Report - Government Executive

PREPAREDNESS
Preparedness is the extent to which OUSD(I) laid the groundwork for DCIPS’ success by
preparing employees for the change and establishing the supporting infrastructure. “Agencies
that do not place sufficient emphasis on Preparedness are likely to encounter significant
implementation problems, thereby reducing the ultimate effectiveness” of the system. 112 The
dimensions of Preparedness are:
• leadership commitment
• open communication
• training
• stakeholder involvement
• implementation planning
LEADERSHIP COMMITMENT
▪ Engagement ▪ Accountability ▪ Resources ▪ Governance
Leadership commitment, a key dimension of all successful change efforts, involves engagement,
accountability, resources, and governance. A dimension of the Preparedness component in the
framework, it is considered a best practice by those who study alternative personnel systems in
the federal government. 113 Agency leaders must be visibly and actively engaged in planning the
change, championing the system, and communicating to employees that the change is a mission
imperative, not simply an HR program. Following implementation, they have an ongoing
responsibility to reinforce their commitment and ensure the system’s continued success.
Commitment provides an emotional aspect that can be elusive to measure. The framework
focuses on specific behaviors that demonstrate leadership commitment, but does not address the
underlying strength of leadership conviction that supports those behaviors. According to the
framework, leadership commitment is measured by the extent to which leaders communicate
with the workforce about the system, prioritize system implementation, provide appropriate
resources, and are held accountable for system execution.
Sometimes, it is difficult for leaders to be visibly involved in the implementation of a new
personnel system that is considered to fall into the “support” category; its link to mission is
indirect. However, such a system has far-reaching effects and it is important to communicate to
the workforce why it is necessary and how it will enhance the agency’s ability to achieve its
mission. In addition, leadership involvement is critical to achieving the cultural change needed
for such a new system to be successful, and for holding managers accountable for adopting and
applying it.
112 Ibid, p. 23.
113 See, for example, Pay for Performance (PFP) Implementation Best Practices and Lessons Learned Research
Study, Booz Allen Hamilton, prepared for the ODNI Director of Intelligence Staff, June 18, 2008; Risher, Howard,
Pay for Performance: A Guide for Federal Managers, IBM Center for the Business of Government, Nov. 2004; and
Risher, Howard and Smallwood, Andrew, “Performance-Based Pay at NGA,” The Public Manager, Summer 2009.
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