Deputy Under Secretary of Defense Civilian Personnel Policy DoD SES APEX Program Patricia S. Bradshaw Deputy Under Secretary of Defense Civilian Personnel Policy September 12, 2006

Organizational Structures and Relationships CPP and CPMS Mission Overview Organizational Structures and Relationships CPP and CPMS Mission Civilian Human Capital Strategic Plan Questions

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 Assistant Secretary of Defense (Health Affairs) Dr. William Winkenwerder, Jr. Assistant Secretary of Defense (Reserve Affairs) Thomas F. Hall Deputy Under Secretary of Defense (Program Integration) Jeannie Fites Deputy Under Secretary of Defense (Readiness) Dr. Paul W. Bayberry Deputy Under Secretary of Defense (Civilian Personnel Policy) Patricia S. Bradshaw Deputy Under Secretary of Defense (Plans) Gail H. McGinn Acting Deputy Under Secretary of Defense (Military Policy) Bill Carr Deputy Under Secretary of Defense (Military Community & Family Support) Leslye Arsht Principal Director Office of Diversity Management and Equal Opportunity Clearance A. Johnson

Deputy Under Secretary of Defense (Civilian Personnel Policy)

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

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 Deputy Director Advisory Services Deputy Director HR Automated Systems Field Advisory Services Division Civilian Assistance & Re-Employment Division Injury/Unemployment Compensation Division Wage & Salary Division Nonappropriated Fund Policy Office Office of Complaints and Investigations Labor and Employee Relations Recruitment Assistance Division

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

DoD Strategic Plan 2006 Quadrennial Defense Review 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

Quadrennial Defense Review QDR Roadmaps Authorities Building Partner Capacity Institutional Reform & Governance Intelligence, Surveillance, and Reconnaissance Irregular Warfare Joint Command & Control Strategic Communications Track, Tag, and Locate Sustaining a capable, agile, and decisive civilian workforce

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. Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan 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 Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan Goal 1: World Class Enterprise Leaders 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 Sustaining a capable, agile, and decisive civilian workforce

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)

Civilian Human Capital Strategic Plan Leadership Development APEX Sustaining a capable, agile, and decisive civilian workforce

Executive Leadership Development Program Civilian Human Capital Strategic Plan 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) Civilian Human Capital Strategic Plan 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

APEX Orientation Program Objectives Civilian Human Capital Strategic Plan 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 Plan Aspiring Leader Development Framework Recommendations Interim 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 Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan Aspiring Leader Development Framework – Action Plan 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

DoD Aspiring Leader Development Model 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) (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 Civilian Human Capital Strategic Plan Goal 2: Mission Ready Workforce The Department of Defense has a highly capable workforce characterized by: Agility Flexibility Diversity Seamless integration Sustaining a capable, agile, and decisive civilian workforce

Recruiting a Diverse Civilian Workforce Civilian Human Capital Strategic Plan 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 Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan Marketing and Branding 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 Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan Diversity Initiatives 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 Sustaining a capable, agile, and decisive civilian workforce

Goal 3: Results-Oriented Performance Culture Civilian Human Capital Strategic Plan Goal 3: Results-Oriented Performance Culture The Department of Defense has a… Mission-Focused Results-Oriented High-Performing Culture Sustaining a capable, agile, and decisive civilian workforce

NSPS Pay for Performance Civilian Human Capital Strategic Plan 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. Sustaining a capable, agile, and decisive civilian workforce

SES Pay for Performance Civilian Human Capital Strategic Plan 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 Sustaining a capable, agile, and decisive civilian workforce

Goal 4: Enterprise Human Resources Support Civilian Human Capital Strategic Plan Goal 4: Enterprise Human Resources Support Competency-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. Sustaining a capable, agile, and decisive civilian workforce

Civilian Human Capital Strategic Plan 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. Sustaining a capable, agile, and decisive civilian workforce

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