Day 2

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Learning that is tied to enhanced organizational performance drives better mission outcomes. This panel will examine the role of learning to go beyond training to raise performance benchmarks, helping to improve operational outcomes across the federal enterprise. Federal learning pioneers and experts will provide real world examples of how to capitalize on learning as a mission driver.

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Learning that is tied to enhanced organizational performance drives better mission outcomes. This panel will examine the role of learning to go beyond training to raise performance benchmarks, helping to improve operational outcomes across the federal enterprise. Federal learning pioneers and experts will provide real world examples of how to capitalize on learning as a mission driver.

In these trying times, we are all leading on a day-to-day basis, not just senior staff. Now that we are relying more on the front line to make critical decisions, how are we creating strong leaders & building a sustainable culture of leadership?

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There is a general consensus that major parts of the federal civil service system are broken but less agreement on how to fix it and whether there is any real possibility for reform in today’s climate. A discussion of specific proposals for reform and an assessment of the prospects for that reform actually happening.

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Building strong and agile leaders at each level of the organization, preparing them to operate in a complex environment. Determining specific leadership competencies to select and develop high performing leaders. Assessing the talent pipeline and incorporating the human capital lifecycle in talent management developmental opportunities (plan/recruit/develop/retain).

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How agencies can use career pathing frameworks to drive more effective workforce planning, succession planning, and employee engagement programs. Here we explore how competency-based career pathing creates a stronger, more predictable internal pipeline for the agency and integrates often misaligned HR programs while retaining high performing employees & facilitating movement of lower performers into roles in which they can excel.

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Allowing managers to describe their needs for people with requisite skills & experience, establishing sound recruitment & training criteria and linking unit & individual goals to mission performance. How are we measuring the quality of the match between people characteristics and position characteristics?

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*Join two groups for 30mins each for the best conversations you’ll have all year!

1)Best Practice In Identifying & Closing Skill Gaps

Chaletta McCoy, Staff Director, Human Capital Program Development, Defense Logistics Agency

2)Essential Components of A Proactive Mentoring & Coaching Program

Jewel Baldwin, Sr. Human Resources Specialist, Office of Workforce Acquisitions, Library Of Congress

3)Sourcing Private Sector Solutions In The Federal Marketplace

Richard Vinnacombe, Branch Chief, Human Resources Solutions, OPM

4)Lessons Learned In Adopting A Program Of Information Dominance

Mary Jones, Assistant Chief of Staff for Training and Education, Naval Meteorology and Oceanography Command

5)Designed To Work; Ensuring That Your Development Program Truly Engages, Motivates And Drives High Performance

Kimberly Powell, Director, Office of Workforce Performance and Development, Library of Congress

6)Leadership Development, Assessment & Talent Management Initiatives

Sue Engelhardt, Director, Human Resources, US Army Corps of Engineers

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