029
• 3.3.1 Verify the Knowledge Management Working
  Group identifies, refines and disseminates
  current knowledge management best practices as
  appropriate, across the Center and identifies and
  pilots at least one new Center-wide Community of
  Practice.
• 3.3.2 Develop and document a process to implement
  and administer the change management model for
  knowledge management.

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HR Office Responsibilities

• 3.4 Broaden and Enhance Workforce Planning and
  Position Management Tools, Policies and
  Procedures.
• Performance Indicators
• KSC Competency Assessment. Reduce selected KSC
  Strategic Competency gap by 90 per year.
  (METRIC-0029)
• Hiring Metric. 75 of all hires are Freshout
  and 10 of all hires are OTFTP. (METRIC-0576)
• 3.4.1 Fully implement MTB pilot Center-wide.
• 3.4.2 Closely monitor and provide guidance as
  required to KSC organizations during the MTB
  pilot program.
• 3.4.3 Develop requirements for and complete
  implementation plan of strategic workforce
  planning tools within the Competency Management
  System framework and ensure it is compatible with
  the NASA-wide system.
• 3.4.4 Develop and execute a competency focused
  pilot to track training expenditures by
  organization.
• 3.4.5 Link CMS to NASA STARS through common
  grammar and incorporate additional KSC unique
  language.
• 3.4.6 Implement E-Payroll initiative at KSC.
• 3.4.7 Develop a conceptual architecture of BA IT
  applications and processes to document the
  current state of practice and identify the
  status and implementation issues of the projects
  on the prioritized BA-IT Projects List.
• 3.4.8 Enhance CMS reporting system with HR
  unique reports. Automate CMS metric notional
  data, specifically gap data.
• 3.4.9 Enhance ATDS effectiveness.
• 3.4.10 Implement Adminstar/NORS in pilot format,
  and implement a center-wide rollout for all
  employees.
• 3.4.11 Develop additional metrics to support 1)
  tracking the Centers twelve competency gaps to
  training dollars expended and 2) track
  participation of all employees in the LEAP
  program.
• 3.4.12 Develop a plan, to include resource and
  logistical needs, to implement a Benefits
  Service Center concept to more efficiently meet
  the needs of customers with regard to retirement
  and benefits.

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HR Office Responsibilities

• 3.5 Attract, develop and retain a high quality,
  diverse workforce to meet current and future
  challenges.
• Performance Indicators
• KSC Competency Assessment. Reduce selected KSC
  Strategic Competency gap by 90 per year.
  (METRIC-0029)
• Hiring Metric. 75 of all hires are Freshout
  and 10 of all hires are OTFTP. (METRIC-0576)
• Ethnicity in Qualified Candidate Pool
  Metric-Summary. Achieve an ethnically diverse
  qualified candidate pool of at least 35.
  (METRIC-0577)
• Declination Rate Metric. Maintain a new hire
  declination rate of not more than 10.
  (METRIC-0578)
• Coop Program Diversity Participation Metric.
  Recruit and retain an ethnically diverse Coop
  program participant pool of 50. (METRIC-0581)
• Coop Program Conversion Metric. Convert 90 of
  eligible Coops to permanent employment.
  (METRIC-0582)
• Declination Rate Metric. Maintain a new hire
  declination rate of not more than
• 10. (METRIC-0578)
• 3.5.1 Develop and implement solutions to
  identified barriers in recruitment, hiring,
  awards and recognition, employee relations, work
  environment and developmental areas. Prepare
  status report.
• 3.5.2 Enhance the Pre-Coop Program.
• 3.5.3 Partner with XA to develop an
  approach/methodology to develop a bridge to feed
  the applicant pool for future skills
  requirements. Develop a metric for tracking the
  number of education program participants that are
  hired for federal employment.

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HR Office Responsibilities

• 3.6 Improve and Enhance Leadership Development
• Performance Indicators
• SESCDP/Selected Metric. 90 of KSC SESCDP
  selectees ascend to SES positions. (METRIC-0579)
• Leadership Excellence Achievement Program
  (LEAP). Achieve 100 completion of all LEAP
  modules by KSC supervisors. (METRIC-0580)
• 3.6.1 Revise the nomination/selection process for
  agency sponsored (MEP/MIP) leadership programs.
• 3.6.2 Implement additional phases of the Code M
  Corporate Executive Program for leadership
  initiative for GS-15s to enhance leadership,
  managerial and executive development and a cross
  directorate rotational assignment process for HRD
  Board utilization.
• 3.6.3 Implement e-learning at KSC in several
  disciplines and communicate advantages to
  employees about participating in desktop training
  opportunities.
• 3.6.4 Develop a plan to implement a pilot
  mentoring program.

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One HR Work Performed Outside the HR Office at
KSC

• Strengthening the pipeline
• Student programs are split between WDM and
  External Relations Directorates
• Center is moving all student programs using FTE
  to WDM
• External Relations will retain other Education
  programs
• Contact point Pamela Biegert
• Education Programs and University Research
  Division
• Division provides educator training, student and
  faculty internships, research grants and numerous
  other opportunities for educators to learn from
  NASA programs and activities. The Division
  manages research grants, which are provided to
  College/University students and faculty in
  support of KSCs Spaceport Technology Center
  initiatives, including ensuring involvement of
  Historically Black Colleges and Universities
  (HBCUs) and Other Minority Universities (OMUs).
  The Division also provides outreach to area
  school activities such as science fairs, career
  days, and with organizations such as education
  consortiums for encouraging students to become
  involved in the fields of math, science and
  engineering.

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One HR Work Performed Outside the HR Office at
KSC

• Organizational Communications
• KSC HR utilizes many forms of communication with
  employees electronic, written, face-to-face for
  informational and change management purposes
• External Relations Directorate has both internal
  and external customer satisfaction role (Customer
  Assurance and Analysis Office)
• Contact Point Michelle Foster
• The Customer Assurance and Analysis Office
  implements a comprehensive customer satisfaction
  program for the Cape Canaveral Spaceport (CCS)
  including NASA/KSC and the USAF 45th Space Wing.
  The Office works with other directorates to
  determine customer segmentation priorities, to
  develop and deploy surveys to measure customer
  and employee satisfaction, conducts customer
  interviews to understand customer issues, and
  analyzes feedback. Results are presented to
  Senior Management quarterly at the KSC Executive
  Management Council (EMC) and CCS Board of
  Directors Meeting. KSC improvements are managed
  in the Offices Opportunity for Improvement (OFI)
  system, which collects complaints and suggestions
  for the Center. The Office also implemented and
  manages the KSC Contact Center primarily to
  ensure accurate and timely information is shared
  with the public.

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One HR Work Not Currently Performed at Kennedy
Space Center

• Employee Commitment Workplace Environment
• Leading in quality of work-life issues
• Organizational Communications
• Need for dedicated staff/process to monitor
  effectiveness of communications throughout the
  Center and assess organization culture to assure
  freedom of upward communication (CAIB
  recommendations)
• This is not an inherently HR function

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Gaps in One HR Work Roles at KSCConclusions

• What are the big gaps you see in the ability to
  fully deliver One HR Work Roles at your Center?
• Addressing quality of work-life issues
• Balancing role of employee champion and
  management advisory support
• Improve organization culture assessment change
  activities
• What challenges or issues will need to be
  addressed at your Center and/or by the One HR
  community to help close those gaps?
• Recruiting, retaining and developing skilled HR
  practitioners
• Continued management support