dod ses apex program patricia s. bradshaw deputy under secretary of defense civilian personnel...

DoD SES APEX Program

Patricia S. BradshawDeputy Under Secretary of Defense

Civilian Personnel PolicySeptember 12, 2006

Overview

Organizational Structures and RelationshipsCPP and CPMS Mission Civilian Human Capital Strategic PlanQuestions

Under Secretary of Defense for Personnel and Readiness

Secretary of Defense for Personnel and Readiness (PDUSD(P&R))

Dr. Davis S. C. Chu

Principal Deputy Under Secretary of Defense Personnel and Readiness

Michael Dominguez

Deputy Under Secretary of Defense (Readiness)

Dr. Paul W. Bayberry

Assistant Secretary of Defense (Reserve Affairs)

Thomas F. Hall

Acting Deputy Under Secretary of Defense (Military Policy)

Bill Carr

Deputy Under Secretary of Defense (Military Community & Family Support)

Leslye Arsht

Deputy Under Secretary of Defense (Civilian Personnel Policy)

Patricia S. Bradshaw

Deputy Under Secretary of Defense (Plans)

Gail H. McGinn

Principal Director

Office of Diversity Management and Equal Opportunity

Clearance A. Johnson

Deputy Under Secretary of Defense (Program Integration)

Jeannie Fites

Assistant Secretary of Defense (Health Affairs)

Dr. William Winkenwerder, Jr.

Deputy Under Secretary of Defense (Civilian Personnel Policy)

A d m in is tr a tive Su pp o rt

C h ie f of Sta ff

C P M SP olic y C e ll

E x tern a l & In te rn a l R e latio ns


In tern a tio n al P ro g ra m s Se n ior E xe c utiv e P ro gra m s

P rincipal D irector(S E S)&

D irectorW orkforce Issues and In ternational Program s


T a le nt A cq u is itio n &Su sta in m e nt P rog ra m s

T a len t & O rg a n iz a tio n alD e v elo p m e nt

D irec torT alen t A cquis ition, D evelopm m ent &

M anagem ent(S E S)

D irectorC iv ilian P ersonnel M anagem ent S erv ice

(S E S)

D eputy U nder S ecretary o f D efenseC iv ilian Personnel Po licy

CPP Mission Statement

Formulate plans, policies, and programs to manage the DoD civilian workforce effectively, efficiently, and humanely

Support the Military Departments and Defense agencies with policy leadership and with personnel services through the Civilian Personnel Management Service

Manage the nonappropriated fund personnel system and provide guidance for the foreign national employment program within the Department

CPP Vision Statement

Design, develop and implement human resources policies, strategies, systems and

tools to ensure a mission-ready civilian workforce that is motivated to excel

*DoD HR Strategic Plan website: http://www.defenselink.mil/prhome/stratplan.html

http://www.defenselink.mil/prhome/stratplan.html

Civilian Personnel Management Service (CPMS)

Principal Deputy Under Secretary of Defense for Personnel and Readiness (PDUSD(P&R))

Deputy Under Secretary of Defense(Program Integration)

Defense Human Resources Activity

Deputy Under Secretary of Defense(Civilian Personnel Policy)

Civilian Personnel Management Service

Business Management Division Information Systems Division

Joint Leader Development Division

Civilian Assistance & Re-Employment Division

Nonappropriated Fund Policy Office

Injury/Unemployment Compensation Division

Office of Complaints and Investigations

Recruitment Assistance Division

Deputy Director Advisory Services

Field Advisory Services Division

Wage & Salary Division

Labor and Employee Relations

Deputy Director HR Automated Systems

CPMS Mission Statement

DoD Civilian Personnel Management Service (CPMS) is charged with providing corporate

level leadership in human resources management. CPMS develops and manages

human resources programs and systems for the Department of Defense (DoD); provides

guidance on all aspects of human resources management; and advises all levels of DoD

management regarding human capital issues.*

*http://www.cpms.osd.mil/mission/mission.html

Transformation Requirements:

Human Capital Strategy– Competency-Focused– Performance-Based– Compensation/Rewards Linked to Performance– Joint Training (Homeland Security, FEMA,…)– Fully Embrace Total Force Concept

Program Executive Office (PEO)– Competency Study– Consolidated Personnel Reporting System

Sustaining a capable, agile, and decisive civilian workforce

DoD Strategic Plan 2006 Quadrennial Defense Review

Quadrennial Defense Review

QDR RoadmapsAuthorities

Building Partner Capacity

Institutional Reform & Governance

Intelligence, Surveillance, and Reconnaissance

Irregular Warfare

Joint Command & Control

Strategic Communications

Track, Tag, and Locate


Civilian Human Capital Strategic Plan


The Plan builds on the strength and commitment of the civilian workforce, laying the foundation for seamless integration with the Total Force and accountability in the a results-oriented performance culture. Our goal is to maintain a competent, motivated, and mission-ready workforce to support the Department of Defense and respond to emerging threats, now and in the future.


Civilian Human Capital Goals

Goal 1: World Class Enterprise Leaders

Goal 2: Mission-Ready Workforce

Goal 3: Results-Oriented Performance Culture

Goal 4: Enterprise Human Resources Support


The Department of Defense has diverse civilian leaders who:Effectively manage people in a joint environment

Ensure continuity of leadership

Sustain a learning environment that drives continuous improvement across the enterprise


Goal 1: World Class Enterprise Leaders


Developing 21st Century Leaders

Deputy Secretary of Defense is the sponsor Purpose of the Initiative:

─ Provide an executive leadership team of highly competent, adaptive leaders and executive managers:

─ Skills - Tested and proven in circumstance of continuous change, ambiguous environments, and asymmetric challenges.

─ Leadership - Promotes a culture that encourages and rewards creativity, innovation, intelligent risk-taking and critical thinking

─ Create a Framework for the lifecycle management of all SES leaders─ Create separate Framework for the management of select SES

positions considered to be the most influential in accomplishing the Secretary’s vision and strategic priorities (EDSES) and for SES leaders occupying these positions (@200)

APEXLeadership Development



Executive Leadership Development Program

The Executive Leadership Development Program's purpose is to improve the quality of civilian members of the Department by developing them, through hands-on training, in support of the warfighters and the Combatant Commanders.

ELDP provides participants with an extensive exposure to the roles and missions of DoD and with an increased understanding and appreciation of today's warfighters.

Visit the ELDP website at: http://www.cpms.osd.mil/eldp/index.html


Defense Leadership and Management Program (DLAMP)

Develop highly capable senior civilian leaders with:• DoD-wide perspective;• Substantive knowledge of national security mission• Shared understanding, trust, and sense of mission

with military leaders; and• Strong leadership and management skills.

Visit the DLAMP website at: http://www.cpms.osd.mil/dlamp/index.html


SES APEX Program

APEX Orientation Program Objectives

• Establish jointness as the approach for interaction among the Office of the Secretary of Defense, the military departments, Defense Agencies, DoD Field Activities and the private sector, thereby integrating SES responsibilities with DoD component priorities.

• Operationalize the SES role in DoD Transformation.• Provide an overview of DoD structure and processes critical to its

operation.• Provide experiences that expand leadership and strategic thinking skills in

the DoD context.• Provide structured networking opportunities with military and civilian

colleagues, to reinforce information sharing across functional areas.



Civilian Human Capital Strategic PlanAspiring Leader Development Framework

RecommendationsInterim Approach: Adopt Executive Core Qualifications (ECQs) framework to the extent

possible– DoD candidates for SES positions must meet ECQs for QRB

approval– OPM has done extensive validation of ECQs– Advisory Group input tells us ECQs make sense

Develop expanded competency definitions to accommodate concepts that map to an existing ECQ competency

Establish a sixth “ECQ” – Broad Defense Perspective as a cluster for unique DoD “Enterprise” competencies

Objective: Total force (military-civilian) framework

Interim Aspiring DoD Leader Development Framework

Leading Change Leading People Results Driven Business Acumen

Building Coalitions Broad Defense

Perspective

D e f i n i t i o n s

This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an organizational vision and to implement it in a continuously changing and highly ambiguous environment.

This core qualification involves the ability to lead not only employees, but a multi-sector workforce toward meeting the organization's vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the motivation and development of others, facilitates effective delegation, empowerment, personal sacrifice and risk for the good of the mission, as well as cooperation and teamwork, and supports constructive resolution of conflicts.

This core qualification involves the ability to meet organizational goals and stakeholder expectations. Inherent to this ECQ is stewardship, the ability to make decisions that produce high-quality results by analyzing issues and calculating risks.

This core qualification involves the ability to manage human, financial, and information resources strategically.

This core qualification involves the ability to build coalitions to achieve common goals.

Involves knowledge of DoD organization and operations; an understanding of the geo-political/ military/national security environment in planning, coordinating, and communicating toward mission accomplishment; and the ability to incorporate joint service principles.

C o m p e t e n c i e s

Creativity and Innovation

External Awareness Strategic Thinking Vision Continual Learning Resilience Public Service

Motivation Flexibility

Conflict Management Leveraging Diversity Developing Others Team Building Integrity/Honesty

Accountability Decisiveness Entrepreneurship Customer

Service Problem Solving Technical

Credibility

Financial Management

Human Capital Management

Technology Management

Computer Literacy

Political Savvy Influencing/Negotiating Partnering Interpersonal Skills Oral Communication Written

Communication

Mission Orientation

Joint Service Perspective

National Security



OSD and Components: Identify existing opportunities at each level of continuum Align joint programs to framework Identify gaps and means to fill, including resources Develop comprehensive communication strategy Develop validation strategy Continue to follow on-going competency studies; adjust

accordingly Develop a strategy to achieve a Total Force model

Aspiring Leader Development Framework – Action Plan


Technology Mgmt (BA)Financial Mgmt (BA)

Creativity & Innovation (LC)Partnering (BC)

Entrepreneurship (RD)Joint Service Perspective

(Operational) (BD)National Security Policy (BD)

External Awareness (LC)Vision (LC)

Strategic Thinking (LC)Political Savvy (BC)

Joint Service Perspective (Strategic) (BD)

National Security Strategy (BD)

Lead Self Integrity/Honesty (LP) Resilience (LC) Flexibility (LC)

(Core Interpersonal Skills (BC) Oral Communication (BC) Problem Solving (RD)

Competencies) Continual Learning (LC) Written Communication (BC) Technical Credibility (RD)

Customer Service (RD) Service Motivation (LC)

Computer Literacy (BA) Mission Orientation (BD)

Lead Teams/Projects

Lead People

Lead Programs

Lead the Institution

Human Capital Mgmt (BA)Leveraging Diversity (LP)Conflict Management (LP)

Developing Others (LP)Joint Service Perspective

(Tactical) (BD)National Security Orientation (BD)

ECQs: LC – Leading Change; LP – Leading People; RD – Results Driven; BA – Business Acumen; BCC: Building Coalitions/Communication

BD – Broad Defense Perspective (Specific competency definitions under development); DoD unique

Deliberate development through progressive learning

opportunities (education, training, self-development,

assignments) that broaden experience and increase

responsibility

DoD Aspiring Leader Development Model

Team Building (LP)Accountability (RD)Decisiveness (RD)

Influencing/Negotiating (BC)Joint Mission Awareness (BD)

Goal 2: Mission Ready Workforce

AgilityFlexibilityDiversitySeamless integration


The Department of Defense has a highly capable workforce characterized by:


Recruiting a Diverse Civilian Workforce

Three key strategies address diversity within DoD: Leadership Commitment – to monitor, advocate, and

champion the program Proactive Job Opportunity Marketing – to attract quality

candidates Applicant Assistance – to help applicants to navigate the

Federal Hiring system



DoD enterprise-wide marketing and branding

– Crafting “Right Message” for the DoD enterprise – Tailoring Message with Focus Groups (students, HACU, other

minority organizations) – Student Training and Academic Recruitment (STAR) Program– Publishing new recruitment materials and Public Service

Announcements– Produced Military Severely Injured “Hiring Heroes” Video

Re-branding the GoDefense and DoDVets websites– Updated websites to include Internship, Scholarship and Fellowship

Information– Developed DoD-EEO website that contains hyperlinks and best

practices


Marketing and Branding


Attended conferences/career fairs/college information sessions– Hosted Career Fairs for Military Severely Injured Service Members – Conducted Resume writing classes and job search training sessions– DoD Recruiter Training Workshop– DoD Recruiter’s Consortium Group

Streamlined & Targeted Employment Information including using On-Line sources: www.goDefense.com– Target diverse populations in DoD mission critical occupations– Enhancements include, i.e., virtual career events, diverse employee profiles, DoD

Scholarship information, Spanish language– Partnering with Equal Opportunity to highlight Diversity Programs – Personal Assistance for Applicants

Enterprise-wide Metrics to Evaluate/Report Progress of Diversity efforts – Designed Improved Human Resources Accountability System– Embedded Metrics in DoD Human Resources Strategic Plan


Diversity Initiatives


http://www.godefense.com/

Goal 3: Results-Oriented Performance Culture

Mission-Focused

Results-Oriented

High-Performing Culture

The Department of Defense has a…



NSPS Pay for Performance

NSPS is a pay-for-performance system that provides DoD with the tools necessary to compensate and reward its most valuable asset—its employees. NSPS is critical to DoD’s overall transformation to a results-oriented, performance-based culture. NSPS emphasizes these key concepts that are core to the system:

Accountability - Employees are responsible for their careers and performance. Employee’s performance and contributions will pay off through salary increases and bonuses.

Flexibility - NSPS is a simplified and adaptable management system that places the right people in the right jobs at the right time.

Results - Employees' performance and contribution link to achieving organizational goals and DoD’s critical mission.



SES Pay for Performance Implemented a Pay for Performance System in April 2005

– Performance is linked to strategic goals and organizational performance

– Performance distinctions enable credible evaluation and pay decisions

System provisionally certified by OPM – Expires 12/31/2006 Improved based upon lessons learned in 2005:

– 3 Weighted Mandatory Elements, at least 50% weight for Mission Accomplishment

– 1-4 SMART-Q Performance Requirements

– Formula methodology for computing Payout

– Payout discretion for Authorizing Official

– Enterprise training and automated tools under development

Apply for 2007 Certification by December 15, 2006– Requires 2006 performance data and other substantive evidence



Goal 4: Enterprise Human Resources SupportCompetency-Based

- Adaptive to changing environment - Joint, Integrated Force - Change Agents

Increased Technology- Consolidated Business Practices - Evolving HR Lines of Business

The Department of Defense civilian HR community is strategically aligned and customer-focused, and provides measurable, leading-edge results.




To effectively respond to the global landscape of the 21st Century, DoD must be a world-class employer. We must recruit, manage, develop, and retain the best and the brightest in order to achieve the national defense mission. Our Plan is the framework we will use to transform the civilian workforce, optimize our capabilities, and prepare for new challenges in a rapidly changing world.


Questions

dod ses apex program patricia s. bradshaw deputy under secretary of defense civilian personnel...

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