By Raymond E. Conley, Ralph Masi, Bernard D. Rostker, Herbert J. Shukiar, Steve Drezner
Lately, U.S. joint army actions have obvious better participation premiums through reserve part common and flag officials, senior civilians, and senior noncommissioned officials. This file examines the coaching of those body of workers for participation in joint army actions and recommends classes of motion to higher arrange them for joint positions.
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Extra info for Enhancing the Performance of Senior Department of Defense Civilian Executives, Reserve Component General Flag Officers, and Senior Noncommissioned Officers in Joint Matters
Example text
As a consequence, some managers, in an effort to ensure that the mission gets accomplished, are reluctant to let good people go for developmental outplacements. They simply want to hang onto good people for a long, long time. This organizational mindset is often detrimental to grooming and building talent for the future. Another detrimental mindset is the reluctance of high-potential employees to rotate for developmental purposes. Sometimes this reluctance is related to perceived status changes.
Initially, this subset of SES positions should include those in unified combatant commands and select positions in OSD, the Joint Staff, and DoD agencies. There would be more personalized management of the people flowing into and out of these positions. A central office, perhaps at OSD, would set policies, establish expectations, and measure progress. At a minimum, the policies would address qualifications, frequency of rotation, procedures for selecting and hiring into these positions, and placement of the people when they leave the positions.
The interviewees recommended that high-potential GS-13 through GS-15 and SES members be encouraged and given regular opportunities to pursue education, training, or other opportunities for learning and development. Improve access to SES entry-level training. As noted earlier, the APEX orientation course was often mentioned as being essential for newly selected SES members. The course is offered twice a year, with approximately 30 people in each class. Several interviewees recommended exploring efforts to improve the timing and coordination of attendance so that most SES members could attend within their first year as opposed to their first two years.
