1. Logistics Community Competency Initiative Update November 20, 2006 Mark Tregar, CNAC Judith Bayliss, DAU “The Total Force must continue to adapt to different operating environments, develop new skills and rebalance its capabilities and people if it is to remain prepared for the new challenges of an uncertain future.” QDR Report Feb 2006

2. Project Background: DoD Acquisition Mission Challenges and Stakeholder Interest Drive Need for Improved Competency Management President’s Management Agenda – Human Capital, Leverage Technology Congressional Concern – Acquisition Outcomes, Human Capital Human Capital Planning for DoD AT&L Workforce identified as High Risk by GAO OPM Human Capital Assessment and Accountability Framework QDR and DoD Human Capital Plan AT&L Human Capital Strategic Plan Improved Competency management is key outcome HCSP Goal 1 mandates current, standardized functional competencies Key enabler for CORE Plus Certification Framework Why Develop Competencies Now?

3. What Is the End State Goal? HR-XMLHR-XML HR-XML HR-XML HR-XML HR-XML Competency Management System Competency Management System Human Resources System Performance Management System Training & Learning System Operate from a standard, integrated human capital architecture that implements competencies as the central data set informing, human resources processes, performance management within business processes, workforce development, and institutional educational programs Provide a common vocabulary to integrate all DoD agencies’ human capital programs Part of integrated strategic human capital management plan

4. Competencies Impact Readiness Readiness Impacts Operational Mission Success Defining the LCL Role: Building competencies based on what field Life Cycle Logisticians do to accomplish the mission Planning for the Future: Providing the information that management needs to identify what are the future requirements Aligning Competencies to Courses: Linking the learning assets at DAU to what is needed and used to successfully perform the job Measuring Progress: Standard and validated criteria by which we evaluate what impact our programs have on people and performance Life Cycle Logistics Workforce Application

5. CNA Methodology 1.Assemble Expert Panel for career fields to gather input from senior leaders 2.A) Conduct online or facilitated focus groups to identify and match competencies (key behaviors, KSAOs, and outputs) to essential job functions (SURVEY 1) B) Develop key situations through online structured interviews to identify specific job-related behaviors of superior performers (SURVEY 2) 3.Workforce Generalization Survey of job incumbents and to evaluate: Importance/Criticality Observed frequency of competency-related behaviors Level First Needed (Career Level)

6. Status Check Need to Increase

7. Preliminary Data Examination Unit of Competence Systems Engineering and Design (Product Support Development and Design) Product Support / Sustainment Business Management Maintaining and Managing Customer Relationships Configuration Management Business Case Analysis Logistic Support Elements (w/in Product Support / Sustainment) Please note, these are preliminary results and will be analyzed with all other data collected including information related to tasks, tools, and Knowledge, needed to accomplish work in each competency area. Top Competency Sorts:

8. Backup Slides Follow

9. Situation/Task What was the situation or context? What were you doing? What task were you working on? ActionReasoning What was the reasoning/ rationale that led to the action? Results What was the result/ outcome of the key situation? What did you do? What were the steps you took to get to that effective outcome?  Key Situations: a method of data collection from subject matter experts regarding “what it takes” to perform effectively on your job.  Using the STARR Method of Description Key Situation Interviews: Survey 2

10. Effective Situation: Survey 2 1. Use the STARR Method – > STARR: Situation/Task-Action- Reasoning-Result 2. Pick the Unit of Competence to which this situation relates 3. Distinguishing Value Rating = How much does performance of this competency distinguish effective from ineffective results in this instance? ( 1-Not Valuable; 2-Somewhat Valuable; 3-Valuable; 4-Very Valuable; 5-Extremely Valuable; 6-NA) Then, rate the situation First, tell us about a situation that resulted in a particularly effective outcome.

11. Why Is Competency Management Important? Provides the competency-based, tactical business process for implementing a human capital strategic plan Using a competency-based approach, all organizations can build from the same “legos,” the key behaviors that describe and measure performance on the job –Curricula grounded in the competencies –Workforce measured on same competencies through performance management system –Recruiting/employee development uses them to shape the workforce –Competencies are living data informing organizational processes

12. Competency Definition “ …. an observable, measurable pattern of skills, knowledge, abilities, behaviors & other characteristics that an individual needs to perform work roles or occupational functions successfully.” (OPM definition) Demonstrated by Behaviors (Required Performance and a Success Criterion) Knowledge Skills & Abilities Individual Characteristics COMPETENCY Superior Performance Results in