2012 acc/tsa security capabilities...
TRANSCRIPT
2012 ACC/TSA Security Capabilities Day
July 17, 2012
Risk-Based Security
Workforce Transformation Action Team
Lamont Virgil
Director, Organizational Effectiveness Division, OHC
Agenda
Slide 2
RBS Workforce Transformation: Action Team Structure and Process 3
Competencies: Aligning the TSO Workforce with RBS Requirements 4
Recruitment/Selection: Attracting and Hiring the Right TSOs for RBS 5
Performance Management: Measuring and Reinforcing RBS Success 6
Specialization: Improving TSO Skillset Groupings 7
Aptitude: Assessing the Requisite RBS Acumen 8
Training: Integrating RBS Into TSO Daily Job Functions 9
Staffing Levels/Structure: Optimizing the TSO Staffing Mix 10
Internal Communications: Building an Understanding of RBS 11
RBS Workforce Transformation:
Action Team Structure and ProcessThe RBS Workforce Transformation effort employs an Action Team to guide the analysis of human factors and the
development of actionable solutions for transforming the TSO workforce within the RBS construct.
• The AAs for OHC, OSO, OTWE, and OSC and the
Associate Administrator for RBS, endorsed the
creation of an Action Team to examine the
workforce implications of RBS
• The team leverages cross-organizational expertise
from the following Program Offices: OSO, OSC,
OHC, OTWE, and OPA
• The team is co-chaired by Mike Aguilar and Lamont
Virgil
• Team members are divided into the following sub-
groups/focus areas:
Competencies
Recruitment/Selection
Performance Management
Aptitude
Internal Communications
Specialization
Training
Staffing Levels/Structure
ACTION TEAM STRUCTURE ACTION TEAM PROCESS
The Action Team follows an iterative process for developing
actionable recommendations that adjust to new
RBS developments and the evolving RBS strategy.
Slide 3
Competencies
Slide 4
Discovery Question: What competencies (knowledge, skills, and abilities) are required for
Transportation Security Officers (TSOs) as a result of RBS?
Approach: The Office of Human Capital (OHC) conducted
Phase II of the Officer Job Analysis Study (OJAS) which
included focus groups at five Pre™ Proof of Concept
airports to analyze impacts on TSO competencies from the
larger RBS system.
TSO Competencies
Attention to Detail
Command Presence
Conflict Management
Conscientiousness – NEW!
Critical Thinking
Flexibility – NEW!
Integrity / Honesty
Interpersonal Skills
Oral Communication
Reading
Security Directives and Regulations
Security Equipment Proficiency
Situational Awareness
Teamwork
Technology Application
Visual Observation
Preliminary Recommendations:
Sh
ort
Term
*
1. Add conscientiousness and flexibility to TSO Job Analysis Tools
(JATs). (OHC)
2. Incorporate updated competency definitions in the TSA
Competency Catalog. (OHC)
3. Update JATs for Lead Transportation Security Officers (LTSOs),
Supervisory Transportation Security Officers (STSOs), Master
Transportation Security Officers (MTSOs), and Expert Transportation
Security Officers (ETSOs) to reflect OJAS results and RBS analysis.
(OHC)
Lo
ng
Term
**4. Increase the emphasis placed on critical thinking, interpersonal
skills, oral communication, and security equipment proficiency
competencies in the TSO assessment process. (OHC)
5. Review job analysis of TSO and TSO-related positions to ensure
qualification requirements address current position responsibilities.
(OHC)
Competency increased in importance due to RBS
Aligning the TSO Workforce with RBS Requirements
?
*Short Term = Less than a year. **Long Term = More than a year.
Recruitment
Slide 5
Discovery Question: What are the impacts of RBS to TSO recruitment and selection
processes / practices??
Approach: Members of OHC reflected on the outcomes of the
Phase II OJAS to identify potential impacts RBS will have on TSO
recruitment and selection.
HIRING
PLANNING*
RECRUITMENT
& JOB
OPPORTUNITY
ANNOUNCEMENT*
APPLICATION
COMPUTERIZED
TESTING*
AIRPORT
ASSESSMENT*
MEDICAL
EVALUATION
BACKGROUND
CHECKCERTIFICATES
JOB OFFERENTRY ON DUTY/
ORIENTATION
BASIC
SCREENER
TRAINING*
CREDIT CHECK
Preliminary Recommendations:
Sh
ort
Term
1. Modify the language in the TSO Job Opportunity
Announcement (JOA). (OHC)
2. Update the content of the TSO Realistic Job Preview (RJP)
video. (OHC, OSO)
3. Modify the questions used in the structured interview as part
of the airport assessment. (OHC)
Lo
ng
Term
4. Develop/revise external TSO entry-level hiring/selection
process to align with RBS requirements and revised JATs.
(OHC)
5. Modify the content of the Computer Based Test (CBT) to
assess for competencies required as a result of RBS. (OHC)
6. Revise recruitment/assessment processes for LTSOs,
STSOs, or recruitment/assessment processes used to fill TSO-
related positions such as Behavior Detection Officer (BDO),
Security Training Instructor (STI), and Coordination Center
Officer (CCO) to reflect OJAS results and RBS analysis. (OHC)
TSO Hiring Process Overview (as of 03.26.12)
Airport and/or Contractor
Contractor
Airport
LE
GE
ND
Applicant
* RBS Impacts
TSA PerSec
Attracting and Hiring the Right TSOs for RBS
Performance Management
Slide 6
Measuring and Reinforcing RBS
Success
Approach: Members of OHC reflected on the outcomes of the
Phase II OJAS to identify the potential impacts RBS will have on
Performance and Accountability Standards System (PASS) and
Office of Security Operations’ (OSO) performance management
systems.
Preliminary Recommendations:
Sh
ort
Term
1. Increase the significance placed on TDC functions in TSO PASS
performance plans. (OHC)
Lo
ng
Term
2. Revise PASS Competency Performance Component to align
with RBS requirements. (OHC)
3. Update OSO performance management programs to align with
RBS principles – such as Aviation Screening Assessment Program
(ASAP) and Presence, Advisement, Communications, Execution
(PACE). (OSO)
? Discovery Question: How will performance testing and performance management
processes for TSOs need to be adapted to the RBS requirements?
Specialization
Discovery Question: What types of new TSO specializations will be required to support
RBS??
Approach: OSO reviewed the current TSO career model against
TSA’s risk priorities and operational requirements to formulate a
set of capabilities required to provide the most effective and
efficient security in a RBS environment.
PTDR:• Travel Document Check • Divestiture• Passenger alarm resolution
ITDR• Image interpretation • Accessible property/checked
baggage alarm resolution
TSR• Queue coordination • Exit lane monitor• Baggage handler• Bin rotation• Customer assistance• Administrative tasks
TSO Specializations:
Future State Responsibilities
TSO Specialization:
Long-Term Strategies
Develop a certified
Passenger Threat Detection/Resolution (PTDR) specialization.
Develop a certified Image Threat Detection/Resolution (ITDR) specialization.
Develop Transportation Security Representative (TSR) classification.
Preliminary Recommendations:
Sh
ort
Term
1. Conduct a feasibility study to determine the validity of
creating specializations for PTDR, ITDR, and TSR. (OSO –
Lead, Joint Integrated Project Team (IPT) to support)
Improving TSO Skillset Groupings
Slide 7
Aptitude
Slide 8
Assessing the Requisite RBS Acumen
Discovery Question: What are the cognitive demands of performing X-ray image analysis
given the RBS requirements (e.g., use of a continuous belt on Pre™ lanes) and the
cognitive demands of switching between low and co-mingled (unknown/high-risk) lanes?
Approach: Representatives from the Office of Security
Capabilities (OSC) conducted extensive research and literature
reviews to investigate the cognitive aptitude required for TSOs to
operate successfully in a RBS environment.
The Hidden Figures Test is commonly used to
measure visuo-spatial ability.
The Vandenberg and Kuse Mental Rotation
Test is used to measure spatial ability.
Preliminary Recommendations:
Sh
ort
Term
1. Identify aptitude/attribute requirements to improve the “quality”
of TSOs performing the RBS image analysis task for Advanced
Technology (AT) security equipment on Pre™ and non-Pre™
lanes. (OSC)
2. Determine if select aptitude/attribute screening can be utilized
as a valid tool in predicting whether TSOs will be successful at the
RBS image analysis task for AT security equipment. (OSC)
3. Develop or identify a selection test or tool based on AT RBS
image analyst aptitudes/attributes. (OSC)
Lo
ng
Term
4. Analyze the data from the lane-switching study to identify areas
of possible human error. (OSC)
?
Training Integrating RBS Into TSO Daily Job Functions
Discovery Question: How does training need to change based on RBS initiatives? ?Approach: The Office of Training and Workforce Engagement (OTWE) developed
an RBS Training Matrix to map new-hire and in-service TSO training to RBS
requirements.
Preliminary Recommendations:
Sh
ort
Te
rm
1. Analyze results from the 2012 comprehensive OTWE New Hire
TSO Training Task Analysis (TTA) and OHC Competency Reviews.
Integrate all technical and non-technical knowledge, skills and
abilities necessary for a successful uniformed federal employee.
Ensure RBS initiatives are incorporated and recommended new RBS
competencies and abilities are addressed. (OTWE, OSO, OHC)
2. Design and develop an OTWE Strategic Training Plan that
supports TSA’s RBS Strategic Plan and aligns OTWE’s training
model and resources to support short-term and long-term RBS
initiatives. (OTWE)
3. Explore the consolidation of existing TSO testing and evaluation
programs including: Continuous Reinforcement of Security Skills
through Intelligently Networked Guidance (CROSSINGS), ASAP and
PACE programs, and Office of Inspection (OI) testing results as a
way to increase security efficiency. (OTWE, OSO, OI)
Lo
ng
Te
rm
4. Conduct a TTA for LTSOs, incorporating current RBS initiatives,
and design/develop a formal LTSO training/certification program.
(OTWE, OHC)
5. Finalize national roll-out plans for a standardized training program
for on-the-job training (OJT) instructors who mentor and advise new-
hire TSOs through the final phase of certification. (OTWE, OSO)
6. Conduct a comprehensive TTA for PTDR and ITDR specialization
positions. (OTWE, OHC, OSO)
7. Expand the TSO New Hire Training Program to include initial
onboarding processes, and centralize the delivery of newly
developed “Officer Candidate” training either at the TSA Academy or
Regional Training sites. (OTWE, OHC, OSO)
RBS Requirements
Training Course Inte
rpers
on
al S
kil
ls
Ora
l C
om
mu
nic
ati
on
Fle
xib
ilit
y
Cri
tical T
hin
kin
g
Secu
rity
Eq
uip
men
t P
rofi
cie
nc
y
TS
A P
re™
Kn
ow
n C
rew
mem
be
r
Do
D
75 a
nd
Old
er
12 a
nd
Un
de
r
CA
T /
BP
SS
Pil
ot
En
ha
nced
Sele
cte
e
Scre
en
ing
Passen
ge
rs S
cre
en
ed
A
cco
rdin
g t
o R
isk
Secu
re F
lig
ht
NEW HIRE TRAINING
Checkpoint & Checked
BaggageF C F C C F C F F
IN-SERVICE TRAINING
TACCOM C C C C
TSA Pre™ C C C C C
Known Crew Member Pilot C
DoD Credentialing Pilot C
75 and Older Pilot C
RBS Video Series C C
Behavior Awareness
Training PilotC C C
TRX Simulator Imaging
SessionsC C C
Essentials for Supervising
Screening Operations PilotC C C C C C
Leading People Managing
Operations C C
Foundations of Leadership C C C C
Leading From the Middle C C C C
Real Time Leadership Skills C C C C
Current State:
Future State:
C
F
Preliminary Recommendations:
Sh
ort
Term
1. Conduct full-time (FT)/part-time (PT) employee mix
recommendations focused on cost and work requirements for
the OSO Assistant Administrator (AA). (OSO)
2. Conduct FT/PT analysis concentrating on security
effectiveness. (OSC)
3. Develop a guide on team structures based on shift bids and
staff scheduling for the field Scheduling Operations Officers.
(OSO)
Lo
ng
Term
4. Pending the results of the feasibility study to determine the
validity of creating specializations, conduct further analysis on
the impacts specializations will have on staffing levels and
structure. (OSO)
Staffing Levels/Structure
Slide 10
Optimizing the TSO Staffing
Discovery Question: What is the impact of part-time TSOs on RBS goals? Could airport
checkpoint teams be better structured and organized to support RBS?
Approach: OSO recently analyzed cost and work requirement
differences between the part-time versus full-time TSO workforce.
OSO also examined the application of a team concept to the field
environment to understand the impacts to RBS efforts.
?
Work is primarily
part time at small airports
with low model efficiency.
An increase in the full-time
workforce has an efficiency
cost.
Histogram of Model Efficiency by Airport CategoryNormal
Model Efficiency
Air
po
rts
Op
tim
al E
ffic
iency
Internal Communications
Slide 11
Building an Understanding of
RBS
Discovery Question: How can TSA most effectively communicate RBS information to TSOs? ?
RBS Internal Communications
OrganizationalSatisfaction
Survey
Weekly Readership
Survey
iShare-Traffic Metrics
As One Survey
NAC Focus Groups and Site Visits
User Preference
Survey
Preliminary Recommendations:
Sh
ort
Term 1. Create and deliver a survey that tests employees’ RBS
knowledge-base. (OPA)
2. Obtain agreement on what acceptable levels of RBS knowledge
and buy-in look like. (OPA)
Lo
ng
Term
3. Create a TSA-wide employee communications strategy into
which RBS fits with clear delineation of responsibilities for both
communicators and employees.
(OPA)
Approach: To assess and improve TSA’s RBS communications
efforts, members of the Office of Public Affairs (OPA) are
identifying gaps in the planning, production, distribution, and
evaluation of current communications, as well as the access and
time given to employees, the individual responsibilities, and
feedback expectations.