Organization assessment – Transformation GPS

Assessment and diagnosis of a federal agency following a major restructuring

INTRODUCTION

The National Laboratory (NLAB), a pseudonym, is the federal government agency charged with preserving all samples for the United States government. These samples include official documents from presidential administrations, photos of historical events and people, veteran’s military samples, naturalization samples of new immigrants, in addition to famous documents such as the original signed Declaration of Independence, the U.S. Constitution, and the Bill of Rights. The mission of NLAB – “The Nation’s Sample-Keeper” – is not only to document and preserve our nation’s history, but to make it available to the general public. In recent decades, that has come to mean making its enormous collection available and searchable electronically on the internet.

This case study focuses on the Office of Human Capital, which is responsible for human capital management services such as planning, policy-making, operations, workforce analysis, organization development, and training and leadership development. This office reports to the Archivist through the Chief of Management and Administration and is staffed by about 30 people ranging in seniority from GS-04 to GS-15 (on a scale from 01-15). There are three divisions within the Office of Human Capital – Workforce Strategy & Analysis, Human Resources Operations, and Learning and Development (National Laboratory, 2020).

Mission and Vision

NLAB’s mission is to “…drive openness, cultivate public participation, and strengthen our nation’s democracy through public access to high-value government samples,” and its vision is to “…be known for cutting-edge access to extraordinary volumes of government information and unprecedented engagement to bring greater meaning to the American experience” (NLAB, 2018). The Office of Human Capital’s vision states, “We will build our future through our people with innovation, collaboration, and a relentless focus on customer service.” This vision builds on the agency’s Strategic Plan Goal 4, which is to “Build our future through our people” (NLAB, 2018, p. 14).

Key Stakeholders

The Office of Human Capital, referred to as “H,” is a support function to the entire 2,600-person NLAB organization. In that role, its key customers are leaders and hiring managers across the agency. It also serves the employees of NLAB with training, organization development, and other planning and policy services. These employees are located at 19 work sites – two in D.C., and 17 located in cities across the United States (NLAB, 2018). This assessment considered three groups of stakeholders – senior managers of H, employees, and agency customers. A fourth group of stakeholders is the Department of Treasury ARC, which is carrying out the operational functions of Human Capital, but was not included in this report.

Sponsor and Client

For this assessment, the sponsor is the Special Assistant to the Chief Human Capital Officer and the primary client is the Chief of Human Capital and the senior management team of the Office of Human Capital.

PRESENTING ISSUES AND OPPORTUNITIES

In 2019, the Office of Human Capital went through a major transformation and its size was reduced by half – from about 65 people to its current 32 employees. Key functions of the organization were outsourced to the Department of Treasury under a shared service provider model for human resources systems and services. Treasury provides systems and support for operational functions – personnel, recruitment, time and attendance, staffing and recruitment, employee benefits, workers compensation, and payroll services. Work related to planning, policy, analysis, and organization development consulting was retained by NLAB’s Office of Human Capital (NLAB, 2017).

While the outsourcing has the potential for many positive outcomes, the change was characterized to staff as the result of a deficiency within the Office of Human Capital. The loss of many coworkers and vital functions impacted staff, and leaders are now trying to rebuild esprit de corps among remaining staff members and refocus those staff members whose duties were outsourced on performing in a consulting capacity versus an operational one. The Office of Human Capital’s leaders ultimately want staff members to embrace and exhibit the principles of their vision statement – innovation, collaboration, and a relentless focus on customer service.

ASSESSMENT MODEL AND METHODS

Purpose and Process

The purpose of this assessment was to explore the strengths, gaps, and readiness of NLAB’s Office of Human Capital of embracing and exhibiting consulting competencies and the principles of their new vision statement – “innovation, collaboration, and a relentless focus on customer service.” Because of the loss of employees and outsourcing of key competencies in the recent past, we determined that an assessment focused on strengths and opportunities was most appropriate at this time.

The assessment began with interviews with the five management team members. In these interviews, I explored the following themes — strengths, opportunities, aspirations, results, definition of consulting role, and understanding of vision statement – innovation, collaboration, and customer service. Similar questions were asked of two groups of employees who participated in focus group sessions. Lastly, I conducted interviews with seven customers that explored customer expectations and requirements.

	Viewing the Present (The best of what is)	Envisioning the Future (What might be)
Strategy	Why does our work really matter to the organization?	How can we have the most positive impact in the future?
Process	What does our organization do exceptionally well right now?	How can our strengths be leveraged in new ways for the benefit of the whole organization?
Structure	What resources are essential for our success?	How can these resources expand and support us in the future?
People	What do you like best about your teammates?	Aspirations for our organization in five years?

We assessed perceptions of the current state of the organization by each of the four internal elements of strategy, process, structure, and people (Yoon, 2017, p. 41), as shown in Figure 2. The questions were formulated using appreciative inquiry techniques. Complete protocols for management team, customer, and focus group interviews are included in the appendices.

Data Collection

Interviews and focus groups were conducted virtually via Google Meet, which is NLAB’s preferred virtual meeting platform. I purchased a Google Enterprise subscription in order to conduct and record focus group sessions and interviews. Each of the five interviews and two focus groups were approximately 50-60 minutes in length. Customer interviews were 30 minutes each and the questions were sent ahead of time so interviewees could prepare. This turned out to be an effective strategy to optimize time, as it was clear that every interviewee had prepared prior to the interview. Permission to record the focus groups and customer interviews had been secured by email prior to the meeting, but I confirmed this again verbally at the start of the interviews.

I planned to ask 18 questions in each of the senior leader interviews, and 12 questions in each of the focus group sessions. On average I asked two follow-up questions or twice repeated the original question in a different form. I also grouped or dropped questions as needed to stay within the planned time limit. Customer interviews included 10 questions, with little deviation from the order or format. On occasion I asked a follow-up question or requested an example, which provided additional clarity to some issues.

Table 1: Stakeholders / Target Groups for Data Collection

Name / Group	Position	Role in Diagnosis	Information to Gather from Them
	Chief of Human Capital	Client	· Perception of root causes of outsourcing · Vision and goals for the Office · Expectation of employees · Strengths analysis and gap analysis
Management Team	Division Leads (GS-15s)	Interviewees	· Perception of root causes of outsourcing · Vision and goals for the Office and for their teams · Strengths analysis / gap analysis
Employees	Mixed – GS-7 – GS 14	Focus Groups	· Strengths analysis · Opportunities for OHC · Aspirations for OHC · Results – when do we know we are successful? · How prepared are they to step into new role and expectations of OHC to assume a consulting capacity? · Perceptions of restraining and driving factors vis a vis the vision for the Office · Applying strengths & opportunities to weaken restraining factors
	Special Assistant	Sponsor	Background documents on organization design, employee feedback, strategic plan, customer feedback.

Table 2: Data Collection Methods

Data Analysis

Recordings from the interview were uploaded to Wreally Transcribe and I ran an automatic transcription. A text file was produced, which was edited to correct mistakes in the transcriptions. The finished file was uploaded to NVivo and coded for theme. Themes were:

Strengths
Opportunities
Aspirations
Results
Consulting
Vision
Trends/Influences
Improvements

Once thematic coding was completed, I ran queries on each of the themes to view the consolidated responses. These queries are included in the appendices.

Diagnostic Model
The diagnostic model employed was the “Double A” model, which is a version of the Rothwell Organization Development Effectiveness Model (Rothwell et al, 2015) superimposed on the Tichy (Tichy, 1982) framework.

We explored the four elements of the Organization Development Effectiveness Model – strategy, process, structure, and people – through Tichy’s political, cultural, and technical lenses. To assess congruence, first we examined external congruence – is the Office of Human Capital strategy congruent with current customer needs and requirements, and market conditions? Second, does internal congruence support transformation and change so an improved output is achievable? Table 1 illustrates the areas explored to address congruence.

Table 3: Addressing Congruence

INPUT: Customer requirements and Market Conditions	INPUT: Strategy Is OHC’s strategic vision congruent with customer needs?	ELEMENTS		LENS			OUTPUTS
				Political	Cultural	Technical
			People	Alignment or gaps among teams	Alignment between organizational values and individual behaviors	Accessibility and availability of resources
			Process	Decision-making	Collaboration	Seamless work processes
			Structure	“A seat at the table”	Communication	Functional alignment
External Congruence		Internal Congruence

KEY FINDINGS/RESULTS

Using the analysis model depicted in the previous section and the data collected in focus group sessions and interviews, we can ask and answer the following questions:

Do we understand our customer requirements?
Is our strategic vision congruent with customer requirements?
Are we aligned internally to deliver on customer requirements?
Does our output meet customer requirements? And because output also includes well-being of employees, is our output an environment of support and growth for H employees?

Ultimately, it is up to H’s management team to answer these questions using the data provided in the narrative and the appendices, but I will offer a quick “outsider’s” analysis as well. On the first question, we asked customers what results they expect from H. As discussed in a later section, the results indicate a gap in that customers are evaluating H’s success on their delivery of operational products, and any strategic or consulting support is secondary to customers’ ability to staff up, which has been outsourced, presenting a situation where H is evaluated on work they are not doing in-house.

On the second question about strategic vision being congruent with customer requirements, H is redefining itself as a strategic unit whereas customers are asking for operational support, which may indicate a need to manage customer expectations about H capabilities and benefits to the agency. One customer put it this way, “We need to measure actions that are focused on outcomes as opposed to outputs. So, for example, is our organization adequately staffed? Yes or no? If it’s not then I don’t care if you think everybody on your team is an all-star, we don’t have adequate labor.” We discuss this in more detail in the Customer Interview Results section. A complete list of customer responses is included in the appendices.

On the third question on internal alignment, each of the nine cells could be evaluated separately on a percentage scale. For instance, I would consider the Structure-Technical cell “fully exhibiting” because the way H’s organization is structured is clear and recognized by customers and employees as functioning well. The people-cultural cell could be found to be “partially exhibiting” because of the gap between the expectations and existence of consulting skills. That said, I’ve identified two primary gaps that rise up to the top of issues to address. I would place the ARC management and oversight issue in the Process-Technical cell and suggest that cell is least congruent and most in need of attention. Secondly, the People-Technical cell is the next most important, as we discuss in detail in the Defining Consulting section of this paper, as consulting competencies need to be defined and developed across the organization.

The last question is whether H’s output meets customer and employee requirements. Based on the data collected, “fully exhibiting” would mean that H is structured, and people possess the competencies to ensure delivery of operational functions in addition to providing strategic guidance to the agency. I think the Management Team’s Aspirations feedback define this output congruence very well.

What follows are brief recaps of feedback from management team, employees, and customers on each of the themes discussed in interviews.

Perception of Office of Human Capital Strengths

MANAGEMENT TEAM	EMPLOYEES	CUSTOMERS
Innovative at streamlining	Communication	Executive-level communication
People are committed to the mission	Supervisors available	Workplace culture
Resiliency	Transparency	Learning and development
Willingness to embrace new path forward	Structure of the organization	Policy and guidance regarding Covid-19 is clear
Learning and development division	Team environment, engagement	Small bus talented staff with customer service skills
Strategic with approaches	Cohesiveness	New training – supervisor
Passionate about the work	Adapted to telework	Analysis at the branch level

Perception of Office of Human Capital Opportunities

MANAGEMENT TEAM	EMPLOYEES	CUSTOMERS
Compliance and policies	Customer service	Consistent guidance and expertise
Agency-level perspective	Listening and asking questions	Communications on programs
Automation and streamlining of processes	Strategic approach	Right labor right time
Career and skills development for agency as a whole	Performance management transparency	Understanding/assuming the customer’s struggle
Guidance for program offices	Customers to become advocates	Management and oversight of ARC
ARC’s ability to function well	Perception of H	Deadlines and managing expectations
H’s consulting skills	Journey mapping customer experiences	Telework realignment

Perception of Office of Human Capital Aspirations

MANAGEMENT TEAM	EMPLOYEES	CUSTOMERS
People are eager to work for H	Sitting at the table, involved with decisions that affect people across the agency	Has capacity, ability, and nimbleness to carry out strategic goals and anticipate priorities
Extremely efficient processes and programs	H leadership not just to say “yes,” but look at capabilities first	Rules are applied in the same way across the agency
Exceptional service – solving problems	Smaller core team focused on internal consulting	They tell me how I can do something & what my options are
Provide amazing products to NLAB and really help transition to digital samples	Reaching back to substantial tool box to help people reach their goals	Help programs to improve workplace culture
People come to us and trust us	Being a force multiplier – we share best practices and enable others to do the work	Timeliness and consistency of guidance
Employees feel good about work and contributions they make	Smoother relationship with hiring manager about vacancies	Knowledgeable guidance throughout the process
Leaders in helping offices strategically	Standardized recruiting process	Help us fulfill our mission through right people

Perceptions of Office of Human Capital Vision Statement

MANAGEMENT TEAM	EMPLOYEES	CUSTOMERS
Turning apples into applesauce, pie, cake, etc.	Internal partnering	Asking “why does it have to be this way?”
Making connections and looking past your area/division	Customer service is what we do	Responsible for same mission as we are, accountable
Exceptional service and leaving a lasting impression	Making changes or tweaks to programs based on feedback	Employee engagement and satisfaction
No lines or walls — collaboration	Always finding ways to cut red take and turn 20 steps into 3	Timeliness and follow-through
Don’t say “no” and focus on yes	Finding and correcting errors	Adopting best practices from others
Ideas on how to make things better	Making things faster with less paper	Incremental improvements
Really understand what the customer wants	Never being satisfied with “good enough”	Streamlining

A Discussion on the Definition of Consulting

During the interviews and focus group sessions, participants were asked to define the word ‘consulting’ and describe what a consultant looks like from their perspective. This topic was chosen because Human Capital employees are being asked to shift from an operational mindset to a consulting mindset. We recognize the need to define the competencies and behaviors of successful consultants and this study was an opportunity to explore this issue from the perspective of managers, employees, and customers.

Management team members were asked, “You are working on refocusing staff on performing at a higher level in a consulting capacity. What does that mean to you? What does a consultant look like in this context?” Focus group questions were phrased slightly differently. “You are being asked to step into more of a consulting role than you’ve been in the past – especially those working in operations – what does that mean to you? How would you define consulting in this context?” Customers were asked what kind of consulting support they needed. Responses were sorted by themes focused on competencies, attributes, behaviors, and results. Responses are depicted in figures 4, 5, & 6.

Figure 4: Management Team Perceptions on Consulting

Employees demonstrated less understanding of the role of a consultant in a human capital organization, especially as it applies to consulting in an operational capacity. Figure 5 contains employee responses to questions about defining a consulting role.

Figure 5: Employee Perceptions of Consulting

Customer responses were even more dissimilar, as listed in Figure 3. In general, OHC customer defined consulting competencies as being communication, accessibility, and knowledge. In fact, each of the seven customers interviewed brought up competence and knowledge of HR issues as the key competency necessary for Human Capital consulting. However, they disagreed in how much support the Office of Human Capital provides to clients. Some clients want OHC to do the work and some want to be trained how to do the work.

Most importantly was the message from customers that the consulting role is less important to them than operational excellence. Customers regard operational performance as the ultimate barometer of the Office of Human Capitals success and its most important mission.

Figure 5: Customer Perceptions on Consulting

Employee Focus Group Session Results

Two Focus Groups were conducted on Friday, July 10, 2020, at 10 a.m., and Monday, July 13, at 1 p.m. Five people participated in the first and six in the second. In all, we had four women and seven men. The group was also racially diverse with six White and five Black employees. Ages ranged from 30 – 60 (estimated). Employees were located in St. Louis, MO, and in the Washington D.C. metropolitan area. The 11 employees were distributed across three teams. We conducted the meetings over Google Meet. Meetings lasted one hour each. The focus group responded to a total of 12 questions that fell into five primary categories:

Strengths – Our perception of what we do well as an organization
Opportunities – Our perception of what our customers want and need
Aspirations – Where we see our organization in the future
Consulting Defined – Our perceptions of what it means to be a consultant or business partner
Vision – Our definition and understanding of our vision statement (“build our future through our people with innovation, collaboration, and a relentless focus on customer service”)

Strength

To broadly summarize, the focus groups named communication as the top strength in Office of Human Capital. Specifically, the communication that takes place internally to H – among team members and between teams. Focus group comments also saw communication from senior leaders and supervisors as a strength. Somewhat related to communication, transparency was seen as a strength and something H is doing really well now. Several members mentioned the new structure of Office of Human Capital as being a strength.

Opportunities

What do we think our customers want and need from us? What do they need us to do very well? Many responses mentioned some aspect of customer service and further improving customer service skills. Improvements include learning to listen to customers and asking the questions to get at the root of the problem so the right solution is presented. One participant said they’d like to hear customers say, “You know, those people in HR really go out of their way. They service me like they would service their family.” Another opportunity for H is to serve our customers at a strategic level, not just tactical level. “We can start making some of those radical changes that need to be made across the agency,” said one participant.

Aspirations

There were two primary aspirations stated by participants for the Office of Human Capital. The first was that H has “a seat at the table,” meaning that Human Capital is participating in the meetings where human capital decisions are being made – from reorganizations to disciplinary actions. The second aspiration is that H is a “force multiplier” in that they are teaching their customers to do the work, not necessarily doing it for them. “We can share best practices, standards, template and then wok with people in field to give them the tools they need.”

Consulting Defined

There was less agreement on the definition of a consultant. Several participants indicated that they didn’t think the word consultant was correct in describing a human capital professional. Others said they were unclear on what that meant, especially in an operational context. In general, participants who had a clear picture of consulting considered themselves already working in that capacity. In a separate interview, consulting was defined in this way: “A consultant is someone that will hear the problem that the customer has, come up with numerous options to address it, and work with the customer to get to the end result.” It is clear from the divergent responses to this question that the competencies and behaviors of consulting need to be more clearly defined.

Vision

Focus group participants had a clear understanding of the vision statement. “Always finding ways to cut the red tape, get rid of paper, and turn 20 steps into three,” said one participant. Another saw it as making incremental improvements on existing processes. And another said it is borrowing best practices from other agencies. One participant characterized the vision statement as a three-step process of innovate-collaborate-customer service. The discussions around the vision statement were enthusiastic, which says that employees appear embrace the vision of H’s future.

Driving and Restraining Factors for Change

Lastly, the focus group completed a force field analysis that explored factors that will help Office of Human Capital reach its ideal state and factors that may be holding the office back from this goal. In the middle of the graphic chart we have Human Capital’s ideal future state where we are fully living up to our vision statement and having tremendous impact.

The chart is included in its entirety in the Appendices section. On the right side of the chart we list what restraining factors are keeping us from reaching this goal. What is causing resistance or pushing against us as we work toward that goal? On the left side, we list strengths that work in our favor – factors that are forces for change. What can we apply to help us weaken the resistance? What strategies for change does this make you think about? Are there initiatives that will help us move toward that goal? The group saw a number of constraints that may present as obstacles to fully achieving the vision of the organization. Resistance to change, an unwillingness to learn new skills, perception of lack of resources, the obstacle that distance creates – part of the team is in St. Louis, and past perceptions of OHC may slow growth.

On the other hand, the new structure of OHC is a driving factor toward their new idea state. They see their organization as being well-organized and roles are well defined. People are largely up for change, with some exceptions. One person said that those who are still working at OHC are those who want to be there. An additional driving factor is the shedding of operational roles so the staff can more easily focus on strategic priorities. Focus group members indicated they felt supported by supervisors and managers.

Customer Interview Results

From previous interviews and focus groups, I understood that key conditions in the relationship between Office of Human Capital and its customers focused on efficiency, timeliness, and communication. To fully understand these and other environmental relations issues, I wanted to interview those customers. The special assistant and Chief identified five key customers to be interviewed. Two of those customers requested that I interview two additional supervisors. In all, the customers interviewed are those that perform the majority of the hiring and supervision functions within the 2,700-person agency. All interviewees managed large staffs of people and are the primary users of H services.

To identify overarching conditions of consequence, each of these leaders were asked to describe their own working environment and how Office of Human Capital impacted them. Additional questions then drilled down into thematic areas. of strengths, opportunities, aspirations, and results; to define customer’s expectations of a human capital consultant; to ascertain customer’s definitions of innovation, collaboration, and customer service; to identify issues and trends on the horizon that have the ability to impact H’s performance in the future; and to list specific improvements that will help improve performance.

Strengths

The top strength identified by customers is in the area of learning and development. The rapid launch of virtual onboarding and the new supervisor training were two initiatives mentioned by multiple customers. Several leaders mentioned that communication at the executive level has improved “10 fold” with new Chief and they appreciated knowing what is happening within Human Capital.

Opportunities for Growth

Several trends emerged in the client interviews that they expect H to gear up to address: Sudden urgent hiring need at end of shut-down to take care of backlog, issues of lack of diversity within NLAB management, move away from paper to electronic samples and attendant change in required competencies (labor versus knowledge workers), and decreased budget. A complete list of trends and issues on the horizon are included in the appendices.

Customers want H employees to assume responsibility for program officers’ ability to fulfill their mission. The H employees are highly dedicated to their mission of supporting NLAB, and this was evident in focus group and interview participation. However, customers did not feel that H personnel feel the consequences of not meeting their mission. One senior leader says it like this: “…when your backlog increases and I don’t care what the reason is, you have to get it under control. Whereas the HR people are – and I’m generalizing – a lot of them are ‘sorry, Friday’s my day off,’ you know?”

Setting realistic expectations, even if the client is not pleased, and then meeting those deadlines, was mentioned as an improvement by several customers. “Don’t tell me you’re going to do it next week and then not do it next week. I’d rather you tell me you’ll have it done in two weeks and meet that deadline.” This was not identified as an issue in any H interviews or focus group sessions.

Gaps

The top gap identified by clients was consistency in counsel. The issue for clients, and this arose in all of the interviews, is that people within H offer conflicting advice. This erodes trust and results in a slowed-down process when program offices need to redo certain steps again. This issue was not raised in any H interviews or focus group sessions.

While communication at the executive level is stronger, communication at the working level was cited as a key area needing improvement. Interestingly, H employees saw communication as a strength. It is possible that communication is strong internally to H and needing improvement when working with customers. More clarification will be useful.

An area where there is a significant gap is under the results theme. The question was asked, “When will you consider H successful and fully supporting you?” Customer expectations are wide ranging and no two are alike, but they have in common that they are outcome goals, while H leadership results are process goals. Customer expectations include: I don’t need them anymore because my organization runs so smoothly, increase in diversity, that my hiring backlog is gone, and increase in organization morale. Internal H results are focused on process – communication, timing, responsiveness.

Customers evaluate H’s success or lack of success based on operational outcomes, which H no longer controls because operational functions of the Office of Human Capital have been outsourced. Any strategic or consulting support is secondary to customers’ ability to staff up.

CONCLUSIONS AND RECOMMENDATIONS

There is a gap between what customers expect of H and what H thinks they expect. The expectations of customers were outcome-based, meaning that they evaluated H’s success based on their own program’s success. If the customer was fully staffed and trained, then H is viewed as successful. However, H views their success from a process standpoint. Did we deliver on time? Did we meet our 80-day hiring goal? Also, the customers’ expectations were focused on operational output, which is the very area that has been outsourced to a contractor. This raises a major question as to how H intends to manage its contractor and what its oversight role is with its contractor. This will be a crucial relationship to manage because H’s success in the eyes of its customers is dependent on the contractor’s success.

On Meeting Customer Expectations of Operations

The operational component of Human Capital – its bread and butter – is ultimately the barometer of H’s success in their customers’ eyes. That they’ve outsourced their bread and butter to another federal agency may present a chronic structural issue – can H influence or manage that which they are held responsible for? It will be vitally important to study the strings that are holding the two organizations together and the workflow between H and its contractor and between H, its contractor, and its customers. H will need to work hard to eliminate confusion over process and to make sure they have systems in place that ensure work is completed to a high-quality standard without slowing down the process.

Looking through another lens, H customers define its success by its operational outcomes and not by its strategic work. And yet, H is retooling itself as a strategic agency. One customer even said, “They push all these new initiatives down and they only give me more work to do.” In other words, he did not place much value on initiatives like learning and development, or performance management, unless it solved his primary problem – attracting and retaining a large workforce. Proper management controls and customer expectation management are two broad areas where H may want to pursue new solutions.

My recommendation is that we examine the existing relationship and workflow of operational functions with ARC and that we work with the OHC management team, employees, customers, and senior leaders to define the preferred relationship and workflow. Once this relationship is defined and oversight functions identified, H can begin to define the role of consultant in the Office of Human Capital.

It is important in my view that all employees, not just operational employees, have some responsibility for managing the relationship with ARC, because it impacts the entire organization. Once we have this relationship and workflow resolved, we can begin the process of developing consulting skills in employees.

Summary of Key Objectives:

Improve consistency of advice and communication with clients
Tighten oversight of work of contractor and outsourced work
Set Office-wide expectations for responsiveness and timeliness
Establish long-range strategies that address coming trends and issues – diversity, change in labor force, telework management
Create and communicate standards and operating procedures for most transactions with customers. Ensure staff are trained on these standards.
Set up knowledge database that is internal for H or shared with larger organization that covers Q&A on personnel issues.
Create a structural (either a committee or an item on the management team meeting agenda) venue for discussing and planning for long-range, important, but not urgent issues. Issue management team is one mechanism.
Ensure that employees are fully trained in the areas they advise, e.g. labor relations
Explore establishing cross-functional client teams that are focused on the needs of each of the five client organizations

On the Consulting Role

H is fortunate to have an enthusiastic and talented workforce. As H leadership knows, the disparity in skill level in the area of consulting is quite broad. A first step is bridging this gap is for the management team to come to consensus on what consulting competencies, behaviors, attitudes, and outcomes are expected of H employees.

Competencies can be taught and so the responses that were coded under the competencies theme can be handled as training or coaching topics. Values must be modeled and so initiatives that give the leaders an opportunity to model the attributes listed there need to be created. Items under the behavior category need to be evaluated to make sure there are not process or policy roadblocks in the way of employees for existing these behaviors. For instance, do job descriptions and evaluation criteria reward or punish these behaviors? Or do they ignore the behaviors? Thus, training, opportunities to model, and removal of systemic roadblocks are key needs for this organization. Initiatives to address these needs include:

Conduct a training needs assessment to evaluate individual competencies in the areas of building trust, listening, asking questions, strategic thinking, problem solving, root cause analysis, and facilitation.
Create a training plan that delivers appropriate training to individual employees.
Further develop a description of values and attributes and intentionally weave these values into communications with employees. Brainstorm ways to reward employees for exhibiting these values.
Assess policies and procedures to make sure that there are no roadblocks for employees exhibiting behaviors listed under that theme. Look at existing annual assessment tools to see if there is anything systemic that prevents these behaviors from being performed or rewarded.
Look for opportunities to recognize instances where events listed in the outcomes categories take place. Create metrics and tracking systems for these outcomes.

POTENTIAL INTERVENTIONS

	Intervention A: Management and oversight of contract support	Intervention B: Competency/ training needs assessment	Intervention C: External communications program
Beneficiary	Customers, employees and senior leaders of NLAB and the Office of Human Capital will benefit from a successful initiative putting management and oversight controls in place	Employees, customers will benefit from competency-based training assessment because it will pinpoint missing skills and expertise	Customers of Office of Human Capital – program officers of National Archives
Purpose	To strengthen management and oversight controls over operational functions outsourced to the Department of Treasury ARC.	To identify skills gaps among employees and to identify consulting competencies that need to be learned	To implement customer education and communication program that helps customers understand policies and procedures related to Human Capital and promotes specific learning and development and workforce culture initiatives
KPI	Number of days to fill open positions	Number of complaints from customers about inaccurate information	Number of communication initiatives, satisfaction of customers
Responsible personnel	Chief of Human Capital, Deputy Archivist, and Contracting Officer	Learning and Organization Development Team	Management team
Process	§ Articulate goals and metrics for performance of operational functions by contractor. § Map workflow and business processes and optimize to meet performance goals (time, money, quality). § Assess existing management and oversight controls by comparing to traditional contracting mechanism. § Evaluate need for additional resources or personnel to monitor work performed. § Clarify roles of internal operational consultants. Communicate plan with customers, employees, and agency leaders.	§ Set up protocol for training needs assessment. § Conduct training needs assessment. § Identify training to fill skills gaps. § Determine whether training will be provided by existing personnel or contracted. § Conduct training. § Monitor improvement. Retrain, if necessary.	§ Create specific objectives for communication program. § Write job description of person who can executive described communications program. § Hire internal, external, or contract personnel to fill this role. § Adjust objectives and job description as necessary. § Evaluate program after six months.
Expected barriers	Resistance from contractor who has been operating independently. Internal perceptions of lack of authority over contracted work. Employees with resentment of outsourcing arrangement. Lack of skills in employees to monitor work performed.	Employees who think they already possess adequate skills or unwilling to build new skills. Reduction in budget. Time crunch.	Central Archivist’s communication office may object to having localized capability. Call this position an educator?
Needed resources	Support of agency leaders and customers. Strong internal leadership to assume responsibility for outsourced work. Internal controls to monitor performance. Strong communication practices between contractor and Office of Human Capital.	Need to prioritize training to focus on most needed skills. Technical training probably top priority based on feedback from customers.	Communications professional at least 20 hours/ week, preferably full time
Communication plan	Communication plan developed with three thrusts – to educate contractor about specific requirements and policies for NLAB work, to educate customers on how to work with Human Capital and contractors, to train employees on competencies required to monitor and oversee operational work.	CHCO will send email explanation to entire office. Learning and development team will follow up with a list of what to expect.	CHCO needs to communicate need for this position to Deputy Archivist to get hiring authority. Need must be conveyed. Need based on customer assessment.
Timeline	September 2020 – January 2021	Training completed by June 30, 2021	Communications person in place by January 1, 2021
Monitoring plan	Management team member selected as champion. Bi-weekly management team meeting progress report.	Learning and Development Team to report progress at bi-weekly management team meetings	Special assistant to monitor progress of recruiting and hiring of personnel.

REFERENCES

Harrison, M. (2004). Diagnosing organizations: Methods, models, and processes (applied social research methods) (3rd ed.). Thousand Oaks, CA: Sage.

National Laboratory. (2017). Agency Notice 0148.

National Laboratory. (2018). 2018-2022 Strategic Plan. Retrieved from: https://www.archives.gov/about/plans-reports/strategic-plan.

National Laboratory. (2019). Employee Viewpoint Survey Summary Report. Retrieved from: https://www.archives.gov/about/plans-reports/employee-survey

National Laboratory. (2020). Organizational Authority: Office of Human Capital, 2020.

Rothwell, W., Stavros, J., Sullivan, R., & Sullivan, A. (Eds.). (2016). Practicing organization development: A guide for leading change (4th ed.). San Diego, CA: Pfeiffer.

Schein, E. (1999). Process Consultation Revised: Building the Helping Relationship. Reading, MA: Addison-Wesley Publishing Co.

Silberman, M. (2001). The consultant’s toolkit: High-impact questionnaires, activities, and how-to guides for diagnosing and solving client problems. New York, NY: McGraw-Hill.

Stravos, J., & Malone, P. (2016). SOAR: Building Strategic Capacity. In Rothwell, W., Stavros, J., Sullivan, R., & Sullivan, A. (Eds.). (2016). Practicing organization development: A guide for leading change (4th ed.). San Diego, CA: Pfeiffer.

Yoon, H.J. (2017). Diagnostic Models following Open Systems. In Rothwell, W., Stopper, A., Myers, J. (Eds.). (2017). Assessment and diagnosis for organization development: Powerful tools and perspectives for the OD practitioner. Boca Raton, FL: CRC Press.

MANAGEMENT TEAM INTERVIEW PROTOCOL

Management Team Member Name:

Role, Responsibilities, and History with H Organization:

Three objectives for interview:

Root cause analysis: Explore events that led to outsourcing of key capabilities
Look forward to desired future state of OHC organization
Understand team’s specific roles and responsibilities with NLAB

PART 1: ROOT CAUSE ANALYSIS

Event Description: In 2019, the Office of Human Capital went through a major transformation and its size was reduced by half – from about 65 people to its current 32 employees. Key functions of the organization were outsourced to the Department of Treasury under a shared service provider model for human resources systems and services. The change was characterized to staff as the result of a deficiency within the Office of Human Capital.

Define the Problem:

What happened?
What were some of the symptoms you observed?

Collect Data:

What data did people have that the problem existed?
What was the impact of the problem?

Identify Causal Factors:

What sequence of events took place leading to the problem?
What conditions allowed the problem to occur?
What other problems surrounded this central issue or were taking place concurrently?

Identify Root Cause:

Why were these conditions present?
Why were these other problems taking place?
What do you feel is the real reason the problem existed?

Recommend and Implement Solutions:

How did you work to prevent the problem from happening again?
Were adequate solutions put in place?

PART 2: LOOKING FORWARD

The Office is looking to rebuild esprit de corps among staff members and refocus staff on performing at a higher level in a consulting capacity. The Office of Human Capital’s leaders ultimately want staff members to embrace and exhibit the principles of their vision statement – innovation, collaboration, and a relentless focus on customer service

Definitions

Define and provide examples of:

Consultant (how prepared are employees for new competencies).
- On a scale of 1-5 with 5 being Completely Prepared and 1 being Completely Unprepared, how prepared are H employees to step into consultative roles?
Innovation (how supported are employees to be innovative).
- On a scale of 1-5 with 5 being Always Supported and 1 being Always Unsupported, how supported are H employees when seeking innovative and different solutions?
Collaboration (how collaborative).
- On a scale of 1-5 with 5 being Completely Collaborative and 1 being Completely Uncollaborative, how collaborative are H employees under normal working conditions.
Focus on Customer Service:
- On a scale of 1-5 with 5 being Completely Focused on Customer Service and 1 being Completely Unfocused, how focused are H employees on delivering great Customer Service?

Strengths Analysis

	Viewing the Present (The best of what is)	Envisioning the Future (What might be)
Strategy	Why does H’s work really matter to the organization?	How can H have the most positive impact in the future?
Process	What does H do exceptionally well right now?	How can H’s strengths be leveraged in new ways for the benefit of the whole organization?
Structure	What resources are essential for H’s success?	How can these resources expand and support NLAB in the future?
People	What do you like best about your teammates?	Aspirations for H in five years?

PART 3: TEAM-SPECIFIC DATA

What are ___’s specific capabilities and contributions right now?
How was ___ specifically impacted in terms of people and capabilities by outsourcing?

	Viewing the Present (The best of what is)	Envisioning the Future (What might be)
Strategy	Why does HS’s work really matter to the organization?	How can HS have the most positive impact in the future?
Process	What does HS do exceptionally well right now?	How can HS strengths be leveraged in new ways for the benefit of the whole organization?
Structure	What resources are essential for HS’s success?	How can these resources expand and support H in the future?
People	What do you like best about your team members/employees?	Aspirations for Hs in five years?

STRENGTHS OF OFFICE OF HUMAN CAPITAL

MANAGEMENT TEAM PERCEPTIONS

Q: What would you say Human Capital does really well right now?

Q: What are our greatest strengths as an organization?

Reference 1 – 1.60% Coverage

We are being really innovative with streamlining some things. Automating. Performance mid-year automated that process. Previously had no way to make sure a supervisor does a mid-year review.

Reference 2 – 2.93% Coverage

Implement a tracking system for the mid-year helping us get in compliance with OPM requirements for telework. Been doing a lot of things manually, which allows for a lot of mistakes and inconsistencies. Streamlined how we do appraisals. Google docs tracking system. Some folks acting as consultants are really making a big difference in the organization.

Reference 3 – 0.67% Coverage

People are committed to the mission. Hardworking and dedicated. And supportive.

Reference 4 – 1.62% Coverage

We have great employees who are truly committed to work. They go above and beyond every day. No matter what is going on around them – they remain constant and are getting the work done day in and day out.

Reference 5 – 1.78% Coverage

A resilient group. Brush themselves off and keep going and say OK what can we do today. Especially the management team. They are about making things better. We have a caring group – people genuinely care for each other.

Files\\MT2 – § 3 references coded [ 4.95% Coverage]

Reference 1 – 1.18% Coverage

We are getting better at listening. Trying to solve problems. Better at evlauting what we currently have and how we can do better things.

Reference 2 – 2.05% Coverage

Very strategic. Being able to be strategic with approaches. Ability to develop plans and the products and lifecycle of training design and development and implement and evaluate. Focus on value to agency. Everything has been valuable.

Reference 3 – 1.71% Coverage

Very passionate about work. Very skilled individuals that take pride in their work. Have provided amazing products to the agency. Built reputation to provide high-quality products and programs.

Files\\MT3 – § 4 references coded [ 5.71% Coverage]

Reference 1 – 2.53% Coverage

We do a regulatory-intensive job. Keeps NLAB out of trouble 2-take care of people and people are the organization. We’re the major player in that. 3- Level of efficiency and support can make a manager’s life more difficult or easy makes a difference. They have more time to do primary job if we do a good job.

Reference 2 – 1.15% Coverage

Training division is outstanding. Systems group is promising. Report development. Automation efforts. Robotic process automation.

Reference 3 – 1.55% Coverage

Quality review – classification and staffing. Tasks they’ve been assigned. The support roles they are given. Got a lot of clean-up projects and they’ve done a good job with that as well.

Reference 4 – 0.47% Coverage

We are the Army that gets things done. The foot soldiers.

Files\\MT4 – § 4 references coded [ 8.74% Coverage]

Reference 1 – 2.47% Coverage

Right now being forward thinking – we’re getting better at thinking about the customer’s experience. They used to worry about processes to manage Hs work and thinking about how making it better for our customers. Thinking about making it easier for them, not us.

Reference 2 – 2.56% Coverage

Willingness to embrace the new way forward. Williness to step out of comfort zone and be open to becoming consultant, HR business partner. Not easy. Like that they are willing to play. Resiliency of those who went through trtansformation and want to continue to e part of H.

Reference 3 – 2.00% Coverage

Planning – helping the workforce to make decisions with human at the center. Changing culture. If you reorg are you doing it on the function? Strategies – recruitment, retention, culture, reward, lead, segment.

Reference 4 – 1.71% Coverage

Desire to learn is something they do well right now. They are flexible and resilient. We are a new division and every project is a lessons learned. They still show up and be innovative.

Files\\MT5 – § 2 references coded [ 5.63% Coverage]

Reference 1 – 4.22% Coverage

We do a really good job with development. Over past few years and presently. Training and education (Kashmira’s area). Doing some very innovative things there particularly in developing supervisors. Key to shifting workplace culture. A lot of that is geared toward supervisors too… helping supervisors rate employees more accurately and fairly across the agencies – performance management. Working through issues with supervisors to help them do a better job of supervising.
Innovative things to streamline more manual processes. Are going exceptionally well right now

Reference 2 – 1.41% Coverage

Resilience. Love that we have gone through hell and are on the other side and still have the energy to put together a great team. And I think we are slowly building trust back into the organization.

OPPORTUNITIES FOR OFFICE OF HUMAN CAPITAL

MANAGEMENT TEAM PERCEPTIONS OF WHAT OUR CUSTOMERS NEED

Q: What can we really be the best at or provide that is world class for our customers?

Q: What is most important for us to step up and do for our customers?

Files\\MT1 – § 4 references coded [ 6.62% Coverage]

Reference 1 – 2.19% Coverage

What we do from a HC perspective is the crux of an organization. We are responsible for policies and govern how people behave and operate. Ensure compliance with OPM. We are the gatekeepers of policies. Crucial role that we play to ensure agency does not get in trouble.

Reference 2 – 1.81% Coverage

Loking at needs or organization overall – doing real analysis in functional areas – workplace culture, which impacts other areas. See decrease in performance with cultural issues. Impacts productivity and behavior.

Reference 3 – 0.71% Coverage

The more processes we can streamline and automate, will allow us time to do other work.

Reference 4 – 1.92% Coverage

Streamlining so we can be more effective and efficient. Taking aload off of our customers and supervisor – better reporting, have data to make data-driven decisions and see where gaps are to see where changes or training is necessary.

Files\\MT2 – § 3 references coded [ 4.76% Coverage]

Reference 1 – 1.32% Coverage

Goal 4 of the strategic plan is all developing people for the future of our work. We have a big stake in that. What we do directly aligns with strategic plan.

Reference 2 – 0.90% Coverage

Scalability is big question for strategic plan. Depends on solutions and what they are willing to fund.

Reference 3 – 2.54% Coverage

responsible for developing career development plan program to support employees to digital samples. How to help employees develop new skills. Where is the agency from a skills perspective. Ultimately develop career development program. In analyze stage. Design, develop, and implement.

Files\\MT3 – § 2 references coded [ 1.75% Coverage]

Reference 1 – 0.64% Coverage

Stress caused by not having competencies for jobs they are being asked to do.

Reference 2 – 1.11% Coverage

Fearful of sticking out their necks. They do rule-oriented work. Follow policies. Recognized as doing good job if you follow rules.

Files\\MT4 – § 2 references coded [ 2.44% Coverage]

Reference 1 – 1.66% Coverage

Without H being at the table to guide them, many missteps happening. It’s up to H to teach them what value and educate the leadership team. Clear alignment of people and outcome.

Reference 2 – 0.79% Coverage

Continue to ask questions. Continue to focus on making it better for NLAB as a whole.

Files\\MT5 – § 2 references coded [ 3.53% Coverage]

Reference 1 – 2.48% Coverage

People that we have on board and those we plan to hire are essential to our success. ARC’s ability to function well is essential to our success. We are responsible for them and making sure they are meeting their service-level objectives.
Resources for bringing on new people that can consultant and retraining people to be business partners.

Reference 2 – 1.04% Coverage

People’s skills sets will have to expand. That is absolutely essential to our success. If we can’t get them there as a consultant, we’re doomed.

ASPIRATIONS

MANAGEMENT TEAM VISION OF THE FUTURE

Q: What can Human Capital aspire to?

Q: What does our ideal future state look like?

Files\\MT1 – § 1 reference coded [ 2.86% Coverage]

Reference 1 – 2.86% Coverage

Love for H to be an office where people are trying to get in to be part of what we have. A movement of collaboration, meeting customer’s needs and customers aren’t scared to come to H. For then to know that we are a true business partner for our customers and here to support their needs to make their jobs easier. The office that everyone needs to be part of.

Files\\MT2 – § 4 references coded [ 6.40% Coverage]

Reference 1 – 0.59% Coverage

Having extremely efficient processes and functions and programs.

Reference 2 – 1.01% Coverage

Having the right skills sets and people to accomplish mission is the most important thing that we need for the office.

Reference 3 – 3.52% Coverage

let’s fix all the problems we see right now with transition to ARC. Labor relations – need to be able to get behind issues early on in the process and roll up our sleeves and fix them and solve them. We’re telling leaders that we’re trying to fix the problems but little progress. Need to be seen as efficient and effective and responsible organization. Exceptional service = solving problems that we are seeing.

Reference 4 – 1.28% Coverage

Aspiration is to continue to provide amazing products to NLAB that are high quality and impactful. And really help agency going to digital samples.

Files\\MT3 – § 3 references coded [ 6.77% Coverage]

Reference 1 – 2.36% Coverage

vehicle to hear what experiences are with ARC as the folks that are getting operations work done. How do we work with them to get bugs resolved. What kinds of policies and proedures can we get out there. What kind of general guidance we can help support customers. Make us more efficient

Reference 2 – 1.93% Coverage

I want our manager sot feel 100% comfortable to come to us and have systems in place easily access us and get reallygood quality support, responses, answers, etc. That ARC is supporting and making managers happy with their service.

Reference 3 – 2.47% Coverage

Individually want them to feel really good about work they do and see contributions they are making. Want them to like the job in five years light years better than the job they had before shakeup. Here is new normal of smooth procedures, policies. Work smoothly and support customers seamlessly.

Files\\MT4 – § 6 references coded [ 11.69% Coverage]

Reference 1 – 0.69% Coverage

Want to be at the table when they are making decisions and asking for help.

Reference 2 – 1.75% Coverage

we are the gatekeeper of managing the people. We’re ensuring that the people we have are the right fit, have the right experience, for NLAB to keep moving and serving the American people.

Reference 3 – 0.78% Coverage

To continue to grow. Structure. Getting over the mindset of getting the task done.

Reference 4 – 1.37% Coverage

Aspiration is to be collaborative where we connect. Reduce/eliminate silos. Connect programs. Projects start in one place and move to another.

Reference 5 – 1.75% Coverage

We need to come at this with an open mind. In order for H to be successful, we have to have a seat at the table and my division engages with leadership, we have to demonstrate our value to them.

Reference 6 – 5.36% Coverage

I see us in five years doing such programs where we do an assessment, provide them with tools, ability to look at culture and process so they have the right people at the right time. When they are doing reorgs, we are there helping them thinking through the process. Help them be more structured. Help them build pipelines. Succession planning. Internal bench strengths. Facilitate, coach, administer assessments. Train the trainer. Leveraging personal relationships . Have to outsource. Want to build capacity. We are certified. Did an org assessment, had the data,

Files\\MT5 – § 4 references coded [ 7.95% Coverage]

Reference 1 – 2.45% Coverage

We can really be leaders in helping offices with their strategic planning. Helping them think through how to get the people on board they will need for the future. How to provide avenues for disabled people into the agency. Providing jobs that will be rewarding for people with disabilities. How to increase diversity in certain places.

Reference 2 – 0.86% Coverage

H can come up with strategic initiative to create better, more diverse workforce that makes NLAB a great place to work.

Reference 3 – 1.78% Coverage

Innovation is one area that will take things in the right direction. We still have a manual performance management process. Appraisals and performance plans are manual. Innovative things will be leveraged to help. Way past time that we do that.

Reference 4 – 2.86% Coverage

Love it if we are the go-to people. Automatically thought to be included in things. When organization wants to have a discussion about workforce planning, diversity, succession, they think of us and include us in plans and discussions and that we have something to add value to those conversations. That means we have a staff of folks performing at a high proficiency in their consultant role.

RESULTS

OUR SUCCESS MEASURES

Files\\MT1 – § 1 reference coded [ 0.59% Coverage]

Reference 1 – 0.59% Coverage

Qualified employees, knowledgeable about workforce/work that we do.

Files\\MT2 – § 2 references coded [ 1.72% Coverage]

Reference 1 – 0.68% Coverage

Meat of HC is operations and a pain point for the agency is hiring and recruiting

Reference 2 – 1.04% Coverage

Expected to be consultants, our customers are NLAB supervisors and working out processes that will make things better.

Files\\MT4 – § 1 reference coded [ 0.90% Coverage]

Reference 1 – 0.90% Coverage

PEOPLE. Do we have the right people with the right competencies. Big goals and big expectations

Files\\MT5 – § 1 reference coded [ 3.18% Coverage]

Reference 1 – 3.18% Coverage

National Archives is made up of people and our work is to manage our employees. So in the highest sense, it affects everything that the National Archives does. We need to do that well – right people in the door with the right skills sets, planning for the future for development, having succession plans so we know what the future for senior leaders look like. Management of people is very important to NLAB being able to meet strategic goals.

CONSULTING DEFINED

MANAGEMENT TEAM PERCEPTIONS OF HOW AN H CONSULTANT OPERATES

Q: Employees are being asked to step into more of a consulting role than in the past – especially those who were working in operations – what does that mean to you?

Q: How would you define consulting in this context?

Files\\MT1 – § 4 references coded [ 4.62% Coverage]

Reference 1 – 1.47% Coverage

A consultant is someone that will be there to hear the problem that the customer has, come up with numerous options when possible, and work with the customer to get to the end result.

Reference 2 – 2.18% Coverage

talk to customers before doing the work. When a customer asks for a report – why do you need the report, what are you looking to do with that report? Here are data points, have you considered this? What else do you want them to do. Helping customers see the bigger picture.

Reference 3 – 0.48% Coverage

Our job is to make our customer’s lives as easy as possible.

Reference 4 – 0.49% Coverage

A lot of them aren’t there. “Why do we have to babysit people”

Files\\MT2 – § 2 references coded [ 2.50% Coverage]

Reference 1 – 1.38% Coverage

Having ability to be strategic thinkers. Problem solve issues. Get to root cause of what’s going on. Ability to be analytical and come up with recommendations.

Reference 2 – 1.12% Coverage

Consulting – ability to understand audience and what they want and look for. Steve is really good at honing in at what people want.

Files\\MT3 – § 5 references coded [ 3.74% Coverage]

Reference 1 – 0.64% Coverage

Stress caused by not having competencies for jobs they are being asked to do.

Reference 2 – 1.09% Coverage

Customer service – take pressure off customer to the greatest extent. Still have large chunk of operations work that we have to do.

Reference 3 – 0.63% Coverage

Quality management work is more like auditors. No consultant role in that.

Reference 4 – 0.61% Coverage

More business partners where they are glue between ARC and the customer.

Reference 5 – 0.76% Coverage

Consultancy is wrong label for us because we don’t have those roles and responsibilities.

Files\\MT4 – § 4 references coded [ 5.02% Coverage]

Reference 1 – 1.07% Coverage

Confidentiality, intellectual curious, competence, positive intent, accountability, flexible, reliable.

Reference 2 – 0.87% Coverage

Stepping back and learning from our mistakes. Building trust and building relationships.

Reference 3 – 0.52% Coverage

Dive deeper. Asking right question and being curious.

Reference 4 – 2.57% Coverage

How to make sure whatever you did is sustainable. Provided different ways to looking at something where customers walk away feeling good. Really need to think about all of the possibilities up front – make sure you really understand the problem. Solving the right problem.

Files\\MT5 – § 4 references coded [ 5.97% Coverage]

Reference 1 – 1.65% Coverage

A consultant is not necessarily doing the work but is a collaborator in that process. Helping an office manager rethink their staffing plan, or doing workforce planning, advising an executive whether to use an SL to act as SES.

Reference 2 – 1.11% Coverage

Do research, check something out, but you’re not the person entering the data into the system. Advising on all of the collateral questions that come up.

Reference 3 – 0.99% Coverage

May need to pull in ARC colleagues for subject matter or operational expertise. The actual work is being done by ARC but sent to IG by NLAB.

Reference 4 – 2.23% Coverage

Once we get people trained as consultants, able to think in more strategic ways, that will provide a lot of support to the whole organization. Never had the bandwidth to do that kind of work. Lots of training to do to get there. Have smart people on people and continuing to be very choosy about who we are hiring.

VISION FOR OFFICE OF HUMAN CAPITAL

MANAGEMENT TEAM’S UNDERSTANDING OF THE VISION STATEMENT

Q: The vision statement of H is to build our future through our people with innovation, collaboration, and a relentless focus on customer service. What does that mean to you?

Q: How do you define innovation, collaboration, and customer service?

Files\\MT1 – § 4 references coded [ 4.99% Coverage]

Reference 1 – 1.59% Coverage

Looking at one thing and seeing how that can evolve into other things. Being creative. How to turn apple into applesauce, apple pie, and do other things that will benefit the customer and agency.

Reference 2 – 0.84% Coverage

Looking past your area/division and seeing what the intersections are and making those connections.

Reference 3 – 0.49% Coverage

Always asking the question… looking at what affects others

Reference 4 – 2.06% Coverage

meeting the customer’s expectations, providing with exceptional service, leaving a last impression with every customer, and even if you are saying no, try to come up with some kind of option. Timeliness. Trying to acknowledge email within 24 hours.

Files\\MT2 – § 2 references coded [ 3.52% Coverage]

Reference 1 – 1.91% Coverage

Innovation is looking at something and whats’ working, whats not and what we can do better. Come up with end product and make it better. Team is able to do that for many functions. Overall team has made significant progress.

Reference 2 – 1.61% Coverage

being able to work together on something and come up with apositve result for your customer. Within and outside of your team. Seen more collaboration in recent years than existed before.

Files\\MT3 – § 5 references coded [ 2.45% Coverage]

Reference 1 – 0.53% Coverage

All our interactions with ARC have been prescribed in advance.

Reference 2 – 0.83% Coverage

How creative can we be within confines that we’ve been provided. Systems as efficient as possible.

Reference 3 – 0.27% Coverage

All big rules have been defined.

Reference 4 – 0.25% Coverage

We are highly collaborative.

Reference 5 – 0.57% Coverage

Need to develop a common understanding of what customer service is.

Files\\MT4 – § 3 references coded [ 2.64% Coverage]

Reference 1 – 0.33% Coverage

Economy to manage work, take risks

Reference 2 – 1.99% Coverage

Collaboration is no lines. Let’s work together on projects. Best for employees. Sharing information and knowledge. Everyone working on generalist model. Supposed to be no lines and working across divisions.

Reference 3 – 0.32% Coverage

Don’t say no, focus on saying yes.

Files\\MT5 – § 7 references coded [ 6.36% Coverage]

Reference 1 – 1.07% Coverage

We think of innovation as technology innovation – streamline some of our efforts to get out of manual processes to get streamlined and electronic.

Reference 2 – 0.66% Coverage

Business process reengineering. Rethinking way we do our work. Continuous improvement.

Reference 3 – 1.40% Coverage

Ideas on how we can make it better. Single sign on, improve data input and tool is now functioning really well. Mindset with never being satisfied with status quo. Looking at how you can improve.

Reference 4 – 0.27% Coverage

Helping other offices make changes.

Reference 5 – 1.20% Coverage

Really understanding clearly what the customer wants. Helping them clarify what they need and then being able to provide it in a time that meets their expectations.

Reference 6 – 1.09% Coverage

Just help adjust people’s expectations. Rather than wait three days to get back to request, communicate right away that it will take a couple of days.

Reference 7 – 0.67% Coverage

Ground rules and standards for customer service standards. Right now standard is 24 hours.

EMPLOYEE FOCUS GROUP PROTOCOL

Opening Script: Welcome everyone. Thanks so much for participating today. My name is Joan Michel and I am a graduate student at Penn State University in Organization Development and Change. I also run a business in Baltimore that provides professional services to government agencies and nonprofits. As part of my course on Organization Assessment, I’m really happy to be working with Office of Human Capital as my case study. The study consists of observations, interviews, and focus groups and is primarily looking at organizational strengths and preparedness to assume new consulting roles. The focus group session will be recorded and the audio transcribed. All names and personal information will be deleted from the transcription. If I refer in my notes to any individual, it will be by an alias – participant A, participant B, etc. A transcription of the recording will be turned in to my professor at Penn State University. Focus group responses will be coded and analyzed for similar themes. Feedback at the thematic level (not individual) will be provided to participants and the larger Human Capital team as part of my final project/report. Instructions: We’re small enough that I hope to have each person contribute to each question. Because you are from different teams, it is important that you answer the question from your own perspective. I’m not looking for consensus on topics. I understand that you have different roles and experiences.
Interview Information Date: Friday, July 10, 2020, at 10 a.m. and Monday, July 13, 2020, at 1 p.m.
Questions
	Introductions	Tell me about a project you are working on right now that is very satisfying
1	Strengths	What would you say Human Capital does really well right now?
2	Strengths	What are our greatest strengths as an organization?
3	Opportunities	What can we really be the best at or provide that is world class for our customers?
4	Opportunities	What do our customers need that we can step up and do? What is most important for us to step up and do for our customers?
5	Aspirations	What can Human Capital aspire to?
6		What does our ideal future state look like?
7		How can Human Capital have the greatest impact on NLAB, on NLAB’s mission?
8	Results	How will we know we are successful? What will our measurable results look like?
9	Consulting (1:20)	You are being asked to step into more of a consulting role than you’ve been in the past – especially those who were working in operations – what does that mean to you? How would you define consulting in this context?
10	Consulting (1:20)	How prepared are you to step into new role and expectations of OHC to assume a consulting capacity? What would make you feel more prepared?
11	Vision statement	The vision statement of H is to *build our future through our people with innovation, collaboration, and a relentless focus on customer service.* What does that mean to you?
12	Vision statement	How do you define innovation, collaboration, and customer service?
(1:40) Force Field Analysis: Switch to screen sharing and the powerpoint slide In the middle here we have Human Capital’s ideal future state. We are fully living up to our vision statement and having tremendous impact. Let’s first look at the right side of the chart – what restraining factors are keeping us from reaching this goal? What is causing resistance or pushing against us as we work toward that goal? Now remember back to the start of our conversation and we were talking about our strengths and opportunities. What can we list over here as something in our favor, something that is a force for change? What can we apply to help us weaken the resistance? What strategies for change does this make you think about? Are there initiatives that will help us move toward that goal?
Follow-up Issues
Closing Script: That concludes my list of questions. Is there anything else you’d like to share with me that my questions didn’t cover? I’ve learned a lot about you from this conversation, including: 1. 2. 3. Feel free to send me any follow-up thoughts and ideas by email. I will be providing a recap and analysis of this discussion back to you in the weeks ahead. Have a great weekend. Thank you for your time and participation.

STRENGTHS OF OFFICE OF HUMAN CAPITAL

EMPLOYEE PERCEPTIONS OF WHAT WE DO VERY WELL

Q: What would you say Human Capital does really well right now?

Q: What are our greatest strengths as an organization?

Focus Group 1

Reference 1 – 0.09% Coverage

Communicating between one another

Reference 2 – 0.07% Coverage

communication is going well

Reference 3 – 0.51% Coverage

Learning and Development communicates really well within the team environment I think as a whole we meet frequently and in this new virtual environment, we have the ability to do these type of things.

Reference 4 – 0.45% Coverage

I’ll type in the Google Chat. Hey, you have a minute whatever the team member is that I have a question for and then we jump on us a five to ten minute video called which is fantastic.

Reference 5 – 0.18% Coverage

So you know our team lead and then our supervisor are readily available

Reference 6 – 0.08% Coverage

I would also say transparency.

Reference 7 – 0.93% Coverage

I think H especially has come a long way from when I arrived here in 2015 because information just wasn’t getting out and was being withheld and I don’t think of the information that was being put out was really accurate, but now it seems to be a more transparent. And kind of keeping everybody up to date on things that happened what’s going on. So I would say transparency.

Reference 8 – 0.55% Coverage

I would probably say structure is something that I think we’ve helped to really establish now, especially with this this transition to shared services and kind of re-identifying how and what work we do in human capital.

Reference 9 – 0.37% Coverage

I feel like with the current structure and the divisions the three divisions there seems to be a simplicity to the way it’s been developed and built.

Reference 10 – 0.26% Coverage

I feel like they’ve done a good job of creating a structure but also helping tear down some of those silos.

Reference 11 – 0.57% Coverage

I’d like to jump on [P3’s] comments more of a team environment, you know, each division has their set of responsibilities and goals to meet, and to reach those goals we extend to the entire H family to ensure we get those done.

Reference 12 – 0.42% Coverage

And I’ll piggyback on everybody definitely communication is number one, which coincides with transparency and seeing that collaboration across the board as well.

Reference 13 – 0.17% Coverage

The teamwork is noticeable and I really I enjoy that environment.

Reference 14 – 1.02% Coverage

But now since we kind of downsized and came together sort of, cohesiveness is there and structure is there… you kind of know where to go for what you need at any given time, where in the past it was just kind of all over the place. So I think structure has really came along a long ways compared to other agencies that might have had structure but now we can be competitive with them because we now have structure.

Reference 15 – 0.88% Coverage

I think we’ve made a turn away from how they’re used to be that perception of Human Capital and years past there was a very negative perception across the agency. We’re starting to turn that corner and I feel like offices are coming to us more and kind of understanding what we’re doing and how we’re able to kind of fulfill our mission to the agency.

Reference 1 – 1.21% Coverage

adapting to telework. Everything moving well.. Doing as well from home as from the office

Reference 2 – 0.56% Coverage

Putting out the trainings for employees.

Reference 3 – 0.18% Coverage

Engaged CHCO

Reference 4 – 0.48% Coverage

Diversity is a practice, not a word.

Reference 5 – 0.76% Coverage

Leadership team doesn’t seem to be beholden to the past.

Reference 6 – 2.09% Coverage

Engagement and empowerment is very positive. Work well together across teams’ collaboration. Helping each other out and answering questions. No silos.

Reference 7 – 0.45% Coverage

Technical skills are brilliant.

Reference 8 – 0.69% Coverage

Fastest and easiest onboarding ever experienced.

Reference 9 – 0.53% Coverage

A lot of expertise in a variety of areas.

Reference 10 – 0.26% Coverage

A lot of good people

Reference 11 – 1.13% Coverage

we work well together collaboratively and across divisions and that’s a strength.

Reference 12 – 0.98% Coverage

Modeling collaborative behavior. Thinking about things differently.

OPPORTUNITIES FOR OFFICE OF HUMAN CAPITAL

EMPLOYEE PERCEPTIONS OF WHAT OUR CUSTOMERS WANT AND NEED

Q: What can we really be the best at or provide that is world class for our customers?

Q: What is most important for us to step up and do for our customers?

Focus Group 1

Reference 1 – 0.38% Coverage

Perception – I think the agency did not have the right perception on the kind of work that comes out of this office and how it can be delivered and how it was delivered.

Reference 2 – 0.52% Coverage

I think the perception has changed, but the work hasn’t changed with always been the nucleus of the agency and I think the agency is now recognizing that human capital is your nucleus for everything to happen.

Reference 3 – 0.52% Coverage

Our experience in customer service. So it’s somewhat one and the same so customer experiences — understanding their journey and how they process the information and how their requests are facilitated.

Reference 4 – 0.85% Coverage

So it’s similar to user experience. Right? So you understand there’s different segments of the information and how it’s delivered and received based on different organizational units and their needs. So, you know journey mapping these customer experiences puts us in a better position to be better customer service representatives.

Reference 5 – 0.76% Coverage

They had a great experience and it’s something that they would say, you know. Once they walk away. They said go tell other people, you know, those people in HR really go out of their way. They service me like they would service their family. So, you know, just the experience for the customers themselves.

Reference 6 – 1.11% Coverage

what our customers need is for us to be best at listening to them. It goes along with what the rest have said so far to provide that customer service. You have to be listening to hear what’s out there to hear what’s really going on to dig deeper than what’s showing on the surface to get that out so really listening and then putting action towards what we actually heard that what they said on the surface, but what’s really below what they’re saying?

Reference 7 – 0.80% Coverage

I think we’re taking more of a strategic approach in the way that we do a lot of the work. It’s not that simple operational stuff that we do anymore. And it’s a good benefit that gets some of that work off of our shoulders to be able to step in and start making some of those radical changes that need to be made across the agency.

Reference 8 – 0.81% Coverage

We have the ability as human capital to really be as kind of the nucleus and be those people to make those changes where we helped with a lot of those policies. We know the background we know that information and so we can go into organizations. We could see the issue see what’s going on in strategically come up with solutions.

Focus Group 2

Reference 1 – 0.98% Coverage

Modeling collaborative behavior. Thinking about things differently.

Reference 2 – 0.47% Coverage

Look at ways we can improve agency.

Reference 3 – 1.61% Coverage

Archivist puts out challenge and role of business partners is to look at tool box and see what we need to address the issue

Reference 4 – 1.74% Coverage

What can we do as NLAB- how to create a solution that will fit our agency. Requires business partner to think about it differently.

Reference 5 – 1.32% Coverage

Workplace flexibilities are also important to create diversity/neurodiversity in workplace.

Reference 6 – 0.77% Coverage

Performance management transparency and no surprises.

Reference 7 – 1.50% Coverage

As we move forward, transparency is important because that reinforces trust and collaboration/innovation.

ASPIRATIONS

EMPLOYEE VISION OF THE FUTURE

Q: What can Human Capital aspire to?

Q: What does our ideal future state look like?

Focus Group 1

Reference 1 – 0.54% Coverage

I would say we’re sitting at the table. I think that is important sitting at when I say at the table, I mean at the executive level so that were involved with decisions that are being made not an afterthought to help out.

Reference 2 – 0.87% Coverage

We’ve made some massive reorganizations here recently where there was little to no influence from human capital and if we’re stepping up to being that strategic partner with them, they realize that we have the data, we have the background information, and offer some positive solutions was as to the way they need to be looking at organizations.

Reference 3 – 0.92% Coverage

I also need leadership our leadership if we’re sitting at the table to not jump to ‘yes.’ Really understand what is the capabilities of their of the people who will be doing the work? Yes. We need that seat at the table, but there’s also needs to be that conversation with the leadership understanding what they can do with the kind of staff that they have to do the work.

Focus Group 2

Reference 1 – 1.13% Coverage

being a smaller core team focused on internal consulting for the rest of the agency.

Reference 2 – 0.98% Coverage

Reaching back into our tool box to help people achieve their objectives.

Reference 3 – 4.38% Coverage

Not necessarily doing stuff for the agency as opposed to being a force multiplier. We don’t have to be the people that create all of the training. We can share best practices, standards, template and then wok with people in field to give them the tools they need. Expansion of consulting model that is being put into place right now.

Reference 4 – 1.34% Coverage

Smoother more seamless relationship between hiring manager about their vacancy announcements.

Reference 5 – 1.38% Coverage

Have a standardized approach for how we recruit people. Are our values built into onboarding process?

CONSULTING DEFINED

EMPLOYEE PERCEPTIONS OF HOW AN H CONSULTANT OPERATES

Q: You are being asked to step into more of a consulting role than you’ve been in the past – especially those who were working in operations – what does that mean to you?

Q: How would you define consulting in this context?

Focus Group 1

Reference 1 – 0.96% Coverage

You know, they would collaborate with me on different ctypes of issues concerning disciplinary actions. That is, reprimands and things like that. So if we were doing some type of consultation back and forth not only with shared services, but with the employees that would help shared services make a determination on what type of action that they might go forward with or not go for.

Reference 2 – 0.09% Coverage

I can’t really define that for you.

Reference 3 – 0.23% Coverage

I don’t know if I think of it in that manner as being like, you know a consultant more or less.

Reference 4 – 0.42% Coverage

The consultant term to me is somewhat ambiguous. It’s sort of it can be branched out into an umbrella effect where you know, you it’s multitasking and various fields.

Reference 5 – 0.54% Coverage

So you help improve organizational effectiveness, you facilitate, you know client learning on specific topics, you’re providing expertise and then you’re doing all this through data-driven support, right?

Reference 6 – 0.37% Coverage

And I also I guess using that consultant as a word because I do believe that we were informed that our position descriptions would be HR generalist.

Reference 7 – 0.31% Coverage

I think there’s a lot more that can be done and a lot more effective action that could be done from a strategic point of view.

Reference 8 – 1.42% Coverage

I was not a fan of the transition to shared services. I thought getting rid of operations was a terrible idea and that it was going to you know dismantle some of the work that we have done in creating a good customer experience. But the more we’ve been apart it in some of the work we’ve been able to perform as a strategic partner to some of these offices. I see a greater impact I see how my work is having an effect. Not just on human capital but on the agency as a whole through different programs such as like our telework stuff that we’ve kicked out in collaboration with [P].

Reference 9 – 0.21% Coverage

we’ve been able to impact more as a strategic partner than simply operationally.

Reference 10 – 0.25% Coverage

I like the approach of it because I feel like it does get us closer to being those players at the table

Focus group 2

Reference 1 – 0.60% Coverage

we’re still working that out in operations.

Reference 2 – 1.18% Coverage

moving away from holding managers hands to them learning options and resolving issue.

Reference 3 – 1.88% Coverage

We need to make room for focusing on what the consulting tools look like. Need to drill down to what it looks like to be a NLAB business partner.

Reference 4 – 2.71% Coverage

How do we interact with the ARC organization? Still a hodgepodge. Need to have that deep dive conversation. How do we interact across divisions and among teams within h? Not necessarily crystal clear.

VISION FOR OFFICE OF HUMAN CAPITAL

EMPLOYEE UNDERSTANDING OF THE VISION STATEMENT

Q: The vision statement of H is to build our future through our people with innovation, collaboration, and a relentless focus on customer service. What does that mean to you?

Q: How do you define innovation, collaboration, and customer service?

Focus Group 1

Reference 1 – 0.25% Coverage

I feel like we really know its vision for what we do but then I partner with each person on this call.

Reference 2 – 0.76% Coverage

Yes. The other pieces are important, but we’re human capital. It is customer service. That is what we do. Doesn’t matter if it’s operational or strategic – in any part of that customer service has to be our focus and if it’s not we might as well leave and do something else because that’s what we’re here for.

Reference 3 – 1.01% Coverage

collaborate on those new ideas before putting them out there to the public. Once innovation of new ideas and collaboration take place and everybody comes to an agreement. Then now we focus on how that will provide that exceptional experience of customer service. So just being focused on providing that spectacular customer service after we’ve done the first two steps of the process.

Reference 4 – 0.28% Coverage

So I think the innovative approach really is stepped to the forefront with this new environment that we’re in

Reference 5 – 0.31% Coverage

we’re having to provide that level of customer service in new ways than we had before and a lot of its in a virtual environment

Reference 6 – 0.68% Coverage

Innovation comes with just making changes or tweaks to the programs based on what you receive from your customer, so it’s all together it’s a domino effect. We collaborate with stakeholders to build something new or improved. I should say based on our customer feedback.

Focus Group 2

Reference 1 – 1.16% Coverage

always finding ways to cut the red tape and get rid of paper and turn 20 steps into three.

Reference 2 – 1.10% Coverage

Making things easier, streamlined and the common theme is faster and less paper.

Reference 3 – 1.00% Coverage

Finding ways to review systems that we monitor to find areas of correction

Reference 4 – 0.31% Coverage

Smoothing processes.

Reference 5 – 0.50% Coverage

Errors and found and solved quickly.

Reference 6 – 0.93% Coverage

How do we achieve same or better goal given new reality and resources?

Reference 7 – 1.76% Coverage

Not being satisfied with good enough. How do we take projects to the next step. Constantly looking at how we can do business better.

Reference 8 – 2.59% Coverage

Innovation is knowing what’s out there. Partner externally with people and being intentional about engaging with partners in other agencies. Asking colleagues how they rolled out program.

Reference 9 – 1.30% Coverage

Collaborate externally and internally and focusing in on the customer and what are their needs.

Reference 10 – 0.47% Coverage

some of what we do is fill in the gap.

Reference 11 – 1.42% Coverage

Thinking strategically but also a go-between and sometimes asked by shared service center to do things.

CUSTOMER INTERVIEW PROTOCOL

Opening Script: Thanks so much for participating today. My name is Joan Michel and I am a graduate student at Penn State University in Organization Development and Change. I also run a business in Baltimore that provides professional services to government agencies and nonprofits. As part of my course on Organization Assessment, I’m really happy to be working with Office of Human Capital (H) as my case study. The study consists of observations, interviews, and focus groups and is primarily looking at organizational strengths and preparedness to assume new consulting roles. As you know, the organization has been going through major changes over the last year and with the outsourcing of operational functions has the opportunity to focus on more strategic priorities of NLAB. The information from this case study will be used by H to refine its transformation strategy. The interview will be recorded and the audio transcribed. Names and personal information will be deleted from the transcription. If I refer in my notes to any individual, it will be by an alias. A transcription of the recording and its analysis will be submitted to my professor at Penn State University. Interview responses will be coded and analyzed for similar themes. Feedback at the thematic level (not individual) will be provided to participants and the larger Human Capital team as part of my final project/report. Do I have your consent to continue?
Interview Information: Date:
Questions
1	Introductions	Tell me about your role and how you work with Office of Human Capital? On what services do you rely on OHC? And about how often do you work with them?
2	Strengths	What would you say Human Capital does really well right now?
3	Opportunities	What do you need them to step up and do better than they’ve ever done before right now? Asked another way, if they could improve one service offering, what would it be?
4	Aspirations	How can Human Capital have the greatest impact on you, on NLAB, on NLAB’s mission?
5	Results	How will we know when H is successful? What will its measurable results look like?
6	Consulting	People who formerly performed operational tasks are being asked to step into more of a consulting role. We are still defining what this looks like. What do you think? How can a human capital consultant help your organization?
7	Vision statement	The vision statement of H is to *build our future through our people with innovation, collaboration, and a relentless focus on customer service.* What does that mean to you? How do you define innovation, collaboration, and customer service?
8	Looking forward	As we look forward, what trends or influences are on your organization’s horizon that H will need to accommodate or prepare for?
9	Improvement	How can H improve its relationship with – and service to – your organization?
10	Last thoughts	What have I not asked you that is important for H to know as it refines its transformation strategy to best meet NLAB’s current and future needs?

STRENGTHS OF OFFICE OF HUMAN CAPITAL

CUSTOMER PERCEPTIONS OF WHAT WE DO VERY WELL

Q: What would you say Human Capital does really well right now?

Q: What are its greatest strengths as an organization?

Files\\Customer 1 – § 6 references coded [ 3.67% Coverage]

Reference 1 – 1.01% Coverage

So there’s a lot that they do well, but some of the things that I’m particularly appreciate appreciative of is the responsiveness of Management to Senior Management’s direction. That was always a big problem and that’s gone away as a problem.

Reference 2 – 0.45% Coverage

And there’s such a desire to be a partner with with management to help move the agency the way it wants to move.

Reference 3 – 0.90% Coverage

I think they’re really doing a great job right now of building capacity, identifying what the scope is in the role of human capital, and their strategy for how to achieve that so that’s something they’re really well.

Reference 4 – 0.32% Coverage

They’re doing a great job on workplace culture – this is an area of strength.

Reference 5 – 0.72% Coverage

Learning and Development is an area of strength and increasingly Performance Management. That’s one of our tough areas and that they are making great progress in that area

Reference 6 – 0.27% Coverage

I feel them working on the same side and we’re going toward a goal.

Files\\Customer 2 – § 5 references coded [ 2.54% Coverage]

Reference 1 – 0.13% Coverage

accessibility of the senior leadership.

Reference 2 – 0.32% Coverage

I feel like I can call xx any time and if I don’t get her I know she’s going to call me back pretty quickly

Reference 3 – 1.29% Coverage

Another thing that I think they’ve done very well NLAB has put out a ton of policy on responding to the pandemic and a lot of that policy could not have been written without a lot of contributions from HR staff and I’m not talking about the contractors. I’m talking about the staff that they still have on board and I found that policy and guidance that’s coming out regarding the pandemic to always be well thought and clearly articulated

Reference 4 – 0.48% Coverage

NLAB does a better job on its training and development of first-line Supervisors than it’s done at any time in the previous 30 years. They do a very good job on that.

Reference 5 – 0.33% Coverage

they’ve got small but but talented and enthusiastic staff and they’re they’re achieving positive outcomes.

Files\\Customer 3 – § 2 references coded [ 2.04% Coverage]

Reference 1 – 1.41% Coverage

They have done very well under their leadership of xx in sell selling – that sounds like a bad word, but I don’t mean it in a bad word and in in actually not only stating but carrying out their vision of being customer focused and wanting to support the business units. I think they’ve done a really good job at conveying that is what they want to be seen as and that is what they want to do.

Reference 2 – 0.63% Coverage

So I think they have in place in their management structure some very good. People that are strong in customer service and have a good ability to work with their customer base

Files\\Customer 4 – § 3 references coded [ 3.82% Coverage]

Reference 1 – 0.61% Coverage

one is the Learning and Development Group with Kashmira and her crew. [00:06:32] I think they’re doing Learning and Development at a very high level

Reference 2 – 1.59% Coverage

And when I meet with staff, you know, I used a line that you know, I’ve been with NLAB since 1988. It’s been my whole career, you know, I started as a young person with them. So [00:07:02] I’ve you know had you know a lifetime of opportunities with the National Lab. But you know for most of my career there was nothing like what we are doing with Learning and Development. Okay, huge strength

Reference 3 – 1.62% Coverage

I think the National Lab before it went to Arc does really well with things like benefits, you know, I don’t really get a lot of complaints from staff about the handling of benefits. I get a lot of compliments of Learning and Development and I think everybody when they reflect on it says oh, You know if I have health benefit issues life insurance issues retirement. Those are all handled well.

Files\\Customer 5 – § 6 references coded [ 4.60% Coverage]

Reference 1 – 1.48% Coverage

I would say initially when ARC started it was it was running really smoothly. And as far as the response was missed or filling vacancies was absolutely exceptional. They lost some of their staff and they had to put people in new roles so that created some rockiness. So I say it hasn’t been great, but it hasn’t been bad either so it was definitely a lot better than when we didn’t have ARC. So ARC was definitely an improvement.

Reference 2 – 0.26% Coverage

one of the areas that I think is very strong as in Learning and Development

Reference 3 – 1.30% Coverage

we have a lot of new supervisors and they’ve gone through the the new supervisor course and I’d say that that has definitely been an asset and something that I’ve seen that appears to have worked out really well over all because I see the difference in the supervisors that didn’t have it versus the supervisors that have had that training, so I think that that’s working out

Reference 4 – 0.80% Coverage

the LMS training it has just it’s improved quite a bit. It’s improved, you know dramatically, so it’s better than it has been in the past and it seems like it’s more creative and it does it’s more engaging than it has been in the past.

Reference 5 – 0.60% Coverage

We see the overall analysis for us at the branch level which is been exceptional because it’s great to see that at the branch level because before it was a lot higher level.

Reference 6 – 0.17% Coverage

I was so thrilled to see the virtual onboarding.

Files\\Customer 6-7 – § 7 references coded [ 7.97% Coverage]

Reference 1 – 0.75% Coverage

Training is strong, especially online. Good quality training.

Reference 2 – 1.52% Coverage

Consistently improved in the training area. New supervisor training. Each one is better and better.

Reference 3 – 1.37% Coverage

They pay attention to what we say to those coming in to the agency. Trying to standardize what we tell people coming in.

Reference 4 – 1.44% Coverage

An attempt to treat training as a corporate activity, which we’ve never done before. Streamlining processes. LMS is good.

Reference 5 – 0.45% Coverage

Dealing with ARC for classification.

Reference 6 – 0.66% Coverage

Now that xx is there, we have more responsiveness.

Reference 7 – 1.79% Coverage

Since xx has been running HR, the communication about what HR is doing at executive level, has improved 10 fold. She tells us what is happening in HR.

OPPORTUNITIES FOR OFFICE OF HUMAN CAPITAL

CUSTOMER PERCEPTIONS OF WHAT THEY NEED

Q: What can we really be the best at or provide that is world class for you?

Q: What is most important for us to step up and do for you?

Q: What is the most important improvement for us to make?

Files\\Customer 1 – § 7 references coded [ 3.69% Coverage]

Reference 1 – 0.81% Coverage

I can’t say enough good things about the changes that have taken place in human capital over the last couple of years. It’s just night and day and it’s such a source of comfort and confidence for me.

Reference 2 – 0.57% Coverage

I’m going to see I see human capital as primarily customer service and support and the previous organization themselves as compliance

Reference 3 – 0.50% Coverage

A problem has been consistent guidance one part of human capital knowing what the other part of human capital was saying

Reference 4 – 0.37% Coverage

one is to continue to align with our strategic plan as much as possible that’s important.

Reference 5 – 0.66% Coverage

the other aspect is Communications. The type of communication or the amount and quality of the communications to employees as well as the customer service.

Reference 6 – 0.66% Coverage

maybe losing opportunities to show staff that we are doing things and we’re making improvements and if we don’t really communicate that about that very much.

Reference 7 – 0.12% Coverage

developing a maturity model

Files\\Customer 2 – § 9 references coded [ 5.00% Coverage]

Reference 1 – 0.34% Coverage

what matters most is going to be the responsiveness of getting people on board — the right labor at the right time.

Reference 2 – 1.02% Coverage

Answering the context of the last 30 years not just the last 30 days. But the one thing that’s frustrated me most about HR is on the Staffing side of the house. And this was back when they were doing it themselves and they contracted with Arc and there was a honeymoon period where it was spectacular was glorious and then it went away pretty quickly.

Reference 3 – 0.64% Coverage

when your backlog increases and I don’t care what the reason is, you have to get it under control. Whereas the HR people are — and I’m generalizing but you know — a lot of them are ’sorry, Friday’s my day off, you know.

Reference 4 – 0.46% Coverage

I think that a lot of our managers would say they’ve been frustrated because they’ve suggested new different ways to do things and they’ve been rejected.

Reference 5 – 0.55% Coverage

I don’t think our program managers would would feel that HR has done everything they possibly conceivably can do to make sure that the right amount of labor is available when it’s needed

Reference 6 – 0.99% Coverage

This is not unique to NLAB’s HR office, but I think most HR offices, especially in the federal government, they tend to be more controlling than supporting. Yeah, and I think that if you could actively try to get a mentality into your folks that your job exists to support the program office as opposed to necessarily controlling them.

Reference 7 – 0.20% Coverage

maintain a personal face-to-face relationship with lot of H staff

Reference 8 – 0.11% Coverage

accessibility of Valerie also helps

Reference 9 – 0.68% Coverage

if my managers are frustrated because they feel like they’re doing everything they can to move Heaven and Earth to achieve an outcome, but they don’t feel like the staffing folks are doing the same. They’re going to be frustrated.

Files\\Customer 3 – § 6 references coded [ 7.28% Coverage]

Reference 1 – 1.99% Coverage

Rules are all being applied the same way whatever the case may be. We work really hard to path forward on something like that on whatever the issue is and then something happens and all of a sudden they flip and we’re going down a different path or we need to tweak it because the path that we went down initially wasn’t really considered the ramifications on other things. We’re all thought out and and so now we have to kind of change midstream or change the way we worked really hard to accomplish a goal and I just find that increasingly frustrating.

Reference 2 – 2.29% Coverage

Years of training [00:08:26] supervisors and and holding them accountable for doing it a certain way only to come back and find out. Well, yeah. Yeah, we really shouldn’t have advised you to go down that pathway. That wasn’t probably the best thought without probably wasn’t thought through well [00:08:41] now you’ve got to go down this pathway. And so now you’ve got it you’ve got to retrain and you’ve got to try to explain that all to your supervisors. And then when you my concern is you get these supervisors going down another path or make the change. Is that going to be [00:08:56] right? So so there’s a trust Factor there

Reference 3 – 0.27% Coverage

here’s a certain trust Factor there that I think they still need to work on.

Reference 4 – 0.76% Coverage

So if they were to go and really focus on improving something in the organization to help address that it would be some consistency among team members, would be consistency on the advice that they’re giving.

Reference 5 – 1.42% Coverage

I feel for an outside provider to be really effective. You got to have a management structure that understands what they need to have and NLAB and my mind and I’ve been in our my whole career. I’ve always had an on-site. You know human capital thing that you know, when we ran into problems, we just turned to them and they kind of took care of us and that’s not going to be what that relationship.

Reference 6 – 0.55% Coverage

I mean I’d like to see is you know more of a process for what to do how I am supposed to Liaison with them in terms of the contract and other things, you know,

Files\\Customer 4 – § 8 references coded [ 7.99% Coverage]

Reference 1 – 0.93% Coverage

if they would just as an organization better meet deadlines. I think that would help them tremendously now again a lot of Their inability to do that is one of the factors that [00:08:50] led to the a lot of the work going over to Arc.

Reference 2 – 0.36% Coverage

Regardless of what they do and all organizations need to be viewed as meeting deadlines.

Reference 3 – 1.74% Coverage

I really think they would should focus on meeting deadlines and I don’t think they should set unrealistic deadlines. You know, your people will say I need an immediate answer. I need this in 24 hours, but often they don’t but if you a you know up front, you know, I can turn this around in a week or 10 days then turn it around in a week or ten days. Don’t set a deadline. You can’t meet and don’t set a deadline you should meet but don’t meet

Reference 4 – 1.31% Coverage

Labor Relations Labor Relations is an issue in the Archives, we’ve worked to improve it but I do believe human capital could do better. I know that is migrating over to Arc, but that one, you know, if it’s, you know Valorie’s group overseeing Arc. We just need to make an effort to do a little better in the Labor Relations area

Reference 5 – 0.70% Coverage

it’s advising supervisors there often is a product like a letter or a verbal counseling were you know, we’re on our way to a court case. So I think they need to be consistent.

Reference 6 – 0.92% Coverage

I would kind of take this in a different direction but we we use two systems. In conjunction with human capital FPPS and QuickTime for the payroll. I don’t think either one of them are award-winning systems particularly FPPS.

Reference 7 – 1.14% Coverage

I hear nothing but complaints about FPPS but yet we continue to use it till I really would urge them to be looking at the systems that we have and whether you know, they’re not really our systems they’re systems from other organizations. I think we should shop around for another one.

Reference 8 – 0.89% Coverage

I just I gotta believe there’s something better we could be using and I think that it reflects on human capital that we’re using those systems. I don’t think that’s fair. But that’s that’s whose doorstep it gets laid on.

Files\\Customer 5 – § 7 references coded [ 7.14% Coverage]

Reference 1 – 0.66% Coverage

timeliness and consistency when it comes to Performance Management guidance and making sure that that guidance is clear and specific to the issues that the supervisors are dealing with.

Reference 2 – 0.71% Coverage

One of the things that we’ve experienced in as of late is sometimes the 30-day letters are taking too long to get coordinated with the specialist or the performance improvement plan is taking too long.

Reference 3 – 0.40% Coverage

we want to make sure that we’re correcting that behavior and turning it around, you know sooner rather than later.

Reference 4 – 2.21% Coverage

I don’t know how long we’re gonna be in this environment, but I think it’s going to change how we do our business. So the way that our organization is currently structured is going to change so I can see a complete realignment of a telework force and specific functions for that tele-workforce. And that will fall under maybe a different branch or different supervisor. But right now I’m kind of spread thin because we’re doing a lot of processing functions, so I would I think as far as human capital we’re going to need their assistance with “okay, what are you all doing now? And how should we best help you with realigning your staff?

Reference 5 – 0.77% Coverage

I really need that consistency and that clarity on guidance; and being a prior military person, I like to be able to reference as a source. So when something is shared with me, I know that that based upon specific guidance.

Reference 6 – 0.34% Coverage

I need that consistent and clear guidance and that would definitely improve the relationship.

Reference 7 – 2.05% Coverage

For the specific performance level 4 is a fully successful and all the staff t see the same performance award. And I think that’s challenging to supervisors and managers or other staff who have a more broad scope of responsibility. we say, okay, so my scope of responsibility is much greater. But when it comes to the end of the year, our award is the same. So that’s kind of a problem. So I really would like them to relook at at that as far as from a scope of responsibility aspect and not just looking at it from a blanket that all all fully performance, you know is equal because it’s not equal.

Files\\Customer 6-7 – § 11 references coded [ 23.01% Coverage]

Reference 1 – 0.43% Coverage

Dealing with ARC for classification

Reference 2 – 1.93% Coverage

I’m working on a hiring action with ARC and all of a sudden I’ll get something from a NLAB staff person. Not sure how they interact with them [ARC or H]. Unclear process.

Reference 3 – 0.52% Coverage

Handoff – not sure what prompts HR to jump in.

Reference 4 – 4.69% Coverage

When you have to go through any kind of process to do a performance evaluation improvement plan, and there may be a firing at the end of the process, this is when I miss the golden age. There was a person who used to walk you through it. This time, I got terrible help. They disagreed with each other. Ultimately it failed. Got off on technicalities – [H employees] argued with each other on how it should be done.

Reference 5 – 2.04% Coverage

When we switched to ARC, we weren’t given tools. Recreating old systems under new names. I wish that they had helped us walk over into the new system. What forms are equivalent?

Reference 6 – 3.34% Coverage

The people I’m dealing with, they don’t know NLAB or NLAB’s type of work or who we’re trying to hire. More assistance with the handoff on what’s going to change that we need to do or they should help us do it. Job titles changing. Lack of expertise and knowledge of agency is frightening to me.

Reference 7 – 2.65% Coverage

I’m looking for expertise. They can’t just give me an opinion and find out that legal disagrees. Can’t just pretend to be experts. I don’t trust any of their advice. Success with Human Capital is that I can trust what they say to me.

Reference 8 – 1.30% Coverage

Presentations that are given at our managers and supervisors meeting are a great way to keep relationships up.

Reference 9 – 5.25% Coverage

Keeping up with emotional and psychological stuff. Would be nice to know that people are participating. Meditation. Worklife under HR. Huge component. Sometimes technology. Walking thing – cross-country. Six weeks. Make teams and exercising across the south. Other teams. Staff engaging with each other in fun ways. Very good. Signals to staff that agency says it is OK to take care of your health. This gives you permission and that’s important.

Reference 10 – 0.49% Coverage

Communication unclear at working level.

Reference 11 – 0.38% Coverage

Virtual meet and greet with ARC.

ASPIRATIONS

CUSTOMER VISION OF THE FUTURE

Q: What can Human Capital aspire to?

Q: What does its ideal future state look like?

Files\\Customer 1 – § 2 references coded [ 1.67% Coverage]

Reference 1 – 0.95% Coverage

It’s that human capital has the capacity, the ability, the flexibility, and nimbleness to carry out our two strategic goals and any and number of other priorities in human capital including ones that we don’t didn’t see coming.

Reference 2 – 0.72% Coverage

It sounds trite but how do you get a mission done without people and you know the office of human capital being in that key role of finding, recruiting, and developing people.

Files\\Customer 3 – § 3 references coded [ 2.55% Coverage]

Reference 1 – 0.24% Coverage

Rules are all being applied the same way whatever the case may be.

Reference 2 – 1.45% Coverage

I feel that human capital of course has a huge role in NLAB’s Mission because they’re the ones that are working to ensure on the administrative side that you know, staff are treated fairly and equitably and you know, you know, they collaborate with management and they collaborate with me to ensure that you know, the goals of building our staff through our you know through our building our future.

Reference 3 – 0.85% Coverage

They’re the ones that come in and they can provide to me the ability or the options on how I do that and how we can do that and if we’ve got options or ideas how they can support [00:12:15] us in doing that or tell us no, that’s a really bad idea

Files\\Customer 4 – § 2 references coded [ 1.61% Coverage]

Reference 1 – 1.00% Coverage

this one’s kind of a hot potato that no one wants but we need you to try a need to be successful at improving workplace culture morale in the National Archives and I think if human capital that’s where that think they could have their greatest impact

Reference 2 – 0.61% Coverage

But to me, the biggest impact they could have is helping each of the programs from the archivist United States downward to improve workplace culture

Reference 1 – 1.03% Coverage

timeliness and consistency of the guidance. You know, we shouldn’t talk to one specialist and get one answer and then another specialist we get something, you know, totally different than what the first specialist provided. So definitely as far as timeliness and consistency with guidance.

Files\\Customer 6-7 – § 1 reference coded [ 2.89% Coverage]

Reference 1 – 2.89% Coverage

Making the handoff – make that process very clear. Somebody really knowledgeable guiding you through the process. When you are in deep Human Capital work, you need someone really knowledgeable. Joan (former employee) she knew exactly what to do.

RESULTS

SUCCESS MEASURES

Q: How will we know when H is successful?

Q: What will its measurable results look like?

Files\\Customer 1 – § 2 references coded [ 0.58% Coverage]

Reference 1 – 0.30% Coverage

a maturity model and the increased increased capacity and nimbleness.

Reference 2 – 0.28% Coverage

It’s important but it’s more important is a transparent process.

Files\\Customer 2 – § 2 references coded [ 0.97% Coverage]

Reference 1 – 0.73% Coverage

measure actions that are focused on outcomes as opposed to outputs. So for example, is our organization adequately staffed — yes or no, if it’s not then I don’t care if you think everybody on your team is an All-Star, we don’t have adequate labor.

Reference 2 – 0.24% Coverage

do the organization have the right people at the right time in the right numbers

Files\\Customer 3 – § 2 references coded [ 3.17% Coverage]

Reference 1 – 0.34% Coverage

so in my mind and I know this is going to sound really bad, but I wouldn’t really need them as much

Reference 2 – 2.82% Coverage

Produce such good guidance and documents and training for its supervisors [00:14:30] and managers and staff and that includes setting expectations that when we handed out us a performance plan. I’m just using example when we handed out a performance plan to to staff. The supervisors [00:14:45] would have had the proper training and guidance on how to have those conversations. and how to set expectations the follow-through and when it came to the the mid-year and the [00:15:01] Annual appraisal people would understand understand, you know would not there will be no surprises if there was a grievance it would be solid that the supervisors and the managers had done their due diligence and [00:15:16] understood the process and there was no gray around the whole

Files\\Customer 4 – § 3 references coded [ 2.45% Coverage]

Reference 1 – 0.73% Coverage

one way that we would know is that we have consistent usable data centered around human capital one part of that data would be that you know, you know, how often were deadlines met.

Reference 2 – 0.42% Coverage

I think we’ll know H is successful when we see [00:15:11] some improvement in workplace culture morale

Reference 3 – 1.30% Coverage

Workforce diversity. So I do believe the data shows that NLAB is a very diverse organization. I think we need to present that diversity better. But we do have an issue and that is supervisory diversity because our Workforce is so diverse. Our supervisory component of that needs to be much more diverse than it is today.

Files\\Customer 5 – § 7 references coded [ 4.15% Coverage]

Reference 1 – 0.33% Coverage

we send this email or send this request on this date and this is how long it took to get an answer

Reference 2 – 1.05% Coverage

I’m going to get this back to you within you know, five business days or you know, just to feel something out there and it happens in five business days. I think those are the measurements that I would want to see that, you know, I asked for this on this day and I got it back, you know within this timeframe.

Reference 3 – 0.10% Coverage

controlling expectations

Reference 4 – 0.91% Coverage

I would say for some of the specialists I’m not sure if they have the appropriate background to do everything that they were asked to do so they may have acquired additional research or I’m not quite sure but they know they didn’t always have all that the answers.

Reference 5 – 0.30% Coverage

you know as a customer, I need that timely response and I need that accurate response,

Reference 6 – 0.81% Coverage

I have my own gut and I could figure out things locally, but when it when it becomes to, you know taking disciplinary action on the staff member we should always be consistent. Yeah, you know, so we can’t we can’t work from someone’s gut

Reference 7 – 0.65% Coverage

We want to bring in you know quality staff and we want to once we’re there are staff to develop them and to give them the resources and skills that they need to fulfill the needs of our agency

Files\\Customer 6-7 – § 5 references coded [ 5.08% Coverage]

Reference 1 – 0.57% Coverage

When it is easy for Michelle to bring on somebody.

Reference 2 – 1.38% Coverage

Got approved for a position in February. She [Michelle] has to do everything. When you get it done, now it’s like a baby.

Reference 3 – 0.73% Coverage

When you hire someone it doesn’t take 9 months to hire someone.

Reference 4 – 0.75% Coverage

Connected with true experts. Expertise is what I’m looking for.

Reference 5 – 1.65% Coverage

They would say that moving to ARC would be innovative – from the top down it is. But it is only successfully innovative if it works for Michelle.

CONSULTING DEFINED

CUSTOMER PERCEPTIONS OF HOW AN H CONSULTANT OPERATES

Q: H EMPLOYEES ARE being asked to step into more of a consulting role than in the past – especially those who were working in operations – what does that mean to you?

Q: How would you define consulting in this context?

Files\\Customer 1 – § 3 references coded [ 2.27% Coverage]

Reference 1 – 0.97% Coverage

There’s the transactional when a supervisor or somebody has a question you go and the consultant gives you the information that’s consistent. It’s correct all that stuff, but then there’s the proactive Consulting based on on data.

Reference 2 – 0.31% Coverage

So it’s that that customized tailored practical actionable assistance.

Reference 3 – 0.99% Coverage

Consulting model helping an organization know what are your pain points? What are your problems? How can we help where we’re trying to go? How can we get you there and then carrying it out and and being transparent and accountable about it.

Files\\Customer 2 – § 2 references coded [ 1.76% Coverage]

Reference 1 – 0.33% Coverage

maybe it’ll open up new doors that they weren’t able to do in the past because everybody was putting out fires,

Reference 2 – 1.43% Coverage

So an internal consultant can look at that and say okay what we’ve been doing for the last 10 years really isn’t working. Let’s try something different. Here are the options — that research is a big part of it, you know, here are the options that I researched, we can legally do these things, her some pros and cons which one should we try that sort of thing. I don’t think there’s a lot of that going on in the past because it’s always been a rush to the Finish Line just to get the jobs posted.

Files\\Customer 3 – § 2 references coded [ 1.11% Coverage]

Reference 1 – 0.56% Coverage

when I run into problems I go running to him. Please help me get out of this business Jam or get them get the ARC contractors moving on my what I need from them.

Reference 2 – 0.55% Coverage

I mean I’d like to see is you know more of a process for what to do how I am supposed to Liaison with them in terms of the contract and other things, you know

Files\\Customer 4 – § 3 references coded [ 3.58% Coverage]

Reference 1 – 0.28% Coverage

I think viewing themselves as consultants would be a good move to me.

Reference 2 – 1.89% Coverage

They need to be a partner on new initiatives that would be helping the programs and the agency as a whole figure out what those you know, which new initiative should we undertake you know it you’re at the store everything looks good, but you can’t put everything in your cart, so you need to you know, how to put the right things in your cart. So I think if they would be a partner on what new initiatives we should tackle and then we decide to tackle those new initiatives.

Reference 3 – 1.41% Coverage

We also have set out on a goal to improve our management the skill level of our managers and supervisors. We have come great bounds. That’s why I give a lot of credit to Learning and Development. But we will need to continue to improve the skills of our managers and supervisors and I think human capital could be a good consultant in that area as well.

Files\\Customer 5 – § 5 references coded [ 2.92% Coverage]

Reference 1 – 0.38% Coverage

because honestly, I’m not looking for a consultant. I’m looking for someone that can take action on an issue.

Reference 2 – 0.52% Coverage

So I’m not quite sure what what a consultant would look like because most of the things I’m reaching out to in the capital for I’m looking for an action

Reference 3 – 0.58% Coverage

I would need more assistance with how best to provide training to our training teams. Make sure that we’re using the appropriate instructional systems development

Reference 4 – 0.30% Coverage

I’d say more analysis as far as more consistency with possibly disciplinary actions

Reference 5 – 1.14% Coverage

Let’s say they lied about that time and attendance, you know, and we had a supervisor take this action. So the person now has a three-day suspension. So do we have consistency across NLAB with that? So it would great to see those types of metrics and that analysis so that across the agency were doing things more consistently.

Files\\Customer 6-7 – § 3 references coded [ 7.11% Coverage]

Reference 1 – 2.65% Coverage

Reference 2 – 2.37% Coverage

Had presentations to managers and supervisors – that feels like a consultancy. They educate us and are willing to share what they can do for us. And what they’re doing. That kind of thing has been positive.

Reference 3 – 2.08% Coverage

Workshop — How to write your own input. Would benefit. Giving me guidance on how to do my job better. Performance management improvement. Not making you fill out form after form.

VISION FOR OFFICE OF HUMAN CAPITAL

CUSTOMER UNDERSTANDING OF THE VISION STATEMENT

Q: The vision statement of H is to build our future through our people with innovation, collaboration, and a relentless focus on customer service. What does that mean to you?

Q: How do you define innovation, collaboration, and customer service?

Files\\Customer 1 – § 3 references coded [ 1.64% Coverage]

Reference 1 – 0.59% Coverage

I think Innovation means they’re willing to look at their processes and their position on something and ask the why does it have to be this way?

Reference 2 – 0.80% Coverage

hat’s that’s collaboration to me because it’s not just talking at them and giving advice. It’s helping them to making a promise to the organization to whatever organization they’re helping.

Reference 3 – 0.25% Coverage

is about executing the processes accurately consistently

Files\\Customer 2 – § 3 references coded [ 1.35% Coverage]

Reference 1 – 0.27% Coverage

Innovation is looking for new and creative ways to get better to achieve better outcomes.

Reference 2 – 0.35% Coverage

some of the initiatives initiatives have come from HR required a tremendous amount of work from the program office.

Reference 3 – 0.74% Coverage

the end of the day, they need to be responsible for the same mission that we’re responsible for. If the reason the mission doesn’t get done is because we don’t have adequate staffing, then they need to be as accountable for that as the program office.

Files\\Customer 3 – § 3 references coded [ 4.07% Coverage]

Reference 1 – 1.56% Coverage

You know, I think a lot of what they’re doing now, you know, they’re they’re they’re helping us kind of refine some of the work that we need to do once again to to balance, you know, we’re always looking for a way to balance, you know, Employee Engagement and employee, you know, how the employee views us as an agency and in views us as an office, you know, the employee engagement piece of it. The employee satisfaction piece of it.

Reference 2 – 1.41% Coverage

You know, how can we make our working environment, our working conditions more appealing to them than just the drudgery of pulling this box for this researcher that’s coming in our research room. You know, how can we look for ways that engage our staff but still we still get the job done and I do depend heavily on them to help me do that because you know they have their they have great ideas

Reference 3 – 1.11% Coverage

once again, the the bottom line for them is to continue to follow through on what they say they’re going to do and maybe what I would add and they’re getting better and I think there’s been a lot of improvement looking forward, but I think you know timeliness still is a huge thing when it comes to personnel.

Files\\Customer 4 – § 2 references coded [ 1.64% Coverage]

Reference 1 – 1.45% Coverage

So to me Innovation should be adopting best practices. I don’t think we need to be the organization that comes up with the idea. I don’t think we need to be the organization that’s cutting edge, but once thing is recognized as a best practice we should grab it. Figure out how to bring it into our small agency. So to me Innovation means adopting best practices.

Reference 2 – 0.18% Coverage

customer service its meeting expectations

Files\\Customer 5 – § 2 references coded [ 1.38% Coverage]

Reference 1 – 0.70% Coverage

we’re always looking for better ways to do our job, to streamline because we become more efficient and not always do things the way that we’ve always done them just because we’ve always done it that way

Reference 2 – 0.68% Coverage

not only have we done virtual onboarding, we’ve also have done virtual out processing as well. So that was an Innovative way that you know, we haven’t previously pursued or had to do before that.

Files\\Customer 6-7 – § 4 references coded [ 4.69% Coverage]

Reference 1 – 1.14% Coverage

I see them innovating. See them coming up with this program for new supervisors. Very innovative.

Reference 2 – 0.99% Coverage

Innovative with online stuff – mid-year review process streamlined tremendously.

Reference 3 – 0.59% Coverage

Look for incremental improvements that are good.

Reference 4 – 1.97% Coverage

Spreading supervisor training into modules is much much better. Even employee orientation is a lot better than it used to be. In-person orientations were a lot better.

TRENDS AND INFLUENCES

WHAT’S ON THE HORIZON

Q: As we look forward, what trends or influences are on your organization’s horizon that H will need to accommodate or prepare for?

Files\\Customer 1 – § 7 references coded [ 5.35% Coverage]

Reference 1 – 0.51% Coverage

The transition to digital government. It’s going to be a huge change for NLAB when we are only taking electronic samples.

Reference 2 – 1.05% Coverage

And when we are only operating electronically and I think Learning and Development is going to play a role in helping us be capable of doing that. I think then that also means things like looking at a position descriptions and how a series is even defined.

Reference 3 – 0.19% Coverage

incredibly onstrained budget environment

Reference 4 – 0.96% Coverage

related to the digital government, you know, as we start to draw down on taking paper samples, we’ve got an entire Federal Samples Center program that’s built on moving paper around. So what do how do we transition those employees?

Reference 5 – 2.13% Coverage

Well, what we do at the people level kind of depends on what we do with the facilities, you know, we’ve got some areas where we have a archives facility and a record center facility together, right so as the record Center draws down we could fill the whole thing up with archival samples. So then there’s career opportunities there for people who had lower grades in the record centers, but then some places we might just shut down all together. So it’s a we need a plan. Right and Human Capital has to be part of that plan.

Reference 6 – 0.19% Coverage

We need a permanent. Human capital officer.

Reference 7 – 0.32% Coverage

customers would feel better if there was a permanent Human Capital Officer.

Files\\Customer 2 – § 5 references coded [ 5.11% Coverage]

Reference 1 – 0.40% Coverage

So every day our backlog is growing its growing to the tune of about 10,000 requests a week right now. It’s grown from 56,000 to 200,000

Reference 2 – 0.35% Coverage

My theory is that there’s going there’s going to it’s going to reach a certain point and I think we’re very close to it.

Reference 3 – 1.45% Coverage

Wehen Congressional offices are getting involved, there’s going to be this huge demand on us to right the ship and it’s not going to be done overnight and there’s going to be a tremendous amount of pressure on us to make sure we’re fully staffed and we can’t wait till next pay period we need to get him on this coming pay period — you know that sort of thing — to maintain adequate labor. So I think that the demand for labor is going to definitely go up when things resume some degree of normalcy.

Reference 4 – 1.06% Coverage

that because of the pandemic we’ve changed how we do business so that we are doing more work off-site and I think some of those changes will become permanent. I’m not sure how they will impact NLAB at this point. Maybe when we recruit people, we’re recruiting a different type of worker because because they’ll be working off-site as opposed to in the office.

Reference 5 – 1.85% Coverage

Yeah, depending on how things go with the pandemic we may have to resort to incorporating the digitization of samples as part of our fulfillment process. So maybe the only people on site on the ones that are pulling samples and scanning them and then everybody else is at home pulling on those digital images to work the request. So I think just that that’s a pretty significant change in how you do your work and so, you know, I don’t know what impacts that has in terms of recruitment classification things like that, but I do think there’s going to be more and more of that on the horizon than we ever would have imagined a year.

Files\\Customer 3 – § 3 references coded [ 2.89% Coverage]

Reference 1 – 0.26% Coverage

it’s going back to allowing staff more remote work opportunities, you

Reference 2 – 2.42% Coverage

I you know how we hold people accountable how we do time and attendance because all of which were audited on by various groups how we show and and account for time and account for work in a more remote setting. I think that’s a trend that I would like to see H work on with us and you know, there’s a lot of Union implications. There’s a lot of once again morale implications with that, you know, how you know how to stay engaged, you know, all of that, and evaluate performance, you know, I mean you can kind of tell when somebody’s at work, you know, they’re just doing the minimum because you see him around and whatever but not so much, you know, not so much when you’re home.

Reference 3 – 0.21% Coverage

how do I get a more diverse pool for my hiring for in the end?

Files\\Customer 4 – § 3 references coded [ 1.54% Coverage]

Reference 1 – 0.29% Coverage

this shift away from paper samples is going to be a huge Staffing impact

Reference 2 – 0.56% Coverage

we have over 200,000 request backlog. All right, it’s from March to today. So that’s going to be years. That’ll take years to climb out of.

Reference 3 – 0.69% Coverage

you know, we have started conversations about implicit bias implicit racism. But I again, I just think it’ll larger level diversity is going to be an issue than you know.

Files\\Customer 5 – § 3 references coded [ 4.59% Coverage]

Reference 1 – 1.72% Coverage

I think covid-19 has impacted everyone in everything we do and how we do it and seeing our day-to-day operations change outside of our normal business processes that I think about our pre covid structural alignment. So I think as far as human capital we’re going to definitely need more assistance with functional alignment and I say that because we have people that are doing different functions from home that are beneficial to the agency that they may be able to continue doing from home.

Reference 2 – 2.21% Coverage

Reference 3 – 0.66% Coverage

all of those people would also need a new performance plan because it’s again different from what they’ve been doing previously. So that’s definitely where we’re going to need their help.

Files\\Customer 6-7 – § 3 references coded [ 6.37% Coverage]

Reference 1 – 2.44% Coverage

Remote work. We’ve got to come into the 21st Century on remote work. We’ve done it for years. We’ve got to get over this hump that where someone sits does not affect their work. We can see the benefits of remote work

Reference 2 – 2.25% Coverage

This is an opportunity for HR to get out front to incorporate remote work as one of the benefits of working with NLAB. Timekeeper philosophy needs to change. Much harder to manage the actual work

Reference 3 – 1.68% Coverage

We have tons of data that people are held accountable and profitable. The fear is that we are out getting the boat ready. I think opposite is true.

CUSTOMER ENVIRONMENTS

WHAT IT’S LIKE ON THE PROGRAM SIDE

Files\\Customer 2 – § 7 references coded [ 4.90% Coverage]

Reference 1 – 1.10% Coverage

We count the backlog every single day typical day. I would come into work on one of the first things I would do is pull up the dashboard of metrics from the day before how many cases did we get done? How many are pending and if there’s a variance there trying to figure out what happened that sort of thing a lot of planning projecting how many overtime periods could fit in?

Reference 2 – 0.52% Coverage

Our Congressional Affairs office is getting calls from members of Congress and from committees every day wanting to know what’s going on. When are they getting back to work?

Reference 3 – 1.18% Coverage

So when we shut down on March 23rd, we had 56 thousand requests pending, which sounds like a lot, but for us that’s about two weeks worth of work. It’s now grown to over 200,000. So I’ve spent most of my adult life here. I came out here 20 years ago. The backlog was quarter million cases, and I’ve spent most of my adult life getting it down. Got it down to 56,000 but now I’ll be doing this right until I retire.

Reference 4 – 0.21% Coverage

So our office relies heavily on them to make sure we have adequate labor.

Reference 5 – 0.39% Coverage

Yeah, but my biggest frustration is that the HR staff do not feel the same pain as the program office when outcomes are not achieved.

Reference 6 – 1.10% Coverage

Now the program offices got a billion other things competing priorities. Now, they’re having to do what they perceive to be a non-value-added administrative tasks to support another office. I think some of them would wonder why wouldn’t the HR people be the ones they’re the ones that have this idea … they’re the ones that are so-called experts writing this stuff.

Reference 7 – 0.40% Coverage

So every day our backlog is growing its growing to the tune of about 10,000 requests a week right now. It’s grown from 56,000 to 200,000.

Files\\Customer 1 – § 3 references coded [ 1.52% Coverage]

Reference 1 – 0.54% Coverage

I don’t feel that there’s an overall communication strategy and approach from from the organization outward to the rest of NLAB.

Reference 2 – 0.25% Coverage

I trust them now, you know, I don’t feel I have to fight them.

Reference 3 – 0.73% Coverage

I mean it used to take forever and like things are going to a black hole and human capital would be like, well, I don’t know and then the person would go on vacation for three weeks.

Files\\Customer 3 – § 4 references coded [ 3.70% Coverage]

Reference 1 – 0.59% Coverage

I have a baseline of 581 staff. But right now we’re currently understaffed or under our baseline and usually remain under our baseline by about 30 positions.

Reference 2 – 0.53% Coverage

we work really hard and we’re a bureaucracy and moving a lot of people in and supervisors that all have their own ideas about how things should go

Reference 3 – 0.36% Coverage

And by the time you get that position filled you may have three more three more that have come open

Reference 4 – 2.23% Coverage

We have a very high caliber educated group coming out of graduate school with a lot of debt and a lot of ambition and they are just trying to get their foot into the door. And as a profession the National Archives pays quite well as compared to the state and local and private sector. So they’re trying to get their foot in the door and they get their foot in the door. And you know, they want a very rapid ascension and if they don’t, they shoot over to another agency that’s going to offer them the next grade. It’s great for them. But it for me it leaves this continual Merry-Go-Round of backfilling positions.

Files\\Customer 4 – § 4 references coded [ 7.13% Coverage]

Reference 1 – 0.58% Coverage

most of my organizations are very data-driven … a couple of them they don’t say good morning unless the data says that it’s a good morning.

Reference 2 – 0.15% Coverage

We deal with other federal agencies.

Reference 3 – 5.83% Coverage

I don’t know whether we’ll be ready but In at the end of 2020 to the beginning of 2023 the National Archives will no longer accept paper samples the largest component of the National Archives. The federal samples Center program is built on paper samples. It holds the largest collection of textual samples in the federal government. It’s now around 25 million cubic foot boxes you know at 18 facilities around the country, you know, there are over 6 to 7 million cubic feet of IRS tax returns in the buildings. There are the official military personnel folders, which are predominantly paper. You know, so there are you know, several hundred thousand cubic feet of classified samples in the Federal Samples Center program. So it’s going to be a big change for the Federal Samples Center program. And as we talked about earlier, it’s also the largest staffing group in the National Archives. They do have very high graded staff, but they also have all the largest number of staff that are basically, they have hundreds of GS 4s in the Federal Samples Center Program. Largely labor. To physically move paper samples. It’s work that you can do really well but it’s not exactly preparing you to be a consultant on anything. It’s not preparing you to be a customer service rep, you know any other positions that the federal governmentmight need so this shift away from paper samples is going to be a huge staffing impact

Reference 4 – 0.57% Coverage

we have over 200,000 request backlog. All right, it’s from March to today. So that’s going to be years. That’ll take years to climb out of.

Files\\Customer 5 – § 1 reference coded [ 1.15% Coverage]

Reference 1 – 1.15% Coverage

We have split people now, so I actually have people working on site and the facility was so we have a mission essential group that still there and then we have some people who are doing different roles that are outside of our normal business processes and some of them part of our normal business processes from teleworking at home.

Focus Group Participation Consent

Facilitator: Joan Michel

Thank you for participating in this focus group. I am a graduate student at Penn State University in Organization Development and Change. As part of my course on Organization Diagnosis/Assessment, I am required to complete a case study. Fortunately, NLAB’s Office of Human Capital agreed to work with me.

Case Study’s Presenting Issues and Opportunities

In 2019, the Office of Human Capital went through a major transformation and its size was reduced by half – from about 65 people to its current 32 employees. Key functions of the organization were outsourced to the Department of Treasury under a shared service provider model for human resources systems and services. Treasury provides systems and support for primarily operational functions – personnel, recruitment, time and attendance, staffing and recruitment, employee benefits, workers compensation, and payroll services. Work related to planning, policy, analysis, and organization development consulting was not outsourced and remained within NLAB’s Office of Human Capital.

While the outsourcing has the potential for many positive outcomes, the change was characterized to staff as the result of a deficiency within the Office of Human Capital. The loss of many coworkers and vital functions impacted staff and leaders are now trying to rebuild esprit de corps among remaining staff members and refocus those staff members whose duties were outsourced on performing in a consulting capacity. The Office of Human Capital’s leaders ultimately want staff members to embrace and exhibit the principles of their vision statement – innovation, collaboration, and a relentless focus on customer.

Purpose of Focus Group
The purpose of this focus group is to gather employee perceptions of the Office’s strengths and restraints. Questions will be formulated to derive discussion on key competencies and employees’ perceptions of the office’s readiness to embrace and fulfill new requirements.

Facilitator/OD Consultant
This focus group discussion will be conducted by Joan Michel, student at Penn State University.

Voluntary Participation
Your participation in this focus group is completely voluntary and you may withdraw your consent to participate at any time during the process.

Methods/Procedures
The focus group will be recorded and transcribed for learning purposes only. All names and personal information will be deleted from the transcription. If necessary, pseudo names will be assigned – participant A, participant B, etc. A transcription of the recording (audio only) will be turned in as part of the assignment and read by a professor at Penn State University. Focus group responses will be coded and analyzed for similar themes. Unattributed feedback at the thematic level (not individual) will be provided to participants and the larger Human Capital team.

Confidentiality
If you choose to participate, you will not be asked your name at the focus group…
All findings used in any reports as a result of the focus group discussion will contain no personal identifying information.

Authorization
By replying “I consent” to this email or by signing this form and returning it, you consent to be record during a focus group discussion led by Joan Michel.

Printed Name of the Participant: ______________________________________

Signature of the Participant: __________________________________________