Developing 21 st Century Senior Executive Service Leaders – A Department of Defense...

Developing 21st Century Senior Executive Service Leaders – A

Department of Defense Transformational Priority

Marilee Fitzgerald

Principal Director

(Civilian Personnel Policy)

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Today’s DiscussionToday’s Discussion

• 21st Century SES Initiative• National Security Professional • DoD Civilian Expeditionary Workforce

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The Imperative for Change - EnvironmentThe Imperative for Change - Environment

September 11, 2001

Global War on Terror

Multiple, Asymmetric

Threats

Humanitarian Necessities

Global and Domestic

Disasters

Global Partnership

Public Accountability

Uncertainty and Surprise

Wartime Sense of Urgency

Multiple Complex Challenges

Tailored Solutions

Rapid Adaptive Planning

Integrated Approaches

Enterprise-Wide Perspective

Building Partnerships

Shaping Choices

IndicatorsIndicators EffectsEffects

It begins with the Leadership

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The Imperative for Change - DemographicsThe Imperative for Change - Demographics

Many Retirement EligibleDoD - More than 30% todayFederal - More than 40% by 2010 DoD - Nearly 60% by 2010Most retire within 4-6 years of eligibilityMany SES starting second career

Lack of Diversity 20% are women; 8% are minorityMinority population increasesPipeline relatively representedMulti-lingual/multi-culturalPerspectives and experiences

Retirement WaveGaps in leadershipGaps in knowledge and talentPotential for shorter careersYounger, portable workforce with different expectations

Lack of DiversityLeadership does not reflect America – the nation we serveSolutions limited by perspectiveChallenges coalition/interagency interactions

IndicatorsIndicators Effects

Developing 21st Century Senior Executive Service LeadersDeveloping 21st Century Senior Executive Service Leaders

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Imperatives for ChangeExpectations of DoD 21st Century Leaders

Imperatives for ChangeExpectations of DoD 21st Century Leaders

Adaptive and proven leadership for

transformational times; creativity and

innovation

Varied experiences to understand interplay of

operations and policy; diversity in person and

skills

Enterprise-spanning perspectives that aligns

local organizations to the DoD mission

Understanding and leadership in a multi-

service, interagency, multi-national, and

global environment-The Joint Environment

Speed, agility, and precision of action for

effective warfighting capabilities

Asymmetric threats

Expanded mission

requirements

Increased reliance on

national security

partners

New definition of “joint”

Unpredictable

challenges

New TimesNew Times New SkillsNew Skills


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Response to New EnvironmentResponse to New Environment

Deputy Secretary of Defense sponsored the DoD Initiative to “Develop 21st Century Leaders”

The purpose of the Initiative is to:Improve the deliberate development and management of the career lifecycle of all senior executives, including the leadership talent pipeline

Base on 21st Century Competencies

Identify gaps – close gaps

Ensure the development of succession plans for leaders

Ensure enterprise-wide perspectives and knowledge of joint matters across the leadership spectrum


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Appreciate, value individual needs, engage, and respect our SES

Value talent, workforce diversity, performance, leadership, and commitment to public service

Fully integrate SES leaders as a “Total Force” partner in the execution of DoD’s mission

Manage and develop leaders across the Department with a flexible, executable, transparent, and credible framework

Recognize Component mission requirements in managing executive talent across DoD

Transition the management of SES leadership careers from an ad hoc to a deliberate corporate process

Encourage, recognize, and reward SES who are the best corporate citizens and role models

Value a portfolio of experiences that builds perspective and expertise to exert influence and make decisions crossing disciplines and diverse environments

Ensure deliberate and early development of a leadership pipeline that meets OPM and DoD executive core competencies

The Way ForwardThe Way Forward

Created Guiding PrinciplesCreated Guiding Principles


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Where Are We Today?Where Are We Today?

Issued a DoD Policy that declares a deliberate enterprise-wide approach to lifecycle management of the SES in October 2007– Install central management offices– Create Defense Executive Advisory Board to manage lifecycle for top

tier positions– Conduct annual talent management/succession planning reviews

Implemented a three tier structure for compensation and development of executivesValidated new competencies

Selecting a talent management tool for succession planning


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In Summary – Expected Outcomes In Summary – Expected Outcomes

The DoD Policy Will:

Create an executive management framework to manage the career lifecycle*

Develop succession plans aligned with DoD and Component mission requirements considering competencies and skill gaps

Provide a roadmap for development that includes a portfolio of experiences aligned with mission requirements

Create institutional support structure (incentives, HR flexibilities)

Determine and sustain a talented pipeline

Determine positions have significant enterprise-wide scope

All SES Leaders will be:

A vital part of the DoD integrated executive leadership team

Drawn from the best of America’s diverse population - balance of internal and external sources

Have a portfolio of diverse experiences to broaden and shape perspectives– Enterprise-wide perspectives and competency in “joint matters”– Cross-functional

Deliberately managed within the lifecycle

* Recruitment, assignment, selection, development, utilization, performance, sustainment, and separation


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NSPD BackgroundNSPD Background

Why are we here? – QDR– 9/11 Lessons Learned– Katrina Lessons Learned– Beyond Goldwater-Nichols ( study and research conducted

by Center for Strategic and International Studies -CSIS) DOD’s early involvement in NSPD:– DoD’s role in the early formation of the NSPD initiative– NSEC – National Security Education Consortium (now

known as NSETC)– DoD concept of “National Security Officer” became

“National Security Professional”Role in drafting the Executive Order

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NSPD EstablishmentNSPD Establishment

Executive Order 13434 – National Security Professional Development (17 May 2007)National Strategy for the Development of Security Professionals (July 2007)National Strategy Implementation Plan (est. September 2008)

EO 13434 – Section 1

“In order to enhance the national security of the United States…it is the policy of the United States to promote the education, training, and experience of current and future professionals in national security positions…”

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“Help ensure current and future professionals in national security positions possess the knowledge, skills, abilities, attitudes, and experiences they need to work with their counterparts to plan and execute coordinated, effective interagency national security operations.”

Issued by NSPD Interagency Executive Steering Committee, May, 2008

National Security Professional Development Vision

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“Federal national security professionals are those personnel in positions responsible for developing strategies, creating plans to implement, and executing common missions in direct support of U.S. national security objectives.”

(Homeland Security Council, 2/19/08)

Criteria:Positions for inclusion would be those individuals that;

– May be called upon in US Government operations or crises – Have significant interaction with other departments, agencies or government

entities– Have a role in executing aspects of the National Security Strategy of the

United States of America (2006), National Strategy for Homeland Security (2007), National Defense Strategy, National Strategy for Combating WMD, Department of State Strategic Plan, National Implementation Plan for the War on Terrorism, National Infrastructure Protection Plan, and the National Response Framework

– Have a role in the execution of elements of the National Response Plan, habitually have interaction with counterparts and colleagues in other departments and agencies and whose duties fall under national security category. If in doubt about a position, include it.

– With minor exceptions, this identification may exclude organizational support positions (those whose occupants have responsibilities solely for budgetary and financial matters, human resources, or are administrative in nature).

NSP Definition

This definition supports DoD’s phased approach to scoping NSP positions and rolling out implementation steps.

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NSPD is a journey – a program in the making.

Short Term offerings on pilot basis thru December 2008:OrientationTraining- FEMA and National Security on-line courses“Lessons Learned” interagency sessions and exercises

What does NSP designation mean today?

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NSPD is a journey – a program in the making.

Long Term program – ensure NSP’s have certain capabilities that will make interagency planning and cooperation institutionalized, vice improvised. Long Term program elements may include:Training– Core training to support NSPD capabilities (next slide)– Customized training to support specific interagency mission of the Department

Education– Educational programs in various agency, interagency and private educational

institutional settings– Education programs will deepen NSPD capabilities as well as compliment DoD

leadership competencies (slides 10 and 11)Professional Experience– Rotations and exercise participation

Those with NSP training, education and rotational assignments will be more competitive when applying for NSP designated positions.

What does NSP designation mean in the future?

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Strategic ThinkingCritical and Creative ThinkingLeading and Working with Interagency TeamsCollaboratingPlanning, Managing and Conducting Interagency OperationsMaintaining Global and Cultural AcuityMediating and NegotiatingCommunicating

NSPD Shared Capabilities

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To date within DoD:367 SES positions designated as NSPOf those, 37 SES NSP positions further defined as having NRF responsibilitiesAdditional welcome sessions, on-line training, and other sessions in the worksNext phase: scoping of GS 13 – 15 (and equivalent)

NSPD State of Play - Civilian

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Role of the DoD Implementation Office is evolving. It is anticipated that the Office will:

Co-develop and oversee (with J7) DoD’s NSPD Implementation PlanTrack civilian NSPs and their training, education, and professional experience activitiesFacilitate rotational assignments across the interagencyProvide advice to the interagency Integration OfficeArrange for DoD experts to serve as expert advisors on interagency NSPD working groupsRepresent the interests of DoD and its leadership in NSPD matters related to civilians

DoD NSPD Implementation

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What Do We Mean by “Civilian Expeditionary Workforce” Capability?

– A ready, trained, and cleared workforce for rapid response and quick assimilation into new environments to support:

Humanitarian missions, disaster relief, restoring order in civil disordersSecurity, Stability, Transition, and Reconstruction operationsContingencies, emergencies, and combat operation missions of DoD

or remain in place and respond with the same swiftness to such events

Building a Civilian Expeditionary Workforce

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Civilian Expeditionary Workforce Framework (Structure)

Current State

EE – Emergency EssentialNCE –Non-Combat EssentialCBV – Capability Based Volunteers

Proposed All Employees

Expeditionary Corps

Reserve Team(Former DoD Civil

Service and Retirees)

EE

NCE

CBV

Civilian Workforce

E-E

Current DoDD 1404.10

Ad-Hoc

Objectives:• Creates a larger universe of pre-identified, ready, trained and cleared civilians• Creates awareness of civilian readiness for Components and individuals• Assigns Functional Community Managers responsibility for managing readiness

Language Corps

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Civilian Expeditionary Workforce Model

Features:

Designated subset of employees to respond within 72 hours to 30 days of notification

– EE - Emergency Essential - a position-based designation to support combat operations or combat-essential systems in a combat zone (10 U.S.C. 1580). Deployability required as condition of employment

– NCE - Non Combat Essential - a position-based designation to support non combat missions. Deployability required as condition of employment

– CBV - Capability Based Employee Volunteers – a

personnel-based designation to support voluntary identification of capabilities outside scope of an employee’s position for EE and NCE requirements

– Inventory of former or retired DoD Employees prepared to support backfill or deployed requirements

All Employees

Expeditionary Corps

Reserve Team(Former DoD Civil

Service and Retirees)

EE

NCE

CBV

Language Corps

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Civilian Expeditionary Workforce Model

Expeditionary Readiness Index– Determines state of readiness (% of employees prepared) – Deployment cycles established for rotational predictability (similar

to Air Expeditionary Force (AEF) strategy)– Establishes indicators and dashboard to track and report readiness:

• Annual Medical/dental/physical• Training

– 4-week Orientation upon designation – 14 Day annual refresher training– Just In Time Training

• Valid security clearance, Official passport, CAC Card, Geneva Convention Card

• Family Plans, Competencies

Deployment Index– Determines functional community deployment strength (% of

positions and employees) – Positions designated and capabilities identified based upon recent

history and mission requirements– Requirements validated by CoCOMs and Components

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Expeditionary Workforce Key Policy Proposals – Position Based

Expeditionary Workforce “Membership”– 5 year renewable term– Individual deployments generally not to exceed 1 year– Meet readiness index requirements

Expeditionary Workforce Agreement – Terms

– Serve when called– Meet and maintain readiness requirements– Complete the 5 year renewable term

– Vacant Position Requirements • Statement in PDs and Job Announcements• Signature of Agreement

– Position Designated After Encumbered • 45 Day Notice to Employee • May be directed to perform the duties• May be reassigned to another position

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Expeditionary Workforce Key Policy Proposals – Position Based

Unable or Unwilling to Serve – May be reassigned if practicable, consistent with mission, AND

supervisory approval – May be removed

EEO Considerations– Requirement to comply with Rehabilitation Act of 1973 for

reasonable accommodation in cases of disabilities

Single Job Opportunity Website

Employee Right to return to position of record – Experience valued – Considered career enhancing

Supervisory requirement to release employees unless negative impact on mission– Backfills as possible – Maintain contact with employee and family

Employee Medical Care– Same scope of care as is provided to military members while

deployed (current policy)

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Expeditionary Workforce Key Policy Proposals – Capability Based

Capability Based Employee Volunteers and Retired Corps

– Self report based upon identified critical capabilities – Requirements:

• Cannot involuntarily direct assignments unless related to job • Voluntarily agree to meet Readiness Requirements • “Three strikes and you are out of the database”

Applicable Policy Requirements:• Right to Return to Position of Record• Supervisory Release unless negative mission impact• Medical Care if ill or injured in Theater • Organizational Support

Non Applicable Policy Requirements:• Decline opportunity with no penalty

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Back up Slides

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Technology Mgmt Financial Mgmt

Creativity & InnovationPartnering

EntrepreneurshipJoint Perspective (Operational)

National Security (Advanced)

External AwarenessVision

Strategic ThinkingPolitical Savvy

Joint Perspective (Strategic) National Security (Capstone)

Lead Self Flexibility Integrity/Honesty Interpersonal Skills

(Core Resilience Customer Service Oral Communication

Competencies) Continual Learning Problem Solving Written Communication

Service Motivation Technical Credibility Mission Orientation

Computer Literacy

Lead Teams/Projects

Lead People

Lead Organizations/ Programs

Lead the Institution

Human Capital Mgmt Leveraging Diversity Conflict Management

Developing Others Joint Perspective (Tactical)

National Security (Awareness)

*DoD additions (purple)

Deliberate development through progressive learning

opportunities (education, training, self-development,

assignments) that broaden experience and increase

responsibility

Team Building AccountabilityDecisiveness

Influencing/NegotiatingJoint Perspective (Awareness)

DoD Leader Development ContinuumDoD Leader Development Continuum

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Joint Perspective (Operational) National Security (Advanced)

Diverse Portfolio

External AwarenessVision

Strategic ThinkingPolitical Savvy

Joint Perspective (Strategic) Enterprise Perspective (Strategic

•Lead Self Leading Change Leading People Results Driven Business Acumen Building Coalitions Joint knowledge Enterprise Perspective

Entry into SES

Progression

Progression

Enterprise Positions

Joint Perspective (Tactical) National Security (Awareness)

Joint knowledgeEnterprise Perspective

Tactical-Operational –Advanced

Diverse Portfolio

*DD additions (purple)

Deliberate development through progressive learning

opportunities (education, training, self-development,

assignments) that broaden experience and increase

responsibility

ECQs – TacticalJoint Perspective (Awareness)

Enterprise Perspective (Awareness)

Diverse Portfolio

Diverse Portfolio

DoD Leader Development ContinuumDoD Leader Development Continuum

Developing 21 st Century Senior Executive Service Leaders – A Department of Defense...

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