Alternative Personnel Systems - Selected Case Studies

Department of Defense, Director Defense Research and Engineering (DDR&E)

Client Objective: In order to formulate future legislative and regulatory initiatives, the DDR&E needed to assess laboratory alternative personnel systems implemented under demonstration project authorities and identify those HR policy and process features that were working and of value, identify needed additional features, and outline requirements for next generation alternative personnel systems needed in the DoD laboratories.

FMP Approach: FMP worked with DDR&E and a committee representing each of the DoD laboratories to compile information on current alternative personnel systems and to diagnose workforce issues or problems faced by the labs.  Specifically, FMP:

• Planned and facilitated a series of meetings with laboratory human capital representatives to develop baseline information on current alternative personnel systems.
• Conducted benchmarking studies with private sector research and development organizations to identify recognized best practices for managing a scientific workforce.
• Researched legislative language related to DoD’s authority to conduct demonstration projects, regulations governing human resource management, DoD HR policy, and laboratory policy and processes.
• Analyzed market compensation data for scientists and engineers and advised laboratories on possible issues/needs related to market-based compensation.
• Identified options and strategies for HR policy and process changes needed to meet DoD’s needs for its scientific and engineering workforce.
• Facilitated meetings with DoD laboratory leaders to review and assess policy and process options.
• Developed a complete, long-term framework for reform of HR policy and process for the DoD laboratories and a plan for moving beyond current alternative personnel systems.

Results:  As a result of this initiative, DoD successfully defined a long-term vision and plan for alternative personnel systems for its laboratory, scientific, and engineering personnel.

National Geospatial-Intelligence Agency (NGA)

Client Objective: The National Geospatial-Intelligence Agency (NGA) was formed in 1996, as the National Imagery and Mapping Agency (NIMA), with the goal of bringing together the different mapping and imagery functions across the government and combine them into a single agency.  In response to this new authority, NGA initiated a far-reaching effort to re-think its human resource policies, systems, and practices to create a single, unified personnel system that was innovative, flexible, and performance-oriented. 

FMP Approach: In response to NGA’s request, FMP assisted in the development of WORKFORCE 21, an alternative personnel system with 5 broad pay bands, a performance-based approach to compensation and organizationally-specific occupations and work roles. FMP’s approach included:

• Working with internal teams of employees, managers and HR professionals to define the policies and systems of WORKFORCE 21.  FMP helped the teams understand their tasks, review best practices, and develop the right approach for NGA. 
• Working with NGA to implement the various aspects of WORKFORCE 21 in an integrated and comprehensive approach. 
• Supporting NGA by conducting process review and improvement efforts.

Even today, FMP continues to work with NGA to review its policies and processes and to provide communication and training support.  Each year FMP conducts an assessment of NGA’s now combined pay and promotion process.  Many of the recommendations have resulted in direct changes to the process.  FMP also provides training and communication support for the different processes, meeting with organizational leaders, decision-makers, supervisors and employees.