ReImagining the FD FDA Hiring P Proc ocess t to o Bui uild a Stronger W Wor orkfor orce Melanie M. Keller, M.B.A. Acting Associate Commissioner for Scientific and Clinical Recruitment Food and Drug Administration
The Hiring Initiative Journey • 2016 Assessment of Hiring and Retention was conducted. • 07/17/17 Dr. Scott Gottlieb, FDA Commissioner, made the following pledge: “As part of a new effort, and consistent with Secretary Price’s Reimagine HHS initiative, we’ll be piloting new hiring procedures aimed at better supporting the hiring goals required to meet FDA’s evolving needs.” • 11/15/17 The “Initial Assessment of FDA Hiring and Retention – A Path Forward” was published The report also signals the beginning of a long-term modernization process that is aligned with the Reimagine HHS initiative. • 11/17/17 FDA All Hands Meeting on Hiring & Retention • 11/30/17 Public Meeting on Hiring & Retention Launch Hiring Pilot and Launch 21 st Century Cures • 2018 2
The FDA Hiring Initiative has three major components 3
The hiring process at FDA is complicated Prepare Request Initiate Post job Compile Evaluate Extend for EoD classification package opportunity certificate candidate offer posting (if necessary) Excessive 4 4 7 4 4 14 11-17 4 # of steps steps # of Multiple parties 5 4 4 5 1~2 4 9 4 parties involved involved # 3 3 5 3 0~1 5 4 1 handoffs Too many handoffs % of steps 75% 75% 71% 75% 0-25% 36% 24~36% 25% involving handoff # of Numerous approvals 1 1 2 0 0 2 1 0 approvals required required SOURCE: Focus groups with HR professionals conducted September 2017 4
In the current state, HR has multiple shadow roles and HMs must interact with several points of contact 5
There is significant confusion about roles and responsibilities In 7 out of 10 process steps, only 50% of hiring managers are clear about their responsibilities Low clarity and weak accountability SOURCE: CDER Hiring Manager Survey 6
On the ground, there were numerous pain points from various stakeholders Candidates Hiring Managers HR Specialists The hiring process was HR has a profound There are no annual disconnect to my mandatory trainings incredibly frustrating , not transparent and very Office’s mission . Timely and there is a lack of recruitment does not recognition and delayed . seem to be a goal. rewards. Source: Qualitative commentary captured in surveys administered to New Hires, Hiring Managers, OHR Specialists 7
A Sampling of Results from the FDA Hiring and Retention Initial Assessment 8
Overview of recommendations 1 2 3 Design and launch a Evaluate performance Expand the pilot, controlled pilot, testing: and iterate: while: A new optimized process Identify metrics against Creating a culture of design minimizing handoffs five hallmarks of mutual collaboration success: and accountability Reconfigured stakeholder • Timeliness roles • Accuracy Implementing • Customer service appropriate IT New sources of talent • Employee systems satisfaction • Quality Evaluating options to Enabling technologies optimize the Incorporate meaningful organization performance goals Targeted investments in HR capability building Reevaluation of hiring policies 9
The pilot is a mechanism for designing, testing, and refining the future state design without disrupting the existing workflow. Schematic of the role of the pilot in getting from current state to future state Pilot Implementation and Current state Future state Current state roll out Design future Inputs Output state process • Surveys Boldly revamped, high quality, and consistent • Interviews Launch process which gets the future • Focus group Implement future right people in the right state • Data analyses state process roles quickly process (e.g., baseline, (via pilot) benchmarks, Assess future etc.) state process “The purpose of the hiring pilot is to recruit and retain a world-class workforce … by piloting new hiring procedures – based on new systems – that are designed to directly support FDA hiring objectives ” – Dr. Scott Gottlieb 10
The FDA Hiring Pilot has four phases 11
The initial pilot will include ~140 packages and is designed based on the project team’s objectives CDER: ~110 packages from CBER: ~35 packages from OND, OSE, and OSP recent PDUFA commitments • Enable rapid testing of hypotheses • Use the pilot to deliver priority, short-term wins • Act as a testing ground for novel, reimagined processes with an eye towards future expansion • Challenge conventional wisdom and do not get ‘bogged down’ in organizational history or structure 12
Hiring manager customer journey 1. Preparing 2. Recruiting and Interviewing 3. Closing Request Initiate Prepare for Post job Compile Evaluate classification Extend offer EoD package posting opportunity certificate candidate (optional) Areas of delight Review Meet Interview Identify references hire candidates Review vacancy + on 1 st vacancy report need for Notification Answer Communicate day Review announcement new hire of posting candidate selection resumes questions Emotional experience Find PD triage Wait for HR Pre-consult Waiting for Receive cert. Request cert. Waiting for Pain points announce- to conduct with hire, help candidate to extension tentative ment errors pre-consult w/ assessment receive offer Waiting for offer questions + JA, cert. [if needed] Wait for Negotiate identify if SME Participate in announce- salary / ATM needed ment classification 13
Hiring manager persona Motivations (What drives their behavior, implicitly and explicitly?) • I want to have the ability to complete my work on time and with high quality outputs to ensure my performance goals are met and be in good standing for reviews • I want control over who is interviewed and hired for my teams • I feel fulfilled by contributing to the FDA mission as a public servant • My highest priority is my family , so a reasonable work/life balance is important • I want to be a strong people leader and plan to transition to a more senior role in ~2 years Process success (What does a successful hiring and recruiting process look like for them?) • Having the right people in the right roles at the right times • Being able to quickly replace vacancies with high-quality candidates • Having a consistent hiring process where I have a clear understanding of my role and expectations of me • Working with one go-to thought partner from HR to answer all my questions for a given hiring package Rami, 45, Hiring Manager Pain points (What are common challenges they face in achieving success?) • Tenure: 15 years The hiring process is so slow that many good candidates accept other roles before Tech-savviness: Medium my offer can be extended or onboarding can be completed Personal: Married + 2 children • There is limited transparency and communication – I don’t have a go-to contact or tool which provides me with the information I need regarding status updates • It’s unclear to me what tools there are to support me in the hiring process “ I get to play a lot of • Qualifications or classifications have unclear standards and there is a lack of meaningful roles – flexibility to add specialized details causing good candidates to either be screened out colleague, boss, dad. unnecessarily or offered non-attractive packages ” ” • The process is arduous and I don’t really want to take part if it will pull a lot of time away from my normal role 14
Candidate customer journey xxx 1. Preparing 2. Recruiting and Interviewing 3. Closing Request Initiate Prepare for Post job Compile Evaluate Extend offer EoD classification package posting opportunity certificate candidate (optional) ‘Leading Areas of delight Final offer ` Identify job candidate’ opportunity communication Selected for interview Welcome Tentative packet offer Interview Emotional experience Arrive for Filled out Waiting to hear Clearance / NEO interview application on back regarding ethics USAJOBS application Reference (confusing + (weeks / months) Negotiate check overwhelming) salary / ATM NOTE: Process is not drawn to scale – periods of waiting during certificate compilation and security and ethics clearance/negotiations can be weeks/months 15
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