The Washington Scene. Ms. Edie Olson. June 1, 2017 FOR OFFICIAL USE ONLY

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1 The Washington Scene Ms. Edie Olson June 1, 2017 FOR OFFICIAL USE ONLY

2 Welcome Investing in people Our MOST valuable asset! (2)

3 OSD s HOT HR Topics Civilian workforce overview New Beginnings overview and implementation The Department s new Performance Management and Appraisal Program The Department s new Reduction-in-Force policy Implementing Fiscal Year 2017 NDAA Personnel Authorities USA Staffing and USA Hire upgrades The DoD FM Workforce (3)

4 Civilian Workforce Overview Total Civilian Employees: 919, % 5.58% App Fund (748,155) NAF (120,236) Over 750 Civilian Occupations App Fund Employees By Component Army 254,906 Navy 206,710 Air Force 175,061 DoD Agencies 111, % Foreign Nat. (51,312) 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 April 2017 (4)

New Beginnings 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 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

5 New Beginnings 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 (5)

6 Development and Implementation 99 initiatives, 87 approved to pursue covering Legislation, Policy, Resource Portals, Information Technology Enhancements, Performance Management, and More Several Action officers from each Division of DCPAS coordinated with Component representatives, Union Representatives, and General Counsel to implement 56 initiatives with 31 initiatives nearing implementation. Ten Bi-Annual Congressional Reports outlining implementation progress have been submitted since 2012 and will continue through implementation and evaluation. As of May 2017, 275,000 employees have transitioned into Defense Performance Management and Appraisal Program (DPMAP), 160,000 of which are bargaining unit employees. DPMAP implementation will be complete in 2018 covering roughly 634,000 employees. (6)

7 Hiring and Workforce Incentive Highlights Adopt the Office of Personnel Management s (OPMs) Pathways Program Delegate Direct-Hire Authority (DHA) to DoD 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 Develop guidance, training and certification for HR functional community Improve supervisory training on HR tools Increase Voluntary Separation Incentive Pay (VSIP) from 25K to 40K (7)

8 Performance Management Program Highlights Foster cultural, attitudinal changes in performance management, while emphasizing a strategic link between organizational goals/employee performance Develop and implement an automated appraisal tool 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 (Outstanding, Fully Successful, Unacceptable) (8)

New Beginnings Website Centralizes information for DoD employees on: Performance management Staffing and hiring flexibilities Training and development Awards Information

9 New Beginnings Website Centralizes information for DoD employees on: Performance management Staffing and hiring flexibilities Training and development Awards Information Highlights: FAQs Performance management tips sheets and guides Hiring Manager s Toolkit Performance management training (9)

10 DoD New RIF Procedures Overview DoD has reprioritized the order of retention as implemented by Office of Personnel Management (OPM) in government-wide regulations, by placing performance as the primary retention factor Employees shall be ranked on a retention register based on periods of assessed performance (less than 12 months or 12 months or more), and further based on the following retention factors: rating of record; tenure group; average score; veterans preference; and DoD service computation date-rif (DoD SCD-RIF) The new procedures do not apply to RIFs of DoD employees covered by alternative personnel systems (e.g., Acquisition Demo, Defense Civilian Intelligence Personnel System), provided such systems have procedures that comport with the NDAA (10)

11 FY 2017 NDAA Civilian Matters In-Progress Section 1104, Public-Private Talent Exchange. Amends chapter 81 of title 10 by adding a new section that allows for the temporary assignments of private industry employees to DoD and viceversa. Next steps continue developing policy. Section 1105, Temporary and Term Appointments in the Competitive Service. Allows for noncompetitive temporary and term appointments up to 18 months for critical hiring needs. Next steps continue developing policy. Section 1109, Limitation on Number of DoD SES Positions. Total number of SES positions may not exceed 1,260 by December 2022 (currently 1,418); not more than 200 of such positions can be occupied by HQE s. Next steps continue working with DoD Components on implementation thereof. Section 1110, DHA for Financial Management Experts in the DoD Workforce. DHA for candidates with finance, accounting, management, or actuarial science degree or equivalent experience; includes limitation on number of appointments. Next steps working to obtain signed policy. Section, 1111, Repeal of Certain Basis for Appointment of a Retired Member of the Armed Forces to a DoD Position within 180 Days of Retirement. Repeals authority to grant waivers to 180-day requirement on the basis of a state of national emergency. Next steps working to obtain signed policy. (11)

12 FY 2017 NDAA In-Progress Continued Section 1124, Pilot Program on Enhanced Pay Authority for Certain Research and Technology Positions. Authority to fix the rate of pay for a position at a rate NTE 150% of the rate of basic pay for Level I of the ES. Section 1125, Temporary DHA for Domestic Defense Industrial Base Facilities, the MRTFB, and the Office of the DOTE. During FY17-18, Secretary of Defense may use DHA to appoint qualified candidates at any industrial base facility or MRTFB; and during FY17-21, may appoint qualified candidates with advanced degrees to DOTE scientific and engineering positions. Next steps publish policy. Section 1131, Elimination of Two-Year Eligibility Limitation for Noncompetitive Appointment of Spouses of Members of the Armed Forces. Eliminates 2-year time limitation on a relocating spouse s eligibility for noncompetitive appointment. Next steps Notified Components to enable immediate implementation; awaiting OPM guidance regarding retroactivity. Section 1132, Temporary Personnel Flexibilities for Domestic Defense Industrial Base Facilities and MRTFB. During FY17-18, enables employees on competitive time-limited appointments at facilities to compete for permanent appointments in the competitive service. Next steps drafting implementing guidance; personnel action codes received from OPM. Section 1134, Advance Payments for Employees Relocating Within the US and its Territories. Authorizes advance payment of basic pay, covering up to 4 pay periods, to an employee assigned to a position outside of their commuting area. Next steps In discussions with DFAS on required payment mechanism; OPM has authority to regulate but has not taken action. (12) (12)

13 FY 2017 NDAA Completed Section 1139, Direct Hiring for FWS Employees. DHA for severe shortages or critical hiring needs. Section 1643, Cyber Mission Force Matters. Interim authorities to hire and retain cyber personnel, including advance-in-hire and DHA. Next steps Policy for advance in-hire and DHA drafted. Section 1106, DHA for Post-Secondary Students and Recent Graduates. DHA for professional and administrative occupations; includes limitation on number of appointments. Implemented. 1107, Temporary Increase in Maximum Amount of VSIP Authorized for Civilian Employees of DoD. Authorizes VSIP up to $40K through September Next steps complete. (13)

14 USA Staffing Upgrade Competency-Based Questionnaires In July 2015, the then-dasd(cpp) approved the use of DoD s validated competencies as the primary source of competency data in USA Staffing Upgrade Components are responsible for adding Component-unique Item statements for determining best qualified applicants from the applicant pool. These items are linked to DoD-validated competencies and are the basis for assessment questionnaires. Task Competency Item SAMPLE TASK: Applies knowledge of policies and procedures to ensure compliance with laws, regulations, and policies, and efficient use of resources to meet organizational goals and objectives. SAMPLE COMPETENCY: Financial Stewardship SAMPLE ITEM: Decide which budget line items to increase and reduce in response to changes in program funding. COMPETENCIES are observable, measurable patterns of knowledge, abilities, skills or other characteristics that individuals need to perform work roles or occupational functions successfully [DoDI , Vol 250, Nov 2008] TASKS are examples of work performed on the job. They are used in the job analysis to support the chosen competency. ITEMS are measures used to determine to what extent an applicant possesses the chosen competency. They are used in the assessment questionnaire to distinguish the best qualified from the qualified. (14)

15 Competency Networks A Competency Network is defined as: a collection of competencies and associated job analysis and assessment data (i.e., tasks, rating items, and screen-out items) for a particular position or group of positions Source: USA Staffing Upgrade Competency Network Quick Reference Guide, April 2017 Competencies vs KSAs While some people use the terms interchangeably, competencies are generally written at a broader level of specificity than KSAs. KSAs are generally narrower in scope than competencies. Competencies can be considered higher level aggregates of KSAs. Competencies have gained in popularity over time as they: Tend to allow for greater flexibility in work roles; Serve as a manageable taxonomy; Provide a consistent message to employees across the HR lifecycle; and Serve as the basis for unifying HR functions. (15)

Repeat Cycle Federal Applicant Tracking System and Competencies Hierarchy Federal Applicant Tracking System(s) Software application that enables the electronic handling of recruitment needs.

Competency Network Collection of competencies and associated job analysis and assessment data (i.e., tasks, rating items, and screen-out items) for a particular position or group of positions.

16 Repeat Cycle Federal Applicant Tracking System and Competencies Hierarchy Federal Applicant Tracking System(s) Software application that enables the electronic handling of recruitment needs. Organizations use job applicant assessments to enhance their ability to select persons who will be successful on the job. Competency Network Collection of competencies and associated job analysis and assessment data (i.e., tasks, rating items, and screen-out items) for a particular position or group of positions. Successful Job Performance Competency Observable, measurable patterns of knowledge, abilities, skills or other characteristics that individuals need to perform work roles or occupational functions successfully [DoDI , Vol 250, June 2016] Task Demonstrated behaviors required to perform work roles. Ideal Candidate Enterprise-Wide Job Item or Custom Job Item Objective measures used to determine to what extent an applicant possesses the chosen competency(ies). Selection Assessment Performance Prediction An instrument or series of questions for collecting information, and almost always involve asking a given subject to respond to a set of oral or written questions. (16)

DoD FM Workforce Current Status Total DoD FM Military Workforce 21.7% 11,599 Total DoD FM Civilian Workforce 78.3% 41,947 Total FM Workforce 53,546 Key Points MIL Army 11% CIV Army 17.7% Army 28.

4% Educated Workforce: 59% of civilian workforce and 42% of military have Bachelor s degree or higher Aging Workforce: - The average age of the DoD FM civilian is 46.

17 DoD FM Workforce Current Status Total DoD FM Military Workforce 21.7% 11,599 Total DoD FM Civilian Workforce 78.3% 41,947 Total FM Workforce 53,546 Key Points MIL Army 11% CIV Army 17.7% Army 28.7% MIL Air Force 7.7% CIV Air Force 14.4% AF 22.1% MIL Navy 3% CIV Navy 15.4% DoN 18.4% Educated Workforce: 59% of civilian workforce and 42% of military have Bachelor s degree or higher Aging Workforce: - The average age of the DoD FM civilian is % of civilians are over the age of 49 CIV 4 th Estate 30.8% Other 30.8%* *= DFAS 69% - 15% of the workforce is eligible to retire now and onethird of the workforce is eligible to retire in five years or less - 37% of FM Senior Executives (SESs) are eligible to retire now Financial Management / Acquisition Workforce Total FM Workforce 53,546 Source: DMDC JAN 2017 Issues/Initiatives USA Staffing Upgrade transitions to competency based civilian hiring FM Direct Hire Authority for civilians FM & Acquisition Exchange Program with Industry FM Certification Program (17)

18 Workforce Staffing Update USA Staffing Upgrade Job Tasks USA Staffing is OPM s hiring software system used by Federal agencies to facilitate the hiring process and match qualified applicants to job openings DoD is transitioning to the USA Staffing upgrade, which is expected to be completed by early 2018 Job Items Status Competencies will be used in the hiring process in lieu of knowledge, skills, and abilities (KSAs) DoD s enterprise-wide FM competencies (validated in 2016) are the source of competency data in the USA Staffing upgrade for the FM workforce Job tasks are used to describe work performed on the job Job tasks are activities an employee performs on a regular basis to carry out the functions required A Job item is a single activity derived from a job task and is used to determine to what extent an applicant possesses the chosen competency(ies) Job items are used as the source forcreating the self-assessment questionnaire, are linked to competencies and provide ability to distinguish the best qualified candidate OUSD(C) created a job item library forall FMoccupational series and shared the library with the Components; provided training Ensures that the DoD enterprise-wide FMcompetencies are used consistently in the hiring process (18)

19 FY 2017 NDAA: Direct Hire Authority SEC Direct Hire Authority for Financial Management Experts in the Department of Defense Workforce Provides the DoD-wide FM workforce direct hire authority, without regard to the provisions of Subchapter I of Chapter 33 of Title 5 U.S. Code Up to 10% of the total number of FM workforce positions of an Agency or Military Department that are filled as of the close of the fiscal year last ending before the start of the calendar year Positions Specified Financial management Accounting Auditing Actuarial Cost estimation Operational research Business and business administrations DoD-wide policy implementation guidance is in final coordination 5/3/2017 (19)

20 FM /AQ Exchange Program with Industry Current status Completed implementation guide Completed coordination with DoD Office of Inspector General and Legislative Affairs Finalizing informal coordination with Deputy Chief Management Officer Will begin formal coordination in May 2017 Deputy Chief Management Officer DoD Office of Inspector General Office Management and Budget Next Steps Socialize with non-traditional defense contractors Submit interim final rule to OMB for publication in Federal Register Monitor status of regulatory freeze on Federal Register Pending Federal Register timeline, targeting first participants early FY18 5/3/2017 (20)

21 DoD-Wide FM Rotational Development Program OUSD(C) is exploring the viability of a DoD-wide FM rotational development program within the Department The goal of the program To develop a flexible, talented pool of employees who have depth of knowledge in their disciplines and or breadth of experience across the DoD Next Steps Implement pilot program by the end of this FY, with full implementation in FY18 5/3/2017 (21)

22 FM Workforce Initiatives DoD enterprise-wide FM Individual Development Plan Full version available for use by fall 2017 FM Information Sharing Forum Purpose: FM CFCM focus group to provide insight and potential solutions to FM workforce succession planning challenges FM/HR Summit 2 nd Summit planned for October 2017 o Focus group will debrief proposed solutions at Summit 5/3/2017 (22)

23 Questions? (23)

24 DOD-Wide Demographics Overview Component Population Total Male Female Work Schedule Total Prior Military Service Total Male Female Air Force 175,165 23% 126,881 72% 48,284 28% Fulltime 721,682 96% Prior Military 334,710 48% 272,904 82% 61,805 18% Army 255,048 34% 166,340 65% 88,708 35% Part-Time 6,567 1% Not Prior Military 355,691 52% 181,703 51% 173,987 49% Navy 206,799 28% 150,895 73% 55,904 27% Intermittent 6,099 1% NG (Not Included in % Calculations) 58,144-47,336-10,808-4th Estate 111,533 15% 57,827 52% 53,704 48% Seasonal 10,068 1% Sum: 748, % 501,943 67% 246,600 33% Sum: 748, % 501,943 67% 246,600 33% Other 4,127 1% Sum: 748, % Workforce Initiatives Total Male Female Age Group Total Male Female MCO 221,106 30% 137,317 18% 83,788 11% 29 and Under 60,578 8% 41,077 68% 19,501 32% Appointment Type Total CYBER 40,247 5% 31,204 4% 9,043 1% 30 to ,865 22% 108,280 66% 56,583 34% Permanent 709,113 95% STEM 254,310 34% 182,460 24% 71,850 10% 40 to ,656 24% 116,828 66% 59,828 34% Nonperm Temp 28,119 4% DAWIA 144,881 19% 100,001 13% 44,880 6% 50 to ,412 18% 89,787 68% 42,625 32% Nonperm Term 11,313 2% CEW 345,828 46% 233,615 31% 112,212 15% 55 to ,754 16% 80,754 67% 39,000 33% Sum: 748, % Supervisor Data Total Male Female 60 to 64 65,433 9% 44,525 68% 20,908 32% Army 36,853 34% 27,318 74% 9,535 26% 65 and over 28,847 4% 20,692 72% 8,155 28% ASGT Not to Exceed FY Total Navy 29,099 27% 22,380 77% 6,719 23% Sum: 748, % 501,943 67% 246,600 33% FY2016-0% Air Force 28,212 26% 21,684 77% 6,528 23% FY ,660 30% 4th Estate 13,995 13% 8,802 63% 5,193 37% Gender Total FY ,705 32% Sum: 108, % 80,184 74% 27,975 26% Female 246,600 33% FY2019 3,215 8% Male 501,943 67% FY2020 1,838 5% Elig to Retire Current 19,186 18% 13,873 72% 5,313 28% FY2021 1,154 3% Elig to Retire Next Year 4,977 5% 3,537 71% 1,440 29% Retirement Total Male Female NVV 8,667 22% Elig to Retire Two to Five Years 20,541 19% 15,356 75% 5,185 25% Elig to Retire Current 99,424 13% 65,106 65% 34,318 35% Sum: 39, % Sum: 44,704 41% 32,766 73% 11,938 27% Elig to Retire Next Year 22,806 3% 14,692 64% 8,114 36% Elig to Retire 2-5 Years 98,339 13% 65,923 67% 32,416 33% Pay Plan Total Career Level 1: GS 1-8 or Equiv. 1,922 2% 1,136 59% % Sum: 220,569 29% 145,721 66% 74,848 34% GS Like 477,519 64% Career Level 2: GS 9-12 or Equiv 29,702 27% 21,699 73% 8,003 27% Admin Determined 11,200 1% Career Level 3: GS or Equiv 76,535 71% 57,349 75% 19,186 25% Disability Total Male Female Demo/Labs 92,594 12% Sum: 108, % 80,184 74% 27,975 26% Disability Targeted 5, % 3,501 64% 1,951 36% Teacher 6,812 1% Disability NonTargeted 52, % 38,235 73% 14,297 27% Intel Non-Exec 17,728 2% MCO 37,302 34% 25,009 67% 12,293 33% Sum: 57, % 41,736 72% 16,248 28% FWS 138,948 19% CYBER 6,225 6% 5,031 81% 1,194 19% Experts Consultants 2,127 0% STEM 38,337 35% 29,685 77% 8,652 23% Career Level Total Male Female Without Pay 56 0% DAWIA 22,341 21% 16,193 72% 6,148 28% 1: GS 1-8 or Equiv. 127,178 17% 61,848 49% 65,330 51% Other - 0% CEW 59,167 55% 43,383 73% 15,784 27% 2: GS 9-12 or Equiv 366,208 49% 256,986 70% 109,222 30% No Valid Value - 0% 3: GS or Equiv 255,159 34% 183,109 72% 72,048 28% Total 746, % Population Now Included in the Data Total Male Female Sum: 748, % 501,943 67% 246,600 33% AF Military Techs 8,920 1% 7,222 81% 1,698 19% Geographic Location Total Army COE Civil Function 23,936 3% 16,848 70% 7,088 30% Education (Self Reported) Total Male Female CONUS Non-Wash, DC 582,498 78% ES 1,168 0% % % With Less than Bachelors 405,309 54% 281,330 69% 123,979 31% CONUS Wash, DC 107,617 14% EX 6 0% 4 67% 2 33% With Bachelors Degrees 205,030 27% 134,266 65% 70,764 35% Alaska/Hawaii 24,302 3% IE 62 0% 53 85% 9 15% With Masters Degrees 120,154 16% 74,348 62% 45,804 38% Territory 4,479 1% IP 135 0% % 23 17% With Doctorate Degrees 15,323 2% 10,148 66% 5,175 34% Foreign Country 29,386 4% SL 66 0% 53 80% 13 20% Not Reported 2,729 0% 1,851 68% % Unspecified 263 0% ST 99 0% 86 87% 13 13% Sum: 748, % 501,943 67% 246,600 33% Sum: 748, % Sum: 34,392 4% 25,236 73% 9,156 27% (24)

25 Number of Employees Number of Employees DoD Civilian Workforce Age Profile Current Age Profile (FY17Q2) Millenials ( ) Generation X ( ) Baby Boomers ( ) Tradition ( ) Age (in Years) Years of Service (FY17Q2) Non FTP FTP Years of Service (25)

UNCLASSIFIED. DoD Cyber Excepted Service (CES) Personnel System. Leaders Orientation. DoD CIO UNCLASSIFIED

UNCLASSIFIED. DoD Cyber Excepted Service (CES) Personnel System. Leaders Orientation. DoD CIO UNCLASSIFIED DoD Cyber Excepted Service (CES) Personnel System Leaders Orientation DoD CIO 1 Agenda Introduction Cyber Excepted Service Overview Key Roles Implementation Closing Remarks An Enterprise approach for managing