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U'S' Army Accessions Command

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Department of Defense Civilians are the center of gravity for HRCoE Success and ... Vigorous participation in local and regional job fairs and orientations. ... – PowerPoint PPT presentation

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Title: U'S' Army Accessions Command


1
U.S. Army Accessions Command

HRCoE Human Capital StrategyMitigating Risk to
Operational Capability
LTG Benjamin Freakley Commanding General, US Army
Accessions Command
27 October 2009
2
Agenda
  • BRAC at Ft Knox
  • What is US Army Accessions Command?
  • What is the HRCoE?
  • HRCoE BRAC Movement Plans and DAC concerns
  • Our supporting Human Capital Strategy
  • What CHRA has done, and can do for us
  • Q and A

3
BRAC at Ft Knox
  • Prepare Ft Knox to receive arriving elements
  • Move AAC, ACC, and HRC to Ft Knox
  • Create the HRCoE
  • Move the 3/1st IBCT to Ft Knox
  • Move elements of the 84th Tng Cmd/70th Div (LR)
    to Ft Knox
  • Move the 100th Div (OS) to Ft Knox
  • Move the USAARMC to Ft Benning

Building the capability for the Army and Ft Knox
4
Transitions Fort Knox Today and Tomorrow
CG, HRCoE/CG, USAAC/SC
Estimated
4
11/23/2009
5
What Is US Army Accessions Command
  • Accessions Command (USAAC) Staff
  • Coordination, synchronization and integration of
    accessions activities
  • Accessions research
  • Advertising, marketing, branding and commercials
  • Officer Pre-commissioning training
  • Accessions Support Brigade (ASB)
  • Support to advertising, shows, outreach events
  • Army Marksmanship Unit
  • Golden Knights
  • Recruiting Command (USAREC)
  • Enlisted and selected officer recruitment
  • Cadet Command (USACC)
  • ROTC
  • JROTC
  • Officer Candidate School, and Recruiter and
    Retention School

6
HRCoE and Fort Knox Mission
The U.S. Army HRCoE is an enterprise that
integrates, coordinates, and synchronizes all
human resource functions from marketing, through
accessions, to selected training that meets Army
Force Generation requirements. HRCoE and Fort
Knox provide support to Soldiers, Families,
civilians, and retirees.
HUMAN RESOURCES
RECRUITING
OFFICER ACCESSIONS
SELECTED MILITARY TRAINING
POWER SUPPORT PLATFORM
INSTALLATION OPERATIONS
INSTALLATION SUPPORT
FORCE PROTECTION
RESERVE COMPONENTS
7
Our Initial Civilian Personnel Concerns
  • BRAC 2005 is larger than all other BRACs
    combined
  • The Commands of the HRCoE are heavily
    dependent on DACs
  • Other DAC dependent commands are also moving
    during BRAC
  • AMC, TRADOC and FORSCOM HQ
  • SOI and TOF results reveal 50 AAC, 35 ACC,
    and 44 HRC DACs will
  • PCS and that is artificially high
  • The capacity of the gaining CPAC to handle the
    influx of RPAs
  • Replacing/hiring best qualified DACs to replace
    those we lose
  • Maintaining DAC expertise and capability, and
    meeting the mission
  • while PCSing (or losing) DACs
  • Implementing a new Command Concept Plan,
    becoming a DRU and
  • the ability to execute Senior Commander
    functions.all of which
  • increase our DAC dependency and add to our
    DAC concerns
  • The turbulence that will occur on Ft Knox
    during and immediately
  • after BRAC

8
Turbulence
Turbulence!
9
HRCoE Human Capital Strategy
  • Department of Defense Civilians are the center of
    gravity for HRCoE Success and the focus of the
    Human Capital Plan.
  • USAAC, USACC, and HRC identify and synchronize
    VP/TOF timelines among themselves and with
    USAARMC and CPACs
  • TOF and VP timeline steps improve estimate of the
    problem
  • Successful arrival at End State will involve
    prioritized, iterative, overlapping and properly
    sequenced uses of the means available to commands
    undergoing BRAC.

Problem (2200 Possible DAC Vacancies) (Over 600
Possible Contract Vacancies) (Over 1400 Soldiers
PCSing)
BRAC 2005
Human Capital Strategy
Human Capital Strategy
Problem Est. 1400 DAC Vacancies Less than 600
Contract Vacancies Over 1400 Soldiers PCSing
TODAY
Acceptable Risk
Mitigation
Refined Mitigation
3 Day Absence, road shows, communications, Town
halls
Based on survey and job offer results from AAC,
ACC and HRC
Already more than 600 DAC vacant w/800 more not
relocating
10
HRCoE Human Capital Strategy Ways (Concept)
  • DA Civilians
  • Centralize planning and decentralize execution
  • Enhance capabilities of CPAC staff
  • Increase percentage of DAC personnel moving to
    Ft. Knox
  • Reduce early attrition
  • Reduce time from vacancy to Fill
  • Identify and increase pools of available and
    qualified personnel
  • Manage and mitigate the vortex of units and DACs
    coming and going
  • Military Adherence to DA guidance on PCS window
    from Monroe, Alexandria, Indianapolis, and St
    Louis to Knox. All PCS and stabilized for a
    total of 24 months (combined time at losing and
    gaining installation). Work case-by-case as
    necessary. Earliest notification of pending
    orders and selective use in ADVONs (see
    assumptions).
  • Contractors Amend or draw down contracts at
    losing locations to facilitate the timing of the
    BRAC moves and needs of the trail parties stand
    up at gaining site (see assumptions).

11
134 Initiatives or Programs
12
Means
  • Way Centralize Planning and Decentralize
    Execution
  • Means
  • Formalization of the HRCoE Civilian Personnel
    Working Group (next chart)
  • Commands of the HRCoE create their own Human
    Capital Strategy based on this guidance
  • CHRA and HRMD organize and lead workgroups to
    enable BRACing units
  • Measures of Effectiveness (MOE)
  • HRCoE and Fort Knox partners participation in
    workgroup
  • Commands develop and share their Human Capital
    Strategies
  • HRMD enables commands through workgroups and
    delegations of authority
  • CHRA enables CPACs through management of
    resources

13
HRCoE Civilian Personnel Working Group
  • Formalize the HRCoE Civilian Personnel Working
    Group, consisting of
  • Director, HRM, OAASA
  • Fort Knox CPAC
  • USAAC G4/8 Representative
  • USAAC BRAC Representative
  • USACC G1 Representative
  • USAHRC G1 Representative
  • USAREC G1/CPO Representative
  • USAG Ft Knox DHR Representative
  • One Knox Representative
  • Other Units reps as necessary
  • Meet regularly prior to and during implementation
    of the OPORD and this Human Capital Strategy
  • Make adjustments as necessary in the plan
  • Submit requests for additional support to DA G1,
    CHRA and SW Region CHRA as necessary

14
Means
  • Way Enhance Capability of CPAC Staff
  • Means
  • DA G1, CHRA, and SW Region of CHRA push support
    to local CPACs
  • Provide staffing support as required to the local
    CPACs
  • Direct Hire Authority (DHA)
  • Leverage CHRA Tiger Team and Virtual CPAC Concept
  • Measures of Effectiveness (MOE)
  • Hiring time enables command Entry onto Duty
    Requirements
  • Direct Hire Authority for series 2210, 301, 201
    and 203
  • Increase responsiveness and user friendly CPOL
    and Resumix site
  • Provide early for training and spin up time
  • New hires and interns
  • From non-BRACing CPACs
  • On site at Knox

15
Means
  • Way Increase percentage of DAC personnel moving
    to Ft. Knox
  • Means
  • Inform DACs of the plan and timelines for SOI and
    Job Offers soonest
  • Flexible 3-day excused absence policy to visit
    Ft. Knox
  • Employee involvement in selecting movement dates
  • Well defined and communicated PCS benefits
  • DNRP, PSC costs, permissive TDY, and house
    hunting trip
  • Relocation incentives
  • Retention incentives
  • Improved communications
  • Town Halls and Road Shows
  • First Line Leader counseling
  • BRAC Newsletters
  • Workplace Lunch and Learns
  • CPAC Transition Center
  • MOE
  • All DACs attend the mandatory briefings
  • Survey of 3 Day excused absence attendees
    indicates positive results
  • Exceed the 30 TRADOC Estimates for moving
    personnel

16
External Actions to HRCoE Human Capital Strategy
Increase Percentage of DAC Personnel Moving to
Ft. Knox
  • ONE KNOX
  • 3 Day Visit Program
  • Road Show
  • DA G-1
  • Last Duty Station Move (return to last HOR)
  • Spouse PPP
  • Job Exchange
  • Schedule A Appointment Authority

17
Means
  • Way Reduce time from vacancy to fill
  • Means
  • Combine hiring advertisements among commands
  • Use of combined selection panels across commands
  • Use of open-ended job advertisement
  • Manager training
  • Direct Hire Authority
  • Non-competitive placement of WTU disabled
    military spouses.
  • Allow conditional work pending clearance and drug
    tests.
  • Seek delegation of interim clearance to command.
  • Policies for hiring managers to use Entry onto
    Duty dates that enable CPAC to succeed.
  • MOE
  • Hires meet Entry onto Duty
  • Direct Hire Authorities
  • MOA for hiring panels and advertisements 2210,
    301, 201, 203
  • Policy for open ended announcements, conditional
    work pending drug tests, and collaboration with
    CPAC
  • Authority to grant interim clearances

18
External Actions to HRCoE Human Capital Strategy
Reduce Time from Vacancy to Fill
  • DA G1
  • BRAC DHA Army Wide
  • DHA for IT
  • Streamlined RIF procedures
  • OPM Pilot for clerical positions
  • Mil Spouse hiring preference
  • Hiring Fairs targeting DHA positions
  • OPM Clerical Admin Pilot Program
  • Early CAC issuance
  • One Time PPP Clearance
  • Automated Entry onto Duty (APR 10)
  • - HRMD
  • USAAC Champion to DA for DHA
  • - CHRA
  • Implement a strategic hiring timeline and
    guidance
  • Conduct LSS and other studies to enable
    reductions in hiring time
  • - DA G2
  • Pilot program for expediting security clearance
  • Interim clearances

19
Means
  • Way Identify and increase pools of available
    and qualified personnel
  • Means (page 1 of 2)
  • Capitalize on departure of MCOE
  • 132 positions eliminated between FY 2009 and FY
    2010.
  • Approx 600 DA Civilians not moving to Ft Benning
    June10 and Sept 11.
  • Use Veterans from the WTU and their spouses
  • Re-employed annuitants and military spouses
  • Cadet Command program to contact RC College ROTC
    graduates as part of CHRA Pilot Projects.
  • Army Transition Centers (ETS and Retiring)
  • Army Career and Alumni Program Retirees ETS
  • Take advantage of KY Education Program and POI
    graduates
  • Change positions to developmental positions to
    expand the available pool of applicants to
    include less qualified but capable workforce.
  • Use of nation-wide job advertisements with wide
    area consideration

20
Means
  • Way Identify and increase pools of available
    and qualified personnel
  • Means (page 2 of 2)
  • Hold more job fairs and training seminars to
    include RESUMIX, registration on CPOL, upload
    resumes, and nominate for positions
  • Leverage MCOE PPP registrants to fill HR CoE
    positions rather than other Fort Knox vacancies.
  • Develop and implement a College Road show
    classes of 11/12
  • National advertising campaign (as part of CHRA
    Pilot Projects)
  • College Presidents Symposium
  • MOE
  • National advertising campaign (prof. journals,
    listservs, nat. pubs)
  • LOI and MOA for hiring from ACAP and Army
    transition centers
  • Participate in college road shows, recruiting
    fairs, and orientations
  • Leverage USACC foot print to recruit from cadet
    corps
  • Participate in local and regional job fairs and
    orientations
  • LOI for recruiting wounded warriors and military
    spouses

21
External Actions to HRCoE Human Capital Strategy
Identify and Increase Pools of Available and
Qualified Personnel
  • DA G1
  • Military Spouse recruitment
  • Marketing and outreach work group
  • Job Fairs
  • Data Mining to match skills with requirements
  • Web-Based Tool for Job Seekers
  • Referral Bonus Program
  • Redesign CPOL
  • Referral Bonus
  • WEB Based tool for Job Seekers
  • DA G1
  • Military Spouse recruitment
  • Marketing and outreach work group
  • Job Fairs
  • Data Mining to match skills with requirements
  • Web-Based Tool for Job Seekers
  • Referral Bonus Program
  • CPAC
  • College Road Shows
  • Federal Hiring Symposium
  • CHRA
  • Using USAAC footprint to recruit
  • One Knox
  • College Road Show
  • Federal Hiring Symposium

22
HRCoE Summary of Key Actions
  • Time hiring to entry on duty date required by
    commands.
  • HR CoE National advertising campaign leveraging
    professional and association journals,
    professional listservs, army wide publications,
    and army marketing networks.
  • Recruit from wounded warrior pool.
  • Recruit from ACAP and army transition points
  • Recruit from military spouse population
  • Conduct college briefings, fairs, road shows and
    orientations
  • Leverage US Army Cadet Command footprint by
    targeting ROTC Reserve Component cadets.
  • Vigorous participation in local and regional job
    fairs and orientations.
  • Hire from the full spectrum of available
    prospective candidate pools.

23
DA-G1/CHRA Initiatives Leveraged by HRCoE(or
will be leveraged)
  • Military Spouse Appointment Authority
  • OPM Administrative and Clerical Pilot
  • Job Exchange
  • Web based job search tool
  • EOD tool
  • CHRA Tiger Team
  • DA G1 BRAC Telecon and VTC conferences
  • Fort Knox CPAC Augmentation and surge or reach
    back capability
  • DHA effort with OSD and OPM
  • BRAC PRL and Reporting Tool

24
HRCoE Priority of Other Initiatives
  • Limited Direct Hire Authority
  • DHA for HR and IT
  • Exploit Data Mining
  • Modifications to PPP Program F
  • Civilian Spouse Hiring Authority
  • Automated CAC cards
  • Automated entry onto duty
  • CHRA Pilot Program targeting Senior year RC ROTC
    Cadets

25
Remaining Concerns
  • Ensure Ft Knox CPAC maintains capacity to meet
    day to day, BRAC, and in sourcing DAC
    responsibilities
  • Turbulence due to waterfall of job changes
  • Maintaining DAC expertise and capability
  • Continuity Books
  • SMEs for 90 day overlap
  • Special training
  • Incumbent/replacement overlap

26
Summary
  • HRCoE member commands will have SIGNIFICANT
    personnel impacts resulting from BRAC.
  • HRCoE commands have developed strategies,
    training programs, and hiring plans to mitigate
    the impact of personnel turnover resulting from
    BRAC.
  • The HRCoE needs CHRA and DA G1 to continue to
    think creatively and apply innovative solutions
    to attain three objectives key to HRCoE success
  • Rapid identification of qualified individuals
    from the full range of potential applicant
    groups, not just the best qualified from a subset
    of potential applicants.
  • Rapid hiring of the best qualified individuals
    regardless of their competitive status.
  • Rapid in-processing with close-to-immediate entry
    onto duty once a hiring decision is made.

27
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