Human Capital Strategy

1
Human Capital Strategy

• Informational Brief

2

• Moving forward to execute a comprehensive
  strategy to enhance combat effectiveness in the
  21st Century, the Department of the Navy is
  designing a force that is aligned, shaped, and
  developed to current and future mission
  requirements.
• Donald C. Winter
• Secretary of the Navy

3
The future force must be more finely tailored,
more accessible to the joint command, and better
configured to operate with other agencies and
international partners in complex
operations. Quadrennial Defense Review
ReportFebruary 2006
4

• The transformation of the Total Force will
  require updated, appropriate authorities and
  tools from Congress to shape it and improve its
  sustainability.
• Quadrennial Defense Review ReportFebruary 2006

5
People are our most valuable asset. Their
talents enable us to gain the utmost advantage
in whatever operations warfighting,
peacekeeping, or humanitarian we undertake.
6
Introducing...
7
2007 Human Capital Strategy Overview

• Building and Managing the Total Naval Force

8
Todays Agenda

• Introduction People Are Our Most Valuable Asset
• Background Understanding Why a Human Capital
  Strategy?
• Human Capital Strategy Mission and Strategic
  Objective
• Human Capital Strategy Strategic Goals
• FMOC Strategic Plan HCS Priorities and Progress
• HCS What It Means to You

9
Introduction

• People Are Our Most Valuable Asset

10
People Are Our Most Valuable Asset

• The Department of the Navy Total Force
• Comprising active and reserve military,
  government civilians, private contractors, and
  volunteer personnel
• To Build and Manage the Total Naval Force
• We must create manpower and personnel systems
  capable of placing the right people with the
  right skills, at the right time and place, and at
  the best value

11
Background

• Understanding Why a Human Capital Strategy?

12
Understanding Why a Human Capital Strategy?

• The Road to Change
• Changing Warfare
• From traditional state vs. state warfare to
  irregular, asymmetrical, and insurgent conflicts
• Naval Power 21, Sea Power 21, and Marine Corps
  Strategy 21 emerge between 2001 and 2003 to
  outline needed changes for success in 21st
  Century missions
• A changed and continually changing world demands
  greater agility, flexibility, and adaptability
  for the entire naval force

13
Understanding Why a Human Capital Strategy?

• The Road to Change
• Changing Workforce
• Many factors affecting DONs ability to recruit
  and retain personnel
• Longer life expectancy, increased higher
  education, greater diversity in the populations,
  more flexibility on workplace and work patterns
• DON operating under personnel systems, structures
  and policies that have been virtually unchanged
  for many decades, making it difficult to take
  advantage of these changes

14
Understanding Why a Human Capital Strategy?

• The Road to Change
• Changing Technologies and Processes
• Evolution of infrastructure and processes is also
  driving DONs need to adapt and advance its HCS
• Examples include
• DoD Business Transformation Agency
• DON Business Transformation Council
• Navy Sea Enterprise initiative
• Marine Corps Business Enterprise Office
• These changes require individuals with specific
  competencies to do more, faster, in a more
  collaborative environment

15
Understanding Why a Human Capital Strategy?

• The Road to Change
• Changing Strategies
• Begun with DON 2004 Human Capital Strategy
• 2006 Quadrennial Defense Review Report
• National Defense Strategy
• Defense Advisory Committee on Military
  Compensation
• And others
• All aligned in pointing out need for change in
  personnel policies and management systems to
  evolve the Total Naval Force for future missions

16
Human Capital Strategy

• Mission and Strategic Goals

17
Human Capital Strategy Vision and Strategic
Objective

• Our Vision
• To support the National Security and National
  Defense Objectives through strategic
  manage- ment of the Departments Total Naval
  Force
• Our Strategic Objective
• To produce and employ the right people with the
  right skills, at the right time and place, and
  at the best value, to support or accomplish 21st
  Century naval missions

18
Human Capital Strategy

• Our Strategic Goals

19
Human Capital Strategy Our Strategic Goals

• Achieving our vision requires that strategic
  goals be established and maintained. None of the
  HCS goals can stand alone each supports and
  receives support from the others. The goals are
  divided into two groups
• People-Focused Goals
• People-Management Focused Goals

20
Human Capital Strategy Our Strategic Goals

• People-Focused Goals
• Inspire
• To deepen the workforces commitment to mission
  accomplishment and warfighting excellence
• Develop
• To build intellectual capital by creating an
  environment that supports lifelong learning and
  individual growth opportunities
• Compensate
• To create a realistically affordable
  compensation system

21
Human Capital Strategy Our Strategic Goals

• People-Management Focused Goals
• Recruit/Access
• To recruit the right number and mix of
  individuals for the Total Naval Force
• Manage the Force
• To manage our total workforce through an aligned
  and integrated human capital management system

22
Human Capital Strategy Our Strategic Goals

• People-Management Focused Goals
• continued
• Shape the Force
• To use workforce planning and utilization tools
  to shape and manage the Total Naval Force
• Transition
• To provide opportunities for our people to
  transition between different career avenues at
  different stages of their lives

23
FMOC Strategic Plan

• Human Capital Strategy Priorities and Progress

24
Human Capital Strategy Priorities and Progress

• The FMOC
• Our 2004 Human Capital Strategy designated the
  Departments Force Management Oversight Council
  (FMOC) to guide the actions and initiatives to
  make the HCS vision a reality. The FMOC continues
  in this role today with our updated 2007 HCS
• The FMOC is chaired by the Assistant Secretary
  of the Navy (Manpower and Reserve Affairs) with
  the Chief of Naval Personnel and the Deputy
  Commandant for Manpower and Reserve Affairs as
  co-vice chairmen.
• Members include DON, Navy and Marine Corps
  senior officers and executives for manpower,
  personnel, training and education (MPTE),
  reserves, medical, and chaplain.

25
Human Capital Strategy Priorities and Progress

• FMOC Strategic Plan 2006-2009
• Four major policy priority areas
• National Security Personnel System (NSPS)
• Human Capital Strategy Enablers
• Workforce Utilization and Planning
• Comprehensive Military Personnel Legislation

26
Human Capital Strategy Priorities and Progress

• The FMOC Strategic Plan for 2006-2009
• Human Capital Strategy Enablers
• Human Resources Management Information System
  (HR-MIS)
• Competencies Management
• Continuum of Service
• Strategic Focus on Professional Development
• Enhancing the Diversity of the Workforce
• Human Systems Integration and Performance
• Military Compensation and Incentivization
  Strategy

27
Human Capital Strategy Priorities and Progress

• The FMOC Strategic Plan Progress on Many Fronts
• Issued the DON Human Resources Information
  Technology (HR-IT) Strategy
• Published the DON Guiding Principles for a
  Military Compensation Strategy
• Created a checklist for developing and evaluating
  compensation-related policies
• Implemented a pilot program to assist Severely
  Injured Marines and Sailors (SIMS)

28
Human Capital Strategy Priorities and Progress

• The FMOC Strategic Plan Progress on Many Fronts
• continued
• Established a new oversight approach for the
  Departments diversity, equal employment
  opportunity, and human relations programs
• Published a Department of the Navy Total Force
  Integration Lexicon and Terms of Reference
• Formed Policy Review Teams to develop proposals
  for enhanced force management flexibility and
  agility

29
The Human Capital Strategy

• What It Means to You

30
The Human Capital StrategyWhat It Means to You

• The DON HCS provides an overarching framework
  for evolving our Total Naval Force to meet
  changing needs for 21st Century missions.
• Successful execution of our Human Capital
  Strategy --
• Depends on developing manpower and personnel
  management systems and policies that will deliver
  the required capabilities and competencies
• Demands that we fully leverage the talents of our
  people by investing in their training and
  educations and helping them achieve their
  personal and professional goals
• Means that we will create an environment in which
  both the Department of the Navy and the people
  who serve in it attain the benefits of national
  service at a critical time in history.

31
The Human Capital StrategyWhat it Means to You

• Much progress has already been made toward
  improving policies and systems to better support
  the DONs ability to provide the right people
  with the right skills at the right place and
  right time to ensure for mission success.
• Status quo is not good enough. We are building a
  culture of lifelong learning and continuous
  improvement.
• The DON 2007 HCS serves as our guiding star to
  achieve our vision, objective, and goals.
• Together we can succeed