1 by David Broadhurst David Dye David Humeasky A Itelligece Commuity Huma Capital Implemetatio Plaig Framework Achievig Eterprise-Wide Itegratio ad Collaboratio
2 1 A Itelligece Commuity Huma Capital Implemetatio Plaig Framework Achievig Eterprise-Wide Itegratio ad Collaboratio The Natioal Itelligece Strategy (NIS) recogizes oe of the key fudametals of the itelligece professio missio success is depedet upo people ad their skills. More precisely, it is about the commitmet, dedicatio, ad performace of itelligece professioals who serve the people of our atio i the face of precarious ad mometous threats to atioal security. It is about creatig ad sustaiig a Itelligece Commuity (IC) culture that ca adapt, prosper, ad grow as a commuity while preservig each agecy s historical idetity. Huma capital iitiatives are key levers that ca accelerate ad sustai culture chage i support of a broader IC-wide trasformatio. Such iitiatives will help shape the developmet of a IC idetity ad a sese of commuity. I additio, these efforts help advace the Director of Natioal Itelligece s (DNI) visio to create a overarchig Natioal itelligece Service a service that is uified by high stadards of performace, a commo missio, ad shared core values. Similarly, the Udersecretary of Defese for Itelligece (USDI) has called for ehacig ad sustaiig the defese itelligece workforce i the Remodelig Defese Itelligece Iitiative (RDI). At issue is how to traslate huma capital policy ito practice across multiple agecies ad departmets. I this paper we propose a IC Huma Capital Implemetatio Plaig Framework as a meas to drive huma capital policy toward meaigful istitutioal chage. The stadup of the Office of the Director of Natioal Itelligece (ODNI) i 2004 represets the start of oe of the most sigificat trasformatios of U.S. Itelligece Commuity (IC) sice the Natioal Security Act of The ODNI has the overarchig missio of itegratig IC agecies itelligece collectio, aalysis, ad dissemiatio i support of the atioal itelligece program ad the atioal security establishmet. Accomplishig this missio requires a diverse ad effective workforce, the importace of which Eterprise Objective 4 of the NIS recogizes whe it calls upo the IC to attract, egage, ad uify a iovative ad results-focused IC workforce. Our trasformatio will be cetered o a high performig itelligece workforce that is results-focused, collaborative, bold, futureorieted, self-evaluatig, ad iovative. The Natioal Itelligece Strategy of the Uited States I respose to this strategic madate, the ODNI Chief Huma Capital Officer (CHCO) has promulgated the IC Strategic Huma Capital Pla. Leaders across the IC are discussig, implemetig, ad evaluatig the iitia-
3 2 tives called out i this pla for progress. The USDI has respoded similarly i the RDI iitiative with six focus areas that have sigificat implicatios for defese itelligece huma capital strategy. The challege is to what extet ca IC leaders fully implemet the itroductio of huma capital iitiatives i support of achievig agecy, departmet, ad commuity-wide missios? This paper is iteded to geerate discussio amog IC leaders ad the CHCO commuity, i particular, regardig the value ad utility of usig a IC-wide Huma Capital Implemetatio Plaig Framework as a uified way ahead for leadership implemetig huma capital iitiatives. A Huma Capital Implemetatio Plaig Framework ca be used as a roadmap for traslatig IC huma capital strategy ito tactical implemetatio plas at the compoet agecy level. These plas should promote a commo approach to makig huma capital iitiatives operatioal while preservig the uique requiremets of each compoet agecy. Such a framework is vital to addressig the gap betwee the promulgatio of ODNI ad USDI policy directives ad the agile, effective, ad itegrated implemetatio of policy across the commuity. The Framework A Huma Capital Implemetatio Plaig Framework provides a how to practical guide to strategy ad tactics with regard to huma capital implemetatio ot because compoet agecies do ot kow how to implemet huma capital, but rather so that they implemet usig repeatable processes ad procedures for each huma capital iitiative (e.g., performace maagemet, Joit Duty, ad leadership developmet). I additio, the framework promotes implemetatio that is flexible, recogizig that compoet programs have progressed to differet degrees of maturity over time. This framework eables more agile ad effective iitiative implemetatio because it provides a commo laguage ad a IC plaig foudatio that promotes ad achieves the kids of outcomes ad impact show i Exhibit 1. The framework i Exhibit 2 (see Exhibit 2, page 3) icludes several cosideratios relevat to implemetig most huma capital iitiatives. The thikig behid the framework is ispired by ad adapted from a coceptual model called Orgaizatioal DNA (Org DNA), which is based o sigificat research ad applicatio experiece about how orgaizatios work (or fail to work) by cosiderig some basic elemets, or buildig blocks (i this case, Aligmet; Goverace ad Decisio Rights; Chage Maagemet ad Commuicatios; ad Iputs ad Metrics). If we kow how these four buildig blocks are costructed i a particular orgaizatio ad how they fit with oe aother, we ca uderstad why some orgaizatios cosistetly deliver successful programs, ad others flouder. 1,2 Use of this framework esures IC leaders are addressig the same questios durig implemetatio ad icreases the likelihood of collaboratio, iformatio sharig, ad iovative solutios. It ca help leaders address questios such as, How is my agecy goig Exhibit 1 Outcomes ad Impact of a IC Huma Capital Implemetatio Plaig Framework Implemetatio Framework Promotes a itegrated approach collaborative plaig ad executio sharig of best practices practicality sustaied results Impact Achieve a uified huma capital system while preservig the uique huma capital requiremets of each compoet agecy Share plas ad tactics for implemetig huma capital iitiatives Leverage agecy lessos leared for broader huma capital iitiative implemetatio Establish a commo plaig ad implemetatio framework that promotes efficiecy ad becomes uderstood ad used across the commuity Successfully achieve missio requiremets through a uified set of maagemet ad performace measures for huma capital iitiatives across the commuity 1 RESULTS: Keep What s Good, Fix What s Wrog, ad Ulock Great Performace. Radom House, The Performace Gee: Uleashig the Huma Elemet of Orgaizatioal DNA. Lik & Lear, March 2007.
4 3 Exhibit 2 Proposed IC Huma Capital Implemetatio Plaig Framework Aligmet How will the iitiative cotribute to meetig the goals ad objectives of the agecy strategy? How will the leadership embrace ad champio the iitiative? How will the iitiative ifluece the culture of the agecy? Goverace & Decisio Rights How will the huma capital iitiative be implemeted i a maer that is trasparet ad who is accoutable for results? Who ows the right to make decisios? What etity maages the scope, schedule, budget, ad resources for the iitiative? Iformatio Flow Chage Maagemet/ Commuicatios What are the appropriate messages that motivate ad egage target audieces? How are the implicatios of the iitiative best commuicated? What, if ay, traiig is required Iputs ad Metrics What critical iputs are required What are the best sources for this data? How will the success of the iitiative be measured? to measure the success of a leadership developmet program? What are the most effective methods of commuicatio for Joit Duty guidace ad iformatio? How ca I best implemet my pay-forperformace iitiatives to promote aligmet betwee employee ad orgaizatioal success? Each of the four quadrats of the framework is both strategic ad tactical i ature because compoet agecies must pla for ad implemet both strategic ad tactical elemets i harmoy (depicted by the iformatio flow cycle i the middle of the four quadrats). For example, at the strategic level, compoet agecies should clearly articulate the importace of huma capital iitiatives; alig them with the compoet agecy s missio, visio, ad values; ad implemet a goverace structure, metrics, ad a chage maagemet strategy to support a smooth trasitio toward implemetatio. At the tactical level, it is importat to idetify the roles ad resposibilities of key costituets, determie key data eeds ad data sources for maagig the operatioal aspects of iitiatives, ad idetify the mechaisms for dissemiatig chage maagemet commuicatios. Implemetig both strategic ad tactical elemets reiforces ad sustais meaigful chage. Applyig the Framework IC Pay Moderizatio Example IC leaders ca use the huma capital levers described i the 500-Day Pla to drive ad ifluece trasformatio. For istace, the IC must cotiue to ivest i leadership developmet programs to create a culture of leadership at all levels as stated i Goal 3 of the IC Strategic Huma Capital Pla. Huma capital iitiatives eable the overall success of a agecy s missio. A agecy must recogize these iitiatives as key compoets of its strategy ad of the leadership s strategic itet. These iitiatives ecompass the full huma capital lifecycle of recruitmet, retetio, traiig ad developmet, performace maagemet, workforce plaig, performace-based pay ad rewards, ad retiremet. This paper uses Pay Moderizatio to illustrate how the IC Huma Capital Implemetatio Plaig Framework ca accelerate ad sustai the implemetatio of a essetial huma capital moderizatio effort. The geeral term Pay Moderizatio is used to refer to both the Natioal Itelligece Civilia Compesatio Program (NICCP) ad the Defese Civilia Itelligece Persoel System (DCIPS). By idetifyig ad implemetig the strategic ad tactical compoets of Pay Moderizatio for each of the four quadrats, the diagostic will demostrate the value ad overall effectiveess of the framework i advacig IC-wide itegratio, collaboratio, ad, ultimately, meaigful chage. The IC Strategic Huma Capital Pla otes the eed to esure the IC has the ability to fairly ad competitively compesate its employees accordig to their market value ad their relative cotributio to the missio. The IC Pay Moderizatio iitiative respods to this eed by trasformig the IC civilia workforce s compesatio structure from the curret Geeral Schedule (GS) pay system ito oe that is performace based ad market sesitive. Pay Moderizatio will be a key eablig compoet i the developmet of a culture that sustais ad rewards idividuals who meet or exceed their performace goals. It is iteded to be a collaborative effort based o commo policy requiremets while allowig each agecy the flexibility to meet their uique missio eeds.
5 4 The Pay Moderizatio iitiative exemplifies two critical aspects of the IC Strategic Huma Capital Pla s visio trasformatio through itegratio ad uity without uiformity. I achievig both itegratio ad uity, the ODNI Pay Moderizatio Program Executive Office faces the challeges of implemetig performace-based compesatio architecture across six persoel systems, six departmets, ad 17 agecies or elemets. Each agecy has a uique culture ad history ad is at a differet stage of implemetatio. These differeces, coupled with distict missio drivers, call for tailored approaches to implemetig pay for performace while workig from ODNI s overarchig strategic goals ad commo policy guidace. Aligmet Aligmet focuses o associatig idividual parts of the pay-for-performace iitiatives to promote cogruece, uderstadig, ad coordiatio. Exhibit 4 provides a example of aligmet for performace-based pay, showig how the iitiative is liked to the overall agecy ad ODNI strategy ad goals, orgaizatioal values, employee expectatios, ad missio eviromet. Whereas the issues uderlyig the agecy approach, employee expectatios, ad missio eviromet may chage, it is importat to lik the aspect of Pay Exhibit 3 Huma Capital Implemetatio Plaig Framework: Aligmet Aligmet How will the iitiative cotribute to meetig the goals ad objectives of the agecy strategy? How will the leadership embrace ad champio the iitiative? How will the iitiative ifluece the culture of the agecy? Goverace & Decisio Rights How will the huma capital iitiative be implemeted i a maer that is trasparet ad who is accoutable for results? Who ows the right to make decisios? What etity maages the scope, schedule, budget, ad resources for the iitiative? Iformatio Flow Chage Maagemet/ Commuicatios What are the appropriate messages that motivate ad egage target audieces? How are the implicatios of the iitiative best commuicated? What, if ay, traiig is required Iputs ad Metrics What critical iputs are required What are the best sources for this data? How will the success of the iitiative be measured? Exhibit 4 Notioal Aligmet for Pay Moderizatio Agecy Approach ad Strategy Ivest i our people Icrease supply of critical skills Maitai our competitive edge Missio Eviromet Address ambiguous threats Wi war for talet Moderize busiess practices Foster a culture of collaboratio Huma Capital Iitiative: Pay Moderizatio Competitive pay Effective performace appraisal Pay decisio tool Traiig pla Readiess assessmet Implemetatio strategy Orgaizatioal Values Uity of purpose ad effort Iovatio Itegrity Collaboratio Service before self Employee Expectatios Pay ad promotio based o performace Work objectives aliged to missio Positive performace culture Moderizatio to these higher order cosideratios. Oe of the most sigificat aligmet challeges of implemetig successful pay-for-performace programs is esurig processes truly distiguish degrees of employee performace ad the rewardig these differeces appropriately. Experiece has show that esurig this aspect of aligmet is critical to the success of pay-for-performace programs. Goverace ad Decisio Rights Goverace ad decisio rights specify the people, policies, ad processes that provide the structure i which leaders make decisios ad take actios to optimize outcomes related to huma capital iitiatives. Goverace ad decisio rights provide structure to esure effective decisiomakig ad efficiet delivery maagemet that focus o achievig the huma capital iitiative s goals i a cosistet maer. Exhibit 6 (see Exhibit 6, page 5) describes the goverace resposibilities for Pay Moderizatio. The framework liks each stakeholder role with a specific
6 5 Exhibit 5 Huma Capital Implemetatio Plaig Framework: Goverace ad Decisio Rights Aligmet How will the iitiative cotribute to meetig the goals ad objectives of the agecy strategy? How will the leadership embrace ad champio the iitiative? How will the iitiative ifluece the culture of the agecy? Goverace & Decisio Rights How will the huma capital iitiative be implemeted i a maer that is trasparet ad who is accoutable for results? Who ows the right to make decisios? What etity maages the scope, schedule, budget, ad resources for the iitiative? Iformatio Flow Chage Maagemet/ Commuicatios What are the appropriate messages that motivate ad egage target audieces? How are the implicatios of the iitiative best commuicated? What, if ay, traiig is required Iputs ad Metrics What critical iputs are required What are the best sources for this data? How will the success of the iitiative be measured? fuctio ad resposibility to esure clear delieatio of owership, roles, ad expectatios. With goverace resposibilities i place, havig clear rights ad processes for implemetig pay-for-performace program decisios will be importat. For example, executives resposible for maagig the day-to-day aspects of the agecy program (CHCOs, Pay Executives) must have clear ad agreed-upo owership over decisio processes (e.g., maager traiig, pay pool decisios) based o trust ad authority grated by their leadership. If executives revisit or secod guess pay decisios uecessarily, they may slow the progress of the process or, worse, udermie the etire program. Chage Maagemet ad Commuicatios Chage maagemet provides isight ito what really makes the implemetatio of complex chage solutios effective ad sustaiable. It ivolves facilitatio to help costituets focus o the work ecessary to achieve desired results. The chage maagemet process ivolves the followig stages: Exhibit 6 Notioal Goverace Resposibilities for Pay Moderizatio Notioal Goverace Resposibilities Role Fuctio Resposibility Executive Director/Sposor (e.g., DNI/USDI) Advisory Committee (e.g., EXCOM subcommittee, desigated IC huma capital board, CHCO Coucil, Program Executive Office) Maagig Director/Lead (e.g., Agecy Chief Huma Capital Officer) Program Maager (e.g., Seior Executive for Compesatio Reform) Directio, oversight, ad evaluatio Directio ad advice Implemetig authority Overall maagemet ad executio Ows the major segmet that will be both the program s pricipal beeficiary ad idividual accoutable for achievig the program s defied outcome(s) specified i the strategy Is the fial decisiomaker Uderstads issues ad eeded chages, provides advice ad assessmet of potetial impact, ad makes eeded adjustmets i its resposibility area Moitors program progress, uderstads issues raised ad adjustmets made, assesses potetial impact i its compoet, ad carries back iformatio about committee decisios to respective compoets Provides geeral program oversight Chairs advisory committee/iteragecy meetigs Provides updates to Executive Sposor Approves scope chages or escalates to Steerig Committee/Executive Sposor, as ecessary Provides guidace, isight Maages issue resolutio Provides day-to-day implemetatio Iterfaces with idividual stakeholders Stads up Pay Moderizatio ad associated performace maagemet system elemets i the agecy
7 6 Defie the Chage: ODNI ad agecy documets, icludig the IC Strategic Huma Capital Pla ad the 500-Day Pla, effectively articulate the Director s ad CHCO s visio for the iitiatives ad what they hope to accomplish. What remais is to create a strategic commuicatios iitiative to place that defiitio i the hads of the IC workforce, especially key target audieces. Champio the Chage: Executive leaders ad other ifluetial members of the IC must serve as champios of each iitiative ad as sposors ad advocates of the directive. I may cases, they will be a part of the committee that leads the chage effort. They also must recogize that those who serve as champios are successful exemplars for the iitiative ad help led prestige to the iitiative. Egage ad Mobilize Stakeholders: A high-visibility stakeholder outreach campaig based o a targeted commuicatio pla is essetial. This campaig should iclude prit ad electroic marketig materials, special evets, iteral media outreach, ad opportuities for all relevat stakeholders to lear about the specifics of the iitiative ad how it affects them. A solid chage maagemet ad commuicatio strategy is key to esurig the IC uderstads, welcomes, ad embraces ew huma capital iitiatives. Whereas much of the value propositio the reasoig behid the visio for a coheret ad cohesive IC with a shared ethos, values, ad a commo istitutioal culture is already icluded i the NIS ad the IC Strategic Huma Capital Pla, there is still work to be doe i articulatig the direct implicatios of iitiatives to critical target audieces. A commuicatios strategy for Pay Moderizatio should achieve several objectives: Iform, ifluece, ad leverage a cosortium of stakeholders. Covey a cosistet visio ad message amog employees ad stakeholders. Idetify CHCO champios ad resisters. Commuicate the value of performace-based pay. Exhibit 7 Huma Capital Implemetatio Plaig Framework: Chage Maagemet/Commuicatios Aligmet How will the iitiative cotribute to meetig the goals ad objectives of the agecy strategy? How will the leadership embrace ad champio the iitiative? How will the iitiative ifluece the culture of the agecy? Goverace & Decisio Rights How will the huma capital iitiative be implemeted i a maer that is trasparet ad who is accoutable for results? Who ows the right to make decisios? What etity maages the scope, schedule, budget, ad resources for the iitiative? Iformatio Flow Chage Maagemet/ Commuicatios What are the appropriate messages that motivate ad egage target audieces? How are the implicatios of the iitiative best commuicated? What, if ay, traiig is required Iputs ad Metrics What critical iputs are required What are the best sources for this data? How will the success of the iitiative be measured? Liste ad react to the ogoig eeds, issues, ad feedback of target audieces. Develop chage leadership ad executio capabilities eeded to drive ad sustai chage. Broadly speakig, the target audiece for commuicatios about each iitiative what it is ad why it matters is the IC workforce at large. Elemets of the commuicatios pla should cosider the audiece, characteristics, messagig, ad commuicatios eeds, as illustrated i Exhibit 8 (see Exhibit 8, page 7). Reachig out to key audieces helps articulate the impact of IC huma capital directives ad builds a icreased uderstadig of iteral ad exteral stakeholders eeds ad cocers. These activities help develop targeted approaches to proactively iform ad ivolve audieces ad create wi-wi stakeholder relatioships i the log term. There are umerous commuicatios support services desiged to meet the eeds of the IC Huma Capital Implemetatio Plaig Framework goals ad objectives. These prove commuicatios tools help advace key messages to mobilize ad ispire huma capital professioals, missio maagers, ad agecy leadership throughout the IC.
8 7 Exhibit 8 Pay Moderizatio Commuicatios for Target Audieces Pay Moderizatio Commuicatios for Target Audieces Audiece Characteristics Commuicatios Needs Seior-Level Employees i the IC (e.g., GS 13 15, bads 3 5) IC Recruiters ad Huma Resources Staff IC Agecy CHCO Officers Executive Leadership (e.g., DNI/USDI, CHCO Coucil members, desigated IC huma capital board members, Program Executive Office) IC Employees IC agecy frotlie leaders Champios resposible for takig owership, uderstadig process, ad promotig iitiative Staff who are fully egaged i wiig the war for talet Officers resposible for staffig missio ad all huma capital issues i IC agecies Role models Chage agets ad spokespeople for iitiative Testimoials to support the beefits of the iitiative Future IC leaders Kowledge of process, specific requiremets, ad goverace for Pay Moderizatio Lik betwee pay-for-performace ad other huma capital iitiatives Beefits of pay-for-performace to iclude i recruitig message Kowledge of pay-for-performace system to address questios from recruits Uderstadig of their role i leadig the iitiative Kowledge of specific requiremets ad goverace for iitiatives Lik betwee iitiative ad implicatios for career advacemet Cultivatio of cross-orgaizatioal etworks Preparatio for future leadership Uderstadig of pay-for-performace system, policies, IT tools, beefits, ad persoal impacts Iputs ad Metrics The implemetatio of a huma capital iitiative begis with gatherig key data iputs that leaders will use to iform ad direct the chage. Metrics are also eeded to evaluate the effectiveess ad acceptace of the iitiative to measure progress ad determie ext steps. Periodic program evaluatio helps esure the iitiative is meetig predetermied goals ad workforce eeds while helpig to idetify improvemet strategies. Iputs. Trasformig the IC civilia workforce pay structure begis with a market aalysis to esure pay rages will eable the IC to compete effectively for quality talet. Maitaiig a competitive advatage with respect to pay rages requires a process that icludes relevat data from sources reportig salary structure movemet ad salary icrease budgets. The iputs required for these types of aalyses iclude job descriptios ad curret pay iformatio as they relate to market salary iformatio, icludig actual lowest, actual highest, ad average pay. Metrics. Evaluatio data ad sources must also be cosidered durig the implemetatio plaig phase. Developig a evaluatio model eables a stadardized assessmet across the IC ad allows for idividual tailorig to meet each agecy s particular eeds. Determiig the appropriate iformatio to collect Exhibit 9 Huma Capital Implemetatio Plaig Framework: Iputs ad Metrics Aligmet How will the iitiative cotribute to meetig the goals ad objectives of the agecy strategy? How will the leadership embrace ad champio the iitiative? How will the iitiative ifluece the culture of the agecy? Goverace & Decisio Rights How will the huma capital iitiative be implemeted i a maer that is trasparet ad who is accoutable for results? Who ows the right to make decisios? What etity maages the scope, schedule, budget, ad resources for the iitiative? Iformatio Flow Chage Maagemet/ Commuicatios What are the appropriate messages that motivate ad egage target audieces? How are the implicatios of the iitiative best commuicated? What, if ay, traiig is required Iputs ad Metrics What critical iputs are required What are the best sources for this data? How will the success of the iitiative be measured?
9 8 is critical to the success of the evaluatio. A multimethod approach is preferred over a sigle method strategy because it captures a broader scope of issues ad perspectives, icreases the reliability ad validity of results, ad yields more isightful coclusios ad recommedatios. This approach takes ito cosideratio facts, hard data, opiios, ad perceptios. As show i Exhibit 10, a multi-method data collectio approach icludes: Surveys: Are desiged to gather employee perceptios ad opiios regardig pay-for-performace systems ad program admiistratio Focus Groups: Provide a meas of capturig rich, qualitative data o employee perspectives ad coveyig leadership s iterest i hearig employee opiios Structured Iterviews: Iclude iterview protocols desiged to tap opiios about the compesatio systems Documet Reviews: Provide isights ito how a system is desiged to work ad how the system may affect idividuals i the orgaizatio by examiig compesatio policy documets ad related materials Objective Data: Allows a examiatio of the relatioships betwee pay ad performace ad determiatio of whether differeces exist amog demographic groups (e.g., geder, race, disability status) by gatherig employee performace ratigs, salary icreases, bous amouts, promotios, ad demographic characteristics. IC Huma Capital Implemetatio Plaig Framework Challeges This paper outlies a approach to usig a IC Huma Capital Implemetatio Plaig Framework to operatioalize a key huma capital iitiative Pay Moderizatio. Each huma capital iitiative has uique challeges that make it difficult for leaders ad maagers to traslate it from policy ito practice. However, most huma capital iitiatives (e.g., Joit Duty, leadership developmet) share several commo challeges that leadership must uderstad ad address before implemetatio at the idividual agecy level. Exhibit 11 addresses commo implemetatio challeges, how the compoets of the framework mitigate these challeges, ad how, by usig the framework s best practices, leaders ca successfully itroduce, uderstad, ad adopt each of the levers to serve as key catalysts for IC-wide chage. Exhibit 10 Multi-Method Data Collectio ad Aalysis Approach Multi-Methods Data Collectio Data Sythesis & Aalysis Fidigs Qualitative Data Iterviews Focus Groups Documet Reviews Cotet Aalyses Code iformatio o cotet ad toe Orgaize ito themes Perceptios About Likage Betwee Pay ad Performace Higher raises are give for better performace Higher raises for higher performace but the differece is ot sizable eough Depeds o the ature of your work Depeds o your maager s pay philosophy Quatitative Data Customized PAAT Objective Data Aggregate HR Data Statistical Aalyses Descriptive Iferetial Performace Culture Idex This idexm composed of 13 items, measures the degree to which employees ca see a likage betwee their work ad the missio, goals, ad performace of their agecy. It also gauges whether employees believe that high performers are recogized, rewarded, ad promoted, as well as whether their agecy deals effectively with poor performace. These results idicate that while the IC cotiues to do better job creatig a positive performace culture tha the rest of the govermet, there is much room for improvemet. IC % 20% 17% FHCS % IC % 21% 17%
10 9 Exhibit 11 Mitigatig Commo Challeges to Implemetatio Usig the IC Huma Capital Implemetatio Plaig Framework Challege to Implemetatio Issue Framework Domai ad Mitigatio Best Practices i Implemetatio Commitmet Versus Compliace Policy directive aloe does ot garer workforce acceptace ad support There is a differece betwee commitmet ad compliace A system will fail if key IC members (i.e., leaders) do ot walk the talk Strategic Aligmet with higher level agecy ad IC goals creates a bigpicture view of why the iitiative is importat Chage Maagemet helps esure the workforce is ready, willig, ad able to accept the chage commitmet Work closely with agecy director ad other CHCOs to idetify missio eeds Leverage champios to commuicate the chage Use blogs, etc., for people to express their opiios ad have CHCO respod Hold seior leadership accoutable for aligig efforts to the NIS, ODNI 500-Day Pla, ad idividual agecy missio ad goals Limited Resources for Admiistratio Broad huma capital chage iitiatives have ot bee heavily resourced Time spet egagig i program admiistratio is time away from missiofocused activities Each iitiative is oe of several ODNI is workig o to create a shared eed Goverace ad Decisio Rights provide structure to esure effective decisiomakig ad efficiet resource allocatio to miimize duplicative efforts ad maximize limited resources Chage Maagemet Commuicatios deliver key messages to stakeholders to provide a better uderstadig of the iitiative ad offset frustratio caused by limited resources Determie where flexibility is/is ot required Secure o-hr champios Esure stakeholders are mobilized Chage Sustaimet Huma capital iitiatives risk losig mometum after the policy has bee issued ad the focus of the IC has tured to implemetig ew iitiatives Chage Maagemet creates iitiative awareess, uderstadig, ad acceptace ad ca be measured by commitmet level over time Iputs/Metrics provide a barometer to track iitiatives ad cotiually update ad refocus efforts to esure cotiual progress Lik the iitiative to persoal meaig or motivatio Leverage relatioships with CHCOs ad former CHCOs Cotiually reevaluate what is workig ad areas for improvemet Puttig the Huma Capital Implemetatio Plaig Framework Ito Practice The IC Huma Capital Implemetatio Plaig Framework is a model for successfully operatioalizig key IC-wide huma capital iitiatives guidig directives from policy to every day practice. The IC Huma Capital Implemetatio Plaig Framework serves as a foudatio for istitutioalizig a ew way of coductig busiess throughout the IC. The key recommedatios for itroducig ad evaluatig the IC Huma Capital Implemetatio Plaig Framework to foster icreased itegratio ad collaboratio ad help meet IC strategic objectives iclude: IC Leadership ad Roudtable Discussios: Iclude the IC Huma Capital Implemetatio Plaig Framework as a discussio item for relevat meetigs (e.g., CHCO Coucil, desigated IC huma capital board, Program Executive Office). IC stakeholders could participate i structured roudtable discussios (e.g., workig lucheos) to vet the framework ad weigh the risks ad rewards from multiple poits of view. Framework Testig, Evaluatio, ad Refiemet: Pilot the framework i various agecy settigs to assess its utility ad refiemets eeded for improvemet. IC Huma Capital Leadership Summit: Coduct a Huma Capital Leadership Summit to help huma capital ad missio leaders operatioalize the DNI s 500-Day Pla while collaboratig o ways to meet the IC s strategic huma capital goals. Specifically, usig the IC Huma Capital Implemetatio Plaig Framework, the summit could help traslate IC reform directives ito maageable ad actioable steps leadig to results that address the broader ageda of huma capital trasformatio.
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