P09 - HRD HR BP Training II - PWS DRAFT 02122021.docx

DEPARTMENT OF VETERANS AFFAIRS (VA)

Veterans Health Administration (VHA) Workforce Management and Consulting (WMC) Finance and Business Operations (FBOS) Human Resources Development (HRD) Human Resources Strategic Business Leadership Development Program Performance Work Statement (PWS)

1. Background. The Veterans Health Administration (VHA) is the largest component of the Department of Veterans Affairs (VA). It is comprised of 170 medical facilities, organized into 18 Veterans Integrated Service Networks (VISN), as well as numerous Program Offices that serve the various business needs of the VHA. The Workforce Management and Consulting Office (WMC) is the Program Office within VHA that focuses on meeting the challenges of improving workforce capabilities within a human resources context, including sponsoring several leadership programs for all levels of VHA employees. The WMC Human Resources Development (HRD) program provides HR training and developmental opportunities primarily for the human resources professional community.

VA Modernization has transformed the role of Human Resources in VHA, and the role of HR leadership has changed significantly. Shared Service Centers support the operational functions of human resources, while the Strategic Business Partner role is a high-impact partner and advisor to both VISN and facility executives. VA Modernization efforts have presented significant changes to the traditional HR role, especially for the Strategic Business Partner (SBP), Senior Strategic Business Partner (SSBN) and VISN (or regional) Chief Human Resources Officer (CHRO) roles.

VHA must address one of the most pressing concerns within Human Resources, which is to support the successful transition of HR leaders from historically transactional roles to more complex, strategic roles. This has created a need for HR Business Partner training, development and knowledge transfer at an executive level for HR leaders. In order to fill these gaps, VHA WMC is seeking a cadre of current and recently retired senior health care executives to serve as mentors to newly appointed VHA HR Strategic Business Partners, and VISN Chief HR Officers. These are health care leaders who currently serve, or have served, in various capacities to include Human Capital Executives, Network Directors, Medical Center Directors, Chief Medical Officers, Chief Officers, Deputy Chief Officers, National Program Directors, and Chief Consultants. The program is distinct from traditional leadership development and coaching programs in that it emphasizes healthcare-specific and federal government-specific human capital knowledge transfer and mentoring that goes beyond generic leadership development. Experience in leading a health care organization successfully in partnership with the human capital function is essential.

The VA Leadership Development Model provides a map to help with the career journey and development of leadership skills needed to excel in VHA. It provides an outline of the necessary skills and developmental activities for managers and senior leaders. Various organizations such as the American Society for Health Care Human Resources (ASHHRA) also provide leadership models. Our HR Strategic Business Partners, and regional Chief HR Officers need to focus on developing health care business acumen, resilience, political savvy, financial management, partnering, accountability, leveraging diversity, people strategy, and continual learning. Leadership and executive coaching are strongly encouraged and highly desired for these leaders.

WMC HRD is seeking support to provide HR Business Partner Part II (advanced) Training (HRBP) to support the development of VISN Chief Human Resources Officers and Strategic Business Partners. The Human Resource Develop team develops and manages programs specifically designed to support succession planning within the VHA HR community.

2. Purpose. The Department of Veterans Affairs (VA), Veterans Health Administration (VHA) WMC Human Resources Development (HRD) requires four (4) virtual sessions of HR Business Partners: Consulting Skills Implementation course for the professionals of the VHA. The training will develop the necessary skills to become an effective HR business partner (HRBP) and maximize the value of HR in your organization. HR Modernization has significantly enhanced the role of human resources, as a business partner that will help further the mission of VA. Historically in the Federal sector, HR has been transaction-based. This shift towards executive partnership has been occurring in private industry for over ten years and is one of the driving forces in HR Modernization under Dr. Stone’s 10 Lanes of Effort. There currently is no similar training available in VA. To upskill our HR community to meet this challenge and provide opportunities for success, WMC must provide this development.

3. Objectives. The contractor shall provide HR Business Partners Part II: Consulting Skills Implementation course for up to 100 participants from across the country consisting of four program deliveries four sessions of virtual training consisting of approximately 25 participants per session, 3-4 hours per session, for a total of 15 hours of instruction per program delivery. The VA may need to increase the number of personnel attending the final two sessions due to leave, duty requirements, etc. to ensure all personnel have an opportunity to complete the training. Total number of personnel in the last two classes should not exceed 35 participants. The objective of using an external employment training organization specializing in HR Business Partners is to enable WMC supervisors and managers to acquire critical skills while also meeting the requirements of 5 CFR 412.202, agency succession planning, HR Modernization, and the Mission Act. The training will provide the participant with the capabilities to formulate partnerships across HR functions and provide value-added service to management and employees which reflect the business objectives of the organization and align talent strategy with business strategy to drive performance.

The training must be delivered by a nationally-recognized HR certifying organization and the program must be accredited in order to ensure HR credentials meet the highest standards of an industry-leading certification. Training must provide continuing education credits which are behavioral competency-based certification which will contribute credit hours to Society for Human Resource Management (SHRM) Certified Professional (SHRM-CP) or SHRM Senior Certified Professional (SHRM-SCP) for senior-level practitioners. SHRM regards the SHRM-CP. Based upon a core set of competency and knowledge outlined in the SHRM Body of Competency and Knowledge™ (SHRM BoCK™). The certifications provide credential-holders with a means for achieving vital personal outcomes leading to successes such as leadership opportunities and career growth, as well as organizational successes that could include increased staff engagement, improvement of overall effectiveness, and operational efficiency.

The provider needs to have an established SHRM Recertification Provider Program to give organizations that offer education, training and/or other HR-related Competency and Knowledge programming the opportunity to award professional development credits (PDCs), without pre-approval by SHRM.

The training must adhere to the Body of Knowledge Model which HR professionals need to be successful at the strategic level.

4. Scope. The overall objective is to provide the VHA HR community a credible education program taught by a human resources accrediting and certifying body. The training must be off-the-shelf and available for repeat series to meet VHA’s need throughout the period of performance. This will provide credible knowledge and skills to identify key leadership abilities in strategic business partners, learn and demonstrate effective internal consulting services, understand business acumen and the financial drivers of performance, and to develop business case and implementation plan for our organization to transition to Strategic Business Partner (SBP) structure. The vendor shall also be able to provide the opportunity of continual learning.

5. Mandatory Tasks and Deliverables:

a. Task One. Provide four (4) program deliveries of four virtual sessions for four cohorts consisting of approximately 25 personnel, 3-4 hours each, 15 total hours of instruction.

Demonstrating Your Skill as a Business Leader and HR Professional o Learn about the organization, industry, competitors, and customers o Set direction for the HR organization to support the business goals o Build your skill as a strategic contributor o Track metrics that leaders and managers value o Ensure HR functions are running smoothly o Continually ask “How can HR make a difference?”

o Move toward a partnership role o Team leadership Supporting Leaders and Implementing Organizational Change o Change complexity and impact o Identify key initiatives requiring a change management process o Individual transition curve o Signs of resistance and support o Leading and implementing change o Change management process o Communication during change process o Key roles o Facilitating change efforts and supporting leaders during changes Team Leadership o Characteristics of an effective team o Team chartering o The first team meeting Communication and Influence o Upward communication – advocacy and inquiry o Horizontal communication – cross-channel communication o Downward communication – empowering communication o Alignment of communication o Present your ideas clearly Influence Skills o Identify needs and wants o Influence models o Collaboration and win/win solutions o Use of influence during change efforts Coaching Leaders and Managers o HRBP role as a coach o Model for coaching o Linking performance management to organizational goals o Effective feedback o Scenarios for coaching and feedback Facilitation Skills o HRBP role as a facilitator o Opportunities to support the organization o Key facilitation skills o Plan the process for facilitating a meeting o Practice facilitation Strategic Alignment o Organizational strategies and plans o Identify and align HR initiatives

b. Develop the necessary skills to become an effective HR business partner (HRBP) and maximize the value of HR within the organization. HR Modernization has significantly enhanced the role of human resources, as a business partner that will help further the mission of VA. Historically in the Federal sector, HR has been transaction-based. This shift towards executive partnership has been occurring in private industry for over ten years and is one of the driving forces in HR Modernization under Dr. Stone’s 10 Lanes of Effort. There currently is no similar training available in VA. To upskill our HR community to meet this challenge and provide opportunities for success, WMC must provide this development.

Deliverables:

a. Provide four program deliveries consisting of four virtual cohort sessions for approximately 25 personnel, 3-4 hours each, 15 total hours of instruction.

b. Fifteen (15) Continuing Education Credit Hours upon completion of the program.

c. Access to the electronic resources presented at the workshop.

d. Course Outline. The Contractor shall develop virtual classroom training. Outline shall include: 1) overall objectives; 2) objectives for activities; 3) methodology for each module; 4) time frames 5) participant hand-outs and 6) instructor manual.

e. Course Content. The class at a minimum shall cover the topics at the appropriate level of detail for VA federal human resource management professionals, for HR Business Partners: Enhancing Your Strategic Contributions.

f. Delivery of comprehensive training. The contractor shall deliver the training in an interactive learning environment.

g. Participant Guide and Related Supporting Materials. The contractor shall provide digital, downloadable participant guides for each participant. One hard copy of all course materials will be sent to the Director, WMC Human Resource Development.

h. Instructor-Led Course. The Contractor shall provide live, instructor-led training modules.

1. Learning objective(s), i.e., clear statement(s) of instructional intent which answers the question, "What will the learners be able to do/know when they finish the training program?" and,

2. Test and/or knowledge checks that are designed to evaluate the learner's mastery/understanding of the learning objective. Such tests/knowledge checks must be designed to ascertain whether the desired changes in knowledge, skills or behavior have occurred as a result of a learning experience.

3. The methodology and content of the training programs should directly support the training learning objectives. The instructional media should explain, demonstrate, and provide practice, where appropriate. The method of presentation and test and/or knowledge checks must be appropriate to the desired level of learning, as defined below:

· Knowledge – Recall information learned (Define terms and memorize facts)

· Comprehension – Knowing/Comprehending what a message means so that you can explain it to someone else

· Application – Ability to apply what you have learned to solve a problem (Prepare-produce-modify info & ideas)

· Analysis – The ability to break down knowledge into discrete parts (to effectively analyze a situation to solve a problem)

· Synthesis – The ability to bring together ideas to form new solutions (organize-plan-construct-create)

· Evaluation – To be able to assess or judge the value or quality of ideas based on a criteria (recommend a solution, critique a proposal, judge the merit of an idea)

i. Course Time, Location, Logistics. This requirement is being procured based on a fixed-price, definite delivery contract. The contractor will provide five program deliveries consisting of four sessions with each iteration of the training course will consist of 15 hours of training conducted over a 3-4-hour period daily.

j. Course Evaluation. The Contractor shall develop evaluations to be completed by all participants at the end of the training. The questionnaire shall be directed toward eliciting participants’ comments as to the values of the material taught, changes and additions recommended, and the quality of the instructor personnel. Evaluation results will be provided in writing to the Director, WMC HR Development.

k. certified instructor.

6. Period of Performance.

The period of performance for completion of all training courses shall be six months from date of award.

7. Place of Performance.

Virtual training to be conducted on-line. The contractor would perform all functions at their place of work.

8. Security.

The C&A requirements do not apply, and that a Security Accreditation Package is not required

9. Key Personnel.

Certified instructor.

10. Travel.

There is no travel associated with this contract.

11. Type of Contract A Firm- Fixed Price contract will be issued for this effort.

12. Changes to the PWS Any changes to this PWS shall be authorized and approved only through written correspondence from the Contracting Officer. A copy of each change will be kept in a project folder along with all other products of the project. Costs incurred by the contractor through the actions of parties other than the Contracting Officer shall be borne by the contractor.

13. Training Schedule: TBD