Report - Government Executive

eplaces the current government-wide locality pay methodology. Achieving full market
comparability is necessary if DoD intelligence components are to succeed in attracting and
retaining top talent and becoming “the employer of choice.”
The Panel is encouraged that OUSD(I) has begun to develop an approach for conducting surveys
to assess salary comparability with appropriate markets. This will be helpful to gain further
support for DCIPS. Additionally, OUSD(I) reported an ongoing review of compensation in the
continental United States, Hawaii, Alaska, and Pacific Islands to assess pay comparability.
These steps will help ensure that all three aspects of equity are fully integrated into the design.
Appendix I provides an overview of MITRE’s performance-based compensation system, another
approach for achieving internal equity. The Panel believes that this example includes some
features that may be usefully modeled in DCIPS’ design. For example, the ability to “refine”
ratings within a rating level provides managers an opportunity to further distinguish levels of
performance when it is appropriate to do so.
Finding 3-7
DCIPS successfully balances internal, external/market, and contribution equity, but internal
equity could be enhanced by a more structured approach to pay pool composition to ensure that
employees with similar duties, responsibilities, and performance ratings are treated equitably.
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