1. Acting Deputy Under Secretary of Defense Civilian Personnel Policy
Apex
Marilee Fitzgerald
Acting Deputy Under Secretary of Defense
Civilian Personnel Policy
September 17, 2009

2. 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

3. 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

4. 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 , Volume 250, Civilian Strategic Human Capital Planning (SHCP), 11/18/2008
Workforce Planning is foundational to SHCM

5. 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)

6. Functional Community Managers (FCM) and Responsibilities
Assist in the management of the readiness of their Community
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
Workforce Forecasting
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

7. 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
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
Linkage of Functional Communities to the Mission Critical Occupations
Four of our Functional Communities are represented today
Executives and Senior Professionals
Expeditionary
Leadership
National Security Professionals
Cut across occupations

8. 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

9. What We Learned – Environmental Scan
Expectations of DoD 21st Century Leaders
New Times
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
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
Are a more fully integrated “total force” partner in the execution of DoD’s national security mission
Exert influence and make decisions that cross disciplines and environments
Draw upon a portfolio of experiences to think broadly and keep in mind the needs of the entire Department of Defense
Lead and manage high performing organizations in a constant state of change

10. 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

11. 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

12. The Human Capital Strategy
Benchmarking
Core Competencies and Values
Mission and Organizational Goals
Workforce Planning
Sourcing, Recruiting, Selecting
Performance Management
Leadership Development
Separation & Sustainment
Succession Management
Job Profiles
Corporate Values
Leadership Competencies
Functional Competencies
Core Competencies
Competency Management
Onboarding
Curriculum Development and Design
Certification Programs
Developmental Assignments
Feedback
Learning and Development
IT Systems and Strategy
HR Policies
Process Governance
Investment Strategy
Supporting Infrastructure
Metrics and Evaluation
Demand and Supply Forecasts
Capability Assessments
Gap Analyses
Requirements Alignment
Competency Based Learning
360 Assessment
Immersive & Experiential Learning
Job Rotations
Mentoring
Coaching
Separation and Sustainment
Outplacement
Knowledge Management Capture
Re-employ Annuitants
Exit Interviews
Talent Needs Identification
Talent Pool Identification
Assessment & Development
Feedback & Development
Branding Assessments
Recruiting
Selection
Diversity
Competency Assessments
Goal-Setting
Self-Assessment
Development Planning
Culture
Compensation
Compensation Planning
Pay for Performance
Pay Pools
Pay Bands
Framework for the Lifecycle of Executive Talent Management
Three levels of leadership have guided the vision, requirements, and functionality of DoD’s SES Talent Management framework
Talent Management is defined as the “Life Cycle Management of Executive Talent”
The DoD framework for accomplishing the life cycle management of executive talent will be a “System of Systems” – integrated components under common architecture, standards, lexicon, tools, and business rules defined by OSD
DoD will adopt a “Spiral Approach” for designing components of the framework beginning with Succession Management
DoD has developed common approaches for Compensation and Performance Management
Guiding elements of any/all Spirals include common data, evaluation process, and business rules

13. 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

14. 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

15. 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 15

16. The Civilian Expeditionary Workforce - Strategy
Published new policy (DoDD) 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 16

17. Civilian Expeditionary Workforce Model
New Model:
Expeditionary Corps
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 EE
NCE
CBV
Language Corps
Reserve Team (Former DoD Civil Service and Retirees)
Old Model:
Civilian Workforce
Ad-Hoc
E-E

18. 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 18

19. 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) 19

20. 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

21. Total Acquisition Workforce Growth 19,887
SECDEF In-sourcing Initiative FY10-14
NOT A CEILING
Total In-sourcing 33,400
Total Acquisition Workforce Growth 19,887
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
Non-acquisition
23,400
10,000
Additional
Hires
9,887
FY10
RMD 802 Goal-13, Components’ Plans-16,406* Acquisition Workforce-3,374*
All numbers in this presentation represent authorizations * Component inputs as of 22 July and may change.

22. 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

23. 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

24. Questions

25. Back Up Slides

26. 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

27. 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

28. 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

29. 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

30. 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)