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Editor's Notes

• #4: The Army Leader Development Program for Civilians (Army Initiative 5) combines the initiatives from the Army Training & Leader Development Panel, the Secretary of the Army’s Transition Team, and the Review of Education, Training, and Assignment for Leaders (RETAL) studies into a single system. ALDP for Civilians contains an initiative to centrally manage the GS-15 equivalent population. Civilian Talent Management provides continual learning and broadening experiences through assignments and education of employees at their current level (GS-15). Individuals within the talent pool need to be groomed ahead of time and expect to be reassigned every 3-5 years. The talent pool will also need to include innovative individuals who have joint and interagency experience. They also need to be “good at core competencies and broad enough to operate in complex environments (Gen Casey)”. Our talent management effort may assist in developing individuals who are more competitive for other senior level positions.
• #5: Our civilian workforce is one of our most important resources. Per BRAC Forecasting provided by G1, it is expected that 30% of employees will relocate in a long distance move and 90% will relocate in a short distance move (Civilian Workforce Analysts and Forecasters Newsletter, Issue 1-07, Oct 07 (can be found on CPOL website). 60% of federal workers and 90% of senior executives become eligible to retire over the next decade (Government Executive, 12 Nov 07). Civilian Enterprise Lifecycle Management is essential to the Army’s effort to: Restore balance to the Army by 2011 Sustain the all volunteer force Maintain strategic flexibility, and agility in an era of persistent conflict
• #6: Army Enterprise Positions (AEPs) are strategically significant to the success of the Army Mission. Initially we were looking at including all GS-15 positions . CTMP will centrally manage approximately 600 top tier band 3/GS-15 positions. Through our Advisory Group (HQ Deputies and now command senior leaders ) we have identified 383 positions of a potential pool of 600-1,000 enterprise positions that are the very senior GS-15 equivalent positions within the Army. Additional positions will be further defined by the commands in spiral 2 and through our Executive Review Board. Characteristics and abilities we will further develop within our talent pool is listed on the right side of the slide. Why we are working this effort is highlighted on the bottom of the slide. The Army needs Senior Civilian Leaders who are adaptable and agile to help restore balance to the Army. CTMO has adapted the Executive and Senior Professional Management System (developed for SES population) to accommodate the GS-15 population. Enhance the Army’s manpower flexibility and agility in order to restore balance , sustain the Civilian contribution to the generating force , sustain the all volunteer force and maintain strategic flexibility Increase acceptance and use of interchangeable Senior Leaders positions Improve the senior Civilian workforce’s perception of their opportunity to advance
• #7: Preferences for mobility are shared with CTMO AEEs occupying AEPs can be “grandfathered” – that is AEEs currently occupying an AEP can opt out of signing a mobility agreement for as long as they occupy the AEP AEEs can use the deferral process AEEs must designate the type of mobility and sign a mobility agreement as a condition of employment before they can be placed in an AEP Reassignments are expected to occur every 3-5 years
• #8: Creates interchangeable senior leaders and a common senior civilian operating picture Promotes talent exchange and diversification Reduces the loss of productivity associated with under-lap
• #9: Selecting officials can use the traditional competitive process to fill vacancies in addition to the CTM slate process. However, they must consider the CTM candidates before making a selection from a competitive referral list.