1 / 27

Department of Defense Logistics Workforce Human Capital Strategic Planning 2015

Department of Defense Logistics Workforce Human Capital Strategic Planning 2015. Base Year Final Report to the FIPT. 8 September 2006. LOG HCSP Link To Other DoD Efforts. Strategic Context: NDS, JV2020, QDR, Focused Logistics Roadmap. Transforming for the 21 st Century.

hedy
Télécharger la présentation

Department of Defense Logistics Workforce Human Capital Strategic Planning 2015

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Department of Defense Logistics Workforce Human Capital Strategic Planning 2015 Base Year Final Report to the FIPT 8 September 2006

  2. LOG HCSP Link To Other DoD Efforts Strategic Context: NDS, JV2020, QDR, Focused Logistics Roadmap Transforming for the 21st Century Quadrennial Defense Review (QDR) High Performing, Agile, and Ethical Workforce AT&L Human Capital Strategic Plan Developing the Right Competencies Logistics Human Capital Strategic Plan Performance Metrics, Performance Management, Performance Assessment, Pay for Performance Who do you hire? What do they need to bring to the job? Superior Performance Entry Journeyman Expert

  3. Competency Definition • "...an observable, measurable pattern of skills, knowledge, abilities, behaviors and other characteristics that an individual needsto perform work roles or occupational functions successfully.” Office of Personnel Management

  4. Five Workforce Categories with Present Baseline • Supply Chain Management (75,000, 32%) • Integration of multiple material sources and processes to meet warfighter requirements • Defense System Program Logistics*** (14,000, 6%) • Planning, analysis, acquisition, sustainment and modernization of defense system support capabilities • Operational Logistics (38,000, 16%) • Distribution to, from, and within theater • Includes transportation, warehousing, storage, packaging and inventory, cargo scheduling, and dispatching • Maintenance Support (94,000, 40%) • Planning and executing maintenance of defense system equipment • Technical Management Support (14,000, 6%) • Reliability and maintainability analyses • Technical data management The current total civil service Logistics workforce is 235,000* personnel in five functional components; below are estimates of the relative component sizes**: ± 25,000; see “Task 5 Workforce Sizing Analysis” for discussion of sizing uncertainty ** Total Logistics workforce size and individual component sizes are based on existing data given by Logistics Management Institute, key Agencies and Services. Not all parties were able to contribute a breakdown of the five categories or to provide a precise picture of their Logistics workforce; therefore, one cannot assume that these figures are by all means accurate. *** includes DAWIA

  5. Future Trends and Logistics Competencies Key Trends Future Competencies • Shifting Workforce Demographics • Aging/Shrinking workforce • Per OPM, 60% of total Federal (and 90% of total Executive) workforce eligible to retire by 2015 • Reduced DoD budget will lead to reduction of Logistics workforce • Growing contractor workforce • Business Acumen • CPI (Lean, Six Sigma), Financial Management • Contracting • Management of contractor workforce, PBL • Knowledge Management • Preserving organizational knowledge • Joint Planning • Data Interoperability • Operate in System of Systems • Operate in Network of Networks • Interdisciplinary workforce • Evolution from “I” to “T” to “star” • Flattening DoD Organization • Increasing Joint Operability • Merging Logistics categories • Accelerating Rate of Change in Science and Technology • Technological change is being driven by the commercial sector • Increased competition for US technical students • Logistics core models are increasingly engineering processes • Software Engineering • Systems Engineering • Theatre Engineering

  6. Future Workforce Sizing The current Logistics workforce is expected to shrink by over 50% in the coming decade due to a shrinking defense budget, an aging workforce, and growth in the contractor workforce *see “Task 5 Workforce Sizing Analysis” slide for discussion of sizing uncertainty

  7. Current I I T I T I I T I I “I” People – Deep knowledge, narrow expertise in functional segment, with limited knowledge of other functional segments or fields I I T I I T I I I T I T T I I I I I I I T “T” People – Broader knowledge across a field, possibly with depth in some but not all logistics segments; some knowledge of business or other fields; some development assignments and training. I I T Near Future I T T T T I I I I T I I T I T I T I I T T I I I “Multi-faceted” People – The “Enterprise Logistician” with expertise in many segments and knowledge of the logistics process end-to-end; business education; executive training; industry, multi-component experience. Far Future I I I T T T T T I T I T T T I T I I T I T I T T An Increasingly Multi-Functional Work Force Will Produce the Enterprise Logistician Leaders of 2015 - 2020 I I T T

  8. Retirements present huge opportunity for advancement Multi-faceted People - The Enterprise Logistician – Senior Civilian & Military Logistics Leadership We need to grow leaders from birth . . . people don’t suddenly become leaders at the rank of Colonel or SES Civilians at flag rank need to be versatile . . . joint assignments are essential With modernization, the challenge is how to recruit and train a versatile civilian and military workforce that are adept with both legacy and modernized weapons systems Life-Long,Quick Learner Multi-Domain Multi-Generation Adaptability Convincing civilians to join DoD is the challenge Balance Now & Future Civilians need to self-nominate Multicultural Perspective Multi-Component Grow Flag/SES leaders who can run the enterprise today while also looking to and planning for the future Staff/Line Multi-Sector Experience Multiple Logistics Segments Multi-Service/Joint Science & Technology Education “There is no single ‘yellow brick road’ to success. . . get a variety of experiences and capture something from each.”

  9. Opportunities for OSD to Shape Future Leaders and How They Lead • Findings & Conclusions • Initiatives for civilian career development are fragmented and need to gain more traction • Career maps should be tied to desired outcomes • Robustness of logistics career and leadership development, military & civilian, varies across the Services • Retirements present an opportunity to refresh the civilian leadership bench • "The JLB, DLB, DAWG need to be decision- oriented . . . general team building is important, but substantive progress is even more so . . . there is too much veto power that squashes good ideas“ • Logistics leaders want an enterprise-wide logistics identity along with their Service specific identities(Joint ≠ Enterprise) • Recommendations • Take logistics transformation to the next level, from Service-specific log enterprises to a DoD log enterprise • Collaborate across OSD and with Services & Agencies to align and strengthen civilian logistician career development • Partner with industry, academia, and certification organizations to refresh and expand professional standards, career maps, and other tools to support recruitment, training, and retention of log work force • Transform logistics governance bodies into results-oriented decisionmakers • Align Service-specific logistics curricula

  10. Senior Leadership Interviews

  11. Senior Leadership Interviews

  12. Technical competence in logistics, supply chain fundamentals Grasp of total logistics enterprise and how pieces fit Educational foundation in science and technology Expertise in Lean & Six Sigma Broad experience across the enterprise Joint experience essential for advancement Strong operational background Foundation in business practices Grasp of and ability to bring together production, IT, resources, and financial Foot in both business and [military] operational worlds Creative thinker Ability to balance present & future Process-centric thinking Relationship builder Across DoD (OSD, Services, Agencies) Industry Functional and Managerial Qualifications of Future Leaders

  13. Ability to gain trust of those you lead Technical competence is especially important for junior leaders Later, qualities other than technical competency become more important (Senior leaders have grown beyond their technical specialties) Experience with performance metrics (get performance from providers) Ability to influence/compel in the absence of command Skills in cost control and workload projection Lifelong learner Other desirable traits Character - ethical behavior Treat people with respect Get out what you put in Do your very best Be resilient and adaptable Take care of your people Mentor others Multi-generational flexibility (to motivate an age-diverse workforce) Multicultural perspective to manage workforce and succeed with coalition partners, relief mission Functional and Managerial Qualifications of Future Leaders

  14. Task 4 – Assess Future Workforce SizingFocus on GS Workforce Approach: Apply a High-Level Assessment to Size DoD Future Logistics Workforce Assumptions: • Major Trend will be Shifting More Work Outside the DoD • Uniformed Forces Not Assessed • Contractor State Not Assessed but will be Considered for Future Sizing Approach: • Assess Range of Change in Each Component for Basic Analysis • Apply the Assumptions Derived from Task 2 Findings (CPI, Attrition of Current Workforce, Commercial Best Practices, Autonomic Logistics, PBL, Benchmarking, Outsourcing, etc.) • Determine Percentage of Each Components Sizing Impacted (Pending Current Census Completion) • Resize Each Components Illustrating the DoD Future Logistics Workforce DTCI, PBL Netcentric Logistics CPI, Autonomic Logistics, PBL

  15. Task 4 – Notional, High-Level Assessment to Sizing Workforce Categories Focus on GS Workforce Supply Chain Management Defense Systems Program Logistics • Approximately 25% of Total Current Civilian Logistics Workforce • Dramatically Decrease in Size From 2006 Workforce • DTCI, PBL - Outsourcing • Approximately 10% of Total Current Civilian Logistics Workforce • Increase in Size from 2006 Workforce Maintenance Support • Approximately 45% of Total Current Civilian Logistics Workforce • Significant Decrease in Size from 2006 Workforce • PBL, CPI, Autonomic Logistics • Shift to Less Organic Workforce (NAVSEA and Depots) Equates to Diminished Intermediate Maintenance Operational Logistics • Approximately 5% or Less of Total Current Civilian Logistics Workforce • Decrease in Size from 2006 Workforce • Majority is Uniformed Service Members • Technical Management Support • Approximately 15% of Total Current Civilian Logistics Workforce • Increase from 2006 Workforce • Autonomic Systems Require Higher Technical Maintenance Competencies

  16. Task 5 Workforce Sizing Analysis • Baseline of current Logistics workforce proved not feasible in time available • Although DMDC is database of record for DoD workforce, the following have precluded effective counting of the Logistics workforce: • No consistency across Services and Agencies in reporting process • Army doesn’t include job series 1102 (Contracting) in Logistics workforce • Personnel with multiple certifications often counted multiple times • DLA counts everyone in DLA, including secretaries, as Logisticians • Air Force doesn’t count engineers as logisticians • Each Service or Agency reports to DMDC differently; no standard process • Inaccurate or unavailable functional Logistics workforce data • One service uncomfortable with DMDC data but unable to provide anything that was more accurate • All Services/Agencies maintain their workforce records based on individuals rather than specific communities, like Logistics • Difficulty breaking Logistics workforce into 5 functional components • Although approved by Functional Integrated Process Team (Logistics) in January, the Services have not accepted the 5 functional components

  17. Baseline Build Start with accurate baseline of present Logistics workforce (“as is”), which requires: Consistent and accurate data collection and reporting Common data dictionary and definition of Logistics workforce In lieu of accurate data from Services/Agencies/DMDC, a combination of sources was used to determine Logistics workforce size: LMI Logistics Definition (2003) DAWIA/DMDC Data (2004) Interviews with senior leadership Existing data from key FIPT agencies/Services Factor future trends, budget, technology, etc. into a projection with measurable uncertainty Green Fields Build Determine future Logistics workforce requirements (“to be”) Determine required spend, future resources based on key trends, budget projections, etc. With estimate of available resources, determine future business model and allocation of people, material and technologies Two Approaches to Future Workforce Planning Total Logistics WF: 1.03M (2003) Civilian Logistics WF: ~ 235,000* Future Civilian Logistics WF: ~100,000 * ± 25,000

  18. 30,458 workforce members Have a combined Age and Years of Service of 92 or greater (as of 23 Jun 06; 30.55%) 18,442 additional workforce members will have reached a combined Age and Years of Service of 92 or greater by 2014 (18.5%) Overall out of the sample, 48,900 workforce members will have reached a combined Age and Years of Service of 92 or greater by 2014 (49.05%) Task 5: Baseline Current Workforce (Based on 13 of 90 job series as reported by DMDC)

  19. Future Logistics Workforce Gap Analysis • DOD Logistics is not looked at as an “Enterprise” • Jointness is not synonymous with “Enterprise” • Gaps Assessed between the Future Required Logistics Workforce and the Existing DoD Logistics Workforce will Consider Functional Capabilities, Education, Experience Base, Sizing by Function, Career Series, and Leadership • Functional Capabilities Gaps: • Business Acumen in All 5 Components of Logistics Workforce • Growing Demand for Software and Systems Engineering – US and DoD Don’t Have Sufficient Number or Either • Shift from Supervisors to Managers and Leaders Requires Different Skills and Competencies • Education Gaps: • Bachelors and Masters Degrees in Business • Bachelors and Masters Degrees in Engineering • Experience Base Gaps: • With 90% of Senior Executives Eligible for Retirement in Next 10 Years, DoD Must Exploit All Options to Attract and Develop More Senior Executive Qualified Personnel (Both Within the DoD and in Industry and Academia) • Sizing by Function Gaps: • Growing Gap in the Maintenance and Technical Maintenance Support Components • Leadership Gaps: • How to develop new leaders • Number of Senior Executives Eligible for Retirement Within the Next 10 Years is a Concern

  20. Action Plan • Short-Term Actions • Start Formulating Business and Management Courses into DoD Curriculums • Create Engineering Education Grants and Initiatives to Attract and Recruit Engineers • Continue and Grow Intern Programs to Grow Future Senior Executives • Advertise and Recruit Senior Executives from Industry and Academia • NSPS Workforce Professionalization Initiatives – Pay for Performance • Mid-Term Actions • Take Competitive Advantage of Outsourcing Logistics Functional Competencies • Reshape Organizational Structure – Less Hierarchical • Grow Strategic Partnerships within DoD and with Industry and Academia • Change Performance Metrics to Effects-Based Measurements • Long-Term Actions • Human Capital Initiatives Must Constantly be In Action and Continue to Change as Supply and Demand Evolve

  21. Top Recommendations for DOD Action • Focus on Logistics as a DOD Enterprise • Develop Logistics Leadership and Workforce with grounding in both Technology and Science and Business • Start a Defense Logistics University (DLU) for development of qualified Logisticians • Develop Consistent Business Rules for How Workforce is to be counted • Identify Amount of Contractor Participation in the Logistics Workforce • Develop Strategic Plan for Present-2010 and 2010-2015 as well as 2015-2020

  22. Develop a Defense Logistics University Team TKOS HCSP analytic and technical work for the period of 2015-2020 strongly recommends that the DoD create today a: Defense Logistics University (DLU) for development of qualified Logisticians • The most successful integration efforts start with the creation of a center for learning and shared experiences • For instance, Defense Acquisition University, National War College, and Industrial College of Armed Forces • Current DoD Logistics efforts are fragmented within DoD causing a missed opportunity for sharing lessons learned, removing redundancy, and accelerating change • DLU is an appropriate action for DoD and the FIPT to embrace and one that would aid the development of qualified Logisticians • Provides a central focus for collaboration for the warfighter without potential for Title X conflict • Takes advantage of the power of knowledge, which will help mitigate the coming retirement wave • Brings together largest population within DoD that is presently without a central point of thought leadership • Creation of DLU is clearly a DoD policy action • Must start today if DLU is to be up and running effectively in time to play a key role in the Logistics workforce of 2015-2020

  23. To be Completed in Next Option Year

  24. Task 7: Document Key Implementation Actions • Develop implementation actions for gaps in: • Career series • Consolidation • Recruiting • Professionalization of the Workforce • Certification Programs • Service Exchange Programs • Industry Exchange Programs • Continuing Education • Demographics

  25. Task 8: HCSP Strawman Outline • Section I – Background • DoD Mission, Strategic Context, Operational Concepts 2010 – 2020 • Logistics Support for the Defense Mission • Human Capital Strategic Planning and Management in the Department of Defense • Section II – Logistics Strategic Direction • Strategic Context – Continuing Logistics Transformation • Logistics Enterprise – Organization of Logistics • Current Logistics Workforce Profile (Tasks 1 & 5) • Human Capital Drivers (Tasks 2 & 3) • Vision of the Future Logistics Workforce (Tasks 2 & 3) • Future Logistics Leadership and Functional Managerial Capabilities and Qualifications (Task 3) • Section III – Human Capital Goals (Examples) • 1 - Attract and Retain a World Class Logistics Workforce • 2 - Create and Sustain a Performance-Driven Culture • 3 - Promote a Continuous Learning Culture • 4 - Develop Leaders at All Levels • 5 - Balance Joint Logistics and Component-Specific Logistics

  26. Task 8: HSCP Strawman Outline (Cont’d) • Tasks/ActivitiesSection IV – Strategies/Objectives (Example) Goal 1 – Attract and Retain a World Class Logistics Workforce Objectives 1.1 Recruit, train, and professionally develop the logistics workforce 1.2 Develop plan to optimize size and distribution of Total Logistics Workforce 1.3 Formulate recruitment strategy with incentives for new graduates 1.4 Utilize NSPS tools to promote retention • Section V – Implementation • Task/Activity Owners • Required Resources • Timeline/Milestones • Success/Progress Measures

  27. Task 8: Sample Challenges/Issues • Challenge – aligning human capital with mission for a “community of practice” that cuts across multiple organizational units within DoD/Armed Forces • Challenge – sizing future workforce, since role of contractors not explicit in scope, but QDR speaks to “Total Force” and outsourcing is a trend • Issue – requirement/statutory authority for logistics support for international partners • Issue – NSPS outcome • Issue – potential near and far future workforce effects of mass casualties from a pandemic or other catastrophic event

More Related