Fiscal Year 2026 Department of Defense Civilian Human Capital

Chi

Fiscal Year 2022 – Fiscal Year 2026

Department of Defense

Civilian Human Capital Operating Plan

June 2022

In my role as the Deputy Assistant Secretary of Defense for Civilian Personnel

Policy (DASD(CPP)) and the delegated Chief Human Capital Officer (CHCO)

for our civilian workforce, I am pleased to provide the Department of

Defense’s (DoD) Fiscal Year 2022–2026 (FY22–26) Human Capital Operating

Plan (HCOP). In today’s increasingly complex global environment, DoD’s

civilian workforce continues to play a critical role in DoD’s mission to deter

war and protect the security of our nation. A well-managed civilian

workforce is indispensable to accomplishing DoD’s mission and goals.

The DoD FY22–26 HCOP serves as the strategic roadmap for the numerous products, services,

and human capital business solutions we provide to the Department to manage the life cycle

of our civilian workforce. Our overarching strategic human capital goals are two-fold. First,

invest in our national security workforce by 1) recruiting; 2) developing; 3) retaining; and 4)

inspiring an existing and new generation to remain in public service; second, ensure our

workforce is agile, information-advantaged, motivated, diverse, and highly skilled. Achieving

these goals remains our highest priority. These goals align to both the priorities of our

Secretary of Defense, as well as the expectations of the President as outlined in the Biden-

Harris President’s Management Agenda (PMA).

This HCOP is premised on three key human capital objectives: Manage People, Cultivate a

Culture of Engagement and Inclusion, and Advance Human Resources (HR). Supporting

strategies and initiatives under these objectives will further promote our far-reaching HR

efforts, to include expanding our HR data analytics to aid civilian workforce management,

building and strengthening DoD’s innovation workforce, and implementing a Department-wide

Diversity, Equity, Inclusion, and Accessibility (DEIA) plan. We will address pro-actively the

Future of Work by taking steps to further enhance workplace flexibilities and work-life

programs in recognition of effective remote work during the COVID-19 pandemic.

I appreciate the continued support of the Under Secretary of Defense for Personnel and

Readiness, and the participation of Civilian Personnel Policy Council members, HR

professionals, Functional Communities, and managers/supervisors across DoD. Together, we

will succeed in executing HCOP strategies, as well as a full range of civilian human capital

efforts above and beyond the HCOP, to enhance HR’s role in fulfilling DoD’s mission.

Sincerely,

Nancy Anderson Speight

Deputy Assistant Secretary of Defense

for Civilian Personnel Policy

i 
Table of Contents 
 
Overview ............................................................................................................................... 1 
Background and Purpose ................................................................................................... 1 
Strategic Alignment of Human Capital Goals and Strategies ....................................... 2 
FY22–26 DoD Human Capital Operating Plan Framework ............................................ 5 
The Link between Human Capital Strategies and the Human Capital Framework .... 6 
Human Capital Objective 1: Manage People ................................................................... 8 
Strategy 1.1: Expand Capabilities for Data-Driven Strategic Human Capital 
Planning and Functional Management ................................................................. 9 
1.1.1  Expand HR Analytics to Better Support Decision-Makers ............................... 10 
1.1.2  Implement DoD Diversity, Equity, Inclusion and Accessibility (DEIA) Strategic 
Plan ........................................................................................................................... 10 
Strategy 1.2:  Build and Strengthen the Innovation Workforce ................................. 12 
1.2.1  Partner with Functional Communities and Components to Inform 
Recruitment and Outreach Strategies to Attract Digital Skills and 
Competencies .......................................................................................................... 12 
1.2.2  Conduct a Pilot With Digital Talent Stakeholders to Better Assess 
Candidates’ Technical Skills .................................................................................. 12 
1.2.3  Establish Office of the Chief Digital Recruitment Officer to Lead Efforts to 
Recruit and Retain Digital Talent ......................................................................... 13 
Strategy 1.3:  Improve Recruitment and Hiring ............................................................ 14 
1.3.1  Increase Awareness of the Department’s Civilian Employment Opportunities 
to Attract Targeted Candidates ............................................................................ 15 
1.3.2 Improve Timeliness and Quality of Hires ............................................................. 15 
1.3.3:  Transform Personnel Vetting (Trusted Workforce TW 2.0) ............................ 16 
Human Capital Objective 2: Cultivate a Culture of Engagement and Inclusion ....... 17 
Strategy 2.1: Strengthen Workforce Resilience by Enhancing Future of Workplace 
Flexibilities and Work-Life Programs .................................................................. 19 

ii 
2.1.1  Implement Policies and Promote a Culture in which Unnecessary Barriers to 
the Use of Workplace Flexibilities and Work-life Programs are Identified and 
Eliminated ................................................................................................................ 20 
2.1.2  Train Managers and Employees on Effective Use of Available Workplace 
Flexibilities and Work-Life Programs to Improve Employee Engagement and 
Component Productivity ....................................................................................... 20 
Strategy 2.2:  Improve Capacity-Building Opportunities for Employees to Perform 
at Their Full Potential ............................................................................................ 21 
2.2.1  Establish Baseline for Civilian Workforce Development ................................... 21 
2.2.2  Improve Training and Support Provided to Managers and Supervisors of 
DoD Civilians ........................................................................................................... 22 
Strategy 2.3:  Enable Retention through Performance Management, 
Accountability, and Partnerships ......................................................................... 23 
2.3.1  Promote Use of Employee Awards and Recognition Programs ....................... 23 
2.3.2  Facilitate Labor-Management Partnerships in Productive Workplace 
Practices ................................................................................................................... 24 
Human Capital Objective 3:  Advance Human Resources ........................................... 25 
Strategy 3.1:  Implement Integrated End-to-End HR Processes Supported by 
Technology .............................................................................................................. 27 
3.1.1  Adopt Cloud-Based Technologies to Integrate Human Capital Management
 ................................................................................................................................... 28 
3.1.2  Rationalize HR Technology to Deliver Integrated Talent Management 
Capabilities .............................................................................................................. 29 
Strategy 3.2:  Improve HR Service Delivery, Program Performance, and Evaluation
 ................................................................................................................................... 30 
3.2.1  Establish HR Service Delivery Standards ............................................................ 30 
3.2.2 Modernize HCF Accountability and Evaluation Program .................................. 31 
Strategy 3.3 Enhance HR Workforce Capabilities ......................................................... 32 
3.3.1  Implement Enhanced HR Technical Area Credentialing Programs ................. 32 
Points of Contact ............................................................................................................... 33 

iii

Appendix A: FY20–21 Human Capital Operating Plan and Results ........................... 34

Appendix B: HCOP Metrics FY22–23 .............................................................................. 36

Appendix C: Acronym/Glossary ...................................................................................... 40

Appendix D: References and Authorities ...................................................................... 47

Overview

Background and Purpose

DoD has an enduring global mission to defend our nation

from enemies both foreign and domestic on land, at sea,

in space, and in cyberspace. With over 900,000

appropriated fund, non-appropriated fund, and local

national civilian employees serving in critical positions

worldwide, the DoD civilian workforce represents more than a

third of the combined total force of military members, civilians,

and contractors in nearly 675 occupations across the globe. The civilian

workforce plays an important role in supporting the armed forces and our nation’s

defense.

The Defense Secretary’s three key priorities of defending the Nation, taking care of our

people, and succeeding through teamwork are directly aligned to advancing the

Department’s strategy for readiness and competitive advantage to deter conflict in any

domain. Our resilient and highly-skilled DoD civilian workforce is vital to implementing

the strategies and priorities that ensure the Department succeeds in achieving all

current and future national security objectives.

Since the release of DoD’s FY20–21 HCOP, the world has changed significantly, and we

find ourselves still in a transition period. DoD’s civilian human capital management

(HCM) practices have adjusted to what is becoming the new normal. The global COVID-

19 pandemic changed our workplace, recruitment outreach efforts, talent development,

and work-life balance. Well-established HR policies continue to evolve to reflect and

keep pace with these changes. Prime examples of adjustments that reflect the times are

the expansion of telework, the adoption of remote work, and the change in workforce

expectations. The Department continues its effort to build and sustain a digitally-savvy

and innovative workforce in an ecosystem of the right people, engaged with the right

processes and platforms all while supported in a culture focused on the future of work

in a high-performing, highly rewarding, safe, diverse, and inclusive environment. We

work towards implementing the priorities and strategies outlined in this document to

reflect the evolution of the DoD civilian workforce culture.

DoD’s civilian human capital priorities have been established by both the Defense

Secretary’s guidance and the President’s guidance. These priorities will be accomplished

through an HCOP framework centered on three Human Capital Objectives (HCO), each

of which uses targeted strategies and initiatives that provide human capital solutions

crafted in partnership with stakeholders to shape and address talent management

needs. The strategies supporting these objectives are highlighted below:

● HCO 1: Manage People: Strategies involve expanding capabilities of data to

drive decision-making and functional management of the civilian workforce.

Improved workforce analytics will support management of the talented, diverse

and highly-skilled people hired and retained here at DoD.

● HCO 2: Cultivate a Culture of Engagement and Inclusion: Strategies are

focused on the resiliency of the civilian workforce in a healthy and productive

environment, specifically addressing changes in business practices based on the

effects of COVID-19. Initiatives found in this strategy address inclusion through

work-life and workplace program flexibilities, workplace culture for the civilian

workforce, and training managers and supervisors on workplace culture to

support work-life balance. Efforts to improve both engagement and inclusion

through targeted focus on areas such as performance recognition, development

opportunities, and partnerships are also included.

● HCO 3: Advance Human Resources: Strategy initiatives covered here are

centered on implementation of cloud-based civilian Human Resources

Information Technology (HRIT) solutions. Also found under this objective are

efforts to upskill the HR functional community through renewed focus on HR

credentialing and improvements to HR service delivery structure and outcomes.

DoD’s FY22–26 HCOP serves as a roadmap to support successful planning and

implementation of strategic initiatives for civilian workforce management and is aligned

with our National Defense Strategy to support long-term strategic goals. Over its 5-year

time period, the initiatives and metrics may be subject to change depending on the

needs of the Department or changes in the Administration’s priorities. The HCOP will be

reviewed annually and updated as appropriate. As a result, this HCOP addresses actions

and metrics for FY22-23 so that adjustments resulting from progress and performance

reviews can be managed. As a part of the DoD’s HRStat program, the DoD CHCO

administers a quarterly review process to assess progress. The HRStat process provides

opportunities to leverage data as a tool to inform decisions and improve the

management of the civilian workforce.

Strategic Alignment of Human Capital Goals and Strategies

The Office of Management and Budget (OMB) issues guidance on the requirement for

Federal agencies to develop a strategic plan. OMB’s updated Circular Number A-11 for

2021 states that the Agency Strategic Plan (ASP) should present the long-term

objectives an agency hopes to accomplish at the beginning of each new term of an

Administration. DoD’s National Defense Strategy (NDS), which serves as the ASP,

outlines and describes general and long-term goals and strategy for how the

Department will manage challenges and mitigate risks that may hinder its ability to

achieve its highly complex national security mission.

This HCOP meets the Office of Personnel Management’s (OPM) requirement to ensure

an ongoing effort exists to align and implement human capital strategy with the overall

performance strategy outlined in the NDS. The NDS is the capstone strategic guidance

document for the Department of Defense. It translates national security priorities into

guidance for military planning and activities. The 2022 NDS is consistent with the

President’s Interim National Security Strategic Guidance and the Secretary’s Message to

the Force, both referencing the civilian workforce and both released in March 2021.

Additionally, the HCOP complements and builds upon prior guidance found in the Chief

Human Capital Officers Act of 2002 and the Government Performance and Results Act

Modernization Act of 2010. These Acts ensure that agencies’ strategic human capital

goals and strategies cascade to the operating or implementation level.

In addition to the Department’s strategic priorities, the HCOP is aligned with the Federal

Workforce Priorities Report (FWPR). The FWPR, published by OPM, communicates

several key Government-wide human capital priorities and human capital planning

strategies for Federal agencies to consider in the development of their HCOPs. As

required by OPM, DoD selected three FWPR priorities for inclusion in the FY22–26

HCOP:

 Enhancing Employee Experience, Fostering Employee Well-Being, and

Building a Diverse and Inclusive Workforce. Adopt policies, procedures, and

processes that provide an exceptional employee experience and support

accessibility, and health-focused activities to enable employees to function at

peak performance through a diverse workforce.

 Leveraging Technology & Modernizing IT Processes. Research, acquire, and

develop enterprise technological solutions to assist the Federal human capital

community with human capital analysis; increase data available to inform

management decision-making and to support the workforce.

 Leveraging Data as a Strategic Asset. Adopt policies, processes, and platforms

to ensure the gathering, curation, and analysis of data is effective, secure, and

contributes to informed, timely, and data-driven strategic decisions.

This HCOP also supports the priorities and strategies established in the PMA under

Priority 1: Strengthening and Empowering the Federal Workforce, which directs the

Federal Government to:

● Attract and hire the most qualified employees, who reflect the diversity of our

country in the right roles

● Make every Federal job a good job, where all employees are engaged, supported,

heard, and empowered with opportunities to learn, grow, join a union and have

an effective voice in their workplace through their union and thrive throughout

their careers

● Reimagine and build a roadmap to the future of Federal work informed by

lessons from the pandemic and national workforce and workplace trends

● Build the personnel systems and support required to sustain in the Federal

Government as a model employer able to effectively deliver on a broad range of

agency missions

FY22–26 DoD Human Capital Operating Plan Framework

The HCOP Framework shapes the development of the HCOP and outlines the

supporting strategies and initiatives to be implemented for the desired outcomes.

The Link between Human Capital Strategies and the Human Capital

Framework

The Human Capital Framework (HCF), as defined in Title 5 Code of Federal Regulations

Section 250, Subpart B, integrates four strategic human capital systems to provide

comprehensive guidance for planning, implementing, and evaluating strategic HCM in

Federal agencies. Utilizing the HCF in human capital strategic planning results in

improved outcomes for human capital programs that enable the accomplishment of

agency mission objectives. The HCF identifies 20 possible focus areas, as shown in the

table below. Focus areas identify the specific areas of HCM that agencies should focus

on to achieve the standards for each HCF system. The table below shows the

intersection of the HCF focus areas with the FY22–26 HCOP strategies discussed

throughout this plan.

Strategy Alignment to the Human Capital Framework

Human Capital

Strategies and Initiatives

Human Capital Objective 1: Manage People

DoD civilians are a resilient and flexible segment of the DoD’s total force. Their

contribution to defending the nation, taking care of people, and succeeding through

teamwork is unmatched. The Department continuously competes for technical, flexible,

and innovative talent with strategic HCM and functional community management

support. The critical skills and competencies of the civilian workforce are a force-

multiplier and are vital to achieving mission success at home and abroad. Our civilian

workforce fulfills their call to serve our nation across hundreds of occupational fields in

multiple organizational settings and geographic locations. The Department must recruit

and retain highly qualified and technically savvy people from all demographics,

reflective of the U.S. population. This effort maintains the Department’s military

advantage and the U.S. competitive edge in a digitally-driven global security

environment.

The Department’s ability to attract, cultivate, retain, and manage its current and

future civilian workforce is enabled by several targeted strategies:

Strategy 1.1: Expand Capabilities for Data-Driven Strategic Human Capital

Planning and Functional Management

Strategy 1.2: Build and Strengthen the Innovation Workforce

Strategy 1.3: Improve Recruitment and Hiring

Defense Civilian Emerging Leader Program, Cohort 10, taken on September 13, 2019, Executive

Management Training Center in Southbridge, MA.

Why This Matters

The Department’s ability to manage people is critical to achieving national security

objectives. Having leaders, managers, supervisors, and HR practitioners fully engaged in

the effort to attract, cultivate, retain, and reward the civilian workforce is essential to

meeting the highest strategic priorities. The DoD must be positioned to compete for and

win top talent across the Department’s full range of occupations and career levels.

Strategic human capital planning and functional management, with expanded workforce

analytics, will improve time-to-hire metrics and the quality of hires necessary to build and

strengthen the innovation workforce and other key segments of the civilian workforce.

How We’ll Get There

DoD will implement carefully targeted strategies and initiatives to employ the diverse,

talented people needed to meet the security challenges of today and tomorrow. The

Department will expand the tools and techniques used to generate data insights that

support decisions for optimizing and managing the civilian workforce. These data insights

will also improve assessment and actions taken to ensure diversity, equity, inclusion and

accessibility across the DoD civilian workforce.

Establishing targeted methods to build and strengthen the innovation workforce across the

Department is a high visibility priority and a necessity to be competitive for top talent.

These methods will also help attract and retain the most highly skilled individuals to close

mission critical skills gaps in supporting the global mission. Efforts will continue to

improve the quality and timeframe of all hires, entry level through senior level, through

strategic recruitment and outreach for diverse internal and external candidates.

Key Performance Indicators: Manage People

 Reduced Time-to-Hire

 Increased Direct Hire Authority usage

 Increased customer satisfaction ratings

 Improved Federal Employee Viewpoint Survey (FEVS) scores (multiple indices)

Strategy 1.1: Expand Capabilities for Data-Driven Strategic

Human Capital Planning and Functional Management

Both the civilian and military workforces are at the core of DoD’s vision. The

Department is required to build and sustain a resilient Joint Force and defense

ecosystem. Managing the exceptional people hired and retained as a part of the DoD

civilian workforce is among the highest priorities. Enabling these diverse and talented

people to perform with a wide range of skills and capabilities in an inclusive

environment and to cultivate their highest potential is the winning combination.

Strategy 1.1 highlights efforts to expand HCM and functional management capabilities,

including leveraging enterprise data tools and broadening overall capability through

increased DEIA practices. This strategy also includes providing greater data insights for

the Nonappropriated Fund (NAF) workforce.

1.1.1 Expand HR Analytics to Better Support Decision-Makers

In an agency the size of DoD, conducting effective, data-driven strategic HCM activities

is only possible through an integrated approach to civilian personnel data analytics

processes, supporting tools and platforms. This initiative includes establishing a new

civilian data reporting repository, the Civilian Personnel Data Warehouse (CPDW), to

integrate enterprise data and data analytics to support decision making for the civilian

workforce. Data for functional coding of the innovation workforce and its associated

functional communities is an example of data driving HCM policy and process solutions

to help define and acquire the workforce needed now and in the future.

1.1.2 Implement DoD Diversity, Equity, Inclusion and Accessibility

(DEIA) Strategic Plan

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.1.1.1 Establish Advana as the Enterprise Platform

for civilian personnel workforce data; providing

broad accessibility to workforce data across DoD

CPP and DCPAS

1.1.1.2 Establish the Civilian Personnel Data

Warehouse (CPDW) within Advana, supplanting the

legacy workforce data warehouse, and integrating

the historical data archive within the new Enterprise

Platform for civilian personnel workforce data

CPP and DCPAS

1.1.1.3 Establish and automate flow of civilian

personnel data from DCHRMS into the new

personnel data warehouse (CPDW); thereby ensuring

and maintaining both current and historical data

reporting capability

CPP, DCPAS, and

Components

1.1.1.4 Incorporate expanded NAF data and data

sources to establish and provide comprehensive

Appropriated Fund Civilian and NAF Civilian

workforce data in one system

CPP, DCPAS ,

Components, and

FCs

Actions

OPR

FY 2022

FY2023

Executive Order 14035, Diversity, Equity, Inclusion, and Accessibility (DEIA) in the Federal

Workforce, issued June 25, 2021, directs Federal agencies to promote DEIA in the Federal

workforce. As such, there are several priorities the Department, along with all Federal

agencies, will undertake to increase transparency and accountability on monitoring and

evaluating DEIA to determine (a) whether, and to what extent, any DoD practices result

in inequitable employment outcomes and (b) any actions required to help overcome

systemic societal and organizational barriers.

This initiative captures efforts to assess HR practices, establish and implement a DEIA

strategic plan for the Department, enhance demographic data collection and reporting,

and complete annual reporting requirement.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.1.2.1 Provide enterprise input and coordination on

preliminary, self-assessment of civilian workforce,

policies and practices related to DEIA

ODEI, DMOC, CPP,

DCPAS (with

Components)

1.1.2.2 Identify and develop new data and analytic

requirements to inform senior leader program and

policy decisions and practitioner level actions, as well

as the annual progress report on the DEIA

ODEI, DMOC, CPP,

DCPAS (with

Components)

1.1.2.3 Develop DEIA Strategic plan in collaboration

with primary OPR and other stakeholders

ODEI, DMOC, CPP,

DCPAS (with

Components)

1.1.2.4 Coordinate integrated efforts to implement

strategic plan activities with civilian personnel policy

and programs principals and other OPRs/OCRs

ODEI, DMOC, CPP,

DCPAS (with

Components)

1.1.2.5 Provide input and submit annual report on

efforts to advance DEIA within DoD and success

implementing strategic plan

ODEI, DMOC, CPP,

DCPAS (with

Components)

Actions

OPR

FY 2022

FY2023

Strategy 1.2: Build and Strengthen the Innovation Workforce

DoD is in a fierce competition for technical, flexible, and innovative talent. In alignment

with the current NDS and the National Defense Authorization Acts of 2020-2022, this

strategy seeks to modernize HR capabilities across the DoD to allow the Department to

identify, recruit, retain, develop, and reward a highly talented and innovative workforce

that can meet the changing threat landscape.

1.2.1 Partner with Functional Communities and Components to Inform

Recruitment and Outreach Strategies to Attract Digital Skills and

Competencies

Efforts will be undertaken to expand strategic recruitment and outreach activities that

target specific innovation talent and other high demand skill sets. These efforts will

improve the Department’s ability to attract and retain the workforce needed to address

the changing landscape.

1.2.2 Conduct a Pilot With Digital Talent Stakeholders to Better Assess

Candidates’ Technical Skills

National Defense Authorization Act (NDAA) FY21 Section 247, Pilot Program on the Use

of Electronic Portfolios to Evaluate Certain Applicants for Technical Positions, authorized

the Department to pilot the use of electronic portfolios (E-Portfolios) as part of the

hiring process for positions that are eligible for specific direct hire authorities, and to

evaluate candidates on their relevant knowledge, skills, competencies and abilities for

positions that require expertise in artificial intelligence (AI), data science, or software

development. This initiative implements and tracks the policy and program parameters

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.2.1.1 Pursue resources to accelerate strategic

recruitment and outreach for innovation talent

DCPAS

1.2.1.2 Harmonize existing scholarships using

technology to aid in individual matching for those in

high demand skill areas (NDAA FY21, Section 251)

DCPAS,

Components and

FCs

1.2.1.3 Train HR staff and others on public and

private sector best practices to attract and retain

innovation technical talent (NDAA FY21, Section 246)

DCPAS

Actions

OPR

FY 2022

FY2023

as well as the assessment of the pilot that is currently underway. The results will be used

to determine the effect of possible expansion of the implementation beyond the

innovation workforce and for required congressional reporting.

1.2.3 Establish Office of the Chief Digital Recruitment Officer to Lead

Efforts to Recruit and Retain Digital Talent

This initiative implements the requirement for the Secretary of Defense to designate a

Chief Digital Recruiting Officer within the Office of the Under Secretary of Defense for

Personnel and Readiness (USD (P&R)) in accordance with NDAA FY22 Section 909. This

position will carry out responsibilities focused specifically on the recruitment and

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.2.2.1 Deploy Policy and program parameters for E-

Portfolios pilot (NDAA FY21, Section 247)

DCPAS,

Components and

FCs

1.2.2.2 Monitor and assess pilot results to determine

future expansion and share best practices (monthly)

DCPAS,

Components and

FCs

1.2.2.3 Provide Pilot progress and status to Congress

DCPAS,

Components and

FCs

Actions

OPR

FY 2022

FY2023

retention of digital talent for the civilian workforce within the Department of Defense

(DoD).

Strategy 1.3: Improve Recruitment and Hiring

The Department, as with other Federal agencies, is always seeking to optimize the hiring

of civilians with critical skills and expertise. DoD will continue improving upon methods

to promote career opportunities, assess skills, and maintain senior-level talent

management systems to support future succession planning. These initiatives all play an

important role in HCM and are integral in improving the recruitment and hiring

processes.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.2.3.1 Provide Innovation Steering Group with

actionable recommendations regarding career

pathways, training, recruitment, and professional

development

USD(P&R)/

DASD(CPP), USD

(R&E), CDRO,

DCPAS,

Components

1.2.3.2 Identify and develop inventory of Enterprise

digital talent skills needs and gaps

USD(P&R)/

DASD(CPP), USD

(R&E), CDRO,

DCPAS,

Components

1.2.3.3 Ensure integration of Scholarship for Service

programs into recruitment strategies

USD(P&R)/

DASD(CPP), USD

(R&E), CDRO,

DCPAS,

Components

1.2.3.4 Promote recruitment and referral bonuses to

increase use of these authorities

USD(P&R)/

DASD(CPP), USD

(R&E), CDRO,

DCPAS,

Components

1.2.3.5 Integrate progress reporting into HRStat.

Provide and submit annual report on efforts to

address digital talent within DoD

USD(P&R)/

DASD(CPP), USD

(R&E), CDRO,

DCPAS,

Components

Actions

OPR

FY 2022

FY2023

1.3.1 Increase Awareness of the Department’s Civilian Employment

Opportunities to Attract Targeted Candidates

This initiative furthers the work to promote DoD as an employer of choice. Efforts will

also increase the diversity and quality of the candidate pools for critical positions from

entry-level to senior-level across the Department.

1.3.2 Improve Timeliness and Quality of Hires

As DoD competes for talent, now and in the future, enhanced assessment tools will

improve the quality of candidates by better matching highly skilled talent to positions,

thereby reducing hiring costs and attrition. Effective assessment tools optimize the

hiring process by improving reviews of applicant qualifications, resulting in the highest

quality candidates.

Executive Order 13932, Modernizing and Reforming the Assessment and Hiring of Federal

Job Candidates, issued June 26, 2020, requires Federal agencies to develop or identify

assessment practices that do not solely rely on candidate self-assessments and

educational attainment to determine their qualifications for competitive service

positions. Currently, the Department does not have an enterprise-wide assessment tool.

This initiative focuses on both the timeliness and the quality of the candidate pools for

DoD positions by working across Components and Functional Communities to develop

and implement assessment tools that support DoD as an Enterprise.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.3.1.1 Identify recruitment scholarships, internships,

apprenticeships and other employment entry

opportunities and promote via the Defense Civilian

Careers website

DCPAS and

Components

1.3.1.2 Implement virtual recruiting platform and

host regular events according to DoD recruitment

needs

DCPAS and

Components

1.3.1.3 Integrate and optimize current tools and

practices (e.g., DoD Civilian Careers website,

USAJOBS, social media) used for recruitment

DCPAS and

Components

1.3.1.4 Develop and implement total force enterprise

branding employment marketing campaign that

leverages and complements existing marketing

DCPAS and

Components

Actions

OPR

FY 2022

FY2023

Recruits prepare to ship out after swear-in ceremony, Shreveport, LA, March 1, 2018.

1.3.3: Transform Personnel Vetting (Trusted Workforce TW 2.0)

Trusted Workforce 2.0 (TW 2.0) is the whole-of-government approach to reform the

personnel security process and establish a single vetting system for the U.S.

Government. The Defense Counterintelligence and Security Agency (DCSA) is

implementing most of the work in the phased approach to delivering TW 2.0, beginning

with the reduction of background investigation inventory (TW 2.0 Phase 1) and

continuing with the new, Continuous Vetting model for personnel vetting, and the

secure, end-to-end information technology support to deliver it (TW 2.0 Phase 2). The

National Background Investigation Services (NBIS) will be the backbone of TW 2.0,

serving as the secure IT system that will coordinate and connect the systems, interfaces,

and databases that support continuous vetting.

This initiative covers the necessary review and revision of policies, processes,

automation, and guidance related to personnel vetting to foster an inclusive workforce,

hire new employees faster, facilitate movement across agencies, reinstate individuals

quickly, and identify near real time risk.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1.3.2.1 Influence legislative reform to streamline

existing authorities and establish new hiring

authorities as needed.

CPP, DCPAS and

Components

1.3.2.2 Coordinate development of custom and non-

custom assessment tools

CPP, DCPAS and

Components

1.3.2.3 Implement custom and non-custom

assessment tools

CPP, DCPAS and

Components

Actions

OPR

FY 2022

FY2023

Human Capital Objective 2: Cultivate a Culture of

Engagement and Inclusion

DoD performance management programs are managed to improve individual, team

(where applicable), and organizational performance. DoD programs that oversee

performance management, awards and recognition, work-life and training, and

education and professional development enable a workplace culture and environment

that promote high-performance and high-involvement organizations. This improved

workplace culture is achieved through planning, monitoring, developing, evaluating, and

recognizing employee capabilities, needs, and achievements.

The human capital strategies and initiatives established under this objective that support

maximizing employee performance are:

Strategy 2.1: Strengthen Workforce Resilience by Enhancing Future of

Workplace Flexibilities and Work-Life Programs

Strategy 2.2: Improve Training, Education and Professional Development

Strategy 2.3: Enable Retention through Performance Management,

Accountability, and Partnerships

Why This Matters

The Department must innovate and modernize to operate more efficiently and

effectively in a complex operating environment. A resilient civilian workforce that is

highly engaged and well prepared is paramount to the readiness required to meet the

mission in a changing technological and global landscape. Ensuring the alignment of

performance management and recognition is vital to managing employee retention in a

highly competitive environment and a key ingredient of strategic human capital

planning. Improved work-life programs and workplace flexibilities that retain a safe and

healthy workforce are also a strategic imperative. Finally, utilizing training, education,

and professional development as a key enabler of performance is also critical to the

Department’s ability to maximize the performance capabilities of the civilian workforce

as a force multiplier.

How We’ll Get There

Several strategies and initiatives will be undertaken to preserve the Department’s

competitive advantage and retain a workforce always ready to respond to the future of

work. These efforts will help to drive unity of leadership accountability for an inclusive

performance culture, employee work-life balance, and development opportunities for the

civilian workforce.

To better align performance with awards to engage and motivate the workforce, DoD

will look to increase the use and promotion of monetary and non-monetary awards and

recognition throughout the year. The trending implications of the future of work,

coupled with the need to provide agile responses to changing working conditions

resulting from the COVID-19 pandemic, form the basis for strategies and initiatives

underway and continuing throughout FY22–23. These will address guidance and

additional support needed for employees, supervisors, and managers to properly engage

work-life and workplace flexibilities and programs for mutual benefit and encourage

work-life balance. Efforts to improve and increase investments in training, education, and

professional development for managers, supervisors, and employees will also support these

strategies.

Key Performance Indicators: Cultivate a Culture of

Engagement and Inclusion

● Improved scores on FEVS questions (multiple indices)

● Increase in awards recognition (monetary and non-monetary)

● Increase in retention of high performers

Strategy 2.1: Strengthen Workforce Resilience by Enhancing

Future of Workplace Flexibilities and Work-Life Programs

DoD is committed to defending the United States and relies on its greatest asset, its

workforce, to fulfill this mission. In return, DoD strives to provide its employees with a

healthy work-life balance. Supporting the challenge of maintaining a healthy work-life

balance is a key element in maintaining the high levels of resilience and performance

shown by the workforce.

2.1.1 Implement Policies and Promote a Culture in which Unnecessary

Barriers to the Use of Workplace Flexibilities and Work-life Programs

are Identified and Eliminated

On March 16, 2022, the Deputy Secretary of Defense issued the subject memorandum

“DoD Workplace Guidance for Final Reentry of DoD Civilian Personnel.” As we initiate

our plan for return to work, continuation of flexibilities used during the COVID-19

pandemic increases the DoD's efficiency and effectiveness, as well as allows the

Department to better attract and retain those with the necessary skills and abilities

needed to accomplish current and future missions. Flexibilities such as telework are

being updated in the Department's civilian employee human capital strategies and

personnel policies. These actions will improve the DoD civilian employee experience

and leverage innovation and productivity gained through flexible workplace policies. As

policies and processes are updated, efforts will also be made to identify barriers that

prevent employees and supervisors from utilizing work-life programs and to develop

strategies that promote awareness and use of available flexibilities.

2.1.2 Train Managers and Employees on Effective Use of Available

Workplace Flexibilities and Work-Life Programs to Improve Employee

Engagement and Component Productivity

Maximizing the use of workplace flexibilities and work-life programs to balance

employee needs with the organization’s mission is a key enabler of a highly productive,

engaging, and healthy work environment. Supervisors and employees must have a

working knowledge of the available flexibilities and programs and be trained on the best

way to use them. When utilizing these flexibilities, managers must balance the value of

workplace flexibility with the value of on-the-job training experience in an office setting

that contributes to enhanced employee learning and performance.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.1.1.1 Develop and implement DoDI Instruction 892,

Workplace Flexibilities and Work-Life Policy

DCPAS and

Components

2.1.1.2 Update DoDI Instruction 1035.01, Telework

Policy to include remote work and DETO provisions

DCPAS and

Components

2.1.1.3 Identify cultural barriers that limit the use of

flexibilities and work-life programs

DCPAS and

Components

2.1.1.4 Develop strategies to eliminate cultural

barriers to the use of flexibilities and work-life

programs

DCPAS and

Components

2.1.1.5 Implement strategies to eliminate cultural

barriers to the use of flexibilities and work- life

programs

DCPAS and

Components

Actions

OPR

FY 2022

FY2023

Given the expanding virtual and hybrid work environments and shifting workplace and

work-life culture, the intent of this initiative is to promote greater use of available

programs and flexibilities within the Department by increasing awareness and providing

updated training to managers and employees.

Strategy 2.2: Improve Capacity-Building Opportunities for

Employees to Perform at Their Full Potential

It is DoD’s policy to develop and sustain a diverse group of highly capable, high-

performing, and results-oriented civilian leaders. These civilian leaders are expected to

lead effectively in increasingly complex environments, ensure continuity of leadership,

and maintain a learning organization that drives transformation and continuous

improvement across the enterprise.

2.2.1 Establish Baseline for Civilian Workforce Development

This initiative focuses on increased investment in and access to world-class mission

training and leadership development for civilian employees.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.1.2.1 Implement DoD work-life program plan

DCPAS and

Components

2.1.2.2 Develop and distribute work-life strategic

communication and marketing materials

DCPAS and

Components

2.1.2.3 Work with Components to develop a training

framework for managers, employees and

supervisors

DCPAS and

Components

2.1.2.4 Implement work-life training and monitor

FEVS results to determine if employees' the

knowledge and use of work-life programs improves

DCPAS and

Components

Actions

OPR

FY 2022

FY2023

2.2.2 Improve Training and Support Provided to Managers and

Supervisors of DoD Civilians

DoD must ensure all civilian and military managers and supervisors of civilian employees

receive current and consistent initial and refresher managerial and supervisory training.

This training is combined with other mentoring and coaching support and is

fundamental in ensuring accountable leadership. This initiative evaluates the progress

and effects of implementing the updated training framework across the Department.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.2.1.1 Research and develop options to establish

resourcing baseline for DoD leadership and civilian

development programs and Managerial &

Supervisory training

DCPAS,

Components, and

FCs

2.2.1.2 Promote marketing of DoD leadership and

civilian development opportunities and Managerial

and Supervisory training

DCPAS,

Components, and

FCs

2.2.1.3 Integrate review of civilian training spend into

HRStat process

DCPAS,

Components, and

FCs

2.2.1.4 Integrate review of leadership and formal

training opportunities participation rates into HRStat

process

DCPAS and

Components

2.2.1.5 Analyze Component training spend compared

to established resourcing baseline for impact of

funding increases

CPP, DCPAS,

Components and

FCs

FY 2022

FY2023

Actions

OPR

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.2.2.1 Align managerial and supervisory training to

framework and continue annual reporting

requirement on required metrics

DCPAS and

Components

2.2.2.2 Establish approach to ensure new managers

and supervisors are mentored by experienced

supervisors; monitor and report progress;

Components self-certify annually in yearly Data

Management Report

DCPAS and

Components

2.2.2.3 Implement M&S coding construct

DCPAS and

Components

2.2.2.4 Align M&S curriculum review with HCF

Accountability program

DCPAS and

Components

Actions

OPR

FY 2022

FY2023

Strategy 2.3: Enable Retention through Performance

Management, Accountability, and Partnerships

Improving the link between performance management and recognition supports DoD’s

efforts to retain high-performing employees, and those with mission-critical skills that

support and sustain DoD's readiness posture. Ongoing use of monetary and non-

monetary recognition throughout the entire performance cycle provides supervisors and

managers with the tools to improve organizational performance by building a culture of

recognition and achievement. DoD’s focus on improving this linkage looks to policy and

technological tools to support DoD Components in building this culture at the lowest

possible level, while enabling leaders to monitor, assess, and proactively address

organizational and employee performance.

2.3.1 Promote Use of Employee Awards and Recognition Programs

This initiative focuses on updating policy and engaging in efforts to increase awareness

and use of the authorities associated with awards and recognition. These actions which

will also foster efforts to promote DoD as great place to work as well. Establishing a

high-performance culture and increased recognition reinforces the value of individual

and team contributions to the organization. DoD will continue to emphasize the

practice of promoting recognition throughout the entire appraisal cycle.

2.3.2 Facilitate Labor-Management Partnerships in Productive

Workplace Practices

In support of Executive Order 14025, Worker Organizing and Empowerment, and the

White House Task Force on Worker Organizing and Empowerment’s Report to the

President, the Department of Defense is taking steps to address:

a) Re-establishing labor-management forums and encouraging partnerships at the

level of exclusive recognition;

b) Conducting a study of whether non-bargaining unit positions are correctly

excluded from bargaining unit coverage.

Upon completion of this review, the Department will analyze employees that remain in

this category for trends or potential barriers and will undertake educational efforts to

ensure labor relations practitioners understand bargaining unit status terminology and

criteria, and that they are able to provide sound guidance on this topic.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.3.1.1 Publish revisions to DoDI 1400.25, Volume

451, Awards and Recognition

DCPAS

2.3.1.2 Establish a program to increase awareness

and use of honorary and innovation awards in

recognition

DCPAS and

Components

Actions

OPR

FY 2022

FY2023

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2.3.2.1 Develop training materials for Labor

Relations Practitioners regarding bargaining unit

exclusions

DCPAS and

Components

2.3.2.2 Complete Component led review of

bargaining unit status codes of employees in

positions who are eligible to be included in certified

bargaining unit for coding errors

DCPAS and

Components

2.3.2.3 Encourage Components to establish labor-

management forums and encouraging partnerships

at the level of exclusive recognition

DCPAS and

Components

Actions

OPR

FY 2022

FY2023

USS Abraham Lincoln transits the South China Sea, April 1, 2022.

Human Capital Objective 3: Advance Human

Resources

DoD’s HR Functional Community is engaged in multiple activities to modernize the

Department’s Civilian HR Management Information Technology portfolio. This high

priority effort is being developed to meet current and future system support needs and

to increase the efficiency of HR operations by reducing cost and redundancy. This

modernization will enable rapid flow and analysis of relevant HR service delivery and

program performance data and implement revised competency management, training,

and credentialing to improve service, advice, and consultation.

The strategies established under this objective are:

Strategy 3.1: Implement Integrated End-to-End HR Processes Supported by

Technology

Strategy 3.2: Improve HR Service Delivery, Program Performance, and

Evaluation

Strategy 3.3: Enhance HR Workforce Capabilities

Washington Headquarters Services’ Diversity, Disability and Recruitment Division at Corporate Gray Job

Fair, April 20, 2019, Army Navy Country Club, Arlington, VA.

Why This Matters

The civilian workforce is a vital asset that brings critical perspectives and talent to the

mission of DoD. Partnerships forged between civilian HR and its customers, functional

communities, and leadership ensure that DoD can identify and respond to changing work

requirements with human capital solutions that preserve the U.S. competitive advantage.

HR professionals are also a vital segment of the DoD civilian workforce. As we continue to

transform and improve the delivery of products and service capabilities for our customers

through integrated policies, processes, and tools, we will improve our posture and role as

human capital advisors. Simultaneously, DoD is increasing its focus on the

professionalization of the HR Functional Community through competency management,

revised training, and credentialing.

How We’ll Get There

Efforts to modernize and rationalize HRIT have been carefully mapped. These efforts are

being implemented in a phased approach to build out a modern enterprise architecture

that meets current and future HRIT requirements. The Defense Civilian Human Resources

Management System (DCHRMS) will be implemented over FY22–23, ushering in

opportunities to use streamlined business processes and cloud-based technologies that

improve the products and services provided to the civilian workforce.

Enhancements to strategic human capital program management in the form of service

delivery standards, accountability program expansion, and simplifying policy development

and implementation will complement these new technologies and further our capability to

provide more agile and flexible support and solutions.

Additionally, a parallel 3-tiered approach is being undertaken to enhance the

professionalism of the HR Functional Community. New competency models will be

developed or refreshed to address primary HR technical areas, infusing new and emerging

competencies. Additionally, new training curricula will be developed and implemented to

support the revised competency models. Finally, a structured credentialing program will

be developed and implemented based on successful industry standards and other

Government best practices.

Key Performance Indicators: Advance Human

Resources

● HR Function Cost by technical Area (Cost Decision (CODE) Framework)

● HR IT project milestones completed

● Improved HR technical competency

● Increased customer satisfaction

Strategy 3.1: Implement Integrated End-to-End HR Processes

Supported by Technology

DoD will modernize the Civilian Human Resources Management Information

Technology Portfolio to meet current and future needs to increase the efficiency of HR

operations. This strategy and its initiatives also align with the OPM Federal Workforce

Priority of “securing technological solutions for human capital analysis.”

3.1.1 Adopt Cloud-Based Technologies to Integrate Human Capital

Management

DoD is taking additional steps to transition from legacy systems to secure cloud-based

capabilities for integrated HRIT solutions to operate more efficiently, reduce costs, and

improve productivity and quality of service. The highly anticipated migration from

DoD’s legacy civilian HRIT system, the Defense Civilian Personnel Data System (DCPDS),

is transformative to advancing enterprise civilian personnel business processes and

operations. Collectively, these efforts coupled with various systems interfaces will

support effective gathering, curation and retention of data as well as the analysis of data

to support data-driven decision making for the civilian workforce.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.1.1.1 Deliver secure DoD core HR capability that can

be expanded to include performance, talent

management, benefits, etc.

CPP, DCPAS, and

Components

3.1.1.2 Integrate SSS process improvement

requirements into supporting technologies (e.g. DISS,

NBIS, CMTS, DCHRMS)

DCPAS, HRTT, and

Components

3.1.1.3 Build, test, and deploy a new performance

management tool to upgrade MyPerformance

DCPAS and

Components

3.1.1.4 Integrate T2H process improvement metrics

into supporting technologies (e.g. USA Staffing,

DCHRMS)

CPP, DCPAS, and

Components

Actions

OPR

FY 2022

FY2023

3.1.2 Rationalize HR Technology to Deliver Integrated Talent

Management Capabilities

Once current and future-state HRIT roadmaps are developed, a work effort will follow to

assess and prioritize the requirement and retention of IT tools and technology in the

civilian HRIT portfolio to drive improvement in operational efficiencies and cost

reduction. This effort also includes a legacy system transition review of tools and

technology to modernize suitability and fitness system requirements and the delivery of

a modernized wage survey process.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.1.2.1 Prioritize capabilities, develop HR IT

roadmap, and incorporate into DCHRMS

functionality

DCPAS, DHRA,

and Components

3.1.2.2 Conduct workshops with subject

matter experts to establish framework for

configuring the enterprise solutions

DCPAS, DHRA,

and Components

3.1.2.3 Review and implement processes and

tool to execute wage modernization

DCPAS, DHRA,

and Components

Actions

OPR

FY 2022

FY2023

Strategy 3.2: Improve HR Service Delivery, Program

Performance, and Evaluation

HR service delivery standards, program evaluation, and policy development are

foundational to effective and efficient operations and can be transformative to the

business of HR services. This strategy focuses on targeted efforts to make significant

improvements to delivery of service, timeliness of policy development and

implementation, and evaluation of program performance.

3.2.1 Establish HR Service Delivery Standards

Transforming HR standards will help support HR service delivery. Developing a standard

HR service delivery model will optimize efficiencies, reduce fragmentation and create

standardization in HR service delivery. The effort will initially focus on the Defense

Agencies and Field Activities, with likely expansion to the Components upon review and

validation.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.2.1.1 Resource and award contract and commit

resources to assist in the efforts to define and

document service delivery transformation activities,

policies, procedures and guidance

CPP, DCPAS, and

Service Providers

3.2.1.2 Develop and analyze Key Performance

Indicators (KPIs) for shared services

CPP, DCPAS, and

Service Providers

3.2.1.3 Develop and implement stakeholder

engagement plan

CPP, DCPAS, and

Service Providers

3.2.1.4 Pilot costing model

CPP, DCPAS, and

Service Providers

3.2.1.5 Refine and approve a 4th Estate HR Shared

Service Delivery Model

CPP, DCPAS, and

Service Providers

3.2.1.6 Expand use of model and standards

CPP, DCPAS, and

Service Providers

Actions

OPR

FY 2022

FY2023

3.2.2 Modernize HCF Accountability and Evaluation Program

This initiative will establish an Accountability Community of best practices for HCF

evaluations across DoD. The DoD Human Capital Evaluation Guide aligns the

application of OPM’s Human Capital Framework as well as the four subsystems within

the Human Capital Integrated Systems (HCIS) to DoD’s accountability and evaluation

program for DoD accountability practitioners. The HCIS Model concept will leverage

technology solutions and resources, develop talent, and encourage diversity of thought

and collaboration to improve operating efficiencies and scale.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.2.2.1. Conduct a 360-evaluation concept for DE and

HCF evaluations (OPM-led, DCPAS-led, and

Component-led,) to report findings and best

practices IAW statutory, federal, and DoD

HCF guidelines 

CPP, DCPAS, and

Components

3.2.2.2 Enhance the HCF and DE programs through

integrating the evaluation feedback mechanism to

inform policy and decision-making, identify risk,

credentialing, and the annual evaluation schedule 

CPP, DCPAS, and

Components

3.2.2.3 Incorporate Personnel Suitability and Fitness

for Federal Employment into the Human

Capital Evaluation Framework 

CPP, DCPAS, and

Components

3.2.2.4 Develop, publish and release program

evaluation policies. Design a centralized library

to manage accountability programs, policies and

authorities

CPP, DCPAS, and

Components

3.2.2.5 Align accountability initiatives to HCF. Analyze

strategic human capital performance, talent,

and data to inform the impact of HC management

CPP, DCPAS, and

Components

Actions

OPR

FY 2022

FY2023

Strategy 3.3 Enhance HR Workforce Capabilities

DoD will continue to advance the upskilling of HR specialists from tactical practitioners

to strategic business partners. Supported by a dynamic and an effective curriculum,

these efforts have already yielded success with our Employee Benefits Advisors (EBA)

and Injury Compensation Program Administrator (ICPA) credentialing programs.

3.3.1 Implement Enhanced HR Technical Area Credentialing Programs

We continue to develop quality credentialing programs for our HR technical areas.

Credentialing programs are valuable as they promote a culture of learning, professional

recognition and personal growth; expand competence, experience, and credibility in

specific areas of expertise. These programs distinguish our HR practitioners as DoD

experts in particular HR technical areas. These initiatives bring increased focus on

upskilling the HR workforce and developing consistent training designed to posture the

DoD HR community for occupational specialty and career progression goals.

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.3.1.1 Develop and deploy an HRFC strategic

communications plan for competency management

and workforce planning efforts

DCPAS

3.3.1.2 Develop HR technical area credentialing

programs in support of validated competency

models and curriculum for HR Classification,

Staffing, Employee Relations, Labor Relations,

Employee Benefits, DEIA, HRIS, and other HR

priorities

DCPAS, CoP

leaders, and HRFC

3.3.1.3 Develop a standard approach for HR

credentialing programs for all HRFC Credentialing

Programs

DCPAS, CoP

leaders, and HRFC

3.3.1.4 Assess alternatives for managing and

delivering HR Credentialing Programs

DCPAS, CoP

leaders, and HRFC

3.3.1.5 Implement test development and

administration and proctoring services for HRFC

Credentialing Programs

DCPAS, CoP

leaders, and HRFC

3.3.1.6 Identify, develop and validate next rounds of

HR technical areas based upon upcoming priorities

(HRIS, Talent Development, Diversity and Inclusion

(D&I), Evaluation, and Suitability & Fitness)

DCPAS, CoP

leaders, and HRFC

Actions

OPR

FY 2022

FY2023

Points of Contact

Ms. Nancy Anderson Speight

Deputy Assistant Secretary of Defense, Civilian Personnel Policy

Phone: 703-571-9282

Email: [email protected]

Address: 1500 Defense Pentagon Room 5D636

Washington, DC 20301-1500

Mr. Daniel Hester

Director, Defense Civilian Policy Advisory Service

Phone: 571-372-2122

Email: [email protected]

Address: 4800 Mark Center Drive Suite 06G13

Alexandria, VA 22350-1100

Ms. Joy Jones-Haskins

Senior Strategic Advisor

Defense Civilian Policy Advisory Service

Phone: 571-372-2259

Email: [email protected]

Address: 4800 Mark Center Drive Suite 06E22

Alexandria, VA 22350-1100

Appendix A: FY20–21 Human Capital

Operating Plan and Results

The Department published its FY20–21 HCOP in October 2019. That plan established 9 overarching

strategies that addressed strategic planning & alignment, talent management, performance culture,

and evaluation of policies and programs within the civilian human capital portfolio. More than 80

percent of the initiatives established by that plan were achieved, and 60 percent of the plan’s

milestones were completed on time.

Table A: FY20 – 21 HCOP Results

The following outcomes were achieved as a result of FY20–21 HCOP initiatives:

Human Capital Objective 1: Deliver Talent

● Designed and Developed Enterprise Employment Marketing Campaign

● Established a revised DoD Civilian Careers website

● Partnered with Chief Data Officer, Comptroller, Functional Communities and other

stakeholders to advance HR data visualization and reporting in Enterprise platform to

support HCOP and other strategic human capital management and planning requirements

● Developed a business case to restructure functional community management model for the

Department

● Developed initial framework to assess alternative personnel systems

Human Capital Objective 2: Maximize Employee Performance

● Completed initial assessment of DPMAP on employee perceptions and culture of high

performance

● Issued guidance and initiated communications to increase award spending

● Promoted expansion of telework and recognized the effective role of remote work during the

COVID-19 pandemic

● Successfully filled 90% of Expeditionary Civilian requirements during FY20–21

● Piloted Supervisory Support Network concept and shared best practices for future expansion

● Developed enterprise approach to delivery of Employee Assistance Program services

● Issued guidance to reform acquisition of training, education and professional development

products and services

● Developed and updated civilian leadership competency model and framework benchmarking

public and private sector best practices for leadership competency modeling

Human Capital Objective 3: Transform Human Resources

● Established infrastructure and governance for phased implementation cloud-based DCHRMS

HRIT system to replace the outdated Defense Civilian Personnel Data System (DCPDS)

● Developed HRIT Roadmap with future state attributes and priorities to rationalize HR

technology to deliver integrated capabilities

● Identified and developed framework of HR Program measures to support and provide

additional human capital program planning and management

● Designed HR Service Model Pilot and established formal governance structure for HR delivery

oversight

● Developed and Issued Expanded HR Program Accountability and Evaluation Program

Guidance supplemented with additional training and improved scheduling engagement

● Developed initial framework for enhanced competency management, training and

credentialing for the HR Workforce

Appendix B: HCOP Metrics FY22–23

[Note: Appendix B only contains metrics for the period covering FY22-23]

Metric (Manage People)

Baseline

FY21

Target

FY22

Target

FY23

1.1 Expand Capabilities for Strategic Human Capital Planning and Functional Management

1.1.a Perception of Workforce Knowledge & Skills. FEVS Positive

Response rate for Question 13 - The workforce has the job relevant

knowledge and skills necessary to accomplish organizational goals.

80% 80% 80%

1.1.b Perception of Work Unit Ability to Get the Job Done. FEVS

Positive Response rate for Question 9 – The people I work with

cooperate to get the job done.

85% 85% 85%

1.1.c Perception of How Talent is Used in Workplace. FEVS

Positive Response rate for Question 6 – My talents are used well in the

workplace.

68% 68% 68%

1.2.a Percentage of DoD Civilian Scholarships/Internships

Available on DoD Careers Website

0 80% 99%

1.2.b Percent Positive Recruitment/Social Media Website

Response Received

TBD Increase Increase

1.3.a DoD DHA Hire Rate. Percentage of all external DHA-eligible

hires. # of actual DHA hires divided by the total number of eligible

DHA hires.

100% 100% 100%

1.3.b DoD Veteran Hire Rate. The number of veterans hired divided

by the total number of civilians hired.

40% 40% 40%

1.3.c DoD Veteran Workforce Rate. The total number of veterans

onboard divided by the total number of civilians onboard

42% 42% 42%

1.3.d DoD Average T2H. Average number of days to hire from RPA

creation to EOD

74 67 65

1.3.e DoD Hiring Customer Satisfaction Rate. The satisfaction rate

for DoD Hiring Manager Survey satisfaction index (average response

rate for questions 1 thru 3)

69% 75% 80%

1.3.f AF Hiring Customer Satisfaction Rate. The satisfaction rate

for DoD Hiring Manager Survey satisfaction index (average response

rate for questions 1 thru 3)

65% 75% 80%

1.3.g Navy Hiring Customer Satisfaction Rate. The satisfaction

rate for DoD Hiring Manager Survey satisfaction index (average

response rate for questions 1 thru 3)

63% 75% 80%

1.3.h Army Hiring Customer Satisfaction Rate. The satisfaction

rate for DoD Hiring Manager Survey satisfaction index (average

response rate for questions 1 thru 3)

72% 75% 80%

1.3.i 4th Estate Hiring Customer Satisfaction Rate. The

satisfaction rate for DoD Hiring Manager Survey satisfaction index

(average response rate for questions 1 thru 3)

71% 75% 80%

1.2 Build and Strengthen the Innovation Workforce

1.3 Improve Recruitment and Hiring

Metric (Manage People)

Baseline

FY21

Target

FY22

Target

FY23

1.3.j DoD Hiring Manager Surveys Completed. The number of

hiring manager satisfaction surveys completed

3,051 Increase Increase

1.3.k AF Hiring Manager Surveys Completed. The number of

hiring manager satisfaction surveys completed

469 Increase Increase

1.3.l Navy Hiring Manager Surveys Completed. The number of

hiring manager satisfaction surveys completed

457 Increase Increase

1.3m Army Hiring Manager Surveys Completed. The number of

hiring manager satisfaction surveys completed

992 Increase Increase

1.3.n 4th Estate Hiring Manager Surveys Completed. The number

of hiring manager satisfaction surveys completed

1,133 Increase Increase

1.3.o Validated Competency Models Available in USA Staffing.

Total number of validated competency models available in USA

Staffing divided by the total number of MCOs.

74% 93% 93%

1.3.p Percent of USA Staffing MCO Selections Utilizing DCAT

Validated Competency Models. Total number of USA Staffing MCO

selections using DCAT validated competency models divided by total

number of USA Staffing MCO selections.

16% Increase Increase

Metric (Cultivate a Culture of Engagement and Inclusion)

Baseline

FY21

Target

FY22

Target

FY23

2.1.a Senior Leaders Support Work/Life Programs. FEVS

responses to Question 32: “Senior leaders demonstrate support for

Work/Life programs.”

61% >FY21 >FY22

2.1.b Supervisor Supports Work Life Balance. FEVS responses to

Question 19: “My supervisor supports my need to balance work and

other life issues.”

82% >FY21 >FY22

2.1.c Overall Employee Satisfaction with Work/Life Programs.

Employee Viewpoint Survey average of all responses to each

Employee Work/Life Program (Q79, 80, 81, 82, 83, 84 and 85)

78% >78% >FY22

2.1.d DCPDS Telework Eligible Rate. Total number of APF

employees who are coded as telework eligible divided by the total

number of APF employees

36% >36% >FY22

2.2.a Civilian Initial Supervisory and Managerial Training

Completion Rate. (New Supervisors/Managers w/in 1 yr initial appt) -

Completed

TBD >/=FY21 >/=FY22

2.2.b. Civilian Initial Supervisory and Managerial Training

Compliance Rate. (New Supv/Mgr w/in 1 yr initial appt) – On

Schedule

TBD </=FY21 </=FY22

2.1 Strengthen Workforce Resilience by Enhancing Workplace Flexibilities and Work-life Programs

2.2. Improve Capacity-Building Opportunities for Employees to Perform at Their Full Potential

Metric (Cultivate a Culture of Engagement and Inclusion)

Baseline

FY21

Target

FY22

Target

FY23

2.2.c. Civilian Initial Supervisory and Managerial Training

Compliance Rate. (New Supv/Mgr 1 yr anniversary ended during FY)

– Delinquent

TBD <FY21 <FY22

2.2.d. Civilian Initial Supervisory and Managerial Training

Compliance Rate. (New Supv/Mgr 1 yr anniversary ended during FY)

– On-time or Delayed

TBD >FY21 >FY22

2.2.e. Civilian Initial Supervisory and Managerial Training

Compliance Rate. (Experienced Supv/Mgr >2 years) – Delinquent

for Initial

TBD <FY21 <FY22

2.2.f. Civilian Refresher Supervisory and Managerial Training

Compliance Rate. (Experienced Supv/Mgr) – Delinquent for

Refresher

TBD <FY21 <FY22

2.2.g. Military Supervisory and Managerial Training Compliance

Rate. - Delinquent

TBD <FY21 <FY22

2.2.h. External Supervisory and Managerial Training Compliance

Rate. - Delinquent

TBD <FY21 <FY22

2.2.i Training Spend Baseline – Phased Pilot. The total training

cost divided by the number of trainees (in organizations participating

initial pilot phase

N/A TBD >FY22

2.3.a Meaningful Performance Award Index. The difference in the

average ratings-based monetary performance awards expressed as a

percentage of pay between employees who earn a Fully Successful

and employees who earn an Outstanding performance rating.

0.66% 0.70% 0.75%

2.3b Monetary Awards Spending Spread. The ratio of monetary

awards spending between ratings based and non-ratings based

awards by fiscal year for DoD.

79-21% 77-23% 75-25%

2.3.c Performance Recognition and Reward Satisfaction Index.

Average positive satisfaction rate for the following FEVS question:

Q12 In my work unit, differences in performance are recognized in a

meaningful way.

52% 52% 52%

Metric (Advance HR)

Baseline

FY21

Target

FY22

Target

FY23

3.1.a DCHRMS Program Maturity. (Sum of all percentages of

requirements met for the 13 functions under development) / (13),

overall percentages of requirements met for the 13 functions under

development) / (13)

65% 100% 100%

3.1 Implement Integrated End-to-End HR Processes Supported by Technology

2.3 Enable Retention Through Performance Management, Accountability, and Partnerships

Metric (Advance HR)

Baseline

FY21

Target

FY22

Target

FY23

3.2.a Number of Service Delivery Standards Covered by Key

Measures and Standards. Number of HR Service Delivery activities

with approved metrics tracked divided by the number of HR Service

Delivery Standards

0% 50% 99%

3.2.b Number of HCF Evaluations Completed. Total number of

completed evaluations divided by total number of scheduled

evaluations (i.e., HCF, DE, Suitability)

80% 85% 95%

3.2.c Number of Human Capital Evaluation Responses. Total # of

agency draft evaluation reports divided by the total # of responses

(i.e., HCF, DE, Suitability)

80% 90% 100%

3.2.d Number of Human Capital Evaluation Findings. Total # of

critical findings divided by total # of reconciled critical

findings.

TBD 100% 100%

3.2.e Best Practice Utilization. Total number of Best Practices or

Policy Implementation instrumental to transforming or improving

cultural processes.

TBD 2 4

3.2.f Restructure Delegated Examining Authority. The total

#decertifiedDE Authority’s divided by the total # ofDE

authorities. Baseline: 27 DE Authorities.

100% 50% 70%

3.2.g Delegated Examining Authority Utilization. The total

# DoD DE hiring appointments divided by the total # of all hiring

appointments. NOAC for all hiring appointments: 100, 101, 108,

130, 140, 141, 500, 501, 540, and 541

17% ≤10% ≤10%

3.2.h Enhance Competency Proficiency in Delegated

Examining. Total # of DE examines passed divided by the total # of

DE exams taken. Average DE certification exam pass rate.

60% 70% 80%

3.3.a HR Workforce Trained in Level 1 – Basic Course. Percent

trained of targeted workforce

3.5%

(637)

5.5%

100%

11%

(2000)

3.3.b HR Workforce Credentialed for Level 1 –Basic Course.

Percent credentialed of tested, targeted workforce

(174)

2.2%

(400)

4.4%

(800)

3.3.c OMB-GSA Mission Support Satisfaction Results- Human

Capital. Percentage of non-HR leaders satisfied with HR advice and

consultation: Overall Satisfaction question "I am satisfied with the

quality of support and solutions I received for Human Capital

services" on OMB Mission Support Survey.

4.49

(out of 7.0)

Increase Increase

3.2 Establish Standards for HR Program Performance, HR Service Delivery, and Human Capital

Evaluation

3.3 Enhance HR Workforce Capabilities

Appendix C: Acronym/Glossary

Accessibility: The design, construction, development, and maintenance of facilities,

information, communication technology, programs, and services so that all people,

including people with disabilities, can fully and independently use them. Accessibility

includes the provision of accommodations and modifications to ensure equal access to

employment and participation in activities for people with disabilities, the reduction or

elimination of physical and attitudinal barriers to equitable opportunities, a commitment

to ensuring that people with disabilities can independently access every outward-facing

and internal activity or electronic space, and the pursuit of best practices such as

universal design.

Action Items: The specific activities or tasks that must be completed to accomplish

strategic objectives and/or initiatives to include performance metrics, targets, and

milestones.

Agency: Executive departments, government corporations and independent

establishments excluding the Central Intelligence Agency, the Government

Accountability Office, the United States Postal Service, and the Postal Regulatory

Commission. For purposes of this report, the Department of Defense is considered the

“Agency.”

APG - Agency Priority Goal: A performance goal established to advance the progress

of a DoD top priority. DoD Priority Goals may be outcome-focused improvements in

mission or management, customer responsiveness, or efficiencies. These priority goals

represent results or achievements that DoD leadership wants to accomplish within

approximately 24 months that relies predominantly on implementation (as opposed to

budget or legislative accomplishments).

ASP - Agency Strategic Plan: The basic requirements for strategic plans are set forth

in Section 3 of the Government Performance and Results Act (GPRA). An agency

strategic plan contains the Agency mission statement; and corresponds directly with the

agency’s core programs and activities. An agency’s program goals should flow from the

mission statement. The plan includes one or more strategic goals. Also termed “general

goal,” a strategic goal is a statement of aim or purpose that defines how an agency will

carry out a major segment of its mission over a period of time.

Attrition: A retention metrics that measures of the loss of personnel during a specific

period (usually expressed as a rate).

Baseline Metric: A baseline metric determines the exact starting point for and used as

a point of comparison for measuring change or progress.

CHCO - Chief Human Capital Officer: The agency’s senior leader whose primary duty

is to: 1) Advise and assist the head of the agency and other agency officials in carrying

out the agency’s responsibilities for selecting, developing, training, and managing a

high-quality productive workforce in accordance with merit system principles; and 2)

Implement the rules and regulations of the President, the Office of Personnel

Management (OPM), and the laws governing the civil service within the agency.

Competency Gap: A variance between the current workforce competency level and the

competency level required. Competencies that meet or exceed the average deficit gap

threshold of 0.50 (on a scale of 1.0 to 5.0.) are considered significant.

Component (of an agency): Refers to the Office of the Secretary of Defense, the

Military Departments, the Office of the Chairman of the Joint Chiefs of Staff and the

Joint Staff, the Combatant Commands, the Office of the Inspector General of the

Department of Defense, the Defense Agencies, the DoD Field Activities, and all other

organizational entities within the Department of Defense (referred to collectively in this

plan as the “DoD Components”).

CPPC - Civilian Personnel Policy Council: The primary executive level forum for the

Deputy Assistant Secretary of Defense for Civilian Personnel Policy (DASD(CPP)) to

obtain strategic program and operational advice and guidance to support the mission of

DoD. The CPPC shall promote and facilitate Department-wide human capital

management, both current and future, through input to policy, business practices,

information technology standards, integrated solutions, and resources. The CPPC

members are DoD senior directors and executive level representatives.

DAFA: Defense Agency and DoD Field Activities, also commonly referred to as “OSD” or

Fourth Estate”

DASD(CPP) - Deputy Assistant Secretary of Defense for Civilian Personnel Policy:

The CPP formulates plans, policies, and programs to manage the civilian workforce

effectively and equitably. The CPP supports DoD with personnel policy leadership and

with support from the Defense Civilian Personnel Advisory Service (DCPAS). The CPP

also manages the non-appropriated fund personnel system and provides guidance for

the foreign national employment program within DoD.

DCAT - Defense Competency Assessment Tool: The DoD enterprise-wide automated

competency data repository, validation, and assessment tool.

DCHRMS - Defense Civilian Human Resources Management System: This is the

future, cloud-based enterprise automated HR information and transaction processing

system for DoD civilian employees. This system contains classification, staffing, training,

employee benefits, action tracking for Equal Employment Opportunity complaints, and

data retrieval information on DoD civilian employees.

DCPAS - Defense Civilian Personnel Advisory Service: The Defense Civilian Personnel

Advisory Service develops, implements, and monitors DoD civilian HR policies and

programs around the world. We provide leadership. We consult and train. We ensure

HR practices align to and support current policy. We develop tools and cross-functional

programs to support efficient and innovative component operations and workforce

development. We provide solutions and strategies that bridge the gap between policy,

process, and technology to increase operational effectiveness and strengthen mission

readiness.

DCPDS - Defense Civilian Personnel Data System: The enterprise automated HR

information and transaction processing system for DoD civilian employees. This system

contains classification, staffing, training, employee benefits, action tracking for Equal

Employment Opportunity complaints, and data retrieval information on DoD civilian

employees.

Diversity: Within DoD is defined as “all the different characteristics and attributes of

DoD’s total force, which are consistent with DoD’s core values, integral to overall

readiness and mission accomplishment, and reflective of the Nation we serve.”

DMDC - Defense Management Data Center: Serves under the Office of the Secretary

of Defense to collate personnel, manpower, training, financial, and other data for the

DoD.

DoDI - Department of Defense Instruction: Establishes or implements DoD policy

and may contain overarching procedures, assign responsibilities, may provide general

procedures for implementing the policy and are signed by OSD Component Heads or

their Principal Deputies.

DPMAP - Defense Personnel Management Appraisal Program: A department-wide

performance management program. This program links individual performance to DoD

values and organization mission and ensures ongoing recognition and communication

between employees and supervisors.

EOD - Entry on Duty: Start date for a new hire.

Equity: The consistent and systematic fair, just, and impartial treatment of all

individuals who belong to underserved communities that have been denied such

treatment.

FC - Functional Community: A group of one or more occupational specialties with

common functions, competencies, and career paths to accomplish a specific part of the

DoD mission.

FCM - Functional Community Management: The workforce planning and

management of FCs to ensure mission accomplishment and includes activities such as,

but not limited to, developing competency models, assessing workforce competencies,

identifying mission-critical workforce gaps, and advocating career development

opportunities.

FEVS - Federal Employee Viewpoint Survey: A Government-wide survey administered

by the OPM on an annual basis. The survey focuses on employee perceptions of their

work environment and experiences.

FWPR - Federal Workforce Priorities Report: A strategic human capital report,

published by OPM that communicates key Government-wide human capital priorities

and suggested strategies.

GPRA/MA - Government Performance and Results Act Modernization Act of 2010:

The law that requires agencies to set strategic goals, measure performance, and report

on the degree to which goals are met. The GPRA Modernization Act requires agencies

to set long-term goals and objectives as well as specific, near-term performance goals.

HCF - Human Capital Framework: The framework, as described in Title 5 Code of

Federal Regulations section 250, Subpart B, provides direction on human capital

planning, implementation, and evaluation in the Federal environment. The framework

has four systems Strategic Alignment and Planning, Talent Management, Performance

Culture, and Evaluation.

HCOP - Human Capital Operating Plan: An agency’s human capital implementation

document, which describes how an agency will execute the human capital elements

stated within its ASP and Annual Performance Plan (APP). Program specific workforce

investments and strategies (e.g., hiring, closing skill gaps) should be incorporated into

the APPs as appropriate. The HCOP should clearly execute each of the four systems of

the HCF.

HR - Human Resources: HR refers to the organization that is authorized to perform HR

functions such as staffing, compensation, workforce planning and policy, labor, and

employee relations and more.

HRIT - Human Resources Information Technology: The automated tools and

systems that support the management of HR data.

HRStat: HRStat is a strategic human capital performance evaluation process that

identifies, measures, and analyzes human capital data to inform the impact of an

agency’s human capital management on organizational results with the intent to

improve human capital outcomes. HRStat is a quarterly review process.

Inclusion: is defined as “valuing and integrating each individual’s perspectives, ideas,

and contributions into the way an organization functions and makes decisions.”

KPI – Key Performance Indicator: A key target identified as a quantifiable measure of

performance over time associated with the strategies and initiatives contained in the

HCOP

LDPs - Leadership Development Programs: DoD’s formal enterprise

civilian leadership development programs, to include, but not limited to: the White

House Leadership Development Program; Vanguard Senior Executive Development

Program; Defense Senior Leader Development Program; Executive Leadership

Development Program; and Defense Civilian Emerging Leader Program.

MCO - Mission-Critical Occupation: An occupation having the potential to put a

strategic program or goal at risk of failure related to human capital deficiencies.

Metrics: A value that indicates the state or level of quality of that which is being

measured. Metrics are measurements, either qualitative or quantitative, that provide a

basis for evaluating effectiveness and efficiency of performance.

Milestones: A scheduled event signifying the completion of a major deliverable or a

phase of work.

NDAA - National Defense Authorization Act: The annual appropriations authority for

military activities of the DoD, military construction, and for defense activities of the

Department of Defense.

NDS - National Defense Strategy: also known as the Agency Strategic Plan, serves as

the DoD Capstone document that establishes the objectives for the plans for military

force structure, force modernization, business processes, supporting infrastructure, and

required resources.

OFCM - Office of the Secretary of Defense, Functional Community Manager: The

Senior Executive designated by each OSD Principal Staff Assistants to lead strategic

workforce planning efforts and provide insight and direction into mission and workforce

requirements for a specific DoD functional community. OFCMs monitor and track

implementation of Strategic Human Capital Planning initiatives in coordination with

DASD (CPP), the DoD Components, manpower, financial management, and HR

professionals.

OMB - Office of Management and Budget: Serves the President of the United States

in overseeing the implementation of his policy, budget, management, and regulatory

objectives and to fulfill the agency’s statutory responsibilities.

OPM - Office of Personnel Management: OPM provides human resources, leadership,

and support to Federal agencies to include policy and oversight for all policy created to

support Federal human resources departments—from classification and qualifications

systems to hiring authorities and from performance management to pay, leave, and

benefits.

Performance Metric: A target level of performance expressed as a tangible,

measurable objective against which actual performance can be compared, including a

goal expressed as a quantitative or qualitative standard, value, or rate. Performance

measures are directly linked to one or more metrics (targets).

President’s Management Agenda: The Administration’s roadmap for ensuring an

equitable, effective and accountable Federal Government that delivers results for all.

Priority Occupations: Specific occupational series identified in the Business Operating

Plan as key to achieving specific agency goals and objectives.

RPA - Request for Personnel Action: The documentation that is submitted to initiate

the request for personnel action to include hiring actions.

SHCM - Strategic Human Capital Management: The process and systems required to

effectively manage the life cycle of the civilian workforce.

Skills Gap: A variance between the current and projected workforce size and skills

needed to ensure an agency has a cadre of talent available to meet its mission and

make progress towards achieving its goals and objectives now and into the future.

Strategy Owner: The designated office responsible for oversight of a specified HCOP

strategy to include providing quarterly metrics, tracking, and completing milestones,

identifying required resources, obstacles, accomplishments, and recommending changes

or revisions to leadership.

Target Metric: Quantifiable measure typically expressed as a number that tells how

well or at what level an agency or one of its Components aspires to perform. In setting

and communicating targets, where available, agencies should include the baseline value

from which the target change is calculated.

T2H - Time to Hire: The average number of days to hire employees for a specific

population and time period. The time begins from the date a Request for Personnel

Action (RPA) is issued and ends on the date the employee is onboard.

USA Staffing: A Federal-wide automated hiring tool administered by OPM.

47 
Appendix D:  References and Authorities 
 
Defense Human Resources Agency (DHRA) Business Operation Plan (FY20–FY26)   
http://www.dhra.mil 
 
Department of Defense Civilian Human Capital Operation Plan (FY20–21)   
https://www.dcpas.osd.mil/hrfunctionalcommunity/policyandgovernance/humancapitalo
peratingplan 
 
Federal Workforce Priorities Report 
https://chcoc.gov/sites/default/files/2022-Federal-Workforce-Priorities-Report-
FWPR.pdf 
 
Government Performance and Results Act Modernization Act of 2010 (GPRAMA) 
https://www.gpo.gov/fdsys/pkg/PLAW-111publ352/pdf/PLAW-111publ352.pdf 
 
Human Capital Framework (HCF) 
https://www.opm.gov/policy-data-oversight/human-capital-framework/ 
 
Interim National Security Strategic Guidance, March 2021 
https://www.whitehouse.gov/wp-content/uploads/2021/03/NSC-1v2.pdf 
 
National Defense Authorization Act (NDAA) for Fiscal Year (FY) 2021, Public Law No. 
116-83 
 https://www.congress.gov/116/bills/hr6395/BILLS-116hr6395enr.pdf  
 
National Defense Authorization Act (NDAA) for Fiscal Year (FY) 2022, Public Law No. 
117-21 
https://www.congress.gov/117/plaws/publ81/PLAW-117publ81.pdf 
   