Apex
Marilee Fitzgerald
Acting Deputy Under Secretary of Defense
Civilian Personnel Policy
September 17, 2009
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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 FOR
CIVILIAN STRATEGIC HUMAN CAPITAL MANAGEMENT PLAN
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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
DoD Instruction
DoDI 1400.25,
Volume 250,
Civilian Strategic
Human Capital
Planning (SHCP),
11/18/2008
Workforce 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
• 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
• Competency Assessment
• Identify mission critical occupations & skills,
and expeditionary requirements
• Identify Competencies and assess gaps
• Strategy Development
• Develop a Plan to address workforce &
competency gaps with results-oriented goals
• Identify requirements, e.g. POM
• Readiness & Talent Index Sustainment
• Succession planning to sustain
knowledge continuum
• Monitoring, assessing, adjusting
• Provide input to annual SHCP Implementation Report for submission to Congress
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Most Functional Communities are aligned
with Mission Critical 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
Executives and Senior Professionals
Expeditionary
Leadership
National Security Professionals
Contract Specialist, 1102
Quality Assurance, 1910
Civil Engineer, 0810
Financial Administration, 0501
Accountant, 0510
Auditor, 0511
Budget Analyst, 0560
Human Resources, 0201
Information Technology Mgmt, 2210
Computer Engineer, 0854
Electronics Engineer, 0855
Computer Science, 1550
Safety and Occupational Health,0018
Fire Protection & Prevention, 0081
Intelligence, 0132
Police, 0083
Language Specialist, 1040
Logistics Management, 0346
Medical Officer, 0602
Nurse, 0610
Pharmacist, 0660
Psychologist, 0180
Social Worker, 0185
General Engineer, 0801
General Physical Science, 1301
Mathematics, 1520
Security Administration, 0080
Cut across occupations
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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 09
1404 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
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What We Learned – Environmental Scan
Expectations of DoD 21st Century Leaders
New Times
Asymmetric threats
Expanded mission
requirements
New Skills
Adaptive and proven leadership for transformational
times; creativity and innovation
Varied experiences to understand interplay of
operations and policy; diversity in person and skills
Increased reliance on
Enterprise-spanning perspectives that aligns local
national security partners
organizations to the DoD mission
New definition of “joint”
Understanding and leadership in a multi-service,
interagency, multi-national, and global environmentThe Joint Environment
Unpredictable challenges
Speed, agility, and precision of action for effective
warfighting capabilities
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 Leaders
New 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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The Human Capital Strategy
Framework for the Lifecycle of Executive Talent Management
Workforce Planning
Demand and Supply Forecasts
Capability Assessments
Gap Analyses
Requirements Alignment
Workforce
Planning
Sourcing, Recruiting,
Selecting
Sourcing,
Recruiting,
Selecting
Leadership
Development
Separation and Sustainment
Outplacement
Knowledge Management
Capture
Re-employ Annuitants
Exit Interviews
Mission and
Organizational
Goals
Separation &
Sustainment
Performance
Management
Core Competencies
and Values
Performance
Management
Competency
Assessments
Goal-Setting
Self-Assessment
Development Planning
Culture
Compensation
Succession Management
Talent Needs Identification
Talent Pool Identification
Assessment & Development
Feedback & Development
Job Profiles
Corporate Values
Succession
Management
Compensation
Leadership Competencies
Core Competencies
Benchmarking
Metrics and Evaluation
Leadership Development
Competency Based Learning
360 Assessment
Immersive & Experiential Learning
Job Rotations
Mentoring
Coaching
Branding Assessments
Recruiting
Selection
Diversity
Compensation
Planning
Pay for Performance
Pay Pools
Pay Bands
Functional Competencies
Competency Management
Onboarding
Curriculum Development and Design
Certification Programs
Developmental Assignments
Feedback
Learning and Development
IT Systems and Strategy
HR Policies
Process Governance
Supporting Infrastructure
Investment 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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The Civilian Expeditionary Workforce Strategy
•
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
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Civilian Expeditionary Workforce Model
New Model:
Designated subset of employees to respond
within 90 days of notification
All Employees
EE
– EE - Emergency Essential
- a position-based designation to support combat
NCE
operations or combat-essential systems in a
combat zone (10 U.S.C. 1580). Deployability
CBV
required as condition of employment
Language Corps
– NCE - Non Combat Essential
- a position-based designation to support non
Reserve Team
combat missions. Deployability required as
(Former DoD Civil
condition of employment
Service and Retirees)
– CBV - Capability Based Employee Volunteers
- a personnel-based designation to support
Old Model:
voluntary identification of capabilities outside
Civilian Workforce
scope of an employee’s position for EE and NCE
requirements
Ad-Hoc
– CBV Former Employee Volunteer Corps
- prepared to support backfill or deployment
E-E
requirements
Expeditionary
Corps
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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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SECDEF In-sourcing Initiative FY10-14
NOT A CEILING
Total In-sourcing
33,400
Total Acquisition Workforce
Growth 19,887
Components
FY10: 5.8K
FYDP: 8.8K
FY10: 2.4K
FYDP: 9.8K
FY10: 4.5K
FYDP: 13.8K
FY10: 0.8K
FYDP: 0.8K
RMD 802 Goal-13,574
Non-acquisition 10,000
23,400
FY10
Components’ Plans-16,406*
All numbers in this presentation represent authorizations
Additional
Hires
9,887
Acquisition Workforce-3,374*
* Component inputs as of 22 July and may change.
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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 Meet
Emergent 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 Meet
Emergent 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)
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