Tag Archive: management


President Obama will nominate Joseph Jordan, a senior Office of Management and Budget official, to head the Office of Federal Procurement Policy, the White House announced Friday.

The post has been vacant since Dan Gordon left the administration in November.

Jordan has been a senior adviser to OMB Acting Director Jeffrey Zients since December 2011. Before that, he was associate administrator for government contracting and business development at the Small Business Administration. Prior to serving in government, he worked at management consulting firm McKinsey & Co.

From 1998 to 2000, Jordan was an associate producer on MSNBC’s Hardball with Chris Matthews

Observers had speculated Jordan might be slated for the procurement post after he joined OMB late last year. But the agency has been mum on who would fill the position in Gordon’s absence.

Gordon left the OFPP job  to become associate dean for government contracts law at the George Washington University Law School.

WASHINGTON – U.S. service companies grew at the fastest pace in 11 months in January as companies started hiring to keep up with rising demand.

The Institute for Supply Management said Friday that its index of non-manufacturing activity jumped to 56.8 percent in January from 53 percent in December. The survey’s employment index soared to its highest level since February 2006. Any reading above 50 indicates expansion.

The trade group of purchasing managers surveys businesses including restaurants, hotels, retailers, financial services firms and construction companies. The service sector employs 9 out of 10 U.S. workers.

The service sector has been growing for two straight years. But hiring had stagnated, with the employment index falling below 50 in two of the past four months. Companies overcame their reluctance to hire in January, pushing the employment index up to 57.4 percent from 49.8 percent.

The report echoed the government’s strong January employment report, also released Friday. Service companies added 83,000 jobs last month, according to the Labor Department.

Nearly every component of the ISM index suggested that business for non-manufacturing companies is picking up. Companies said business activity, new orders, exports and imports all picked up. Inventories shrank more quickly, indicating solid sales, and deliveries from suppliers slowed down.

Economists say the service sector received a boost from strong new orders the previous month. In January, new orders grew for the fourth straight month, at the fastest pace since last March.

The report “provides further evidence that the U.S. economy is strengthening,” said Paul Dales, senior U.S. economist at Capital Economics, in a note to clients. But he warned that the economic momentum might fade quickly, as it did after strong starts to 2010 and 2011.

“As the unwinding of the previous fiscal stimulus starts to bite and as global demand falters, something similar may be on the cards this year,” he said.

The economy grew in the final three months of 2011 at a 2.8 percent annual rate. That was faster than the 1.8 percent pace in the July-September quarter.

Much of the growth came from companies restocking their inventories, a process that was expected to help manufacturers and have a more modest impact on the service industry. That’s one reason the ISM’s January survey far outpaced economists’ expectations.

Economists had expected the overall index to edge up 0.2 percentage points, rather than the 3.8 percentage point leap that the ISM reported, according to a FactSet survey.

Manufacturing grew in January at the fastest pace in seven months, the ISM said on Wednesday. New orders to factories grew, and builders spent more on construction for a fifth straight month.

Service-sector growth had edged up in December after staying flat for three straight months.

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Follow Daniel Wagner at www.twitter.com/wagnerreports.

Rypple is a web-based social performance management platform that helps companies improve performance through social goals, continuous feedback and meaningful recognition. I recently spoke with Rypple’s Nick Stein to learn more about the company and get his tips for giving – and getting – effective feedback. Here’s an edited version of our conversation.

Scott: Is it fair to say a quick description of Rypple would be Facebook for feedback?

Nick: I think that feedback is certainly a very important part of it. But I’d say that the feedback should be focused around aligning people within the organization so that they feel empowered and that people who lead your organization feel confident that everybody is moving in the same direction. So it’s feedback, but it’s feedback that leads directly to business results.

When it comes to feedback, how much is enough?

When most of us think traditionally of feedback within an organization, we think of the performance review, which a lot of companies still use and they do them once a year. And they’re backward-looking and have really morphed into this thing that’s much more about compliance than it is about performance.

When we look at feedback, we hear from our customers and tons of research that’s been done out there that employees are craving feedback, and as much of it as they can get. And I think that’s particularly true for the Millennials, who really have grown up around the idea of getting constant feedback that they can then use to get better at what they do.

What are your top tips for making the feedback useful? For somebody who wants to be really effective in providing feedback, what are two or three things they should always keep in mind?

It’s important to keep the feedback as specific as possible and then deliver it as frankly as possible. We really believe that recognition or positive feedback should be given publicly because it has kind of an amplifying effect. But when you’re giving constructive feedback, you should give it in private, one-to-one.

When you connect with the people that you work with on a frequent basis — and give them feedback frequently — if you do have something negative or constructive to pass along, it’s coming in a context that this is a person you’ve now worked with and communicated with in an ongoing way. You’re not suddenly showing up and surprising them with some piece of feedback that they had no idea that they were going to get.

Let’s say I’m the person that’s receiving feedback. Any ideas for how to make the most of the feedback I get, and how to stay engaged in the feedback conversation when it happens?

Be proactive. Don’t just sit back and wait for the feedback to come. If you want feedback about yourself and how you’re doing, go out and ask for it. Then make it part of a conversation, so that it becomes a basis for an ongoing dialogue with you and your manager, or you and your employee. Use it as a basis to check in and see how that person’s doing.

So it really sounds like it should just be a conversation, right? This ongoing conversation and not a big, hairy, oh-my-goodness event.

Absolutely. When you’re getting feedback once a year in a performance review, there’s a lot of fear and uncertainty associated with that. When you’re having a weekly conversation with your manager or a member of your team, that feedback really just becomes a part of your work life.

Readers, what are some of your tips for delivering great feedback? Share them with us in the comments!

An ‘A for Austerity

 

In 2010, the U.S. government’s outlays decreased for the first time since 1960, ending the luxury of ever-increasing budgets enjoyed by presidents from John F. Kennedy to George W. Bush. The recession that began in 2007 has ushered in a new era of austerity that will require a substantial rethinking of priorities by congressional leaders and the administration. 

While political leaders struggle with top-line budgets, federal managers from first-level supervisors to career senior executives and political appointees must find ways to operate in a budget landscape most have never experienced. Managers
who have too much on their plates are finding the plates are getting smaller too. 

This austerity demands innovative steps to rejuvenate programs, motivate teams and achieve levels of performance that many think aren’t possible. While that may seem like a fantasy to some, ambitious leaders have proved time and time again that it can be done. 

The Defense Logistics Agency, the Pentagon’s combat support agency, is a great example. Ten years ago, DLA was in the midst of a transformation that would challenge virtually every aspect of its operations. Costs were 24.7 percent of its revenue, and DLA was using antiquated technology that had to be replaced. The business systems modernization project would require significant training, job reclassification, labor negotiations, organizational redesign and change management. Yet the human resources operation struggled to meet basic personnel management needs. Average time to fill jobs was 111 days, customer satisfaction among hiring managers was abysmal and costs were excessive. DLA had to face both the internal and external challenges and transform itself into an enterprise that could meet the needs of warfighters in a far more cost-effective manner.  

While the agency’s logisticians and information technology professionals led the effort to replace the business systems, as DLA’s chief human resources officer I was responsible for finding better ways to manage the workforce. Working with the agency’s most experienced field HR director, we designed a new construct for human resources. We promised to deliver the transformation in a year, dramatically improving performance and reducing costs by 25 percent. Skeptics were plentiful and vocal. Using the favorite tools of bureaucrats—fear, delays and studies—they argued DLA should fix its problems without drastic changes. They pushed to delay the implementation until there was less going on in the agency and, of course, to study the matter more. Naysayers said a major overhaul was too risky, given DLA’s complex business systems modernization program, as well as the post-Sept. 11 demands of Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom. In short, they were using the very issues that drove transformation as reasons why the agency
should not reinvent itself.

Delay, unnecessary studies and an aversion to risk-taking are all too common. Fixing large-scale problems requires significant action. Clearly, it was in everyone’s interest to keep moving and make the seismic shifts necessary to deliver the HR services DLA needed. The agency director agreed and gave the green light over the objections of several generals, admirals and senior executives.  

Eleven months later the HR transformation was done. Seven offices were consolidated into two. DLA eliminated dysfunctional organizational constructs, reengineered processes and provided employees with customer service training. The agency saved $4 million in the same year reforms were implemented and reduced ongoing costs by 28 percent. The average time to fill vacancies shrank from 111 days to 62. DLA eliminated 117 positions, with only three involuntary separations. Customer satisfaction rose to record levels, an average of 4.7 on a five-point scale. The HR operation was so successful the Defense Department designated it a high-performing organization and exempted it from public-private competition. That led other Defense agencies to seek out DLA as an HR service provider. The number of employees it serves more than doubled, to more than 50,000.  

This success was based on several key factors. The director gave his team top-level support. DLA took the risk of walking away from the service-delivery model around which its personnel system was built. The agency addressed the needs of employees who would be adversely affected and provided placement assistance. Most important, leaders did not let bureaucratic
inertia get in their way.

You may be asking, “What happened to DLA’s overall transformation effort?” The agency reduced costs from 24.7 percent to 15 percent by 2005 and to less than 14 percent today. Sales and services grew by 70 percent and the workforce shrank to its lowest level since 1963. DLA fielded a superior enterprise business system and retired several legacy systems. With 2011 annual sales of more than $46 billion, DLA would rank 52nd on the Fortune 500 list of top businesses if it were a private company. By every measure, the transformation was a resounding success.

DLA is not the only agency with creative and determined leaders. Innovators are abundant in government, but so is the stifling effect of bureaucracy. The austerity that government is now facing offers the perfect opportunity to unshackle the entrepreneurial spirit and inspire fundamental changes that can make government more effective and less costly. It won’t be easy. It will require leadership, determination and, most of all, courage. 

 

Jeffrey Neal, former chief human capital officer for Homeland Security, is senior vice president at management consulting firm ICF International (icfi.com).

Arlington National Cemetery has made significant progress on improving operations and resolving more than 200 cases of missing remains and misidentified grave sites, according to watchdog reports, but officials are still on the defensive over management challenges.

“Arlington is transitioning from crisis management to sustained excellence,” Lt. Gen. Peter Vangjel, the Army inspector general, told the Senate Subcommittee on Contracting Oversight on Wednesday. The IG’s 2011 report on Arlington Cemetery’s performance cited new management for improving workplace morale and effectiveness.

The assessment is a stark contrast to a scathing IG report and Senate investigation in 2010 that examined the improper handling of remains by Arlington Cemetery contractors, and an FBI criminal investigation of possible contracting fraud a year later.

Problems still remain, however. Despite the implementation of the Army’s General Fund Enterprise Business System to improve financial reporting at the cemetery, the Army Audit Agency reported $12 million in funds allocated between 2004 and 2010 were unaccounted for.

Kathryn Condon, executive director at Arlington Cemetery, told the committee Wednesday that all funds were accounted for, but cemetery officials came forward Thursday to say that the missing $12 million has been recovered through reconciling contracts with federal agencies.

Subcommittee Chairwoman Sen. Claire McCaskill, D-Mo., said in a statement to the The Washington Post on Thursday that she would “continue to track progress and monitor outside audits, until every grave site is checked and every dollar accounted for.”

In addition to accounting for finances, Arlington must still finish resolving the information for roughly 50,000 grave sites to ensure they have the sufficient documentation. “I want to state upfront that we still have work to do,” Condon told lawmakers. “I accept those challenges.”

A Gravesite Accountability Task Force was set up by the Army to review and verify every grave site. The task force uses a six-step procedure to correct information when a discrepancy is found. Condon said all remaining cases would be completed by summer.

A Government Accountability Office report released Wednesday noted the cemetery needs to make contract management improvements that include maintaining a complete database on contracts and determining appropriate contractor staffing needs.

Condon assured the committee that streamlining contracts was a priority, and as much work as possible would be completed in-house.

“We are really truly building the workforce that’s required to run Arlington properly,” she said. “We feel that the numbers we have now are adequate, as we get time to assess the [technology]. One of our goals is to make sure we have the right number of people to do the job.”

Arlington Cemetery has focused on technology initiatives to improve management and transparency, including the creation of a single database containing information for every grave site, created with the help of soldiers from the Old Guard. “Aside from their other duties, many showed up at midnight with cellphones, and individuals went and photographed over 250,000 grave sites” to include in the database, Condon said.

Families and the general public will be able to search the database and pull up a photo of a grave marker and accompanying information. In the next few months officials also will unveil a smartphone app with GPS and digital information kiosks, currently in alpha testing, to help visitors to find grave sites more easily.

The next steps for the cemetery should include focusing on long-term expansion to accommodate more burials and sustaining the management changes that already have been made, according to Brian Lepore, GAO’s director of defense capabilities and management.

“They’re putting in place the kind of policies and procedures that if fully implemented, they will outlive the current team,” Lepore said. “The next generation of leaders shouldn’t have to reinvent the systems.”

DUBLIN – Ireland tapped the bond markets Wednesday for the first time in 16 months in a significant test of investor sentiment toward the bailed-out nation.

The National Treasury Management Agency asked holders of euro11.8 billion ($15.2 billion) of bonds due for repayment in January 2014 — the month after Ireland’s EU-IMF loans are supposed to run out — to swap them for new government bonds maturing in February 2015.

Analysts welcomed the move as likely to be the first of many to kick 2014 bond repayments farther down the fiscal road. They forecast that between euro1 billion and euro2 billion in 2014 securities would be swapped in Wednesday’s offer.

Cathal O’Leary, an analyst at NCB Stockbrokers in Dublin, called the surprise exercise “a very smart move by the NTMA (because) it lessens the 2014 funding cliff.”

The new three-year bonds were offered at an interest rate, or yield, of 5.15 percent, a premium over the existing bonds’ current 4.9 percent. An announcement on the total investor take-up was expected Wednesday night.

Ireland withdrew from the markets in September 2010 after its bond yields surged above 6 percent. In recent days, those yields have fallen back to near 6 percent in response to the country’s strong deficit-reduction program.

Still, that hypothetical price demanded by private investors remains nearly double the cost of Ireland’s November 2010 bailout pact with the European Union and International Monetary Fund. Their euro67.5 billion ($87 billion) credit line commands interest rates averaging just 3.3 percent.

Ireland’s bond yields have fallen in part because of the European Central Bank’s insistence that Ireland repay in full the maturing bonds of its state-owned banks, most crucially the debts of the defunct Anglo Irish Bank.

Prime Minister Enda Kenny confirmed that, with reluctance, the government was repaying the full euro1.25 billion face value of Anglo bonds maturing Wednesday to unsecured investors.

A further euro5 billion in Anglo debt is due for repayment later this year. Ireland’s 2009 nationalization of Anglo — the most reckless lender to property developers during Ireland’s lost Celtic Tiger boom — is expected to cost taxpayers more than euro29 billion by the time those final bills are paid.

Kenny’s year-old government repeatedly sought to negotiate a partial default on unsecured Anglo debt but the ECB blocked any concessions, arguing it would damage the credit worthiness of the wider eurozone. The ECB’s veto is underwritten by its more than euro150 billion in liquidity loans to Ireland’s largely state-owned banks.

Kenny told lawmakers that Ireland “is not looking for a writeoff. We have paid our way and will pay our way.”

Several opposition figures shouted across the chamber accusing Kenny of abandoning his previous position and demanding that the government identify the foreign banks and hedge funds receiving full payouts. Kenny insisted the government didn’t know the bondholders’ identities.

A few dozen protesters from Ireland’s Occupy movement blocked two entrances to the nearby Department of Finance at daybreak in protest at the bondholder payout. Some protesters chained themselves together and sat in sleeping bags. Police made no effort to arrest them as finance ministry workers used other entrances to get on with their work.

Finance Minister Michael Noonan told reporters that any short-term gain from burning bank bondholders would set back Ireland’s overall plan to resume borrowing from bond markets over the coming year.

“The alternative would be worse,” Noonan said. “We have been told on a number of occasions by the (European) Central Bank … that it would have very, very serious consequences for Ireland if this weren’t paid. Of course nobody likes doing it.”

The Office of Personnel Management is expanding its annual Employee Viewpoint Survey to cover virtually the entire federal workforce this year.

In a memo to agency heads, OPM Director John Berry said this will mark the first time since the survey was launched in 2002 that it will go out to all permanent employees, both full- and part-time.

The agency plans to poll 1.8 million workers, triple the number who were surveyed in 2011.

“While a governmentwide census will not be conducted every year,” Berry said, “having large numbers of respondents will allow agencies the opportunity to analyze results and develop action plans at lower levels in the organization this year.”

The memo said that staffers from OPM’s Office of Planning and Policy Analysis would work closely with agency representatives to “to ensure a seamless implementation” of the survey.

OPM will begin the process of sending out the survey in April.

Federal agencies in Washington will open at 11 a.m. Monday because of adverse weather.

The Office of Personnel Management is recommending that federal workers stay off the roads until 9:00 a.m. because of icy conditions in the Washington area, and employees who commute to the office will be granted an excused absence for the delayed arrival.

Federal employees also can take unscheduled leave or telework for the day instead of arriving late.

Emergency employees are expected to report to work unless told otherwise.

Recent changes at the top of the Office of Management and Budget have come at a frantic time, as the office prepares President Obama’s budget and sells his proposal to streamline six federal commerce and trade agencies.

The president’s decision to name Chief Performance Officer Jeffrey Zients as acting OMB director is seen by observers as a bid for steadiness at a time of fierce partisan warfare in Washington.

Departing OMB Director Jack Lew, whom Obama recently named as chief of staff, used a Jan. 17 blog to declare that the elevation of Zients and deputy OMB Director Heather Higginbottom means the agency “will have strong continuity of leadership.”

Lew praised Zients’ “deep knowledge of the federal government” and his ability to apply private sector lessons to government.

Similar praise was voiced by Dan Gordon, associate dean for government contracts law at The George Washington University School of Law who recently left OMB, where he served as administrator of the Office of Federal Procurement Policy.

“Jeff Zients is a quick study and has the benefit of having served as acting director already in the months before Jack Lew was confirmed,” Gordon said. “Also, his leadership and drive, as demonstrated in the trade- [and] commerce-related reorganization effort, obviously earned him kudos.”

The fact that neither of OMB’s top leaders has a budget background is a departure from tradition that already has prompted criticism from some Republican lawmakers.

Zients, who was confirmed by the Senate in June 2009 as OMB deputy director, came to government with two decades of experience as a chief executive officer, management consultant and entrepreneur. He served as CEO and chairman of the Advisory Board Co. and the Corporate Executive Board, both launched by David Bradley, chairman of Government Executive’s parent, Atlantic Media Co.

After beginning his career at Bain & Co. and Mercer Management Consulting, Zients founded an investment firm specializing in health care services and a nonprofit called the Urban Alliance Foundation to help disadvantaged youth, according to the OMB website. When the Washington Nationals baseball team was up for bids by prospective owners, Zients was a member of a partnership that made a play for it.

Higginbottom was confirmed as OMB deputy director by the Senate in October 2011, following a contentious hearing last March that focused on her relative lack of budgetary experience. She had been serving as counselor to the OMB director after coming over from a post as deputy assistant to the president and deputy director of the White House Domestic Policy Council from January 2009 to January 2011. She is a veteran of the Senate staffs of Obama when he represented Illinois and of John Kerry, D-Mass., and also has worked on recent Democratic presidential campaigns.

Though the elevation of Zients has elicited few if any complaints, the appointment is unorthodox. “A management specialist is very unusual, and Zients is not the obvious choice by virtue of his specialty,” said Larry Haas, a journalist-turned-public affairs consultant who was communications director at OMB during the Clinton administration. The OMB director has typically “been a person knee-deep in the budget side rather than management, no matter how interested in management the director may be,” he said. “But OMB will do fine in helping the president make important policy decisions on taxes and spending and getting those issues appropriate airing to senior White House staff.”

Haas noted that Lew is the third OMB director to be elevated to the broader and more powerful chief of staff slot, the others being Josh Bolten in the George W. Bush administration and Leon Panetta (now Obama’s Defense secretary) under President Clinton. More than ever, “budget numbers drive policy in Washington,” he added, and fiscal policy is so central to the president’s agenda and to politics that budget expertise is of great value.” Increasingly, “presidents and budget directors are spending time together, so they bond,” he adds.

Sam Rosen-Amy, a federal fiscal policy analyst at the nonprofit OMBWatch, predicted Zients would “keep a low profile as Lew did.” He’s likely to continue Lew’s conciliatory style, which contrasted with that of Obama’s first budget director, Peter R, Orszag, “who was high-profile and demanding of staff,” Rosen-Amy said. The reason Obama chose the already confirmed Zients and made him acting rather than permanent, he added, is that choosing an outsider would prompt the Republican House to “use it as an excuse to have a brutal budget hearing regardless of who he nominates.”

One still unfolding question is who will replace Gordon as chief procurement administrator. Staff at OMB Watch, which generally considers the office under Obama to be more transparent than under Bush, have heard speculation that a possibility is Joseph Jordan, a onetime Small Business Administration associate administrator of government contracting and business development who came to OMB as an adviser in December. (An OMB spokewoman said no decision has been made filling that job.)

Whoever is picked as procurement chief likely will continue the agenda pursued by Gordon, described by Lew in December as including the “myth-busters’ campaign” to promote more open communication between the government and industry. Gordon, he added, “helped agencies focus on strengthening their acquisition workforce, especially by providing training and driving the administration’s commitment to tightening oversight of contractors, whether through a reinvigorated suspension and debarment process to deal with the ‘bad actors’ whose misdeeds no longer go unpunished, or focusing on the contract management role of contracting officers’ representatives, who help ensure that contractors deliver what they have promised, on time and on budget.”

Sen. Jeff Sessions, R-Ala., greeted Lew’s appointment on Jan. 9 with a skepticism that hinted at the kind of polarization OMB will encounter during the coming budget battles.

“The president’s decision to elevate Mr. Lew to White House chief of staff — after Lew and the White House attempted to mislead the country into believing the president’s budget would not add to the debt — raises continuing concerns about President Obama’s willingness to candidly face the great challenge of our time,” Sessions said in a statement. “This elevation also would appear, for the moment, to leave as his presumptive replacement OMB Deputy Director Heather Higginbottom — a nominee noted for her lack of budget experience.”

At last March’s hearing, Sessions blasted Higginbottom, saying her “verbal and written testimony simply underscore that she lacks the background, independence and strength of commitment necessary to effectively serve in this post.

“She tried to justify the administration’s irresponsible presentation of its budget and seemingly failed to grasp the gravity of our country’s crushing debt,” he said. “Indeed, in her testimony, she has revealed that she sees the budget as a policy document, not a control on the natural tendency of government to expand.”

In defending her qualifications, Higginbottom told senators she had “done a lot of policymaking . . . I’m not an accountant. But the president’s budget is an articulation of his policy agenda.”

GSA requests buyout authority

The General Services Administration on Tuesday submitted a request to the Office of Personnel Management seeking permission to offer voluntary early retirement authority and voluntary separation incentive payments to a select number of its employees, according to a GSA spokesman.

If OPM approves the request, voluntary early retirement authority and voluntary separation incentive payment offerings will be made to less than 5 percent of GSA’s workforce.

The decision comes on the heels of a comprehensive workforce analysis within the GSA, according to the spokesman who asked not to be named because the offer had not yet been approved.

“As a result of that analysis, several offices identified specific categories that had a position that did not align with their current or predicted business priorities,” the spokesman said. Those offices include Federal Acquisition Services and the offices of Citizen Service and Innovative Technology, Governmentwide Policy and the Chief Financial Officer, the spokesman said.

“It was an opportunity to strategically reshape GSA’s workforce in a way that is more consistent with our evolving mission,” he added.

GSA noted in a statement provided to Government Executive on Tuesday that VERA and VSIP are “strictly voluntary” and “will be a win-win for eligible employees thinking about retiring or leaving federal service, and help FAS meet our long-term strategic goals.”

The agency is among many that have turned to buyouts and early retirement as a way to a cope with a tough fiscal climate.

GSA could not say when OPM was expected to approve its request.

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