INVENTORY OF ONE HR WORK, ROLES AND ORGANIZATIONS AT GLENN RESEARCH CENTER

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INVENTORY OF ONE HR WORK, ROLES AND ORGANIZATIONS
AT GLENN RESEARCH CENTER
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GRC Organization Chart
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Human Resources Office at Glenn Research Center
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HR Office Responsibilities

• 0470 Operations Office
• McWhirter, Sandra Serves as Chief of the
  Operations Office. The Office is responsible
  for carrying out the employment of persons from
  outside the Federal Government and from other
  Federal agencies, and administering the Agencys
  Competitive Placement Plan and all other
  in-service placement actions including
  reassignments, details, TDY assignments,
  Permanent Change of Station moves, job
  abolishment, etc. Also responsible for position
  classification determinations, as well as
  maintenance of position descriptions,
  organization-planning assistance, pay
  administration, within-grade increases, and
  quality increases. A primary responsibility of
  this Office is to counsel and assist supervisors
  and employees relative to interpretation and
  application of personnel regulations and
  policies, position management, orientation of new
  employees, and general human resource services.
• The Office is also responsible for processing and
  maintaining all personnel records and files,
  insuring that documentation and processing of all
  personnel actions are in compliance with
  applicable Public Laws, OPM, NASA and Glenn
  regulations, policies and procedures. Processes,
  controls, maintains, and disposes of employee
  records, including Official Personnel Folders,
  inactive records, and forms associated with life
  insurance, health benefits, unpaid compensation,
  and retirement. Operates and monitors the Glenn
  segment of the NASA Performance Management
  Information Systems. Administers pay including
  conversion and implementation of the new pay
  systems and normal salary and wage setting
  determinations.

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HR Office Responsibilities

• 0410 Program and Policy Office
• Davis, Gwendolyn D. - Serves a Chief, Program
  and Policy Office. In this capacity, directs a
  staff of technical specialists and support
  personnel involved with development,
  implementation and evaluation of Center personnel
  management policies and procedures relative to
  the major personnel program areas. Provides
  program direction and advisory services
  concerning Center human resource program
  planning, recruitment and internal placement,
  classification, compensation and position
  management, and employee and labor relations.
  Serves as the Centers Labor Relations Officer
  responsible for the negotiation, interpretation,
  and administration of basic and supplemental
  labor agreements with Center unions.
• Drabik, A. Judith - Serves as the Center
  personnel staffing program manager and point of
  contact. Responsible for developing policy and
  managing and overseeing all staffing program
  activity for the Center. Programs include merit
  promotion programs, (Competitive Placement Plan,
  Delegated Examining), recruitment, external
  hiring, special hiring authorities (VRA,
  Disabled), IPA, Cooperative Education program,
  Career Transition Assistance program, Corporate
  Recruitment program, NASA/DOD Personnel Exchange
  program NASA Assessment program, etc.

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HR Office Responsibilities

• 0410 Program and Policy Office
• Nussbaum-Pollack, Karen - Serves as the
  Classification, Compensation, and Position
  Management Officer for the Center. As such, is
  responsible for developing Center policy,
  managing and overseeing all classification,
  compensation and position management activity for
  the Center. This includes organizational
  structure, occupational studies, new/revised
  classification standards, application of new
  classification standards, and compensation
  (wage/salary) issues, etc.
• Pietravoia, Lori O. - Serves as the Employee
  Relations Officer for the Center. As such, is
  responsible for developing Center policy,
  managing and overseeing all employee relations
  activity for the Center. Provides analytical and
  program advisory services to Center management,
  as well as employees/managers, regarding policy
  requirements pertaining to labor and employee
  relations programs (i.e., the Employee
  Performance Communication System, absence and
  leave, hours of duty, discipline, smoking policy,
  child care, awards, part-time/job sharing,
  telecommuting). Serves as Drug Free Workplace
  Coordinator. Serves as Performance Appraisal
  Administrator. Coordinates and oversees all
  labor relations activity for the Center.

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HR Office Responsibilities

• 0410 Program and Policy Office
• Ross, Theresa - Manages the Centers Employee
  Benefits Programs. These include Retirement,
  Federal Employees Health Benefits (FEHB) and
  Federal Employees Group Life Insurance (FEGLI)
  Program and insurance administration, Incentive
  Awards Program administration and Awards Officer,
  Office of Workers Compensation Programs (OWCP),
  Blood Mobile Program, Thrift Savings, Flexible
  Spending Account and NASA Employees Benefit
  Association (NEBA) programs, and the NASA
  Personnel and Payroll System (NPPS). COTR for
  Health Services contract. Manages the Centers
  Employee Health Program and serves as the
  alternate Drug Free Workplace coordinator. Also
  serves as the Centers Day Care Program Manager
  and primary point of contact between
  Headquarters, Center management and the Lewis
  Little Folks Board of Directors.
• Workforce Planning Program Specialist (vacant) -
  Manages the Centers Workforce Planning Program
  and process. Plans and coordinates workforce
  planning efforts for the Center and has overall
  program responsibility as the primary
  organizational or program representative
  conducting studies or projects dealing with
  significant changes in workforce distribution,
  positions, and related organizational structures
  pertaining to the Center.

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HR Office Responsibilities

• 0480 Organization Development and Training Office
• Foreman, Cynthia Serves as Chief of the
  Organization Development and Training Office
  (ODT). This office is responsible for the
  coordination and overall planning, formulating
  and directing of comprehensive and proactive
  programs to provide total development of the
  Centers human resources. In addition to
  providing internal consulting services all change
  management initiatives are facilitated through
  this office.
• Workforce Development is facilitated by ODT in
  conjunction with the Centers Human Resources
  Panel (HRP) (panel of GRC senior leaders) and
  through the management of training curriculums
  and development programs for leadership and
  occupational development. Workforce Utilization
  and Performance initiatives are supported by ODT
  activities that assist groups and their leaders
  in assessing and improving group processes and
  performance such as Goal Setting and Planning,
  Role Clarification, Process Improvement, etc.
• Non-classroom learning capabilities are provided
  through the Learning Center. This facility
  provides multi-media self-paced learning systems,
  computer aided education and other technology
  based learning methods.
• Change Management facilitation is primarily
  conducted by ODT this includes organizational
  communications. Change management activities are
  augmented with support service contractors and
  various civil servants working in discipline
  specific areas.

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One HR Work Performed Outside the HR Office at
GRC

• One HR Work Performed Outside the HR Office at
  Glenn
• Employee Commitment Workforce Environment
• Leading in quality of work-life issues
• Ensuring a rewarding supportive workplace
  environment
• Facilitating a performance culture that increase
  employee contribution, accountability and
  competence
• Balancing employee needs with achievement of
  organizational goals
• These activities are consistent with the Model
  Workplace concept and is currently managed by
  Vanessa Webbs of the Diversity Management Office.
  However there are many opportunities for
  collaboration in these areas.

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Gaps in One HR Work Roles at GRCConclusions

• What are the big gaps you see in the ability to
  fully deliver One HR Work Roles at your Center?
• Obtaining cooperation from Center management
  getting management to understand that the role of
  the Human Resources Specialist has changed.
  Specialists should be viewed as strategic
  partners/consultants by supervisors and
  employees. The nature of the Human Resources
  organization has evolved beyond processing
  functions.
• Support for Training/developing employees to
  carryout One HR work and the time necessary to
  implement and complete training initiatives.
• Clear, consistent understanding of One HR
  deliverables, as well as the roles of the HR
  community (HR Specialists/Managers)
• Consistency and coordination at the Agency level
  failure to provide appropriate guidance to
  ensure consistency among the Centers.

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Gaps in One HR Work Roles at GRCConclusions

• What challenges or issues will need to be
  addressed at your Center and/or by the One HR
  community to help close those gaps?
• Getting employees at GRC to adapt/accept the
  changing roles of the HR community.
• Providing employees with the tools/training
  necessary to produce One HR Deliverables
• Getting management to accept responsibility for
  carrying out their personnel management
  responsibilities.
• Partnering with management