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Agency Snapshot: Department of Defense
The Department of Defense (DoD) continues to work aggressively toward accomplishing the Presidential mandate to make it quicker and easier to bring talented individuals into Federal service. DoD Hiring Reform activities are focused on three overarching Objectives: Improving Hiring Timeliness, Improving the Applicant Experience, and Attracting and Obtaining Top Talent. In 2007 and 2009, DoD held Lean Six Sigma process reviews that led to the consolidation of DoD’s complicated and onerous hiring process into a concise, straight-forward 10 step approach. Tasks outlined within the Hiring Reform Action Plan directly support each step of this process and each of the DoD Hiring Reform Objectives.
DoD senior leadership is heavily invested in the Hiring Reform initiative, and as a result, is providing strong direction and structure to the effort. To support leadership, the Hiring Reform Project Management Office (PMO) is focused on driving results-oriented initiatives, coordinating efforts across the Department, and converging integrated project team (IPT) efforts to align with the Office of Personnel Management’s (OPM) overall Hiring Reform objectives. DoD is institutionalizing the core principles of Hiring Reform across the Department, and creating a meaningful culture change around hiring.
Key Initiatives
To achieve its mission the government must ensure that it is able to find and hire the best talent possible. We have terrific people in the Federal government. However we often miss out on talented individuals because the application and hiring process is so cumbersome and slow that people do not choose to apply for positions or they find other jobs before the hiring process is complete. The Administration has put speeding up and improving the hiring process to attract top talent high on its performance agenda in order to address this issue.
Attracting people to government service is only the beginning – agencies also must treat employees well in order to engage and retain talented individuals. To that end, agencies are continuing to work on promoting a healthy work-life balance and creating development opportunities to engage the workforce, improve employee well-being, and increase government performance.
We also must create a culture where employees strive to excel at performing their responsibilities. Agencies are working to create a culture where employees want to be, and can be, as effective as possible serving the public each and every day.
