REG NASA-LLIS-1171-2001 Lessons Learned - Workforce Integration of New Personnel Stress Levels.pdf

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1、Lessons Learned Entry: 1171Lesson Info:a71 Lesson Number: 1171a71 Lesson Date: 2001-02-01a71 Submitting Organization: HQa71 Submitted by: David M. LengyelSubject: Workforce/Integration of New Personnel/Stress Levels Description of Driving Event: Reduction in NASA Knowledge Base Due to Loss of Experi

2、enced Employees and Hiring of Inexperienced EmployeesLesson(s) Learned: NASAs recent hiring of inexperienced personnel, along with continuing shortages of experienced, highly-skilled workers, has produced the challenge of training and integrating employees into organizations that are highly pressure

3、d by the expanded Space Shuttle flight rates associated with the ISS. There is no systematic effort to capture the knowledge of experienced personnel before they leave. Stress levels within the workforce are a continuing concern.Recommendation(s): 12a. Provide active mentoring and other career devel

4、opment incentives to bring new employees to full productivity as rapidly as can be accomplished with safety remaining paramount. Expand resources and delivery methods available to Agency level training programs to enable greater participation at Center and program levels.12b. Continue efforts, in pa

5、rtnership with NASA contractors, where appropriate, to provide hands-on experience.12c. Establish processes that capture the knowledge of experienced personnel before they leave or retire.12d. Help employees deal positively with work-related stress.Provided by IHSNot for ResaleNo reproduction or net

6、working permitted without license from IHS-,-,-12e. Implement an evaluation of the processes used to develop new hires into productive members of the workforce.Evidence of Recurrence Control Effectiveness: Code M - Concur: NASA and its contractors have made significant enhancements in the employee t

7、raining and development arena. NASA civil servants now have individual career development plans tailored to meet their specific needs, including both hands on experience and appropriate training and education. Significant emphasis has also been placed on employee development with an Agency wide Lead

8、ership Development Initiative, a more systematized mentoring program, and increased usage of computer based training. The need to monitor stress levels and provide coping strategies has received considerable attention in all organizations, with significant progress made in this area. NASA has also r

9、ecognized the importance of capturing the corporate knowledge in our aging workforce and transferring it to the next generation.Code F - General Response: NASA concurs with the recommendation(s). NASA and its contractors have made significant enhancements in the employee training and development are

10、na. Several NASA Centers have implemented individual career development plans for their workforce, or for specific segments and occupational categories. These work plans enable management and employees to plan and implement formal training initiatives, career development assignments, and job rotatio

11、ns, which enhance current and future performance. Many Centers have also examined their need for leadership development, and have implemented new training initiatives designed to address these needs and requirements. More systematized mentoring programs and increased usage of computerized training h

12、ave been implemented within the Agency. The need to monitor stress levels and provide coping strategies has also received increased attention across the Agency, with significant progress being made in this area.Code F - 12a: NASA concurs with the recommendation. As a result of beginning to hire new

13、employees and fresh-outs, the NASA Centers have instituted, or have begun to revitalize, various orientation and other training programs designed to assimilate new employees into the workforce and provide mentoring and career development guidance. Many programs also include the requirement for speci

14、fic types of training (e.g., technical or administrative), and include both on-the-job and developmental experiences over a period of time. Components in many Centers training programs also provide for guidance to supervisors in designing a training plan or individual development plan, providing men

15、toring and coaching, and evaluating work products and progress. The goals of these programs are to aid in the smooth and effective integration of new employees into the Center and Agency workforce by: providing a continuing and accelerated learning process; providing employees a way of identifying w

16、ith the Center by understanding its mission and values; providing interaction with more senior staff and leaders; and providing opportunities to develop relationships with peers. At the Agency level, efforts are being initiated to establish a network of experienced practitioners who can provide ment

17、oring and access to expertise in project management.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-At the Agency level, resources have been requested to enable NASA to expand the delivery methods being utilized to develop the workforce. Specific emp

18、hasis will be placed on the development of e-learning alternatives that can be accessed at all locations and levels, and increasing the ability to expand participation levels across the Agency. In addition, new capabilities are being developed to facilitate learning within intact teams, delivering t

19、ailored content directly to a project team at the point in time specific training is needed. In addition, some Centers have also increased their resources available for training, and are instituting Center specific initiatives based upon Center needs. In addition, learning organization tools and met

20、hods being introduced in pilot projects within NASA are increasing organizational understanding, motivation, buy-in, and results. Examples of new initiatives include web-based course delivery and partnerships with universities for academic training.Code F - 12b: NASA concurs with the recommendation,

21、 and a primary emphasis in developing the workforce will continue to be reliance on valuable on-the-job experience. In addition, the NASA Academy of Program and Project Leadership is in the process or revising its career model to enable an expansion of the identification of experiential development.

22、 NASAs Professional Development Program also provides a combination of formal training, briefings, and developmental assignments within and outside the Agency.Code F - 12c: NASA concurs with the recommendation. Several efforts are underway to more effectively capture the “lessons learned“ from exper

23、ienced personnel nearing or at retirement. In addition, the NASA Academy of Program and Project Leadership has initiated a series of “Knowledge Sharing“ forums and has initiated an area on its website for knowledge sharing and lessons learned. An emphasis is being placed on making maximum use and sh

24、aring of the experience of employees and managers both while they are still at NASA and after their retirement. Various avenues are being explored for access to this expertise both within NASA and gaining access to the knowledge base of those who leave the Agency. With regard to sharing knowledge wi

25、thin the Agency, NASA has also revised its Fellowship program to include a planned reentry requirement. The reentry plan requires individuals returning from longer-term University programs to identify with their management how their new learning will be shared within the Agency and how it will be ap

26、plied strategically.12d - Code AM: The NASA Employee Assistance Program (EAP) a voluntary element within the overall Occupational Health Program whereby employees can receive professional counseling for multiple problems is aggressively marketed to all employees. EAP utilization, a mark of employee

27、confidence, increased by 31.3% between 1997 and 2000 despite an approximate 10% decrease in the base population.In early 1998, after monitoring EAP utilization, additional resources and training were provided to all NASA Centers. This training was designed to enhance the skills of the EAP counselors

28、, personnel officers, and equal opportunity representatives who serve as front line resources for employees dealing with stress. The training was repeated upon request as a number of NASA Centers the Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-fo

29、llowing year.In 2000, to further augment available resources, a 24-hour EAP Hot Line was established through the Minnesota After-Hours Crisis Connection complementing the earlier addition of a 24-hour Telephone Depression Screening Survey. Other positive actions include the development of a web-base

30、d training for supervisors on how to identify and manage stressed employees. Another web-based module was developed specifically to assist individual employees in managing personal stress and a third module expanding on EAP services is under development. The Occupational Health Program has contracte

31、d for the development of a survey instrument to assess pre- and post-intervention methods for stress reduction. Regular, periodic Information on mental and physical health practices are posted on NASAs award-winning occupational health web site at http:/ohp.nasa.gov/. In October, at the first meetin

32、g of NASAs new Health Council, the Administrator directed that each Center Director send a communication to each employee and their family. This communication was sent to employees at home reminding them of the myriad of health programs available, including EAP and encouraging them to freely partici

33、pate.And finally, to ensure the professional competency of those providing EAP services, continuing education is provided through the Annual Occupational Health Conference, periodic ViTS, and support of other professional training opportunities.Code F - 12e: NASA concurs with the recommendation. Cen

34、ters will be evaluating systems and processes for developing their new hires, assimilating them into the workforce and sharing best practices.Documents Related to Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Admin

35、istration/Organizationa71 Aerospace Safety Advisory Panela71 External Relationsa71 Human Resources & Educationa71 Policy & PlanningProvided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Additional Info: Approval Info: a71 Approval Date: 2002-03-18a71 Approval Name: Bill Loewya71 Approval Organization: HQa71 Approval Phone Number: 202-358-0528Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-