IMPLEMENTATION OF THE LEAN SIX SIGMA

1
IMPLEMENTATION OF THE LEAN SIX SIGMA EXPEDITED
RECRUITMENT PROCESS JULY 2008
2
LEAN SIX SIGMA CONCEPTS

• Foundation principles
• Based on data and facts
• Delight Customers
• Improve Quality
• Improve Speed
• Improve Processes
• Eliminate non-value added steps
• Eliminate variation and defects

3
LEAN SIX SIGMA RECRUITMENT PROCESS

• This is not about the Human Resources Community
• This is about improving Customer Service
• This is about engaging a manager in their human
  resources tasks in a more logical, efficient, and
  value-added way
• This is about finding a way to make how we
  support managers more efficient and effective
• This is about creating a Human Resources system
  that is agile enough to be effective while
  undergoing rapid change
• Although in the beginning it may take longer for
  the up-front work, in the long run the
  elimination of re-work will have a positive
  impact on the quality of candidates and the speed
  in which jobs are filled.

4
LEAN SIX SIGMA RECRUITMENT PROCESS

• Primary Goals
• Improve Customer Service and Satisfaction
• Expedite the recruitment process
• Improve the Quality of Candidates
• Secondary Goals
• Reduce fill time
• Eliminate re-work

5
HOLISTIC APPROACH

• Process Outline
• At RPA initiation, Manager contacts CPAC HR
  Consultant
• Upfront Discussion takes place
• All Classification issues are addressed
• All Staffing issues are addressed
• Selection issues are discussed
• RPA arrives
• PPP is entered
• Vacancy Announcement is prepared
• Rating and Ranking
• Issue Referral List
• Process Selectee

6
LESSONS LEARNED Pilot Sites

• HR multi-functional specialist expertise is
  critical to provide support to mission
  requirements
• Continued training is essential for on-site and
  virtual CPAC staff
• Reduction in cycle time comes from experience
  with the process gaining understanding of
  serviced organizations and elimination of
  recurring contact with manager to fix errors in
  gatekeeper checklists
• Greatest improvement comes when management is
  fully engaged in the RPA discussion and committed
  to improve their piece of the recruitment process
• A true HR multi-functional specialist yields a
  smaller organizational assignment

7
LESSONS LEARNED Pilot Sites (cont)
LRD Surveyed 40 Mgrs 85 Return Rate Ft
Huachuca Surveyed 66 Mgrs 38 Return Rate
8
Examples Manager Feedback

• Definitely on Track and in the Right Direction
• Have Noticed Immediate Improvements
• Everything is Running Quicker Smoother
• I Like the Discussion between HR Specialist
  Myself
• The Human Element is Very Important to Me
• Recruitment Very Much Improved with New Process
• Tremendous Improvement in the Quality of
  Referrals
• The Process is now Quicker More Efficient

9
CHR Leadership Observations

• Merging Classification Position Analysis
  w/Recruitment Strategy Development Key to Success
• Learning Curve in Transformed CPAC may be Longer
  than Regionalization Experience
• Staffers w/no Classification Background Harder
  Time Adapting to Combination of Functions

10
CHR Leadership Observations

• CPAC Generalists Adapting more Quickly than CPOC
  Staffers or Classifiers
• Evolutionary Process Training Required for All
• More Reduction in Processing Time will Come
  Still Too Early to Evaluate
• Most Effective when Management Committed to
  Improvement of their Process Piece

11
UP-FRONT DISCUSSION

• Manager initiates when ready to submit RPA, or
  when RPA begins journey to CPAC
• Multi-functional specialist, or staffer
  classifier together meet with the manager a
  single discussion is critical
• End state goal is multi-functional specialists
• Single discussion with both will facilitate
  development of multi-functional specialist
• Discussion documented on Expedited Recruitment
  form

12
CLASSIFICATION PORTION

• Job Description
• Is current JD accurate?
• If not, what needs to be changed?
• Use of existing job descriptions
• Draft of changes
• Are there any position management
  considerations?
• Position management recommendations?
• Is there a requirement for changing the job
  description for recruitment purposes?
• Statement of Differences?
• Trainee/developmental levels?

13
STAFFING PORTION

• Special requirements
• PPP
• Exception
• Option Codes
• Entered in ASARS
• ACOM, Career Program, high grade?
• Permanent, TERM, TEMP?
• Priority Consideration Candidates

14
STAFFING PORTION (cont)

• Area of Consideration (Who May Apply)
• Has the position been filled in the recent past?
• Quality/quantity of the results?
• Acceptable/marginal/optimal?
• If less than optimal, how improve?
• Where is the best pool of qualified candidates?
• Internal/external?
• Is there a pool of qualified candidates?
• Is there a need to develop our own?
• Where is the best source of trainees?

15
STAFFING PORTION (cont)

• Areas of Consideration
• Noncompetitive placement (30 Vet, VRA,
  handicapped, reinstatement, reemployed
  annuitants, etc.)
• Merit Announcement (In-service, reinstatement,
  transfer, VEOA (perm only), VRA (GS-11 equivalent
  or below), NAF Interchange, DCIPS interchange,
  Homeland Security (TSA) Interchange, 30 vets, EO
  12721 eligible's (former overseas), disabled,
  and/or ICTAP.
• DEU (external, all US citizens)
• Special areas (Student Temporary Employment
  Program STEP Student Career Experience Program
  SCEP Federal Career Intern Program FCIP.
• NSPS (reassignment vs. promotion pool of
  candidates)

16
STAFFING PORTION (cont)

• Salary Considerations
• What is the applicable salary table?
• Are other pay incentives needed, authorized?
• Advanced In-hire (decision must be made BEFORE
  candidate is on board)
• Permanent Change of Station (PCS) authorized
• Defense National Relocation Program (DNRP)
  authorized
• Relocation or Recruitment Bonus offered
• If so what percentage or range allowed
  (calculated on total pay, incl locality)

17
STAFFING PORTION (cont)

• Salary Range
• NSPS (start at the bottom of the band)
• End at a level to accommodate salary increase
  from the expected pool of candidates (but not
  above the top of the band)
• GS (range from the appropriate locality or
  special rate schedule)
• FWS (range from the appropriate FWS pay table)

18
STAFFING PORTION (cont)

• Advertising methods
• CPOL announcement (minimum AoC)
• USAJOBS announcement (if any external candidates
  are considered, VEOA, VRA, etc.)
• E-Mail notice
• Paid Advertising
• Newspapers
• Trade/Professional Journals
• State Unemployment Office
• Are there Affirmative Employment Program goals?
  How to reach appropriate candidates?

19
JOB ANALYSIS

• What are the critical competencies (skills),
  what does the candidate need to bring to the job?
• What competencies (skills) are desirable, what
  will help differentiate the qualified from the
  best qualified?
• Define the specialized experience you are
  looking for
• In the managers words, how would they define
  the directly-related experience they would be
  looking for in an ideal candidate.
• Focus on what RESUMIX skills to use.
• What skills have been extracted from the duty
  summary?
• Of those skills, what are measurable in a
  resume?
• Of those skills, which does the manager feel
  would be most important?
• If DEU, identify weights for the skills
  identified

20
Recruitment Process

• Vacancy Announcement
• Assure correlation between duty statement and
  skills
• Assure salary range is appropriately inclusive
  for NSPS
• Assure Area of Consideration is appropriate
• No VEOA on Temp positions
• Is the open period appropriate to get the right
  number of candidates?
• Rating and Ranking
• Determine defendable cut off scores (Appendix G
  of SOP)
• Time in Grade (Not for NSPS)
• Qualification determinations (quality of
  experience)
• Refer to selecting official

21
SELECTION PROCESS

• Is a Panel to be used? (Appendix E of SOP, Part
  IV)
• Chair, members?
• CPAC Advisor, EEO Advisor? Are they needed?
• Determination of short list for interviews?
• Interviews to be conducted? Telephonic? In
  person?
• Questions prepared in advance, only job related
• All questions to each candidate
• Reference Checks
• Sample questions

22
TRIAD DISCUSSION WORKSHOP

• Practical exercise
• Divide into groups of three
• Three roles (each will rotate through all three
  roles)
• CPAC Consultant
• Manager
• Evaluator
• Each will be given a different job to discuss
• Manager initiates the discussion
• CPAC Consultant gathers essential information
• Evaluator discusses strengths and weaknesses of
  discussion

23
WORKSHOP MATERIALS

• Three Packets, one for each person in triad,
  each packet is different
• Job Description
• Expedited recruitment form (Parts 1, 2, and 3)
• Evaluation form (what to look for in discussion)
• Suggested responses from manager
• Before each round, take time to review the job
  description, suggest responses, and evaluation
  criteria.
• Of course for the CHR Consultant, review the
  expedited recruitment package and how it applies
  to this position.

24
WORKSHOP EVALUATION

• Did CPAC Consultant seek to advise the manager
  properly on the use of DEU?
• Did CPAC Consultant clearly explain the
  difference between VRA and VEOA?
• Did CPAC Consultant identify the problem with
  the scope of the proposed JD?
• Did CPAC Consultant discuss PPP option codes?

25
WRAP-UP

• Was the practice exercise beneficial?
• What would improve your understanding of the
  process?
• Was the job analysis process more clear or
  efficient as compared to the current process?
• Did you understand the nature of the position
  better?

26
EVENT CODES

• Lean Six Sigma is data driven
• Data on how well we are doing comes from event
  codes during the process
• The test sites experimented with a variety of
  approaches to make event codes more consistently
  value added
• Reduce the number of event codes
• Improve the Quality Control edits, to better
  understand correct event coding
• L6S touts reduction from 150 to 40
• Much of the reduction comes from the elimination
  of local event codes, which are being eliminated
  effective 10/1/08.
• Only one event code requires a comment (Z100
  Cancel)

27
EVENT CODES (cont)

• In-Box structure is being changed
• To support the end state of a multi-functional
  classifier/staffer
• COPD in-box for distribution
• COH in-box for all the time it is being worked
  for classification and staffing
• COP in-box for final processing of the fill
  action
• Recruit/Fills are measured by the Y07000 (1
  date) event code
• Y07000 (within 24 hours of entering HR)
  identifies the RPA as a recruit/fill until the
  NOA and authority code are entered
• Classification is still measured by either
  routine (Y080) or non-routine (Y085) event codes
  (within 24 hours of Y07000)
• Event phase is Classification (date 1 start,
  date 2 done)

28
EVENT CODES (cont)

• Staffing time begins with the entry of the Y100
  event code (1 date) when the position has been
  built in DCPDS (Must be present if Y150 or Y900
  is present)
• Event phase is In Staffing
• Y150 is entered when there is a PPP match
• Event phase is PPP (date 1 match, date 2
  cleared/filled)
• Y201 (external announcement) Y202 (internal
  announcement) and Y203 (announcement not
  required, DHA, non-comp)
• Event phase is Announced (date 1 open, date 2
  closed)
• Y301A (rate resumes, external) Y301B (rate
  resumes, internal) or Y302 (resume rating not
  required, non-comp, PPP).
• Event phase is Rating when the process is
  started (date 1), then Rated when the date 2 is
  added.

29
EVENT CODES (cont)

• Y401A (external selection made) Y402A (internal
  selection made)
• These are default event codes as the majority of
  referral lists are returned with a selection
• Event status is referred when only date 1 is
  entered
• Event status is referral returned when date 2
  is added
• If no selection is made, the Y401A or Y402A will
  be changed to one of the following Event status
  for B C is back to In Staffing
• Y401B, Y402B (re-announced) (date 1 issued, date
  2 returned)
• Y401C, Y402C (another list required) (date 1
  issued, date 2 rtrnd)
• exhausted list, more names can be referred by
  changing cut off etc. (merit reason)
• Y401D, Y402D (no selection, RPA to be canceled,
  or filled from N/C or PPP source) (date 1 issued,
  date 2 returned)

30
EVENT CODES (cont)

• Y60X Job Offer, made and accepted (date 1 made,
  date 2 accepted)
• Accepted is tentative acceptance date, subject
  to passing conditions of employment
• Y601 local vacancy announcement
• Y602 non-competitive
• Y603 career referral
• Y604 OPM certificate
• Y605 DEU certificate
• Y606 Priority Placement
• Y607 Direct Hire Authority
• Y608 Local National
• Event phase is Committed

31
EVENT CODES (cont)

• Y702 Job Offer Declined (date 1, when declined)
• Event status is declined until a new Y20X,
  thru Y60X is entered
• Y703 Job Offer Rescinded (date 1, when
  rescinded)
• Event status is rescinded until a new Y20X,
  thru Y60X is entered
• Y800 Security (date 1 clearance process started,
  date 2 completed)
• Mandatory for all DCIPS, and others where
  security clearance is required
• Event Status is clearing, when date 2 is
  added, status is cleared
• Y801 Security Process not required (date 1 only)
• For DCIPS when selectee is already cleared

32
EVENT CODES (cont)

• Y900 Entry on Duty Date Established (date 1
  only)
• Not the EOD date itself
• Z100 RPA canceled for a reason beyond
  managements control
• Only comment field, specify reason lack of
  funding, freeze, non-approval of selectee etc.
  (date 1 only)
• Z120 Corrupt RPA (date 1 only)
• Only cancellation event HR can use without
  management agreement
• Z130 canceled for RIF/A76/MEO/TOF (date 1 only)
• Z140 Managements request to not fill the
  position (date 1 only)
• Z160 cancelled because of a dual or duplicate
  RPA (date 1 only)

33
EVENT CODES (cont)

• X20000 Override QC (date 1 only)
• Prior RPA was corrupted, event codes recreated
  and back dated, presence of this event code will
  override the NOA/LAC event codes. The RPA counts
  for productivity.
• X03000 Do not count for productivity (date 1
  only)
• If the NOA/LAC codes incorrectly identify the
  RPA as a recruit fill, presence of this event
  code will override the NOA/LAC event codes
• Used for certain DCIPS actions
• Y17000 Hold for RIF (date 1 placed on hold, date
  2 released)
• Event status RIF

34
LESSONS LEARNED

• Event Codes follow a natural order
• 100, before 200, before 300, etc.
• When entering multiple event codes on the same
  day, follow the natural order as they are time
  stamped
• Pay careful attention to the NOA/LAC exception
  list for fill actions (if your combination is NOT
  on the list it IS a recruit/fill action)
  http//cpol.army.mil/library/general/productivity/
  
• The most frequent errors are those NOA/LAC
  combinations that are not normally thought of as
  recruit/fill actions
• Promotions 702/J8M 702/YXX
• Reassignments 721/J8M 721/YXX

35
EVENT CODE EXERCISE

• Demonstration Exercise
• Three groups of events
• Order them, and identify which event code is
  appropriate
• Identify any and all event codes that are needed
• Careful, there may be missing dates
• Use the single sheet event code listing (2
  sided)
• Several event code listings that failed the QC
  edit, determine why

36
EVENT CODE EXERCISE (example)

• RPA received in HR 2/3/2008
• Announcement opened 3/5/2008 (DEU)
• Announcement opened 3/4/2008 (LVA)
• Routine classification action 2/5/2008
• DEU announcement closed 3/20/2008
• PPP match 2/15/2008
• Referral issued (LVA) 3/30/2008
• LVA announcement closed 3/18/2008
• Referral issued (DEU) 3/31/2008
• Selection made 4/10/2008 (DEU)
• PPP match cleared 4/12/2008
• Job offer made 4/10/2008
• Job offer accepted 4/12/2008

37
EVENT CODE EXERCISEANSWER

• RPA received
• Routine Classification
• Position built
• PPP Match
• O LVA Announcement
• O DEU Announcement
• Referral Issued, LVA
• Referral Issued, DEU
• Job Offer Made Accepted

• G07000 2/3/2008
• Y080 2/5/2008 2/6/2008
• Y100 2/6/2008
• Y150 2/15/2008 4/12/2008
• Y202 3/4/2008 3/18/2008
• Y201 3/5/2008 3/31/2008
• Y402A 3/30/2008
• Y401A 3/31/2008 4/10/2008
• Y605 4/13/2008 4/14/2008

38
QUALITY CONTROL

• Quality Control rules have been refined
• In process RPAs are identified with specific
  error conditions
• QC report should be accessed frequently to
  eliminate goodness of data errors (example
  provided)
• Goodness of Data goal remains at 95 but should
  be 100
• Business Rules
• Defined for each event code (see the
  Productivity Event Code listing provided, or in
  the SOP)
• Organization report on all open actions (example
  provided)
• For easier feedback to organizations

39
PRODUCTIVITY MEASUREMENT

• Fill Time
• Traditional measure
• In HR (first entry into a CO in box) to commit
  date (date 2 Y60X)
• Standard is 55 days, most elements controlled in
  HR
• New measure
• RPA creation to EOD
• This is not Event Code dependent, but takes the
  dates from the submission of the RPA, to the EOD
  on the RPA/NPA.
• No identified standard, too many elements
  outside the control of HR

40
WHAT HAS CHANGED, REALLY

• Gatekeeper
• Was the Gatekeeper accurate?
• No more Gatekeeper
• RPA Discussion takes the place of the Gatekeeper
• Exceptions
• There is a question on the gatekeeper (RM
  section) on whether this is a PBD 712 position
  (military to civilian conversion)
• That question feeds directly into a reporting
  system
• Work around to continue to get the data
• HR Specialist enters data in Gatekeeper
• How to, handout discussion
• LN and Overseas uniques remain in the
  gatekeeper, but should be filled out as part of
  the RPA discussion

41
WHAT HAS CHANGED, REALLY

• One adjustment
• Gatekeeper had a GWOT question
• If the answer was yes, other information was
  required
• This is now in the RPA Discussion (Expedited
  Recruitment form)
• In addition to determining if it was a GWOT
  action, was it
• AI2 (Army Initiative 2, IMCOM)
• SFAC (Soldier Family Assistance Center, IMCOM)
• FRSA (Family Readiness Support Assistance,
  FORSCOM)
• WTU (Warriors Transition Unit, MEDCOM)
• ASAP (Army Substance Abuse Programs, MEDCOM)
• Non-WTU (Any others in support of GWOT)
• The results were to be put into the RPA in block
  43
• Historically not happeningresulting in special
  reporting

42
WHAT HAS CHANGED, REALLY

• RPA Discussion
• In many cases, was already happening on a
  limited basis
• Where it wasnt, the result was often a
  misunderstanding of what the manager wanted
• Led to re-work
• Even where it was happening on a limited basis,
  it was not the classifier and staffer together
  (multi-functional specialist)
• Together helps move to a multi-functional
  environment

43
Armys Initiatives

• Expediting the Recruitment Process (Dr. Duncans
  Memo dated 29 May 2008)
• Emphasis on helping managers help themselves
• Use existing job descriptions whenever possible
• Use non-competitive appointments whenever
  possible
• Use only the most viable areas of consideration
• Reduce length of open periods on vacancy
  announcements

44
Armys Initiatives

• New Initiatives
• Ranked and unscreened referral list Option to
  refer all candidates who meet skill set
  (qualification determination/time in
  grade/appointment eligibilities etc. only on
  selected individual)
• ACOM, ASC, DRU agreement
• If available, Managers choice
• Assure managers understand that if selectee is
  not qualified, that an alternate selection needs
  to be identified
• Assure managers understand that the intent is to
  facilitate a quicker response time not for any
  other reason
• Option for selecting officials to make tentative
  job offer
• Pending SJA approval
• Intent to assure candidate knows quickly they
  have been selected

45
KEYS TO TRAINING

• Classroom Management
• Know your audience
• Set your ground rules
• Field questions
• Demonstrate your interest
• Generate questions
• If you dont know the answer
• Engage your audience
• Make it meaningful
• Challenge the participants
• Gain participants attention

46
TRAINING/MARKETING

• So now you know it all!
• How are you going to accomplish the training?
• Ideas
• Flexibility
• Impact the workload
• Impact to customer service
• How are you going to market it to managers?
• One on one?
• Broadcast?
• Who, how, when, where?
• Develop your own marketing plan for your CPAC
  Chief

47
TRAINING

• Suggested Modules
• I Introduction (slides 1-11)
• II Expedited Recruitment Package (slides 12-21)
• III Workshop (slides 22-25)
• IV Event Codes (slides 26-34)
• V Event Code Exercise QC (slides 35-39)
• VI What has Changed (slides 40-44)

48
The Way Ahead

• Training accomplished by 1 September 2008
• Report to Region HRDD, enter in CHRTAS
• As soon as trained/marketed start operating
  under expedited procedures
• YOU ARE THE GO-TO PERSON AT YOUR CPAC
• You have resources to assist at the regional
  office
• This is not a one time shot, you must
  continually reinforce and monitor
  implementation/accomplishments
• 1 October the old event codes go away
• Imperative that the process is operational by
  then
• There is in development a work in progress plan

49
FINAL CONCERNS/QUESTIONS
?