Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) APEX 29 Executive Roundtable Executive Development September 2009

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 2 The purpose of this “Executive Development” Roundtable Discussion is to...  Stimulate Thinking – to stimulate your thinking about DoD’s civilian human capital strategic planning efforts including the role of Executive development in human capital planning.  Examine Guiding Documents and Existing Data – to examine documents, data, and survey responses that can be used to assess and set the direction for DoD’s approach to Executive development  Solicit Suggestions – solicit your suggestions for consideration by DoD leaders responsible for establishing the direction of Executive development in DoD, including, the idea of a core executive development continuum for 2010 and beyond

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 3  The Civilian Human Capital Strategic Plan – which establishes the following four goals to create a civilian workforce that is decisive, agile, and integrated with the Total Force, and capable of supporting the warfighter in carrying out DoD’s mission: Goal 1 World Class Enterprise Leaders Goal 2 Mission Ready Workforce Goal 3 Results-Oriented Performance Culture Goal 4 Enterprise HR support Overview – the framework for DoD Civilian Human Capital Strategic Planning and Development is shaped by...

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 4  DoD Executives have a responsibility for development in a 21 st Century environment to … Prepare themselves to become “World Class Enterprise Leaders” as described in Goal 1 of the DoD Civilian Human Capital Strategic Plan Create a mission-ready workforce and result-oriented performance culture as described in Goal 3 of the DoD Civilian Human Capital Strategic Plan  The findings of the 2008 Federal Human Capital Survey indicated that DoD has some work to do to prepare SES members to become the “best in class” leaders in a 21 st Century environment DoD civilian human capital “development” activities must take into account the following considerations

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 5  The law creating the SES required OPM to “establish programs, or requires agencies to establish programs, for the (1) systematic development of candidates for SES positions and (2) continuing development of SES members. If OPM chooses to delegate the responsibility for establishing executive training and development programs to agencies, the law requires it to (1) establish criteria for agencies’ programs (2) assist agencies in their implementation, and (3) oversee and enforce adherence to its prescribe criteria.” Other factors affecting DoD Executive Development

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 6  To comply with DoDD (The Career Lifecycle Management of the Senior Executive Service Leaders Within the Department of Defense) DoD must review and provide recommendations to the Deputy Secretary of Defense with regard to civilian human capital development. Historically, surveys indicate that DoD SES participation in Executive Development activities is lower than other government agencies  DoD is evaluating options for establishing a core executive development continuum for 2010 and beyond  Key considerations include: Balancing time commitments between development opportunities and mission requirements Funding Maximizing effectiveness Measuring results/return on investment Other factors affecting DoD civilian human capital strategic planning include …

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 7 OPM surveys of SES members indicate the following

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 8 These surveys also indicate how DoD compares with best practices in other government agencies

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 9 Other factors to consider include …  Data related to developmental activities is not effectively documented across DoD  DoD SES development activities are increasing across the Department based on participation and expenditures  Survey responses confirm commonly held perceptions that once an individual becomes an SES member, further development may be neglected  In a study conducted with private sector Executives (by Development Dimensions International), over 50% indicated satisfaction with development opportunities

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 10  What is the most effective means of improving DoD SES development (e.g., more educational offerings, executive coaching, and/or career broadening assignments)? Consider time commitment each SES should devote to development Do we need to incentivize SES to undertake development? How? What is the right mix of different types of development for Executives? Should DoD move to more “joint” development opportunities that include participants from across the DoD vs. a component-by-component approach? If so, how should such offerings be funded? Criteria for attendance?  Should there be a common DoD Executive Development Continuum? Should it be structured based on Tiers? Should there be required courses? If so, what criteria? What should be the difference in development for Tier 1 vs. Tier 3? With regard to the questions below, what suggestions do you have for DoD leaders responsible for civilian executive development?

Excellence in Executive Leadership UNCLASSIFIED – For Official Use Only (FOUO) 11  Should funding for SES development be budgeted and managed from a central organization or from within each of the components?  Can and should DoD measure return on investment for Executive development? If so, how? How would you suggest that civilian executive development programs be funded and assessed?