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An overview of the Civilian Talent Management Program

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  • The Army Leader Development Program for Civilians (Army Initiative 5) combines the initiatives from the Army Training & Leader Development Panel, the Secretary of the Army’s Transition Team, and the Review of Education, Training, and Assignment for Leaders (RETAL) studies into a single system. ALDP for Civilians contains an initiative to centrally manage the GS-15 equivalent population. Civilian Talent Management provides continual learning and broadening experiences through assignments and education of employees at their current level (GS-15). Individuals within the talent pool need to be groomed ahead of time and expect to be reassigned every 3-5 years. The talent pool will also need to include innovative individuals who have joint and interagency experience. They also need to be “good at core competencies and broad enough to operate in complex environments (Gen Casey)”. Our talent management effort may assist in developing individuals who are more competitive for other senior level positions.
  • Our civilian workforce is one of our most important resources. Per BRAC Forecasting provided by G1, it is expected that 30% of employees will relocate in a long distance move and 90% will relocate in a short distance move (Civilian Workforce Analysts and Forecasters Newsletter, Issue 1-07, Oct 07 (can be found on CPOL website). 60% of federal workers and 90% of senior executives become eligible to retire over the next decade (Government Executive, 12 Nov 07). Civilian Enterprise Lifecycle Management is essential to the Army’s effort to: Restore balance to the Army by 2011 Sustain the all volunteer force Maintain strategic flexibility, and agility in an era of persistent conflict
  • Army Enterprise Positions (AEPs) are strategically significant to the success of the Army Mission. Initially we were looking at including all GS-15 positions . CTMP will centrally manage approximately 600 top tier band 3/GS-15 positions. Through our Advisory Group (HQ Deputies and now command senior leaders ) we have identified 383 positions of a potential pool of 600-1,000 enterprise positions that are the very senior GS-15 equivalent positions within the Army. Additional positions will be further defined by the commands in spiral 2 and through our Executive Review Board. Characteristics and abilities we will further develop within our talent pool is listed on the right side of the slide. Why we are working this effort is highlighted on the bottom of the slide. The Army needs Senior Civilian Leaders who are adaptable and agile to help restore balance to the Army. CTMO has adapted the Executive and Senior Professional Management System (developed for SES population) to accommodate the GS-15 population. Enhance the Army’s manpower flexibility and agility in order to restore balance , sustain the Civilian contribution to the generating force , sustain the all volunteer force and maintain strategic flexibility Increase acceptance and use of interchangeable Senior Leaders positions Improve the senior Civilian workforce’s perception of their opportunity to advance
  • Preferences for mobility are shared with CTMO AEEs occupying AEPs can be “grandfathered” – that is AEEs currently occupying an AEP can opt out of signing a mobility agreement for as long as they occupy the AEP AEEs can use the deferral process AEEs must designate the type of mobility and sign a mobility agreement as a condition of employment before they can be placed in an AEP Reassignments are expected to occur every 3-5 years
  • Creates interchangeable senior leaders and a common senior civilian operating picture Promotes talent exchange and diversification Reduces the loss of productivity associated with under-lap
  • Selecting officials can use the traditional competitive process to fill vacancies in addition to the CTM slate process. However, they must consider the CTM candidates before making a selection from a competitive referral list.
  • AEE Slide Presentation

    1. 1. Civilian Talent Management Civilian Talent Management Office October 2009 OFFICE OF THE DEPUTY CHIEF OF STAFF, G-1
    2. 2. Agenda <ul><li>Broad Overview of Civilian Talent Management </li></ul><ul><li>What is Talent Management </li></ul><ul><li>Implementing the Civilian Talent Management Program (CTMP) </li></ul><ul><li>Registering in the CTM System </li></ul>
    3. 3. Purpose <ul><li>Provide an overview of the Civilian Talent Management Program (CTMP) and the CTM System </li></ul><ul><li>registration process </li></ul><ul><li>Endorsed by the Secretary of the Army and briefed to senior leaders. </li></ul>
    4. 4. Why Civilian Talent Management <ul><li>The Army is investing in its Civilian Corps because: </li></ul><ul><ul><li>It is the right thing to do. </li></ul></ul><ul><ul><li>The Army is relying more heavily on its Civilian workforce to generate the force and to sustain our commitments during an era of persistent conflict. </li></ul></ul><ul><ul><li>The Army will face serious mobility and retention challenges within its Civilian Corps when BRAC moves occur in FY10-11. </li></ul></ul><ul><ul><li>The Army is in competition for talented Civilians with other government agencies and with private industry. </li></ul></ul><ul><ul><li>The Army needs a succession planning process. </li></ul></ul><ul><ul><li>Sustainment of the Civilian Corps contribution in the future depends upon the investment we make today. </li></ul></ul>
    5. 5. Centralized Talent Management Army Enterprise Employees and Positions <ul><li>AEEs </li></ul><ul><li>Army Enterprise Employees – Understand the desires and potential of ~11K upper end pay band 3 employees and GS 15 equivalents or a base salary of $98,156. </li></ul><ul><li>Match desire and potential of AEEs to provide commanders with best available talent. </li></ul>“ Good at their core competencies and broad enough to operate in complex environments.” (CSA) Competent Agile Ready <ul><li>AEP Criteria </li></ul><ul><li>Leads strategic thought and initiatives that contribute to the success of the Army mission. </li></ul><ul><li>Responsibility in scope and breadth that influences or affects organizational outcomes significantly. </li></ul><ul><li>Usually has management responsibility at the second level of supervision or above (i.e., manage other supervisors). </li></ul><ul><li>Policy positions that influence the enterprise level and have Army-wide application. </li></ul>AEPs GS-15
    6. 6. <ul><li>Functional – to another position in a different series for which qualified </li></ul><ul><li>Organizational – to another position in a different organization </li></ul><ul><li>Geographic – outside of the commuting area </li></ul>Mobility – 3 types
    7. 7. What’s in it for you? <ul><li>Talent management is the Army’s investment in you. </li></ul><ul><li>CTMP increases support of professional goals and career potential </li></ul><ul><li>Provides diverse roles and responsibilities so you may be of greater service to </li></ul><ul><li>the Army and the Nation. </li></ul><ul><li>Provides opportunities for assignments with multiple commands and </li></ul><ul><li>educational enhancement. </li></ul><ul><li>CTMP fuses current and projected leadership requirements with your desires for </li></ul><ul><li>reassignment and career growth </li></ul><ul><li>Central management improves succession planning and knowledge transfer </li></ul><ul><li>CTMP provides greater visibility of vacancies/reassignments for the AEE talent </li></ul><ul><li>pool. </li></ul>
    8. 8. CTMO CTMO Civilian Personnel System CPAC compiles traditional list from open competitive and announced sources CTMO Reviews Population and Solicits Nominees for Slating Command Determines Requirement to fill AEP Vacancy & Notifies Central Talent Management Office (CTMO) AEP Centralized Process CTMO Compiles Slate of Transfer Applicants CTMO forwards slate to Command for Selection <ul><li>Under-lap is reduced through improved forecasting </li></ul><ul><li>Systems allows for Army-wide visibility of positions and collaboration </li></ul><ul><li>Vacancy announcements through CPAC allows upward mobility of GS-14 and Pay band 2 and </li></ul><ul><li>entry of those not currently in the Civilian Army System </li></ul><ul><li>CTMO ensures awareness of developmental opportunities of personnel with desire and </li></ul><ul><li>potential </li></ul>Senior Leader in Gaining Organization Makes Selection Executive Review Board Review for Continual Program Improvement Collaboration
    9. 9. USNORTHCOM USAFRICOM USSOUTHCOM USPACOM USEUCOM TIG AAG DUSA DUSA (BT) CLL CPA SADBU TSG CNGB CAR TJAG CCH SMA GC AA SA USA VCSA CSA ASA (ALT) ASA (CW) ASA (FM&C) ASA (I&E) ASA (M&RA) CIO/G-6 DAS DCS G-4 COE ACSIM DCS G-1 DCS G-2 DCS G-3/5/7 DCS G-8 OGC Oversight SDDC AMC TRADOC FORSCOM USARPAC EUSA USASOC SMDC/ ARSTRAT USAREUR USARSO USARNORTH Army USARCENT Spiral 1 Executive Office of HQDA (EOH) USCENTCOM IMCOM USACE MEDCOM NETCOM INSCOM USARC MDW USMA CIDC ATEC Acquisition Support Center ASA (ALT) CSA PMG G-1 CSA COE TSG G-6 ACSIM CSA G-2 <ul><li>Yellow Box = Recommendations for Spiral 1 (Spring 09) </li></ul><ul><li>No Box = Still requires Strategic Communications (Spiral 2) </li></ul><ul><li>Identified 383 positions </li></ul><ul><li>600 – 1000 projected Total Army Enterprise Positions </li></ul><ul><li>USAREUR has identified AEPs but wishes to be in Spiral 2 </li></ul>
    10. 10. CTM Phased Registration Process (Jun-Oct 2009) Sites: NCR (Ft Belvoir) VA (Ft Eustis) VA (Ft Monroe) VA (Ft Lee) NM (Whites Sands) MD (Ft Detrick) AZ (Ft Huachuca) MD (APG) GA (Ft McPherson) Germany (Stuttgart) Germany (Heidelberg) AL (Huntsville) MS (Vicksburg) FL (Orlando) NCR (Pentagon) NCR (Pentagon) HI (Ft Shafter) NJ (Picatinny) NJ (Ft Monmouth) Korea (Seoul) NC (Ft Bragg) TX (Ft Hood) TX (Ft Sam Houston) MI (Warren) IL (Rock Island) Dates: 8-10 Jun 16 Jun 17 Jun 22 Jun 22-23 Jun 2 Jul 8 Jul 14-16 Jul 22 Jul 25-30 Jul 28 Jul 9-11 Aug 12-14 Aug 17-20 Aug 17, 19, 21 Aug 9-10 Sept 13-14 Sept 14-18 Sept 14-18 Sept 17-18 Sept 22-25 Sept 21-22 Sept 24-25 Sept 28-29 Sept 1-2 Oct
    11. 11. Way Ahead (Updated as of 13 Aug 09) <ul><li>May 09 Spiral 1 Army wide Announcement </li></ul><ul><li>Jun – Oct 09 Educate AEEs & Leadership on CTMS – collect Surveys, Resumes </li></ul><ul><li>Nov-Feb 10 Out-of-cycle Slates </li></ul><ul><li>Feb Executive Review Board convenes </li></ul><ul><li>Apr-Jun CTMO Develops Slate </li></ul><ul><li>Jul Organizations Receive Slates </li></ul><ul><li>Sep Selections Published via Army wide communication </li></ul><ul><li>Nov Executive Review Board convenes </li></ul><ul><li>Jan 11 Spiral 2 Army wide Announcements </li></ul><ul><li>Feb-Mar Educate AEEs & Leadership on CTMS – collect Surveys, Resumes </li></ul><ul><li>Apr-Jun CTMO Develops Slate </li></ul><ul><li>Jul Organizations Receive Slates </li></ul><ul><li>Sep Selections Published via Army wide communication </li></ul><ul><li>Nov Executive Review Board Convenes </li></ul><ul><li>Dec-Jan 12 Finalize and Publish Guidance </li></ul>09/30/09
    12. 12. Questions? <ul><li>Please contact us: </li></ul><ul><li>Civilian Talent Management Office at: </li></ul><ul><li>https://www.csldo.army.mil or [email_address] </li></ul><ul><li>Exec Dir, Linda Donaldson: 703-602-9055 (Linda.L.Donaldson@us.army.mil) </li></ul><ul><li>OSA, OSA FOA, ARSTAF, ARSTAF FOA, OSA Joint, NATO, ARNG, USAR, ASMDC, TRADOC, Combatant Commands </li></ul><ul><li>Career Advisor: Ms. DeHart (703-602-2071) [email_address] </li></ul><ul><li> Mr. Carter (703-602-9020) [email_address] </li></ul><ul><li>FORSCOM, IMCOM, INSCOM, MEDCOM,USAASC </li></ul><ul><li>Career Advisors: Ms. Frank (703-602-9013) Barbara.Frank@us.army.mil </li></ul><ul><li> Mr. Carter (703-602-9020) [email_address] </li></ul><ul><li>ATEC, CID, MDW, USACE, USMA, NETCOM </li></ul><ul><li>Career Advisors: Ms. Bennett (703-602-9049) Jennifer.J.Bennett@us.army.mil </li></ul><ul><li> Mr. Perry (703-602-9007) [email_address] </li></ul><ul><li>ARCENT, ARNORTH, ARSOUTH, Korea, USAREUR, USARPAC, USASOC, AMC </li></ul><ul><li>Career Advisors: Mr. Shaw (703-602-9012) Edmund.Shaw@us.army.mil </li></ul><ul><li> Mr. Mageto (703-602-9000) Myron.Mageto@us.army.mil </li></ul>
    13. 15. ( JANE.J.DOE ) DOE, JANE ***-**-**** PP-Series-Grade: YC-0301-03 Career Program: 10 – CIVILIAN PERSONNEL ADEMINSRATN
    14. 19. DOE, JANE JANE J DOE ***-**-0000 F 1616 WATERFRONT LANE AMERICA, IN 00000 05/02/1978 06/18/2002 07/6/2002

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