DoDI 1400.25 Nov 2008

2. DoDI 1400.25 (Nov 2008) DoDI 1400.25, Vol 250, DoD Civilian Personnel Management System: Vol 250, Civilian Strategic Human Capital Planning (SHCP) Establishes and implements policy Identifies dedicated Program Office Structured competency-based approach Establish plan to ensure readiness of the civilian workforce Identifies competencies & proficiency level reqs Identifies OSD FCM responsibilities Tasks Components to appoint CFCMs On 18 Nov 08, DoD published DoDI #1400.25, DoD Civ Per Mgt System: Volume 250, SHCP to establish & implement policy, establish uniform DoD-wide procedures, delegate authority, & assign responsibilities regarding strategic HC mgt within DoD. The doc provides uniform DoD-wide guidelines for Civ SHCP as part of total force planning needed to meet current/future missions � Documentation which ties into our planning activities � signed by Dr. Chu 18 Nov 2008 Establishes & implements policy, establishes uniform DoD-wide procedures, provides guidelines & model programs, delegates authority, & assigns responsibilities regarding civ pers mgt within DoD. Establishes policy & assigns responsibilities for civ SHCP as part of total force planning to meet current & future civilian employee reqs� Structured competency-based approach will be instituted throughout DoD in support of SHCP that applies job analysis methodologies compliant with the Uniform Guidelines on Employee Selection Procedures USD P&R � overall responsibility for the plan & competency-based workforce planning DUSD CPP & DHCS PEO � co-lead the effort to develop & establish a cohesive DoD-wide direction for HC, including competency-based SHCP to ensure the readiness of the civilian workforce to meet mission reqs. Through a dedicated PO, they shall provide guidance to FCMs in the execution of this Vol Members of the Defense HR Board � serve as the SR advisory group for competency-based human capital planning, advising on conceptual, strategic, implementation, assessment, & accountability issues Undersecretary of Defense & Asst Secs of Defense � will appoint OSD FCMs for their respective career fields OSD FCMs � work with component FCMs to monitor & track implementation against mission reqs Heads of DoD Components � develop, manage, execute & assess the Component�s SHCP, including decisions on & control over manpower allocations & resources. Appoint CFCMs to support Component career field mgt & assist the OSD FCMs on enterprise-wide community mgt issues HR Professionals � a trained cadre of HR professionals shall provide advice & guidance to the FCMs on strategies that will facilitate achieving HC goals Competency � observable measurable pattern of KSAs & other characteristics individuals need in order to successfully perform their work OFCM � senior functional leader at the OSD level, responsible for working with the DoD components to monitor & track the implementation of this Vol by working with the PO, OSD & command leadership, manpower reps, CFCMs & HR professionals CFCM � senior functional leader, responsible for supporting the execution of this Vol in their respective DoD component career field by working with OSD & command leadership, manpower reps, OFCMs & HR consultants Human capital � an inventory of skills, experience, knowledge & capabilities that drives productive labor within an org�s workforce On 18 Nov 08, DoD published DoDI #1400.25, DoD Civ Per Mgt System: Volume 250, SHCP to establish & implement policy, establish uniform DoD-wide procedures, delegate authority, & assign responsibilities regarding strategic HC mgt within DoD. The doc provides uniform DoD-wide guidelines for Civ SHCP as part of total force planning needed to meet current/future missions � Documentation which ties into our planning activities � signed by Dr. Chu 18 Nov 2008 Establishes & implements policy, establishes uniform DoD-wide procedures, provides guidelines & model programs, delegates authority, & assigns responsibilities regarding civ pers mgt within DoD. Establishes policy & assigns responsibilities for civ SHCP as part of total force planning to meet current & future civilian employee reqs� Structured competency-based approach will be instituted throughout DoD in support of SHCP that applies job analysis methodologies compliant with the Uniform Guidelines on Employee Selection Procedures USD P&R � overall responsibility for the plan & competency-based workforce planning DUSD CPP & DHCS PEO � co-lead the effort to develop & establish a cohesive DoD-wide direction for HC, including competency-based SHCP to ensure the readiness of the civilian workforce to meet mission reqs. Through a dedicated PO, they shall provide guidance to FCMs in the execution of this Vol Members of the Defense HR Board � serve as the SR advisory group for competency-based human capital planning, advising on conceptual, strategic, implementation, assessment, & accountability issues Undersecretary of Defense & Asst Secs of Defense � will appoint OSD FCMs for their respective career fields OSD FCMs � work with component FCMs to monitor & track implementation against mission reqs Heads of DoD Components � develop, manage, execute & assess the Component�s SHCP, including decisions on & control over manpower allocations & resources. Appoint CFCMs to support Component career field mgt & assist the OSD FCMs on enterprise-wide community mgt issues HR Professionals � a trained cadre of HR professionals shall provide advice & guidance to the FCMs on strategies that will facilitate achieving HC goals Competency � observable measurable pattern of KSAs & other characteristics individuals need in order to successfully perform their work OFCM � senior functional leader at the OSD level, responsible for working with the DoD components to monitor & track the implementation of this Vol by working with the PO, OSD & command leadership, manpower reps, CFCMs & HR professionals CFCM � senior functional leader, responsible for supporting the execution of this Vol in their respective DoD component career field by working with OSD & command leadership, manpower reps, OFCMs & HR consultants Human capital � an inventory of skills, experience, knowledge & capabilities that drives productive labor within an org�s workforce

3. FY 09 Implementation Report FY 09 Implementation Report for the Civilian Human Capital Strategic Plan Highlights steps DoD has made in maturing its capability to shape & improve the workforce Specific recruiting/retention goals Assessment of current/future skills & competencies Plan of Action to address gaps Identifies major achievements- Identified CFCMs for enterprise-wide MCOs Refreshed MCOs Linked strategies to specific accession/ retention goals Validated WASSCIVFORS tool Began a Competency Pilot FY 09: Focus on forecasting considering mission requirements *Narrative taken from the Executive Summary & Update of the Report Achievements � -Initiated update of the Plan -Established & partially staffed the SCHP PO -Issued DoDI 1400.25, Vol 250 -Identified & appointed OFCMs -Identified & appointed CFCMs for enterprise-wide MCOs -Refreshed MCOs to include occs with direct mission impact -Trained FCMs on forecasting tool -Generated forecasts using actual reqs based on functional community inputs & environmental scan results -Validated the WASSCIVFORS forecasting tool -FCMs established accession/retention goals based on forecasting & environmental scan results to measure success -Linked strategies to specific accession/retention goals -Began a Competency Pilot within the FM, IT, CE, & Leadership communities Content of the SHCM plan required by NDAA � -Assessment of future critical skills/competencies; existing skills/competencies along with projected trends for expected workforce losses -Gaps to be addressed -POA to address gaps (developing/reshaping the workforce) -Specific recruiting/retention goals with objs to be achieved -Specific strategies for development, training, deployment, compensation, & motivating the civilian workforce -SES development/mgt reqs FY 09: Focus on forecasting considering mission requirements *Narrative taken from the Executive Summary & Update of the Report Achievements � -Initiated update of the Plan -Established & partially staffed the SCHP PO -Issued DoDI 1400.25, Vol 250 -Identified & appointed OFCMs -Identified & appointed CFCMs for enterprise-wide MCOs -Refreshed MCOs to include occs with direct mission impact -Trained FCMs on forecasting tool -Generated forecasts using actual reqs based on functional community inputs & environmental scan results -Validated the WASSCIVFORS forecasting tool -FCMs established accession/retention goals based on forecasting & environmental scan results to measure success -Linked strategies to specific accession/retention goals -Began a Competency Pilot within the FM, IT, CE, & Leadership communities Content of the SHCM plan required by NDAA � -Assessment of future critical skills/competencies; existing skills/competencies along with projected trends for expected workforce losses -Gaps to be addressed -POA to address gaps (developing/reshaping the workforce) -Specific recruiting/retention goals with objs to be achieved -Specific strategies for development, training, deployment, compensation, & motivating the civilian workforce -SES development/mgt reqs

4. Strategic Workforce Planning Definition Workforce Planning - a systematic process that addresses two critical needs: Aligning an organization�s human capital program with its current and emerging mission and programmatic goals Developing long term strategies for acquiring, developing and retaining an organization�s workforce to achieve programmatic goals �Workforce planning is an integrated & forward looking process designed to predict (what, when, how much) will likely happen in talent mgt & then to provide action plans causing mgrs to act in the prescribed way. As a result of the planning process, mgrs will be able to avoid or mitigate people problems, take advantage of talent opps & improve the �talent pipeline,� so that your org will have the needed �people capabilities� required to meet your bus goals & to build a competitive advantage over other firms.� Workforce Planning Is Hot; Are You Lagging Behind? Feb 23, 2009, Dr. John Sullivan �SWP is the analytic, forecasting, & planning process that connects & directs talent mgt activities to ensure an org has the right people in the right places at the right time & at the right price to execute its bus strategy.� What is workforce planning? What is needed to do it well? 8/30/06, Alice Snell Workforce planning is the strategic alignment of an org�s human capital with its bus direction. It is a methodical process of analyzing the current workforce, determining future workforce needs, identifying the gap between the present/future, & implementing solutions so the org can accomplish its mission, goals, & objs. As a process, workforce planning includes elements such as strategic planning (by both the org & its partners), workload projections, leg forecasts, turnover analyses, & budget projections. Workforce planning forecasts the # of people & skill types needed to achieve success by comparing the available workforce with future needs to determine needs that may be unmet (gaps). Workforce planning is a mgt tool that affects the full life cycle & range of HR activities including recruitment/selection, classification & compensation, trng & dev, performance mgt, & retention. MN Mgt & Budget Office �Workforce planning is an integrated & forward looking process designed to predict (what, when, how much) will likely happen in talent mgt & then to provide action plans causing mgrs to act in the prescribed way. As a result of the planning process, mgrs will be able to avoid or mitigate people problems, take advantage of talent opps & improve the �talent pipeline,� so that your org will have the needed �people capabilities� required to meet your bus goals & to build a competitive advantage over other firms.� Workforce Planning Is Hot; Are You Lagging Behind? Feb 23, 2009, Dr. John Sullivan �SWP is the analytic, forecasting, & planning process that connects & directs talent mgt activities to ensure an org has the right people in the right places at the right time & at the right price to execute its bus strategy.� What is workforce planning? What is needed to do it well? 8/30/06, Alice Snell Workforce planning is the strategic alignment of an org�s human capital with its bus direction. It is a methodical process of analyzing the current workforce, determining future workforce needs, identifying the gap between the present/future, & implementing solutions so the org can accomplish its mission, goals, & objs. As a process, workforce planning includes elements such as strategic planning (by both the org & its partners), workload projections, leg forecasts, turnover analyses, & budget projections. Workforce planning forecasts the # of people & skill types needed to achieve success by comparing the available workforce with future needs to determine needs that may be unmet (gaps). Workforce planning is a mgt tool that affects the full life cycle & range of HR activities including recruitment/selection, classification & compensation, trng & dev, performance mgt, & retention. MN Mgt & Budget Office

5. What is Strategic Workforce Planning? Process by which the organization identifies the Human Capital required to meet - Meet organizational goals Conducts analyses to identify competency gaps Develops strategies to address human capital needs and close competency gaps Ensures the organization is appropriately structured Workforce planning is a systematic process for identifying the human resources required to meet organizational goals. It includes developing strategies to meet those requirements. Workforce planning involves having: - the right number of people� - with the right knowledge, skills, and abilities (�KSA�s�, also known as �competencies�) - in the right positions - at the right time per Kathy Ott : Workforce planning is especially important in an environment of budget and personnel cuts (efficiency and cut mode) Having an understanding of your inventory prepares you to make better strategic decisions around human capital Manpower, Budget & HR are interdependent activities that are currently happening independently Draft DoD Guide � Outcomes � process is intended to result in planned, programmed actions to fill vacancies & shape workforce with right talent, at the right time to meet mission needs. Outputs guide HR mgt decisions should include long & short range plans aligned to workload & manpower reqs, budget cycles & funding streams: Long term � identifies mission drive workforce reqs for recruitment, workforce shaping, development, talent mgt, & succession to meet future staffing needs Short term � identifies specific recruitment & hiring, development & workforce shaping actionsWorkforce planning is a systematic process for identifying the human resources required to meet organizational goals. It includes developing strategies to meet those requirements. Workforce planning involves having: - the right number of people� - with the right knowledge, skills, and abilities (�KSA�s�, also known as �competencies�) - in the right positions - at the right time per Kathy Ott : Workforce planning is especially important in an environment of budget and personnel cuts (efficiency and cut mode) Having an understanding of your inventory prepares you to make better strategic decisions around human capital Manpower, Budget & HR are interdependent activities that are currently happening independently Draft DoD Guide � Outcomes � process is intended to result in planned, programmed actions to fill vacancies & shape workforce with right talent, at the right time to meet mission needs. Outputs guide HR mgt decisions should include long & short range plans aligned to workload & manpower reqs, budget cycles & funding streams: Long term � identifies mission drive workforce reqs for recruitment, workforce shaping, development, talent mgt, & succession to meet future staffing needs Short term � identifies specific recruitment & hiring, development & workforce shaping actions

6. Sample Workforce Planning Goals Fill jobs quickly with quality candidates Ensure employees are proficient in competencies required to meet mission Develop innovative recruitment, retention and marketing strategies to attract applicants to DoD employment, such as target recruitment efforts for MCOs Identify positions �key�/critical to agency operations and plan for transfer of knowledge and succession planning Assess short and long-term staffing needs, to ensure staffing structure is designed to accomplish current/future mission goals and objectives Assess current business processes for possible streamlining and increased use of technology Workforce planning requires: Strong management leadership, including a consistent, clear, strong and motivational message supporting the process. Cooperative, supportive staff efforts in several functional areas, including management, finance and human resources. Clearly identified competencies to support building the future workforce through strategic recruitment, training, development, and retention techniques. Best practices in workforce planning call upon each organization to conduct a strategic plan before engaging in the workforce planning process. This will give the organization clear guidance based on mission, vision, goals and strategies to succeed in achieving those goals. It makes it much easier to determine future staffing needs when the direction for the future is clearly defined. Workforce planning requires: Strong management leadership, including a consistent, clear, strong and motivational message supporting the process. Cooperative, supportive staff efforts in several functional areas, including management, finance and human resources. Clearly identified competencies to support building the future workforce through strategic recruitment, training, development, and retention techniques. Best practices in workforce planning call upon each organization to conduct a strategic plan before engaging in the workforce planning process. This will give the organization clear guidance based on mission, vision, goals and strategies to succeed in achieving those goals. It makes it much easier to determine future staffing needs when the direction for the future is clearly defined.

7. The Business Case for Strategic Workforce Planning Benefits Recruit, develop, & shape the civilian workforce in order to meet the mission Maintain the right mix of competencies & skills to support emerging mission requirements Risks Mission is adversely impacted by gaps in key skills & high vacancy rates Employees don�t have the right competencies & skills for new mission requirements Desired results from Draft DoD Workforce Planning � Can you afford continued delays in the hiring process? Can you afford critical skills gaps impacting productivity in your org? Can you afford to wait until your retirement-eligible employees leave to find you don�t have adequate mid-level employees ready to replace experienced employees?Desired results from Draft DoD Workforce Planning � Can you afford continued delays in the hiring process? Can you afford critical skills gaps impacting productivity in your org? Can you afford to wait until your retirement-eligible employees leave to find you don�t have adequate mid-level employees ready to replace experienced employees?

8. The Business Case for Strategic Workforce Planning Benefits Fund for critical recruitment & hiring requirements Anticipate attrition & retirements to preclude vacancy gaps in key jobs Risks Budget does not adequately support recruitment & hiring needs Initiate recruitment after a job is vacated, resulting in higher vacancy rate & gaps in key jobs How Can Workforce Planning Help ME? (. . . and my organization) Fill Your Gaps: Workforce Planning takes the guesswork out of resolving the gaps between workforce availability and other external influences. It can help compare the skill base you have in your current workforce with the workforce you need, now and in the future.� Know What You Need: The analyses you do as a part of your workforce plan will make clear to your leaders and staff where your staffing, skills and training need to be to address your current goals. It will also help you to plan a change, expansion or contraction in your staffing to meet the goals and realities of the future. Build your Team:�The planning process is designed to involve a cross-section of your organization�s staff and to ensure strong communication along the way. This can help align parts of your organization that may not have positive contact with each other, and to generate new ideas for addressing the challenges you face. Build Career and Leadership Pathways:�If you don�t plan for your workforce needs, your workforce needs may never be met! How Can Workforce Planning Help ME? (. . . and my organization) Fill Your Gaps: Workforce Planning takes the guesswork out of resolving the gaps between workforce availability and other external influences. It can help compare the skill base you have in your current workforce with the workforce you need, now and in the future.� Know What You Need: The analyses you do as a part of your workforce plan will make clear to your leaders and staff where your staffing, skills and training need to be to address your current goals. It will also help you to plan a change, expansion or contraction in your staffing to meet the goals and realities of the future. Build your Team:�The planning process is designed to involve a cross-section of your organization�s staff and to ensure strong communication along the way. This can help align parts of your organization that may not have positive contact with each other, and to generate new ideas for addressing the challenges you face. Build Career and Leadership Pathways:�If you don�t plan for your workforce needs, your workforce needs may never be met!

9. MCO �Rolling Wave� Concept Our four-step, DoD Workforce Planning Approach is the cornerstone of our annual planning cycle. This systematic process enables the Department to ensure regular, timely assessment and monitoring of progress agains enterprise goals and objectives for workforce planning. The four major steps form the structure to the process, and as implementation of this size and scope results in varied levels of engagement by our key stakeholders to include the Functional Community Managers and Components. For example, some of our Communities were extremely proactive in meeting the requirements and key activities of the approach, while others may not be as mature. Our progress against the key steps of this process is measured and assessed in a maturity model as a part of our annual report to Congress, and results in an enterprise view. In our 2009 report to Congress, we reported an 88% completion rate for the activities associated with the workforce planning cycle. Since the competency management part of our requirements was not the focus for 2009, only 16% of the Mission Critical Occupations defined their competencies, and 1 out of the 24 MCOs validated them. This year, we will be expanding the assessment against �rolling wave� activities to the Components to assess their engagement and progress. Our four-step, DoD Workforce Planning Approach is the cornerstone of our annual planning cycle. This systematic process enables the Department to ensure regular, timely assessment and monitoring of progress agains enterprise goals and objectives for workforce planning. The four major steps form the structure to the process, and as implementation of this size and scope results in varied levels of engagement by our key stakeholders to include the Functional Community Managers and Components. For example, some of our Communities were extremely proactive in meeting the requirements and key activities of the approach, while others may not be as mature. Our progress against the key steps of this process is measured and assessed in a maturity model as a part of our annual report to Congress, and results in an enterprise view. In our 2009 report to Congress, we reported an 88% completion rate for the activities associated with the workforce planning cycle. Since the competency management part of our requirements was not the focus for 2009, only 16% of the Mission Critical Occupations defined their competencies, and 1 out of the 24 MCOs validated them. This year, we will be expanding the assessment against �rolling wave� activities to the Components to assess their engagement and progress.

10. �Rolling Wave� Concept � 4 Steps Set Direction � Establish Process, Goals and Roles Analyze Workforce � Assess Data and Develop Strategies Implement Strategies � Engage Stakeholders Monitor Strategies � Track Progress and Make Adjustments

11. �Rolling Wave� Concept � Set Direction Set Direction � Establish Process, Goals and Roles Assess current plan, as required Establish mission goals and objectives � clear vision Ensure leadership & resources are committed Appoint/Engage stakeholders & provide roles/responsibilities � build the planning team Develop a communication plan � aids in marketing the plan Develop work plans & timelines (milestones) for the planning process Develop performance measures Communicate strategy to stakeholders Workforce planning requires: Strong management leadership, including a consistent, clear, strong and motivational message supporting the process. Cooperative, supportive staff efforts in several functional areas, including management, finance and human resources. Clearly identified competencies to support building the future workforce through strategic recruitment, training, development, and retention techniques. Workforce planning requires: Strong management leadership, including a consistent, clear, strong and motivational message supporting the process. Cooperative, supportive staff efforts in several functional areas, including management, finance and human resources. Clearly identified competencies to support building the future workforce through strategic recruitment, training, development, and retention techniques.

12. �Rolling Wave� Concept � Analyze Workforce Analyze Workforce � Assess Data and Develop Strategies Conduct environmental scan & identify impacting factors Identify optimum workforce mix Data collection & analysis Define & validate competencies Conduct gap analysis Identify accession/retention goals Identify & develop gap-closing strategies Identify required funding to implement strategies External factors may include: the available workforce with the needed skills the economy secondary and postsecondary training trends Internal factors may include: program management human resources Budget � what is required for current & future years? current staffing - mix of military, contractor & civilian Union contracts Identify current staffing levels - mix of military, contractor & civilian Employee demographics Accession/recruitment patterns - growth Retirement eligibility � and/or losses due to attrition Workforce supply/demand Review � strengths, challenges, opportunities & threats Project workforce supply Use competency assessment model to compare staffing requirements with projected workforce supply External factors may include: the available workforce with the needed skills the economy secondary and postsecondary training trends Internal factors may include: program management human resources Budget � what is required for current & future years? current staffing - mix of military, contractor & civilian Union contracts Identify current staffing levels - mix of military, contractor & civilian Employee demographics Accession/recruitment patterns - growth Retirement eligibility � and/or losses due to attrition Workforce supply/demand Review � strengths, challenges, opportunities & threats Project workforce supply Use competency assessment model to compare staffing requirements with projected workforce supply

13. �Rolling Wave� Concept � Implement Strategies Implement Strategies � Engage Stakeholders Set results-oriented performance measures Deploy competencies *Request authorities/legislation, as needed Deploy recruitment/retention strategies; succession planning Adjust performance measures, as required Develop implementation timeline Share information, plus ensure pass �logic check� with stakeholders to implement and monitor progressAdjust performance measures, as required Develop implementation timeline Share information, plus ensure pass �logic check� with stakeholders to implement and monitor progress

14. �Rolling Wave� Concept � Monitor Strategies Monitor Strategies � Track Progress and Make Adjustments Track recruitment/retention strategies Assess performance measures Report progress; assess what �works/doesn�t work� In plan & in process Evaluate and revise plan Draft new policies Review objectives, performance measures and timeline for future Review of plan and process is an on-going process Make adjustments as needed Review of plan and process is an on-going process Make adjustments as needed

15. NDAA FY 10 SHCP Requirements New reporting requirements added: Assessment of current/future critical skills & competencies needed in DoD workforce (reporting year +7 years out = FY 18) Assessment of appropriate multi-sector workforce mix, e.g. military/civilian/contractor Assessment of cost for SHCM strategies to close gaps & meet program goals Identification of incentives necessary to attract/retain talent Assess progress � results oriented performance measures Changes in numbers of SES, Acquisition, & Functional/ Technical (Scientists & Engineers) to close gaps Separate chapter for SES (including Scientists & Engineers) addressing workforce needs and career path designs Military Departments & Defense Agencies must submit a SHCM Report to OSD addressing legislative requirements

16. MCO Reporting Timelines

17. FY 10 Reporting Templates � Section II Section II, Constraints, Competencies, Strategies & Workforce Mix � Focus on constraining factors impacting mission objs Identify competency progress on development and implementation Identify current, planned or desired strategies to close any recruitment, development and retention gaps Address workforce mix (military, civilian, and contractor support) Section 2 � provides an opp to report on constraints that impact the ability to meet end-strength targets, status of competency dev, & HC initiatives/strategies designed to address constraints and/or recruitment, dev & retention gaps. Based on end-strength targets provided by Functional communities in Section 1, attrition projections & accessions goals will be calculated & forwarded to support completion of Section 2 Section 2 � provides an opp to report on constraints that impact the ability to meet end-strength targets, status of competency dev, & HC initiatives/strategies designed to address constraints and/or recruitment, dev & retention gaps. Based on end-strength targets provided by Functional communities in Section 1, attrition projections & accessions goals will be calculated & forwarded to support completion of Section 2

18. Forecasting Process

19. CIVFORS Model Uses DCPDS data and time series forecasting to derive future workforce flows (gains/losses) Optimizes gains based on forecast losses to attempt to align workforce to targets Things to remember during validation Model bases forecasts on recent flow history only � does not consider external effects Do not fixate on the output numbers � consider trends instead

20. Post-CIVFORS What FCMs will receive: Appendix shells with embedded charts of historical and forecast data End Strength Gains/Losses Retirements Losses by Salary Level (historical only) Excel workbook with charted data and drill down information to support analysis Notes from SHCPPO analysts highlighting areas of focus Expectations: Review and validate CIVFORS data Identify risks/problem areas and develop mitigation strategies Prepare appropriate commentary and enter into draft appendix

21. SHCP Data Support Tool

22. End Strength

23. Gains, Losses, Net Change

24. Retirement Eligibility

25. Crosschecking (Turnover)

26. Drilling Down (Turnover)

27. Commentary (IT Community) � End Strength Comments

28. Commentary (IT Community) � Gains/Losses Comments

31. Recruitment Strategies Use of Existing Hiring Authorities People with Disabilities Veterans Military/Civilian Spouses or Family Members Innovative/Strategic Outreach Hiring Reform/ Candidate Assessment Tools Marketing Campaigns Student Loan Repayment On-Boarding Credit for nonfederal and uniformed service for leave Planning, Programming, Budgeting, and Execution (PPBE) Adjustments

32. Hand out Hiring Options & Hiring Incentives MatrixHand out Hiring Options & Hiring Incentives Matrix

33. Retention Strategies Hiring Reform/ Candidate Assessment Tools Compensation and Benefits Incentives/Rewards/ Recognition Wellness Programs Telework Marketing Campaigns Training and Development Process Improvement In order to achieve the stated targets, please provide information on current, planned or desired strategies to close any recruitment, development and retention gaps. Provide details of any initiatives that will be used to achieve goals and any associated targets, by fiscal year. Please work with your Human Resources service provider and functional stakeholders in developing recruitment and retention strategies. Sample strategies types are included for consideration below: Hiring Authorities Innovative Recruiting Hiring Reform/ Candidate Assessment Tools Compensation and Benefits Incentives/Rewards/Recognition Marketing Campaigns Training & Development Planning, Programming, Budgeting, and Execution (PPBE) Adjustments Process Improvement OtherIn order to achieve the stated targets, please provide information on current, planned or desired strategies to close any recruitment, development and retention gaps. Provide details of any initiatives that will be used to achieve goals and any associated targets, by fiscal year. Please work with your Human Resources service provider and functional stakeholders in developing recruitment and retention strategies. Sample strategies types are included for consideration below: Hiring Authorities Innovative Recruiting Hiring Reform/ Candidate Assessment Tools Compensation and Benefits Incentives/Rewards/Recognition Marketing Campaigns Training & Development Planning, Programming, Budgeting, and Execution (PPBE) Adjustments Process Improvement Other

34. Development Strategies Marketing Campaigns Training and Development to close gaps �HR MCO developed courses to train its personnel and address competency gaps in benefits offices.� Process Improvement In order to achieve the stated targets, please provide information on current, planned or desired strategies to close any recruitment, development and retention gaps. Provide details of any initiatives that will be used to achieve goals and any associated targets, by fiscal year. Please work with your Human Resources service provider and functional stakeholders in developing recruitment and retention strategies. Sample strategies types are included for consideration below: Hiring Authorities Innovative Recruiting Hiring Reform/ Candidate Assessment Tools Compensation and Benefits Incentives/Rewards/Recognition Marketing Campaigns Training & Development Planning, Programming, Budgeting, and Execution (PPBE) Adjustments Process Improvement OtherIn order to achieve the stated targets, please provide information on current, planned or desired strategies to close any recruitment, development and retention gaps. Provide details of any initiatives that will be used to achieve goals and any associated targets, by fiscal year. Please work with your Human Resources service provider and functional stakeholders in developing recruitment and retention strategies. Sample strategies types are included for consideration below: Hiring Authorities Innovative Recruiting Hiring Reform/ Candidate Assessment Tools Compensation and Benefits Incentives/Rewards/Recognition Marketing Campaigns Training & Development Planning, Programming, Budgeting, and Execution (PPBE) Adjustments Process Improvement Other

35. FY 10 Reporting Templates � Section III Section III, Component FY 10 SHC Workforce Report � Provide component overview, challenges and strategies of Top 3-5 SHCP focus areas Section 3 � provides info with a prioritized component-wide view at the enterprise level for your Component�s top (3-5) focus areas. 5-10 pgs for narrative; 15-20 with associated charts Component Overview � missions & key focus areas; environmental considerations Component Challenges � environmental constraints; demographic considerations; workforce mix Component Strategies � overview of current/planned strategies & initiatives designed to address challenges & constraints Section 3 � provides info with a prioritized component-wide view at the enterprise level for your Component�s top (3-5) focus areas. 5-10 pgs for narrative; 15-20 with associated charts Component Overview � missions & key focus areas; environmental considerations Component Challenges � environmental constraints; demographic considerations; workforce mix Component Strategies � overview of current/planned strategies & initiatives designed to address challenges & constraints

36. Defense Agency Reporting NDAA FY 10 Section 1108(e): "Submittals by Secretaries of the Military Departments and Heads of the Defense Agencies- The Secretary of Defense shall require the Secretary of each military department and the head of each Defense Agency to submit a report to the Secretary addressing each of the matters described in this section. The Secretary of Defense shall establish a deadline for the submittal of reports under this subsection that enables the Secretary to consider the material submitted in a timely manner and incorporate such material, as appropriate, into the strategic workforce plan required by this section.� FY 10 DoD Strategic Human Capital Plan Report Approach MCO Reports � Should include ALL 4th Estate positions in DoD MCOs Separate Defense Agency Reports should be submitted as follows: Template 3 � For Defense Agencies that have 2000 or more employees, and 100 or more employees in each of three or more MCOs Template 3 �Lite� � Shorter version for smaller Defense Agencies 3. Field Activities � no separate report required, but may submit Template 3 �Lite� Defense Agencies required to submit full reports � DLA, DFAS, DISA, & DCMA. Others will submit a shorter version Defense Agencies required to submit full reports � DLA, DFAS, DISA, & DCMA. Others will submit a shorter version

37. FY 10 Reporting Templates � Section III Template �Lite� Section III, Template �Lite� Abbreviated Report on Workforce Planning efforts and Results Focus on Enterprise & Agency MCOs Overview, challenges & Strategies Section 3 � provides info with a prioritized component-wide view at the enterprise level for your Component�s top (3-5) focus areas. 5-10 pgs for narrative; 15-20 with associated charts Component Overview � missions & key focus areas; environmental considerations Component Challenges � environmental constraints; demographic considerations; workforce mix Component Strategies � overview of current/planned strategies & initiatives designed to address challenges & constraints Section 3 � provides info with a prioritized component-wide view at the enterprise level for your Component�s top (3-5) focus areas. 5-10 pgs for narrative; 15-20 with associated charts Component Overview � missions & key focus areas; environmental considerations Component Challenges � environmental constraints; demographic considerations; workforce mix Component Strategies � overview of current/planned strategies & initiatives designed to address challenges & constraints

38. Wrap-Up & Next Steps In summary, a workforce plan will help you to: Fill jobs with quality candidates with the �right� competencies to meet the mission Direct your recruiting & retention efforts Plan for turnover and the transfer of key knowledge Prepare new leadership Build pathways to keep motivated staff moving and growing within your organization� Ensure replacements are available to fill key vacancies through succession planning Inform and respond to financial realities and the budget process The SHCP Program Office will continue to provide training, as needed Contact your FCM Advisor or SHCM Integrator on FY 10 NDAA reporting questions Specifically, workforce planning provides agencies and departments with many benefits: It allows for a more effective and efficient use of staff. This will become increasingly important as some agencies/departments find themselves having to do the same amount of work or more with fewer staff members.� It helps ensure replacements are available to fill key vacancies through succession planning. Filling key vacancies is especially critical as organizations face limited resources. An increasing number of employees eligible for retirement, combined with labor market shortages in particular skill areas, will also present unique challenges. It both informs and responds to financial realities and the budget process. Workforce planning makes it possible to make staffing decisions based on both the work needed and the funds available. It provides realistic and accurate staffing projections based on skills needed to do the work. Realistic projections are very helpful when justifying budget requests to the leadership and Congress. It provides clear training and development goals and priorities focused on the work that needs to be done. It also provides rationale for expenditures relating to: training or retraining, professional development, career counseling, and recruitment efforts. It may help to maintain or improve a diversified workforce. It will help an agency to prepare for restructuring, reducing, or expanding its current workforce. Specifically, workforce planning provides agencies and departments with many benefits: It allows for a more effective and efficient use of staff. This will become increasingly important as some agencies/departments find themselves having to do the same amount of work or more with fewer staff members.� It helps ensure replacements are available to fill key vacancies through succession planning. Filling key vacancies is especially critical as organizations face limited resources. An increasing number of employees eligible for retirement, combined with labor market shortages in particular skill areas, will also present unique challenges. It both informs and responds to financial realities and the budget process. Workforce planning makes it possible to make staffing decisions based on both the work needed and the funds available. It provides realistic and accurate staffing projections based on skills needed to do the work. Realistic projections are very helpful when justifying budget requests to the leadership and Congress. It provides clear training and development goals and priorities focused on the work that needs to be done. It also provides rationale for expenditures relating to: training or retraining, professional development, career counseling, and recruitment efforts. It may help to maintain or improve a diversified workforce. It will help an agency to prepare for restructuring, reducing, or expanding its current workforce.

39. The Business Case for Strategic Workforce Planning

40. GAO Engagement GAO Report issued: GAO-10-814R September 27, 2010(FY 09 SHCP report submission assessed against FY 10 NDAA) Reviews covered FY 06 NDAA (Overall Workforce); 07 (SES); 10 (Workforce Mix, Funding, Service/Defense Agency Reports) Findings: Overall Workforce (14 Requirements) Met: 5 Partially Met: 9 Senior Leaders (15 Requirements) Met: 7 Partially Met: 6 Not Met: 2 Acquisition (16 Requirements) Met: 5 Partially Met: 10 Not Met: 1 ��any work that impacts over 700K people and our nation�s defense is hard just by it�s nature. DoD is committed to SHCM as an integral readiness tool, and we will continue to make progress. We are on a journey; the fact that we partially met FY 10 requirements in FY 09 is extraordinary! What matters is that we have the men and women we need to support our Warfighters and mission.� Ms. Kathleen Ott, Acting Deputy Undersecretary of Defense, Civilian Personnel Policy (CPP), September 2010

41. Congressional Feedback FY 09 SHCM Report Significant progress & program improvements � Enterprise-wide MCO reporting FCM construct acceptable Continued annual reporting requirement FY 10 Report � Strategic focus beyond numbers roll-up Needs assessment/strategy to support forecasted growth or steady state forecasts Forecasts � Include requirements & actual fills Component reports � Support OSD requirements, Consistent format throughout, Chapters covering MCOs (AT&L model format) Maturation model (�Rolling Wave�) � Report component progress including competencies Strategies � Link to program goals; address compensation as a retention tool Forecasts vs. Actuals � Expand data analysis SES, Acquisition focus

43. The High Cost of Turnover is Money Better Spent The cost associated with turnover can average 150% of an employee�s annual compensation Loss of time Lost productivity Time spent with associated administrative expenses Cost of lost knowledge, skills, and contacts Recruitment costs � to include background checks and other administrative processes Cost of on-boarding new employee Cost of down time due to acclimating and training new employee