FTCP F2F - July 10-12, 2018

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NNSA SecurityCompetencies & Career Paths

Panel Discussion for FTCP

Panel:Mr. Lewis Monroe III (Director, Office of Security Operations & Programs, NA-71)

Dr. Dave Rude (NNSA Chief Learning Officer)Mr. Ray Phifer (Assistant Manager, Nevada Field Office)

Panel Facilitator: Ms. Melissa Otero (TQP Program Manager, NA-MB/LCM)1

Competency Models & Career Paths

Competencies• Knowledge, skills, abilities, behaviors,

and other attributes

• Needed to successfully do the work

• Completed: Foundational competencies; Foreign Affairs

• Underway: Contracting/Project/ Program Management; Info Technology; Security & Safeguards; Nuclear Materials Couriers (OST)

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Career Paths• Roadmap for progression and career milestones:

– Concurrent Tracks: (1) Technical; (2) Leadership

– Competencies

– Critical developmental experiences

– Critical success factors

– Qualifications

– Sequential positions

• Underway: Foreign Affairs (95% done); Security (early stages)

Purpose: Build enduring framework for current and future talent needs

Strategy:

• Use methodical, evidence-based approach for triaging occupations (Dash-2s endorsed this)

• Rely on objective data such as workforce analytics

• Dependent on occupations’ criticality based on law, regulation, or policy

FTCP F2F - July 10-12, 2018

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Source: http://joshbersin.com/2010/05/a-new-talent-management-framework/

Competencies & Talent Management

Criteria Scoring

0084

Nuclear

Materials

Courier

0089

Emergency

Mgmt

Specialist

0110

Economist

0201

HR

Specialist

0301

Misc

Admin &

Program

0340

Program

Manage-

ment

0343

Mgmt &

Program

Analysis

0511

Auditor

0560

Budget

Analyst

0801

General

Engineer

0840

Nuclear

Engineer

0850

Electrical

Engineer

1102

Contracting

1301

General

Physical

Science

2210

Information

Technology

0080

Security

0130

Foreign

Affairs

Specialist

Mission Critical

Occupation

5 Pts = Government-wide

MCO

3 Pts = NNSA or DOE MCO

0 Pts = Neither G-wide nor

NNSA

3 0 5 5 0 0 0 5 3 3 3 3 5 3 5 5 3

Legislative/

Administration

Priority/

GAO High Risk

5 Pts = Focus of legislation

or Administration Priority;

on GAO's high risk list

3 Pts = NNSA Priority

0 Pts = No direct priority

for NNSA

5 0 0 5 0 5 0 0 3 0 0 0 5 0 5 5 0

Size of Workforce

3 Pts = Over 100

employees

2 Pts = 50-99 employees

1 Pt = 26-49 employees

0 Pt = Less than 25

employees

3 1 0 2 2 2 3 0 1 3 0 0 3 2 1 3 3

Retirement

Eligibility

3 Pts = > 50% retirement

eligible in next 6 years

2 Pts = Between 35-50%

eligible

1 Pt = Between 20-34%

eligible

0 Pt = < 20% eligible

1 2 0 3 3 3 2 0 2 3 1 0 2 2 1 2 0

Age of Workforce

3 Pts = Average age > 50

years

2 Pts = Age between 45-49

years

1 Pt = Age between 40-44

years

0 Pt = Average age < 40

years

0 3 0 3 3 3 2 0 2 3 2 0 2 3 2 3 2

Attrition Trends

3 Pts = Loss rate average

in past 3 years > 15%

2 Pts = Loss rate between

11-14%

1 Pt = Loss rate between 7-

10%

0 Pt = Loss rate average <

6%

3 1 0 2 2 1 1 0 1 1 3 0 2 1 1 1 1

15 7 5 20 10 14 8 5 12 13 9 3 19 11 15 19 9

COMPETENCY MODELS AND CAREER PATHS - PRIORITIZATION/TRIAGE

Total Score for Occupational Series

Green - not a current priority

Yellow - a second-tier priority

Red - an immediate priority

LEGEND:

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Results of Evidence-Based Approach

FTCP F2F - July 10-12, 2018

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Career Paths: Potential Use & Benefits

Part 1 (2 ½ Months ETC)

Part 2 (2 week ETC)

Part 4 (1 week ETC)

Career Paths

Career-Oriented

Development

Systematic Succession

Management

Deliberate Recruitment,

Hiring, & Retention

Strategic Workforce Planning

Focused Education &

Training

Adapted from Career Paths: Charting Courses to Success for Organizations and Their Employees, by Carter, Cook, & Dorsey (2009), Wiley-Blackwell5

Career Path Stage Apprentice Journey Expert Other Level(s)

TBDPillar Criteria

Important CareerSuccess Factors

- What is the appropriate breadth vs. depth balance?- What should the employee be focusing on at this stage?- What should NNSA be focusing on at this stage?- What are the related occupations?- In thinking about your own SME career: looking back, what advice would you

give to someone at each level?

Competencies

- Which ones are critical?- How proficient should someone be at each level?- What is needed to demonstrate competence at each proficiency level?- When do they get developed (CDE)?

Critical Developmental Experiences

- What competencies should be developed …- What are the key developmental experiences that one should undergo …- What training and education should one complete …- What are the technical areas of focus …- What are the leadership areas of focus …

- To PREPARE for this stage- DURING this stage- To PREPARE for next stage

- In thinking about your own SME career: looking back, what CDE advice would you give to someone at each level?

Qualifications- What are the general types of experience needed at this level?- Are there certifications/licenses/etc required for the job?- If not, are there certifications/etc that would be desirable?

Sequential Positions

- What are typical positions (pay bands/occ series/job title) that someone at this level would hold? (This would be answered for FAS overall and, as applicable, for any specialties within FAS)

- What positions/jobs would allow someone to develop the competence and experience necessary for possible advancement to the next level?

- When should someone cross organizational lines within the FAS career field? - How realistic is this career path progression?

Career Paths: Important Criteria

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FTCP F2F - July 10-12, 2018

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Current National Nuclear Security Roadmap

Objectives:

1. Security Road Map: “the competency models should be reviewed and updated after approximately one year.”

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3. Updates will need to incorporate security-related FAQs (TQP)

4. Incorporate OPM Security Competencies

2. Updates will need to align with NNSA’s foundational competencies

Proposed NNSA Security Competencies

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Competency #1: Protect Information, Staff, and Assets

Competency #2: Project and Program Management

Competency #3: Risk Management Evaluation & Determinations

Competency #4: Conducting Program Reviews

Competency #5: Program Administration

Established: ● Tasks ● Skills ● Proficiency Statements ● Crediting Plans

Proposed NNSA Security Competencies would become Tier 3 on Proposed Version 2.0 Security Roadmap (next slide)

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Proposed Version 2.0 Security Roadmap

• Understand the Business of NNSA • Political Awareness • Public Service Motivation • Financial Management • Teaming • Strategic Thinking • Nuclear Materials Basics • Security Culture • Workplace Safety • Customer Service • Communication

• Diversity and Inclusion • Problem Solving • Innovation and Creativity • Self-Management • Program and Project Management

• NNSA S&S Program • Program Planning and Management • Information Security • Physical Security • Materials Control and Accountability • Personnel Security • Protective Security

• Accountability • Attention to Detail • Conflict Management • Customer Service • Creativity Thinking • Flexibility • Memory • Influencing/Negotiation • Information Management • Integrity/Honesty

• Interpersonal Skills • Leadership • Learning • Managing Human Resources • Oral Communication • Reading • Organizational Awareness • Partnering • Stress Tolerance • Reasoning • Planning and Evaluation

• Project Management • Self-Esteem • Self-Management • Teaching Others • Vision • Teamwork • Technical Competency • Technology Application • Writing • Decision Making • Problem Solving

Site Specific Competencies

(To be developed by individual unit)

Tier 1 – NNSA-Wide Competencies

Tier 2 – General Security Competencies

Tier 4 – General Safeguard and Security (S&S) Competencies

Tier 3 – NNSA Security Competencies• Program Administration • Project Information, Staff, and Assets • Project and Program Management

• Conducting Program Reviews • Risk Management Evaluation and Determination

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Current National Nuclear Security Roadmap Competencies

Updated every 2-3 years, as needed; Alignment with NNSA’s Foundational Competencies;

Incorporate Security-related FAQs (TQP); and OPM Security Competencies

Competencies: Migration from V1 to V2

Proposed SecurityRoadmap 2.0 Competencies

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Site Specific Competencies

(To be developed by individual unit)

Tier 1 – NNSA-Wide Foundational Competencies

Tier 2 – General Security Competencies

Tier 4 – General Safeguard and Security (S&S) Competencies

Tier 3 – NNSA Security Competencies

FTCP F2F - July 10-12, 2018

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Security Competencies Framework & Timeline

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Competency Model Framework:

A REPLICABLE PROCESS

1. 01/16/18 - Strategic Visioning Session with Executives

2. NA-71 identify SME's:

• 6-8 other SMEs (perhaps one from NA-71) who would comprise SME Panel 1 (see Step 4)

• 8-10 other SMEs (perhaps one from NA-71) who would comprise SME Panel 2 (see Step 7)

3. SME Panel I - Work with Dr. Rodriguez on Job Analysis –Task Analysis – Competencies

4. Senior Classifier/Staffer Review

5. Vector check with NA-70 Dash-1

6. 07/02 through 07/13 – Competencies Assessment Tool (CAT) Survey Issued to Security workforce

7. 07/16 & 07/18/18 – SME Executive Panel 2 Validate Model w/ Data Analysis from CAT

8. 07/23/18 – LCM Finalizes Report of Findings

9. 07/27/18 – LCM Out-Briefs senior Executive Leadership

10. 08/01/18 - LCM Start Process for Career Path (Estimated Time of Completion 2 ½ Months)

11. 10/01/18 - Formal Launch of Security Competency Model & Career Path - Connect Message

12. TBD – Codification of Security Competency Model & Career Path in Updated NNSA SD 360.1

Strategic Framework Established

Identify SMEs

Develop Initial Framework

Validate w/SMEs

Validate w/Employees

Validate w/Supervisors

Validate w/SMEs

Issue Final Report & Obtain

Buy-in

Implement and Monitor

Competency Model Completion

Panel 1Panel 2

Vector check

with NA-70 Dash-1

Participation & Makeup of SME Panels

Lewis Monroe NA-71 Director of Office of Security OPS and ProgramRay Phifer NA-NV Assistant ManagerKaren Boardman EA-50 Director, Office of the National Training Center, invited didn’t attendPaul Jenkins NA-MB-40 Supervisory HR Specialist Melissa Otero NA-MB-40 TQP Program ManagerDave Rude NA-MB-40 Chief Learning OfficerJimmy Mcmillian EM-3.114 Director of Office Safeguard & SecurityGerald Curry AU-1 Deputy Associate Under Secretary for SECMark Ott AU-1.2 Security SpecialistSteve Guerrero NTC National Training Center, was invited did not attendValentine Varela NA-MB-18 Senior Personnel AnalystParke Davis NA-743 Supervisory Personnel Security SpecialistJohnny Garcia NA-LL Security SpecialistDouglas Laniohan NA-LL Emergency Management/OPS SpecialistNancy Duzor NA-71 Deputy to Director, Office of SecuritySusan Kennedy Head NA-74 Program ManagerMary Calogero NA-MB-18 Human Resource Specialist (Classification)Kevin Kissinger NA-MB-41 Special Assistant to CLOGrace Zamora NA-LL Program Analyst

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Name Office Position

Representatives and Participants/Invited

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BACKGROUND SLIDES

1314

NNSA at a Glance

14

YEARS OF FEDERAL SERVICE

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NNSA Workforce Demographics

0080 Occupational Series

Hires, Losses and Attrition Rates by FY

15Data as of September 17, 2017

FY-08 FY-09 FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16 FY-17

Hires 22 6 9 1 5 7 3 11 13 7

Separation 9 7 5 8 4 15 10 2 11 8

On-Board 119 120 124 118 116 105 98 99 103 103

Loss Rate 7.6% 5.8% 4.0% 6.8% 3.4% 14.3% 10.2% 2.0% 10.7% 7.8%

0

20

40

60

80

100

120

140

0

5

10

15

20

25

Attrition rates are in line with the FSE rate of 7.5-9.0% FY13 rates are higher NNSA wide due to VSIP

Series FY-08 FY-09 FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16 FY-17

00080 6.4% 6.5% 6.4% 6.2% 6.3% 6.2% 6.1% 6.3% 6.3% 6.2%

On-Board levels have remained consistent at ~ 6-6.5% of total workforceOn-Board % of Workforce

103 6.2%

Avg. Age Avg. YoS

51.7 (49.7 - FSE) 15.8 (17.4)

ALBUQUERQUE, NM 45 (43.7%)

WASHINGTON, DC 21 (20.4%)

LIVERMORE, CA 8 (7.8%)

OAK RIDGE, TN 7 (6.8%)

LOS ALAMOS, NM 6 (5.8%)

AMARILLO, TX 5 (4.9%)

KANSAS CITY, MO 4 (3.9%)

MERCURY, NV 2 (1.9%)

AIKEN, SC 2 (1.9%)

LAS VEGAS, NV 2 (1.9%)

GERMANTOWN, MD 1 (1.0%)

Occupation00080-SECURITY ADMINISTRATION

Locations

NNSA Workforce Demographics

0080 Occupational Series

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FY-08 FY-09 FY-10 FY-11 FY-12 FY-13 FY-14 FY-15 FY-16 FY-17

00080 - Retire Eligible 10.9% 11.7% 12.9% 18.6% 19.8% 21.9% 21.4% 26.3% 21.4% 23.3%

(FSE) - Retire Eligible 15.2% 16.1% 17.3% 17.6% 18.4% 19.4% 19.4% 20.5% 20.0% 18.9%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

Percent of Workforce Currently Retirement EligibleHistorical Snapshots

Currently EligibleRet Eligible in Next 2

YrsRet Eligible in Next 4

YrsRet Eligible in Next 6

YrsRet Eligible in Next 8

YrsBeyond 8 Years

Eligibility 23.3% 5.8% 3.9% 10.7% 7.8% 48.5%

Cumulative Eligibility 23.3% 29.1% 33.0% 43.7% 51.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

Retirement Profile of Current On-Boards

Data as of September 17, 2017

FTCP F2F - July 10-12, 2018

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NNSA Workforce Demographics

0080 Occupational Series

17

Under30

30-34 35-39 40-44 45-49 50-54 55-59 60-64Over

65

00080 1.0% 4.9% 10.7% 11.7% 10.7% 19.4% 19.4% 13.6% 8.7%

FSE 3.5% 9.0% 10.4% 9.0% 12.4% 19.4% 21.4% 9.6% 5.3%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

% o

f W

F

Age Distribution

0-4 5-9 10-14 15-19 20-24 25-29 30-34Over

35

00080 16.5% 23.3% 19.4% 11.7% 3.9% 9.7% 7.8% 7.8%

FSE 14.9% 20.1% 14.1% 11.0% 6.6% 14.4% 12.7% 6.3%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

% o

f W

F

YOS Distribution

Data as of September 17, 2017

0

16

62

25

Pay Band 1

Pay Band 2

Pay Band 3

Pay Band 4 and Above(incl. SES)

Pay Band Profile

• The workforce is similar in composition to overall NNSA FSE but is slightly older with slightly less federal service time.

• There is a larger percentage of this series that have < 15 years of federal service than FSE as a whole

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SME Panel Qualifications/Roles & Responsibilities

SME QualificationsThe selected SME must possess senior level experience and expertise in accordance with the following criteria, Panel 1 SME’s at Pay Band IV, V, & SES and Panel 2 SMEs should be Pay Band V or SES:

• Experience: Experienced professionals with a minimum of five years supervising or a combination of five years performing/supervising the technical work being performed.

• Proficiency: Participant regarded as top performer in their respective field.

• Recency: Participant needs to have either performed or supervised the work recently.

• Representation: Participant should cover the range of specialty areas within the occupation as well as geographic dispersion to capture whether work is being performed differently in each office and/or location.

Other SME Criteria ConsiderationsA. Time commitment is one full day for the panel. B. Pre-work - SMEs review read-ahead materials prior to Panel.C. Access to phone line and internet connection: The virtual panel will be facilitated using Adobe and WebEx, a web-based collaborative

tool that is accessible from any computer with an internet connection.

SME Roles and ResponsibilitiesDuring the panel, SMEs will review the Career Path titles and definitions:

• Review Skill Level, Proficiency Level, List of Positions, Competencies, and Qualifications for Career Path

• Validate Career Path

• Collect feedback regarding closure strategies• Skill Levels• Proficiency Levels• List of Positions• Competencies• Qualifications• Career Path

• Recommendations for learning solutions

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FTCP F2F - July 10-12, 2018

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Competency Model Details

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Factors to Consider when Reviewing Data

• Questions to consider regarding the data:

• Target competency proficiency for each career level: Do the targets resonate? If there are unexpected results, is that a concern?

• Average competency gaps by career level: Which competencies are most concerning (e.g. have a gap greater than 0.50)?

• Criticality Index for each competency: Are the top competencies all significant? Are some less significant than others and don’t need to be focused on at this time?

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FTCP F2F - July 10-12, 2018

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Decisions to Make

• Once you determine the competency gaps that will be addressed, consider:

• Frequency of each competency: Which competencies have the most frequency that might provide the biggest payoff by focusing on them?

• Future needs: Is there a significant shift in future need? Should you build a transition strategy to develop capability for competencies that are needed in the future

• Difficulty of each competency: What are the challenges to close gaps in more difficult competencies and how can you mitigate gap shortfalls?

• Develop strategies to mitigate gaps in competencies identified as most critical and impactful for the occupational series and determine metrics to monitor gap closure

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Competency Model Survey:Sample Supervisor Questions

• Is this competency needed for this employee’s current position? (Yes/No)

• Is this competency needed for this employee’s position in the future (five years from now)? (Yes/No)

• Is it important for this employee’s position to have this competency at time of appointment? (Yes/No)

• How often does your employee perform this competency? Hourly(5) Daily(4) Weekly(3) Monthly(2) Yearly(1) Never(0)

• How difficult is it to perform this competency?Very Difficult to Perform (5) Difficult to Perform (4) Neither Easy Nor Difficult to Perform (3) Easy to Perform (2) Very Easy to Perform (1)

• How important is it to perform this competency?Extremely Important (5) Very Important (4) Moderately Important (3) Somewhat Important (2) Not Important (1)

• Does possession of this competency distinguish between a superior worker and an average worker? (Yes/No)

• What is the employee’s current proficiency in this competency? Expert (5) Advanced (4) Intermediate (3) Basic (2) Awareness (1) None (0)

• What is the target proficiency for the employee’s position in this competency? (Target is considered to be the preferred proficiency level)Expert (5) Advanced (4) Intermediate (3) Basic (2) Awareness (1)

• How best is this competency developed?Instructor-led Training; Computer/Web-Based Training; On-the Job Training; Job Rotations; Challenging Work Assignments

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FTCP F2F - July 10-12, 2018

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Data Analysis

• LCM analyzes the following:Requirements

• Competency gap for each competency

• Current proficiency level

• Criticality Index for each competency and ranking

• Future need of competency

Other Analyses

• Response Rate

• Competency gap by career level

• Competency surplus for each competency

• Current and target proficiency level by career level

• Individual competency performance frequency

• Individual competency difficulty

• Best method to develop proficiency in each competency (can be used to supplement the strategies for filling gaps)

• Priority Index by competency and employee level

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SME – Round 2

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• A Post-Competency Survey panel will be held with Executive-level Subject Matter Experts (SMEs)

• As part of this SME Panel will vet the Data Analysis Report – Industrial/Organizational Psychologist will facilitate a discussion with SMEs

regarding the Data Analysis Report

– SMEs will provide feedback and recommendations on:

• Competency deficits and surpluses and potential impact on workforce

• Competency criticality and future need

• Current model, to determine if it accurately reflects the nature of the work performed within the series or if it should it be modified

• Competencies and gaps to prioritize and identifying potential solutions to mitigate gap deficits