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68 Stabilization and Reconstruction Staffing: Developing U.S. Civilian Personnel(under solution three, contracts with public or private individuals orcompanies) that those in the federally funded billets would be availablefor deployment when called. 11Leadership and Knowledge ManagementFor this element, the Framework asks whether agency leaders effectivelymanage people, ensure continuity of leadership, and sustain alearning environment that drives continuous performance improvementby identifying and addressing gaps in effective leadership andimplementing and maintaining programs that capture organizationalknowledge and promote learning. The outcome of these efforts is keyto providing a constant flow of leaders who can properly direct SSTRoperations. However, responsibility for developing a cadre of such leadersappropriately falls to departments and agencies, because a SSTRwill often involve temporary organizations that cannot be expected toinstitutionalize such efforts.Accordingly, the Departments of State and Defense have eachbegun to address the types of leadership and continuity gaps thatwere articulated by many of our interviewees. For example, the StateDepartment’s Strategic Plan for 2007 indicates that the Departmentwill increase the percentage of language-designated positions at overseasmissions filled by people who fully meet language requirementsand will mandate leadership and management training for 100 percentof its targeted population. 12 DoD has announced an initiativeto develop 21st-century leaders who will have diverse experiences andcompetency in “joint matters.” 13 The success of these and other relatedleadership initiatives will increase the capacity of the United States tomanage future SSTR operations effectively.11 See Kelly (2006) for an exposition of how such an approach might work for transitionallaw-enforcement capabilities.12 U.S. Department of State and U.S. Agency for International Development, “StrategicGoal Chapter 12: Management and Organizational Excellence,” FY 2007 Joint PerformanceSummary, Washington, D.C., no date.13 Marilee Fitzgerald, Office of the Under Secretary of Defense, Civilian Personnel Policy,“The Department of Defense Initiative: Developing 21st Century Senior Executive ServiceLeaders,” Defense Human Resources Board Briefing, August 30, 2006.
Process, Structure, and Management—What Can Be Done Today? 69Results-Oriented Performance CultureA results-oriented performance culture system “focuses on having a diversityoriented, high-performing workforce, as well as a performancemanagementsystem that effectively plans, monitors, develops, ratesand rewards employee performance.” 14 To be successful, the systemmust include effective communication, written performance plans thatstress measurable results and expectations, documented appraisals, anawards policy, and a pay-for-performance program.We found little indication of a formal performance managementprogram at the CPA, nor did we find any formal differentiation betweenhigh and low performers—not surprising, given the very nature of theCPA, the circumstances and conditions in which it operated, and therelatively brief tenure of most employees.In thinking about future operations, those involved in the planningprocess must include a performance-management template thatlists performance expectations and includes mandatory performancefeedback, as well as incentives for excellent performance (bonuses andawards) and consequences for poor performance. Some of these considerationsare discussed in the next section.Talent ManagementOPM defines talent management as “a system that addresses competencygaps, particularly in mission-critical occupations, by implementingand maintaining programs to attract, acquire, develop, promote,and retain quality talent.” 15 Returning to our initial workforceplanningquestion, “What capabilities does the United States need?” wecan point to two essential elements for creating a functional civilian staff:14 Consider U.S. Office of Personnel Management, “The Results-Oriented Performance CultureSystem,” Human Capital Assessment and Accountability Framework (HCAAF) ResourceCenter, no date.15 U.S. Office of Personnel Management, “The Talent Management System,” Human CapitalAssessment and Accountability Framework (HCAAF) Resource Center, no date.
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THE ARTSCHILD POLICYCIVIL JUSTICEED
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Stabilization andReconstruction Sta
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PrefaceThe United States participat
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ContentsPreface ...................
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ContentsviiCHAPTER FIVEConclusions
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Tables3.1. Number of U.S. Governmen
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AcknowledgmentsThe authors acknowle
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AbbreviationsACTAWCCACCFRCJTF-7CMPT
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AbbreviationsxxvMNSTC-IMoDMOINATOND
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CHAPTER ONEThe ProblemThe United St
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The Problem 3• How long are perso
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The Problem 5The authors’ first-h
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The Problem 7sonal correspondence w
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The Problem 9sets of CPA civilian s
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