|Attract, engage, develop, and retain an exceptionally qualified, diverse, and productive workforce.|
Through its most valued resource—its people—the Commission is dedicated to creating and sustaining centers of excellence staffed with engaged individuals capable of achieving mission goals and objectives. To this end, a significant aspect of its human capital strategy is to ensure that its performance management program aligns with and connects directly to program goals and objectives.
The CFTC must be proactive in its efforts to retain and ensure the enthusiasm and productivity of its exceptional staff; the Commission will continually seek to enhance and improve its leadership, management, regulatory, and staff training. In addition, the CFTC will continue to focus its recruitment efforts, subject to budget availability, on identifying mission critical roles that must be developed and filled consistent with the organizational alignment and priority needs of the Commission. In doing so, the Commission will commit to developing staff internally to fill the most critical roles.
To attract and hire the best talent with the specialized skills necessary to regulate derivatives, the Commission will continue to focus its human capital efforts and strategic initiatives on automating, refining, and improving manual recruitment systems and processes. Automating the time consuming manual processes will allow the Human Capital program to shift its focus from transactional processing to talent acquisition.
|FY 2011||Assess and procure best fit system based on CFTC requirements. Develop and/or improve recruitment business processes to maximize efficiency gains from automation.|
|FY 2012||Implement automated hiring system and associated business processes.|
|FY 2013||Optimize automated hiring system and associated business processes. Demonstrate reduction in full-time equivalent (FTE) years dedicated to recruitment and staffing.|
|FY 2011||Improve time to hire by 10% in each of the next five years—saving 15 days.|
|FY 2012||Improve time to hire by 10% in each of the next four years—saving 13.5 days.|
|FY 2013||Improve time to hire by 10% in each of the next three years—saving 12 days.|
|FY 2014||Improve time to hire by 10% in each of the next two years—savings 11 days.|
|FY 2015||Improve time to hire by 10% from previous year—saving 10 days.|
The Commission seeks to maintain a premier workplace of choice in the Federal government. In 2010, staff ratings through a third-party survey placed the Commission as one of the top 10 small agencies for which to work. If CFTC staff continue to rate the CFTC to be one of the best places to work, the Commission will have achieved a critical milestone in its efforts to provide a challenging and rewarding workplace that will retain its highly productive staff. By continuously interacting with staff, seeking comments and ideas, conducting “exit interviews,” and focusing on low scoring areas in the survey, the CFTC can best learn of and address staff’s concerns and improve the Commission’s effectiveness.
|FY 2011||Top 10 rating. Identify low scoring areas for focused improvement.|
|FY 2012||Top 10 rating. Incorporate survey information into human capital planning.|
|FY 2013||Top 10 rating. Incorporate survey information into human capital strategic planning|
|FY 2014||Top 10 rating. Incorporate survey information into human capital strategic planning.|
|FY 2015||Top 10 rating. Incorporate survey information into human capital strategic planning.|
The CFTC will improve and expand its training program to bring to staff enriched training and development opportunities throughout the employee lifecycle. Learning will include technical and specialized training as well as leadership, management, and supervisory training. The CFTC will also develop a mentoring program designed to better and more quickly acclimate new staff to the CFTC workplace. The CFTC’s efforts to improve in both of these areas will not only address the desires of staff, but also make staff more productive more quickly.
|FY 2011||Design learning plan to include legal, technical, regulatory, and specialized training as well as management and supervisory training. Where practical, ensure that programming meets the criteria for continuing education requirements applicable to lawyers and other professionals so that credits may be earned and applied. Implement supervisory training for all new supervisors.|
|FY 2012||Augment and expand in-house legal and technical training to a comprehensive CFTC regulatory training program. Develop leadership and management training curriculum.|
|FY 2013||Increase by 10 to 25% over previous year the percentage of CFTC employees participating in CFTC’s training program as available funding and resources will allow.|
|FY 2011||Assess and design program. Pilot program in the Office of the General Counsel.|
|FY 2012||Expand mentoring program to other offices and divisions.|
|FY 2013||Increase participation in mentoring program 5-10% over previous year.|
|FY 2014||Survey and compile feedback on mentoring program. Develop program improvement plan based on feedback.|
|FY 2015||Survey and compile feedback on mentoring program. Develop program improvement plan based on feedback.|