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assessment strategies and provides a mechanism for participant feedback or course evaluation. Registration and record-keeping should be seamless with training available on a just-in-time basis, especially for skills training. 127 Given the size, geographic dispersion, and complexity of the DCIPS population, training also should be offered through various media, including websites, electronic job aids, and reference guides. As noted previously, many courses offered to the DoD intelligence workforce have focused on knowledge and skills associated with using DCIPS. Given that DCIPS policy and guidance were not stable at the outset, the training content often changed to accommodate changes in policy and updates to automated tools. This added both expense and workforce frustration. The DCIPS training evaluation focuses on measuring participant satisfaction with individual training sessions and counting the number of participants trained monthly. These are common measures, but they do not assess the more important aspects of content validity (was the content correct and thorough), or application to the job (were they able to use what they learned). Recent DCIPS survey questions asked whether training equipped employees with the skills needed for implementation. 128 Preliminary results suggest that more work is needed to train employees adequately in writing SMART objectives and communicating how DCIPS will affect them. Aside from NGA, fewer than half of the respondents from the intelligence components agreed or strongly agreed that they were satisfied with their training. At NGA, 52 percent agreed or strongly agreed. 129 The ratings of satisfaction or “helpfulness” regarding specific aspects of the training (delivery method or specific topics covered) appear to be consistently lower; less than half of the respondents from all or most components gave favorable ratings to specific training questions. These findings suggest aspects that OUSD(I) may consider for improvement. 130 Many employees, especially those in remote locations, noted technical challenges. Access to high speed Internet access is not universal among DCIPS employees, so web-based training is not effectively delivered to them. Further, representatives of the military services noted that they must retrain their uniformed managers more frequently as they experience turnover approximately every two years. This impacts the long-term management of DCIPS, as well as the ability to refresh leaders and maintain a consistent level of knowledge and proficiency among the uniformed supervisor cadre. Academy-sponsored discussions generated mixed employee reactions to training. The biggest sources of frustration stemmed from the system’s immaturity and tools. As policy changed, the training received became obsolete. Sometimes, trainers were unable to provide correct answers because the content was unstable. Still other employees complained that they had been unable to attend training because not enough courses were offered. Meanwhile, some managers found the 127 Skills training should be conducted just prior to its subsequent application on the job—no more than two weeks before the application of the new skills—to maximize retention. 128 2010 DCIPS Survey Preliminary Results, Question 36. 129 Ibid. 130 Ibid. 74
pay pool exercises to be helpful and hands on, while others saw them as ineffective and were unable to transfer skills to the work environment. Overall, there has been considerable training activity but the actual impact has been less than effective. The Panel views the design and delivery of appropriate training as critical to the successful implementation of DCIPS, especially given the critical role of first-line supervisors in the process. As noted previously, overall implementation lacks sufficient emphasis on the change management activities, including training, required to win the support of the workforce, especially managers and supervisors. Without their full understanding of what they are being asked to do, and why, implementation cannot succeed. Additional attention is warranted to develop a thorough approach to DCIPS training, with particular attention paid to building understanding and mastery among managers and supervisors. Once these key stakeholders become fully trained and proficient, they will become the local experts and advocates who will demonstrate the value of performance management to their workforces through their actions. Finding 4-9 Insufficient and incomplete DCIPS training has been provided and offered too far in advance of when employees need to use the skills being taught. Especially lacking has been training aimed at changing behaviors and equipping managers and supervisors with the skills they need to effectively implement and maintain DCIPS. STAKEHOLDER INVOLVEMENT ▪ Inclusion According to the OPM framework, consulting with key stakeholder groups on system design, development, and implementation is critical to employee acceptance and ultimate effectiveness. 131 GAO and others consider it to be a best practice as it reduces employee anxiety and resistance to change and fosters feelings of employee ownership and acceptance. 132 Stakeholder involvement requires a commitment of resources and time. In addition, participation must be managed properly so that employees do not have unrealistic expectations of their influence and implementation is not stalled or halted due to negative feedback. In other words, employees should be involved in a process that considers their input, but they should not control the process. 131 OPM Framework, p. 26. 132 See, for example, Risher, Howard, Pay for Performance: A Guide for Federal Managers, IBM Center for the Business of <strong>Government</strong>, Nov. 2004; Booz Allen Hamilton, Pay for Performance (PFP) Implementation Best Practices and Lessons Learned Research Study, June 18, 2008; and Fernandez, Sergio and Rainsey, Hal G., “Managing Successful Organizational Change in the Public Sector: An Agency for Research and Practice, Public Administration Review, (vol. 55, no. 2). Mar./Apr. 2006. 75
Page 1 and 2:
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.........
Page 7 and 8:
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
Page 33 and 34:
NATIONAL DEFENSE AUTHORIZATION ACT
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CHAPTER 3 ASSESSING DCIPS’ DESIGN
Page 37 and 38: FRAMEWORK FOR ASSESSING DCIPS’ DE
Page 39 and 40: Figure 3-1. Objectives of the NICCP
Page 41 and 42: PRINCIPLE The system is transparent
Page 43 and 44: The Defense Intelligence Enterprise
Page 45 and 46: discourage teamwork…to the organi
Page 47 and 48: Figure 3-2. DCIPS 2010 Pay Band Str
Page 49 and 50: enable managers and supervisors to
Page 51 and 52: they achieve their goals. Given the
Page 53 and 54: Element Definition Supervisory/Mana
Page 55 and 56: cooperation with ODNI. The review w
Page 57 and 58: Source: OUSD(I) Human Capital Manag
Page 59 and 60: eplaces the current government-wide
Page 61 and 62: 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: No training needs assessments have
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 and 114: Figure 5-1. DCIPS Interim Array of
Page 115 and 116: Table 5-1. NGA Indices and Comparat
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
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APPENDIX C APPENDIX C BIBLIOGRAPHY
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APPENDIX C Langbein, L. “The impa
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APPENDIX D APPENDIX D MERIT SYSTEMS
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APPENDIX D (10) Discriminating agai
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APPENDIX E APPENDIX E DCIPS PERFORM
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APPENDIX E EMPLOYEE NAME: _________
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APPENDIX E EMPLOYEE NAME: _________
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APPENDIX F APPENDIX F OPEN FORUM LO
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APPENDIX G APPENDIX G MITRE’S PER
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