June 1-3, 2016 ASMC National 2016 PDI
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)