Enhanced, Integrated HR Decisionmaking

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Enhanced, Integrated HR Decision-making

• Dave Cashbaugh
• Navy Personnel Research, Studies, Technology

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Agenda

• Todays Navy HR decision-making capability
• Our vision
• Illustrating the vision A scenario
• Science technology required
• Expected return on investment (ROI)
• How you can help

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Todays Navy HR Decision-making
Current HR system lacks agility in response to
emerging missions
Lack of integrated policy analysis
Limited Sailor choice
Sailors, Units not centrally involved
indecisions to produce Fit
Limited unit control of staffing
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Our VisionEnhanced, Integrated HR
Decision-making
MPTE HQ
Emphasis on test evaluation of policies,
processes, incentives
Agile, integrated HR data, assessment
simulation environment

• Resource Oversight
• Rules Polices
• Incentive Structure

Total Force (AC, RC, Civ, Cont)
Work Requirements
Readiness

• Join
• Stay/Leave
• Career Management
• Choice/Flexibility
• Lateral Movements

• Structure Positionsto the Work

Units
Continuous, linked career-long assessmentsof
workforce

• Assignments
• Retention
• Incentives
• Labor Substitutions
• Identify/Prioritize Work
• Advancements
• Training

Shift key decisions to those most responsible
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Key Capabilities of Enhanced, Integrated HR
Decision-making
MPTE HQ

• Resource Oversight
• Rules Polices
• Incentive Structure

Total Force (AC, RC, Civ, Cont)
Work Requirements
Readiness

• Join
• Stay/Leave
• Career Management
• Choice/Flexibility
• Lateral Movements

• Structure Positionsto the Work

Units

• Assignments
• Retention
• Incentives
• Labor Substitutions
• Identify/Prioritize Work
• Advancements
• Training

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Scenario Unit Level Staffing

• Situation New work requirements for heavy jet
  training in P3 Squadron
• Players
• Squadron CO/XO
• Individual candidates to be considered
• General Manager to assist with HR
  decision-making

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Identify Human Resource Requirements

• Determine readiness impact
• Identify possible internal workforce solutions
• Determine skill gaps

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Determine Fit

• Search across the Total Force
• Identify qualified candidates for skills Fit
• Assess for individual/team Fit

Readiness
Resource Planner
HR Requirements
Workforce Data Bank
Candidates
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Determine Candidates Initial Cost Estimates

• Extract candidates salary requirements from
  Career Planner
• Calculate range of estimated costs for Fit
  candidates

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Comparison of Qualified Candidates

• Best Fit Civilian jet pilot
• Best Cost Reservist
• CO decides added Fit justifies additional cost
  opts for civilian

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Negotiate for Optimal Fit/Cost

• Unit-individual agents negotiate compensation
  package
• GM analyzes Fit/Cost tradeoff across candidates
• Squadron CO/XO select candidate and offer
  contract
• Candidate reviews/accepts

Fit/Cost Negotiator
Contract
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Enhanced, Integrated HR Decision-makingCapabilit
ies
MPTE HQ

• Resource Oversight
• Rules Polices
• Incentive Structure

Total Force (AC, RC, Civ, Cont)
Work Requirements
Readiness

• Join
• Stay/Leave
• Career Management
• Choice/Flexibility
• Lateral Movements

• Structure Positionsto the Work

Units

• Assignments
• Retention
• Incentives
• Labor Substitutions
• Identify/Prioritize Work
• Advancements
• Training

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Science TechnologyIndividual
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Science Technology Unit
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Science TechnologyMPTE Enterprise
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Capabilities Development Timeline
Integrated Policy, Processand Resource
Allocation Analysis
Unit-Level Decision-Making
Richer description of the Total Force and Work
Requirements
Optimal Person-Job-Team Matching
Job Negotiation
Career Planning
Unit Planning
Enhanced, Integrated HRDecision-making System
Prototype
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Expected ROI

• Better person-job-team Fit
• Reduced personnel costs
• Better workforce utilization
• Improved individual satisfaction
• Risk reduction

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How you can help

• Inform our design and approach
• Leverage relevant results of your own research
• Partner with us