Annual Report of Strategic Human Capital

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Annual Report of Strategic Human Capital Powered By Docstoc
					                                      ASMC PDI, 2009
                                       Sandra Gregory
                                    OUSD (Comptroller)




        Strategic Human Capital Management



+       Office of the Under Secretary of Defense
        (Comptroller)/CFO Human Capital Plan



    High Performing FM Workforce
                           Human Capital Strategy

                                                     Critical Skills identified by
                                                   National Defense Authorization
                                                         Act (NDAA) of 2006

                                                        Define a strategic goal
                                                              and vision


                                                     Determine specific recruiting
                                                         and retention goals,
                                                          including program
                                                      objectives to be achieved



          How will the federal government have          7-10 year forecasts
           the right number of skilled people at
           the right time for the right place to
                                                         Annual report due to
           meet mission requirements?                   Congress in June 2009



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                                             Overview
                       Strategic Human Capital Management Plan (SHCM)
           – History — the OSD (Personnel and Readiness) (P&R) efforts
                  Civilian Expeditionary Workforce (CEW)
           – Objective, Vision and Accomplishments to Date
           – Our Role in OUSD (Comptroller) — Functional Community Managers
           – Role of the Component Functional Community Managers
                  Roadmap View
           – Reporting Requirements
           – Proposed Way Ahead and Timelines

                       OUSD (Comptroller)/CFO Human Capital Plan
           – Objective, Vision and Accomplishments to Date — established the
             Office of Financial Workforce Management, April 2009
           – How Do We Accomplish This
         Conclusion — Way Ahead
         Discussion
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        Strategic Human Capital Management (SHCM)



                        Personnel and Readiness Effort




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                          History of Strategic Human Capital
                                 Management (SHCM)

        
        1          Congress directed OSD have a Strategic Human Capital
                   Management Plan for Civilian employees

        2
                  OSD developed a SHCM Plan for Civilian employees

        3
                  Plan passed to Congress for review

        4
                  GAO reviewed plan and issued a report

                        – http://www.gao.gov/new.items/d09235.pdf

        5
                  OSD required to annually report to Congress

        6
                  Next report to Congress due June 30, 2009
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                        History of Strategic Human Capital
                               Management (SHCM)
     Sept 05            Identified DoD FM Training Plan and Competencies

     Aug 07             Established Competency-Base Workforce Management Working Group

     Sept 07            Designated Mission Critical Occupations

     Jan 08             Developed Capabilities Identification Process

     Aug 08             Designated SHCM pilot communities

     Nov 08             Published new DoD Instruction on SHCM, DoDI 1400.25, Nov 2008

     Jan 09             Identified OSD Functional Community Managers

     Mar 09             Continued emphasis on Civilian Expeditionary Workforce (CEW)

     Jun 09             Report due to SASC

     On-going           Continuous actions

                         This initiative led by USD (Personnel &Readiness)
                                       for the entire Department
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                   Civilian Expeditionary Workforce (CEW)
     DoD Directive, Number 1404.10, January 23, 2009, Under
     Secretary of Defense (Personnel and Readiness) states policy to:

          Combine military members and DoD civilian employees to meet
           DoD global national security mission requirements
          Identify a subset of the DoD civilian workforce as the DoD CEW
          Integrate DoD civilian workforce capabilities into DoD Total Force
           planning process
          Designate the DoD CEW into 5 functional communities: Emergency Essential;
           Non-Combat Essential; Capability-based Essential; Capability-based Former
           Employee Volunteer Corps; and Key Employees
          Utilize the DoD CEW to meet expeditionary requirements within their employing
           Component and across the DoD whenever it is appropriate to use civilian employees
           to support the military
          Establish metrics to measure and assess DoD CEW readiness on a regular basis
          Establish the appropriate level of deployment strength for each functional community
           to ensure an adequately-sized of DoD CEW
          Support and recognize the DoD CEW
          Track and account for all civilian deployments

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                                         Objective, Vision and
                                       Accomplishments to Date
Vision:          To provide oversight and guidance for managing the
                 DoD Financial Management career field.

Objective: To partner with the Services and Defense Agencies to
           enhance their financial management workforce in the
           areas of training and total workforce development.




                                                     Succession planning
                                                   Talent index sustainment
                                                    Workforce forecasting
                                                   Competency assessment
                                     Implement requirements analysis and competencies


                                 Civilian Expeditionary Workforce (CEW)
                          Identified pilot functional groups (IT, Logistics and FM)
                                        Competency Development
                                    Demographic analysis and trends
                          Established policies and objectives IAW strategic plan
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                        Our Role in OUSD (Comptroller)

       We are the OSD Functional Community Manager (FCM) for 5XX
         – We are working closely with the DoD IG as the focal point for 511s (auditors)

       We provide oversight and management of the SHCM objectives within
        the FM Community


                                    Roles and Responsibilities
            Conduct environmental scan and             Develop strategies to fill gaps
             analyze impact of issues on workforce
                                                        Monitor Mission Critical Occupations
             numbers
                                                         (MCOs)
            Conduct workforce forecasting
                                                        Manage Civilian Expeditionary
            Implement talent management system          Workforce (CEW) within FM functional
                                                         community
            Conduct competency gap assessment
                                                        Develop succession plans
            Develop DoD FM Strategic Human
             Capital Management Plan

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                 The Role of the Component/Agency
              Functional Community Managers (CFCMs)
         Work with OSD Functional Community Manager (FCM) on enterprise-wide functional
          community management initiatives
         Develop, implement and operate job analysis programs
         Integrate competency-based SHCP into the life-cycle management of employees
          within the Components
         Coordinate with the OSD FCM
           – Conduct environmental scan and analyze impact of issues on workforce numbers
           – Conduct workforce forecasting
           – Implement talent management system
           – Conduct competency gap assessment
           – Assist with the management of the Civilian Expeditionary Workforce within the
              functional community
           – Implement succession plans
         Establish a partnership team with Service/Component experts to address reporting
          requirements
           – Manpower
           – Budget
           – Human Resources
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                                      Roadmap View
     Current State                             Future Vision

        Multiple programs throughout DoD         Cross functional development
        Individual approaches based on           Multi-facetted, skilled staff
         Office / Component / Organization        High Performing Workforce
        Focus on organizational need not         Integrated and standardized FM
         enterprise need                           body of knowledge
        No Interoperability                      Agile, flexible workforce
        Capability gaps                          Clear roadmaps for career
        No cross pollenization of positions       development
        Limited candidate pools for cross        Increased professionalism
         functional assignments                   Increased education and
        No standardized competencies              professional FM certifications
        No plans for accession through           Sustained knowledge base
         separation                               Increased candidate pool for cross
                                                   functional assignments
                                                  Standardized competencies
                                                  Succession plans


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                             Reporting Requirements
                        Working with Components/Agencies
        Providing Personnel & Readiness data for the report to Congress (to SASC)
        Completing worksheets — Service and Agency inputs on each 5XX
        Reviewing workload forecast (environmental scan)
        Considering key questions
          – Do template numbers match your projected end strength?
          – Do template numbers match current manpower in place?
          – Are there any projected or anticipated military to civilian conversions?
          – Are there any projected or anticipated contractors to civilian conversions?
          – Are there any workload increases or decreases projected or anticipated?
        Considering expeditionary questions
          – What is the military / civilian / contractor mix?
          – What is the impact to your end strength?
          – What are the needed skill sets?
          – What are the COCOMs expectations?
        Updating forecasts (Report to Congress input) to OSD Functional Community Manager
         (Deb Brand is the POC for consolidating 5XX data)
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                        Proposed Way Ahead and Timelines

                 Key timelines for the FM Community for Congressional Report

                            FCM/CFCM meeting
                              – Discuss Mission Critical Occupational (MCO) Reporting Template
     April 29
                              – One template for each 5XX MCO (501, 510, 511, 560) professional
                                series


     May 20                 Complete templates due to FCM for consolidation




     Jun 1                  FCM sends consolidated input to Personnel & Readiness


                            Begin coordination of Report to Congress
     Late June              Coordination comments to P&R
                            Report Sign-out process

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Office of the Under Secretary of Defense (Comptroller)/CFO
                    Human Capital Plan



                        USD (Comptroller)




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                                       Objective, Vision and
                                     Accomplishments to Date
Vision:               To create an integrated, agile, and high-performing
                      workforce of multi-faceted, interchangeable functional
                      specialists to support the needs of the OUSD(C) and
                      respond to emerging changes.
Objective: To work with the OUSD(C) staff in building a
                      competency-based workforce management program
                      that links FM competencies, requirements, and
                      training needs for the OUSD(C)
                      FM workforce.


                                 Create DoD FM web site for all FM training,
                              competency management, and career development
             Implement professional development programs such as mentoring,
        coaching, developmental assignments, and internships with Services/Agencies
                             Develop standardized Individual Development Plans
                                   Determine training courses and sources
                                                 Identify gaps
                                            Review competencies
                          Define requirements and potential in-sourcing opportunities

                           Establish the Office of Financial Workforce Management
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                        How Do We Accomplish This?
                           Meet with OUSD(C) staff and FM Reps from Services and Agencies
                           Create a working group with OUSD(C) staff & with Components /
                            Agencies
                           Coordinate and implement competencies and tasks
                           Create, review and modify education and training plans
                           Create and implement the USD(C) Challenge Fund
                           Implement professional development programs
                            – Mentoring / Coaching
                            – Tuition Assistance
                            – Internships
                            – Developmental Assignments
                           Conduct gap analysis
                           Develop career roadmaps
                           Develop standardized Individual Development Plans
                           Develop succession plans with senior leaders
                           Other suggestions from the Working Group
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                          Conclusion — Way Ahead

                        Big “H” efforts with P&R include
                             Data for Congressional Report
                             Civilian Expeditionary Workforce

                                                                             Way Ahead



                        Little “h” efforts with USD(C) include
                             Website
                             Internships
                             Challenge Fund
                             Professional Development Opportunities for Staff



          It is important to remember our Professional Growth never stops . . .

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                        Ice Cream??




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