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Human Resources The Building Blocks

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  1. Human Resources The Building Blocks Mr. James Oechsler Navy Medicine Support Command Jacksonville, FL

  2. BSO 18 manning as viewed by the fleet

  3. BSO 18 manning as viewed by BSO 18

  4. Objectives • What is Total Force Manpower • Define Requirements versus Authorizations • Delineate Manpower Personnel Flow Process • Demonstrate Manpower & Personnel Systems relationships • Define Managers Responsibilities

  5. Total Force Manpower Management Navy Total Force maintains the mission to attract, recruit, develop, assign and retain the right people to meet the demands of the Navy and the Joint Force. While today most of these roles focus on the military workforce, Navy Total Force sets a horizon for the integration of career management of the civilian and contractor workforce.

  6. Total Force Manpower Management Covers: • Military Personnel (Active Duty and Reserves) • Civilian Personnel (Civil Service, Local National and Contractor) • Borrowed Labor (Not under UIC) • Individual Account (IAs)

  7. The Force Development Process Identify the Mission, Function, Task Determine the requirements Program Billet (BSO 18) Authorize Billets Personnel Assets to the Fleet Feedback Demand Signal Recruiting Training Promotion Retention Distribution Inventory


  9. Total Force Manpower ODCR Manning Officer Billets OPA EDVR Manning DCPDS Activity Manpower Document Civilian Billets Enlisted Billets EPA Comptroller (funding) Contractor Billets Contracting Officer

  10. Total Force Management Responsibilities • OPNAV • Manpower Management • Manpower Requirements Policy • ROC/POE Development • SQMD/SMDFMD/SHMD Final Approval • BUPERS • Personnel Management • Community Management • Recruiting Goals • TPPH • Promotion • Reserve Recall Demand Signal • DASN (CHR) • Civilian Personnel Management • Civilian personnel matters • Management of the DON civilian SES corps • HR Operations and Processing

  11. Manpower Management Responsibilities • Activity • Manage their AMD. • Initiate manpower changes due to changes in Mission, function and tasking. Naval Hospital on Capital Hill 1866-1906

  12. Manpower Management Responsibilities • Sub-Claimant SMC • A command or activity immediately subordinate to the manpower claimant. • In BUMED they are the Regional Commanders: • NMSC • NCA • NME • NMW

  13. Manpower Management Responsibilities • Budget Submission Office (BSO) • The major commanders or bureaus that are authorized manpower resources directly by CNO for the accomplishment of the assigned missions.

  14. Manpower Management Responsibilities • NAVMAC • Packet management. • TFMMS/TMMCA Functional Design manager.

  15. Manpower Management Responsibilities • N-12 • Approves SQMDs, SMDs, and FMDs. • N-1 • Manages End-strength for the Navy. • Single manpower resource sponsor. • Provides funds to DHP which are fenced off (can only be changed in the POM).

  16. Personnel Management Responsibilities • Community Manager • A manager for an Officer/Enlisted designator/rating. • Responsible for the health and welfare of that segment. • Detailer • Fulfill the needs of the navy by matching the best officer/enlisted individual to a valid outstanding authorization.

  17. Personnel Management Responsibilities • Placement Function • Command Advocate • BUPERS for Officers/ EPMAC for enlisted • EPMAC • Validate Enlisted Billet Authorizations, develop Navy Manning Plans, and issue a personnel vacancies list to the Chief of Naval Personnel (BUPERS) and to the Naval Reserve Personnel Center (NAVRESPERSCEN).

  18. Personnel Management Responsibilities • Manning Control Authority (MCA) • BUPERS • Through EPMAC Provide centralized management of MCA information system requirements as the MCA • Controls manning priorities.

  19. Personnel Management Responsibilities • Human Resource Offices (HRO) • Provide local civilian HR advice and assistance at local level: • Civilian supervisory training, labor relations • Recruitment Options, flexibilities • Human Resource Service Centers • Classification • Processing (Recruit and Hire, Promotions, retirement, benefits, etc..) • Office of Civilian Human Resources • Responsible for planning, formulating, issuing, communicating and assessing the Department of the Navy (DON) civilian personnel and equal employment opportunity programs • Deputy Assistant Secretary of Navy (Civilian Human Resources) • Provides policy, oversight and operational support for programs with regard to: • Civilian personnel matters • Management of the DON civilian SES corps • HR Operations and Processing

  20. Personnel Management Responsibilities • MTF • Acquisition planning • Requirements determination • Naval Medical Logistics Command • Requirements definition • Source Selection planning • Contracting Office • Source Selection • Contract award • Contract administration • BUMEDINST 4200.2B, Health Care Services Contracting • Outlines policy and guidance for health care services acquisition for Navy medicine

  21. Total Force Management TFMMS (AMD) NES (EDVR) OPINS (ODCR) DCPDS

  22. DESIGNING FOR THE FUTURE Classic Designs Still Apply Know Your Model, Keep Current Pay Attention to the Road & the Destination Resources DHP/DoN Navy Medicine/MTF

  23. THE SHAPING OF OUR MILITARY HEALTH SERVICES WITHIN NAVY MEDICINE • Begins with the Development of a Comprehensive Business Plan for Navy Medicine • Business Plan Focuses on Key Organizational Components: • The Balancing and Measuring of Operational Readiness • Understanding our Products and Services • Customer Satisfaction • Internal Efficiency • Human Capital Development • Requires the collection and reporting of manpower, personnel, resource and clinical data and the executive sponsorship and dedication of multidisciplinary expertise from within the organization • Headquarters Approved Mission, Functions, and Tasks

  24. THE SHAPING OF OUR MILITARY HEALTH SERVICES WITHIN NAVY MEDICINE • DoN’s design focus for operational manning is on the “recruiting, training and retaining of the most capable uniformed members to match manpower to force structure to combat capability” • The quality and quantity of requirement must allow for: • Medical Support to the fighting forces as they adapt to war fighting changes, humanitarian operations, etc • Proficiency and productivity at the right cost • Manpower Decisions and Global Resourcing – Unplanned for Navy Medicine Manpower Requirements • IA missions considered exceptions by DoN at this time • Shift from a force structure to one that is capability centered

  25. New Business Planning Initiative • Designed to: • Enable evaluation of manpower and personnel utilization data • Measure organizational performance data against FTE reporting • Address Data Gaps and/or Inconsistencies and/or errors • Outcome: • Useful Labor data to improve workforce structure design • Alignment of utilization data to requirements • Potential: • Visible and Useful Personnel Supply Data • Equitable Allocation of human capital to meet stakeholder, customer and workforce requirements

  26. Current State • Total Available and Assigned FTE’s by MEPRS Codes • Data shows a significant decrease in available compared to assigned FTE’s in the B codes • Total E code FTE’s average 29% & Total B code FTE’s average 26% of total FTE’s

  27. Current State • Data shows a significant decrease in Skill Type 1 Provider FTE’s available in the B Codes • Does the decrease in available Total and Skill Type 1 FTE correlate to what is seen in workload trends and PPS earnings? • How good is the data?

  28. Defects – Recall Alerts • Currently we do not have one easily minable system that provides visibility of total force billets, bodies and FTE’s • Current systems do not have common business rules and are not reconciled • Example below is current data from one MTF

  29. The Bottom Line • 70% of Navy Medicine’s labor operating costs are allocated to expenses • Reported deployment labor costs over the last five years are as follows: • MEPRS Reporting Sites Notes: * FY 09 does not reflect a full year of data. ** Requires additional analysis. Per OSD/HA & BUMED labor reporting rules, only assigned active duty personnel are authorized to report available time to the deployment cost center(s). Source: EASIV, data pulled 18 September 09.

  30. The Bottom Line (cont.) • Data Quality front line tactical defense for Navy Medicine and the design for the future • Standard Organization Compliance: What does it do? • AMD: How is it used? • Fit/Fill: Are the occupation code assignments accurate? Are the billets filled with the correct personnel? • DMHRSi: Who did what, when? • Heighted review of output metrics and the relationship of these labor costs to war fighter needs are underway • Key to our design and future strategies is defining the cost of readiness which impacts the entire organization, transforms business operations and affects employees and our beneficiaries

  31. BSO 18 manning as viewed by BSO 18

  32. Defense Medical Human Resources System - internetDMHRSi Mr. Michael Stewart Navy Medicine Support CommandJacksonville, FL

  33. Great Quote Business transformation requires focused activities to change policies, train people, shift attitudes, align performance with rewards and recognition, hold people accountable, and develop leaders who are focused on transformation, rather than on maintaining the status quo. unknown

  34. DMHRSi, What is it? • A web based multi-service Human Resource (HR) solution for the Military Health System (MHS) utilizing a commercial off-the-shelf (COTS) Oracle product configured to Service specifications The Oracle 11i e-Business Suite Oracle 10g Database Oracle Human Resource Management System Oracle Learning Management Oracle Project Administration (LCA) Oracle Self Service Oracle Discoverer

  35. Who is in DMHRSi?

  36. Concept of Operations • Deploy to all Defense Health Program (DHP) funded activities • All Hospitals, Medical Clinics, Dental Facilities, Veterinary Activities and HQ Components • Over 600 sites worldwide • Replaces Service legacy systems • Army: Uniform Chart of Accounts Personnel Utilization System (UCAPERS) • Navy: Standard Personnel Management System II (SPMS II), Expeditionary Medicine Platform Augmentation, Readiness and Training (EMPARTS) • Air Force: Personnel Subsystem of the DoD Expense Assignment System (EAS III) • Approximately 170,000 DMHRSi Users • Users are assigned permissions based upon roles and responsibilities • All active duty, reserve, civil service, contractor, and volunteers “Capability to replace local and/or stovepipe databases, spreadsheets, and paper records located within the MHS’ medical, dental and veterinary activities and other organizations”

  37. Purpose of DMHRSi “Enable the MHS to manage medical human resources across the enterprise” • Provide a single, integrated, Joint medical HR management system encompassing facets of personnel management critical to the MHS’ ability to enhance quality services and support theater operations • Provide visibility of all personnel working within MHS activities • Provide standardized/centralized Joint medical HR information • Promote accurate Joint data collection and reporting • Provide standardized labor cost analysis across the MHS • Provide essential medical personnel readiness information Supports GAO Report: “Tri-Service strategy needed to Justify Medical Resources for Readiness and Peacetime Care”

  38. Decision to Use COTS Managing expectations is a critical task!Enterprise Resource Planning (ERP) tools impose unique demandsA COTS strategy has its own inherent risks and costs • COTS ERP Benefits • Best industry business practices represented • Significant research & development costs are avoided • Continual product improvement • Generally faster deployment/fielding to the user • Reduction in training costs • Supports improved decision making at the enterprise level • COTS ERP Costs • DoD has to adapt to the prescribed best business practices as much as possible – change management • Enterprise COTS applications are characterized by higher levels of complexity and cultural change • Minimize customization and work-arounds • Enterprise systems ≠ less data entry COTS = ‘Commercial Off-The-Shelf’

  39. Application Functionality

  40. DMHRSi Benefits • Provides Tri-Service personnel visibility at all organizational levels for decision making • Provides for horizontal and vertical integration • Provides visibility of all personnel working within medical activities • Centralized data • Standardizes HR information throughout the MHS enterprise • Standardized processes • Savings on training • Provides for a global training record • Establishes interdependency among MHS enterprise HR related functions • The space, the face, the cost reunited • Establishes conducive environment for re-engineering • Supports Unified medical structure or business group consolidation

  41. DMHRSi Benefits • Assists Leadership • Improves accountability • Allow for greater command and control • Can minimize “low density” or “single-point administrative support” negative impacts. • Provides for space-to-face accountability • Can accommodate Borrowed Labor • Provides potential for improving accuracy of data collected and reported • Accountability of supervisors • Actual hours worked (vs. “Crazy 8s”) • Reconciliation with civilian pay hours • Tracks dual component personnel • Provides potential for greater accuracy thru self-service actions

  42. DMHRSi Limitations • Web-based product • Inaccessible if there are internet/network outages • Infrastructure dependent • Requires Tri-Service functional community involvement and guidance • Requires strong identification of Tri-service requirements • Change management and Business Process Re-engineering (BPR) at the site level • Requires standardized use of all modules to realize full potential • Unused potential • Ability to leverage some functionality may be outside of medical community control

  43. Manpower Key Points • Organizations are within the Manpower Structure based on the Standard Organization Policy. • Organizations can only be created in DMHRSi if they appear on the AMD for the UIC. • Organizations are created when the AMD is loaded from the Total Force Manpower Management System (TFMMS). If the header record is not on the AMD, the Organization can not be created in DMHRSi. • The accounting data elements associated with each Organization are manually entered into DMHRSi in the ‘LCA Record’ on each Organization. • The Group field is used to identify where the individual is actually working. In most cases the Group should match the Organization.

  44. Human Resource Data • Data is visible from TMA to BUMED to the Regions to your site. • Data is being used for leadership decisions. • Your HR/LCA Data has recently been queried by BUMED, TMA and Center for Naval Analysis: • Mental Health Providers • OB/GYN Providers • DMHRSi assignment aligns to billets on your AMD • Data used for staffing assessments is based on the assignment record • No one assigned to a particular org = no need for that specialty • Accurate alpha and recall rosters driven by assignments • Inaccurate assignments – inaccurate rosters • Inaccurate person demographic data (phone numbers, address) – inaccurate rosters

  45. Labor Cost Assignment Data • Accounts for the labor being performed by the staff at the work center level • Is transmitted to EAS and then to M2 where it can be analyzed by TMA, 3 services, regions and any MTF. • 70% of our operating cost are directly linked to labor • LCA Data is being used for leadership decisions

  46. EAS and M2 Data Reporting • The assigned FTE (Full Time Equivalent) is calculated based on the number of days in the reporting month that a person is assigned to the organization on their primary DMHRSi assignment. • Available time is reported to the task (MEPRS Code) selected on the timecard. • Non Available time is reported to the organization annotated in the “Group” field on the primary DMHRSi assignment. • Attention to detail in assignments is paramount to data quality in EAS/M2

  47. Education &Training Data • Provides for one Electronic Training Jackets (ETJ) for your entire career • One site not entering data adversely affects the entire record • Enables higher headquarters to complete one training history query vice going to each site individually. (i.e. IA and CBRNE Training) • Standardization promotes better tracking of compliance • Enables platform commanders to view training completion of Augmentee. • Your E&T data is being queried for command compliance. Failing to use DMHRSi is not an option!

  48. Readiness Data • Currently receives bi-weekly data feed from EMPARTS • Upon sunset of EMPARTS, DMHRSi will be the primary tool for: • Documenting Readiness Assignments • Documenting Mission Assignments • Documenting individual readiness requirements • Administrative Requirements (dog tags, gas mask inserts, etc..) • Family Care Plans • Readiness Counseling • Deployable Status • Deployments • Uniform/Equipment Issue Accurate data essential in making operational sourcing Decisions

  49. Conclusion • DMHRSi standardizes management and readiness reporting of human resource assets within the MHS enterprise • We must constantly evaluate our AMD alignments of billets to organizations • Provides total multi-Service personnel asset visibility for improved decision making • Success will depend upon leadership, change management and transformation