ASMC National 2016 PDI. June 1-3, 2016

Transcription

1 ASMC National 2016 PDI June 1-3, 2016

2 Agenda Department of Defense Organization Civilian Workforce Overview New Beginnings Force of the Future (2)

3 Department of Defense Secretary of Defense Deputy Secretary of Defense Department of the Army Secretary of the Army Under Secretary and Assistant Secretaries of the Army Chief of Staff Army Under Secretary and Assistant Secretaries of the Navy Department of the Navy Secretary of the Navy Chief of Naval Operations Commandant of the Marine Corps Department of the Air Force Secretary of the Air Force Under Secretary and Assistant Secretaries of the Air Force Chief of Staff Air Force Office of the Secretary of Defense Under Secretaries Asst. Secretaries of Defense and Equivalents Joint Chiefs of Staff Chairman JCS The Joint Staff Vice Chairman, JCS Chief of Staff, Army Chief of Naval Ops Chief of Staff, USAF Commandant, USMC Army Major Commands & Agencies Navy Major Commands & Agencies Marine Corps Major Commands & Agencies Air Force Major Commands & Agencies Inspector General Defense Agencies DoD Field Activities American Forces Information Service Defense POW/MIA Office Defense Technology Security Administration DoD Counterintelligence Field Office DoD Education Activity DoD Human Resources Activity DoD Test Resource Management Center Office of Economic Adjustment TRICARE Management Activity Washington Headquarters Services Defense Advanced Research Projects Agency Defense Commissary Agency Defense Contract Audit Agency Defense Contract Management Agency Defense Finance and Accounting Services Defense Information Systems Agency Defense Intelligence Agency Defense Legal Services Agency Defense Security Cooperation Agency Defense Security Service Defense Threat Reduction Agency Missile Defense Agency National Geospatial-Intelligence Agency National Security Agency/Central Security Service Pentagon Force Protection Agency Combatant Commands Central Command European Command Africa Command Northern Command Pacific Command Southern Command Special Operations Command Strategic Command Transportation Command (3)

4 Under Secretary of Defense OSD Staff Element DoD Field Activity Defense Agency OUSD(P&R) PDUSD(P&R) Chief of Staff Financial and Resource Mgmt Assistant Secretary of Defense (ASD) Health Affairs (HA) PDASD(HA) ASD(Reserve Affairs) (RA) PDASD(RA) Deputy Assistant Secretary of Defense (DASD) Military Personnel Policy Director, Diversity Management & Equal Opportunity ASD (Manpower & Reserve Affairs) (M&RA) PDASD(M&RA) Deputy Assistant Secretary of Defense (DASD) Readiness Deputy Assistant Secretary of Defense (DASD) Civilian Personnel Policy Director, Total Force Planning & Requirements DoD Education Activity Deputy Assistant Secretary of Defense (DASD) Military Community & Family Policy Defense Commissary Agency DoD Human Resources Activity (4)

5 Civilian Personnel Policy Taking care of our people is one of the most important missions we have in the Department of Defense. NAF* 123,600 (13.48%) Foreign National* 51,100 (5.57) Over 900,000 civilian employees devoted to maintaining our national security. Appropriated Fund** 742,500 (80.95%) As of January 31, 2016 (5)

6 Civilian Workforce Overview Total Civilian Employees: 917, % 13.48% App Fund (742,500) NAF (123,600) App Fund Employees By Component Army 256,000 Navy 203,600 Air Force 171,700 DoD Agencies 111,200 Foreign Nat. (51,100) 80.95% App Fund: 48% Prior Military Service * 20% Retirees 28% Other Veterans 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 January 31, 2016 (6)

7 Education Civilian Workforce Overview As of January 31, 2016 Disability Gender 37% College/Occ. Program or Higher 12% Disability Reported 33% Female 63% No College Degree 88% No Disability Reported 67% Male 0.22% Workforce Categories and Grade Distribution 10% 66% 19% Blue Collar GS & Equiv Senior Leaders Labs & Demos 23% 51% 4% 22% GS 1-4 GS 5-8 GS 9-12 GS Workforce Categories Appropriated Fund Personnel Grade Distribution (7)

8 Civilians are used in positions which do not: Require military incumbents due to reasons of law, training, security, discipline, rotation, or combat readiness Require military background for successful performance Entail unusual hours not normally associated or compatible with civilian employment As of January 31, 2016 Utilization of DoD Civilians Civilian employees perform critical and inherently governmental duties across the spectrum of DoD activities 1.90% 0.69% 6.13% 1.81% 9.42% 1.33% 1.94% 19.79% 4.67% 0.83% 2.12% Functional Communities 6.81% 0.97% 6.68% 4.16% 4.34% 10.41% 5.48% 6.68% 0.10% 3.03% 0.70% Acquisition (50,596) Administrative Support (30,921) Education (32,215) Engineering - Nonconstruction (77,309) Environmental Management (5,170) Facility Engineering and Management (49,562) Financial Management (40,702) Foreign Affairs (770) Human Resources (22,472) Information Technology (49,621) Intelligence (7,224) Law Enforcement (15,713) Legal (6,159) Logistics (146,945) Medical (45,502) Military Community & Family Support (14,096) Miscellaneous OCC SRS Holding Acct (69,970) Public Affairs (5,143) Safety & Public Safety (13,404) Science & Technology (14,419) Security (9,873) Other (34,678) (8)

9 Performance Management Program Highlights Performance reviews with continual feedback Organizational goals link to employee performance Continuous recognition and rewards (9)

10 Background National Defense Authorization Act 2010 (October 2009) Mandated a fair, credible, transparent performance management system and redesigned procedures for appointments to positions in the competitive service Authorized the Secretary of Defense, at his discretion, to establish a Civilian Workforce Incentive Fund Required DoD ensure a means for involving employees in the design and implementation of the authorities through their designated representatives Executive Order (December 2009) Allows employees and their union representatives to have pre-decisional involvement (PDI) in all workplace matters to the fullest extent practicable (10)

11 Background, continued New Beginnings (Spring 2010 Fall 2011) Collaborative labor-management initiative to develop and carry out the process to design recommendations for the new authorities Three joint labor-management design teams Performance Management, Hiring Flexibilities, and Civilian Workforce Incentive Fund of DoD employees met from February 2011 September 2011 The teams jointly developed recommendations were advice to the Department Decisions on the Design Teams Recommendations All recommendations were vetted with the Office of Personnel Management (OPM) and the DoD Components The Department made decisions on all recommendations in December 2012; the vast majority were endorsed DoD s 10 National Unions briefed on status of the recommendations and the Department s decisions in December 2012 and January 2013 (11)

12 Design Teams Recommendations Overview DoD must focus on cultural and attitudinal changes regarding performance management, vice the structural features of the system It s about clear guidance and continuous feedback; not about the 365 th day Supervisors perform a critical role in hiring and performance management Emphasis on supervisor selection, training, development, and preparation is key Hiring reform initiatives to date are yielding positive results Enhancements to hiring processes are needed to better meet needs of applicants and employees The need for additional financial incentives is negligible Current incentives support positive recruiting, retention, and performance; but some additional incentives may be warranted (12)

13 Hiring and Workforce Incentive Highlights Adopt the Office of Personnel Management s (OPM) Pathways Program Delegate Direct-hire Authority to the Secretary of Defense Study the impact of a Veteran-centric workforce Continue migration to OPM s USA Staffing assessment process Pursue enhancements to USA Jobs and USA Staffing Improve military and civilian hiring manager training initiatives Pursue the development of guidance, training and certification for the Human Resources functional community Do not establish a Civilian Workforce Incentive Fund Improve supervisory training on HR tools (e.g., pay flexibilities, recognition, hiring) (13)

14 Performance Management Program Highlights Focus on fostering cultural, attitudinal changes in performance management Emphasize strategic link between organizational goals/employee performance Develop and implement an automated appraisal tool to facilitate performance planning, communications, and the rating cycle process Develop a DoD-wide standard rating cycle of April 1 through March 31 and a standard minimum rating period of 90 days Require a minimum of three documented performance reviews, with emphasis on continual feedback Encourage continuous recognition and rewards, both monetary and nonmonetary Utilize a 3-level rating pattern that includes: Clearly developed objectives linked to organizational goals Descriptive narrative assessments that show distinctions in performance Documented performance that informs other personnel decisions (14)

15 Way Ahead Phased implementation of the new Defense Performance Management and Appraisal Program began in April 2016 Continue to develop and implement the NDAA initiatives while emphasizing pre-decisional involvement and training Communicate implementation progress and timelines and integrate initiatives into sustainment procedures Continue to meet Congressional reporting requirements Submit to Congress semi-annual progress reports until system is fully implemented in accordance with Section 9902(h) of title 5, United States Code. Conduct appropriately designed and statistically valid internal assessment or employee surveys to assess employee perceptions Submit to Congress and the Comptroller General a report describing the results of the assessments or surveys in accordance with Section 9902(h) of title 5, United States Code (15)

16 Force of the Future Secretary of Defense s goal to build the Force of the Future so the Department can maintain our competitive edge in recruiting top talent From April August 2015 the Acting USD (P&R) conducted a comprehensive review of the Department s civilian and military personnel systems The review produced 29 reforms proposals The SecDef directed the Deputy Secretary of Defense and Vice Chairman of the Joint Chiefs of Staff to oversee a principal level working group to evaluate all the reform initiatives The Working Group recommended initiatives for approval On November 18, 2015, SecDef announced his approval of more than a dozen initiatives in Tranche 1 On January 28, 2016 SecDef announced his approval of eight more initiatives in Tranche 2 (16)

17 Force of the Future Tranche 1 initiatives impacting civilians Improve and Enhance College Internship Programs Designate Chief Recruiting Officer Center for Talent Development Civilian Human Capital Innovation Laboratory There were no Tranche 2 initiatives impacting civilians (17)

18 Questions? (18)