CPP/DCPAS Strategic Initiatives Update

The DoD Civilian Workforce
Mr. Bill Mann
Chief, Staffing & Civilian Transition Programs Division
American Society of Military Comptrollers
Professional Development Institute
May 30, 2014
Agenda
 DoD Workforce Demographics
 Civilian Workforce Issues
 Leadership Responsibilities and Opportunities
2
DoD Workforce
Demographics
3
FY 2013 DoD Workforce
Full Time
Guard and
Reserve
3%
.08 M
Not Prior Military = 53%
Prior Military = 47%
• Retirees - 19%
• Other Veterans - 28%
35%
Civilian
.8 M
62%
Active Duty
1.4 M
Approximately 80%
of the workforce has
military experience
Source: FY 2014 Financial Summary Tables, DoD Comptroller, and June 30, 2013 Demographic Data
Total FTEs – 2.3 Million
4
Civilian Workforce Overview
Total Civilian Employees: 931,029
App Employees By Component
5.74%
App Fund (748,797)
13.84%
NAF (128,825)
80.43%
Army
237,215
DON
196,232
AF
146,962
National Guard
57,315
DoD Agencies
111,073
Foreign Nat.
(53,407)
App Fund: 47% Prior
Military Service *
19% Retirees
28% Other Veterans
NAF: 23.7% are
Military Dependents
App Fund: Appropriated Fund - Direct U.S. Hires
NAF: Non-Appropriated Fund hires – employees of
self-funding organizations
Foreign Nat. – Foreign national hires at forward bases.
Crucial enabler of Department’s forward presence.
Located in 22 Different
Countries
*Excludes National Guard Employees
As of 30 Sept 2013
5
Civilian Workforce Overview
Disability
Education
Gender
8.37%
41.44%
58.56%
College or
Higher
Disability
Reported
No College
Degree
No Disability
Reported
91.63%
Workforce Categories
8.94%
33.96%
Male
66.04%
Grade Distribution
GS 1-4
GS 5-8
5.08%
1.64%
0.22%
18.65%
Blue Collar
GS & Equiv
Senior Leaders
67.11%
Female
5.13%
10.02%
1.86%
2.71%
14.74%
GS 9-12
GS 13-15
Other White Collar
11.97%
Labs & Demos
WG/WL/WS 00-05
35.24%
16.69%
WG/WL/WS 06-09
WG/WL/WS 10+
Other
Other Blue Collar
Appropriated Fund Personnel
As of 30 Sept 2013
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Senior Leader Overview
Component
0.14%
Pay Plan
2.67%
4.52%
22.07%
38.44%
Executive (36)
Navy (333)
SES (1,251)
92.67%
0.52%
2.00%
23.70%
IE (61)
Male (1,030)
Race
2.37%
6.15%
Female (320)
76.30%
IG (2)
DoD (519)
14.81%
1.04%
Army (298)
Air Force (200)
24.67%
Gender
Ethnicity
2.67%
0.15%
AI/AN (7)
Asian 32)
Hispanic/Latino
(36)
Black/AA (83)
NH/PI (2)
87.78%
White (1,185)
97.33%
Not Hispanic/Latino
(1,314)
Multiracial (14)
Unspecified (27)
Percentages Total Senior Leader population (1,350)
Appropriated Fund Personnel
As of 30 Sept 2013
7
Federal Labor Relations
 Certain Federal employees may organize, bargain collectively, and
participate through labor organizations of their choice in decisions
affecting their working lives
– Facilitates and encourages the amicable settlements of disputes
between employees and their employers involving conditions of
employment
Total App Fund Employees: 748,797
Total Blue Collar Employees: 139,627
14.97%
44.04%
55.96%
Bargaining Unit
(419,002)
Bargaining Unit
(118,731)
Non-Bargaining Unit
(329,795)
Non-Bargaining Unit
(20,896)
Appropriated Fund Personnel
85.03%
As of 30 Sept 2013
8
Civilian Workforce
Issues
9
Strategic Recruitment
DoD Strategic
Recruitment Plan An enterprise
framework
High Visibility Employment
Initiatives –
• Promote Federal employment of
Hispanics, Veterans, Individuals
with Disabilities, Students and
Recent Graduates
• Promote Diversity & Inclusion in
the workforce
Stakeholders
• Internal: DOD Human Resources, Equal Employment
Opportunity and Diversity communities
• External: Other Federal Agencies, Private Sector and Job
Seekers
Talent Management –
• Recruitment and Retention
• Leadership and Professional
Development
• Workforce Development
• Collaboration - workgroups (Inter- and intra-agency)
• Defense Diversity Workgroup
• DOD Recruiters Consortium
• STEM Diversity
• Hispanic Council on Federal Employment
Veterans
Pipeline
Diversity and Inclusion
Hiring Heroes Career Fairs
• Wounded Service Members
• Transitioning Service Members
• Military Spouses
• Veterans/Disabled Veterans
Pathways Programs
• Student Internships
• Recent Graduates
• Presidential Management Fellows
• DOD Hispanic Hiring Events
• Outreach events in collaboration
with ODMEO and OPM
• Partnerships with MSIs and
Professional Organizations
Analytics
• Applicant Flow Data Pilot– USAJobs/USA Staffing
• In Partnerships with Components, CPP will monitor
results of pilot to collect applicant flow information
• DCPDS/CMIS
• DOD’s enterprise civilian HR system
• Corporate data warehouse system for HR queries and
reports; analyze civilian workforce, evaluate historical
workforce trends, EEO demographics, etc.
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Hiring Reform
 DOD’s current average time to fill a job is 74 days
– Reflects both internal and external hiring via the OPM USAJOBS applicant system
 The Chief Human Capital Officers Council has established a workgroup to review
Hiring Reform progress and develop initiatives to maintain progress
 Current Areas of focus:
– Data Assessment and Quality
• Establish measures of hiring quality
• Leverage manager satisfaction survey data
– Time to Hire
• Establish consistent time-to-hire data across all agencies
– Hiring Reform Strategic Assessment
• Balance the “need for speed” with quality in both the hiring process and candidates
• Rebrand from “Hiring Reform” to “Hiring Excellence”
– Pathways and Special Hiring Authorities
• Increase understanding of and support for Pathways principles and concepts
• Share best practices across the HR community
11
NDAA 10 Personnel Authorities
 “New Beginnings” (Spring 2010 – Fall 2011)
•
•
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Collaborative labor-management (L-M) initiative to develop and carry out the process to
design pre-decisional recommendations for the personnel authorities in NDAA 2010
Three design teams—Performance Management, Hiring Flexibilities, and Civilian Workforce
Incentive Fund—of DoD employees representing labor and management
The teams’ jointly-developed recommendations were advice to the Department
 NDAA 2012 (December 2011)
•
Requires DoD to report plans for design/implementation until full implementation
 DoD Decisions on Pre-decisional Recommendations (Summer – Winter 2013)
•
Vast majority were approved to pursue or study further
 DoD Implementation (Beginning Spring 2013)
 Comprehensive and transparent multi-level performance management system that links
performance expectations with organizational goals, provides for regular on-going feedback, and
allows meaningful distinctions in performance, supported by standardized automated tool
• Workforce incentives and recognition that are more transparent and based on significant
achievements
• Increased emphasis on preparing military and civilian supervisors, and holding them
accountable for leadership behaviors and fulfilling supervisory responsibilities
12
New DoD-wide Performance Management System
 System Status:
•
•
Proposed 3-tier performance appraisal system
Continued engagement of National Consultation Rights (NCR) unions in implementation
of the DoD Performance Management System
 System Features:
•
•
•
•
•
•
Supports an organizational culture of high performance
Links workforce incentives and recognition based on significant achievements with
greater transparency
Links individual performance expectations with organizational goals
Provides for regular on-going feedback
Allows meaningful distinctions in performance, supported by standardized automated
tool
Increased emphasis on leadership behaviors and supervisory responsibilities
13
Labor Relations – EO 13522 Forums and PDI
 Executive Order 13522 – Creating Labor-Management Forums to
Improve Delivery of Government Services signed Dec. 9, 2009
– Requires the establishment of Forums at the level of recognition and
other levels as appropriate
– Allows employees and their union representatives to have predecisional involvement in all workplace matters
– Forum Metrics reports indicate improvements in communication and
reductions in grievance and ULP activity
DoD Bargaining Units
625
775
In a Forum
Not in a Forum
14
Civilian Expeditionary Workforce
 Deployed Civilian Overview
•
•
Since 2001, approximately 55,000 Department civilians have been involved in contingency
operations around the globe
2,600 civilian employees currently serving in the US Central Command theater
 Civilian Expeditionary Workforce (CEW) Program
•
•
•
DoD established the CEW Program to address the high staffing demands for global
contingency operations by opening certain in-theater military billets to civilian personnel
CEW has become the go-to sourcing pool for joint civilian personnel requirements
CEW requirements and deployments have steadily increased since June 2010, from 171
“boots-on-ground” to 550 as of November 2013
 Transforming the CEW
•
•
The goal is to implement policy and operational solutions for a civilian deployment
capability that is responsive to any contingency operation, and in support of all Combatant
Commands
Currently, the CEW Program is completing a transition to an emphasis on civilian
deployment policy and guidance, while DoD Components will provide the operational
response capability
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DOD Strategic Workforce Plan (SWP)
FY 13– 18 DOD SWP
Submitted to Congress in 2013
FY 14 – 19 DOD SWP
Biennial Report to Congress
(delivered in even years)
• Goal: Partially meet 10 USC § 115b requirements
(except competency assessment)
• Incorporate DoD deliverables for Fed-wide HRI
• 22 Functional Communities plus Executive Community
• Cover all major occupations in functional communities
• Covers ~93% of workforce
• Goal: Fully meet 10 USC § 115b requirements including…
• Cover ~93% of workforce
• 22 Functional Communities plus Executive Community
• Competency gap assessment & strategies to reduce gaps
• Competency Tool Deployed
• Competency models, gap assessments, and career
roadmaps completed for all MCOs and some major
occupations
Supporting Projects
Government-Wide
MCOs
Fed-wide SHCM High Risk Initiative
(HRI) , Oct 11 – Mar 13
DoD Workforce Competency
Initiative, FY 12-14
DOD High Risk MCOs
0110 - Economist
0201 - Human
Resources
Management
0511 - Auditing
1102 - Contracting
2210 - Information
Technology
Management
• ID High Risk Skills: Develop
methodology, identify MCOs & high
risk skills
• ID Gaps & Strategies: Develop plan
for strategies to close gaps
• Implement: Deploy strategies and
measure gap closure progress
• Develop competency models for
MCOs and major occupations
• Deploy Defense Competency
Assessment Tool (DCAT)
• Assess competencies and develop
strategies to close gaps
0081 – Fire Protection
and Prevention
0610 – Registered
Nurse
1102 – Contract
Specialist
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Leadership
Responsibilities &
Opportunities
17
Vision
External Awareness
Strategic Thinking
Political Savvy
Lead the
Global Perspective
Institution
National Security Strategy
Technology Management
Financial Management
Creativity and Innovation
Partnering
Lead
Entrepreneurship
National Defense Integration
National Security Environment
Human Capital Management
Leveraging Diversity
Conflict Management
Developing Others
DoD Corporate Perspective
National Security Foundation
Team Building
Accountability
Decisiveness
Influencing/Negotiating
DoD Mission and Culture
Flexibility
Resilience
Continual Learning
Service Motivation
Computer Literacy
Integrity/Honesty
Customer Service
Problem Solving
Technical Credibility
Organizations/
Programs
Lead People
Lead Teams/Projects
Interpersonal Skills
Oral Communication
Written Communication
Mission Orientation
Lead Self18
Leader Development Programs
Eligibility
GS 14-15 or equivalent
Supervisor, degree, high potential
GS 12-14 or equivalent
O-4 (O-3 promotable), high potential
GS 7-11 or equivalent in Acquisition,
Finance, or HR Career Fields
Select individuals in the private sector
Program
Length
2-year cohort program
10 month program (Oct - Jun)
12 month cohort program
Program
Elements
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Program
History
Senior-Level professional military
education (PME)
Defense leadership seminars
focusing on joint, interagency and
multinational environments
Experiential individual development
Exposure to private industry,
academia, thought leaders
Progress reviews by talent
development executives
Structured assessment for
graduation
Program launched 2008 (first cohort in
2009)
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Orientation
Core curriculum
Monthly deployments throughout
DoD operating areas for training with
Service members
Seminars and briefs on defense
issues and international perspectives
Gettysburg staff ride
Individual staff study
Formal outbrief and graduation
Program launched 1985
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Leader development at entry level
Acculturation to DoD
Immersion in leadership
competencies at the Lead Self and
Lead Teams/Projects levels
Receive DCELP and OPM LEAD
Certificates upon completion
Assignment of a mentor
Structured talent management
Pilot commenced 4th Qtr FY2011
https://extranet.apps.cpms.osd.mil/
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Questions?
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