Improving Certification, Training, & Professional Development for the AT&L Community

1. Improving Certification, Training, & Professional Development for the AT&L Community Life Cycle Logistics FIPT 07-14-2006 Judith Hall Bayliss, DAU Robert Hausmann, CNA

2. Life Cycle Logistics Competency Development Project Project Background: Congressional & OMB-OFPP Interest • Krieg testimony on human capital& OMB-OFPP Policy Letter April, 2005 QDR and DoD Human Capital Plan • Require competency-driven approach to workforce management AT&L Human Capital Strategic Plan • Competency management is key outcome • Workforce Goal 1 mandates current, standardized functional competencies • Workforce Goals 3 and 4 rely on competencies

3. Life Cycle Logistics Competency Development Project Why Competency Approach? Desired Outcomes: • Greater job definition at entry, developmental management, & executive levels • Better insight into job requirements & relationships among career fields • Identify essential needs of employees and supervisors Source: AT&L Human Capital Strategic Plan

4. Human Capital Plan Alignment Quadrennial Defense Review Transforming for the 21st Century AT&L Human Capital Strategic Plan High Performing, Agile, and Ethical Workforce Logistics Human Capital Strategic Plan Developing the Right Competencies Creating Superior Performers & Superior Learning Competency Mastery Achieving Performance Entry Journeyman Expert

5. Life Cycle Logistics Competency Development Project Partner: AT&L engaged CNA to create standardized, comprehensive competency models • Initiative managed by AWCM • Covers all 13 Career Fields

6. Life Cycle Logistics Competency Development Project Standard/Repeatable Process: • Implementing OPM approved methodology • Reviewed/accepted by research psychologists Time-Line: 4 Initial Career Fields • PM (10/06) • LOG (12/06) • SPRDE (03/07) • PROPERTY (06/07) • Rest to follow (06/08) Time line established in AT&L Human Capital Strategic Plan

7. Objectives of the AT&L Model • Strategic, integrated and coordinated approach. • Accelerate the creation of an acquisition workforce as proactive business leaders • Provide a blue print for the development of acquisition professionals as business leaders • Provide a career map that integrates educational, developmental and experiential activities • Provide an acquisition workforce capable of meeting the evolving business needs DAU’s Role: Provide the learning glue

8. Project Team Roles AT&L Senior Leaders • Choose individuals to participate • Develop frameworks for presenting the competency model to the workforce • Communicate the effort/champion the project AT&L Subject Matter Experts • Provide essential data about their job functions • Identify key behaviors, tasks, goals, outcomes, skills, attitudes, etc. that shape success • Represent the high-performers in the workforce

9. Project Team Roles DAU • Develop frameworks for presenting the competency model to the workforce • Communicate the effort/champion the project • Use results to guide curriculum and learning asset management CNA • Implement the methodology to collect and analyze data • Review and validate what is required to achieve superior performance – competency formulation • Develop a standardized approach and language that can be used across all career fields

10. Methodology Outline • Assemble Expert Panel for career fields to gather input from senior leaders • Conduct online or facilitated Focus Groups to identify and match competencies (key behaviors, KSAOs, and outputs) to essential job functions • Develop Key Situations through online structured interview to identify specific job-related behaviors of superior performers. • Multi-rater Survey of job incumbents and managers to evaluate: • Importance • Criticality • Observed frequency of competency-related behaviors

11. What’s Ahead

12. Communication & Info • On the web: http://daulogistics.cnacompass.org • Contact Robert: hausmar@cna.org • Contact Judith: judith.bayliss@dau.mil • Contact AWCM: bart.morrison@dau.mil

13. Questions?

14. Competencies in a Nutshell OPM’s Definition -- “ …. an observable, measurable pattern of skills, knowledge, abilities, behaviors & other characteristics that an individual needs to perform work roles or occupational functions successfully.” • represent the job’s tasks and goals • capture desired characteristics of the employee • are independently measurable • form the basis for effective, relevant learning experiences

15. Requirements of Job Holder Requirements of the Job Requirements Process • Technology • Development Strategy Resilience Risk Management Influencing and Negotiating Decisiveness Total Ownership Cost Management Accountability Market Research Program Management Example Team Building

16. Requirements of Job Holder Requirements of the Job Requirements Process • Technology • Development Strategy Resilience Risk Management Influencing and Negotiating Decisiveness Total Ownership Cost Management Accountability Market Research Program Management Example Team Building

17. Project Demographic To whom are the competencies addressed? Lifecycle Logisticians – plan, develop, implement and manage effective & affordable weapons, materiel, or information systems support strategies. Perform a principal joint and/or Component logistics role during the acquisition and operation phases of the system life cycle.