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Marilee Fitzgerald

Acting Deputy Under Secretary of Defense

Civilian Personnel Policy

September 17, 2009

Apex

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Today’s Discussion

Human Capital Implications of the Strategic Imperatives

Workforce Planning Model– Executive Leaders– Military Spouse Authority– Civilian Expeditionary Workforce– In Sourcing– Hiring Improvement

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The Strategic Mission Imperatives

– Sustain the All Volunteer Force

– Support Engagements in Iraq and Afghanistan

– Ensure Readiness to Meet Emergent Threats

– Care for Wounded Warriors

– Implement BRAC/ Joint Basing

– Effect In-Sourcing Mandate

BASIS FORCIVILIAN STRATEGIC HUMAN CAPITAL MANAGEMENT PLAN

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DoD Instruction DoDI 1400.25, Volume 250, Civilian Strategic Human Capital Planning (SHCP), 11/18/2008

Strategic Human Capital Management – Workforce Planning

Human Capital: the collective people attributes, skills and abilities that contribute to organizational performance

Strategic Human Capital Management: the process through which an organization acquires and develops staffs, including its leaders, whose size, skills and deployment capabilities meet the organization’s current and future mission needs

Workforce Planning is foundational to SHCMWorkforce Planning is foundational to SHCM

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Business Case for

Strategic Human Capital Management Planning Department is in a transformational mode

– Department needs to ensure it has the capabilities (numbers) and the competencies (skill set) to meet current and future (7-10 years out) mission requirements for expeditionary (contingency ops & humanitarian assistance) and non- expeditionary mission requirements

– New Mission imperatives require new talents and leadership– Joint missions require better articulation of cross-Service support requirements for

improved programming and execution

Civilians are, and will continue to be, called to support contingency operations– Requires a civilian expeditionary force that is ready, trained, and cleared

A large retirement wave is projected – Robust pipeline needs to be in place to address this wave– A move to a more organic workforce is underway (in-sourcing)

Competition for skilled talent will continue to increase

Planning is a statutory requirement (NDAA 06)

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Functional Community Managers (FCM) and Responsibilities

• Assist in the management of the readiness of their Community

• Workforce Forecasting

• Competency Assessment

• Strategy Development

• Readiness & Talent Index Sustainment

• Succession planning to sustain knowledge continuum

• Monitoring, assessing, adjusting

• Provide input to annual SHCP Implementation Report for submission to Congress

• Identify current & future mission requirements• Identify environmental factors/Departmental goals• Identify mission critical occupations & skills, and expeditionary requirements• Analyze demographic trends (attrition/retirement)• Establish recruitment/ retention goals

• Identify mission critical occupations & skills, and expeditionary requirements• Identify Competencies and assess gaps

• Develop a Plan to address workforce & competency gaps with results-oriented goals

• Identify requirements, e.g. POM

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Most Functional Communities are aligned Most Functional Communities are aligned with Mission Critical Occupationswith Mission Critical Occupations

Executives and Senior ProfessionalsExpeditionaryLeadershipNational Security Professionals

Executives and Senior ProfessionalsExpeditionaryLeadershipNational Security Professionals

Cut across occupations

Acquisition

Engineering (Construction)

Financial Management

Human Resources

Information Technology Mgmt

Installations & Environment

Intelligence

Law Enforcement

Linguists/Language

Logistics Mgmt (non-DAWIA)

Medical

Science & Tech – Modeling & Simulation

Security

Contract Specialist, 1102Quality Assurance, 1910Civil Engineer, 0810Financial Administration, 0501Accountant, 0510Auditor, 0511Budget Analyst, 0560Human Resources, 0201Information Technology Mgmt, 2210Computer Engineer, 0854Electronics Engineer, 0855Computer Science, 1550Safety and Occupational Health,0018Fire Protection & Prevention, 0081Intelligence, 0132Police, 0083Language Specialist, 1040Logistics Management, 0346Medical Officer, 0602Nurse, 0610Pharmacist, 0660Psychologist, 0180Social Worker, 0185General Engineer, 0801General Physical Science, 1301Mathematics, 1520Security Administration, 0080

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Mission Imperative: Sustain the All Volunteer Force

Strategy: Increase military dwell time and reduce rotations– Effect military to civilian conversions: projected numbers for DON

1181 FY 091404 FY 10 467 FY 11

• HR must be able to recruit and fill newly established civilian positions

– Grow interchangeable executive cadre (Generals/Flag Officers/SES)• Dec 08 Policy: Joint/Enterprise/National Security Perspective competency required

for Tier 1/Tier 2 SES by 2012; desirable for Tier 3

– Leverage Civilian Expeditionary Workforce• Pre-identified subset of the civilian workforce • Organized, ready, trained, cleared and equipped for rapid response and quick

assimilation into new environments• Designed to support

– DoD Operations, contingencies, emergencies– Humanitarian missions– Stability, Security, Transition, and Reconstruction (SSTR) Operations

What We Learned – Environmental ScanExpectations of DoD 21st Century LeadersWhat We Learned – Environmental ScanExpectations of DoD 21st Century Leaders

Adaptive and proven leadership for

transformational times; creativity and

innovation

Varied experiences to understand interplay of

operations and policy; diversity in person and

skills

Enterprise-spanning perspectives that aligns

local organizations to the DoD mission

Understanding and leadership in a multi-

service, interagency, multi-national, and

global environment-The Joint Environment

Speed, agility, and precision of action for

effective warfighting capabilities

Asymmetric threats

Expanded mission

requirements

Increased reliance on

national security

partners

New definition of “joint”

Unpredictable

challenges

New TimesNew Times New SkillsNew Skills

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Executive Leaders

Outcomes:– Ensure a high quality leadership continuum – Create an interchangeable executive assets (G/FO, SES, Political)–

New Concepts:– Put the “E” back into Executive – New and Enduring

Competencies• Enterprise-spanning perspective and joint capability

• Diverse experiences, position mobility across the enterprise

• Vision and strategic thinking; Leading people and organizations

• Global leadership and cultural astuteness

• Lifelong learning

– Executive jobs differ in scope, influence and impact - 3 Tiers

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Executive LeadersNew Concepts (continued)

SES positions with most influence, impact, and ability to affect organizational outcomes - Enterprise Positions (EP)

– Executive must acquire new and more complex skills through lifelong development, education, and experience– Job assignments are professional development/ career broadening

experiences

– Portfolio of experience valued– Position mobility the norm not exception – Breadth and depth of experience required for EP– “Tours of duty” for certain positions (Joint, EP, others)

– Executive lifecycle management is critical to success – Established central SES management offices in MILDEPS and OSD (similar

to GFO management)– Established DEAB

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Ben

chm

arking

Core Competencies and Values

Mission and Organizational

Goals

WorkforcePlanning

Sourcing, Recruiting, Selecting

Performance Management

Leadership Development

Separation & Sustainment

Succession Management

Job Profiles Corporate Values Leadership Competencies Functional CompetenciesCore Competencies

Competency ManagementOnboarding Curriculum Development and Design Certification Programs Developmental Assignments Feedback

Learning and Development

IT Systems and Strategy HR Policies Process Governance Investment Strategy

Supporting Infrastructure

Met

rics

an

d E

valu

atio

n

Workforce PlanningDemand and Supply Forecasts

Capability AssessmentsGap Analyses

Requirements Alignment

Leadership DevelopmentCompetency Based Learning

360 AssessmentImmersive & Experiential Learning

Job RotationsMentoringCoaching

Separation and SustainmentOutplacement

Knowledge Management Capture

Re-employ AnnuitantsExit Interviews

Succession ManagementTalent Needs IdentificationTalent Pool Identification

Assessment & DevelopmentFeedback & Development

Sourcing, Recruiting, Selecting

Branding AssessmentsRecruitingSelectionDiversity

Performance ManagementCompetency

Assessments Goal-Setting

Self-AssessmentDevelopment Planning

Ben

chm

arking

Culture

Compensation

CompensationCompensation

PlanningPay for Performance

Pay PoolsPay Bands

Framework for the Lifecycle of Executive Talent Management

The Human Capital Strategy

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The Human Capital Management Strategy

Talent Management Framework

Career Lifecycle Management - Examples

– New and Enduring Competencies• Enterprise, Joint and National Security Perspective• Annual Competency Assessment • Annual Plan to address gaps

– Talent Management Diagnostic• Annual Talent Management Panel• Executive Desires + Management Need = Career Broadening• Succession Planning • Executive Development Plans and Customized Feedback

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Sustain the All Volunteer Force (Cont’d)

Strategy: Implement additional quality of life initiatives for military families

– Military Spouse Noncompetitive Appointment Authority• EO 13473, dated 25 Sept 08• Facilitates spouses’ entry into portable careers in the Federal Service

– Noncompetitive hiring into the competitive service– Applicable to spouses of military members

» Who PCS with their active duty sponsor» 100% disabled while on active duty » Killed while performing active duty

– 2 year time limit to exercise eligibility

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Mission Imperatives: Ensure Readiness to Meet Emergent Threats

Environmental Scan Department is in a transformational mode Civilians are, and will continue to be, called to support contingency

operations, especially Phases IV and V – Total Force staffing of expeditionary type requirements

• Relieve “stress” on the active duty force• Reduce dependency on contractor support• Provide opportunities for DoD civilians to contribute talents

– COCOM Operational and CONPLANS lacked DoD civilian participation in the Total Force

Competition for skilled talent will continue to increase – workforce planning crucial to sustain the continuity of talent

SecDef Visits Troops Afghanistan SecDef Visits Troops Afghanistan

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• Published new policy (DoDD) 1404.10 on January 23, 2009

• CEW is a subset of the DoD workforce:• Pre-identified positions and employee capabilities that are organized, trained, and equipped

for rapid response and quick assimilation • Support DoD operations: contingencies, emergencies, humanitarian missions, S&R

operations and combat operation missions

• Secretary of Defense or his designee has the authority to use CEW positions to meet validated DoD mission requirements

• Integrates civilian capabilities in CoCOM planning and CoNOPs

• Sourcing of DoD civilians is accomplished through the Secretary of Defense Operations Book (SDOB) process

The Civilian Expeditionary Workforce - Strategy

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Civilian Expeditionary Workforce Model

Designated subset of employees to respond within 90 days of notification

– EE - Emergency Essential - a position-based designation to support combat operations or combat-essential systems in a combat zone (10 U.S.C. 1580). Deployability required as condition of employment

– NCE - Non Combat Essential - a position-based designation to support non combat missions. Deployability required as condition of employment

– CBV - Capability Based Employee Volunteers - a personnel-based designation to support voluntary identification of capabilities outside scope of an employee’s position for EE and NCE requirements

– CBV Former Employee Volunteer Corps - prepared to support backfill or deployment requirements

All Employees

Expeditionary Corps

Reserve Team(Former DoD Civil

Service and Retirees)

EE

NCE

CBV

Language Corps

Civilian Workforce

E-E

Ad-Hoc

Old Model:

New Model:

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Position Skills Hired to Date

Engineers Public Affairs Transportation, Supply, Logistics Contracting and Acquisition Human Resources Finance and Budget Intelligence Administration International Policy and Relations Stability Operations Legal – Rule of Law Security (includes *JIEDDO) Development Governance*Joint Improvised Explosive Device Defeat

Organization

Coalition and PRT establish Presence

Local confidence established; eliminated

enemy safe havens

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Timeline for Full Operational Capability (FOC) – Phased Approach

Phase I – January 2009– Stand up of CEW Unit in CPMS – Create central recruitment capacity – Identify and train pilot Functional Community Managers– Modify Automated Civilian Personnel Data System– Identify training framework, requirements, and modules

Phase II – October 2009 – Publish operating guidance – Development of training modules – Issue Deployment and Readiness Indices Guidance– Select training sites for “exercising” and mobilization sites for pre deployment processing– Standardize pre deployment processing and consolidate at CEW unit– Operationalize Functional Community Managers in expeditionary planning

Phase III – January 2010– Designate CEW in all Functional Communities – 35% to meet all Readiness Indices– Launch Orientation training – Complete all training curriculum (employees, supervisors and families)

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Mission Imperative: Effect In-Sourcing Mandate

Strategy: Identify contracts that should be in-sourced and filled with organic (civilian) employees

– Resource Management Directive 802 issued

– Procedures: Vary based on reason for conversion

– Imperative that HR has seat at the table

• Will be responsible for filling jobs; need to be involved as early as possible to develop/ execute recruitment plan

• HR, with management input, must provide written certification if unable to fill jobs in specified timeframe

• Need innovative recruitment strategies, especially in regard to aggressive recruitment campaigns

• DCPDS Coding underway to identify “in-sourced” positions

– 225 HR plus-up

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Total In-sourcing 33,400

Total Acquisition Workforce Growth 19,887

SECDEF In-sourcing Initiative FY10-14

10,000 Additional

Hires

9,887

Non-acquisition

23,400

FY10RMD 802 Goal-13,574 Components’ Plans-16,406* Acquisition Workforce-3,374*

All numbers in this presentation represent authorizations * Component inputs as of 22 July and may change.

NOT A CEILING

Components

FY10: 0.8K

FYDP: 0.8K

FY10: 5.8K FYDP: 8.8K

FY10: 2.4K FYDP: 9.8K

FY10: 4.5K FYDP: 13.8K

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Hiring Improvement OPM/OMB June 09 Budget Performance Goals Memorandum---Hiring and

Employee Wellness– Will be managed by SWAT TEAMS: DoD SES level HR and Functional

representatives– Specific deliverables/reporting requirements to OPM/OMB

Improve the Hiring Process– Four areas to be addressed

• Map end to end hiring process; identify and address timeliness obstacles to meeting OPM’s 80 day requirement

• Implement streamlined and plain language job announcements for top 10 occupations• Increase management involvement in the hiring process• Improve applicant notifications during the hiring process

– Application received– Application assessed for qualifications– Applicant referred (or not)– Applicant selected ( or not)

– Process informed by USAJobs Manager and Applicant survey results– OPM Strategy includes centralized registers and vacancy announcement templates

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Employee Satisfaction and Wellness (Cont’d)

Improving Employee Satisfaction and Wellness

– Create an action plan to improve Federal Human Capital Survey (FHCS) results

• 10 items with lowest scores

• Items where employee satisfaction decreased since 2006 FHCS

• HCAF indices where the agency scored lower than the rest of government

– Submit an inventory of current wellness activities, facilities and clinics, with plans to enhance

• OPM on-line inventory tool

– Health and wellness performance improvement targets and action plans due to OPM by 14 September

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Questions

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Back Up Slides

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Mission Imperative: Ensure Readiness to MeetEmergent Threats

Strategy: Address equipment recapitalization (acquisition community)– Support implementation of Defense Acquisition Workforce Fund

• Will support hiring of 1423 Interns; 360 Journey Level; 57 HQEs across the Department

– Implement NDAA FY 09 Section 833 Hiring Requirement• Expedited Acquisition Hiring Authority

– Issued 23 December 2008– Applies to mid-level and above positions in majority of

acquisition career fields – Public Notice must be made– Applicants must be HQ– Vets preference whenever possible

• Over 1000 selections since delegation

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Ensure Readiness to MeetEmergent Threats (Cont’d)

Strategy: Leverage strategic inter-agency partnerships to meet emergent threats – Implement National Security Professional Development

• Scoping being re-verified– SES: 331– SES with NRF: 42– Payband 3: 970– Payband 3 with NRF: 338

• Training ongoing– Welcome Sessions (in person and online); NRF Training

(online) and National Security Strategy (online)• DCPDS coding requirements being drafted

– Position; Person; Training; Education; Professional Experience (rotations)

– Maximize self-service

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Mission Imperative: Care For Wounded Warriors

Strategy: Ensure availability of world-class health care providers to care for our warriors and their families– Facilitate Hiring

• Direct Hire Authority: FY 09 Appropriations Bill

• Expedited Hiring Authority: NDAA FY 09

– Delegation pending HQ determinant

– Encourage New Hires

• Legislation being drafted for a civilian scholarship program for civilian medical occupations

• Other initiatives ongoing, e.g., Fellows Program; partnership with NOVA Schools; marketing campaigns

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Wounded Warriors (Cont’d)

– Improve Healthcare Compensation• New Special Salary Rate areas for Nurses

• New compensation system for Doctors and Dentists (PDPP)

– Applicable to Non-NSPS employees in Direct Patient Care

– Scheduled to be implemented by end of CY 09

– Hybrid approach

» Basic Pay – Title 5 GS grades and steps

» Market Pay – Title 38 VA table and tiers

Table: Medical Specialty

Tier: Organizations Complexity

– Allows for market competitive salaries, i.e., pay ranges equivalent to VA/ NSPS

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Mission Imperative: BRAC / Joint Basing

Strategy: BRAC - ensure that closing bases have essential resources to provide a smooth transition for employees. Ensure that realigning organizations have necessary tools to recruit at the new location and initiatives in place to entice employees to move with their positions.

– BRAC Working Group formed to resolve issues as they arise– DoD Partnering with the Department of Labor

• One Stop Employment Centers identify job opportunities for separating employees, and spouses/family members of employees relocating

• Training of employees for required skill sets in both Federal and private sector Strategy: Joint Basing - ensure that cost effectiveness is maintained while

minimizing employee impact to the maximum extent possible– Building Memoranda of Agreement based on OSD & Service guidance

• Document actions agreed upon by Supporting and Supported Components – Civilian Human Resources Sub-Working Group continues to work human resource

issues• HR implementation guidance (general guidance) • NAF- specific HR implementation guidance• HR implementation plan (detailed list of actions)