personnel and readiness apex 23 orientation program transforming dod’s personnel paradigams...
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Personnel and Readiness
APEX 23 Orientation Program
Transforming DoD’s Personnel Paradigams
September 11, 2006
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Our Focus
• We are engaged in a long, irregular war• The All Volunteer Force is our paradigm• Cost of manpower will rise more rapidly
than budget• We will complete transition to an
Operational Reserve• Civilians can play a larger role• Operations will be integrated• Geographic focus is on Mideast,
South/Southeast Asia, East/Northeast Asia
Personnel and Readiness
Military Recruiting, Retention and
Compensation
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Per
cen
t N
on
-Pri
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Ser
vice
Acc
essi
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Benchmarks
High School DiplomaGraduates
Category I-IIIA
ASVAB Misnorming, 1977-81.
• For past 20 years, Services exceeded DoD quality benchmarks
• But lessons learned in early years of AVF show how important recruiting resources are to achieving numerical and quality goals
DoD Recruit QualityActive Duty Enlisted
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Recruiting Situation (Active Duty)YTD Accession Achievement
(Thru August 2006)
Quantity Quality
Active Duty Enlisted Recruiting (Preliminary Through August)
Accessions Goal Percent of Goal
% High School Diploma Graduate (HSDG);
DoD Benchmark = 90 percent
% Scoring at / above 50th
Percentile on Armed Forces Qualification;
DoD Benchmark = 60 percent
% Scoring at / below 30th
Percentile on Armed Forces Qualification;
DoD Benchmark = 4
percent
Army 72,973 70,200 104% 81.2% 61.4% 3.7%
Navy 32,589 32,589 100% 94.6% 74.7% 0.0%
Marine Corps 28,620 28,353 101% 95.7% 68.4% 1.1%
Air Force 28,256 28,124 100% 98.0% 78.3% 0.0%
DoD Total 162,438 159,266 102% N/A 91.0% N/A 69.0% N/A 1.7% N/A
G
G G G
G G G
G G G
G
G
G
G
G
• All Services will make recruiting goals in 2006
• Army below HSDG benchmark
• Army DEP starting FY2007 will be low ≈ 14% (vs. 25-35%)
R
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• Retention of sufficient numbers of quality people by skill and grade is essential to the sustainment of a ready, well-trained & experienced force
• Services have seen great success in retention since the start of the war on terrorism but while retention will be challenged, we expect continued success in the future
FY2001 FY2002 FY2003 FY2004 FY2005 FY2006Annual % Annual % Annual % Annual % Annual % Mission YTD thru August 2006
Initial 101% 102% 110% 108% 103% 104%
Mid-career 102% 102% 106% 104% 103% 94%
Career 102% 105% 100% 109% 129% 108%
Initial 100% 105% 110% 97% 98% 92%
Mid-career 99% 102% 105% 100% 92% 99%
Career 96% 97% 102% 102% 100% 111%
First term 100% 103% 100% 101% 103% 111%
Subsequent NA 126% 94% 137% 138% 123%
First Term 102% 131% 110% 115% 108% 117%
Mid-career 92% 104% 92% 93% 116% 116%
Career 95% 100% 100% 102% 106% 109%
Air Force
Active Enlisted Retention
Army
Navy
Marine Corps
Active Retention Trends
7Defense Advisory Committee on Military Compensation (DACMC) Recommendations
• Change non-disability retirement system (i.e. vesting)
• Revamp Basic Pay table to better reward performance and to support longer career profiles where desirable
• Change housing allowances/other allowances (remove discrepancies in pay unrelated to performance)
• Consolidation, simplification and enhancement of Special and Incentive Pays
• Revise the health benefits for retirees system--more closely align benefit’s value to retiree with its cost to the Department of Defense
• Periodic evaluation of quality-of-life programs to ensure they are cost-effective and adequate
• Review of Reserve Component pay/benefits to ensure equality to Active Component members
Personnel and Readiness
National Security Personnel System
(NSPS)
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What is NSPS?• Streamlined and more responsive hiring process• Modern compensation system based on pay for
performance and market based pay; performance management system that:• Values performance and contribution • Encourages communication• Supports broader skill development • Promotes excellence
• Flexibility in assigning work• Preservation of employee benefits, rights and protections• Preservation of employee collective bargaining rights
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Major Design Elements of NSPS
Human Resources (HR) System• Classification - Simple, flexible pay banding structure• Compensation - Performance-based, market-sensitive• Performance Management - Linked to agency mission; results oriented;
annual pay increase based on performance rating• Staffing – more flexible authorities to allow SECDEF to act quickly to
respond to mission needs: the right person, in the right place, at the right time
• Workforce Shaping - Streamlined, mission-responsive reduction in force procedures
Adverse Actions and Appeals - Enjoined• Mission oriented disciplinary system with streamlined processes to
quickly resolve disputes
Labor Relations System - Enjoined• Collective bargaining approach that recognizes unique national security
mission of DoD• Reduced scope of bargaining• Streamlined bargaining process aimed at quicker resolution of labor
disputes and focus on mission
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Spiral 1: Where We Are • Two and a half years of joint design and development
• “Spiral Development” approach, with Program Executive Office leading effort; oversight by DepSecDef
• Partnership with Office of Personnel Management• Aggressive, comprehensive communications strategy
• Spiral 1.1 implemented on 30 April 2006 • HR provisions only: pay banding, pay for performance, staffing, reduction in force• Approximately 11,000 non-bargaining unit employees• 12 organizations spread across the Department
• All employees, supervisors, and managers trained (web based orientation & classroom training, with focus on performance management)
• Spiral 1.1 Performance Management• Workforce trained in HR Elements and Performance Management• Performance plans linked to organizational goals and objectives • Rating cycle through October 2006• Performance payout in January 2007
• DoD announced Spiral 1.2 – over 66,000 non-bargaining unit employees• Conversion window October 2006 to January 2007• Workforce trained in HR Elements and Performance Management• Rating cycle through September 30, 2007• Performance payouts in January 2008
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Spiral 1.1 and 1.2 Workforce Concentrations
Source of chart data throughout: Unless otherwise noted, DCPDS, as of 11 May 2006, start of Spiral 1.1.
US, AK, HI
DC, DE, NJ, VA
100+
200+
1,000+
5,000+
Over 77,000 employees under NSPS by January 2007; larger population than most Executive Branch Departments and all Independent Federal Agencies
Personnel and Readiness
The Operational Reserve: Trends in Reserve Force
Management
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Total Force Contributions
68.3 M Duty Days
5.3 M Duty Days
0.9 M Duty Days 13.5 M Duty Days 12.7 M Duty Days
41.3 M Duty Days
62.0 M Duty Days
65.3 M Duty Days
44.2 M Duty Days
FY86 FY87 FY88 FY89 FY90 FY91 FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05
DESERT SHIELD / STORMCONTRIBUTION
ONE / OEF/ OIF CONTRIBUTION
NOTE: DATA SHOWS“DIRECT SUPPORT” ONLY, NOT “INDIRECT SUPPORT” (e.g., RECRUITING, USPFO, MOST AGR SUPPORT).
NOTE: DATA SHOWS“DIRECT SUPPORT” ONLY, NOT “INDIRECT SUPPORT” (e.g., RECRUITING, USPFO, MOST AGR SUPPORT).
RC CONTRIBUTIONS INCLUDING HAITI, BOSNIA, SWA, KOSOVO PRCs
All Reserve Components (e.g., includes USCGR)
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Reserve Force Mobilization StatisticsCurrent Selected Reserve Members Ever Mobilized for ONE/OEF/OIF
Data as of: April 30, 2006
Members Mobilized Once for ONE/OEF/OIF
301,111Members Not Mobilized
for ONE/OEF/OIF
447,543
Members Who Served More than Once in
ONE/OEF/OIF
74,458
Not Mobilized – 54.4%Mobilized – 45.6%
Total Members currently serving in the SelRes 823,112
Total members mobilized for ONE/OEF/OIF 375,569 45.6%
Total members who have served once in ONE/OEF/OIF 301,111 36.6%
Total members who have served more than once in ONE/OEF/OIF 74,458 9.0%
Total members not mobilized for ONE/OEF/OIF 447,543 54.4%
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The New “Operational” Reserve
Concept:
The new guard and reserve will be organized, trained and equipped to support operational military mission requirements to the same standard as the Active component. Individuals and units will be tasked to prepare for and participate in missions, across the full spectrum of operations, in a cyclic or periodic manner that provides predictability for service members and their families and employers.
Key attributes:• Limits involuntary mobilization to predictable and sustainable rates (e.g., one year in every six) • Reduces the need for involuntary mobilization during the early stages of a rapid response operation• Provides a range of participation opportunities and enhances volunteerism
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New Availability and Service Paradigm
STRATEGIC RESERVE
Full Time365 Days
Traditional Reservists
38 Days
• Separate systems; difficult to transition between them.
• RC employed using multiple authorities. • Mobilization or “workarounds” needed for extended duty beyond minimum obligation.• Multiple management organizations.
OPERATIONAL RESERVE
Continuum of Service
• Single system with enhanced ability to move between full-time and part-time status. • “Rheostat” capability to manage contingent workforce.
•Enhanced ability to access “volunteers” and attract civilian participation.•Reduced need for involuntary mobilization.
• Potential to merge duplicative structures.
Full Time365 days
Variable RC Pool39-365 days
Traditional Reservists
39 Days
InnovativePrograms0-39 days
Personnel and Readiness
Transformation: A Journey, Not A Destination