1. 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

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

3. 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

4. Deputy Under Secretary of Defense (Civilian Personnel Policy)

5. 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

6. 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:

7. 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

8. 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.* *

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

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

16. 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:

17. 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:

18. 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.

19. 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

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

21. 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

22. 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)

23. 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

24. 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

25. 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

26. 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:
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

27. 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

28. 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

29. 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

30. 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

31. 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

32. Questions