Strategic Workforce Planning
Army Personnel Transformation Directorate Workforce Planning Support
| Client Organization | Solution Type |
|---|---|
|
US Army Personnel Transformation Directorate
|
Strategic Workforce Planning |
| Start Date/Completion Date |
|---|
|
01/05-11/05
|
| Role (Prime or Sub) | Company/Team Members |
|---|---|
|
Prime
|
N/A |
Project Description
Booz Allen conducted a comprehensive workforce planning analysis to inform strategy and resource management decisions in support of the Army Personnel Transformation. The focus of this analysis was to identify the impact of DIMHRS and eHRS implementation on IT civilian and manpower management personnel, and develop alternatives and recommendations to manage potential workforce realignment requirements. Booz Allen completed the assessment of the IT civilian workforce by defining potential changes in resource utilization.
In addition, Booz Allen was engaged in determining the impact that ERP transformation and Personnel Services Delivery Redesign (PSDR) will have on the Army’s personnel community. PSDR is the Army Human Resources (HR) community’s response to Army transformation, and reflects the most significant change in how the Army delivers personnel services. PSDR shifts the core of HR support for essential personnel services to professionalized Brigade (BDE) and Battalion (BN) S1 sections which will be resourced and trained to assume these missions. PSDR also provides additional personnel resources to the BDE S1 to better perform the strength management mission, a function that shifted to BDE S1s as a result of Army modularity. To support this transformation effort, Booz Allen deployed an echelon-driven approach to determine if the functional manpower currently in place is sufficient to provide the personnel and pay services proposed by the PSDR concept.
Intended or Achieved Results
Booz Allen developed a workload modeling tool to identify the impact that changes in service requirements and processes would have on corresponding functional workforce needs and assisted the Army in conducting its PSDR Implementation Pilot with the 101st Airborne Division. Based on that pilot, the Army decided to move forward with PSDR implementation; the newly developed SRC12 structures began activation in September 2006 in order to participate in upcoming OIF/OEF rotations.
Fleet Industrial Supply Center (FISC) Yokosuka, Resource Staffing Study
| Client |
|---|
|
Navy
|
| Client Organization | Solution Type |
|---|---|
|
Fleet Industrial Supply Center (FISC) Yokosuka
|
Strategic Workforce Planning |
| Start Date/Completion Date |
|---|
|
October 2006 - March 2007
|
| Role (Prime or Sub) | Company/Team Members |
|---|---|
|
Prime
|
N/A |
Project Description
U. S. Fleet and Industrial Supply Center (FISC) Yokosuka is the U.S. Navy's largest supply facility in the Western Pacific. FISC Yokosuka provides worldwide logistics solutions for Navy, Marine Corps, Joint, and Allied Forces in support of National Defense Strategies. Previously focused on Japan and Korea, FISC Yokosuka recently has assumed responsibility for a broader Pacific regional focus and its workforce has expanded by approximately one-third to over 1,100 personnel across 14 sites and detachments throughout the Pacific. This expanded responsibility brings both the challenge of managing a newly merged, geographically dispersed workforce with numerous site-specific demands, as well as the opportunity to realize efficiencies through coordinated regional operations
FISC Yokosuka has contracted with Booz Allen Hamilton to conduct a Resource Staffing Study to assist in developing a depiction of its current workforce supply, demands, and capabilities, and in developing strategy and implementation plans for better managing the workforce across its area of responsibility (AOR).
Intended or Achieved Results
Booz Allen’s evaluation of FISC Yokosuka’s workforce requirements included a review of the current state (supply) for staffing in critical functions and the anticipated operational demand upon the expanding workforce. The assessment also included a survey assessment of critical staff competencies and skill-sets in the key functions of Logistics Support, Hazardous Waste Minimization (HAZMIN), Regional Inventory Management, and Administrative and Finance functions, which supports an evaluation of skills and staff trade-off opportunities across the Command.
In the course of five months, Booz Allen’s products and activities included:
- A Workforce Supply and Demand assessment, with a demographic data review and report, to include a snapshot of current workforce distribution by grade, occupation, and geographic region; a forecast or expected retirement eligibility and other key attrition; a review of key workload drivers and corresponding changes to work demand.
- A web-based Competency Assessment Survey of critical functions across Yokosuka and four major detachments (conducted in both English and Japanese), including two Competency Demand Evaluation Focus Groups with managers
- An Assessment of Distance Support Opportunities, emphasizing how staff and skills resident across Yokosuka and it detachments may better support one another and how resources might be redistributed
- An assessment of Trade-Off Opportunities whereby Yokosuka-based staff could be matrixed across the organization to provide improved operational support.
- A Strategy and Execution Plan to follow a working session of senior leaders to identify optimal methods to implement and actualize emergent recommendations from the analysis (e.g. guidance concerning the organization’s ability to capitalize on its workforce strengths, as well as training and development tactics addressing competency gaps)
- A Human Capital Rebaselining Tool that facilitates managers’ access to updated staff and skills data on regular basis.
In February 2007, Booz Allen facilitated a Working Group Session for senior FISC Yokosuka managers and officers that will serve as an opportunity to develop real-time strategies and solutions with these managers in light of the analysis and findings to date. The output of this session, a Strategy and Execution Plan, served to identify operational constraints and anticipated changes to mission requirements that will impact the workforce directly and the manner in which Booz Allen’s proposed solutions could be implemented. The Booz Allen team briefed the Commanding Officer and senior FISC managers and officers on the Strategy and Execution Plan in early April 2007.
The Global Fund Staffing Analysis and Cost Model
| Client Organization | Solution Type |
|---|---|
|
The Global Fund to Fight AIDS, Tuberculosis and Malaria
|
Strategic Workforce Planning |
| Start Date/Completion Date |
|---|
|
January 2004-June 2004
|
| Role (Prime or Sub) | Company/Team Members |
|---|---|
|
Prime
|
N/A |
Project Description
In January 2004, the Global Fund’s Executive Director initiated a project to examine future implications of the Global Fund’s current portfolio management model and to develop options for evolving that model to contain costs and to maximize impact. Part of this project entailed gaining a better understanding of the staffing levels necessary to support the model, given that workload associated with portfolio management (e.g., the number of proposal approvals, individual grant signings, disbursements) was expected to increase significantly over the next 5 years.
To inform the preparation of its 2005 budget, the Secretariat therefore desired an analysis of staffing levels and skills mix needed. During June 2004, Booz Allen provided in-kind support to The Fund in which Booz Allen staff reviewed existing documentation, interviewed Global Fund staff and managers, and developed a financial model to assist the Global Fund in assessing staffing levels needed to support its portfolio management model.
Intended or Achieved Results
Using a previously-established process map of the Fund’s grants management process, Booz Allen identified 15 labor-intensive activities upon which to focus its analysis. Current levels of effort (i.e., required hours) for each of these 15 activities were established via focus group discussions and individual interviews with staff. While detailed analysis focused on the personnel most directly involved in the grants management process (e.g., Fund Portfolio Managers, Fund Portfolio Assistants, Contract Specialists), analysis also considered personnel indirectly involved (e.g., human resources, strategy and performance personnel). Levels of effort were then compared against established workload metrics (e.g., future expected number of expected grants, number of disbursements) to identify FTE demand over a five year planning period. As applicable, expected economies of scale were applied, and FTE demand modified accordingly. The tool also captured four main cost elements based on staffs’ levels of effort and expected future workload: labor (based on average, loaded salaries), staff travel, Local Fund agents (i.e., in-country contracted support), and Technical Review Panel Costs.
As a result of the team’s analysis and report, the Secretariat was successfully able to obtain 19 additional staff positions from its Board this fiscal year. In addition, they were left with a planning tool that they can continue to use and modify as needed to project future FTE demand.
NASA Workforce Planning & Analysis
| Client Organization | Solution Type |
|---|---|
|
NASA
|
Strategic Workforce Planning |
| Start Date/Completion Date |
|---|
|
November 2004 - November 2005
|
| Role (Prime or Sub) | Company/Team Members |
|---|---|
|
Prime
|
N/A |
Project Description
NASA is facing a series of long-term business and associated workforce issues of significant magnitude, scope, and complexity, making decisions about workforce composition more important, and the risk of misalignments greater, than ever before. Introduction of the Exploration mission and the fundamental technologies needed to accomplish it present the Agency with uncertainty about the content of future work renders resource planning beyond the immediate future difficult to perform. And yet, the internal fixed based of resources at the Agency cannot easily or spontaneously be shifted to fit work requirements as they unfold.
As a result, the Agency has a greater need than ever before to perform work and manage to budget constraints in the short term and at the same time take prudent actions to shape the workforce for the longer term, despite the uncertainties. The changes introduce a much greater degree of risk and uncertainty into planning processes and therefore require NASA to adapt planning practices to account for such factors.
Intended or Achieved Results
Booz Allen has applied its expertise in workforce planning, and in-depth knowledge of the NASA organization, to create a Strategic Workforce Planning framework for the Agency that will strengthen and institutionalize the Agency's planning capability. The framework includes elements such as roles and responsibilities, high level process and an architecture for capturing the different layers of planning. It adds a focus on long-range planning with associated information and analysis techniques, and builds upon the activities and tools that already exist. Design of supporting analyses and more detailed processes are in progress, and the next stage will involve the first implementation phase focusing on the strategic layer of workforce planning.
Booz Allen is providing assistance with a framework to draw together and add to existing planning practices. With this improved capability, the Agency will be able, on an ongoing basis, to evaluate the condition of its workforce and make informed decisions about how to shape the composition of the workforce to support the attainment of Agency programs and missions in the long term.
This page was last updated 22 June 2009.
