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Annual Employee Climate Survey and Federal Human Capital Survey, both conducted before NGA adopted DCIPS. In response to the statement, “In my work unit, differences in performance are recognized in a meaningful way,” the results were the following: • 44.1 percent of NGA employees agreed. • 39.4 percent of employees at other IC agencies agreed. • 31.0 percent of all federal employees agreed. These data indicate a significant difference in employee perceptions among employees at NGA, those at other IC agencies, and the rest of the federal workforce. NGA believes this likely reflects its long-term experience with a performance-based management system. However, this positive impact is offset somewhat by NGA employee responses to another statement in the same survey: “In my work unit, steps are taken to deal with a poor performer who cannot or will not improve:” • 27.6 percent of NGA employees agreed. • 30.1 percent of employees at IC agencies agreed. • 30.0 percent of all federal employees agreed. Thus, it appears that NGA may have done a better than average job in identifying differences in performance, but it has not done as well as other agencies in effectively dealing with poor performers. Five key Federal Human Capital survey indices, shown in Table 5-1, indicate that NGA ranks somewhat better than other federal agencies in a variety of areas, but is no better than average when compared with other IC agencies. 175 175 Leadership and Knowledge Management; Results Oriented Performance Culture; Talent Management; Job Satisfaction; and IC Transformation (IC Agencies Only). Data provided by USD(I) Human Capital Management Office. 100
Table 5-1. NGA Indices and Comparative Results Another significant area for examination is whether NGA’s history with performance-based compensation has had a positive or negative impact on the careers of women and minorities. This area is identified by the ODNI’s Strategic Human Capital Plan as one of five major challenges in building a strong HR program. 176 NGA recently completed a comprehensive analysis of 2009 performance evaluations and payouts. It found no difference in mean ratings that represent adverse impact by gender, veteran status, or age group. In fact, women had a higher average rating in the aggregate than men. Within the race/ethnicity groups, however, the analysis concluded that the results for 176 Insufficient Diversity. Although the U.S. civilian labor force was becoming more diverse, the IC reportedly was not keeping pace. From the ODNI Strategic Human Capital Plan. 101
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A Report by a Panel of the NATIONAL
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FOREWORD The terrorist attacks of S
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TABLE OF CONTENTS FOREWORD.........
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Governance ........................
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ACRONYMS Academy CWB DCIPS DIA DIHR
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EXECUTIVE SUMMARY The terrorist att
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• It is too soon to draw conclusi
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CHAPTER 1 BACKGROUND, METHODOLOGY A
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• The adequacy of the training, p
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• Chapter 6: The Way Forward for
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CHAPTER 2 THE HISTORICAL CONTEXT FO
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National intelligence is still orga
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ewarded longevity over performance
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OTHERS FACTORS THAT IMPACTED DCIPS
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• Partisan politics could play an
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Administration (TSA), which operate
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NATIONAL DEFENSE AUTHORIZATION ACT
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CHAPTER 3 ASSESSING DCIPS’ DESIGN
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FRAMEWORK FOR ASSESSING DCIPS’ DE
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Figure 3-1. Objectives of the NICCP
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PRINCIPLE The system is transparent
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The Defense Intelligence Enterprise
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discourage teamwork…to the organi
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Figure 3-2. DCIPS 2010 Pay Band Str
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enable managers and supervisors to
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they achieve their goals. Given the
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Element Definition Supervisory/Mana
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cooperation with ODNI. The review w
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Source: OUSD(I) Human Capital Manag
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eplaces the current government-wide
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esults, but the final DCIPS evaluat
Page 63 and 64: The Panel believes that adequate fu
Page 65 and 66: HOW DCIPS COMPARES TO THE GS/GG SYS
Page 67 and 68: Table 3-7. Comparison of DCIPS and
Page 69 and 70: Design Feature DCIPS NSPS quality s
Page 71 and 72: Recommendation 4. To ensure equitab
Page 73 and 74: CHAPTER 4 ASSESSING DCIPS’ IMPLEM
Page 75 and 76: Table 4-1. Overview of the OPM Obje
Page 77 and 78: In the DCIPS context, “leaders”
Page 79 and 80: intelligence component would do so.
Page 81 and 82: • Credible, timely, and original
Page 83 and 84: Finding 4-5 The DCIPS website and R
Page 85 and 86: Finding 4-6 The lack of a communica
Page 87 and 88: No training needs assessments have
Page 89 and 90: pay pool exercises to be helpful an
Page 91 and 92: • The Commerce Department used fo
Page 93 and 94: 3. Implementing DCIPS; 4. Evaluatin
Page 95 and 96: created a separate document for som
Page 97 and 98: lack of an overall change strategy
Page 99 and 100: changed and by whom. 149 This appea
Page 101 and 102: How pay pools are constructed and w
Page 103 and 104: DCIPS survey results indicate that
Page 105 and 106: CONCLUSIONS The Panel finds that a
Page 107 and 108: CHAPTER 5 ASSESSING DCIPS’ IMPACT
Page 109 and 110: • Disincentives to become a super
Page 111 and 112: employees received performance rati
Page 113: Figure 5-1. DCIPS Interim Array of
Page 117 and 118: of implementation. Nonetheless, OUS
Page 119 and 120: CHAPTER 6 THE WAY FORWARD FOR DCIPS
Page 121 and 122: OUSD(I) has advised the Panel that
Page 123 and 124: CHAPTER 7 PANEL RECOMMENDATIONS Bas
Page 125 and 126: • Clarify and strengthen its guid
Page 127 and 128: Recommendation 23. OUSD(I) should d
Page 129 and 130: APPENDIX B APPENDIX A PANEL AND STA
Page 131 and 132: APPENDIX B Committee on U.S. Nation
Page 133 and 134: APPENDIX B PARTICIPATING INDIVIDUAL
Page 135 and 136: Michael Jackson*—President and Fo
Page 137 and 138: Defense Intelligence Agency Kendrea
Page 139 and 140: APPENDIX C APPENDIX C BIBLIOGRAPHY
Page 141 and 142: APPENDIX C Langbein, L. “The impa
Page 143 and 144: APPENDIX D APPENDIX D MERIT SYSTEMS
Page 145 and 146: APPENDIX D (10) Discriminating agai
Page 147 and 148: APPENDIX E APPENDIX E DCIPS PERFORM
Page 149 and 150: APPENDIX E EMPLOYEE NAME: _________
Page 151 and 152: APPENDIX E EMPLOYEE NAME: _________
Page 153 and 154: APPENDIX F APPENDIX F OPEN FORUM LO
Page 155 and 156: APPENDIX G APPENDIX G MITRE’S PER
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