IDP Implementation Overview Marshall Space Flight Center

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1 System for Administration, Training, and Educational Resources for NASA IDP Implementation Overview Marshall Space Flight Center 2008 SATERN Administrator Summit Lisa Martin & Elisabeth S. Cox Office of Human Capital, Training & Incentives Office Marshall Space Flight Center September/October

2 Agenda Plan the Work Change Management Activities Implement the Plan Communicate to Stakeholders Train the Workforce Track & Mitigate Risks Communicate IDP Features Evaluate the Results Indicators of Success Lessons Learned 2

3 Plan the Work Change Management Activities 3

4 At a Glance: The Stages of Planning Center policy Project schedule Present state/future state gap analysis Stakeholder identification Stakeholder analysis Communication plan Risk identification/mitigation Training plan Risk ID & analysis (criticality rating) Risk management plan Risk tracking Risk mitigation plans 4

5 The Scope: Are IDPs Required at MSFC? YES - Employees shall complete an IDP. Excerpted from the Marshall Procedural Requirements May 1, 2008, civil servants were required to complete an IDP in SATERN to coincide with the performance cycle 5

6 Present State-Future State Analysis PRESENT STATE Only MSFC civil servants can access the IDP application. FUTURE STATE No program controls that prevent contractors from creating/submitting IDPs. If user has access to SATERN, they have access to IDP module. Supervisors cannot see their employee IDPs online. They cannot approve an IDP online using the current system. The idea of coaches does not exist. Training not directly tied to goals. Major areas: Long Range Goals Short Range Goals Training Needs for current cycle Priority for a training item is edited and can only be values 1 4. Courses the user can select are not tied into any training system catalog. User does not have capability to show progress toward developmental opportunity goal attainment. IDP technical & functional support is at MSFC IDP data is exclusive to Marshall. Reports executed on as needed basis. Current MPD states that "employees shall complete an IDP" with "employees" defined as all badged personnel (includes contractors). All current IDP data is owned and maintained by Marshall, and we have history data. Supervisors will be able to see all their employees IDPs after the learner submits it for approval. They will be able to approve/disapprove IDPs online. Coaches are a new option within the process. Training and/or activities directly tied to a stated goal. Major Areas: Short Range Goals - Applicable Training Mid Range Goals - Applicable Training Long Range Goals - Applicable Training No edits on priority to ensure that only values 1-4 are entered. Can assign whatever number they choose. Courses the learner can select can come from the SATERN catalog (instructor-led; online) or from external sources. User can manage the progress of their developmental opportunity. SATERN automatically shows completion of online courses in the IDP & in training history. Learner trackable items, such as OJT, can reflect percentage of completion. IDP technical & functional support is at NSSC. IDP report data is in SATERN and can be run by Center admins. Data pulled for reports is not exclusive to MSFC unless filtered correctly. Agency policy states that IDP is for civil servants only. SATERN supports current state rather than future state. IDP data is owned and maintained by the Agency. Historical data will not be migrated into SATERN. 6

7 Risk Management: Identify Risks & Determine Criticality Risk Analysis: Identified risks are assessed to determine the likelihood of occurrence, consequences to the project if the risk does occur. 5 x 5 Criticality Matrix Risk Criticality Ranking: The criticality for each risk is determined multiplying the likelihood ranking by the consequences ranking. Risks with 15 and above criticality ranking must be mitigated. (Likelihood x Consequence = Criticality.) Examples: 25 = High Risk. 1 = Low Risk 7

8 Report Top 5 Critical Risks to Key Stakeholders Monthly 5 1 Rank Risk ID Risk Statement Approach L I K E L I H O O D Med Criticality High Low CONSEQUENCES L x C Trend Decreasing (Improving) Increasing (Worsening) Unchanged New Since Last Period Approach M Mitigate W Watch A Accept R - Research IDP tool rolled out prior to being thoroughly tested due to Agency-driven timeline IDP tool does not prevent contractors from creating an IDP With NSSC closing out training events & learners having the capability to record learning events via the IDP, duplicate training histories could result Supervisors may refuse to use the system due to numerous new systems rolling out concurrently & perception of increased administrivia Agency marketing brochure communicates message that is inconsistent with Marshall s Training Investment Strategy M M M M M 8

9 Stakeholder Analysis: Who are the Impacted Groups & How Much Contact Is Needed? Quadrant 2 Significant Amount of Contact Required Quadrant 4 Highest Amount of Contact Required High Impact On/Importance to Low Authority Over/Influence on High Impact On/Importance to High Authority Over/Influence on Quadrant 1 Lowest Amount of Contact Required Quadrant 3 Significant Amount of Contact Required Low Impact On/Importance to Low Authority Over/Influence on Low Impact On/Importance to High Authority Over/Influence on 9

10 Stakeholder Analysis: Who are the Impacted Groups & How Much Contact Is Needed? Quadrant 2 Significant Amount of Contact Required Civil Servants Supervisors Center Training Office Leadership Dev. Programs POC Succession Mgt. Program POC MSFC Help Desk Admin Officers Quadrant 1 Lowest Amount of Contact Required Quadrant 4 Highest Amount of Contact Required SATERN Phase III Implementation Team Quadrant 3 Significant Amount of Contact Required MSFC Union Office of Human Capital Managers Senior Leadership - Forum 10

11 Stakeholder Communication Needs Analysis This change has a high impact on or importance to this group/person, and this group/person has a high influence over change. The change has a low impact on or importance to this group/person, but this group/person has a high influence over the change. This change has a high impact on or importance to this group/person, but this group/person has a low influence over the change. The chance has limited impact on or importance to this group/person, and this group/person has limited influence over the change. Requires regular communication. Midway through the project and proceeding to Go-Live or rollout, this group will require actual face-to-face meetings with the Project Manager and/or members of the Project Team. Requires much information about the status of various aspects of the project and about any problems or risks that develop as the project progresses. Requires much contact and significant information about how they will be impacted by the change and what will be done to prepare them to function in the new environment. Requires limited contact once or twice during the product lifecycle and then again just prior to go-live. Quadrant 4 SATERN Phase III Implementation Team: Detailed project information; all project announcements. Quadrant 3 Office of Human Capital Managers: High level briefing via Executive Council; communications through HS40 Manager. Senior Leadership Forum: Awareness of integration and availability; all general project announcements. Quadrant 2 Civil Servants: All general project announcements. Supervisors: All general project announcements; To the Point article. Center Training Office: Detailed project info; & all general project announcements. Leadership Development Programs POC: Detailed project info through the POC; all general project announcements. Succession Management Program POC: Detailed project info through the POC; all general project announcements. MSFC Help Desk: All general project announcements. Admin Officers: Detailed project info; all general project announcements. Quadrant 1 MSFC Union: to the union POC; all general project announcements. 11

12 Develop Communication Strategy Add l column headings Actual # of Attendees or Contacts Message Author(s) Approver/Reviewer Messenger(s) Start Date Frequency Location Notes Develop the overall plan prior to the first communication activity. Update and revise the plan on an ongoing basis. Revision examples: Added announcements of SATERN workarounds. Rescheduled training sessions that did not meet minimum attendance requirements. 12

13 Develop Training Strategy: Highlights Ensure Training follows Agency guidelines and SATERN Change Management Strategy Employees possess the skills required to use the SATERN IDP system Offer Varied, Flexible Training Instructor-led classes Open houses Role coaching Briefings Demonstrations Self-study resources Evaluate Our Progress Review and analyze course evaluations Make adjustments based on participant feedback 13

14 Implement the Plan 14

15 IDP Communication Highlights SATERN Posters Web Updates & Announcements Correspondence Supervisor Newsletter Management Demos and Briefings 15

16 Updates to the Human Capital Web Site Individual Development Plans (IDPs) Beginning with the performance cycle (May 1), all Marshall civil servants will be required to create an IDP in SATERN. Instructor-led training sessions will be offered during April and May to help employees, supervisors and coaches understand and use the new IDP functionality. Employees should register in SATERN for the session they plan to attend. Employees can make updates to their current IDP until April 30. Beginning May 1, employees will only be able to print copies of their IDPs in the current IDP system. All new IDPs must be created in SATERN in accordance with Agency policy. Civil servant employees will be encouraged to print copies of their old IDPs which they wish to keep since old IDP data cannot be migrated into SATERN, and the Center Training Office will not have access to this data once the old system is shut down. 16

17 Correspondence Center Training Office IDPs in SATERN are required for MSFC civil servants Notification of upcoming roll-out schedule Notification of training schedule Admin Officers Notification of upcoming integration and training New MSFC Supervisors Notification of upcoming integration and training MSFC Union Representative Notification of upcoming integration and training 17

18 Center-Wide Web Announcements: Headlines April 1, 2008 May 1, 2008 (Go Live) June 1, 2008 July 1, 2008 Beginning May 1, Marshall Civil Servants Will Be Required to Complete IDPs in SATERN IDP Training Is Available. Beginning May 1, Marshall Civil Servants Will Be Required to Complete IDPs in SATERN Instructor-led IDP-training wraps up the week of May 5. Registration is available through SATERN. Help Is Available (Online) for Employees Working to Complete IDPs Civil Servants: Critical Steps to Prevent Your IDP from Becoming Lost and Irretrievable Within SATERN's IDP System 18

19 Reprinted from the MSFC Supervisor Newsletter/"To the Point" IDP System Rolls Out May 1 at Marshall Beginning with the performance cycle, which begins on May 1, all Marshall civil servants will be required to create their Individual Development Plans (IDPs) in SATERN -- NASA's system for administration, training and educational resources. IDPs are the official planning and record-keeping documents for capturing formal and informal training and development activities at NASA. So what's changing? And what do supervisors need to tell their employees? The current IDP tool is going to be shut down by the end of the fiscal year. IDP data currently in the system will not be migrated into SATERN, and the data will not be accessible by the Center Training Office. All IDPs must be created using the IDP tool in SATERN beginning May 1 for GS employees. Senior Executive Service personnel will create IDPs in SATERN beginning with their October 1, 2008, performance cycle. Employees can electronically route their IDPs to the supervisor for review and approval/denial. Employees will have the capability to assign a coach/mentor in the IDP tool in SATERN to assist in identifying developmental goals and activities. The IDP tool is available twenty-four-hour a day, seven days a week and can be accessed from work, home, or TDY. Employees will have the capability to search the SATERN catalog for courses related to stated developmental goals. Learning events are automatically recorded in the employees' learning histories and IDPs. Employees can print out a copy of any IDPs that are in the current system which they wish to keep for historical purposes. OHC asks supervisors to encourage employees to register for the IDP instructorled training sessions via SATERN scheduled in April and May. Employees who prefer self-paced training can take advantage of other learning opportunities provided on the Office of Human Capital's home page. Supporting Marshall's mission The IDP tool provides an opportunity for supervisors and employees to identify training and developmental activities needed to achieve both the center's and agency's mission. The new tool places a stronger emphasis on goals, not just within the next year, but five years out and beyond. The new tool ties each training and developmental activity directly to a stated goal, whether that goal is short-range (within the next year), mid-range (within two to four years); or long-range (five years or more). Progress toward achieving the stated goals and activities can be tracked with percentage of completion recorded in the IDP. Supervisors prepare for the transition In preparation for the performance appraisal period, NASA's Office of Human Capital encourages supervisors to discuss goal-setting and development activities with their employees. Coaches and mentors can also participate in the IDP process by offering counsel and support to employees' plans to help them set developmental challenges needed to accomplish the center's and agency's strategic goals and objectives. For supervisors, two options are available for learning to use the new IDP tool in SATERN: Instructor-led overviews with optional hand-on practice Self-paced learning Scheduled throughout April and May, instructor-led training special sessions tailored exclusively for supervisors are available. This training will help supervisors not only complete their own IDPs, but understand how to review and approve the IDPs of their employees. Registration for instructor-led sessions is available through SATERN. To view the training schedule, visit the OHC Web site. 19

20 Demos & Briefings: Key Audiences Center Training Office Personnel Office of Human Capital Director & Direct Reports Center Director & Direct Reports Center Administrative Officers Participants at the MSFC Technology Awareness Campaign Event 20

21 Training: Materials & Presentations Training Manuals & Presentations Provided by the Agency Printable PowerPoint files Easy to customize for individual centers Printable for center-use Versions for supervisors or learners Handouts/Giveaways IDP Quick Reference Guides IDP Highlighters IDP Notepad Clips 21

22 Training: The Sessions On-Site Courses Combined two elements: IDP overview Hands-on training in a computer lab Sessions tailored for either learners or supervisors At least 20 sessions planned Employees signed up for these courses in SATERN So What changes did we make? Allow for Changes Monitor the number of employees signed up for each session Add additional sessions if warranted by employee demand Be flexible 22

23 Training: The Sessions Sessions Cancelled Six sessions cancelled due to lack of demand For some sessions, not a single employee had signed up Sessions were combined to boost per-class attendance Sessions Added Four sessions added to meet special needs Examples: Off-site training for remotely located employees Special training, delivered at organizational staff meetings (upon request) 23

24 Training: Total Employees Trained More Than 300 Through Instructor-Led Sessions 15 learner sessions; 299 trained 3 supervisor sessions; 55 trained Others via Self-Study Resources on the Web Instructions on how to change your supervisor in SATERN Demonstrations for learners and supervisors Training manuals IDP Planning Checklist SATERN Quick Reference Guide External Activity Requiring NF1735 Job Aid Process Overview Frequently Asked Questions Resources available at 24

25 Change Management Activities: Track Risks Add l column headings Mitigation strategy Mitigation plan Status Assigned to Comments 25

26 Change Management Activities: Mitigate Risks 26

27 Change Management Activities: Communicate IDP Features Management of IDP Profile Correct organization code Correct listing of supervisor Set supervisor bypass flag Correcting for blank screen Goals, goals, goals Adding activities to goals Adding competency-based versus other goals Ensuring goal description shows up in IDP report Elimination of duplicate learner history entries Correcting for Safari with Mac 27

28 Evaluate the Results 28

29 Training Evaluations: On-Line Surveys Send immediately after the training course Metric of Success 66% positive response rate for each learning objective Takes just a few minutes to complete. Results available in real-time. Opportunity to make real-time adjustments as needed based on participant feedback 29

30 Key Indicator of Success: 90% or Higher Positive Response on all Learning Objectives The goal: 66% positive response on learning objectives The results: 87% or higher positive response for all learning objectives Training metrics on the IDP tool exceeded the established indicators for success 30

31 Key Indicators of Success: Communicated Changes to Impacted Community A new system is rolling out IDPs in SATERN are required Training is available Need a training manual? Here s a checklist. Help is available online At least 17,500 potential contacts made Includes s, announcements, newsletter articles, interpersonal networking, and more 31

32 Key Indicators of Success: Positive Feedback from Learner Community The presentation, hand-outs, question/answer session were of a very high-caliber. The personal interaction regarding questions we had as a group helped everyone tremendously. Many thanks! Many of our people including myself had not had the opportunity to attend the formal training session(s) offered at MSFC. This presentation clarified so many things about the IDP, and how to complete the form that we would not have known had Lisa Martin and her Training Team not come to the NSSTC (National Space Science & Technology Center). 32

33 Key Indicators of Success: Positive Feedback from Learner Community Excellent Training! Good overview! Liked the real example used. Instructors was very knowledgeable and helpful and willing to assist employees, overall rate is excellent. Thanks. I benefited from the hands on and would encourage more of this type of training. I'm so happy I took this class. Now I'm not antsy about how to do my IDP because I know how to from the overview and hands on training I took. 33

34 Key Indicators of Success: MSFC IDPs Created in SATERN 630 Drafts 234 Pending 761 Approved 1,625 Total 61% of Total Population 34

35 Lessons Learned: What We Would Do Differently Just the Basics Originally, presented training slide deck from Agency Based on participant feedback, scaled training back to basics only -- what learners needed to know to get an IDP in the system Revised Learning objectives: Overview: What is an IDP Who is involved in the process Phases of IDP When IDPs will be available in SATERN Fewer Classes Originally, scheduled more classes than were demanded In the future, would schedule fewer classes, and add more as needed 35

36 Lessons Learned: What We Would Do Differently Conduct IDP dry-run with IDP Team prior to training others Select initial audience trained carefully because of word of mouth passed on to others List NSSC as contact rather than training office personnel Review survey eval daily to determine needed adjustments Cover known discrepancies & workarounds Include How to Create an Effective IDP in training session 36

37 Summary Significant change management planning is required for successful implementation Communicate via many vehicles throughout the project life cycle Train only the basic skills initially Evaluate after each session to determine needed tweaks to the training If IDPs are required, monitor number of IDPs created and report to organization management 37

38 MSFC IDP Implementation Overview Questions? 38

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