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DoD AT&L Human Capital Initiatives. June 2006. Version 1.0. June 2007. Version 3.0. Section 814 Acquisition Structures & Capabilities Review. DoD, QDR & Human Capital Strategies. Goal 1: World Class Enterprise Leaders. Goal 2: Mission-Ready Workforce.

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  1. DoD AT&L Human Capital Initiatives June 2006 Version 1.0 June 2007 Version 3.0 Section 814 Acquisition Structures & Capabilities Review

  2. DoD, QDR & Human Capital Strategies Goal 1: World Class Enterprise Leaders. Goal 2: Mission-Ready Workforce. Goal 3: Results-Oriented Performance Culture. Goal 4: Enterprise HR Support. Goal 1: High Performing, Agile, & Ethical Workforce Goal 2: Strategic & Tactical Acquisition Excellence Goal 3: Focused Technology to Meet Warfighting Needs Goal 4: Cost-effective Joint-Logistics Support for the Warfighter Goal 5: Reliable & Cost-effective Industrial Capabilities Goal 6: Improved Governance & Decision Processes Goal 7: Capable, Efficient & Cost-Effective Installations Goal 1 – Align & fully integrate with overarching DoD human capital initiatives Goal 2 – Decentralized execution strategy Goal 3 – Data-driven workforce analysis & decision-making capability Goal 4 – Learning assets at the point of need Goal 5 – Execute DoD AT&L workforce communications plan

  3. AT&L Human Capital Strategic Plan V1.0Published June 13, 2006 • Goal 1 – Align and fully integrate with overarching DoD human capital initiatives • Performance Management • Competencies • Goal 2 – Maintain a decentralized execution strategy that recognizes the components' lead role and responsibility for force planning and workforce management. • Position Category Description • Workforce Count • Goal 3 – Establish a comprehensive, data-driven workforce analysis and decision-making capability • “Data Green Initiative • Goal 4 – Provide learning assets at the point of need to support mission-responsive human capital development • “Core Plus” • Demand Management • Goal 5 – Execute DoD AT&L workforce communications plan that is owned by all AT&L senior leaders (One Team, One Vision, A Common Message, and Integrated Strategies.) Version 1.0 15 Enabling Objectives 38 Defined Tasks

  4. AT&L Workforce Count (Mil + Civ) by AT&L Workforce Category 80% * Source: DAU AT&L Workforce Datamart (FY06) * Not a pure 1102 count only; Count is of people on AT&L workforce positions coded Contracting Career Field

  5. AT&L Workforce YOS 5 or LessAT&L Workforce 30 or More YOS(by DAWIA Workforce Category) (Civilian Only) 30 or more YOS 5 or Less YOS Recruiting Success Retirement Risk 80% 80% * Source: DAU AT&L Workforce Datamart (FY06) * Not a pure 1102 count only; Count is of people on AT&L workforce positions coded Contracting Career Field

  6. Acquisition Workforce – Various Counts by Definitions Over Time 545,000 317,935 64% decrease from 1987 219,419 197,560 (e) 146,071 134,539 135,014 115,668 114,734 128,242 91,322 15% decrease from 1987 22,829 20,608 19,059 19,018 Acq Org:. [80-92 GAO 96-46 (extrap p7)][93-97 GAO 98-127][98 DPAP][99-04 DoD IG D-2006-073 p9. Acq WF: 85-95 DPAP; 99-04 DOD IG D-2006-073; 05 AWCM. 1102s: DMDC.

  7. Data Green Initiative Schema for Data Collection Data Green Initiative Secure File Transfer of Data DCPDS Web Application AT&L Workforce Datamart The Data Warehouse will produce regular (schedule to be established) feeds. Army Navy Air Force DMDC 4th Estate Direct Data entry Validity reviews Transparency Analysis Cleanup Dashboards Feedback

  8. AT&L Workforce by Generations As of September 30, 2005 Notes: * Source: Amour, Stephanie “Generation Y They’ve Arrived at Work with a New Attitude” USA Today, Nov 7, 2005, 18-28 **Source: OSD P&R Report: DoD Civilian Workforce Statistics/DoD Demographics/May 2006 Edition ***Source: DMDC FY05 AT&L Workforce Count/AT&L workforce data contains 389 files with null for age

  9. U.S. Civilian Workforce ChangeNumeric Change in Labor Force, 2004 - 2014 65+ +3,689 55 - 64 +7,616 +1,769 45 - 54 35 - 44 -2,813 4,548 25 - 34 -110 16-24 - 5,000 10,000 - 10,000 5,000 Source: Department of Labor

  10. AT&L Civilian Workforce Change:2005 - 2011 Strategies for Retaining... 92 • Baseline Count (118,354) Held Constant <27,500 +10,757 65+ Existing Workforce Does not reflect retirements +16,881 55 - 64 45 - 54 -6,142 Existing Workforce -16,881 35 - 44 29,000 25 - 34 -4,204 Strategies for Hiring... No Integrated Coherent Strategy 36.4 <25 -2,014 Does not reflect hires/losses - 16,000 - 14,000 - 10,000 - 6,000 - 2,000 2,000 6,000 10,000 14,000 16,000 Source: DMDC 2005 Data; approx 1,700 records with age unknown

  11. Preliminary AnalysisProjected AT&L Civilian Workforce Gap(Holding Gain/Loss Rates Constant) Growth in Recruiting & Retention Required Projected Baby Boomer Gap

  12. Raytheon Company Employee Population Profile 5,000 4,500 4,000 3,500 3,000 Number of Exempt Employees 2,500 2,000 1,500 1,000 500 0 <1 1-5 6-10 11-15 16-20 21-25 26-30 31-35 36-40 41-45 45+ Years of Service Age: Under 25 26-35 36-45 46-55 56-65 66-75 76-85 The Emerging Competition For Talent Targeted College Hires Targeted Experienced Hires • Raytheon: build • Lockheed : “One in every three of Lockheed’s employees is over 50. to sustain our talent base, we’re hiring 14,000 people a year. In two years, we’re going to need 29,000 new hires; in three years, 44,000. If this trend continues, over the next decade we will need 142,000.” Robert J. Stevens, Chairman, President and CEO of Lockheed Martin. Wall Street Journal, April 19, 2006.

  13. Strategic Workforce Shaping Tools • Strategic Hiring • Competency Mgt • Tactical Retention • Contractor Support Development/Acq Corps/Critical Acq Positions Key Ldr Positions Retention Recruiting Hire AT&L Workforce Lifecycle Model (WLM) Shaping the 113,000 Strong AT&L Civilian Workforce Years of Service(as of FY06) Mid-Career Workforce (Totals 56,855) Future & Mid-Career Segments Comprise 84% Of AT&L Civilian Total 26-29 YOS Workforce Of the Future (Totals 38,256) 14,862 Senior Segment Comprises 16% of AT&L Civilian Total Tactical Retention Here: Strategic Hiring Here: 16-25 YOS 6-15 YOS 41,993 Senior Workforce (Totals 17,921) 17,576 36+: 4,598 Average Age 0-5 YOS 36.4 30-35 YOS 20,680 13,323 AT&L Civilian Career Path Contractor Support To Fill Critical Gaps Source: DAU Datamart (EOFY06)

  14. Strategic Workforce Shaping Tools • Strategic Hiring • Competency Mgt • Tactical Retention • Contractor Support Development/Acq Corps/Critical Acq Positions Key Ldr Positions Retention Recruiting Hire AT&L Workforce Lifecycle Model (WLM) Contracting (Workforce Category/includes 1102s) Years of Service(as of FY06) Mid-Career Workforce (Totals 12,033) Future & Mid-Career Segments Comprise 84% Of AT&L Civilian Total 26-29 YOS Workforce Of the Future (Totals 7,923) 3,648 Senior Segment Comprises 16% of AT&L Civilian Total 16-25 YOS Strategic Hiring Here: Tactical Retention Here: 6-15 YOS Senior Workforce (Totals 3,845) 8,385 3,878 36+: 800 0-5 YOS Average Age 30-35 YOS 4,045 3,045 AT&L Civilian Career Path Contractor Support To Fill Critical Gaps Total = 23,801 Plus 30 Nulls Source: DAU Datamart (EOFY06) (Total = 23,801 plus 30 null records)

  15. Strategic Workforce Shaping Tools • Strategic Hiring • Competency Mgt • Tactical Retention • Contractor Support Development/Acq Corps/Critical Acq Positions Key Ldr Positions Retention Recruiting Hire AT&L Workforce Lifecycle Model (WLM) Contracting (Only 1102s) Years of Service(as of FY06) Future & Mid-Career Segments Comprise 85% Of AT&L Civilian Total Mid-Career Workforce (Totals 9,462) Workforce Of the Future (Totals 6,423) 26-29 YOS Senior Segment Comprises 15% of AT&L Civilian Total 2,811 Strategic Hiring Here: Senior Workforce (Totals 2,780) 16-25 YOS 6-15 YOS Tactical Retention Here: 2,948 6,651 0-5 YOS Average Age 36+: 572 30-35 YOS 3,475 2,208 AT&L Civilian Career Path Contractor Support To Fill Critical Gaps Source: DAU Datamart (EOFY06) (Total = 18,665 plus 28 null records)

  16. DoD AT&L Competency Initiative Schedule FY08+ Beta Gen Survey Beta Beta Generalization Assessment BCEFM Maintain, Update, Enhancements Prod, Mfg and Qual Pilot Assess TBD Info Tech Test & Eval Continuing Updates Exit criteria for Phase 2 based on completion of Step 1 (baselining of competencies, expert/senior leader validation of model) and Step 2 (subject matter expert/top performer model validation and identification of behaviors contributing to success in key situations, analysis and update of model and competencies as documented through final report which includes model and competency documentation, supporting analysis, recommended maintenance and enhancements, and HR XML data set.

  17. New SPRDE Systems Engineer Certification Criteria Talent Management SPRDE: General SPRDE: Systems Engineer LEVEL I (2 Years) LEVEL II (4 Years) LEVEL III (8 Years) LEVEL I (1 Years) LEVEL II (2 Years) LEVEL III (4 Years) ACQ 101 ACQ 201A SYS 302 ACQ 101 ACQ 201A SYS 302 SYS 101 ACQ 201B SYS 101 ACQ 201B CLM 003 Two additional Level 200 or 300 courses from a variety of disciplines CLM 003 (Tech Reviews) SYS 202/203 SYS 202/203 LOG 204 (CM) + one additional Level 100 or 200 course from a variety of disciplines Two additional Level 100 courses from a variety of disciplines • All current SPRDE Careerists grandfathered into the SPRDE: General Career Field • Career management offices to evaluate all SPRDE: General positions and recode as necessary to new career field SPRDE: Systems Engineer (15-20% recode estimate) • Implementation of the more stringent SPRDE: System Engineer career path up to service and agency discretion on position-by-position basis YYY 201 LOG 204 AND XXX 101 XXX 101 ZZZ 301 AND OR XYZ 101 YYY 201

  18. Human Capital Strategic Plan Integrated Framework DoD (AT&L) Strategic Workforce Planning Framework • SSB has met: • 11 May 2006 • 24 Aug 2006 • 21 Nov 2006 1 May 2007

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