June 1-3, 2016

ASMC National 2016 PDI

Department of Defense Organization

Civilian Workforce Overview

New Beginnings

Force of the Future

Agenda

(2)

Department of Defense

(3)

Secretary of Defense

Deputy Secretary of Defense

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

Department of the Air Force

Secretary of the Air Force

Under

Secretary

and

Assistant

Secretaries

of the

Air Force

Chief of

Staff

Air Force

Department of the Army

Secretary of the Army

Under

Secretary

and

Assistant

Secretaries

of the

Army

Chief of

Staff

Army

Department of the Navy

Secretary of the Navy

Under

Secretary

and

Assistant

Secretaries

of the

Navy

Chief of

Naval

Operations

Commandant

of the

Marine

Corps

Inspector General

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

ArmyMajor

Commands& Agencies

NavyMajor

Commands& Agencies

Marine CorpsMajor

Commands& Agencies

Air ForceMajor

Commands& Agencies

Defense Agencies

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

Under Secretary of Defense

(4)

Assistant Secretary of Defense (ASD)

Health Affairs (HA)

PDASD(HA)

ASD(Reserve Affairs)(RA)

PDASD(RA)

OUSD(P&R)PDUSD(P&R)

ASD (Manpower & Reserve Affairs)

(M&RA) PDASD(M&RA)

DoD Education Activity

OSD Staff Element

DoD Field Activity

Defense Agency

Defense Commissary Agency

Deputy Assistant Secretary of Defense

(DASD)Readiness

Deputy Assistant Secretary of Defense

(DASD)Military Personnel Policy

Deputy Assistant Secretary of Defense

(DASD)Civilian Personnel

Policy

Deputy Assistant Secretary of Defense

(DASD)Military Community &

Family Policy

Chief of Staff

DoD Human Resources

Activity

Financial and Resource Mgmt

Director, Diversity Management & Equal

Opportunity

Director, Total Force Planning &

Requirements

Civilian Personnel Policy

Appropriated Fund**

742,500

(80.95%)

NAF*123,600

(13.48%) Foreign National*

51,100 (5.57)

Taking care of our people is one of the most important missions we have in the Department of Defense.

Over 900,000 civilian employees devoted to maintaining our national security.

(5)

As of January 31, 2016

Civilian Workforce Overview

80.95%

13.48%

5.57%

Total Civilian Employees: 917,200

App Fund (742,500)

NAF (123,600)

Foreign Nat. (51,100)

(6)

App Fund Employees By Component

Army 256,000

Navy 203,600

Air Force 171,700

DoD Agencies 111,200

App Fund: 48% Prior Military Service *20% Retirees28% 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

As of January 31, 2016*Excludes National Guard Employees

(7)

Education

College/Occ.Program orHigher

No CollegeDegree

Disability

DisabilityReported

No DisabilityReported

Gender

Female

Male

GS 1-4

GS 5-8

GS 9-12

GS 13-15

Blue Collar

GS & Equiv

Senior Leaders

Labs & Demos

0.22% Workforce Categories and Grade Distribution

Workforce Categories Grade Distribution Appropriated Fund Personnel

Civilian Workforce OverviewAs of January 31, 2016

67%

33%

88%63%

37%

66%

19%10%

12%

51%

22%23%

4%

Utilization of DoD Civilians

(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

Civilian employees perform critical and inherently governmental duties across the spectrum of DoD activities

Functional Communities

6.81%4.16%

4.34%

10.41%

0.70%

6.68%

5.48%

0.10%

3.03%

6.68%

0.97%

2.12%

0.83%

19.79%

6.13%

1.90%

9.42%

0.69%

1.81%

1.94%

1.33%

4.67%

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)As of January 31, 2016

(9)

Performance Management Program Highlights

Organizational goals link to employee performance

Performance reviews with continual feedback

Continuous recognition and rewards

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 13522 (December 2009)

‒ Allows employees and their union representatives to have pre-decisional involvement (PDI) in all workplace matters to the fullest extent practicable

(10)

Background

“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)

Background, continued

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 “365th 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)

Design Teams’ Recommendations Overview

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)

Hiring and Workforce Incentive 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 non-monetary

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)

Performance Management Program Highlights

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)

Way Ahead

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”

Force of the Future

(16)

“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

Force of the Future

(17)

Questions?

(18)