Talent Management Practice Case | Case Studies - Interview Preparation PDF Download

Business situation

Despite its important mission, CCPB has recently experienced significantly bad press as a result of security lapses by screeners, unchecked cargo manifests, and employees who were hired despite criminal records and/or questionable ties to overseas organizations. Over the course of six months, employee morale dropped nearly 25%, the head of CCPB was asked to step down, and Congress recently installed CCPB’s new Chief Administrator, a retired three-star Army General.

Upon entering office, the Chief Administrator’s first task was to review and revamp the current human capital operational practices of the agency, given the intense scrutiny.

Problem statement

CCPB has tasked Deloitte to perform a current state analysis to identify and address risks in the current cargo security screening processes, as well as the present hiring practices for security screeners. Along with the current state analysis, Deloitte must also create a human capital strategy that identifies cost-effective and streamlined approaches to security screener recruitment, training, and employee engagement initiatives. This strategy should include insights for CCPB senior leadership about how to create a cohesive and unified culture of security awareness.

Key considerations

• Current CCPB field officers undergo only six weeks of on-the-job training and are not required any hours of continuing education.
• CPB currently has limited access to a counterterrisom database managed by another agency due to current interagency data-sharing policies.
• The Chief Administrator has only previously worked in military agencies and thus has no experience with civil service organizations; most CCPB field officers are not former military members and are civil servants.
• The Chief Human Resources Officer (CHRO) is excited about upcoming changes while the Chief Information Officer (CIO) is hesitant to make any changes.

Q.1. What data would you want to have to be able to move forward?

To effectively address the challenges faced by CCPB and develop a comprehensive human capital strategy, I would prioritize the collection of the following data:

1. Employee Demographics and Background Information: This includes understanding the current workforce's age distribution, educational background, previous work experience, and any existing criminal records or questionable ties. This information will help us identify potential risks and areas for improvement in the hiring process.

2. Employee Engagement and Morale Metrics: Collect data on employee satisfaction, engagement, and attrition rates to understand the current state of employee morale and identify underlying issues. This can be done through employee surveys, exit interviews, and performance evaluations.

3. Training and Development Programs: Analyze the current six-week on-the-job training program and any other existing training initiatives. Identify the gaps in the training curriculum and explore opportunities to incorporate continuing education for CCPB field officers.

4. Recruitment and Hiring Process: Review the current recruitment and hiring practices, including job postings, candidate screening, and background checks. Identify areas of improvement to ensure a fair and thorough hiring process that mitigates potential security risks.

5. Interagency Collaboration: Understand the current data-sharing policies with other government agencies and explore opportunities to enhance access to critical counterterrorism databases. This will enable better risk assessment and inform decision-making for cargo security screening and employee hiring.

6. Best Practices from Other Civil Service Organizations: Research and gather information on best practices in human capital management from other civil service organizations. This will provide valuable insights into creating a cohesive culture, improving employee engagement, and designing effective training and development programs tailored to the unique needs of civil servants.

7. Rules and Regulations: Review the departmental rules and regulations governing CCPB to ensure that any proposed changes to hiring, training, and employee engagement initiatives are compliant with existing guidelines and protocols.

By collecting and analyzing this data, we can develop a comprehensive and cost-effective human capital strategy that addresses the current risks and challenges faced by CCPB while fostering a culture of security awareness and employee engagement. This will involve collaborating closely with the Chief Human Resources Officer (CHRO) and Chief Information Officer (CIO) to ensure that our proposed solutions are aligned with their respective visions and concerns.

Q.2. What immediate steps would you take to review screening processes and training procedures?
A: Conduct stakeholder interviews to determine the current processes
B: Identify gaps and duplicative efforts in processes and procedures
C: Create a responsibility assignment matrix to map our current roles and responsibilities
D: Gather input from leadership and an understanding of their vision and expectations for these processes.

To review the screening processes and training procedures, I would take the following immediate steps:

1. Conduct stakeholder interviews: I would engage with key stakeholders, including security screeners, hiring managers, HR personnel, and other relevant personnel, to understand the current processes in place for cargo security screening and employee hiring. This will allow me to gather insights on the effectiveness and efficiency of these processes and identify areas for improvement.

2. Analyze current training programs: Evaluate the existing six-week on-the-job training program for field officers, assess its effectiveness, and identify areas where additional training or continuing education may be beneficial.

3. Identify gaps and duplicative efforts: Based on the insights gathered from stakeholder interviews and training analysis, identify gaps in the current processes and any duplicative efforts that can be streamlined to improve efficiency.

4. Create a responsibility assignment matrix: Develop a clear understanding of the roles and responsibilities of each stakeholder involved in the cargo security screening and hiring processes. This will help to ensure that all parties are aware of their responsibilities and can work together effectively.

5. Gather input from leadership: Engage with the Chief Administrator, CHRO, CIO, and other senior leaders to understand their vision and expectations for the screening processes and training procedures. This will ensure that any recommendations made are aligned with the broader organizational goals and objectives.

6. Develop a detailed approach: Based on the insights gathered, develop a detailed approach to improve the screening processes and training procedures. This may include recommendations to enhance interagency collaboration for information sharing, revise screening protocols, and design targeted training programs to address identified gaps.

7. Establish a communication plan: Develop a plan to communicate the proposed changes to all relevant stakeholders, ensuring that they understand the rationale behind the changes and their role in implementing them.

8. Monitor and evaluate the implementation: Regularly monitor and evaluate the implementation of the revised screening processes and training procedures to ensure that they are meeting the intended objectives and continuously improving over time.

Q.3. How would you incorporate things like job descriptions and competencies in your review in order to build a new human capital strategy?

In order to build a new human capital strategy for CCPB, it is essential to have a clear understanding of the current job descriptions and competencies of the security screeners and other staff members. This will help to identify gaps in the existing processes and systems, and inform the changes that need to be made to improve security, efficiency, and employee morale.

Firstly, I would conduct a thorough review of the existing job descriptions and competencies for the security screeners and other relevant staff members. This would involve collecting and analyzing data on the specific roles and responsibilities, required skills and qualifications, and performance expectations for each position. By doing this, we can identify any inconsistencies or gaps in the current job descriptions and competencies, which may be contributing to the security lapses and low employee morale.

Next, I would work closely with the relevant stakeholders, including the Chief Administrator, CHRO, and CIO, to develop a responsibility assignment matrix (RAM). This matrix would clearly define the roles, responsibilities, and reporting lines for each position within the organization, ensuring that all employees have a clear understanding of their duties and expectations.

Incorporating the findings from the job descriptions and competencies review into the RAM, we can then identify areas where changes need to be made. For example, if the review reveals that security screeners are not receiving adequate training or do not have access to necessary resources, we can address these issues in the new human capital strategy.

The human capital strategy should also include measures to improve the recruitment, training, and employee engagement initiatives for security screeners. For example, we could introduce more stringent hiring practices, such as background checks and psychological assessments, to ensure that new hires have the necessary skills and integrity for the job. Additionally, we could increase the amount of on-the-job training and introduce continuing education requirements to ensure that security screeners are well-equipped to handle the evolving security threats.

Finally, to create a cohesive and unified culture of security awareness, the human capital strategy should also include initiatives to promote communication and collaboration between the different departments and levels within the organization. This could involve regular cross-functional meetings, joint training exercises, and team-building activities, so that employees feel connected to their colleagues and share a common commitment to maintaining a high level of security at CCPB.

In summary, incorporating job descriptions and competencies into the review process is crucial for building a new human capital strategy that addresses the current challenges faced by CCPB. By understanding these elements, we can identify areas for improvement, and develop a comprehensive plan to enhance the recruitment, training, and engagement of security screeners, ultimately improving the overall security and performance of the organization.

Q.4. How will you engage and develop leadership given the Chief Administrator is new to the role and has a different background?

To engage and develop leadership under the new Chief Administrator, I propose a multi-faceted approach that leverages the strengths and experiences of both the Chief Administrator and the existing CCPB leadership team. This approach will involve the following key steps:

1. Establish open communication channels: Begin by setting up regular meetings between the Chief Administrator, CHRO, CIO, and other key leaders within the organization. These meetings will provide an opportunity for everyone to share their perspectives, discuss concerns, and collaborate on the development and implementation of the human capital strategy. By fostering open communication, we can ensure that all leaders are aligned and committed to the organization's mission and goals.

2. Leverage the Chief Administrator's experience: While the Chief Administrator may not have direct experience in civil service organizations, his military background can provide valuable insights and expertise in areas such as security, risk management, and operational efficiency. By integrating these insights into the human capital strategy, we can enhance the overall effectiveness and resilience of the organization.

3. Address the gap between military and civil service: Recognizing that the majority of CCPB field officers are civil servants, it is essential to bridge the gap between the military and civil service cultures. This can be achieved through joint trainings, workshops, and team-building activities that encourage collaboration and mutual understanding between the two groups. By fostering a sense of unity and shared purpose, we can create a stronger and more cohesive organization.

4. Develop a comprehensive training and development program: In light of the current state analysis, it is clear that there is a need for a more robust and comprehensive training and development program for CCPB field officers. This program should include both initial onboarding and ongoing professional development opportunities that are tailored to the unique needs and challenges of the cargo security screening role. By investing in the development of our workforce, we can enhance the overall effectiveness of the organization and improve employee morale and engagement.

5. Involve leadership in employee engagement initiatives: To create a culture of security awareness and employee engagement, it is crucial to involve the leadership team in these efforts. By actively participating in and endorsing employee engagement initiatives, the Chief Administrator and other leaders can demonstrate their commitment to the organization's mission and values, and inspire their teams to do the same.

6. Monitor progress and adjust strategies as needed: Finally, it is essential to regularly assess the effectiveness of the human capital strategy and make adjustments as needed. By establishing clear performance metrics and monitoring progress, we can ensure that our efforts are driving the desired outcomes and that the organization is continuously improving and adapting to changing needs and challenges.

In summary, engaging and developing leadership under the new Chief Administrator will require a combination of open communication, leveraging the unique strengths and experiences of the entire leadership team, bridging the gap between military and civil service cultures, and investing in the development and engagement of our workforce. By taking this comprehensive approach, we can help CCPB overcome its current challenges and create a more secure, resilient, and unified organization.