PAD530 Assignment 2
PAD530 Assignment 2
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Date Created: 11/06/15
EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 1 EVALUATION OF THE DEPARTMENT OF VETERANS AFFAIRS PUBLIC PERSONNEL ADMINISTRATION Week 4 Assignment #2 Joseph Brown Dr. Udoh E. Udom PAD530 January 29, 2013 EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 2 The Department of Veterans Affairs (VA) Personnel Administration prime responsibility is to recruit, develop, and retain a competent, committed, and diverse workforce that provides high quality service to veterans and their families. “Organizations that accommodate the needs and interests of all workers, male and female of all races and ethnicities, and differences, rather than eschew them are more likely to value the contributions diverse group can make at the upper levels of organization” (Riccucci 55). In order to organize employees in achieving such desired outcomes, the VA accomplished such by establishing sets of rules from live organizational contexts. Moreover, the development of these rules within live contexts means that the rules are operational and easy to use. With an understanding of rules and the processes of their use, the VA public personal administration identifies, which in turn form the basis of a theoretical framework that enables them in HRM achievements. For the purpose of this assignment, the following will be discussed: The Veterans Affairs’ HR Organization Design, Global Linkages and personnel Management, Personnel Recruitment and Hiring Practices, Employee Skills Training, and Recruiting and Training Recommendations, The Department of Veterans Affairs’ Organizational Design Analyze the organizational design of the selected agency’s human resource management in relationship to the entire organization. Assess its strengths and weaknesses. The organization design of the Veterans Affairs human resource management is must like those of the rest of the Federal government, in terms of implementing obsolete human resource management strategies. The ways veterans seek benefits at the Veterans Affairs has changed, EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 3 therefore the Veterans Affairs HR system is being confronted by claimant pressures that are provoking important changes. According to the Veterans Affairs Human Capital Management Accountability System, VA Handbook 5025 of January 2012 clearly states that the Veterans Affairs tradition HR organizational design includes, but is not limited to: Compensation and Benefits, Employment, Career Management, and Good Governance. First, the Veterans Affairs HR compensation policy governs the establishment of pay scales. It’s based on the “Pay Administration” VA 5001/5007 Handbook”, which addresses the need to recruit staff at both the national and international levels. The design of the Veterans Affairs HR Compensation and Benefits system determines how pay is administered and managed. Second, the Employment Design of the Veterans Affairs HR mostly focuses on recruitment, placement, and retention. Recruitment and placement are the starting point of the Veterans Affairs HR’s overall employment policy. It covers both hiring new talent and reassigning serving employee, including interagency transfers. On the other hand, the Veterans Affairs HR’s Retention addresses the conditions which enable employees to continue serving. Third, the Veterans Affairs HR empowers employees with the support of the organization to plan, organize and pursue a career in an enabling environment. This is usually done when the VA or the employee identifies opportunities to enable them to continue to acquire skills and experience in pursuing careers. The Veterans Affairs HR Career Management covers a broad range of activities, which include specific work assignments, on the job training and coaching and other workrelated developmental opportunities. And the last is the Veterans Affairs HR Good Governance: The design of good governance at the veterans Affairs reinforces delegation of responsibilities and EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 4 establishes reporting relationships to ensure consultation, cooperation and partnership in decisionmaking processes at the lowest practical levels. With no doubt, such enables employee and management to perform their duties in a professional, transparent, and coherent and accountable manner. In order to compete for the talent necessary to fulfill the Veterans Affairs’ mission, their system for managing human capital must change. It must become more flexible, effective and accountable in order to provide the range of services to our Nation’s veterans as promised. The Veterans Affairs Global Linkages and Personnel Management Assess the agency in terms of its global or international linkages, highlighting its application of theory to its approach to personnel management. The Veterans Affairs belief that every human being is of equal worth, entitled to the same privileges and opportunities, without regard to race, gender, disability or age. Their fundamental belief has led them into changes in personnel management practices due to globalization linkages. The Veterans Affairs’ workforce is changing, and it’s rapid. “By the end of year 2015, it’s expected that only one in seven new employees will be white male; in addition, as more minorities and women join the workforce and the population ages, it will be the agencies that manage diversity well who will come out ahead in tomorrow’s highly competitive environment” (Fine 1990). Glancing through the federal government agencies, the Veterans Affairs, with their diverse workplace is winning increased recognition among others as one vital element of competing successfully in the present and the future. The challenge of managing global linkages throughout the Veterans Affairs is responding to the changing demographics of the workforce with a variety of diversity programs. EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 5 According to Dr. James Middleton, “The VA treats diversity as an asset that brings broad range of viewpoints and problemsolving skills to the agency”. The Veterans Affairs good diversity management frees employees of the need to assimilate and “play it safe”, and encourages them to develop their strengths and present innovative ideas. The Veterans Affairs Personnel Recruitment and Hiring Practices Analyze at least three (3) of the major components of the agency’s human resource system’s goals and practices regarding the recruitment and hiring of a qualified workforce. The Department of Veterans Affairs faces significant challenges in the coming years form the changing demographic profile of our nation and the related transformation of our labor force. In order for the Veterans Affairs to remain a high performing organization in the 21st century, it would have to aggressively compete for the best talent and intellectual capital in this global market. According to the Hiring Authorities “students and recent graduates”, “we have been placed at a competitive disadvantage, though, compared to other sectors in recruiting and hiring students and recent graduates”. To address these difficulties, President Obama signed Executive Order 13562; entitled “Recruiting and Hiring Students and Recent Graduates,” on December 27, 2010. The three major components of the Veterans Affairs Human Resource System regarding the recruitment and hiring for qualified workforce are: Cemetery Director Management intern Program, VA Learning Opportunities Residency, and the VA Presidential Management Fellows. The VA Cemetery Director Management Intern Program offers individuals interested in becoming a Cemetery Director the opportunity to gain technical and managerial skills to start them on their career path. The cemetery Director Management Intern studies under the guidance EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 6 and supervision of the Cemetery Director designated as a program Preceptor. This program is only the beginning of the learning process in the career development of a cemetery director. The VA Learning Opportunities Residency Program is a paid intern program to develop a well trained talent pool from which to draw future employees. And the VA Presidential Management Fellows Program: This VA recruitment program is intended to create a flexible, customer focused method for the recruitment and retention of top talent into the federal civil service, targeting the best and the brightest graduate programs form many of the nation’s top colleges and universities. The Department of Veterans Affairs Employee Skills Training Evaluate the agency’s approach to training and programs provided for new and existing employees for the development of knowledge, skills, and overall competencies, highlighting the strengths and weaknesses. The Veterans Affairs implement appropriate and effective career planning, employee development and training programs that is aligns to successfully deliver their organization’s goals. According to the Veterans Affairs Learning University “ In support of the ADVANCE initiative committed to help you advance your career, VALU offers training and resources that boost leadership and develop job skills”. When a new or existing employee talent has been identified, such talent would be developed in order to build a high performing, motivated and flexible workforce to better serves. The Veterans Affairs also offers its employees the ability to participant in their Career Mobility Service. According to the Veterans Affairs Personal Management Policy “IPA assignments are intended to strengthen EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 7 Federal, State, and Local government management capabilities and should involve issues of mutual concern and benefit”. The Veterans Affairs concept of mobility includes but is not limited to the movement within and across departments, occupations and geographic locations. For the purposes of this assignment, an important aspect of the Veterans Affairs Mobility Program is the movement of staff between departments within their common system. The VA Mobility Program increases employees’ versatility, provides additional career opportunities and encourages the concept of developing a career within the Veterans Affairs family. According to the Intergovernmental Personnel Act “the Intergovernmental Personnel Act Mobility Program provides for the temporary assignment of personnel between the Federal Government and state and local governments, colleges and universities, Indian tribal government, federally funded research and development centers, and other eligible organization”. Such program strengthens the organizations’ capacity to respond to changing needs. However, the Veterans Affairs Mobility Program needs not to be only limited to departments within the Veterans Affairs, but rather among other federal agencies as well. The Department of Veterans Affairs Recruiting and Training Recommendations Recommend at least two (2) actions the agency could take to improve in the areas of recruiting and training a qualified workforce. Recommendation #1: The Veterans Affairs HR managers should conduct site visits to other federal agencies to observe best practices that may be incorporated in the Veterans Affairs training practices with other departments. One of the strengths in in administering veterans’ benefits is sharing information and learning from other federal agencies’ best practices that may be tailored into the Veterans Affairs. By EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 8 implementing such practices achieves continuous improvement and maintains an environment of excellence in the Veterans Affairs’ workplace. In short, site visits to other federal agencies are an effective way to identify best practices that may be modified for use the Veterans Affairs Compensation and Pension Program. Recommendation #2: The Department of Veterans Affairs should establish recruitment targets for the type of candidates it would like keep as part of their workforce. Their consideration should be given to such characteristics as diversity, life experiences, age, education, military experience, and prior work experience. The characteristics of those that show proveterans should be considered as well as aspects that will define candidates that may be suited over time for specialty and promotional positions. The Veterans Affairs will need to compete for well qualified minorities; including African Americans, and Latinos and females. References Fine, J.G., Johnson, F.L., Ryan, M.S. (1990). Cultural Diversity in the Workplace, Public Personnel Management, 19 (3), 317318. Hiring Authorities. (2013). Students and Recent Graduates: Retrieved January 28, 2013: From: http://www.opm.gov/policydataoversight/hiringauthorities/studentsrecentgraduates/ Hiring Authorities. (2013) Intergovernmental Personnel Act: Retrieved January 29, 2013. From: http://www.opm.gov/policydataoversight/hiringauthorities/intergovernmentpersonnelact/ James Middleton. (2013). VA Employee. Interviewed on: February 1st, 2013. Riccucci, Norma M. (2012). Current Concerns, Future Challenges, Public Personnel Management P.50. New York: Longman, Pearson Publisher. VA Handbook 5007/12. (2004). Pay Administration. Retrieved January 29, 2013. From: http://w ww1.va.gov/vapubs/viewPublication.asp?Pub_ID=191 Veterans Affairs Learning University. (2011). About VALU. Retrieved January 30, 2013. From: EVALUATION OF THE VA PUBLIC PERSONNEL ADMINISTRATION 9 http://www.valu.va.gov/Home/AboutVALU Veterans Affairs Personal Management Policy. (2010). VA HANDBOOK 5005/32: VA Mobility Program. Retrieved February 1st, 2013. From: VA Central Office.
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