Workforce Planning Recommendations for NASA’s Human Resources Department Elizabeth Ann Muniz
This paper contains workforce planning recommendations for National Aeronautics and Space Administration (NASA)’s Human Resource Department. This paper reviews NASA’s vision, their core values, workforce plan goals and key business strategies. Current workforce profiles are reported as well as demographics and key business challenges. This report also includes an overview of NASA’s organizational structure and a future workforce profile. A gap analysis of the workforce is enclosed as well as closing strategies.
Context and Environment:
In 2010, the Space Shuttle Program ended, as well as the construction of the International Space Station. These changes greatly affect the workforce at National Aeronautics and Space Administration (NASA). This paper will recommend workforce planning that will assist the ongoing needs of NASA’s Human Resource Department. NASA’s vision as an organization is “To reach for new heights and reveal the unknown, so that what we do and learn will benefit all mankind” (2011 NASA Strategic Plan, 2011). Their Mission is to “drive advances in science, technology, and exploration to enhance knowledge, education, innovation, economic vitality, and stewardship of Earth” (2011 NASA Strategic Plan, 2011). NASA’s core values, which are intended to guide organizational behavior, speak to safety, integrity, teamwork, and excellence. NASA’s “constant attention to safety is the cornerstone upon which we build mission success. We are committed, individually and as a team, to protecting the safety and health of the public, our team members, and those assets that the Nation entrusts to the Agency” (2011 NASA Strategic Plan, 2011). In regards to integrity, “NASA is committed to maintaining an environment of trust, built upon honesty, ethical behavior, respect, and candor. Our leaders enable this environment by encouraging and rewarding a vigorous, open flow of communication on all issues, in all directions, and among all employees without fear of reprisal. Building trust through ethical conduct as individuals and as an organization is a necessary component of mission success” (2011 NASA Strategic Plan, 2011). NASA views teamwork as it’s “most powerful tool for achieving mission success is a multidisciplinary team of diverse, competent people across all NASA Centers. Our approach to teamwork is based on a philosophy that each team member brings unique experience and important expertise to project issues. Recognition of, and openness to, that insight improves the likelihood of identifying and resolving challenges to safety and mission success. We are committed to creating an environment that fosters teamwork and processes that support equal opportunity, collaboration, continuous learning, and openness to innovation and new ideas” (2011 NASA Strategic Plan, 2011). The organization also values excellence, stating “To achieve the highest standards in engineering, research, operations, and management in support of mission success, NASA is committed to nurturing an organizational culture in which individuals make full use of their time, talent, and opportunities in pursuit of excellence in both the ordinary and the extraordinary” (2011 NASA Strategic Plan, 2011). One of NASA’s workforce plan goals is “Strategic Human Capital Planning and Positioning for Mission Success” (2011 NASA Strategic Plan, 2011). Their objective within this goal is “analysis, policy development, organizational design and resource alignment to guide NASA’s multi-sector workforce” (2011 NASA Strategic Plan, 2011). Another workforce plan is to “recruit and Employ a Highly-Qualified, Diverse Workforce” (2011 NASA Strategic Plan, 2011). The objective within that plan is to “identify, attract, and employ a diverse workforce with the right skills, at the right time, at the right place” (2011 NASA...
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